Welcome to our community.

In this community, you can submit ideas, vote on existing ideas, or add comments.

To submit an idea, please click the Submit New Idea button at the top of the navigation sidebar. You will then be asked to add a title and choose a campaign for the new idea. You will also have the option to add tags to the idea. To vote on an idea, simply click the up or down arrows to the right of the idea title/description. And to add a comment, click in the box below the idea.

If you would like to see all ideas created with a specific tag, you can click on the word or phrase via the tagcloud in the navigation sidebar area under "What we're discussing". You can also view ideas sorted by Campaigns from the right navigation area. To return to this page, click the All Ideas link.

Improving FEMA Internal Processes and Human Capital

Improve Communication between EA and the Program Offices

The personnel in External Affairs (EA) are not always well versed in FEMA's programs. As a result of EA's focus on communications, they tend to change the words to something that may look or sound better, but also changes the meaning of what the program office is trying to convey. Because EA personnel are not educated in the details and language of the program, as EA reviews a document for publication, it can inadvertently ...more »

Submitted by
Add your comment

Voting

0 votes
0 up votes
0 down votes
Active

Improving FEMA Internal Processes and Human Capital

FQS vetting for Training Requirements

There should be a vetting order for FQS trainings. It is hard to get into training courses that are required in PTB's. Reservists in a 602 course I attended advised that they never deploy, but are put into the courses. Several of the same Reservists are taking up space in courses that I need in order to do my everyday job, but I can't get into the course. Course registration should be vetted more strictly. Those ...more »

Submitted by
Add your comment

Voting

0 votes
0 up votes
0 down votes
Active

Improving FEMA Internal Processes and Human Capital

Disparate Treatment by Supervisors

Morale issues stem from organization culture problems. I continue to hear about instances and have witnessed supervisors participating in nepotism, favoritism, and disparate treatment of subordinate staff members. Directors, Deputy Directors, and all staff in supervisor positions should attend 601, 602, and 603 training. There needs to be a credentialing coordinator ensuring that all these folks have completed this ...more »

Submitted by
Add your comment

Voting

0 votes
0 up votes
0 down votes
Active

Improving FEMA Internal Processes and Human Capital

New Employee Orientation

All new employees should be required to take ICS 100, 200, 700, and 800 at EMO/FMO. Additionally, they should print the certificate for verification that it was taken. When taking ICS 300/400 in Anniston it was received that their were several employees who had not take these courses prior to being enrolled in the course. They had a really hard time in ICS 300/400. ICS 300/400 courses are geared for local first ...more »

Submitted by
Add your comment

Voting

0 votes
0 up votes
0 down votes
Active

Improving FEMA Internal Processes and Human Capital

Acronyms

National Incident Management System Alerts “strongly encourage” plain language internally. “Acronyms and Coined Words”; “DHS Lexicon, Acronyms and Abbreviations”; DHS Plain Language Guide; Plain Writing Act of 2010; Executive Orders; and National Incident Management System advise using plain language or avoiding acronyms. Do acronyms benefit anyone other than a writer? The reader is forced to hunt through a document ...more »

Submitted by (@mrountre)
Add your comment

Voting

0 votes
0 up votes
0 down votes
Active

Improving FEMA Internal Processes and Human Capital

Imrpove physical work space for employees & survivors

The open office environment presents a number of challenges for a diverse workforce. Persons who are introverts, persons with Autism Spectrum Disorder, persons with multiple chemical sensitivities or other allergies all struggle to perform in an open office environment. Persons with fragrance and chemical sensitivities represent 15-30% of the population, introverts are 30-50% of the population. FEMA should design its ...more »

Submitted by
Add your comment

Voting

1 vote
3 up votes
2 down votes
Active

Improving FEMA Internal Processes and Human Capital

Develop alternative routes for Leadership Development

As a new employee entering FEMA with a substantial military background, there is a disparity between my leadership ability and my job roles. My supervisor has acknowledged this but only seems about to point me toward the DHS Leadership Development Program (LDP) for career progression opportunities. As a GS-12 (which I was in my civilian/military career), in FEMA, I hold a non-supervisory role. In my military capacity, ...more »

Submitted by (@lenore.hackenyos)
Add your comment

Voting

2 votes
3 up votes
1 down votes
Active

Improving FEMA Internal Processes and Human Capital

DTS-Re-Structured for Deployments

DTS Deployment System: Current system hinders JFO deployments for initial response or back-fills. IMATs are always deployed first-that’s their job. Boots on the ground once the DR is declared. DTS deployments then/always start with PFT’s then go down the deployment line. The PFT NEVER Accepts nor do they Decline a DTS request. [24 hours passes before the DTS system moves on to the next below level] Next in line IMCORE—they ...more »

Submitted by (@sharon.hall.fema.dhs.gov)
1 comment

Voting

4 votes
4 up votes
0 down votes
Active

Improving FEMA Internal Processes and Human Capital

Concurrence Process Should Minimize Bikeshedding

At FEMA, the concurrence process often stops a good idea from becoming a good policy. Many FEMA and DHS employees spend most of their time moving proposals through concurrence. Many reviewers have the knowledge and interest necessary to provide great feedback. Some will not. Unnecessary review costs money, hurts morale and stifles innovation. We need to make sure that key stakeholders, and only key stakeholders, review ...more »

Submitted by (@david.goldberg)
Add your comment

Voting

5 votes
5 up votes
0 down votes
Active

Simplifying Recovery and Reducing Disaster Costs

Cease use of the STEP/Shelter At Home Program

In 2 separate events in the last administration, FEMA embarked upon a STEP/SAH program with the states of NY (Sandy) and LA (DR-4277) to allow state contractors to make temporary repairs to residences in an effort to speed recovery. In both scenarios, the program objectively failed to meet the mark. Post-analysis was conducted of each program and showed programs with high administrative fees, that did not meet survivor ...more »

Submitted by
Add your comment

Voting

2 votes
2 up votes
0 down votes
Active

Buying Down Risk with Preparedness and Mitigation

The "Three Cs" of Buying Down Risk

Land development in high risk areas (such as floodway/floodplain) occur due to a wide-range of public actions taken at the local level and supported at the state and federal level. Reversing the trend will require a cooperative effort between all agencies involved. Communication, coordination, and cooperation between federal agencies will enable state and local governments and leaders to protect high risk areas through ...more »

Submitted by (@jboyle5)
1 comment

Voting

0 votes
0 up votes
0 down votes
Active

Simplifying Recovery and Reducing Disaster Costs

DSA and Disaster Related Cost Savings

When a disaster strikes, the Disaster Survivor Assistance (DSA) cadre deploys staff from FEMA Corp, CORE, and PFT with grades ranging across the board. DSA should be handled at the lowest level mainly through the FEMA Corp. It is understandable the FEMA logo is needed within the community after a disaster. However, at times the DSA are not deployed until months after the disaster reducing the impact of the FEMA logo ...more »

Submitted by
Add your comment

Voting

3 votes
3 up votes
0 down votes
Active