Bill Overview
Title: FEMA Caseworker Accountability Act
Description: This bill directs the Government Accountability Office (GAO) to report to Congress on case management personnel turnover at the Federal Emergency Management Agency (FEMA). Specifically, the GAO must report on the turnover rate for FEMA case management personnel, the average and median length of employment for such personnel, the steps that FEMA is taking or plans to take to lower the turnover rate, the number of FEMA personnel detailed to work disaster recovery, and personnel rotations.
Sponsors: Rep. Rice, Tom [R-SC-7]
Target Audience
Population: FEMA case management personnel
Estimated Size: 5000
- The bill specifically focuses on FEMA case management personnel and their employment details.
- It aims to understand and address the turnover rates within FEMA's case management personnel.
- Efforts to lower turnover rates and manage caseworker rotations will directly affect the personnel involved at FEMA.
Reasoning
- This policy directly impacts FEMA case management personnel by addressing turnover rates, average length of employment, and steps to reduce turnover.
- The policy's budget indicates a modest initial outlay, with a focus on understanding and potentially improving working conditions to retain staff longer.
- The common population impacted, specifically the FEMA case management team, is estimated to be around 5,000 individuals.
- The impact on Cantril wellbeing scores will largely depend on individual employment stability, job satisfaction, and FEMA's success at implementing meaningful changes from the GAO report.
Simulated Interviews
FEMA case manager (Houston, Texas)
Age: 45 | Gender: female
Wellbeing Before Policy: 7
Duration of Impact: 10.0 years
Commonness: 10/20
Statement of Opinion:
- This policy should help FEMA address our high stress levels.
- Reducing turnover can lead to more experienced teams in disaster recovery.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 7 |
| Year 2 | 7 | 6 |
| Year 3 | 8 | 6 |
| Year 5 | 8 | 6 |
| Year 10 | 8 | 5 |
| Year 20 | 7 | 5 |
FEMA case manager (New Orleans, Louisiana)
Age: 30 | Gender: male
Wellbeing Before Policy: 6
Duration of Impact: 5.0 years
Commonness: 8/20
Statement of Opinion:
- I hope this brings stability and reassurance to our roles.
- We need more support in managing multiple cases simultaneously.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 6 |
| Year 2 | 7 | 6 |
| Year 3 | 7 | 6 |
| Year 5 | 7 | 5 |
| Year 10 | 6 | 5 |
| Year 20 | 6 | 5 |
FEMA case management assistant (Atlanta, Georgia)
Age: 28 | Gender: female
Wellbeing Before Policy: 6
Duration of Impact: 3.0 years
Commonness: 12/20
Statement of Opinion:
- Reducing turnover means better mentorship for new employees.
- I'm worried about whether this will lead to actionable changes or just reports.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 6 | 6 |
| Year 2 | 6 | 5 |
| Year 3 | 6 | 5 |
| Year 5 | 5 | 5 |
| Year 10 | 5 | 4 |
| Year 20 | 5 | 4 |
Senior FEMA case manager (Miami, Florida)
Age: 50 | Gender: male
Wellbeing Before Policy: 8
Duration of Impact: 10.0 years
Commonness: 5/20
Statement of Opinion:
- Finally, a move to address the impact of constant personnel changes.
- Better retention means better service for disaster survivors.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 8 | 8 |
| Year 2 | 9 | 7 |
| Year 3 | 9 | 7 |
| Year 5 | 8 | 6 |
| Year 10 | 8 | 6 |
| Year 20 | 7 | 5 |
FEMA case manager (Raleigh, North Carolina)
Age: 35 | Gender: female
Wellbeing Before Policy: 5
Duration of Impact: 5.0 years
Commonness: 9/20
Statement of Opinion:
- Stress and uncertainty come with high turnover.
- I am skeptical but hopeful these changes will provide job security.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 6 | 5 |
| Year 2 | 6 | 5 |
| Year 3 | 7 | 5 |
| Year 5 | 7 | 5 |
| Year 10 | 7 | 5 |
| Year 20 | 6 | 5 |
FEMA case manager (San Francisco, California)
Age: 40 | Gender: male
Wellbeing Before Policy: 7
Duration of Impact: 10.0 years
Commonness: 8/20
Statement of Opinion:
- This will allow us to focus more on helping people if turnover decreases.
- Rotations have been challenging; consistent teams would help.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 7 |
| Year 2 | 8 | 6 |
| Year 3 | 8 | 6 |
| Year 5 | 8 | 6 |
| Year 10 | 8 | 5 |
| Year 20 | 7 | 5 |
FEMA administrator (New York, New York)
Age: 55 | Gender: male
Wellbeing Before Policy: 9
Duration of Impact: 10.0 years
Commonness: 6/20
Statement of Opinion:
- Long-term focus on turnover will bring fundamental changes.
- Our team morale depends partly on stable leadership and colleagues.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 9 | 9 |
| Year 2 | 9 | 8 |
| Year 3 | 9 | 8 |
| Year 5 | 9 | 7 |
| Year 10 | 8 | 7 |
| Year 20 | 8 | 6 |
FEMA field caseworker (Seattle, Washington)
Age: 32 | Gender: female
Wellbeing Before Policy: 5
Duration of Impact: 3.0 years
Commonness: 10/20
Statement of Opinion:
- Case turnover affects our progress in disaster areas.
- Reports are good, but I need policies that offer real support.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 5 | 5 |
| Year 2 | 5 | 4 |
| Year 3 | 5 | 4 |
| Year 5 | 5 | 4 |
| Year 10 | 5 | 4 |
| Year 20 | 5 | 4 |
FEMA case evaluation analyst (Phoenix, Arizona)
Age: 29 | Gender: male
Wellbeing Before Policy: 6
Duration of Impact: 2.0 years
Commonness: 11/20
Statement of Opinion:
- Improving job retention benefits everyone involved.
- Hope to see stability in our analysis teams too.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 6 | 6 |
| Year 2 | 6 | 5 |
| Year 3 | 5 | 5 |
| Year 5 | 5 | 4 |
| Year 10 | 5 | 4 |
| Year 20 | 5 | 4 |
FEMA case management coordinator (Los Angeles, California)
Age: 38 | Gender: female
Wellbeing Before Policy: 7
Duration of Impact: 5.0 years
Commonness: 9/20
Statement of Opinion:
- This policy might improve caseworker retention, which is needed.
- Long-term planning could significantly improve our response capabilities.
Wellbeing Over Time (With vs Without Policy)
| Year | With Policy | Without Policy |
|---|---|---|
| Year 1 | 7 | 7 |
| Year 2 | 8 | 7 |
| Year 3 | 8 | 6 |
| Year 5 | 7 | 6 |
| Year 10 | 7 | 5 |
| Year 20 | 6 | 5 |
Cost Estimates
Year 1: $1000000 (Low: $750000, High: $1250000)
Year 2: $200000 (Low: $150000, High: $250000)
Year 3: $150000 (Low: $100000, High: $200000)
Year 5: $150000 (Low: $100000, High: $200000)
Year 10: $100000 (Low: $75000, High: $125000)
Year 100: $10000 (Low: $5000, High: $15000)
Key Considerations
- The primary cost component is conducting the assessment and reporting by the GAO.
- The results of this report might influence future policy decisions regarding FEMA personnel management, but this is not inherently costed into the current estimate.
- The impact on actual FEMA operations will depend on subsequent actions taken based on report recommendations.