PA-RE_Condensed_Playbook_06042015.pdf

Public Assistance Redesign Condensed Playbook Table of Contents The following is the “Playbook for Live Test” that includes Standard Operating Procedures, Job Aids and supporting documents needed for a live test of the reengineered organization and process.

Section 1: Overview of PA Redesign Concepts

1. “True North” Mission

2. Purpose of Playbook

3. Re-Design Features

Section 2: Operational Organizational Structure and Staffing

4. People Overview

5. Organizational Structure

6. Training Overview

7. Relevant Skills for Cadre

8. Role Cards for each position

Section 3: Operational Processes

9. Process Overview

10. Public Assistance Standard Operating Procedures

11. Public Assistance Redesign Job Aids

12. Public Assistance Redesign Project Worksheet Templates

13. Operational Planning and Flow (work completed, normal work, complex work)

Section 4:

14. Performance Overview

15. Plan, Do, Check, Act

16. Huddle Boards

17. Balanced Metrics

18. Dashboards

19. Right the First Time

20. Additional Metrics

21. “Day in the life/Week in the life of” Overview and Process

22. Sit-with Process

23. Process Confirmation/sit-with when Checklist or Work Instruction is available

24. Process Confirmation/sit-with when NO Checklist or Work Instruction is available

25. Root Cause Problem Solving

Operational Management and Performance Measures djoseph7 Typewritten Text Attachment D

Public Assistance Redesign

DRAFT/PRE-DECISIONAL 1

EMPATHY

• We help communities to recover from difficult and tragic events

• We treat people with patience and respect as they rebuild their communities

• We understand and anticipate the needs of others and use that to guide our actions

“True North” statement for the PA Program – DRAFT

Our “True North” Mission To provide disaster rebuilding assistance, showing empathy, simplicity and reliability, in a highly responsible manner that allows communities to recover

DRAFT of 4/30/15

SIMPLICITY

• We are considerate of process knowledge and provide supportive guidance

• We simplify our processes and eliminate things that are unnecessary to support the applicants

• We create continuously improving processes with natural flow

RELIABILITY

• We are trustworthy and consistent with information and resources

• Our processes are transparent and provide timely feedback

RESPONSIBLE PARTNERSHIP

• We perform our services with professionalism and expertise

• We are responsible stewards of valuable resources

• We work effectively to partner in solutions

The purpose of this playbook is to capture a draft view of how the new PA program will work; it will be updated and improved over time

What the playbook is What this playbook is not

• Overview of the current status

(as of May 1, 2015) of the re-engineering process for the PA program

• Comprehensive reference of the most recent versions as of May 1 of the new tools that the FEMA design teams have worked to create

• A final product, frozen in time – these tools should evolve with learning over time

• A “plug and play” manual – new staff will need to be trained in order to use it effectively

DRAFT/PRE-DECISIONAL 2

The re-designed PA program has eight new features

People

Program delivery processes

Performance

Standardization

Skill level to process step

Pooled resources

Cascading metrics

True North

Management systems

Segmentation

“Right first time” data

• “True North” mission defined for PA with the outcomes we want to achieve

• Metrics are defined and cascade at each level of the organization to measure success

• Systems to support teams to quickly identify problems and solve them in real time

• Data is collected upfront in the correct form and is used to inform project development

• Process is standardized with PW templates, job aids, and checklists to reduce variation and waste

• Projects are differentiated based on complexity and routed to three process segments

• Skills required for each process step are identified to better match skills with requirements

• Resources are pooled when appropriate so that skills can be shared

What’s different in the reengineered PA Program?

Recommendation Description

Back to top

The proposed org structure can be adapted for use in a JFO environment for the purposes of early testing and roll-out

1 Administrative staff support is likely required, particularly for Relationship Managers in collecting documentation from applicants 2 The Pool Manager only assigns the Complex Project Managers, who identify and assign technical specialists. Depending on the scale of the pool, and whether these are full time or reservist roles there may be additional spans required here.

x Role likely requires direct interaction with subrecipients x Role may require site visits or interaction with subrecipients x Role unlikely to require direct interaction with subrecipients

ILLUSTRATIVE FOR TYPE 3

DISASTER

Relationship Manager(s)

Deputy Field Chief

PA Field Chief

Staffing Manager

Budget

Analytics

Triage Function

Pool Lead

Grant Developers (Completed)

Complex Project Manager2

Grant Developers (Normal)

Final Reviewers

Field inspectors (Normal)

Technical specialists

Special Considerations

Analytics

Communication

Pool Manager (Completed)

Review ManagerPool Manager

Pool (off-site)

Field1

DRAFT/PRE-DECISIONAL 3

While we are proposing a move to a more specialized workforce, we can identify many of the relevant skills within current PA staff and cadres (1/2)

Relationship manager

Deputy Field Chief

PA Field Chief

Review Manager

Grant Developer

Pool Manager

Final Reviewer

Field inspector

Future Role Matching Existing Role Type Incremental Key Skills / Mindset Requirements

• Infrastructure Branch Director

• Public Assistance Group Supervisor

• Willingness to learn & lead new management systems

• Task Force Leader

• Public Assistance Group Supervisor

• Demonstrated aptitude for coaching and people development

• Excellent customer service mindset

• Proven ability to resolve complex PA grant-related issues in the spirit of the program’s intent

• Public Assistance Coordinator • Demonstrated ability to deliver exceptional customer service

• Exceptional ability to synthesize and coordinate across functional areas

• Strongly biased towards problem solving

• Public Assistance Coordinator • Demonstrated aptitude for coaching and people development

• Proven ability to develop subgrant appplications consistently and at an extremely high quality

• Ability to learn and ensure development of grants in accordance with new templates

• Project Specialist • Proven ability to develop subgrant applications consistently and at an extremely high quality

• Project Specialist • Proven ability to conduct site visits that produce consistent, high quality information that result in damage descriptions being right the first time

• Sufficient technical expertise for normal projects

• Public Assistance Group Supervisor

• Public Assistance Coordinator

• Exceptional ability to consistently and correctly determine eligibility in the spirit of the PA program

• Demonstrated aptitude for coaching and people development

• Public Assistance Coordinator • Exceptional ability to consistently and correctly determine eligibility in the spirit of the PA program

DRAFT/PRE-DECISIONAL 4

While we are proposing a move to a more specialized workforce, we can identify many of the relevant skills within current PA staff and cadres (2/2)

Triage Function

Technical Specialist

Complex Project Manager

Staffing Manager

• Public Assistance Coordinator

• Project Manager

• Demonstrated ability to successfully manage complex projects involving multiple technical specialists

• Demonstrated aptitude for coaching and people development

• Technical Assistance Contractor

• Project Specialist

(with relevant skills)

• Demonstrated ability to assess damages and validate technical scopes of work / cost estimates in specific relevant areas of expertise (e.g., structural building damage)

• Public Assistance Coordinator • Demonstrated ability to synthesize detailed damage information (i.e., from RPA & PDA) into overall spreadsheet

• Exceptional ability to follow triage checklist to route projects to correct workflows (note – possible to assess using examples to test actual abilities)

• Resource Manager • Proven ability to identify staffing requirements based on basic subrecepient and project information

Future Role Matching Existing Role Type Incremental Key Skills / Mindset Requirements

Several positions on the org chart are not included in the above (Communication, Analytics, Budget, Special Considerations), including any administrative support required

Pool Lead

• Public Assistance Group Supervisor • Demonstrated aptitude for coaching and people development

• Proven ability to manage performance of centralized work cells and role model continuous improvement mentality

The diagnostic, performance aspirations and new process warrant new roles and responsibilities that enable better customer service and specialized work

ILLUSTRATIVE

1 Also includes Complex Project Managers who would identify, manage and coordinate the various Technical Specialists required to develop a complex grant

Core deployable disaster-specific structure

Specialized functional structures

Grant Development Pool1

• Manages Grant Developers to ensure consistent production of quality subgrant application that reflect eligible damages

Pool Manager(s)

• Interfaces with Relationship Managers to highlight issues, and improve information requirements to prevent future issues at this stage of the process

Grant Reviewing Pool

PA Field Chief • Manages overall Public Assistance grant program for a disaster, including spend plans & overall performance

Grant Developer(s)

• Develops grant applications by assembling documentation into required format / template, as indicated in standard work

Field inspector(s) • Responsible for inspecting normal damaged site (color indicates deployable resource if required)

Review Manager

• Manages Final Reviews to ensure consistent review of subgrant applications to ensure subrecipients receive eligible support

Final Reviewer(s)

• Conducts final review of subgrant applications to assess eligibility of work

• Integrates implications of special considerations reviews as required

• Surfaces substantial issues to Relationship Manager and works to resolve them

Relationship manager(s)

• Single point of contact for subrecipients

• Ensures subrecipient submits all required documentation identifying disaster-related damages before starting the grant eligibility and development process

• Determines damage eligibility for individual projects

• Coordinates with Pool Manager and Final Review

Manager to communicate and resolve any issues with subrecipients as they arise

Deputy Field Chief

• Manages Relationship Managers and helps resolve complex questions as they arise

• Responsible for initial review of triage output (before the kick-off meeting)

• Responsible for coordinating with the Recipient as required

Role: PA Field Chief

Related processes:

Description

• Subrecipient Briefing-attends

• Obligation-process Awards

• Overall management of PA grant program for disaster

• Manages overall PA grant program for a disaster, including DR spend plans and working with team to enable overall performance

• Serves as ultimate eligibility lead for declaration

• Represents PA at JFO meetings

• Provides interface between operation & RegionResponsi-bilities

• Demonstrated aptitude for coaching and people development

• Excellent proven customer service mindset

• Proven ability to resolve complex PA grant-related issues in the spirit of the program’s intentSkills

• Field: due to importance of coordination with recipients and subrecipients Location

• FEMA: leading FEMA PA official on a particular disaster recovery operation; must be a full time FEMA employeeType of person

Previous Role

IBD, PAGS

Role: Deputy Field Chief

Related processes:

Description

• Applicant Briefing-attends

• Obligation

• Problem solving across whole grant process related to particular grants and subreceipients

• Responsible for coordinating with the Recipient as required, particularly regarding challenges with subrecipients submitting documentation and adhering to timelines

• Using available staff listings provided by the Staffing Manager, selects named staff to deploy

• Manage Relationship Managers and help resolve complex program questions as they arise; conduct regular sit withs

• Provides oversight & advisement of the Process Flow PA responsibilities

• Communicates with Budget & Analytics on anticipated timelines

• Could fulfill the Triage and Final Reviewer functions depending on scale of operation

Responsi-bilities

• Demonstrated aptitude for coaching and people development

• Excellent proven customer service mindset

• Proven ability to resolve complex PA grant-related issues in the spirit of the program’s intentSkills

• Field because responsibilities include interfacing with Recipients; collocation is also required with Relationship Managers to conduct sit withs

Location

• FEMA: core operational FEMA PA official on a particular declaration recovery operation; must be a full time FEMA employee

Type of person

PAGS or TFL

Role: Relationship Manager

Related processes:

Description

• Exploratory Call/Scoping Meeting

• Determine whether site visit is required

• Determine damage eligibility

• Ensure receive all required information from subrecipient to begin developing grant application

• Verify information to assess eligibility of facilities (e.g., legal responsibility)

• Assess damage eligibility according to declaration specific and PA guidelines

• Interface between Pool Manager & subrecipient

• For complex projects, facilitate Complex Project Manager & team with subrecipient

• Identify potential Special Considerations involvement

• Obtain subrecipient signatures (PWs & Exit Briefing)

• Communicate and explain ineligibility decisions to PNP subrecipients

• Document damage eligibility recommendations and rationale with specific citations on Determination Memos

• Ensure all grant application elements completed, Submits PW into EMMIE

• Provides Initial Review queue completion & assigns Special Considerations queues

• Ensures all identified subrecipient damages captured on subgrant applications and/or Determination Memos

• Completes and is familiar with Project cover sheet, Complexity Triage Job Aid, and EHP Issue Identification Job Aiis

Responsi-bilities

• Ability to identify documentation / information requirements for grant

• Ability to determine subrecipient and facility eligibility consistently

• Ability to make PA damage eligibility determinations

• Ability to check completion of grant application elements consistently

• Ability to check subrecipient damages and work completed against grant application consistently according to standard rules

• Ability to identify and assign special considerations

Skills

• Field: primarily responsible for being the single point of contact for subrecipients, which particularly in a disaster recovery context may require face-to-face meetings and empathetic supportLocation

• FEMA staff given eligibility decisions; PFT, IM CORE and Reservists could all potentially fill this roleType of person

PAC

DRAFT/PRE-DECISIONAL 4

Role: Staffing Manager

Related processes:

Description

• Develop skills requirements & Identify appropriate staff

• Provides listing of available staff as identified by DR triage needs and associated position skill matrixes to Deputy PA Field Chief

• Deploys selected staff necessary to accomplish identified tasks (in conjunction with Mission Support)

• Develop and update PA organizational structure for disaster response (including field and off-site staff)

• Collect and maintain updated staff level skill matrices from front-line managers on a quarterly basis

• Coordinate with managers regularly to ensure they have the necessary staff to meet their performance aspirations (i.e., support operational capacity management)

• Act as Task Monitor for TAC contract staff (COTR designation required)

• Manage staffing cell support staff (including Resource Coordinators and Staff Assistants)

Responsi-bilities

• Ability to interpret operational and regional staffing reports and metrics

• Ability to match subrecipient and project complexity level with staffing requirements by role

• Ability to assess staff skill levels according to skills matrix

• Familiarity with acquisition & contracting practices

• Ability to develop RFPs for TAC contract staff

Skills

• Pool as responsible for coordinating with Pool leadership to ensure appropriate staffing; can coordinate with field staff to identify any FQS-type staffing decisions (e.g., who we should staff in overall PA database); potentially aligned to a particular disaster response Location

• FEMA role because it will serve as a Task Monitor Certifier for TAC contracts and requires knowledge of FEMA staffing systems

• Could be staffed by PFT, IM CORE or Reservist

Type of person

Resource Manager

DRAFT/PRE-DECISIONAL 5

Role: Pool Lead

Related processes:

Description

• Damage Intake & Eligibility Determination

• Grant Scoping and Costing

• Facilitates huddle board meetings with Pool Managers

• Coordinates with Staffing and Pool Managers to identify Pool staffing needs

• Responsible for overall performance of Pool

• Supports Pool Managers to ensure appropriate resources are in place to meet performance goals

• Update skills matrices of the Pool Mangers

• Coordinates with Pool Managers to ensure Project Management Tracker is updated

Responsi-bilities

• Ability to match grants for development with individual grant developers according to skills and capacity

• Ability to identify staffing requirements in PA according to complexity

• Ability utilize Microsoft Project or other Project Management Software

• Ability to utilize skill matrices & integrate updates transparently and collaboratively

• Ability to facilitate meetings with Pool Managers and Staffing Specialists

Skills

• Collocated with Pool staff because responsible for managing the performance of the pool; pool could be located regionally or centrally

Location

• FEMA PFT, IM CORE Type of person

PAGS

DRAFT/PRE-DECISIONAL 6

Role: Pool Manager

Related processes:

Description

• Manages: grant development processes

• Assigns appropriate grant developers with appropriate skills and available capacity based upon project triage identification output

• Ensure consistent production of quality grant applications reflecting eligible damages according to performance aspirations

• Raise issues to Pool Lead, who in turn interfaces with the field to address.

• Manage pool capacity to ensure workload is appropriately balanced

• Provides Staffing Manager with update skills matrices of grant developers regularly in a transparent and collaborative manner

• Maintains Project Management Tracker

• Provides EMMIE entry coaching

• Familiarity with Categorical Documentation Checklist and Site Visit Template

Responsi-bilities

• Ability to match grants for development with individual grant developers according to skills and capacity

• Ability to identify staffing requirements in PA according to complexity

• Ability to utilize Microsoft Project or other Project Management Software

• Ability to utilize skill matrices & integrate updates transparently and collaboratively

• Ability to utilize EMMIE

Skills

• Collocated with pool staff because responsible for managing the performance of the pool; pool could be located regionally or centrally

Location

• FEMA: PFT, IM CORE

Type of person

DRAFT/PRE-DECISIONAL 7

Role: Complex Project Manager

Related processes:

Description

• Assign site inspection staff

• Conduct site inspection

• Gather additional documentation

• Identify and request specific technical expertise required following initial triage and staffing review

• Reroute projects into normal or completed if needed

• Manage workflow and workload for all complex projects

• Interfaces with Relationship Manager(s) for subrecipient meetings/communications

• Synthesizes multiple templates of varying disciplines into a single project/ template

• Familiarity with Categorical Documentation Checklist and Site Visit Template

Responsi-bilities

• Demonstrated ability to successfully manage complex projects involving multiple technical specialists

• Ability to determine specialized staffing requirements according to project needs

Skills

• Mostly Pool – most duties can be carried out in the pool, however may require an occasional trip to the field for highly complex projects

Location

• FEMA: PFT or IM CORE if available on staff; otherwise reservist or TAC. While it is expected that this position will be predominantly staffed by FEMA employees, TACs may be utilized in the absence of FEMA staff

Type of person

Previous Role PAC or Project Manager

DRAFT/PRE-DECISIONAL 8

Role: Field Inspector

Related processes:

Description

• Onsite Damage Inspection

• Capture and document disaster-related damages utilizing site visit tool

• Confirm location of damaged sites

• Flag any potential incremental validation required

• Identify & maximize 406 Mitigation opportunities

• Flag additional potential Special Consideration issues

• Brief site-details to “Pool Manager” (Normal work flow, name TBD) or “Complex Project Manager (Complex work flow)

• Familiarity with Categorical Documentation Checklist and Site Visit Template

Responsi-bilities

• Ability to identify disaster-related damaged elements of facility or infrastructure (e.g., specific to roads or buildings)

• Ability to capture accurately the disaster-related damages

• Knowledge of 406 Mitigation opportunities & Special Considerations checklist/tool

Skills

• Field in order to conduct site inspectionsLocation

• Subrecipients, Recipient and other Federal resources should be able to conduct site visits if they have the required technical expertise

• FEMA staff could be pulled from PFT, IM CORE, or Reservists; TAC use could be a possibility, particularly in the event a standardized contracted service was developed

Type of person

Project Specialist

DRAFT/PRE-DECISIONAL 9

Role: Grant Developer

Related processes:

Description

• Formulate actual project costs (if info provided)

• Estimate actual project cost (if partial / no records)

• Compile all necessary documentation to complete eligible grant

• Ensure documentation supports scope / cost

• Develop estimates of completed and normal tracts

• Attaches all needed documentation in EMMIE

• Provides project updates to Pool Manager

• Use subgrant application general & subcategory templates to complete subgrant application entry in EMMIE for

100% Complete and Non Complete Normal projects only

• Familiarity with Categorical Documentation Checklist and Site Visit Template

Responsi-bilities

• Accounting skills

• Ability to complete modules associated with completed and normal tracts, and attach information consistently and error-free

• Ability to estimate costs (familiarity with basic estimating practices & tools, e.g. RSMeans, FEMA Cost Codes, etc.)

• Ability to validate costs

Skills

• Pool location as the tasks do not require field presence; potential virtual location could be possible in the futureLocation

• FEMA IM CORE or ReservistsType of person

Project Specialist

DRAFT/PRE-DECISIONAL 10

Role: Technical Specialist

Related processes:

Description

• Onsite damage inspection

• Partial / Non-completed Complex

• Subrecipient submits SOW and cost estimates

• FEMA develops SOW and cost estimates

• Capture and document disaster-related damages utilizing site visit tool

• Brief site-details to “Pool Manager” (Normal work flow) or “Complex Project Manager (Complex work flow)

• Develop technical aspects of grant application (e.g., technical scope or cost) according to template

• Identify & maximize any 406 Mitigation opportunities

• Familiarity with Categorical Documentation Checklist and Site Visit TemplateResponsi-bilities

• Ability to identify damages specific to respective technical discipline (e.g engineer, architect) or sub-discipline (e.g. road engineer)

• Ability to develop technical scope of work and costsSkills

• Largely based in the pool, and potentially aligned by subject matter expertise depending on scale of pool; however, may require deployment in particular disasters if extensive field inspections are required by technical expertsLocation

• FEMA IM CORE or Reservists for regularly used specialized expertise; TAC to augment and provide specialized expertise that’s required less frequently in disastersType of person

Previous Role Project Specialist, TAC

DRAFT/PRE-DECISIONAL 11

Role: Analytics

Related processes:

Description

• Operational Planning Phase

• Damage Intake & Eligibility Determination

• Grant Scoping & Costing

• Formal Reviews

• Record progress within identified milestones associated with each phase of the PA grant process related to:

– Rebuilding

– Reliable information

– Customer satisfaction

– Risk reduction

• Monitor and share performance metrics associated with grant development and review at the pool location

Responsi-bilities

• Knowledge of Microsoft Office Suite and appropriate related software packages.

• Ability to navigate that through EMMIE and Data Warehouse.

Skills

• May have roles supporting both field leadership and the pool; most likely a pool role in both instances Location

• FEMA – PFT, IM CORE or ReservistsType of person

Previous Role DR Spend Plans, Data, Resource Coordinator, PA Planner

DRAFT/PRE-DECISIONAL 12

Role: Budget / DR Spend Plan Specialist

Related processes:

Description

• Project Obligation by Senior Program Leadership

• Coordinate with OCFO- FBO to attain projections and updated

• Tracking projects through review and obligation

• Develop DR Spend Plan/ Budget through utilization of Project Management Tracker

• Create, monitor and track Request for Allocation Amendments (RAA’s); as well as bundle and award packages

Responsi-bilities

• Accounting ability

• Understanding of Obligation Process

• Ability to navigate NEMIS/ EMMIE financial modules

• Ability to utilize Project Management Tracker

Skills

• Pool; duties can be carried out centrallyLocation

• FEMA PFT, IM CORE or ReservistType of person

Previous Role IBD, PAGS, Admin

TFL

DRAFT/PRE-DECISIONAL 13

Role: Triage Function

Related processes:

Description

• Consolidate and review subrecipient & damage info

• Determine complexity ranking and workflow

• Consolidate and review subrecipient & damage information (e.g., from PDA, RPAs)

• Determine complexity ranking and workflow

• Provide identified DR triage needs to Staffing Manager to obtain availability

• In coordination with Deputy PA Field Chief/Staffing manager assign Relationship Managers & Pool ManagerResponsi-bilities

• Ability to interpret criteria based staffing needs for subrecipient Relationship Managers/subrecipients

• Ability to interpret criteria based staffing needs for Inspectors, Grant Developers, and Complex Project

Managers

• Ability to effectively communicate eligibility determinations in writing via Determination Memos

• Ability to verbally communicate operational status to JFO Leadership and at an executive level

• Ability to analyze complex PA Program eligibility questions

Skills

• Able to occur off-site in a centralized capacity

• Rationale: Does not require any in person interaction with subrecipients or RecipientLocation

• FEMA PFT, IM CORE or ReservistType of person

DRAFT/PRE-DECISIONAL 14

Role: Special Considerations Reviews

Related processes:

Description

• Special Considerations Reviews begin: EHP

• Special Considerations Reviews begin: Insurance

• Special Considerations Reviews begin: Mitigation

• Submit final RFI for documentation requirements

• Specialized review(s) (only EHP, debris, insurance)

• Compile final RFI for documentation requirements

• Identify any non-compliant elements and highlight changes necessary to the grant

• Review subrecipient submitted grant information & site visit form to assess potential special considerations compliance issues or incremental grant opportunities (in the case of mitigation)

• Submit final RFI to Relationship Manager through Pool Manager

• Communicate any issues or concerns for the subrecipient through the Relationship Manager

• Completes Special Consideration(s) Review queue in EMMIE, noting any conditioning

Responsi-bilities

• Ability to compile all information requirements to ensure all relevant documentation requirements are included in addition to results of reviews

• Ability to assess compliance in specialized areasSkills

• Primarily pool, though may be deployed to field to conduct site visits for specific projectsLocation

• FEMA PFT, IM CORE or Reservist

• TAC may be required in exceptional cases

Type of person

Previous Role Same Special Considerations Reviewers/Specialists

DRAFT/PRE-DECISIONAL 15

Role: Final Reviewer Function

Related processes:

Description

• Grant Review Process (Final/OLA)

• Finalize Determination Memos

• Notify PA Budget Specialist on DR Spend Plan PW availability

• Serves as a Center of Excellence for PA program eligibility concerns

• Perform all Final Reviews of projects in EMMIE

• Communicate ineligibilities with Recipient

• Signs & Sends Determination Memos

• Surfaces any substantial issues to Relationship Manager and works to resolve them

• Integrates implications of special considerations reviews as required

• Forwards PW to OLA, as needed

• Communicates updates/availability to Budget/DR Spend Plan

• Completes Initial/ Final review checklist

Responsi-bilities

• Ability to effectively communicate eligibility determinations in writing via Determination Memos

• Ability to verbally communicate operational status to JFO Leadership and at an executive level

• Ability to analyze complex PA Program eligibility questions

• Ability to incorporate Special Considerations advisements

• Strong communication with Recipients

• Ability to complete Reviews & Re-assignments in EMMIE

Skills

• Pool as does not require any field interactionsLocation

• FEMA PFT, IM CORE or Reservist given PA expertise requiredType of person

SKILL MATRIX INPUT 0 No experience - The team member has not performed the task and consequently has not proven to master the skill 1 Coaching required - The team member knows the task but needs occasional help of more experienced team members

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3 Taking initiatives to continuously improve - The team member performs all aspects of the task completely independently and takes initiative to solve problems 4 Expert, coach, role model - The team member is able to take a step back from the task to see the bigger picture and as such is able to continuously improve the task.

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Overview of training schedule for new staff

Monday Tuesday Wednesday Thursday Friday

8am – 12pm

• Welcome and introductions

• Objectives, roles

• Diagnostic findings/ Share Session synthesis

• Loop 2:

Delivering value efficiently to the customer (e.g., demand and capacity, improving work flow)

• Loop 3: Enabling people to lead and contribute to their fullest potential (e.g., org chart, new roles, skills matrix)

• Root cause problem solving training

• Revisit proposed design (process)

12pm

– 1pm

Lunch

1pm – 5pm

• Overview of lean management framework

• Loop 1: Connecting strategy, goals, and meaningful purpose (e.g., metrics, targets, huddle boards)

• Review overall process map

• Review SOPs, job aids, checklists, etc.

Loop 4:

Discovering better ways of working (e.g., DILO/ WILO, problem solving boards)

• Revisit proposed design (performance)

• Revisit proposed design (people)

• Wrap-up

risk.

developed in pool locations.

Incident Conduct First

Substantial Meeting FEMA / Grantee /

Applicant

Applicant submits SOW + Cost Claims or Estimate

FEMA/Grantee prepares SOW and then prepares cost estimate

Determine damage eligibility

Assign to Technical Specialists.

Damage inspection;

determine damage eligibility

Assign to document Validator

OPERATIONAL PLANNING

DAMAGE INTAKE &

ELIGIBILITY DETERMINATION

GRANT SCOPING &

COSTING

REVIEWS

Conduct Joint PDAs

Declaration Conduct Applicant Briefing

Determine Applicant Eligibility

100% completed

Validate applicant-provided informaiton Formulate project

Onsite damage inspection

Non-completed complex

No documents provided.

Documents provided.

Validator reviews documents.

EHP (ongoing throughout)

Insurance (ongoing throughout)

Mitigation (ongoing throughout)

Other (ongoing throughout)

Submit final RFI for damage documentation if needed

Ongoing information collection and triage

Assign applicants to Relationship

Manager

More information gathering during PDAs, Applicant Briefing and RPAs helps create a “disaster profile” – a list of damages with early view of complexity across the event Damages identified during the PDA, Applicant Briefing and RPA will be used to help develop initial staffing projections Phase to conclude with completion of First Substantial Meeting, which collects and clarifies damage information and may include an initial schedule of site visits with appropriate POCs

Designed to segment work based on already available data to assign to processing lanes:

- 100% completed

- Non-completed normal

- Non-completed complex

Triage process helps to assign appropriate resources (e.g., technical experts) to the right types of projects Involvement of EHP, mitigation and others begins much earlier in process (previously only in review phase) Standardization of sub-categorical intake tools (e.g., Cat C Roads template) will ensure quality of damage validation inspections and that only necessary info is collected Now, damage eligibility will be determined BEFORE scope of work and cost estimates

Designed to assign scoping and costing responsibilities to appropriate resources (e.g., a WWTP expert would work on WWTP project, general staff focuses on simple completed work) For completed work, only formulate project based on actual costs, no more estimates Agreement on disaster related damages prior to SOW encourages applicants to use internal engineering capacity or procure such services to scope and cost work Development of a pool of professional, licensed resources to provide technical assistance to increase the accuracy of the scope and costs Work to be validated by FEMA to ensure scope aligns with agreed upon damages and costs are reasonable

Grant Review Process

Project Obligated by Senior Program

Leadership (OLA queue as needed)

Determination letter sent (if needed)

Pool Lead routes the project to the proper work flow

Identify ineligible facilities/damage

Applicant submits SOW + Cost Claims or Estimate

FEMA/Grantee prepares SOW and then prepares cost estimate

FEMA/Grantee validates applicant SOW + Cost (and prepares RFI if needed)

FEMA/Grantee validates applicant SOW + Cost (and prepares RFI if needed)

Send determination memo

Special considerations involvement begins

OPERATIONAL PLANNING

DAMAGE INTAKE &

ELIGIBILITY DETERMINATION

GRANT SCOPING &

COSTING

REVIEWS

QA will only be a check for completeness, all QC has been done in the process using the tools that were developed.

Reduced reviews and review queue time since damage eligibility determined earlier in process and special considerations were engaged earlier Quality data upfront, specific subcategory collection of information, and early determination of damage eligibility makes these reviews very fast Subgrantee now signs a finalized PW instead of signing a preliminary PW (in current model) that was often subject to multiple revisions

Identify ineligible Scope Items

Send determination memo

Identify ineligible applicants

Sign/Send determination memo, letter

QA Review

100% completed

Non-completed

Normal

Conduct Preliminary Damage Assessment (PDA) DRAFT SOP Outline (SOP

9580.xxx)

Program Phase: Operational Planning Phase

Tools: Request for joint Preliminary Damage Assessment (PDA) letter/email from State/Tribe/Territory;

Public Assistance (PA) PDA Detail sheets; PA PDA County/Category sheets; PA Cost Estimate Table: PA

PDA Manual; maps of damaged areas;

Responsibility: Regional PDA Coordinator, Field inspector(s)

1) Objective

a. Assess and validate infrastructure damages, costs and impacts of an event to determine if supplemental Stafford Act assistance is needed

2) Preparation

a. State/tribe/territory requests PDAs

b. FEMA gathers damage estimates and locations from State/tribal/territorial counterpart

c. FEMA schedules a coordination call/meeting with State/tribal/territorial PDA Coordinator to develop a PDA strategy, timeline and team assignments

d. FEMA assembles FEMA PDA teams based on number of sites, skill sets needed for facilities and availability of state/tribal/territorial field teams

e. FEMA deploys FEMA PDA teams using DTS

3) Joint FEMA/Grantee Initial Team Briefing (can be done in person or remotely). This is an instructional briefing to cover what costs can be included in PDA, what additional information needs captured (i.e. 406 info, EHP), safety issues that might be involved with traveling in impacted areas, data and information transfers, accountability reporting etc., POC and chain of command brief, before personnel are deployed to the field.

a. The State/tribal/territorial PDA Coordinator invites the appropriate county/local representatives to the initial briefing

b. The State/tribal/territorial PDA Coordinator coordinates with the affected entities to gain access to damaged locations and have the appropriate representative onsite to show the PDA teams the damages.

c. FEMA provides overview briefing on the purpose of the joint PDA and expectations of the applicants on what to expect during site visits

4) Damage inspections

a. Team(s) meet with Point of Contact for the damage facility

b. Explain purpose of PDA

c. Complete inspection (newly designed Damage site inspection checklist????)

d. Complete PDA detail sheet

e. Repeat for each assigned damage site

5) Output

a. Completed PDA Detail sheets

b. Summary spreadsheet of all costs by county that has been vetted with the State/Tribal/Territorial counterpart

c. Completed PA Cost Estimate Table

d. Narrative description of incident and final eligible costs

6) Proceed to next process step

a. Receive Presidential Disaster Declaration

Conduct Applicant Briefing DRAFT SOP Outline (SOP 9580.xxx)

Program Phase: Operational Planning Phase

Tools: Request for Public Assistance, required documents checklist, EHP checklist

Responsibility: ARM, ??

1) Objective

a. Provide potential applicants information on and requirements of the Public Assistance program and Public Assistance project development.

2) Preparation

a. Send recipient Request for Public Assistance forms, required documentation checklist, EHP checklist

3) Recipient schedules briefing(s) with potential applicants

a. Recipient coordinates with FEMA as meetings are scheduled

b. Recipient sends Request for Public Assistance forms, required documentation checklist, EHP checklist to potential applicants

4) Recipient hosts briefing(s)

a. Recipient provides information on Public Assistance application procedures, administrative requirements, funding, program eligibility criteria, floodplain management, insurance requirements, hazard mitigation, Federal procurement standards, and Public Assistance Alternative Procedures for debris and permanent work.

b. As requested by the recipient, FEMA provides clarification above items.

c. Recipient gathers Requests for Public Assistance from potential applicants.

5) Output

a. Ensure potential applicants understand Public Assistance application procedures

b. Gather information on number of potential applicants and projects

c. Provide applicants with Request for Public Assistance

6) Proceed to next process step

a. Receive RPAs

Receive RPAs DRAFT SOP Outline (SOP 9580.xxx)

Program Phase: Operational Planning Phase

Tools: Request for Public Assistance, applicant eligibility checklist

Responsibility: ARM, ??

1) Objective

a. Determine applicant eligibility

2) Preparation

a. Review applicant eligibility checklist

3) Recipient sends Requests for Public Assistance to FEMA.

4) FEMA reviews Requests for Public Assistance for applicant eligibility.

a. FEMA ensures request was submit within 30 days of the date of designation of the area (county, parish, etc.) in the declaration.

5) FEMA informs applicants of the eligibility determination. HOW?

6) Output

a. Determine number of eligible applicants

b. Gather additional information on potential projects

c. Continue to assess FEMA staffing needs

7) Proceed to next process step

a. Assign applicants to field staff

DRAFT – 4/30/2015

#5 ‐ First Substantial Meeting DRAFT SOP Outline (SOP 9570.005)

Program Phase: Operational Planning

Tools: PDA Information, Pre‐Application (RPA), Complexity Triage Job Aid, Applicant Damage List, Applicant Provided Information, Recovery Planning Calendars, Documentation Inventory Sheet, Program/Disaster Handouts

Responsibility: Relationship Manager

1) Objective ‐ FEMA, Grantee, Applicant collectively develop a recovery plan that focuses on applicant priorities, project formulation, documentation/information/product deliverable dates, damage information collection, scope of work and cost estimation process resulting in an initial detailed 30‐day plan with subsequent 60 and 90 day goals ‐

2) First Substantial Meeting

a. Scheduling

i. PDA Review

ii. Pre‐Application Review

iii. Scheduling

b. First Substantial Meeting Agenda

i. Development

ii. Distribution

c. Conducting the First Substantial Meeting

i. Introductions / Sign In

ii. Communication Flow

1. Key Contracts for Sub‐recipient / Recipient / FEMA

2. Conference Calls

3. Email

iii. Program and Process Overview

1. Basic Program

2. Pilot Programs

iv. Project List Review / Update

v. Project Priorities

vi. Damage Identification Process

1. Purpose

2. Damage Site Inspection

3. Applicant Input

4. Cost Estimates

vii. Support Documentation Requirements

1. Purpose

2. Document Identification per project

3. Documentation collection and recording

4. Additional documentation request and recording

5. Cost Estimates

viii. Eligibility Determination Process

1. Determination Memorandum for ineligible items

2. Determination Letter for ineligible items

ix. Establish 30 day Recovery Short Term Schedule

1. Purpose

2. Documentation goals / timelines

3. Damage Inspection timelines

4. Document Collection Timelines

5. Establish Intermediate Substantial Meeting Date

x. Project Recovery Long term goals (60‐90 day)

1. Identify key information goals

2. Identify projected milestones

xi. Adjourn and Summarize Meeting

1. Publish and Distribute Meeting Discussion Summary

2. Publish and Distribute Recovery Timeline Goals

3) Intermediate Substantial Meeting

a. Agenda

b. Conducting the Meeting

i. Review status of 30 day Schedule

ii. Establish day 31‐60 Goals and Timelines

iii. Revise 90 day plan

iv. Establish Date for Final Substantial Meeting

c. Adjourn and Summarize

4) Final Substantial Meeting

a. Agenda

b. Conducting the Meeting

i. Review status of 60 day Schedule

ii. Establish day 61‐90 Goals and Timelines

iii. Project Date for Transition Meeting

c. Adjourn and Summarize

5) Timeline/Goal Adjustments

a. Severity of Damage/Event

b. Applicant Capability

6) Output

a. 30 day detailed recovery plan

b. 60‐90 day recovery goals

7) Proceed to next step

a. Triage / Assign Complexity Ranking ( #6 SOP)

Appendices

b. Agenda Format

c. Sign In sheet

d. Communications Sheet

e. Project List

f. Documentation Collection Sheet

g. Documentation Request Sheet

h. 30 Day Schedule

i. 60‐90 Day Schedule

#6 ‐ Triage / Assign Complexity Raking DRAFT SOP Outline (SOP 9570.006)

Program Phase: Damage Intake and Eligibility Determination

Job Aids: Applicant Damage List, Applicant Priorities List, Complexity Triage Job Aid, Project Cover Sheet, Project Management Tool, Applicant Provided Information

Responsibility: Relationship Manager, Pool Manager (s), Complex Project Manager, Deputy Lead

1) Objective

2) Assign projects to appropriate work flow and assign appropriate staff to inspect sites and/or develop project. Preparation

a. Review Complexity Triage Job Aid and Project Cover Sheet

b. Review applicant priorities

3) Relationship Manager

a. Reviews documentation from applicant.

b. Fills out ‘Project Cover Sheet’ using ‘Project Complexity Triage Job Aid.’

c. Sends Project Cover Sheet and checklists, as appropriate, to Pool Lead.

4) Pool Lead

a. Reviews Project Cover Sheet

b. Sends to appropriate pool manager or complexity project manager.

5) Pool manager or complexity project manager

a. Reviews project cover sheet for the type and level of damage to determine the level…