,,ii #aaith ,,congress #ast ,session ,s4 #ddd ,,in ,,the ,,senate ,,of ,,the ,,united ,,states ,february #f 7legislative day1 ,february #e71 #bjbe,mr4 ,peters 7for himself and ,mr4 ,cassidy7 introduced the following bill2 which was read twice and referred to the ,committee on ,homeland ,security and ,governmental ,affairs ,a ,,bill ,to require the development of a workforce plan for the ,federal ,emergency ,management ,agency4 #a4 ,short title ,this ,act may be cited as the ,federal ,emergency ,mobilization ,accountability 7,,fema7 ,workforce ,planning ,act4 #b4 ,,fema workforce plan 7a7 ,definitions ,in this section3 7#a7 ,administrator ,the term ,administrator means the ,administrator of the ,agency4 7#b7 ,agency ,the term ,agency means the ,federal ,emergency ,management ,agency4 7#c7 ,department ,the term ,department means the ,department of ,homeland ,security4 7#d7 ,surge ,capacity ,force ,the term ,surge ,capacity ,force means the ,surge ,capacity ,force described in section #fbd of the ,post-,katrina ,emergency ,management ,reform ,act of #bjjf 7#f ,u4,s4,c4 #gaa74 7b7 ,plan ,development ,not later than #a year after the date of enactment of this ,act1 and not less frequently than once every #c years thereafter1 the ,administrator shall develop and submit to the ,committee on ,homeland ,security and ,governmental ,affairs of the ,senate and the ,committee on ,transportation and ,infrastructure of the ,house of ,representatives a human capital operating plan to shape and improve the workforce of the ,agency4 7c7 ,leading practices ,the ,administrator shall develop the plan required under subsection 7b7 in accordance with best practices outlined by the ,director of the ,office of ,personnel ,management1 the ,comptroller ,general of the ,united ,states1 and other sources relevant to the ,federal workforce4 7d7 ,contents ,the plan developed under subsection 7b7 shall include-- 7#a7 performance measures to monitor and evaluate progress towards the human capital goals of the ,agency1 including filling staffing gaps1 closing skills gaps in mission critical occupations1 and implementing workforce training and1 if applicable1 progress towards meeting those goals since the date of submission of the most recent plan under subsection 7b71 including-- 7,a7 a process to monitor and evaluate progress toward those goals2 7,b7 a discussion of why the ,agency has or has not met those goals1 including a description of specific barriers2 and 7,c7 a discussion of the addition or deletion of any specific performance measures2 7#b7 details of the types of employees of the ,agency1 including by hiring authority and cadre2 7#c7 a comprehensive analysis of the projected costs associated with implementing the plan2 7#d7 strategies and practices designed to increase cost-efficiency within the workforce operations of the ,agency1 including reducing overhead costs1 improving resource utilization1 and avoiding unnecessary expenditures2 7#e7 a detailed analysis of how the ,agency determined the current overall staffing goals of the ,agency2 7#f7 an analysis of the current workforce of the ,agency and possible gaps in the current staffing structure of the ,agency needed to fulfill the mission of the ,agency1 including an assessment of-- 7,a7 the critical and emerging skills that will be needed in the workforce of the ,agency to support the mission and responsibilities of1 and effectively manage1 the ,agency during the #c-year period following the date of the submission of the plan1 including target staffing numbers by cadre1 region1 and office2 7,b7 the skills of the workforce of the ,agency1 including numbers of employees by cadre1 region1 and office on the date of submission of the plan2 7,c7 projected trends in the workforce of the ,agency based on expected losses due to retirement and other attrition1 including any known data for the causes of attrition2 and 7,d7 the staffing levels of each category of employee of the ,agency1 including shortages in the workforce of the ,agency and in the projected workforce of the ,agency that should be addressed to ensure that the ,agency has continued access to the critical and emerging skills described in subparagraph 7,a72 7#g7 a plan of action with specific recommendations for developing and reshaping the workforce of the ,agency to address the gaps in critical and emerging skills described in paragraph 7#f77;,a71 including-- 7,a7 specific recruitment and retention goals by cadre and mission critical occupations1 including the analysis that the ,agency uses to produce those numbers2 7,b7 specific strategies for developing1 training1 deploying1 motivating1 and retaining the workforce of the ,agency and the ability of the workforce of the ,agency to fulfill the mission and responsibilities of the ,agency1 including the program objectives of the ,department and the ,agency to be achieved through such strategies2 7,c7 specific strategies for recruiting and retaining individuals needed to address workforce gaps within specific cadres2 7,d7 specific strategies for the development1 training1 and coordinated and rapid deployment of the ,surge ,capacity ,force2 7,e7 specific strategies for identifying1 addressing1 preventing1 and mitigating discriminatory actions or decisions based on political affiliation2 and 7,f7 any necessary legislative proposals to improve recruitment and retention2 and 7#h7 a discussion that-- 7,a7 details the number of employees not employed by the ,agency serving in the ,surge ,capacity ,force and the qualifications or credentials and training of such individuals2 7,b7 includes information on annual data relating to the deployment of the workforce of the ,agency following major disasters or emergencies declared by the ,president under section #dja or #eja1 respectively1 of the ,robert ,t4 ,stafford ,disaster ,relief and ,emergency ,assistance ,act 7#db ,u4,s4,c4 #eagj1 #eaia7 during the #c-year period preceding the date of the submission of the plan2 7,c7 details-- 7i7 average tenure and attrition data1 categorized by type of attrition1 for-- 7,i7 types of ,agency employees by hiring authority2 and 7,,ii7 specific offices1 regions1 and cadres of the ,agency2 and 7ii7 any known reasons why some types of ,agency employees or specific offices1 regions1 or cadres of the ,agency may have higher levels of attrition and strategies to address those higher levels of attrition2 7,d7 details-- 7i7 efforts of the ,agency to help prevent and respond to discrimination and harassment2 and 7ii7 information on reported cases of discrimination and harassment within the ,agency and the outcomes of those cases2 and 7,e7 describes1 with respect to hiring information of the ,agency1 the time between the date on which the ,agency validates a need to hire a new employee for a position and-- 7i7 the acceptance of an offer of employment for the position by an applicant2 and 7ii7 the start date of the employee at the ,agency for the position4 7e7 ,report ,not later than #ahj days after the date of the submission of the plan required under subsection 7b71 the ,comptroller ,general of the ,united ,states shall submit to the ,committee on ,homeland ,security and ,governmental ,affairs of the ,senate and the ,committee on ,transportation and ,infrastructure of the ,house of ,representatives a report that-- 7#a7 analyzes whether the plan meets the requirements of this ,act2 and 7#b7 includes necessary recommendations to ensure subsequent plans meet the requirements of this ,act4 7f7 ,no new funds ,no additional funds are authorized to be appropriated for the purpose of carrying out this ,act4