U.S. Department of Homeland Security
Federal Emergency and Management Agency

The FEMA Office of the Chief Information Officer (OCIO), including its nearly 500 OCIO staff that provide services across the agency, aspires to provide consistently outstanding customer service and be recognized as one of the top performing IT organizations in the Federal government. Phase One conducted an OCIO transformation analysis that identified the current strengths and weaknesses of the OCIO, assessed the OCIO performance against best practices, and developed a roadmap to achieve best practice status. The approach was data-centric and highly participatory and has been instrumental in moving FEMA toward better use of its information technology resources.

Why This Matters To You

FEMA’s disaster assistance mission is critical to helping our fel- lowcitizensintimesofneed. FEMA’s OCIO supports the agency’s mission through a “whole community” approach, leveraging field- oriented technology and innovation, in order to help citizens and first responders.

FEMA OCIO supports the mission by enhancing and maintaining an IT infrastructure, developing and enhancing key systems to support operating programs, and increasing efficiencies and cooperation through the whole community. FEMA is focused on building the nation’s capacity to stabilize and recover from catastrophic events; building unity among the entire emergency management team; building, sustaining, and improving FEMA’s mission support and workforce capabilities; and transforming the organizational health of the FEMA IT community.

Sometime in our lives, we or our loved ones may need emergency assistance. Information technology is critical to providing such assistance and the OCIO transformation helps ensure FEMA can deliver assistance in a timely and effective manner.

How We Helped

The objective of the OCIO Organizational Transformation project is to transform the organizational health of the OCIO to a best practice IT organization. Phase One took a data-centric and highly participatory approach to supporting this effort:

  • All OCIO staff were surveyed and their skills and competencies were compared to the broader DHS and government OCIO workforce;
  • All OCIO staff were surveyed to determine their levels of job satisfaction;
  • OCIO leadership, including the GS-15 Division Directors and Deputies, were interviewed;
  • Over 75 OCIO staff representing across-section of grade levels and organizational units were interviewed; and
  • Selected mission customers were both surveyed and interviewed regarding their satisfaction with OCIO services.

Based on this analysis, Phase One made recommendations for a future OCIO structure better suited to support FEMA’s mission and the changing technological environment. The FEMA OCIO organization of the future will be better suited to provide customer services and manage OCIO programs in an integrated, coordi- nated, more cost effective manner.