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The Federal Emergency Management Agency (FEMA) is responsible for coordinating the delivery of federal support to state, local, tribal, and territorial governments under Presidential emergency or major disaster declarations or to other federal agencies under the concept of federal-to-federal support. It is important to recognize that FEMA does not assume responsibility for local incident command activities but, instead, provides a structure for the command, control, and coordination of federal resources to states, local incident commands, and other end users. The FEMA Incident Management Handbook (IMH) is a tool to assist FEMA emergency management personnel in conducting their assigned missions in the field. The IMH provides information on FEMA's incident-level operating concepts, organizational structures, functions, position descriptions, and key assets and teams. The IMH is intended for use by FEMA personnel deployed at the incident level. However, the IMH also provides whole community stakeholders operating in a FEMA facility information about key incident-level FEMA functions. The concepts in the IMH are applicable to FEMA operations during Stafford Act-based Presidential declarations and non-Stafford Act incidents involving federal-to-federal support. Check out our Emergency Management & First Responders collection here: https: //bookstore.gpo.gov/catalog/emergency-management-first-responders Other products produced by FEMA here: https: //bookstore.gpo.gov/agency/federal-emergency-management-agency-fema
Getting Results is an integrated compilation of practical advice on how career and appointed leaders and managers can better manage for results, and how Congress, the media and the public can support and critique performance. The advice is non-political and non-partisan, reflecting the time-tested judgments of a broad cross section of experienced government leaders. Essays include the personal views of senior leaders on strategic approaches to achieving results, critical human capital management issues, using IT, leading organizational change, working with state and local governments and with contractors, communicating results to congress, the media, and the public, linking performance and budgeting, evaluating results, and working on results with IGs, GAO, and OMB. The authors: Vice Admiral Thad W. Allen, Jonathan Baron, Jonathan Breul, Brent Bushey, Mike Davis, Carl DeMaio, Mortimer Downey, Thomas F. Dungan, George Grob, Phil Joyce, John Kamensky, Richard Keevey, Nancy Kingsbury, Rosslyn Kleeman, Ian Koski, Dave McClure, Pat McGinnis, Maurice McTigue, Kathy Newcomer, Pete Smith, Hal Steinberg, Bob Tobias, Hugh Walkup and Barry White. Publication of Getting Results is sponsored and financed by the Center for Innovation in Public Service in the School of Public Policy and Public Administration at the George Washington University (GWU), and Management Concepts.
Policymakers and program managers are continually seeking ways to improve accountability in achieving an entity's mission. A key factor in improving accountability in achieving an entity's mission is to implement an effective internal control system. An effective internal control system helps an entity adapt to shifting environments, evolving demands, changing risks, and new priorities. As programs change and entities strive to improve operational processes and implement new technology, management continually evaluates its internal control system so that it is effective and updated when necessary. Section 3512 (c) and (d) of Title 31 of the United States Code (commonly known as the Federal Managers' Financial Integrity Act (FMFIA)) requires the Comptroller General to issue standards for internal control in the federal government.
Managing people is a tricky business—and managers and small business owners need a clear understanding of the essentials of human resources to survive. The original edition of The Manager’s Guide to HR gives you an introduction to the regulations, rights, and responsibilities related to hiring and firing, benefits, compensation, documentation, performance evaluations, training, and more. However, much has changed since then. Extensively revised, this second edition covers all the key areas of the original edition and brings you up to speed on current developments in employment law, including: How social media is changing the recruitment landscape Shifting labor standards regarding compensation and benefits The National Labor Relations Board’s stance on work-related employee speech on social media The Employee Retirement Income Security Act New record-keeping requirements Amendments to the Family and Medical Leave Act and the Americans with Disabilities Act Featuring step-by-step guidance on everything from COBRA compliance to privacy issues, The Manager’s Guide to HR is now once again the most up-to-date, invaluable resource any manager of personnel could have.