Department of Homeland Security 

Office of Inspector General 

FEMA’s Management of 


Disaster Assistance Employee 


Deployment and Payroll Processes 


OIG-10-115 September 2010 
Office ofInspector General

U.S. Department of Homeland Security

Washington, DC 20528

Homeland

Security

SEP 1 a 2010

Preface

The Department ofRomeland Security (DRS) Office ofInspector General (OIG) was

established by the Homeland Security Act 0/2002 (Public Law 107-296) by amendment

to the Inspector General Act 0/1978. This is one of a series of audit, inspection, and

special reports prepared as part of our oversight responsibilities to promote economy,

efficiency, and effectiveness within the department.

This report addresses the deployment and payroll processes ofthe Federal Emergency

Management Agency (FEMA) Disaster Assistance Employee Program. It is based on

interviews with FEMA officials, direct observations, and a review of applicable

documents.

The recommendations herein have been developed to the best knowledge available to our

office, and have been discussed in draft with those responsible for implementation. We

trust this report will result in more effective, efficient, and economical operations. We

express our appreciation to all ofthose who contributed to the preparation ofthis report.

QjJ~ Matt Jadacki

Assistant Inspector General

Office ofEmergency Management Oversight

-r-
Table of Contents/Abbreviations 

Executive Summary.............................................................................................................1
 

Background..........................................................................................................................2 

Results of Review ................................................................................................................4 

Automated Deployment Database .................................................................................4 

Recommendation ........................................................................................................5 

Management Comments and OIG Analysis ...............................................................5 

Disaster Assistance Employee Payroll Processes..........................................................6 

Time and Attendance Process.....................................................................................6 

 Recommendation .....................................................................................................8 

 Management Comments and OIG Analysis ............................................................8 

WebTA Disaster Cost Code Management..................................................................9 

 Recommendation ...................................................................................................10 

 Management Comments and OIG Analysis ..........................................................10 

 DAE Program Benefits Policies and Guidance .......................................................11 

 Recommendation ...................................................................................................12 

 Management Comments and OIG Analysis ..........................................................12 

Appendixes 

Appendix A: Purpose, Scope, and Methodology.......................................................13 

Appendix B: Management Comments to the Draft Report.......................................14 

Appendix C: FEMA Director’s Policy Number 1-99................................................19 

Appendix D: Major Contributors to This Report ......................................................22 

Appendix E: Report Distribution ..............................................................................23 

Abbreviations 

ADD Automated Deployment Database 

DAE Disaster Assistance Employee 

DHS Department of Homeland Security 

FEMA Federal Emergency Management Agency 

FFC FEMA Finance Center 

GAO Government Accountability Office 

HQ Headquarters 

IFMIS Integrated Financial Management Information System
 

JFO Joint Field Office 

OIG Office of Inspector General 

PKEMRA Post-Katrina Emergency Management Reform Act of 2006
 
 

OIG 

Department of Homeland Security 

Office of Inspector General 

Executive Summary 

The Federal Emergency Management Agency’s disaster assistance 

employee deployment and payroll processes need improvement. 

Disaster assistance employees are exempted-service intermittent 

employees hired to assist in disaster response and recovery and are 

a critical element in the agency’s disaster operations. However, 

managers do not have adequate information on the deployments of 

such employees, duplicative time-reporting systems are in place, 

erroneous disaster cost code time entries can be made, and 

program benefits policies contain conflicting guidance. 

System updates are needed for the agency’s automated deployment 

system to allow managers to supervise disaster assistance 

employees, and monitor deployment readiness, length of 

deployment, and employee location. 

The time and attendance process needs improvement for efficiency 

and prevention of errors. The duplicative paper and electronic 

time-reporting systems need to be reviewed to determine the 

necessary controls to provide reasonable assurance of accurate 

time submissions. 

System control vulnerabilities need to be eliminated to ensure 

accountability for disaster costs. The payroll management system 

does not prevent time entries by disaster assistance employees to 

incorrect disaster cost codes for specific work assignments. 

Disaster assistance employee program guidance needs to be 

updated to include new program benefits policies to avoid 

conflicting guidance to managers. 

We are making four recommendations to strengthen the disaster 

assistance employee deployment and payroll processes. 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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Background 

The Federal Emergency Management Agency (FEMA) is 

authorized under the Robert T. Stafford Disaster Relief and 

Emergency Assistance Act, as amended (Stafford Act), to 

temporarily expand its staff size to respond to major disasters and 

emergencies. Disaster assistance employees (DAEs) fulfill this 

role by performing key program, technical, and administrative 

functions during disasters. DAEs are excepted-service, 

intermittent employees, either cadre reservists or local hires. 

Cadre reservists have an initial appointment of 24 months, which is 

renewable. Local hires have an initial appointment of 120 days, 

which is also renewable. 

The DAE Program has undergone several changes. FEMA 

Instruction 8600.1, Disaster Assistance Employee Program, was 

issued in June 1991 as the guiding administrative policy for the 

program. In 1999, Director’s Policy No. 1-99 (see appendix C) 

was issued to improve DAE workforce readiness to respond 

wherever needed, quickly and effectively. Director’s Policy No. 1-

99 instituted the use of the Automated Deployment Database 

(ADD) as a management tool to monitor overall cadre readiness 

and capabilities. ADD tracks all FEMA deployable employees, 

including full-time employees, the cadres of on-call reserve 

employees, and local hire employees. Tracking also includes cadre 

readiness, initial disaster site location (duty station), and training. 

In 2007, FEMA commissioned a disaster reserve workforce study 

by a national strategic consulting firm,1

 which determined that 

approximately 7,900 reservists were needed to support normal and 

high-demand periods based on projected deployment and risk 

tolerance data. The study noted that the optimal size of the DAE 

workforce depends, to an extent, on the degree of uncertainty that 

is acceptable concerning whether the workforce is properly sized 

to accomplish its mission. 

DAE management challenges are not new. The March 1999 

Director’s Policy No. 1-99 established the basis for a systematic, 

formalized approach to ensure readiness of the disaster cadre 

workforce to respond to disasters quickly and effectively, wherever 

needed. This directive described actions to achieve the desired 

readiness and capability. In the subsequent years, a number of 

these actions have been implemented to various degrees, such as 

expanding all disaster operations by locally hiring DAEs for 

1 FEMA: New Disaster Reserve Workforce Model, Booz Allen Hamilton, 2007. 

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positions that do not require FEMA-specific expertise or when 

limited advance training or minimal on-the-job orientation or 

training is sufficient. 

As of December 2009, the DAE Program consists of 22 cadres 

with 7,995 registered disaster reservists located in all 10 regions 

and at headquarters (see figure 1). Reservists are identified as 

deployable once they submit a statement through ADD that they 

are willing to deploy in the event of a major disaster. 

Figure 1. DAE Cadre Listing2 

Cadre Name Managing 

Organization 

FEMA 

HQ 

FEMA 

Regions 

Alternative Dispute Resolution Office of Chief Counsel √

Field Attorney Office of Chief Counsel √

Contracting/Acquisition Office of Chief Procurement Officer √

Equal Rights Office of Equal Rights √

Safety Office of Safety, Health, and 

Environment √

Security Office of the Chief Security Officer √

Disaster Generalist Group Office of the Chief Component 

Human Capital Officer √

External Affairs (Community 

Relations, Congressional 

Affairs, and Public Affairs) 

Office of External Affairs √ √

Comptroller Office of Management √

Disaster Field Training 

Operations National Preparedness Directorate √ √

Environmental/Historical 

Preservation 

Federal Insurance and Mitigation 

Administration √ √

Federal Coordinating Officer Office of Federal Coordinating 

Officer Operations √ √

Financial Management Office of the Chief Financial Officer √ √

Human Resources Office of the Chief Component 

Human Capital Officer √ √

Individual Assistance Recovery Directorate √ √

Information Technology Office of Chief Information 

Technology √ √

Logistics Logistics Management Directorate √ √

Mitigation Federal Insurance and Mitigation 

Administration √ √

Operations Response Directorate √ √

Planning Response Directorate √ √

Public Assistance Recovery Directorate √ √

Long Term Community 

Recovery (Added Cadre) Recovery Directorate √

2

 In December 2009, FEMA realigned its DAE Cadre listing reducing the number of cadres from 23 to 22. 

These changes have been made to this chart. 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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Results of Review 

To provide managers accurate and timely information on the deployments and 

payroll costs for disaster assistance employees, improvements are needed to the 

ADD system, the time and attendance process, the disaster cost code management 

process, and the DAE program guidance and benefit policies. These areas for 

improvement are discussed in the following sections. 

Automated Deployment Database 

DAE deployment activities are managed through FEMA’s ADD. 

However, this database does not capture all current information, such as 

current location if different from initial deployment and current readiness 

for deployment, needed by regional and Joint Field Office (JFO) staff 

members. Regional and JFO staff are consequently forced to use 

compensatory information collection procedures to manage and deploy 

DAEs. 

FEMA’s Director’s Policy No. 1-99 directed the use of the ADD to 

monitor overall cadre readiness and the capabilities of individual DAEs. 

ADD’s usefulness in tracking these items is limited because regional and 

JFO staff members frequently do not have full ADD access rights to 

update the system because they have not received the mandatory training. 

In response to this limitation, regional and JFO disaster cadre managers 

and staff have developed other information collection and tracking 

procedures. 

DAE cadre managers are responsible for ensuring that critical program 

areas have experienced and deployable DAEs available when a disaster is 

declared. Several cadre managers said that they had limited access to 

ADD and used telephone and email communications to make management 

decisions concerning DAE availability, certified job title, and experience. 

Procedures used include calling DAEs for deployment availability before 

or after an ADD-assigned deployment and collecting copies of training 

certificates. 

The JFOs’ Human Resources Sections require DAEs to provide contact 

information logs upon arrival; however, these contact information logs 

often do not document a DAE’s current location or daily assignment. To 

compensate, JFO section chiefs, in conjunction with the JFO Human 

Resources Section, use a “muster list” to track daily DAE location and 

activities. The muster list procedure requires that DAEs, on a daily basis, 

report their status, job assignment, and location to their JFO section chiefs. 

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Conclusion 

Incomplete DAE deployment data and limited ADD access for 

FEMA managers hinders their ability to accurately and efficiently 

manage and track DAEs prior to and during a disaster. 

Recommendation 

We recommend that the Associate Administrator, Mission Support: 

Recommendation #1: Implement ADD enhancements in the 

current system or incorporate these specifications in the 

replacement system to enable cadre managers and program staff to 

monitor DAE’s current readiness, current location, and capabilities 

and provide additional training opportunities to all appropriate 

FEMA managers to allow ADD access. 

Management Comments and OIG Analysis 

FEMA concurred in part with the original recommendation and 

realizes today’s ADD users require more and different system 

capability than is afforded by the present system. FEMA said 

plans for replacement of the 1996 ADD legacy system were 

underway. Even with the acknowledged limitations of the legacy 

ADD, they said that over 560 users have access to specific 

functions within ADD appropriate to their respective user group. 

In addition, the ADD Reports Utility allows managers to run 

reports on key workforce data elements, including DAE 

availability, duty location and duty status, and capabilities. FEMA 

also recognizes the need to offer training for new users and 

refresher training for more experienced users. 

We generally agree with the FEMA response to the 

recommendation. We modified the original recommendation to 

include either enhancements to the current system or to incorporate 

these specifications in the replacement system. Depending on the 

timeline for the replacement system, it could preclude additional 

ADD enhancements to the current system. Therefore, we will 

review the detailed corrective action plan in FEMA’s 90 day letter 

for either legacy system enhancements or new system 

specifications and implementation timeline to determine the status 

of this recommendation. 

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Disaster Assistance Employee Payroll Processes 

Key elements of the DAE payroll management process, including time 

and attendance reporting, disaster cost code management, and guidance 

and leave policies are not sufficiently integrated to enable effective 

oversight and program coordination. 

Time and Attendance Process 

A deployed DAE currently enters time worked in two separate 

systems, a paper-based timesheet and an electronic timekeeping 

system, WebTA. 

The paper-based process, illustrated in figure 2, requires that a 

completed copy of FEMA Form 30-50A, signed by both the DAE 

and the disaster field supervisor, be submitted to the JFO Human 

Resources Section for processing each pay period or at the end of a 

DAE deployment. The Human Resource staff members process 

the Form 30-50A and send a facsimile copy to the DAE’s assigned 

timekeeper for validation. Program officials said that timekeepers 

archive the 30-50A forms to maintain documentation that time was 

approved by the JFO supervisor. 

Figure 2. FEMA Paper-Based Process 

FEMA 

Form 

30-50A 

Disaster assistance 

employee signs and 

submits form 

Disaster field 

supervisor signs 

form 

Joint Field Office 

Human Resources 

Section faxes form to 

Region 

Region timekeeper signs 

and reviews form against 

WebTA 

Form archived in 

FEMA Regional 

Office 

Source: FEMA Instruction 8600.1 

DAEs are also required to submit a validated electronic time and 

attendance worksheet in WebTA. Once the DAE submits the 

electronic worksheet, a notice is transmitted to the DAE’s assigned 

timekeeper for validation. Once this is done, the DAE’s Regional 

supervisor receives and certifies the timesheet for processing by 

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the Office of Mission Support, Management Division. Figure 3 

illustrates the WebTA process. 

Figure 3. The WebTA (Electronic) process 

Disaster assistance employee 

enters time and attendance in 

WebTA and certifies file 

Regional timekeeper receives 

WebTA notification 

Regional timekeeper 

validates WebTA 

electronic timesheet 

Regional Supervisor 

certifier receives 

WebTA notification 

Regional Supervisor 

certifier certifies 

WebTA electronic 

timesheet 

Final electronic WebTA 

submission to 

Office of Mission Support 

Management Division 

Sources: FEMA, Office of the Chief Financial Officer, 

Standard Operating Procedure, Payroll Process, 

April 2007. Revised January 2009 

FEMA, Human Resource Division, 

Time and Attendance Program, 

Instruction Number 3250.1-April 2001 

The benefit of the two independent time and attendance tracking 

systems is unclear. There is no formal guidance regarding how 

each tracking system should be used to validate the reported data. 

Several regional timekeepers said that they use Form 30-50A to 

confirm time entered into WebTA. 

Conclusion 

DAEs are subject to redundant time-reporting requirements. The 

WebTA system offers the most efficient and effective time 

submission approach; however, the WebTA system does not 

provide the needed verification for FEMA managers to have 

reasonable assurance that the time submitted by the DAE 

accurately reflects the time worked. If appropriate WebTA 

guidance existed requiring the confirmation of electronic time 

entries, there could be reasonable management assurance that time 

submitted by the DAE is accurate. 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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Recommendation 

We recommend that the Associate Administrator, Mission Support: 

Recommendation #2: Review time and attendance processes to 

eliminate unnecessary duplicative reporting and implement 

management controls to ensure that the time and attendance entries 

reflect work performed. 

Management Comments and OIG Analysis 

FEMA agrees that it must identify an electronic way to allow 

multiple certifications of hours actually worked during a pay 

period. FEMA will forward this issue to the Department’s Time 

and Attendance User Group for discussion/suggestions and 

research current industry practices to identify possible options. 

We agree with FEMA’s approach to research available options and 

to raise the issue with the Department’s Time and Attendance User 

group. We will determine the status of this recommendation once 

we receive the detailed corrective action plan in FEMA’s 90 day 

letter. 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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WebTA Disaster Cost Code Management 

Disaster cost code management processes are not adequate to 

prevent older disaster or surge cost codes from being applied to 

new disaster deployments. This could lead to inaccurate disaster 

cost information reports distributed to FEMA managers, Congress, 

and the public. In addition, inaccurate payroll expenses associated 

with DAEs could lead to flawed management decisions concerning 

DAE resources used for past disasters, DAE resources needed for 

current disasters, and DAE resources estimates for future disasters. 

As shown in figure 4, the Mission Support Directorate is 

responsible for managing disaster costing for declared disasters in 

the Disaster Relief Fund. Once funds are allocated, the FEMA 

Finance Center (FFC) enters disaster funding codes into the 

Integrated Financial Management Information System (IFMIS) and 

generates WebTA disaster cost codes. The Office of Management, 

Human Capital Division enters the codes into WebTA. 

Figure 4. Office of Mission Support WebTA Cost Code Actions 

Office of Chief Financial Officer 

Disaster Budget Division 

Office of Chief Financial Officer 

FEMA Finance Center 

Office of Management 

Human Capital Division 

Assigns funding in Disaster 

Relief Fund 

 Assigns disaster funding in 

IFMIS 

 FFC reviews IFMIS entry 

 FFC generates WebTA code 

 FFC sends code to Human 

Capital Division 

Code entered into WebTA 

The disaster budget is administered at each JFO by a disaster 

comptroller, part of the Chief Financial Officer DAE cadre. At the 

regional offices, assigned timekeepers and Management Division 

employees monitor all WebTA funding code entries. Program 

officials said that at the beginning of declared disasters, some 

timekeepers are not given the declared disaster cost codes in a 

timely manner. In this situation, the timekeeper will either use 

disaster surge funding codes or old disaster cost codes for DAE 

payroll expenses. That places the timekeepers and managers at 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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risk of charging time to incorrect disaster cost codes for specific 

work assignments. 

Conclusion 

The disaster payroll cost code management process does not have 

adequate controls or program guidance to ensure that DAE payroll 

expenses are charged to the correct disaster cost codes. 

Recommendation 

We recommend that the Associate Administrator, Mission Support: 

Recommendation #3: Implement and document procedures to 

ensure timekeepers receive disaster cost codes in a timely manner 

and charge payroll expenses to the correct disaster cost code. 

Management Comments and OIG Analysis 

FEMA Office of the Chief Component Human Capital Officer is 

currently scheduling training with FEMA’s Office of the Chief 

Financial Officer, in order to grant staff the access to directly 

administer WebTA accounting codes. This will result in more 

timely updates to the codes available in WebTA to employees. 

FEMA agrees that there is a need to review its current timekeeping 

procedures, to promulgate new Agency-wide timekeeping 

procedures, and to increase awareness among timekeeping user 

groups. 

We agree with FEMA’s responses and the actions they are taking. 

We will determine the status of this recommendation once we 

receive the detailed corrective action plan in FEMA’s 90 day letter. 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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DAE Program Benefits Policies and Guidance 

In recent years, FEMA has issued new DAE Program benefits 

policies and guidance; however, the new policies have not been 

permanently incorporated into the existing overall DAE 

administrative program guidance. 

FEMA Instruction 8600.1 outlines the Stafford Act’s special hiring 

authority, including DAE salary and benefits. The instruction 

states that DAEs must work on a holiday to be entitled to pay for 

that day and are not eligible for annual or sick leave. However, 

since the issuance of FEMA Instruction 8600.1, conflicting interim 

salary and benefit policies have been issued. 

The Disaster Reservist Holiday and Administrative Leave Policy 

issued in October 2008 provides deployed DAEs with pay for 

holiday and administrative leave. This interim policy was 

developed to eliminate a disparity in the administration of FEMA’s 

competitive and excepted hiring authorities. The disparity was 

resolved by allowing officials to offer DAEs (1) a maximum of 8 

hours of holiday pay when a disaster worksite is closed to observe 

a federal holiday or when management provides employees the day 

off in observance of the holiday, within a 40-hour workweek and 

(2) a maximum of 8 hours of administrative leave such as during 

emergency closures of the worksite or during inclement weather, 

within a 40-hour workweek. Although this interim policy conflicts 

with FEMA Instruction 8600.1, it remains in effect until 

superseded by permanent instruction. 

The Interim Policy for DAE Sick Leave, issued in July 2009, 

provided DAEs with sick leave benefits for the first time. FEMA 

anticipated that this new benefit would increase DAE productivity, 

reduce the spread of workplace illnesses, and reduce DAE 

turnover. Like the Disaster Reservist Holiday and Administrative 

Leave Policy, this interim policy conflicts with FEMA Instruction 

8600.1, but remains in effect until superseded by permanent 

instruction. The inconsistencies between the interim leave policies 

and the overall permanent DAE program guidance leads to 

confusion for managers. Program personnel said these policy 

inconsistencies hinder them in making appropriate DAE salary 

payments. 

Conclusion 

Recently issued, DAE benefits policies have not been integrated 

with the permanent DAE program guidance in FEMA Instruction 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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8600.1 and Director’s Policy No. 1-99. Any new program benefit 

polices should be incorporated into that existing overall guidance 

to ensure consistent application. 

Recommendation 

We recommend that the Associate Administrator, Mission Support: 

Recommendation #4: Review and update key DAE program 

benefits policies, procedures, and guidance to eliminate conflicts 

and inconsistencies between interim policies and permanent 

overall guidance. 

Management Comments and OIG Analysis 

FEMA fully concurs with the recommendation and currently has 

efforts underway to finalize policies and increase awareness of the 

new guidance on DAE leave policies. In addition, FEMA 

Instruction 8600.1 is currently under revision and FEMA expects 

the revised publication to eliminate any inconsistencies between 

new policies and permanent overall guidance. 

We agree with FEMA’s approach and the actions they are 

currently taking. We will determine the status of this 

recommendation once we receive the detailed corrective action 

plan in FEMA’s 90 day letter. 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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Appendix A 

Purpose, Scope, and Methodology 

This audit was originally intended to determine the effectiveness of 

FEMA’s internal controls to provide reasonable assurance that 

salary, travel, and other expenses associated with disaster 

assistance employees are charged to the appropriate presidentially 

declared disaster or administrative account. The original scope of 

this audit covered the DAE Program’s polices and guidance and 

the payroll and travel processes for DAE expenses. Owing to 

FEMA’s inability to provide timely, complete, and accurate 

information to our audit team, we modified our scope. 

The revised scope reviewed DAE deployment and payroll 

processes. We analyzed the DAE Program policies, procedures, 

and guidance; interviewed FEMA headquarters, regional, and Joint 

Field Office officials; and sampled FY 2005 through FY 2009 

DAE time and attendance, and ADD records from four FEMA 

regions to determine the effectiveness of these processes. The 

fieldwork was conducted from February through October 2009. 

Since the end of fieldwork, FEMA officials have provided 

additional information to clarify key process areas. 

We conducted this performance audit under the authority of the 

Inspector General Act of 1978, as amended, and according to 

generally accepted government auditing standards. These 

standards require that we plan and perform the audit to obtain 

sufficient, appropriate evidence to provide a reasonable basis for 

our findings and conclusions based on our audit objectives. We 

believe that the evidence obtained supports the findings and 

conclusions based on our audit objectives. 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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Appendix B 

Management Comments to the Draft Report 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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u.s. Inp••lm.n' or IlDm.lud S..ur;')'

.rooCS~I.SW

WashIngton. DC 20472

JUL I 9 1010

MEMORANDUM FOR: Mati Jadacki

Assistanl Inspector Gcneml

Office of Emergcncy Management ver ight

Department of Hom nd Sec

FROM: David Garratt

Associate Ad

Mission Sup

Fedeml Erne geney Management Agency

SUBJECT: Response 10 Draji Report: FEMA 's Management ojDisaster

A.~sisfance Employee Deployment and Payroll Processe.~

Attached for your review are the Federal Emergency Management Ageney's (FEMA) comments on

Draji Report: FEMA '.I' Managemellf ojDisaster Assistance Employee Deployment (/ful Payroll

Processes. Comments provided arc both general in terms ofthe information contained within the

report and specific to Ihe report recommendations.

Overall, I find no reason for concern regarding thc public release ofinformation contained within

this report. If you have questions regarding the comments provided. please have a member of your

staffeontaci Mr. Phil Nowak. Deputy ChiefComponent Human Capital Officer. He can be reached

on 202-646-1955 or via email at Philip. Nowak (/ dhs.gov.

Attachment

cc: OPPA
 

Appendix B 

Management Comments to the Draft Report 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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Appendix B 

Management Comments to the Draft Report 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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Appendix B 

Management Comments to the Draft Report 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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Appendix B 

Management Comments to the Draft Report 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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Appendix C 

FEMA Director’s Policy 1-99, March 1999 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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Appendix C 

FEMA Director’s Policy 01-99, March 1999 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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Appendix C 

FEMA Director’s Policy 01-99, March 1999 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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Appendix D 

Major Contributors to This Report 

Kaye McTighe, Mitigation and Disaster Assistance Division 

Nigel Gardner, Audit Manager 

Donald Norman, Audit Manager 

Eric Hostelley, Program Analyst 

Nathaniel Nicholson, Auditor 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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Appendix E 

Report Distribution 

Department of Homeland Security 

Secretary 

Deputy Secretary 

Chief of Staff 

General Counsel 

Executive Secretary 

Director, GAO/OIG Liaison Office 

Assistant Secretary for Office of Policy 

Assistant Secretary for Office of Public Affairs 

Assistant Secretary for Office of Legislative Affairs 

Under Secretary, Management 

Federal Emergency Management Agency 

Administrator 

Chief of Staff 

Associate Administrator, Mission Support 

Chief Financial Officer 

Chief Component Human Capital Officer 

Deputy Chief Component Human Capital Officer 

FEMA Audit Liaison (Project Code 09-016-EMO) 

Office of Management and Budget 

Chief, Homeland Security Branch 

DHS OIG Budget Examiner 

Congress 

Congressional Oversight and Appropriations Committees, as 

appropriate 

FEMA’s Management of Disaster Assistance Employee Deployment and Payroll Processes
 

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ADDITIONAL INFORMATION AND COPIES 

To obtain additional copies of this report, please call the Office of Inspector General (OIG) at (202) 254-4100, 

fax your request to (202) 254-4305, or visit the OIG web site at www.dhs.gov/oig. 

OIG HOTLINE 

To report alleged fraud, waste, abuse or mismanagement, or any other kind of criminal or noncriminal 

misconduct relative to department programs or operations: 

• Call our Hotline at 1-800-323-8603; 

• Fax the complaint directly to us at (202) 254-4292; 

• Email us at DHSOIGHOTLINE@dhs.gov; or 

• Write to us at: 

DHS Office of Inspector General/MAIL STOP 2600, 

Attention: Office of Investigations - Hotline, 

245 Murray Drive, SW, Building 410, 

Washington, DC 20528. 

The OIG seeks to protect the identity of each writer and caller.