Department of Homeland Security 

Office of Inspector General 

NPSC Preparedness for 
 

Large-Scale Disasters 
 

OIG-10-81 April 2010 
OjJice ofInspector Generaf 

U.S. Department of Homeland Security 

Washington, DC 20528 

APR 15 2010 

Preface 

The D<:lpartment ofHomeland Security Office of Inspector General was established by 

the Homeland Security Act of2002 (Public Law 107-296) by amendment to the Inspector 

General Act of1978. This is one of a series of audit, inspection, and special reports 

prepared as part ofour oversight responsibilities to promote economy, efficiency, and 

effectiveness within the department. 

This report identifies measures that can be taken by FEMA to address the overall 

effectiveness and performance ofits National Processing Service Centers. It is based on 

interviews with employees and officials ofrelevant agencies and institutions, direct 

observations, and a review of applicable documents. We contracted with the independent 

public accounting firm Williams, Adley & Company, LLP to perform the audit. The 

contract required Williams, Adley & Company, LLP to perform its audit according to 

generally accepted government auditing standards. Williams, Adley & Company, LLP is 

responsible for the attached report and the conclusions expressed in the report. 

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

office, and have been diS,cussed 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 those who contributed to the preparation ofthis report. 

Matt 

~,Jadacki 

Deputy Inspector General 

Office ofEmergency Management Oversight 

NPSC Preparednes.~ for Large Scale Disasters 
Table of Contents/Abbreviations 
 

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


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

Results of Audit ...................................................................................................................2 
 

Surge Planning ...............................................................................................................3 
 

Surge Response...............................................................................................................4 
 

Operational Challenges...................................................................................................7
 


Strategic Opportunities ...................................................................................................8 
 

Recommendations...........................................................................................................9 


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

Appendixes 

Appendix A: Purpose, Scope and Methodology............................................................11 
 

Appendix B: Management Comments to the Draft Report ...........................................12 
 

Appendix C: Report Distribution...................................................................................17 
 

Abbreviations 

DHS Department of Homeland Security 
 

FEMA Federal Emergency Management Agency 
 

IRS Internal Revenue Service 
 

NPSC National Processing Service Center 
 

NPSC Preparedness for Large Scale Disasters 
NPSC Preparedness for Large Scale Disasters
 


Page 1
 


OIG
 


Department of Homeland Security 

Office of Inspector General 

Executive Summary 

Williams, Adley & Company, LLP reviewed the National 

Processing Service Centers’ (NPSCs) preparedness to meet 

staffing requirements and handle an increased volume of inquiries 

and applications during large-scale disasters. 

The NPSCs are improving their capacity to provide services during 

large-scale disasters, but several systemic barriers continue to 

require management attention. The NPSCs have enhanced their 

ability to meet staffing and training requirements through detailed 

staffing forecasts, surge planning, greater internal coordination, 

standardized training, and upgraded information systems. 

Enhanced human capital management practices have produced 

capable staff and measurable performance improvements, which 

were demonstrated in the organizational response to Gustav and 

Ike. 

Concerns remain regarding the length of time needed to obtain 

security clearances for temporary staff, and the operational 

challenges of managing workspaces, equipment, and personnel 

during surges in workload. In particular, the use of inexperienced 

staff requires a flexible and innovative approach to training, 

knowledge acquisition and sharing, and performance management. 

A longer-term strategic challenge is to facilitate a reduction in call 

volume and potentially result in more accurate information through 

greater on-line registration, mobile disaster recovery centers, and 

advanced technology. 

We recommended that FEMA assess options for building NPSC 

surge capacity, improve training and staff development, and 

modify contracts and interagency agreements to improve 

administration and security processes. FEMA concurred or 

partially concurred with all recommendations. 
Background 

The Federal Emergency Management Agency operates three 

National Processing Service Center (NPSC) facilities located in 

Denton, TX, Hyattsville, MD, and Winchester, VA. A fourth 

NPSC in San Juan, Puerto Rico, closed in April 2009. 

The NPSCs are call centers through which individuals register for 

federal disaster assistance following presidentially-declared 

disasters. NPSC Human Services Specialists (agents) accept calls 

from disaster applicants and enter information into the National 

Emergency Management Information System and other FEMAapproved databases1

. The caller data is used by FEMA and 

transmitted to the other disaster assistance providers, including the 

US Small Business Administration and the US Department of 

Housing and Urban Development as applicable. NPSCs perform a 

range of functions related to application processing, identity 

verification, case management, appeals, and recoupment. The 

NPSCs are central to the success of the applicant telephone 

registration process and the FEMA Helpline. 

The hub of the call center activity is the Applicant Services 

Section, which consists of approximately 900 employees who 

perform registration intake, helpline, case processing, appeal, and 

recoupment functions. Managers and supervisors oversee floor 

operations and are responsible for both technical and 

administrative supervision, providing staff coaching, mentoring, 

monitoring, reviews, and feedback on a daily basis. 

Results of Audit 

The NPSCs are improving their capacity to provide services during 

large-scale disasters, but several systemic barriers continue to 

require management attention. The NPSCs have enhanced their 

ability to meet staffing and training requirements through detailed 

staffing forecasts, surge planning, greater internal coordination, 

standardized training, and upgraded information systems. 

Enhanced human capital management practices have produced 

capable staff and measurable performance improvements, which 

were demonstrated in the organizational response to Gustav and 

Ike. 

1

 Other databases include the Applicant Issue Form, Relocation Assistance Application, and the Continued 

Assistance Calculator, among others. 

NPSC Preparedness for Large Scale Disasters 

Page 2 
Concerns remain regarding the length of time needed to obtain 

security clearances for temporary staff, and the operational 

challenges of managing workspaces, equipment, and personnel 

during surges in workload. In particular, the use of inexperienced 

staff requires a flexible and innovative approach to training, 

knowledge acquisition and sharing, and performance management. 

A longer-term strategic challenge is to facilitate online registrations, 

which would reduce call volume and potentially result in more 

accurate information. 

Surge Planning 

Effective surge planning is critical to the NPSC staffing process. 

The NPSC Enterprise Agent Coordination Team (E-ACT) at the 

Denton, TX, NPSC, is the primary entity responsible for 

determining, following a Presidentially-declared disaster, whether 

the surge plan should be activated. Fortunately, activation is rare; 

in the four years following Katrina and Rita, only two out of 108 

Presidentially-declared disasters, Gustav and Ike, required a surge 

in NPSC capacity. 

The E-ACT team has over ten years of experience in developing 

these forecasts, which are based on an integrated assessment of the 

following data elements: 

�	 

�	 

�	 

�	 

�	 

�	 

Disaster type and incident 

Census data on households and population 

Historical FEMA data from prior disasters within the same 

geographic area 

Historical FEMA data provided in support of state and county 

forecast needs 

Information gathered from government agencies, public media, 

and news organizations 

Information from the Preliminary Damage Assessment Report, 

if available at the time the forecast is prepared. 

In terms of comparison, while Gustav and Ike were considered 

major disasters, they did not generate the registration volume of 

Katrina and Rita. Table 1 documents the registrations by type for 

these storms: 

NPSC Preparedness for Large Scale Disasters 

Page 3 
Table 1. Registration Comparison for Gustav/Ike vs. 

Katrina/Rita 

Disaster 

Total 

Reg 

1 (800) 

Phone 

Reg 

Phone 

Reg % Internet 

Reg 

Web 

Reg % 

Ike2 

Gustav 

Totals 

787,567 

446,685 

1,234,252 

279,649 

187,820 

467,469 

36% 

42% 

38% 

507,920 

258,865 

766,785 

64% 

58% 

62% 

Katrina/Rita 1,693,102 944,038 56% 749,064 44% 

Source: 10-year Historical Data Tracking maintained by Texas NPSC. 

Since Katrina and Rita, the E-ACT’s accuracy in forecasting 

registrations and thus estimating workforce needs has improved. 

The Katrina/Rita forecasted registrations were 53 percent of the 

actual registrations received. The Gustav and Ike forecasted 

registrations were 99% of the actual registrations. 

Surge Response 

The FEMA strategic plan states that an overarching theme is to 

provide a “professional workforce of motivated employees who are 

empowered and equipped to act.” All personnel need to possess 

and maintain a level of competence that allows them to accomplish 

their assigned duties. The challenge for NPSC management is to 

build additional workforce capacity that meets these standards 

rapidly and efficiently during surge periods. 

Based on the required staffing levels developed in the surge plan 

described above, NPSC management accesses three pools of 

temporary call center employees: selected federal agencies, 

contractors, and the public at large. In the case of Gustav and Ike, 

the NPSC workforce temporarily doubled in size, from 900 to over 

1700 employees. The additional staff were contractors and IRS 

employees temporarily detailed to FEMA. The IRS employees did 

not physically relocate to the NPSCs, but instead handled incoming 

2

 Katrina and Rita were declared August 29, 2005, and September 24, 2005, respectively. Gustav was 

declared September 2, 2008 in LA and September 22, 2008 in MS. Ike was declared September 13, 2008. 

NPSC Preparedness for Large Scale Disasters 


Page 4 

calls that were re-routed to their current duty stations. The NPSC 

Contract Management Oversight Section sends trainers and IT staff 

to the IRS locations to prepare them for the surge. 

The NPSCs have used contractors of varying sizes to provide 

temporary staffing during Katrina, Rita, Gustav, and Ike. The 

contractors provide the staffing and supervisors as appropriate for 

the number of agents. The NPSCs provide adjudication for 

security clearances, training, work spaces within NPSCs, and 

quality control. The contractors provide supervisors, but most of 

the quality control information flows through the NPSC 

supervisors to the contractor supervisors via the NPSC contracting 

technical representative. One contractor provided training at its 

facilities and established a satellite location during Katrina. 

The demand for NPSC call center employees spikes shortly after a 

disaster. During a surge, registration intake call volume spikes 

immediately following a disaster declaration and begins to taper 

off after several weeks. Applicants then begin calling FEMA’s 

helpline to change information initially provided or to seek 

information on the status of an application. Table 2 illustrates call 

activity and service levels following Gustav and Ike. Service levels 

reflect the percentage of calls that were answered within targets of 

80% for registration intake and 70% for helpline, i.e., 80% of the 

intake calls answered within 20 seconds and 70% of helpline calls 

answered within 120 seconds. 

Table 2. Service Levels During Gustav and Ike 

Date 

September to 

November 2008 

Helpline 

Service 

Level 

Helpline 

Calls 

Offered 

Registration 

Intake Svc 

Level 

Registration 

Intake Call 

Volumes 

September 1–7 19.7% 59,801 8.7% 227,096 

September 8–14 0.6% 140,934 23.0% 132,991 

September 15–21 0.0% 166,698 9.0% 276,685 

September 22–28 20.0% 177,634 62.0% 69,960 

Sept 29 – Oct 5 0.9% 171,885 90.0% 27,857 

October 6–12 11.0% 157,487 97.0% 31,509 

October 13–19 18.9% 148,856 95.7% 42,672 

October 20–26 30.1% 140,860 92.1% 39,597 

Oct 27 – Nov 2 28.0% 125,989 95.0% 25,765 

Source: Resource Performance Summary Data maintained by Texas NPSC. 

NPSC Preparedness for Large Scale Disasters 

Page 5 
Immediately after the disasters, the NPSCs experienced major 

staffing shortages due to security constraints for contractors, which 

affected the centers’ responses to service calls. However, by the 

fourth week, progress was made as call volume decreased and 

external support had been added. Consequently, the NPSCs’ 

registration intake service levels increased. Helpline service levels 

did not increase as quickly because the NPSCs focus most 

resources on registration intake for the initial four to six week 

period following a disaster. 

The NPSCs face a number of challenges in preparing new 

employees to handle the demands of the job. 

Applicants are required to pass a proficiency test with a score of 

85% as a condition of employment. Training policies and 

procedures have been established to provide refresher and ongoing 

training to staff, contractors, and IRS agents, but these policies are 

not consistently implemented. For example, during Gustav and 

Ike, the proficiency test passing rate was reduced from 85% to 

75%, but the number of times that a person could take the test was 

unchanged. However, the implementation of this policy change 

varied between NPSCs. 

The lack of a centralized training approach is another challenge. 

Multiple systems and tracking inconsistencies complicate efforts to 

monitor employee development of skills and competencies. 

Development of a centralized training database would allow 

FEMA to maintain accurate information on training. 

According to staff, while specialized and refresher training is 

provided, the courses are compressed during surge periods. As a 

result, new or rehired agents may have difficulty keeping up with 

important policy changes. In an attempt to address knowledge 

retention, information is placed on the intranet, which is available 

to all agents. However, there is no easy way to search various 

sources and documents because of the limited search capabilities 

provided. 

The NPSCs are working to address this issue and are developing a 

streamlined approach for storing information. Gustav and Ike 

required “hot seating,” which is a method to replace an agent with 

another as soon as the shift is over. Without time to refresh or get 

updated on changes, the quality of service and average handle time 

of agents may be affected. 

NPSC Preparedness for Large Scale Disasters 

Page 6 
Most learning is on the job. To assist agents with questions, 

research, policy, problem-solving, etc, an enterprise-wide solution, 

the National Coordination Team Agent Group, was formed. 

However, per the NPSC managers the group’s assistance is not 

always timely and thus loses its effectiveness. 

Operational Challenges 

Sufficient and appropriate staffing is vital to the NPSCs’ ability to 

carry out their missions during large disasters. The ability to 

manage the staffing requirements of the complex environment of 

the NPSCs is challenging. Management must constantly assess the 

staffing requirements based upon the cyclical workload, the 

official status of the employees, and legislative requirements. 

�	 

�	 

�	 

Approximately 600 call center employees were released 

because of a decrease in work on 2006. In addition, in 

some NPSC locations it is not cost-efficient to maintain an 

on-call cadre of government or contractor resources due to 

the infrequency of surge events. 

Many of the positions in the call centers are Not-To-Exceed 

(NTE) 2 or 4 year positions. 

In 2009, approximately 300 NTE 4 year positions were 

converted to full-time positions in response to Post Katrina 

Emergency Management Reform Act of 2006 guidelines. 

The NTE 4 year personnel are generally supervisors and 

managers who were required to recompete for their jobs. 

Beyond these staffing issues, there continue to be a number of 

operational and strategic challenges that require consistent 

management focus and attention. The most important of these are 

outlined below. 

�	 

�	 

Surge periods impose additional pressure on an already 

high ratio of agents to supervisors; for example, during a 

surge, the ratio of staff to front-line supervisors can reach 

100:1; in contrast, standard industry supervisory ratios in 

large call centers typically range from 10:1 to 20:1. 

Policy decisions are not consistently communicated to 

agents in a timely manner, which results in agents 

providing inaccurate information to applicants. This 

NPSC Preparedness for Large Scale Disasters 

Page 7 
situation appeared to improve during and following Gustav 

and Ike, when the NPSCs used a combination of video 

teleconferences, email, pre-shift meetings, and scrolling 

electronic messages to convey key information. 

�	 

�	 

�	 

�	 

DHS’ security requirements make it difficult for the NPSCs 

to rapidly augment their staff when needed. New hires are 

required to undergo a suitability assessment which involves 

completing a security form and a fingerprint card that are 

processed by the FBI. This process adds at least 4 days to 

the staffing timeline. There does not appear to be a surge 

in security capacity to keep up with the requirements of 

rapid security clearances during a major disaster. 

The NPSCs may lack the physical space to house additional 

personnel during a surge. Since facilities are leased, the 

NPSCs must work with landlord restrictions, such as the 

non-use of open spaces, heat, ventilation, and air 

conditioning services. 

The NPSCs’ ability to research and implement potentially 

useful technologies such as Computer Telephony 

Integration (CTI) is limited because NPSC funding is 

generally tied to the size and frequency of disasters. 

NPSC managers do not systematically assess and document 

“after action” reports that review the strengths and 

weaknesses of NPSC strategies and operations in order to 

plan future improvements. 

Strategic Opportunities 

There are several strategic opportunities for the NPSC to develop 

the capability to respond more forcefully and effectively to future 

major disasters. 

The deployment of human capital assets could be improved 

through enhanced workforce planning. Although the NPSCs have 

general surge plans in place, there would be a benefit from 

analyzing the costs, benefits, performance requirements and 

indicators, and other factors that could inform and guide future 

staffing decisions, especially given the blended NPSC workforce, 

comprised of FEMA, other federal, and contractor employees. 

NPSC Preparedness for Large Scale Disasters 

Page 8 
FEMA would benefit by reducing the number of incoming calls 

from individuals who are not eligible for assistance. A 2008 

customer survey indicated that only 50% of applicants were 

ultimately deemed eligible. Applicants said that having access to 

timely and relevant information would have allowed them to make 

better choices regarding other assistance programs, consequently 

reducing NPSC call volume and future staffing needs. 

State and local awareness campaigns should be used to convey 

information about the specific assistance offered; eligibility 

criteria; and the registration options of telephone, Internet, and the 

mobile disaster recovery centers. Online registration information 

should be displayed and communicated as prominently as the 

information about the toll-free telephone number, to increase the 

use of online registration tools. 

Finally, the timeliness and accuracy of NPSC call responses could 

potentially be improved through technology upgrades. NPSC 

management wants to enhance the current systems so that 

automated telephone intelligence can be used to reduce the need 

for additional staff. An increase in “self-help” options available on 

the telephone and the use of CTI technology could result in shorter 

calls and consistent service levels. The cost benefit ratio of new 

technology should be examined. 

Recommendations 

We recommend that the Administrator, Federal Emergency Management 

Agency: 

Recommendation #1: Assess the feasibility and cost-effectiveness of 

various options for enhancing the NPSCs’ capacity for handling surge call 

volumes, including, but not limited to: 

a) Expanded deployment of technology support tools such as 

computer telephony integration, 

b) Expanded use of mobile registration centers, 

c) Expanded use of current DHS and FEMA staff to provide 

short-term on-call response support, 

d) Enhanced public awareness campaigns with an emphasis on 

promoting online registrations, and 

e) Development of a cadre of on-call contractor resources 

NPSC Preparedness for Large Scale Disasters 

Page 9 
Recommendation #2: Improve the quality and consistency of training 

and staff development for supervisors and agents through: 

a) implementation of a centralized training approach and database 

for use by all NPSCs 

b) establishment of consistent training requirements for 

employees and contractors 

c) identification and deployment of qualified temporary 

supervisors during surge periods 

d) consistent and timely communication of policy changes 

Recommendation #3: Identify and implement modifications to contracts 

or inter-agency agreements to address critical administrative aspects of 

surge requirements such as the need for increased security personnel to 

handle adjudications, and overflow space. 

Management Comments and OIG Analysis 

Appendix B contains a copy of the written comments we received from 

the FEMA Director, Office of Policy and Program Analysis. FEMA 

concurred with Recommendations #2 and #3, and with parts of 

Recommendation #1. 

We agree with FEMA’s responses. As far as Recommendation #1, we 

listed a number of potential options for enhancing the NPSCs’ capacity for 

handling surge volume, but it was not our intent for FEMA to implement 

all of them as a group. We concur with FEMA’s reasoning for not 

expanding use of mobile registration centers or current DHS and FEMA 

staff to provide short-term on-call response support. 

FEMA’s response to Recommendation #2 outlined approaches underway 

to implement a centralized training approach and database, establish 

consistent training requirements, identify and deploy qualified temporary 

supervisors during surge periods, and communicate policy changes timely 

and consistently. We agree with these approaches, but we consider this 

recommendation open until we are provided evidence of the specific 

actions taken and results achieved. 

FEMA’s response to Recommendation #3 indicated that a new 

interagency agreement with the IRS addresses administrative and security 

concerns we noted during the audit. FEMA also outlined several steps 

underway to improve the security check processes that at times function as 

a barrier to timely deployment of surge staff. We agree with the outlined 

steps and will consider this recommendation open until we are provided 

evidence of implementation and results achieved. 

NPSC Preparedness for Large Scale Disasters 

Page 10 
Appendix A 

Purpose, Scope, and Methodology 

The objective of this audit was to determine the extent to which 

FEMA’s NPSCs are prepared to meet staffing requirements and 

address increased volume of inquiries and applications during 

large-scale disasters. Specific areas we examined in the course of 

this audit included: 

�	 

�	 

�	 

�	 

Staffing mix and levels 

Utilization of permanent and temporary FEMA staff, 

other federal agency personnel, and contractors 

Training and employee development 

Achievement of key customer service and call quality 

performance metrics 

We conducted work at FEMA Headquarters and at the three 

NPSCs responsible for assisting disaster victims. We analyzed 

data, reviewed documentation, interviewed key personnel, and 

observed call center processes. 

We conducted our fieldwork between January and April 2009 in 

accordance with Generally Accepted Government Auditing 

Standards, 2007 Revision, as prescribed by the Comptroller 

General of the United States. 

NPSC Preparedness for Large Scale Disasters
 


Page 11
 

u •. u.·......._ ., 11_.... s.aril~

~t sam..sv.

.",........ uc::om

.-~

'~..,

.. FEMA

lIAR 3<1Jl1

MEMORANDUM FOR: Matt Jadacld

Deputy Inspector Gcm:n.1

Office ofEmergency Management Oversight

Office of Inspector General

FROM: Da\~d J. Kaufman~1fJ Director

Office of Policy and Program Analysis

SUBJECf: Comments on OIG Draft Rcpon, NI'SC Preparcdn~ulQrLorg~·

Scale Disaslers

Thank you for the opportunity to reviC\". and comment on the Officc of Ins~:ctorGencral's

(O[G's) subject draft audit report. As the Fcdt:ra[ Emcrgenc;y Managom:m Agenc;y (FEMA)

works toward refining its programs, the OIG's independent analysis of program performancc

greatly benefits our ability to rontinuously improve our ae;tivities.

FEMA concurs with two ofthc draft rt'Jl'Orl's three recommendations and non-concurs in pan

with one ofthe rccommendations. Our rc:lflOnst'S to the recommendations. including our reasons

for non-concurrence are as follows:

Recommendation I: Ilssess Ihe/easibilil)' amI COSI-I'J!eelil'ClIl'ss ollY/rimlS opliolls[or

('II/loneillg I/le NI'SCs' C(I!X/Cilylor handling slIrge mil I'olllllles, inelllding. bill 1101 fimiled 10:

aj t'-xpmrded lleplo)'lIIem oflecJmology SIlPP0J'/ 1f)()1~' slIch (IS compUlt'r le/ephony ill/egl'll/ion;

hj EJ"J(m(/ed lise o/mobile regislmlioll eCI/ICrS: c) Expanded lise 0/Cllr/"CIII DHS and FE/lfA

StaJ!IO prOl'ide ShOI'/~lel'm ou-callresponsc supporl: dj Enhanced public a\l"{//'cncss compaigns

willi lll/ cmplrasis 011 prOll/ali'lg o"fiuc regis/roliom-: ami cj DCI'/!lopmCIII Ofll cadre ofOll-cllf/

cOII/raClor resources.

Ruponse:

oj f.)..,xwded deploymcnl o/lee/lll%ID' suppa'" fools sucll as COlll/,II/CI' lefcpltOlry inlcgmliol1:

fEMA concurs with this part ofthe rt"COmnl<."1Hlation. fEMA has lx.-cn working on several

computer telephony integration projectS to allow capture of critical applicant information

through prompts on our Interactive Voice Response (IVR) platfonn. The [VR would then pass

the: data to our registl'1ltioll module, which would pro-popullltc the registl'1ltion sa=ns with

applicant data. saving signific:aIlt time. This projcct will be defined in 2010 and iflhc IVR

prototype is a success. implementation could begin in 201 I, pending budgetary approval. In

..·.....r~m•.ll".

Appendix B 

Management Comments to the Draft Report 

NPSC Preparedness for Large Scale Disasters
 


Page 12
 

Page 2

the interim, FEMA has worked with Le;ltis-Neltis, our data validation vendor, on pre-population

ofregistration data to the call center. Pre-population of applicant names, addresses and phone

numbers was implemented in 2008. FEMA is working with the vendor to begin pre-populating

insurance and vehicle dala. Pre-population through the identity verification contract also results

in reduced time to complete registrations, thereby increasing our capability ortaking

registrations.

b) Expanded use ofmobile regiSlration centers;

FEMA does not concur with lhis part orlhe recommendation as a means ofeltpanding our ability

to take a significant number ofregistrations. During the first few weeks of a disaster using

mobile registration centers we often find lhat those who visit the mobile registration centm have

already registered and are seeking information about the status oftheir application or other

programs and services.

c) Expanded use ofcurrenl DHS and FEMA slafflo proVide short-term on-eaflresponse support;

FEMA does not concur with this part ofthe recommendation. The NPSC has previously

attempted to use other FEMA and Department of Homeland Security (DHS) staffto supplement

OUT agent capacity, but the results have not been satisfactory. Other FEMA and DHS

components have their own role in disaster response and recovery that makes the bulk oftheir

staff unavailable at the time we would need them. Additionally, in the past, supplemental staff

was only available on a volunteer basis, which further limited the number ofstaff we could add

to our call centers.

In 2006, the DHS Human Capital Division invited employees from other DHS components to

volunteer at the NPSCs to take Registration Intake calls during large disasters. FEMA received

fewer than 30 volunteers for this assignment. Unless other DHS components and DHS

leadership directly assign a large number ofstaffto support FEMA during a disaster response,

we do not believe that DHS staff will improve our ability to take a significant number of

registrations, and that our resources are better applied to obtaining temporary staffthrough a

contract.

d) Enhanced public awareness campaigns with an emphasis on promoting online registrations;

FEMA concurs with this part ofthe recommendation and will discuss with the Office ofElttemal

Affairs stronger messaging 10 the public about the availability of online registration. Since

FEMA's Internet registration module was deployed in 2004, FEMA's standard outreach effort in

declared areas has included messaging to applicants about the ability to apply on-line. In

addition, applicants who enter OUT IVR system to register with a phone agent are advised that

they can apply on-line. It is evident that the public is aware ofthe ability to apply online; in

disasters declared since May 2008, we have taken approximately 54% ofall registrations over

the Internet. During Hurricanes Gustav and Ike, 62% oflolaI registrations were taken on the

Internet.

Appendix B 

Management Comments to the Draft Report 

NPSC Preparedness for Large Scale Disasters
 


Page 13
 

Page 3

e) Development ofa cadre ofon-call contractor resources.

FEMA concurs with this part ofthe recommendation and is prepared 10 support use of private

sector temporary staffing contracts to perform registration intake duties. An acquisitions

package has been submitted for securing staffing services using an existing DHS contract. By

using the DHS Program Management, Administralive, Clerical, and Technical Services

(PACTS), the NPSCs eltpecl to improve NPSC readiness should disaster activity elteeed current

capability. The NPSCs continue to seek funding for this contractor resource.

In addition to private sector temporary slaffing contracts, FEMA has maintained a long-tenn

relationship and Inter-Agency Agreement with the Internal Revenue Service (IRS) to provide

call center staffin support oflarge disasters, and the NPSCs have maintained a cadre with

eltperience in performing registrations who are available for call-back in the event of a disaster.

The Housing Inspection Services contraci is cWTently being re-written for a new award in 2011.

The current draft ofthe contraci includes a requirement for each contractor to provide call center

staff. The current contract provides the ability to write a task order for each contractor to provide

staffto the NPSC.

Recommendation 2: Improve the quality and consistency oftraining and staffdevelopmentfor

supervisors and agents through: a) implementation ofa centralized training approach and

databasefor use by all NPSCs; b) establishment ofconsistent training requirementsfor

employees and contractors; c) identification and deployment ofqualified temporary

supervisors during surge periods: and d) consistent and timely communicalion ofpolicy

changes.

Response:

aJ Implementation ofa centralized training approach and databasefor use by all NPSCs;

FEMA concurs with this recommendation and has already taken steps to address this. A new

section has been established at the Teltas-NPSC that is responsible for a centralized approach to

training. The new Training, Applicant Suppon and Communications (TASC) seclion is

chartered to oversee improving and aligning training with NPSC objectives. The NPSC is also

refining a centralized database (ePDS) that will be a secure single repository for all stafftraining

and development records. This database is scheduled for the training data upgrade on June I,

2010.

b) Establishment ofconsistent training requirementsfor employees and contraclors;

FEMA concurs with this recommendation and has already taken steps to address this. All call

center staffhave the same basic job description and conditions of employment, which includes

successful completion ofRegistration Intake Computer Based Training (RI CBT). Upon

contract award for call center support, the RI CST will be provided to the contractors, and

contractor staff will be required to successfully complete the CBT. The same scoring standards

Appendix B 

Management Comments to the Draft Report 

NPSC Preparedness for Large Scale Disasters
 


Page 14
 

Page 4

will be applied to contract and FEMA staffin order to detennine whether they are ready to

perform registration duties.

c) Identification and deployment oJquolified temporary supervisors during surge periods;

FEMA concurs with this recommendation and has already taken steps to address this. FEMA

will require the contractor to provide qualified supervisors to support their contracted staff, and

FEMA would also provide subja:t matter experts to support the contractors.

d) eOllSistent and timely communication oJpolicy changes.

FEMA concurs with this recommendation. FEMA is currently overhauling the Individual

Assistance Content website where the majority of policy information is stored. This will provide

better access to infonnation, whether changed or not. to our caseworlc: and contract staffthrough

improved search capability and beller functional design. In addition, FEMA is working to

improve the help text available within our registration and other National Emergern;y

Management Information System (NEMIS) modules. These help texIS can be modified to

include changed policy and other information and can provide information to our call center staff

without them having to navigate to an external site. We have developed a new Processing

Procedure Manual that is a comprehensive guide to all processing procedures to ensure that

agents have the most important and current information about policies readily available. It will

be available on the Intranet for full access by our agents and other FEMA personnel.

Recommendation 3: Identify and implement any required modifications to existing or planned

contracts or inter-agency agreements to ensure that critical administrative aspects ofsurge

requirements are addressed. such as the needJor increased security personnel to handle

adjudicatiollS and the availability oJadditional workspaces.

Response: FEMA concurs with this recommendation. An Inter-Agency Agreement with the

IRS has been developed to address the administrative and security concerns. New solicitations

for contracted staff will includc requirements for offerors to address and plan for the

administrative and security overhead.

In addition, we are working 10 improve the security check processes. We have discussed the

concern about the logistical difficulty of hiring and adjudicating personnel with FEMA Security

personnel, and have also obtained equipment for use at the NPSCs in order to expedite obtaining

fingerprints. We will continue to have discussions about the timeliness ofthe adjudication

process for background checks with FEMA security. In addition, we have actively participated

on a Contractor Surge Capability Task Force established specifically 10 improve processes and

procedures to implement a responsive (timely and effective) contractors' surge capability for

large-scale and catastrophic disasters. The majority ofrecommendations resulting from this Task

Force are directly related to the improvement of personnel security practices.

Appendix B 

Management Comments to the Draft Report 

NPSC Preparedness for Large Scale Disasters
 


Page 15
 

Appendix B 

Management Comments to the Draft Report 

Page 5

Thank you again for the opportunity to comment on this draft report and we look forward 10

working with you on other issues as we both strive to improve FEMA.

NPSC Preparedness for Large Scale Disasters
 


Page 16
 

NPSC Preparedness for Large Scale Disasters
 


Page 17
 


Appendix C 

Report Distribution 

Department of Homeland Security 

Secretary 

Deputy Secretary 

Chief of Staff 

Deputy Chiefs 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 

Acting Assistant Administrator, Disaster Assistance Directorate 

FEMA Audit Liaison (Project Code 08-134-EMO) 

Office of Management and Budget 

Chief, Homeland Security Branch 

DHS OIG Budget Examiner 

Congress 

Congressional Oversight and Appropriations Committees, as 

appropriate 
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.