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Detailed Information on the
Disaster Loan Program Assessment

Program Code 10001149
Program Title Disaster Loan Program
Department Name Small Business Administration
Agency/Bureau Name Small Business Administration
Program Type(s) Credit Program
Assessment Year 2004
Assessment Rating Effective
Assessment Section Scores
Section Score
Program Purpose & Design 100%
Strategic Planning 100%
Program Management 100%
Program Results/Accountability 73%
Program Funding Level
(in millions)
FY2007 $557
FY2008 $344
FY2009 $307
Note
 
Funding levels represent program administrative costs and credit subsidy. Due to major disaster recovery efforts resulting from the Gulf hurricanes, 2006 funding levels are significantly higher than other years.

Ongoing Program Improvement Plans

Year Began Improvement Plan Status Comments
2008

SBA will continue to measure the program??s performance against newly developed performance baselines and the Administration will review options for reducing loan administrative costs through technological advances and streamlining the loan making process.

Action taken, but not completed

Completed Program Improvement Plans

Year Began Improvement Plan Status Comments

Program Performance Measures

Term Type  
Long-term/Annual Outcome

Measure: Percent of businesses still operational 6 months after final Economic Injury Disaster Loan (EIDL) disbursement.


Explanation:This measure tracks the percentage of businesses receiving timely initial disbursement of disaster loan funds and business disaster loan borrowers that continue to be operational after receiving full disbursement of their EIDL disaster loans.

Year Target Actual
2004 75 95
2005 76 93
2006 77 77
2007 78 80
2008 80
2009 77
Long-term/Annual Outcome

Measure: Percent of businesses who's physical disaster loss is restored 6 months after final disbursement.


Explanation:This measure tracks the percentage of businesses receiving timely initial disbursement of disaster loan funds and business disaster loan borrowers that are restored after receiving full disbursement of their business physical loss disaster loans.

Year Target Actual
2004 50 74
2005 55 72
2006 60 74
2007 65 62
2008 70
2009 60
Long-term/Annual Outcome

Measure: Percent of homeowners who's physical disaster loss is restored 6 months after final disbursement.


Explanation:This measure tracks the percentage of homeowners receiving timely initial disbursement of disaster loan funds as well as homeowner disaster loan borrowers that are able to restore their homes and/or personal property.

Year Target Actual
2004 70 77
2005 73 75
2006 77 61
2007 81 58
2008 85
2009 77
Long-term/Annual Output

Measure: Percent of renters who's physical disaster loss is restored 6 months after final disbursement. This measure is a performance measure associated with the long-term outcome described in number 3 above and is listed separate from homeowner measures (#3 above) only because the annual performance targets are different.


Explanation:This measure tracks the percentage of renters receiving timely initial disbursement of disaster loan funds as well as renter disaster loan borrowers that are able to restore their personal property within 6 months of final disbursement.

Year Target Actual
2004 80 85
2005 82 70
2006 84 65
2007 86 68
2008 90
2009 84
Long-term/Annual Efficiency

Measure: Percent of timely field presence after a disaster declaration


Explanation:This measure tracks the percentage of time that SBA staff arrive at the disaster site to organize program delivery within 3 days of the disaster declaration.

Year Target Actual
2004 95 100
2005 95 100
2006 95 100
2007 95 100
2008 95
2009 95
Long-term/Annual Efficiency

Measure: Time to process 85% of Business Physical applications (days)


Explanation:This measure tracks the timeliness of business loan processing. Original target was 21 days. 2004 target is reduced to 20 days and continues to decrease incrementally to 16 days by 2008.

Year Target Actual
2004 20 14
2005 19 35
2006 18 66
2007 17 11
2008 16
2009 18
Long-term/Annual Efficiency

Measure: Percent of loans that receive initial disbursement of proceeds within 5 days of loan closing.


Explanation:This measure tracks the timeliness of disbursing loan funds after loan closing for all disaster loans.

Year Target Actual
2004 95 99%
2005 95 97%
2006 95 55%
2007 95 94%
2008 95
2009 95
Long-term/Annual Outcome

Measure: Percent of customers satisfied with Disaster Loan program services.


Explanation:This measure tracks the percent of disaster loan applicants that are satisfied with the customer service provided by ODA staff. A customer satisfaction survey is conducted by an independent concern. Beginning with Year 2005 the annual target increases 0.5%, e.g., 2005 target is actually 70.5% and 2007 target is really 71.5%. Rounding is required in the excel spreadsheet.

Year Target Actual
2004 70 67
2005 71 66
2006 71 57
2007 72 66
2008 72
2009 71
Long-term/Annual Efficiency

Measure: Time to process 85% of home applications (days)


Explanation:This measure tracks the timeliness of home loan processing. Original target was 21 days. 2004 target is reduced to 18 days and continues to decrease incrementally to 10days by 2008.

Year Target Actual
2004 18 11
2005 16 25
2006 14 74
2007 12 7
2008 10
2009 14
Long-term/Annual Efficiency

Measure: Time to process 85% of EIDL applications (Days)


Explanation:

Year Target Actual
2004 20 13
2005 19 24
2006 18 29
2007 17 12
2008 16
2009 18

Questions/Answers (Detailed Assessment)

Section 1 - Program Purpose & Design
Number Question Answer Score
1.1

Is the program purpose clear?

Explanation: The purpose of the program is to help families and businesses recover from disasters. Both the program's purpose and the SBA Office of Disaster Assistance (ODA) mission statement are clear, concise and consistent.

Evidence: The Small Business Act (Section 2(e)) states "[it is the declared policy of the Congress that the Government should aid and assist victims of floods and other catastrophies". Accordingly, SBA's Mission Statement in this regard is "[to help people recover from disasters and rebuild their lives by providing affordable, timely and accessible financial assistance to homeowners, renters and businesses."

YES 20%
1.2

Does the program address a specific and existing problem, interest or need?

Explanation: The program specifically addresses victims (homeowners, renters and businesses) suffering uncompensated losses resulting from disasters.

Evidence: Disasters occur at unpredictable times and with differing levels of intensity. Victims sustain varying degrees of uninsured loss. As a result, a five year average of the agency's published statistics show the Disaster Loan Program averages approximately 32,000 loan approvals to homeowners, renters and businesses for almost $1 billion annually. The agency responded to 229 disaster declarations in FY '03.

YES 20%
1.3

Is the program designed so that it is not redundant or duplicative of any other Federal, state, local or private effort?

Explanation: The program is not duplicative of other Federal, state, local or private effort. Disaster loans fill the assistance gap where private insurance or other government programs leave off. Extensive electronic communication, information sharing and coordination procedures exist between federal, state, and local programs to prevent redundancies and duplication.

Evidence: The Small Business Act and the Stafford Act prohibit duplication with any other department or agency of the Federal government. Further, the Federal Response Plan (FRP) was developed to organize the federal government's response to disasters and includes measures to assure that regulatory prohibitions of duplication at all levels are met.

YES 20%
1.4

Is the program design free of major flaws that would limit the program's effectiveness or efficiency?

Explanation: The Disaster Loan program is free of major design flaws that would limit the program's effectiveness or efficiency. The program is designed to assist individuals and businesses adversely affected by disasters. Upon declaration of a disaster, SBA establishes field offices in the affected area (often within a day) and coordinates disaster relief activities with federal, state, and local entities. On-site inspectors verify damage and agency personnel collect applications. The agency reviews applications for creditworthiness and ensures that the disaster loans are not made for losses already covered by insurance, grants, or other types of assistance from governmental or private entities. On average, SBA completes loan processing in 12 days. Agency statistics show that a majority of home and business owners affected by disaster would have undue hardship finding disaster loans from private sector lenders at reasonable rates and terms to repair/replace their losses.

Evidence: As evidence of the program's efficiency, studies covering cost efficiency and business process re-engineering have been completed. Functional Statement of need, and Requirements Analysis, was originally dated 08/09/00; However, in March of 2003, the requirements were revalidated and a revised document, "Revalidated Functional Statement of Need and System Requirements," was produced. Market Research was documented in the "Loan Management COTS Software Market Survey," dated November 30, 2002. The Alternatives Analysis, and Benefit-Cost analysis were documented in the "Business Case for Disaster Credit Management Modernization Report," dated March 28, 2001).

YES 20%
1.5

Is the program effectively targeted, so that resources will reach intended beneficiaries and/or otherwise address the program's purpose directly?

Explanation: Tight restrictions in this regard are already in place due to legislative and regulatory requirements that prohibit victims from receiving duplicate benefits (from any source) for the same loss. In addition, appropriate internal controls, including on site verification of the loss and supervised disbursement of loan proceeds, are well-established and in place to prevent inappropriate or unauthorized use of loan proceeds.

Evidence: Annual Quality Assurance Reviews (QARs) are conducted to help monitor and minimize "Erroneous Payments." Extensive Internal Controls are already in place to minimize unauthorized use of loan funds and approval of loans to ineligible entities. Preliminary reviews indicate "Erroneous Payments" are at a very low level. Based on a review of the 480 files analyzed in the FY 2003 Field Quality Assurance Reviews, the dollar amount erroneous payment rate was determined to be 0.4 percent.

YES 20%
Section 1 - Program Purpose & Design Score 100%
Section 2 - Strategic Planning
Number Question Answer Score
2.1

Does the program have a limited number of specific long-term performance measures that focus on outcomes and meaningfully reflect the purpose of the program?

Explanation: SBA has developed long term outcome goals to measure the impact of disaster loan assistance on those homeowners, renters and businesses affected by disasters. These include measures (in percentages) of restoration of both homes and businesses as well as a measure of the number (in percentages) of businesses operational post disaster.

Evidence: Strategic Plan, Measures tab

YES 14%
2.2

Does the program have ambitious targets and timeframes for its long-term measures?

Explanation: The SBA's measures provide ambitious time frames within which businesses and homes must be restored and ambitious timeframes within which businesses must be operational.

Evidence: See measures section.

YES 14%
2.3

Does the program have a limited number of specific annual performance measures that can demonstrate progress toward achieving the program's long-term goals?

Explanation: Within each outcome goal, SBA has established annual performance measures to measure progress towards achievement of the long term goals set for 2008.

Evidence: See measures section.

YES 14%
2.4

Does the program have baselines and ambitious targets for its annual measures?

Explanation: Appropriate baselines and quantitative measures are established so that performance goals can be easily measured. In addition, the measures section of this document reflect annual measures that have been in place for some time.

Evidence: Existing and new annual performance measures are stated in the "measures" section of this document and will be included in the 2005 GPRA documents.

YES 14%
2.5

Do all partners (including grantees, sub-grantees, contractors, cost-sharing partners, and other government partners) commit to and work toward the annual and/or long-term goals of the program?

Explanation: SBA does not have program partners as defined by the question. SBA's Office of Disaster Assistance deals directly with the disaster victim and is solely responsible for monitoring and reporting output and outcome goals of the program.

Evidence:  

NA 0%
2.6

Are independent evaluations of sufficient scope and quality conducted on a regular basis or as needed to support program improvements and evaluate effectiveness and relevance to the problem, interest, or need?

Explanation: At least ten (10) Independent evaluations of the Office of Disaster Assistance (ODA) by GAO and the SBA's Inspector General since FY 01, including one GAO review which included ODA's current Strategic Plan and accompanying outcomes, long-term performance and output measures in its review have been performed. Findings and recommendations were utilized to construct an improved Strategic Plan with logically connected goals and measurements.

Evidence: OIG reports: 1-12, Information Systems Control Audit), 2-04 (Review of Financial Statements), dated 2-27-02; 2-10 and 2-12 ( Early Defaulted Loans); OIG Mid year review of Agency Progress on the FY2002 Management Challenges: 2-26 (Out of Sequence Payments); 3-13 Audit of Economic Injury Disaster Loans; OIG Semi-Annual report to Congress (Spring 2001 and Fall 2001); OIG review of GPRA progress at request Representative Dan Burton, 04/05/01; GAO report GAO-01-592 (Federal Managers views on Key Management issues); GAO-01-260 SBA Challenges; GAO-03-385 Response to 911 Victims; GAO-03-721T (Observations on the Disaster Loan Program).

YES 14%
2.7

Are Budget requests explicitly tied to accomplishment of the annual and long-term performance goals, and are the resource needs presented in a complete and transparent manner in the program's budget?

Explanation: Subsidy budget requests are based on the five-year average annual loan volume. Should the number or severity of disasters result in a loan volume requirement that exceeds the average, supplemental appropriations are requested. Budget requests for administrative costs are based on our service level performance indicators. SBA Budget and Performance Plan clearly indicates the full costs of achieving our goals.

Evidence: Annual Budget and Performance Plan and Marginal cost calculation.

YES 14%
2.8

Has the program taken meaningful steps to correct its strategic planning deficiencies?

Explanation: SBA disaster program management has been proactive in taking meaningful steps to correct its strategic planning deficiencies through the development of a new program strategic plan.

Evidence: New program Strategic Plan developed in 2003.

YES 14%
Section 2 - Strategic Planning Score 100%
Section 3 - Program Management
Number Question Answer Score
3.1

Does the agency regularly collect timely and credible performance information, including information from key program partners, and use it to manage the program and improve performance?

Explanation: ODA's management information system provides credible performance information from all key managers and offices throughout the country. This information allows headquarters' management to review all important performance outputs, relative staffing and cost of operations. Management regularly utilizes this information to make decisions to manage the program and improve its performance. The agency maintains an extensive data base and reporting system to track and measure daily and monthly loan servicing and collection performance at 5 loan servicing centers where over 95% of the agency's portfolio resides. Each servicing center has many additional performance reports available from local portfolio data bases.

Evidence: ODA has immediate access to the complete staffing structure of all its Disaster Area Offices--both individually and collectively. Accordingly, ODA headquarters' management regularly monitors the "workload to staff" ratio to keep the Area Offices operating as efficiently as possible. ODA Headquarters also uses this information to impose staffing restrictions on the field based on other external factors such as budget. For Servicing, the Agency's Management Information Summary Reports, Center Activity and Program Goals Reports and "Cash Collections-All Service Centers" are utilized.

YES 11%
3.2

Are Federal managers and program partners (including grantees, sub-grantees, contractors, cost-sharing partners, and other government partners) held accountable for cost, schedule and performance results?

Explanation: ODA's key federal managers are its four Disaster Area Directors. They are issued annual performance goals and held accountable for operating within scheduled budgets and for performance results. The performance standards for which they are held accountable can be found in the measurement section of this document. The same process of performance goals and accountability applies to the key federal managers at two Commercial and three Disaster Home Loan Servicing Centers, responsible for over 95% of the Agency's portfolio.

Evidence: ODA individual performance plans. For servicing, these activities are monitored by utilizing the Center Activity and Program Goals report.

YES 11%
3.3

Are funds (Federal and partners') obligated in a timely manner and spent for the intended purpose?

Explanation: Program funds are obligated consistently with overall program plans. Field managers are also required by headquarters to submit budgets for approval so that management can ensure that funds properly correspond to the appropriate resource needs of the program plan. The Disaster Program has developed adequate procedures for reporting and evaluating actual expenditures and is not in violation of the Anti-Deficiency Act.

Evidence: Quarterly Allotment reports, Financial Statement Audits.

YES 11%
3.4

Does the program have procedures (e.g. competitive sourcing/cost comparisons, IT improvements, appropriate incentives) to measure and achieve efficiencies and cost effectiveness in program execution?

Explanation: Cost comparison measures and competitive outsourcing plans are currently in place. In addition, the Disaster Credit Management System (electronic processing and tracking system) is in process of being implemented, which will enhance management's ability to measure and achieve efficiencies.

Evidence: Competitive sourcing plans, Disaster Credit Management System implementation summary, and activity based costing.

YES 11%
3.5

Does the program collaborate and coordinate effectively with related programs?

Explanation: SBA's disaster program coordinates effectively with DHS/FEMA and all other federal, state and local agencies that have disaster assistance programs. For example, SBA, DHS/FEMA and the other agencies share duplication of benefits information through DHS/FEMA's NEMIS management information system. SBA's Disaster Program also collaborated with DHS/FEMA on the development of the DisasterHelp.Gov web-site and is still actively involved in this e-gov initiative. The Federal Response Plan sets forth the coordination requirements and procedures for all agencies with disaster programs and SBA has always been an active member of that group. Currently, SBA is coordinating with DHS/FEMA and other parters to update and revise the National Response Plan to more effectively respond to terrorist attacks and other catastrophic disaster events.

Evidence: The Federal Response Plan sets forth the coordination requirements and procedures for all agencies with disaster programs and SBA has always been an active member of that group. The National Response Plan (Recovery Function Annex) when revised will continue to provide the framework for this collaboration.

YES 11%
3.6

Does the program use strong financial management practices?

Explanation: The program has financial management and review procedures that prevent duplication and minimize potential erroneous payments. The Agency maintains an extensive data base and reporting system to track and measure daily and monthly loan servicing and collection performance at five loan servicing centers where over 95% of the Agency's portfolio resides. Each servicing center has many additional performance reports available from local portfolio data bases with which to monitor and track new loans received, and address poor performing loans or identify borrowers in need of servicing assistance. Finally, the Agency developed a new subsidy model in FY 2003. The model was validated by an external firm, and approved for use by OMB.

Evidence: Financial statement audit reports for 2003 improved. The SBA auditor stated: "Our review of SBA's disaster assistance re-estimate model disclosed that the model appears satisfactory with respect to documentation, verification and validation given the limitations of the available data and the inherent uncertainty of the underlying events." In addition, servicing activities continue to be monitored by using the MARS 390, Mars 391 and Management Information Summary Reports.

YES 11%
3.7

Has the program taken meaningful steps to address its management deficiencies?

Explanation: Management routinely monitors cost and performance data to ensure efficient operations. Management regularly utilizes this information to make day-to-day and strategic decisions on program operations. In addition, ODA has new outcome oriented goals to support the program. In addition to monitoring daily loan servicing operations to detect portfolio or management deficiencies, management has created an extensive cost analysis of its Disaster Home Loan Servicing Center operations. This analysis extends over the past three years of cost data created from agency-wide Cost Allocation Models utilizing the Activity Based Cost Models. The data was used in part to compare Agency servicing costs to those of a private contractor, proving the Agency more cost effective.

Evidence: Quality Assurance Reports identify deficiencies, makes recommendations for improvements and requires field management to respond with a written plan of action. For servicing, a comparative analysis report, "The Disaster Home Loan Servicing demonstration, Final Report to Congress" dated 1-17-03, has been submitted to Congress and compares cost of contractor operations (ACS) and Agency servicing operations.

YES 11%
3.CR1

Is the program managed on an ongoing basis to assure credit quality remains sound, collections and disbursements are timely, and reporting requirements are fulfilled?

Explanation: The disaster loan portfolio is highly centralized in 2 commercial and 3 disaster Home Loan Servicing Centers. Monthly center and main frame reports focus on key management and operating goal indicators to assure proper portfolio management procedures. These reports and procedures are consistent with risk and oversight analysis. In addition, SBA conducts detailed field reviews of each center operation to assure consistency with policy, good credit administration, and agency operating guidelines as well as discovering "best practices." A private loan servicing contractor was allowed to service 30% of the Agency's Disaster Home Loan Portfolio for a four year period (since expired). Monthly reports, daily cash collection reconciliations and several physical audits were performed on the contractor's performance for risk and quality assurance purposes.

Evidence: SBA uses an intensive early response approach to the servicing of disaster loans based primarily on payment status to identify loans that require increased servicing attention. SBA monitors and tracks loans closely if they become delinquent and follows up with borrowers within 10 days of payment default using automated systems (a high volume autodialer for telephone contact and a variety of pre-programmed letters for mail contact). SBA will explore combining its present rapid response process with the use of an early warning system to determine the feasibility of more effective monitoring and the possibility of reducing program costs. SBA will seek to determine if an early warning system will provide a supplemental benefit.

YES 11%
3.CR2

Do the program's credit models adequately provide reliable, consistent, accurate and transparent estimates of costs and the risk to the Government?

Explanation: During the FY 2002 financial statement audit, auditors concluded that the agency financing account balances may not have been accurate in reflecting the cost of the program. Subsequent research indicated that the budgetary model underestimated loan costs. As such, SBA developed a new model to calculate disaster loan subsidy costs.

Evidence: See evidence/data provided in conjunction with Question # 3.6

YES 11%
Section 3 - Program Management Score 100%
Section 4 - Program Results/Accountability
Number Question Answer Score
4.1

Has the program demonstrated adequate progress in achieving its long-term performance goals?

Explanation: ODA established long term performance goals as part of implementing its Strategic Plan which was approved in 2003 and implemented at the beginning of FY2004. Results are posted electronically on the Agency's Execution Scorecard and contains all of ODA's Strategic goals, long term goals, outcomes and outputs as recorded in the ODA Strategic Plan. Accordingly, performance results are routinely measured to judge progress toward achieving published long-term performance goals. Current results show satisfactory progress being made in achieving long term goals.

Evidence: ODA Strategic Plan; SBA's Execution Scorecard.

SMALL EXTENT 7%
4.2

Does the program (including program partners) achieve its annual performance goals?

Explanation: SBA's disaster program currently achieves its annual performance goals. These goals are now included in ODA's expanded and revised Strategic Plan and GPRA documentation.

Evidence: The Automated Loan Control System (ALCS) report # 85 covers elapsed time to process a loan application and is used to track the number of loans processed within 7 to 21 days. ALCS report # 84 tracks the number and percentage of approved loans receiving a disbursement within 5 days of loan closing. Effective Field Presence within 3 days is measured by direct verification of ODA. Credit Underwriting Compliance rate is measured by annual Quality Assurance Reviews of the 4 Disaster Area Offices. These reviews are supervised by ODA staff. Finally, the Customer Satisfaction rate is measured by a Customer Service Survey.

LARGE EXTENT 13%
4.3

Does the program demonstrate improved efficiencies or cost effectiveness in achieving program goals each year?

Explanation: SBA implemented its Home Expedited Loan Officer's Report (HELOR) which simplified procedures and reduced processing time from 2 hrs per loan to 20 minutes per loan for Home Disaster Loans of $25K or less and a credit score of 640 or more. Depending on the Area, loans that qualify to be processed under HELOR criteria range from 13% to 20%. SBA also created new standardized Training Manuals for Loss Verifiers and Loan Officers, that are distributed nationally to loss verification and loan processing staff across the country. SBA also compiled and distributed to the field standardized and periodically updated cost guidelines for loss verifiers to base cost estimates for disaster repair. Such updated cost guidelines and standardized training reduces the need for re-verification and reprocessing of disaster losses which in turn, helps make the program more timely and cost efficient.

Evidence: The "Annual Summary Report of Disaster Loans Processed within 21 days" shows consistent improvement in processing times over the past four years. Beginning FY 2004, the ODA strategic plan incrementally reduces the 21 day target over the next five years to continue efficiency improvement on a long term basis. Additionally, SBA's Office of Disaster Assistance has the master copies for the Loss Verifier's Training Manual and Loan Officer's Training Manual on file for review. Regular monthly reports summarize HELOR activity, market penetration, comparative delinquency, and loss rates nationwide and by Geographical Area.

LARGE EXTENT 13%
4.4

Does the performance of this program compare favorably to other programs, including government, private, etc., with similar purpose and goals?

Explanation: Under Presidential Disaster Declarations, FEMA provides grants to many affected disaster victims who suffered home and personal property losses. Some FEMA grants only enable disaster victims (Individuals and Families) to make temporary and emergency repairs to their home. FEMA grants also help cover certain other expenses, e.g., medical expenses, storage, etc., but none of the FEMA grant programs are sufficient to provide homeowners with funds to make permanent repairs to cover the full extent of disaster related and uninsured losses. However, the grant programs are more expensive to the government than the SBA disaster loan program, and they do not fully meet the recovery needs of the disaster victim. Fortunately, disaster victims with unmet needs can qualify for loans under the SBA Disaster Loan program, which is the only disaster relief program that can provide sufficient funds to fully restore uninsured disaster damage not covered by other disaster programs or insurance recovery.

Evidence: The Federal Response Plan sets forth the plan, procedures, and coordination policies for the various grant and loan programs for all Federal, State and Local Agencies that have Disaster Response Programs.

YES 20%
4.5

Do independent evaluations of sufficient scope and quality indicate that the program is effective and achieving results?

Explanation: Previous evaluations by GAO of SBA's results in responding to 911 victims indicate that the SBA program was highly effective in achieving results as regards its program delivery. GAO commented that the Disaster Program's goals and measures did not capture the notable progress the program has made in improving its loan processing--progress that ultimately affects disaster loan applicants and borrowers. Accordingly, SBA's Office of Disaster Assistance implemented a new Strategic Plan that is consistent with the President's Management Agenda and the Agency's 5 year Strategic Plan. As a result, ODA revised its measures and goals to focus more on long term goals and outcomes.

Evidence: Please refer to the independent evaluations listed as evidence in question 2.6. Special attention is directed to GAO reports-03-385 Response to 911 Victims; and GAO-03-721T (Observations on the Disaster Loan Program).

YES 20%
Section 4 - Program Results/Accountability Score 73%


Last updated: 09062008.2004SPR