Detailed Information on the
National Protection & Programs Division: National Communications Service Assessment

Develop measures that assess program partners on cost, schedule and performance goals.

Develop additional long term and annual measures which align with the NCS strategic priorities and establish ambitious targets for these measures.

Identify additional areas for efficiency measurement.

Working with program partners to improve accountability, cost-effectiveness, and performance.

Working with program partners to improve accountability, cost-effectiveness, and performance.

Working with program partners to improve accountability, cost-effectiveness, and performance.

Working with program partners to improve accountability, cost-effectiveness, and performance.

Working with program partners to improve accountability, cost-effectiveness, and performance.

Working with program partners to improve accountability, cost-effectiveness, and performance.

Working with program partners to improve accountability, cost-effectiveness, and performance.

Measure: Priority Service call completion rate during emergency communication periods. (New measure, added February 2008)

Explanation:National Security/Emergency Preparedness (NS/EP) call completion rate is the probability an NS/EP user will be able to use the public telephone network, landline or wireless, to communicate with the intended user/location/system/etc. Call completion is the measure through which end-to-end communication is measured. "Priority Services" currently consists of Government Emergency Telecommunications (GETS) and Wireless Priority Service (WPS) components, and will eventually include an Next Generation Network (NGN) component.

Measure: Number of WPS authorized users.

Explanation:Wireless Priority Service (WPS) provides end-to-end, nationwide wireless priority communications capabilities to key National Security/Emergency Preparedness (NS/EP) personnel during natural or man-made disasters or emergencies that can cause congestion or network outages in the commercial cellular telephony network. This measure gauges the number of WPS subscriber phones in the hands of key personnel. The program aims to increase the number of WPS subscribers until all key personnel have access to priority cellular capabilities during a NS/EP mission.

Measure: Percent of Federal continuity communications coordinators with access to priority telecommunications services. (New measure, added February 2008)

Explanation:All Federal Agencies and Departments have a designated continuity communications coordinator. This measure tracks the percentage of those coordinators that have full access to priority telecommunications services (Government Emergency Telecommunications Service (GETS) and the Wireless Priority Service (WPS)). These services will provide Federal coordinators priority access to communications in the event of an emergency or network congestion.

Measure: Average cost to maintain a priority telecommunications service user. (New measure, added February 2008)

Explanation:This measure will track the average cost to the National Communications Service to maintain users of priority telecommunication services. The priority telecommunications services currently include Government Emergency Telecommunications (GETS), the Wireless Priority Service (WPS), and Special Routing Arrangement Service (SRAS).

Is the program purpose clear?

Explanation: The mission of the NCS is to assist the President, the National Security Council, the Homeland Security Council, the Office of Science and Technology Policy and the Office of Management and Budget, in the coordination of the planning for and provisioning of National Security and Emergency Preparedness (NS/EP) communications for the Federal Government under all circumstances, including crisis or emergency, attack, recovery and reconstitution. In support of the mission, the NCS implemented the Priority Telecommunications Services program (Government Emergency Telecommunications Service (GETS), Special Arrangement Routing Service (SRAS), Wireless priority Service, and Next Generation Network Priority Services (NGPS) to provide assured telecommunications to NS/EP users in protecting critical infrastructures, and responding to, and recovering from disasters and emergencies.

Evidence: "The National Communications System (NCS) is assigned emergency telecommunications responsibilities Executive Order 12472 - Assignment of National Security and Emergency Preparedness Telecommunications Functions 1984 and as amended by E.O. 13286 of February 28, 2003. Presidential Decision Directive 63 (PDD 63) 22 May 1998, Critical Infrastructure Protection/ Homeland Security Directive 7: Critical Infrastructure, Identification, Prioritization, and Protection."

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

Explanation: NS/EP users, including national leadership, require assured telecommunications to respond to, and recover from disasters and crises including war. NS/EP Priority Telecommunications Service (PTS- GETS, WPS, SRAS, and NGPS) support Federal, State, local government, industry, and private sector personnel in performing their NS/EP missions. Additionally, NS/EP PTS is an integral part of COOP/COG communications infrastructure for the Federal Government. The NCS participates in the White House's Communications Managers Group, and through its participation the NCS ensures that the NCS programs are supportive of the latest COG requirements. To ensure currency of its programs with its member Departments and Agencies, the NCS, as a member of the Continuity Communications Working Group (CCWG), is fully engaged in the design and development of the NS/EP architecture in support of OSTP requirements. GETS provides emergency access and priority processing in the local and long distance segments of the Public Switched Telephone Network (PSTN). It is intended to be used in an emergency or crisis situation when the PSTN is congested and the probability of completing a call over normal or other alternate telecommunication means has significantly decreased. Wireless Priority Service (WPS) allows access to the next available wireless radio channel in order to initiate calls during an emergency when channels may be congested. When combined with GETS, WPS ensures a high probability of call completion in both the wireline and wireless portions of the PSTN. SRAS provides GETS type functionality to special users.

Evidence: Continued White House endorsement of, and Member Agency and Department support for GETS and WPS validate the need. GETS and WPS provide priority NS/EP voice service for official Government calls or related calls during periods of network congestion. WPS corrects a major wireless NS/EP Telecommunications shortfall that was evidenced during 9/11 when cell sites were quickly saturated and overwhelmed. With wireless traffic demand estimated at up to 10 times normal in the affected areas and double nationwide, the need for wireless priority service became a critical and urgent National requirement. In addition to Priority Telecommunication Services, the NCS administers the National Coordinating Center for Telecommunications to facilitate the initiation, coordination, restoration, and, reconstitution of NS/EP telecommunications services or facilities under all circumstances. The NCS develops and ensures the implementation of plans and programs that support telecommunications infrastructure continuity, redundancy, mobility, connectivity, and security and serves as the focal point for joint industry-government and interagency NS/EP telecommunications planning and partnerships.

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

Explanation: GETS and WPS are unique as no other priority service is allowed on the PSTN, per Communications Act of 1934, as amended.

Evidence: The FCC forbids carriers from providing priority to any service or customer group; however, FCC Report and Order granted an exemption to allow carriers to implement GETS features that enable NS/EP calls to receive priority treatment to enhance call completion. Further, the FCC is granting on a carrier by carrier basis WPS waivers to allow Wireless carrier to priority queue NS/EP calls ahead of the general public to secure the next available radio channel.

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

Explanation: GETS achieved Full Operational Capability (FOC) on September 30, 2001, and the White House's NS/EP Telecommunications functional requirements (i.e., voice band service, interoperability, survivability/endurability, international interface, national coverage, and intra/interagency emergency operations) were met. WPS corrects a major wireless NS/EP Telecommunications shortfall that was evidenced during 9/11 where cell sites were quickly saturated and overwhelmed. The NCS, due to advanced planning and its industry relations, was able to quickly respond to the White House's tasking and implement an Immediate WPS solution in Washington, D.C., New York City, New York, and Salt Lake City, Utah (site of 2002 Summer Olympics). Nationwide WPS initial operating capability (IOC) in the first carrier network occured within one year of being funded. Nationwide WPS full operating capability (FOC) in the first carrier network occurred within 2.5 years of approved funding despite a significant delay caused by the failure to fund the FY2003 WPS budget. The NCS continues to leverage, and to take advantage of commercial PSTN investments in order to keep pace with network evolution and technological advancements.

Evidence: GETS demonstrated its benefits during 9/11 by realizing a call completion rate that exceeded 90% far exceeding call completion rates by the general public. GETS has continually achieved these results during natural disasters as most recently evidenced by 2004 Florida Hurricanes. WPS is modeled to produce similar real world results.

Is the program design effectively targeted so that resources will address the program's purpose directly and will reach intended beneficiaries?

Explanation: GETS and WPS were designed and implemented as nationwide services that are available to authorized NS/EP users. The NCS has an effective outreach program that targets NS/EP users at all levels of government (Federal, state, and local) and Industry. User support is a critical, so the NCS assists users in obtaining sponsorship and registering for GETS and WPS. Sponsorship validates NS/EP users and an online registration system eases the process for obtaining the services. Let's discuss. Should the NCS' investment portfolio be altered?

Evidence: NCS maintains a nationwide GETS subscriber base that surpasses 100,000 NS/EP users. Outreach combined with an active GETS and WPS User Council and engaged GETS and WPS POCs ensure that GETS and WPS are made available to critical NS/EP users in all 50 states.

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: The NCS performance measures are designed to directly quantify the important outcome of telecommunications availability during periods of network congestion caused by national emergencies. Additional long term performance measures are being developed as part of a larger Infrastructure Protection (IP) Strategic Plan development process as NCS integrates its business processes with the DHS.

Evidence:  

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

Explanation: Once DHS/NCS develops long-term measures, targets and timeframes can be established.

Evidence:  

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: The NCS annual performance measures are designed to directly quantify the important outcome of telecommunications availability during periods of network congestion caused by national emergencies. Additional performance measures are under development as part of a larger Infrastructure Protection/NCS and Strategic Plan development process.

Evidence: In FY2004 the NCS maintained the GETS call completion at 98.4%, exceeding the target rate of 90%. Additionally, the NCS has increased the number of GETS cards issued to over 100,000 currently and expanded the number of Wireless Priority Service (WPS) authorized users to just under 12,000. In FY2005, the number of WPS users will accelerate with the addition of three new carriers. The NCS performance measures, the GETS call completion rate, the number of GETS Cards Issued, and the number of Wireless Priority Service (WPS) authorized users, are targeted and reported quarterly in the DHS Fiscal Years Homeland Security Plan (FYHSP) and annually in the DHS Performance and Accountability Report (PAR).

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

Explanation: The NCS does not have baselines for all measures. The NCS continues to develop baseline metrics as part of the NCS Strategic Planning process.

Evidence: The NCS performance measures - the GETS call completion rate - is targeted and reported quarterly in the DHS Fiscal Years Homeland Security Plan (FYHSP) and annually in the DHS Performance and Accountability Report (PAR).

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: Industry partners commitment to annual and long-term goals is outstanding. Industry willingly shares NGN migration goals and strategies with the NCS to ensure that the NCS can take advantage of vendor development cycles to incoroporate the Government's NS/EP requirements. Member Federal, state, and local government partners recognize the importance of the White House endorsed priority telecommunications requirements. Additionally, the President's National Security Telecommunications Advisory Committee (NSTAC), created by Executive Order 12382 in September 1982 is composed of up to 30 industry chief executives representing the major communications and network service providers, information technology, finance, and aerospace companies. The NSTAC provides industry-based advice and expertise to the President on issues and problems related to implementing National Security and Emergency Preparedness (NS/EP) communications policy.

Evidence: "GETS and WPS are shining examples of a Government and Industry partnership. Industry fully supports the Government's NS/EP mission by leveraging the commercially owned assets of the PSTN to field these priority services. Immediately following 9/11 Government and Industry jointly worked WPS industry requirements (functional specifications) to implement the White House's priority service in Wireless Networks. Committed to NSTAC, CEOs provide their time gratis to the Federal government. The NSTAC has addressed a wide range of policy and technical issues regarding communications, information systems, information assurance, critical infrastructure protection, and other NS/EP communications concerns. The Committee of Principals (COP) and its working group, the Council of Representatives (COP/COR) serve as forums for member agencies to review, evaluate, and present views and recommendations on current or prospective NCS programs to the Manager, NCS, the Executive Agent (the Secretary of Homeland Security), and the Executive Office of the President (EOP). "

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: A diversity of independent assessment activities for NCS programs provide the means to evaluate the effectiveness and usefulness of the program.

Evidence: The largest share of NCS program resources and activities are covered in the annual OMB 300 Information Technology Exhibit. The NCS follows a structured approach in its design, development, acquisition, and implementation of Priority Telecommunications Services. The NCS, through an independent contractor, conducts and prepares a Future Service Plan (FSP) that assesses annual performance and analyzes industry trends to identify technology insertion for future Priority Telecommunications service enhancements. Further, the NCS uses a SETA contractor and an FFRDC to independently validate the FSP.

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: NCS budgets clearly outline telecommunications investments and tie to program goal. All NCS telecommunication programs are presented detailing all direct and indirect costs.

Evidence: The annual President's Budget Submission, the OMB 300 Exhibit, and the NCS portions of Fiscal Year Homeland Security Plan (FYHSP), and the Strategic Plan present the multi-year budget profile of the NCS and are tied directly to the annual and long term performance measures and targets. All NCS activities are directly linked to the mission and the associated performance measures and this is clearly demonstrated through both the program structural hierarchy and program and activity titles.

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

Explanation: As a mature DoD legacy organization the NCS has well developed strategic planning processes. As part of Infrastructure Protection, the NCS maintains the ambitious long term performance goal of a continuing partnership with industry and government to ensure immediate interoperable and assured National Security/Emergency Preparedness (NS/EP) converged telecommunications in all situations.

Evidence: As the NCS organization has transitioned from the Defense Information Systems Agency (DISA) to DHS Information Analysis and Infrastucture Protection (IAIP), the organization has become fully integrated in the Infrastructure Protection (IP) strategic planning process and the DHS Fiscal Year Homeland Security Plan (FYHSP).

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: The NCS currently gathers quarterly performance measurement data and reports to the IAIP Business Operations. Additionally, as the NCS further integrates with the Infrastructure Protection (IP) strategic planning process new organization measures are under development for even more enhanced performance measurement. Monthly carrier reporting captures network operational measurements (OMs) for GETS and WPS calls along with call detail records.

Evidence: The GETS call completion rate, GETS Card Issuance, and the number of Wireless Priority Service (WPS) authorized users are targeted and reported in the DHS Fiscal Years Homeland Security Plan (FYHSP) and the Performance and Accountability Report. These measures are reported quarterly to the IAIP Business Operations Planning and Budgeting Branch.

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:  

Evidence:  

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

Explanation: Even within the context of the transition to DHS the NCS continues to obligate funds on schedule in accordance with their intended purposes favorably comparable to other programs. NCS obligations track to vendor payment schedules.

Evidence: The NCS annually develops and adheres to an Advanced Acquisition Plan (AAP) in the execution of program funds with flexibility allowed for emergent priority contingencies. The NCS obligates funds in accordance with all Federal regulations and for their intended purpose in a timely fashion. The NCS maintains high obligation rates. Historically, 90% of funds are obligated by the second quarter. Regular reporting, annual reconciliation, mid-year reviews, and management controls ensure the appropriate use of funds.

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:  

Evidence:  

Does the program collaborate and coordinate effectively with related programs?

Explanation: Because interagency coordination is critical to the success of the NCS this function is inherent in the very design of the organization. The NCS has long standing organizational structures that enable and encourage such cooperation with related programs. Additionally the NCS participates in various internal DHS IAIP councils and working groups. One of the primary goals of the NCS is interoperability. The NCS ensures interoperability, a primary goal for GETS and WPS, by leveraging commercial assets and adopted standards of the PSTN in the very design of the program.

Evidence: The GETS/WPS User Council is comprised of representatives from the member agencies and departments thus ensuring interoperability since its charter promotes working all user issues to include interoperability as networks evolve to Next Generation Networks. The Committee of Principals (COP) is a Presidentially designated interagency group that provides advice and recommendations on national security and emergency preparedness telecommunications to the Executive Office of the President. High-level Government officials representing Federal operational, policy, regulatory, and enforcement organizations compose the COP. Its diverse representation across 23 Federal departments and agencies embraces the full spectrum of Federal telecommunications assets and responsibilities. As an interagency group, it serves as a forum for members to review, evaluate, and present views and recommendations on current or prospective NCS programs to the Manager, NCS, the Executive Agent (the Secretary of Homeland Security), and the Executive Office of the President (EOP).

Does the program use strong financial management practices?

Explanation: The NCS is fully compliant with all Federal and DHS agency specific financial management regulations and policies and those standard operating policies and procedures developed over many years at the NCS to ensure sound financial management control.

Evidence: "The NCS is compliant with Section 874 of the Homeland Security Act of 2002, OMB Circular A-11: Preparation, Submission and Execution of the Budget, DHS Management Directive 1330: Planning Programming Budgeting and Execution, and the Department of Homeland Security Integrated Planning Guidance (IPG) The NCS utilizes best practices in the development of cost estimates, business plans, Advanced Acquisition Plans, and budget execution procedures. Some NCS acquisition management tools are serving as the prototype for other Infrastructure Protection (IP) programs. The Core Financial System of IAIP Business Operations is compliant with JFMIP requirements for financial management systems. "

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

Explanation: As part of the transition to DHS IAIP, NCS continues to review, improve, and integrate its management processes with those of the agency at large. As DHS continues to develop and streamline its processes, policies, and shared services, and systems these improvements and shared services economies of scale are incorporated into the NCS.

Evidence: Additionally, the NCS Fiscal Years Homeland Security Plan (FYHSP), the new NCS Strategic Plan, and the business operations Service Level Agreement (SLA), are tools and methods that are more tightly integrating and leveraging the missions, priorities, and activities of the NCS with the larger DHS organization. The NCS Committee of Principals (COP) has established a Priority Services Working group that is conducting an evaluation of current priority service programs, an examination of outreach efforts, an assessment of cost issues, and an analysis of the potential impact of future technologies and their bearing on priority telecommunications programs.

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

Explanation: The NCS is currently developing long-term goals.

Evidence:  

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

Explanation: The NCS has successfully met or exceeded its performance targets over time.

Evidence: DHS Fiscal Years Homeland Security Plan (FYHSP), DHS Performance and Accountability Report (PAR), Quarterly Reporting, and the Future Service Plan (FSP).

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

Explanation: By leveraging the commercial Public Switched Telephone Network (PSTN) assets values at over $608 billion, an annual $62 billion technology insertion investment, and an annual operating cost of $124.7 billion, the NCS is able to field and maintain nationwide NS/EP priority telecommunications service at an annual cost of less than $116 million that is substantially lower than fielding an alternative Virtual Private Network (VPN).

Evidence: The Future Service Plan (FSP) annually assesses telecommunications investment options.

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

Explanation: The NCS has compared GETS/WPS to alternative telecommunications technologies and has found that GETS/WPS methodology is the most cost effective means for fielding a priority telecommunications service as compared to a VPN and/or a dedicated satellite program.

Evidence: The FSP annually assesses the value of leveraging commercial telecommunications by continuing to adhere to the 1992 President's panel of experts recommendation to leverage the commercially owned PSTN assets to field NS/EP Priority Telecommunications services.

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

Explanation: There is a diversity of independent assessment activities for NCS programs providing the means to evaluate the effectiveness and usefulness of the program.

Evidence: The largest share of NCS program resources and activities are covered in the annual OMB 300 Information Technology Exhibit which undergoes rigorous and independent review within the Office of Management and Budget. The NCS employees a structured approach where a veteran Program Management office is assisted by an integration contractor, SETA, and MITRE to independently assess program performance. During product development Captive Office Testing and Validation Office Testing ensures software is operating correctly upon activation with carriers, network Service Activation Testing is conducted. Regularly services are randomly tested by the NCS' RSVP. During significant disasters, the government collects data to ensure that calls are completed in a stressed network environment and call completion rates are meeting or exceeding the target of 90% GETS call completion rate.