Since it was created in 2003, the Dept. of Homeland Security (DHS) has obligated billions of dollars annually to meet its expansive homeland security mission. The dept¿s. acquisitions support complex and critical trade, transportation, border security, and information tech. investments. In FY 2007, DHS spent over $12 billion on procurements to meet this mission including spending for complex services and major investments. DHS has made some initial progress in developing its acquisition function since 2003, esp. acquisition planning and oversight for procurement and major acquisitions need improvement. This testimony discusses findings in these areas and is based on a body of work on acquisition mgmt. issues. Includes recommend.
Author: United States. Congress. House. Committee on Oversight and Government Reform. Subcommittee on Government Management, Organization, and Procurement
In 2003, GAO designated implementing and transforming DHS as high risk because the failure to address risks associated with transforming 22 agencies into one department could have serious consequences for U.S. national and economic security. While challenges remain, DHS has made considerable progress. As a result, in 2013 GAO narrowed the scope of the high-risk area to focus on strengthening and integrating DHS management functions (human capital, acquisition, financial, and information technology). This statement discusses DHS's progress and actions remaining in addressing these functions with a focus on acquisition management. In fiscal year 2015 alone, DHS reported that it planned to spend approximately $7.2 billion on its major acquisition programs to help execute its many critical missions. This statement is based on GAO's 2015 high-risk update, GAO products from 2005 through 2016, and selected updates from ongoing work. To conduct past and ongoing work we reviewed key documents such as DHS strategies and interviewed agency officials.
Significant management challenges exist for the Dept. of Homeland Security (DHS) as it continues to integrate its varied management processes, policies, and systems in areas such as financial management and information technology. These activities are primarily led by the Under Sec. for Management (USM). This report examined: (1) the extent to which DHS has developed a comprehensive strategy for management integration that includes the characteristics recommended in a 2005 report; (2) how DHS is implementing management integration; and (3) the extent to which the USM is holding the dept. and component management chiefs accountable for implementing management integration through reporting relationships. Charts and tables.