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.
This is a print on demand edition of a hard to find publication. Since 2003, the Dept. of Homeland Security (DHS) has been a designated as high risk because DHS had to transform 22 agencies into one dept., and failure to effectively address its mission and mgmt. risks could have serious consequences for national and economic security. This high-risk area includes: challenges in mgmt. functional areas, including acquisition, IT, financial, and human capital mgmt.; the impact of those challenges on mission implementation; and mgmt. integration. This testimony discusses DHS's progress and actions remaining in: (1) implementing its mgmt. functions; (2) integrating those functions and strengthening performance measurement; and (3) addressing the high-risk designation. Illustrations.
The events of September 11, 2001 changed perceptions, rearranged national priorities, and produced significant new government entities, including the U.S. Department of Homeland Security (DHS) created in 2003. While the principal mission of DHS is to lead efforts to secure the nation against those forces that wish to do harm, the department also has responsibilities in regard to preparation for and response to other hazards and disasters, such as floods, earthquakes, and other "natural" disasters. Whether in the context of preparedness, response or recovery from terrorism, illegal entry to the country, or natural disasters, DHS is committed to processes and methods that feature risk assessment as a critical component for making better-informed decisions. Review of the Department of Homeland Security's Approach to Risk Analysis explores how DHS is building its capabilities in risk analysis to inform decision making. The department uses risk analysis to inform decisions ranging from high-level policy choices to fine-scale protocols that guide the minute-by-minute actions of DHS employees. Although DHS is responsible for mitigating a range of threats, natural disasters, and pandemics, its risk analysis efforts are weighted heavily toward terrorism. In addition to assessing the capability of DHS risk analysis methods to support decision-making, the book evaluates the quality of the current approach to estimating risk and discusses how to improve current risk analysis procedures. Review of the Department of Homeland Security's Approach to Risk Analysis recommends that DHS continue to build its integrated risk management framework. It also suggests that the department improve the way models are developed and used and follow time-tested scientific practices, among other recommendations.
Author: United States. Congress. Senate. Committee on Homeland Security and Governmental Affairs. Subcommittee on Oversight of Government Management, the Federal Workforce, and the District of Columbia
Author: United States. Congress. House. Committee on Oversight and Government Reform. Subcommittee on Government Management, Organization, and Procurement
Assesses the the mgmt. of FEMA¿s disaster contracts; safeguards used against fraud, waste, and abuse; commun. and coordination within FEMA and with other fed. agencies and states regarding disaster contracts; and the extent to which contracting polices and procedures were followed. Most of the contracts reviewed had one or more of the following five issues: Goods and services purchased were either not needed or underutilized; Funds were expended on questionable acquisitions; Establishment of pre-positioned contracts for recurring disaster goods was needed; Acquisition decisions were not adequately documented; and Monitoring of contractor performance needs improvement. Illustrations. This is a print on demand report.
