7: Maturation & Strength

Maturing and Strengthening DHS

Other Information:

Maturing and strengthening DHS and the entire homeland security enterprise -- the collective efforts and shared responsibilities of federal, state, local, tribal and territorial, non-governmental, and private-sector partners, as well as individuals, families, and communities-- is critical to the Department's success in carrying out its core missions and operational objectives. This includes enhancing shared awareness of risks and threats, building capable, resilient communities, and fostering innovative approaches and solutions through cutting-edge science and technology, while continuing to foster a culture of efficiency, sustainability and resilience. In conducting the Bottom-Up Review (BUR) effort in 2009, a number of initiatives were identified for improving Departmental operations and management, and increasing accountability and transparency for the resources entrusted to DHS. These initiatives, as described more fully below, form the core of DHS's goals and objectives for maturing and strengthening the Department. The integration of all or part of 22 different federal departments and agencies into a unified, integrated DHS has historically presented both public policy and management challenges. The QHSR, BUR, and ongoing initiatives under the Secretary's Efficiency Review highlight the Department's recent steps taken towards greater unification and integration. Since its launch in March 2009, the DHS Efficiency Review program has implemented 36 separate initiatives to achieve these aims while also promoting greater accountability, transparency, and customer satisfaction. The Efficiency Review has led to improvements in how the Department manages its resources in several areas, including its physical assets and support of its workforce, as well as the day-to-day expenditures required to do business. Additionally, we continue to develop our Acquisition Workforce, by investing in our employees through workforce training and integrated professional and leadership development.

Objective(s):

7.1: Integration

7.1.1: Management Functions

7.1.1.1: Governance

7.1.1.2: Decision Support Structure

7.1.1.3: IT

7.1.2: Investment & Acquistion

7.1.2.1: Investment Management

7.1.2.2: Program Management

7.1.3: Risk Management

7.1.3.1: Risk Management Framework

7.1.3.2: Risk Assessment

7.1.4: Analytics

7.1.4.1: Strategic Planning

7.1.4.2: Analytic Frameworks

7.1.4.3: Program Analysis

7.1.4.4: Budget Reform

7.1.4.5: Appropriations Structure

7.2: Workforce

7.2.1: Training & Career Path

7.2.1.1: Career Paths

7.2.1.2: Awareness & Appreciation

7.2.1.3: Internal Rotational Assignments

7.2.1.4: External Rotational Assignments

7.2.2: Health, Wellness & Resilience

7.2.2.1: Existing Programs

7.2.2.2: Wellness Programs

7.2.2.3: Health Program

7.2.2.4: Medical Programs

7.2.2.5: Insight & Innovation Programs

7.3: Diversity

7.3.1: Senior Workforce

7.3.2: Steering Committee

7.3.3: Employee Recruitment

7.3.4: Exit Survey

7.4: Contractors

7.4.1: Skills Identification

7.4.2: Guidelines & Procedures

7.5: Intelligence, Information Sharing & Operations

7.5.1: Counterintelligence

7.5.1.1: Structural Impediments

7.5.1.2: Integration

7.5.2: Intelligence Enterprise

7.5.2.1

7.5.2.2: Evaluation

7.5.2.3: Workforce Requirements

7.5.2.4: Training & Development Guidelines

7.5.3: Information Sharing Environment

7.5.3.1: ICAM Services

7.5.3.2: CHISE

7.5.3.3: Information Safeguarding Capabilities

7.5.4: Information Sharing

7.5.4.1: Information Collection & Access

7.5.4.2: Fusion Centers

7.5.5: Continuity Capabilities

7.5.6: Regional Configurations

7.6: International Engagement

7.6.1: Coordination

7.6.1.1: Mechanisms, Policies & Procedures

7.6.1.2: Reporting & Information Sharing

7.6.2: International Footprint

7.6.2.1: Permanent & Long-Term Temporary Positions

7.6.2.2: Biannual Reviews

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