[House Report 116-26]
[From the U.S. Government Publishing Office]
116th Congress } { Report
HOUSE OF REPRESENTATIVES
1st Session } { 116-26
======================================================================
DEPARTMENT OF HOMELAND SECURITY MORALE, RECOGNITION, LEARNING AND
ENGAGEMENT ACT OF 2019
_______
March 28, 2019.--Committed to the Committee of the Whole House on the
State of the Union and ordered to be printed
_______
Mr. Thompson of Mississippi, from the Committee on Homeland Security,
submitted the following
R E P O R T
[To accompany H.R. 1433]
The Committee on Homeland Security, to whom was referred
the bill (H.R. 1433) to amend the Homeland Security Act of 2002
to improve morale within the Department of Homeland Security
workforce by conferring new responsibilities to the Chief Human
Capital Officer, establishing an employee engagement steering
committee, requiring action plans, and authorizing an annual
employee award program, and for other purposes, having
considered the same, report favorably thereon with an amendment
and recommend that the bill as amended do pass.
CONTENTS
Page
Purpose and Summary.............................................. 5
Background and Need for Legislation.............................. 5
Hearings......................................................... 6
Committee Consideration.......................................... 6
Committee Votes.................................................. 6
Committee Oversight Findings..................................... 6
CBO Estimate, New Budget Authority, Entitlement Authority, and
Tax Expenditures............................................... 7
Federal Mandates Statement....................................... 7
Duplicative Federal Programs..................................... 7
Statement of General Performance Goals and Objectives............ 7
Advisory on Earmarks............................................. 7
Advisory Committee Statement..................................... 7
Applicability to Legislative Branch.............................. 7
Section-by-Section Analysis of the Legislation................... 8
Changes in Existing Law Made by the Bill, as Reported............ 9
The amendment is as follows:
Strike all after the enacting clause and insert the
following:
SECTION 1. SHORT TITLE.
This Act may be cited as the ``Department of Homeland Security
Morale, Recognition, Learning and Engagement Act of 2019'' or the ``DHS
MORALE Act''.
SEC. 2. CHIEF HUMAN CAPITAL OFFICER RESPONSIBILITIES.
Section 704 of the Homeland Security Act of 2002 (6 U.S.C. 344) is
amended--
(1) in subsection (b)--
(A) in paragraph (1)--
(i) by inserting ``, including with respect
to leader development and employee
engagement,'' after ``policies'';
(ii) by striking ``and in line'' and
inserting ``, in line''; and
(iii) by inserting ``and informed by best
practices within the Federal government and the
private sector,'' after ``priorities,'';
(B) in paragraph (2), by striking ``develop
performance measures to provide a basis for monitoring
and evaluating'' and inserting ``use performance
measures to evaluate, on an ongoing basis,'';
(C) in paragraph (3), by inserting ``that, to the
extent practicable, are informed by employee feedback''
after ``policies'';
(D) in paragraph (4), by inserting ``including leader
development and employee engagement programs,'' before
``in coordination'';
(E) in paragraph (5), by inserting before the
semicolon at the end the following: ``that is informed
by an assessment, carried out by the Chief Human
Capital Officer, of the learning and developmental
needs of employees in supervisory and non-supervisory
roles across the Department and appropriate workforce
planning initiatives'';
(F) by redesignating paragraphs (9) and (10) as
paragraphs (12) and (13), respectively; and
(G) by inserting after paragraph (8) the following
new paragraphs:
``(9) maintain a catalogue of available employee development
opportunities, including the Homeland Security Rotation Program
pursuant to section 844, departmental leadership development
programs, interagency development programs, and other
rotational programs;
``(10) ensure that employee discipline and adverse action
programs comply with the requirements of all pertinent laws,
rules, regulations, and Federal guidance, and ensure due
process for employees;
``(11) analyze each Department or Government-wide Federal
workforce satisfaction or morale survey not later than 90 days
after the date of the publication of each such survey and
submit to the Secretary such analysis, including, as
appropriate, recommendations to improve workforce satisfaction
or morale within the Department;'';
(2) by redesignating subsections (d) and (e) as subsections
(e) and (f), respectively;
(3) by inserting after subsection (c) the following new
subsection:
``(d) Chief Learning and Engagement Officer.--The Chief Human Capital
Officer may designate an employee of the Department to serve as a Chief
Learning and Engagement Officer to assist the Chief Human Capital
Officer in carrying out this section.''; and
(4) in subsection (e), as so redesignated--
(A) by redesignating paragraphs (2), (3), and (4) as
paragraphs (5), (6), and (7), respectively; and
(B) by inserting after paragraph (1) the following
new paragraphs:
``(2) information on employee development opportunities
catalogued pursuant to paragraph (9) of subsection (b) and any
available data on participation rates, attrition rates, and
impacts on retention and employee satisfaction;
``(3) information on the progress of Department-wide
strategic workforce planning efforts as determined under
paragraph (2) of subsection (b);
``(4) information on the activities of the steering committee
established pursuant to section 711(a), including the number of
meetings, types of materials developed and distributed, and
recommendations made to the Secretary;''.
SEC. 3. EMPLOYEE ENGAGEMENT STEERING COMMITTEE AND ACTION PLAN.
(a) In General.--Title VII of the Homeland Security Act of 2002 (6
U.S.C. 341 et seq.) is amended by adding at the end the following new
section:
``SEC. 711. EMPLOYEE ENGAGEMENT.
``(a) Steering Committee.--Not later than 120 days after the date of
the enactment of this section, the Secretary shall establish an
employee engagement steering committee, including representatives from
operational components, headquarters, and field personnel, including
supervisory and non-supervisory personnel, and employee labor
organizations that represent Department employees, and chaired by the
Under Secretary for Management, to carry out the following activities:
``(1) Identify factors that have a negative impact on
employee engagement, morale, and communications within the
Department, such as perceptions about limitations on career
progression, mobility, or development opportunities, collected
through employee feedback platforms, including through annual
employee surveys, questionnaires, and other communications, as
appropriate.
``(2) Identify, develop, and distribute initiatives and best
practices to improve employee engagement, morale, and
communications within the Department, including through annual
employee surveys, questionnaires, and other communications, as
appropriate.
``(3) Monitor efforts of each component to address employee
engagement, morale, and communications based on employee
feedback provided through annual employee surveys,
questionnaires, and other communications, as appropriate.
``(4) Advise the Secretary on efforts to improve employee
engagement, morale, and communications within specific
components and across the Department.
``(5) Conduct regular meetings and report, not less than once
per quarter, to the Under Secretary for Management, the head of
each component, and the Secretary on Department-wide efforts to
improve employee engagement, morale, and communications.
``(b) Action Plan; Reporting.--The Secretary, acting through the
Chief Human Capital Officer, shall--
``(1) not later than 120 days after the date of the
establishment of the employee engagement steering committee
under subsection (a), issue a Department-wide employee
engagement action plan, reflecting input from the steering
committee and employee feedback provided through annual
employee surveys, questionnaires, and other communications in
accordance with paragraph (1) of such subsection, to execute
strategies to improve employee engagement, morale, and
communications within the Department; and
``(2) require the head of each component to--
``(A) develop and implement a component-specific
employee engagement plan to advance the action plan
required under paragraph (1) that includes performance
measures and objectives, is informed by employee
feedback provided through annual employee surveys,
questionnaires, and other communications, as
appropriate, and sets forth how employees and, where
applicable, their labor representatives are to be
integrated in developing programs and initiatives;
``(B) monitor progress on implementation of such
action plan; and
``(C) provide to the Chief Human Capital Officer and
the steering committee quarterly reports on actions
planned and progress made under this paragraph.
``(c) Termination.--This section shall terminate on the date that is
five years after the date of the enactment of this section.''.
(b) Clerical Amendment.--The table of contents in section 1(b) of the
Homeland Security Act of 2002 is amended by inserting after the item
relating to section 710 the following new item:
``Sec. 711. Employee engagement.''.
(c) Submissions to Congress.--
(1) Department-wide employee engagement action plan.--The
Secretary of Homeland Security, acting through the Chief Human
Capital Officer of the Department of Homeland Security, shall
submit to the Committee on Homeland Security of the House of
Representatives and the Committee on Homeland Security and
Governmental Affairs of the Senate the Department-wide employee
engagement action plan required under subsection (b)(1) of
section 711 of the Homeland Security Act of 2002 (as added by
subsection (a) of this section) not later than 30 days after
the issuance of such plan under such subsection (b)(1).
(2) Component-specific employee engagement plans.--Each head
of a component of the Department of Homeland Security shall
submit to the Committee on Homeland Security of the House of
Representatives and the Committee on Homeland Security and
Governmental Affairs of the Senate the component-specific
employee engagement plan of each such component required under
subsection (b)(2) of section 711 of the Homeland Security Act
of 2002 not later than 30 days after the issuance of each such
plan under such subsection (b)(2).
SEC. 4. ANNUAL EMPLOYEE AWARD PROGRAM.
(a) In General.--Title VII of the Homeland Security Act of 2002 (6
U.S.C. 341 et seq.), as amended by section 3 of this Act, is further
amended by adding at the end the following new section:
``SEC. 712. ANNUAL EMPLOYEE AWARD PROGRAM.
``(a) In General.--The Secretary may establish an annual employee
award program to recognize Department employees or groups of employees
for significant contributions to the achievement of the Department's
goals and missions. If such a program is established, the Secretary
shall--
``(1) establish within such program categories of awards,
each with specific criteria, that emphasizes honoring employees
who are at the non-supervisory level;
``(2) publicize within the Department how any employee or
group of employees may be nominated for an award;
``(3) establish an internal review board comprised of
representatives from Department components, headquarters, and
field personnel to submit to the Secretary award
recommendations regarding specific employees or groups of
employees;
``(4) select recipients from the pool of nominees submitted
by the internal review board under paragraph (3) and convene a
ceremony at which employees or groups of employees receive such
awards from the Secretary; and
``(5) publicize such program within the Department.
``(b) Internal Review Board.--The internal review board described in
subsection (a)(3) shall, when carrying out its function under such
subsection, consult with representatives from operational components
and headquarters, including supervisory and non-supervisory personnel,
and employee labor organizations that represent Department employees.
``(c) Rule of Construction.--Nothing in this section may be construed
to authorize additional funds to carry out the requirements of this
section or to require the Secretary to provide monetary bonuses to
recipients of an award under this section.''.
(b) Clerical Amendment.--The table of contents in section 1(b) of the
Homeland Security Act of 2002, as amended by section 3 of this Act, is
further amended by inserting after the item relating to section 711 the
following new item:
``Sec. 712. Annual employee award program.''.
SEC. 5. INDEPENDENT INVESTIGATION AND IMPLEMENTATION PLAN.
(a) In General.--Not later than 120 days after the date of the
enactment of this Act, the Comptroller General of the United States
shall investigate whether the application in the Department of Homeland
Security of discipline and adverse actions are administered in an
equitable and consistent manner that results in the same or
substantially similar disciplinary outcomes across the Department for
misconduct by a non-supervisory or supervisor employee who engaged in
the same or substantially similar misconduct.
(b) Consultation.--In carrying out the investigation described in
subsection (a), the Comptroller General of the United States shall
consult with the Under Secretary for Management of the Department of
Homeland Security and the employee engagement steering committee
established pursuant to subsection (b)(1) of section 711 of the
Homeland Security Act of 2002 (as added by section 3(a) of this Act).
(c) Action by Under Secretary for Management.--Upon completion of the
investigation described in subsection (a), the Under Secretary for
Management of the Department of Homeland Security shall review the
findings and recommendations of such investigation and implement a
plan, in consultation with the employee engagement steering committee
established pursuant to subsection (b)(1) of section 711 of the
Homeland Security Act of 2002, to correct any relevant deficiencies
identified by the Comptroller General of the United States in such
investigation. The Under Secretary for Management shall direct the
employee engagement steering committee to review such plan to inform
committee activities and action plans authorized under such section
711.
SEC. 6. IMPACTS OF SHUTDOWN.
Not later than 90 days after the date of the enactment of this Act,
the Secretary of Homeland Security shall report to the Committee on
Homeland Security of the House of Representatives and the Committee on
Homeland Security and Governmental Affairs of the Senate regarding the
direct and indirect impacts of the lapse in appropriations between
December 22, 2018, and January 25, 2019, on--
(1) Department of Homeland Security human resources
operations;
(2) the Department's ability to meet hiring benchmarks; and
(3) retention, attrition, and morale of Department personnel.
Purpose and Summary
The purpose of H.R. 1433 is to improve morale within the
Department of Homeland Security (DHS) workforce by conferring
new responsibilities to the Chief Human Capital Officer (CHCO),
establishing an employee engagement steering committee,
requiring action plans, and authorizing an annual employee
award program.
H.R. 1433 requires the CHCO to maintain a catalogue of
available employee development opportunities, such as the DHS
Rotation Program. The measure also authorizes the designation
of a Chief Learning and Engagement Officer to assist the CHCO
on employee development. H.R. 1433 authorizes the establishment
of an Employee Engagement Steering Committee (EESC), comprised
of representatives from across the Department, as well as
individuals from employee labor organizations that represent
DHS employees. The EESC is required to identify factors that
impact employee engagement and morale and advise the Secretary
on efforts to improve those areas. It requires the distribution
of a Department-wide Employee Engagement Action Plan,
reflecting input from the Steering Committee, to execute
strategies to improve employee engagement, morale, and
communications. The Secretary is authorized to establish an
annual employee awards program to recognize non-supervisory DHS
employees who have made a significant contribution to the
Department. This bill largely tracks an earlier version of the
measure which was introduced in the 115th Congress and passed
the House unanimously. Two additional provisions were added.
The first provision directs the CHCO to analyze government-wide
Federal workforce satisfaction or morale surveys to inform
efforts to improve morale. The second provision requires an
independent assessment of DHS programs and a report to Congress
on the effects the December 2018-January 2019 shutdown had on
Departmental human resources operations, hiring benchmarks,
retention, attrition, and morale.
The bill is endorsed by the National Border Patrol Council,
National Treasury Employees Union, and American Federation of
Government Employees.
Background and Need for Legislation
Since its inception in 2002, DHS has faced a number of
challenges, one of the most prominent being managing a
workforce of more than 240,000 employees. It has been a
priority of the Committee on Homeland Security to examine the
root cause of longstanding employee morale concerns at the
Department and determine the best strategy to move DHS in a
positive direction. The DHS MORALE Act is necessary after five
consecutive years of DHS ranking last among large agencies on
the list of Best Places to Work in the Federal Government.
Former DHS Secretary Jeh Johnson initiated a range of
policies and programs designed to bring about morale
improvement. Johnson emphasized the importance of employee
engagement and a sense of purpose. To further these objectives,
Johnson reinstituted the EESC, chaired by the Under Secretary
for Management (USM). In his exit memorandum, the former
Secretary cited the need ``for an aggressive campaign to
improve morale and satisfaction at the Department.''\1\ This
Act helps DHS examine the root cause of longstanding employee
morale concerns and determine the best strategy to move the
Department in a positive direction.
---------------------------------------------------------------------------
\1\Johnson, Jeh. U.S. Department of Homeland Security: Record of
Progress and Vision for the Future. 5 Jan. 2017.
---------------------------------------------------------------------------
Hearings
On April 12, 2018, the Subcommittee on Oversight and
Management Efficiency held a hearing entitled ``Building for
the Future: Examining Challenges Facing the Department of
Homeland Security's Consolidated Headquarters Project''.
Testimony was heard from Mr. Thomas D. Chaleki, Chief Readiness
Support Officer, Directorate for Management, U.S. Department of
Homeland Security; Mr. Michael Gelber, Deputy Commissioner,
Public Buildings Service, General Services Administration; and
Mr. Christopher P. Currie, Director, Emergency Management,
National Preparedness, and Critical Infrastructure Protection
of the Homeland Security and Justice Team, U.S. Government
Accountability Office. At this hearing members heard testimony
on the DHS Headquarters Consolidation Project at St. Elizabeths
that was proposed in 2006 as an effort to integrate the various
agencies into ``One DHS'' and increase morale--encouraging
better mission performance. The hearing examined the
headquarters project's cost and schedule delays and the
implications the delayed completion has had on DHS employee
morale.
Committee Consideration
The Committee met on March 13, 2019, with a quorum being
present, to consider H.R. 1433 and ordered the measure to be
reported to the House with a favorable recommendation, with
amendment, by unanimous consent.
The following amendment was offered and accepted:
An amendment in the Nature of a Substitute offered by Mr.
Thompson of Mississippi.
Committee Votes
Clause 3(b) of rule XIII of the Rules of the House of
Representatives requires the Committee to list the recorded
votes on the motion to report legislation and amendments
thereto.
No recorded votes were requested during consideration of
H.R. 1433.
Committee Oversight Findings
In compliance with clause 3(c)(1) of rule XIII of the Rules
of the House of Representatives, the Committee advises that the
findings and recommendations of the Committee, based on
oversight activities under clause 2(b)(1) of rule X of the
Rules of the House of Representatives, are incorporated in the
descriptive portions of this report.
Congressional Budget Office Estimate, New Budget Authority, Entitlement
Authority, and Tax Expenditures
With respect to the requirements of clause 3(c)(2) of rule
XIII of the Rules of the House of Representatives and section
308(a) of the Congressional Budget Act of 1974 and with respect
to requirements of clause (3)(c)(3) of rule XIII of the Rules
of the House of Representatives and section 402 of the
Congressional Budget Act of 1974, the Committee has requested
but not received a cost estimate for this bill from the
Director of Congressional Budget Office.
The Committee has requested but not received from the
Director of the Congressional Budget Office a statement as to
whether this bill contains any new budget authority, spending
authority, credit authority, or an increase or decrease in
revenues or tax expenditures.
Federal Mandates Statement
An estimate of Federal mandates prepared by the Director of
the Congressional Budget Office pursuant to section 423 of the
Unfunded Mandates Reform Act was not made available to the
Committee in time for the filing of this report. The Chairman
of the Committee shall cause such estimate to be printed in the
Congressional Record upon its receipt by the Committee.
Duplicative Federal Programs
Pursuant to clause 3(c) of rule XIII, the Committee finds
that H.R. 1433 does not contain any provision that establishes
or reauthorizes a program known to be duplicative of another
Federal program.
Performance Goals and Objectives
The Committee states that pursuant to clause 3(c)(4) of
rule XIII of the Rules of the House of Representatives, H.R.
1433 requires DHS to take steps to improve morale within the
Department of Homeland Security (DHS) workforce.
Advisory on Earmarks
In compliance with rule XXI of the Rules of the House of
Representatives, this bill, as reported, contains no
congressional earmarks, limited tax benefits, or limited tariff
benefits as defined in clause 9(d), 9(e), or 9(f) of the rule
XXI.
Advisory Committee Statement
No advisory committees within the meaning of section 5(b)
of the Federal Advisory Committee Act were created by this
legislation.
Applicability to Legislative Branch
The Committee finds that the legislation does not relate to
the terms and conditions of employment or access to public
services or accommodations within the meaning of section
102(b)(3) of the Congressional Accountability Act.
Section-by-Section Analysis of the Legislation
Section 1. Short title
This section provides that this bill may be cited as the
``Department of Homeland Security Morale, Recognition, Learning
and Engagement Act of 2019'' or the ``DHS MORALE Act''.
Sec. 2. Chief Human Capital Officer responsibilities
This section directs the CHCO to develop a career path
framework and create opportunities for leader development that
is informed by an assessment on the learning and developmental
needs of employees in supervisory and non-supervisory roles.
The CHCO is required to maintain a catalogue of development
opportunities for employees, such as the DHS Rotation Program.
The CHCO is also required to analyze government-wide Federal
workforce satisfaction or morale surveys to inform efforts to
improve morale.
Additionally, this section authorizes a Chief Learning and
Engagement Officer to assist the CHCO and amends the
requirements of a report to Congress to include information on
catalogued employee development opportunities, data on
participation rates, attrition rates, and impacts on retention
and employee satisfaction; the progress of Department-wide
strategic workforce planning efforts; and the activities of the
steering committee established under the following section,
including the number of meeting, types of materials developed
and distributed, and recommendations made to the Secretary.
Sec. 3. Employee engagement steering committee and action plan
This section requires the Secretary to establish an
employee engagement steering committee, chaired by the USM, and
comprised of representatives of Federal labor organizations
that represent Department employees, to identify factors that
impact employee engagement and morale and advise the Secretary
on efforts to improve those areas.
Sec. 4. Annual Employee Award Program
This section authorizes the Secretary to establish an
Annual Employee Award Program to recognize employees for
significant contributions to the achievement of the
Department's goals and missions.
Sec. 5. Independent investigation and implementation plan
This section requires the U.S. Comptroller General to
investigate whether the application of discipline and adverse
actions by the Department are administered in an equitable and
consistent manner, that results in the same or substantially
similar disciplinary outcomes across the Department for
misconduct by a non-supervisory or supervisory employee who
engaged in the same or substantially similar misconduct. The
Comptroller General is required to consult with the DHS USM and
the employee engagement steering committee established under
section 3 of the Act. The USM is required to review the
findings and recommendations of such an investigation and
implement a plan, in consultation with the employee engagement
steering committee, to correct any relevant deficiencies
identified by the Comptroller General.
Sec. 6. Impacts of shutdown
This Section requires the Secretary to report to Congress
regarding the direct and indirect impacts of the lapse in
appropriations between December 22, 2018 and January 25, 2019
on Departmental human resources operations, hiring benchmarks,
retention, attrition, and morale.
Changes in Existing Law Made by the Bill, as Reported
In compliance with clause 3(e) of rule XIII of the Rules of
the House of Representatives, changes in existing law made by
the bill, as reported, are shown as follows (existing law
proposed to be omitted is enclosed in black brackets, new
matter is printed in italic, and existing law in which no
change is proposed is shown in roman):
HOMELAND SECURITY ACT OF 2002
SECTION 1. SHORT TITLE; TABLE OF CONTENTS.
(a) Short Title.--This Act may be cited as the ``Homeland
Security Act of 2002''.
(b) Table of Contents.--The table of contents for this Act is
as follows:
Sec. 1. Short title; table of contents.
* * * * * * *
Sec. 701. Under Secretary for Management.
* * * * * * *
Sec. 711. Employee engagement.
Sec. 712. Annual employee award program.
* * * * * * *
TITLE VII--MANAGEMENT
* * * * * * *
SEC. 704. CHIEF HUMAN CAPITAL OFFICER.
(a) In General.--The Chief Human Capital Officer shall report
directly to the Under Secretary for Management.
(b) Responsibilities.--In addition to the responsibilities
set forth in chapter 14 of title 5, United States Code, and
other applicable law, the Chief Human Capital Officer of the
Department shall--
(1) develop and implement strategic workforce
planning policies, including with respect to leader
development and employee engagement, that are
consistent with Government-wide leading principles [and
in line], in line with Department strategic human
capital goals and priorities, and informed by best
practices within the Federal government and the private
sector, taking into account the special requirements of
members of the Armed Forces serving in the Coast Guard;
(2) [develop performance measures to provide a basis
for monitoring and evaluating] use performance measures
to evaluate, on an ongoing basis, Department-wide
strategic workforce planning efforts;
(3) develop, improve, and implement policies that, to
the extent practicable, are informed by employee
feedback, including compensation flexibilities
available to Federal agencies where appropriate, to
recruit, hire, train, and retain the workforce of the
Department, in coordination with all components of the
Department;
(4) identify methods for managing and overseeing
human capital programs and initiatives, including
leader development and employee engagement programs, in
coordination with the head of each component of the
Department;
(5) develop a career path framework and create
opportunities for leader development in coordination
with all components of the Department that is informed
by an assessment, carried out by the Chief Human
Capital Officer, of the learning and developmental
needs of employees in supervisory and non-supervisory
roles across the Department and appropriate workforce
planning initiatives;
(6) lead the efforts of the Department for managing
employee resources, including training and development
opportunities, in coordination with each component of
the Department;
(7) work to ensure the Department is implementing
human capital programs and initiatives and effectively
educating each component of the Department about these
programs and initiatives;
(8) identify and eliminate unnecessary and
duplicative human capital policies and guidance;
(9) maintain a catalogue of available employee
development opportunities, including the Homeland
Security Rotation Program pursuant to section 844,
departmental leadership development programs,
interagency development programs, and other rotational
programs;
(10) ensure that employee discipline and adverse
action programs comply with the requirements of all
pertinent laws, rules, regulations, and Federal
guidance, and ensure due process for employees;
(11) analyze each Department or Government-wide
Federal workforce satisfaction or morale survey not
later than 90 days after the date of the publication of
each such survey and submit to the Secretary such
analysis, including, as appropriate, recommendations to
improve workforce satisfaction or morale within the
Department;
[(9)] (12) provide input concerning the hiring and
performance of the Chief Human Capital Officer or
comparable official in each component of the
Department; and
[(10)] (13) ensure that all employees of the
Department are informed of their rights and remedies
under chapters 12 and 23 of title 5, United States
Code.
(c) Component Strategies.--
(1) In general.--Each component of the Department
shall, in coordination with the Chief Human Capital
Officer of the Department, develop a 5-year workforce
strategy for the component that will support the goals,
objectives, and performance measures of the Department
for determining the proper balance of Federal employees
and private labor resources.
(2) Strategy requirements.--In developing the
strategy required under paragraph (1), each component
shall consider the effect on human resources associated
with creating additional Federal full-time equivalent
positions, converting private contractors to Federal
employees, or relying on the private sector for goods
and services.
(d) Chief Learning and Engagement Officer.--The Chief Human
Capital Officer may designate an employee of the Department to
serve as a Chief Learning and Engagement Officer to assist the
Chief Human Capital Officer in carrying out this section.
[(d)] (e) Annual Submission.--Not later than 90 days after
the date on which the Secretary submits the annual budget
justification for the Department, the Secretary shall submit to
the congressional homeland security committees a report that
includes a table, delineated by component with actual and
enacted amounts, including--
(1) information on the progress within the Department
of fulfilling the workforce strategies developed under
subsection (c);
(2) information on employee development opportunities
catalogued pursuant to paragraph (9) of subsection (b)
and any available data on participation rates,
attrition rates, and impacts on retention and employee
satisfaction;
(3) information on the progress of Department-wide
strategic workforce planning efforts as determined
under paragraph (2) of subsection (b);
(4) information on the activities of the steering
committee established pursuant to section 711(a),
including the number of meetings, types of materials
developed and distributed, and recommendations made to
the Secretary;
[(2)] (5) the number of on-board staffing for Federal
employees from the prior fiscal year;
[(3)] (6) the total contract hours submitted by each
prime contractor as part of the service contract
inventory required under section 743 of the Financial
Services and General Government Appropriations Act,
2010 (division C of Public Law 111-117; 31 U.S.C. 501
note); and
[(4)] (7) the number of full-time equivalent
personnel identified under the Intergovernmental
Personnel Act of 1970 (42 U.S.C. 4701 et seq.).
[(e)] (f) Limitation.--Nothing in this section overrides or
otherwise affects the requirements specified in section 888.
* * * * * * *
SEC. 711. EMPLOYEE ENGAGEMENT.
(a) Steering Committee.--Not later than 120 days after the
date of the enactment of this section, the Secretary shall
establish an employee engagement steering committee, including
representatives from operational components, headquarters, and
field personnel, including supervisory and non-supervisory
personnel, and employee labor organizations that represent
Department employees, and chaired by the Under Secretary for
Management, to carry out the following activities:
(1) Identify factors that have a negative impact on
employee engagement, morale, and communications within
the Department, such as perceptions about limitations
on career progression, mobility, or development
opportunities, collected through employee feedback
platforms, including through annual employee surveys,
questionnaires, and other communications, as
appropriate.
(2) Identify, develop, and distribute initiatives and
best practices to improve employee engagement, morale,
and communications within the Department, including
through annual employee surveys, questionnaires, and
other communications, as appropriate.
(3) Monitor efforts of each component to address
employee engagement, morale, and communications based
on employee feedback provided through annual employee
surveys, questionnaires, and other communications, as
appropriate.
(4) Advise the Secretary on efforts to improve
employee engagement, morale, and communications within
specific components and across the Department.
(5) Conduct regular meetings and report, not less
than once per quarter, to the Under Secretary for
Management, the head of each component, and the
Secretary on Department-wide efforts to improve
employee engagement, morale, and communications.
(b) Action Plan; Reporting.--The Secretary, acting through
the Chief Human Capital Officer, shall--
(1) not later than 120 days after the date of the
establishment of the employee engagement steering
committee under subsection (a), issue a Department-wide
employee engagement action plan, reflecting input from
the steering committee and employee feedback provided
through annual employee surveys, questionnaires, and
other communications in accordance with paragraph (1)
of such subsection, to execute strategies to improve
employee engagement, morale, and communications within
the Department; and
(2) require the head of each component to--
(A) develop and implement a component-
specific employee engagement plan to advance
the action plan required under paragraph (1)
that includes performance measures and
objectives, is informed by employee feedback
provided through annual employee surveys,
questionnaires, and other communications, as
appropriate, and sets forth how employees and,
where applicable, their labor representatives
are to be integrated in developing programs and
initiatives;
(B) monitor progress on implementation of
such action plan; and
(C) provide to the Chief Human Capital
Officer and the steering committee quarterly
reports on actions planned and progress made
under this paragraph.
(c) Termination.--This section shall terminate on the date
that is five years after the date of the enactment of this
section.
SEC. 712. ANNUAL EMPLOYEE AWARD PROGRAM.
(a) In General.--The Secretary may establish an annual
employee award program to recognize Department employees or
groups of employees for significant contributions to the
achievement of the Department's goals and missions. If such a
program is established, the Secretary shall--
(1) establish within such program categories of
awards, each with specific criteria, that emphasizes
honoring employees who are at the non-supervisory
level;
(2) publicize within the Department how any employee
or group of employees may be nominated for an award;
(3) establish an internal review board comprised of
representatives from Department components,
headquarters, and field personnel to submit to the
Secretary award recommendations regarding specific
employees or groups of employees;
(4) select recipients from the pool of nominees
submitted by the internal review board under paragraph
(3) and convene a ceremony at which employees or groups
of employees receive such awards from the Secretary;
and
(5) publicize such program within the Department.
(b) Internal Review Board.--The internal review board
described in subsection (a)(3) shall, when carrying out its
function under such subsection, consult with representatives
from operational components and headquarters, including
supervisory and non-supervisory personnel, and employee labor
organizations that represent Department employees.
(c) Rule of Construction.--Nothing in this section may be
construed to authorize additional funds to carry out the
requirements of this section or to require the Secretary to
provide monetary bonuses to recipients of an award under this
section.
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