Information Technology: Homeland Security Should Better Balance  
Need for System Integration Strategy with Spending for New and	 
Enhanced Systems (21-MAY-04, GAO-04-509).			 
                                                                 
The Department of Homeland Security (DHS) faces the daunting task
of bringing together 22 diverse agencies to lead efforts to	 
protect the homeland. Among the challenges posed by this	 
transformation is integrating these agencies' diverse information
technology (IT) systems: mission support, administration, and	 
infrastructure (e.g., networks). GAO was asked to determine (1)  
whether DHS has defined its IT systems integration strategy and  
(2) how DHS is ensuring that IT investments made by component	 
agencies (specifically focusing on the Federal Emergency	 
Management Agency, the Transportation Security Administration,	 
and the Coast Guard) are aligned with the department's strategic 
direction.							 
-------------------------Indexing Terms------------------------- 
REPORTNUM:   GAO-04-509 					        
    ACCNO:   A10174						        
  TITLE:     Information Technology: Homeland Security Should Better  
Balance Need for System Integration Strategy with Spending for	 
New and Enhanced Systems					 
     DATE:   05/21/2004 
  SUBJECT:   Emergency preparedness				 
	     Federal agency reorganization			 
	     Information technology				 
	     National preparedness				 
	     Strategic information systems planning		 
	     Strategic planning 				 
	     Systems compatibility				 
	     Homeland security					 

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GAO-04-509

United States General Accounting Office

  GAO	Report to the Chairman, Committee on Transportation and Infrastructure,
                            House of Representatives

May 2004

                                  INFORMATION
                                   TECHNOLOGY

  Homeland Security Should Better Balance Need for System Integration Strategy
                   with Spending for New and Enhanced Systems

                                       a

GAO-04-509

Highlights of GAO-04-509, a report to the Chairman, Committee on
Transportation and Infrastructure, House of Representatives

The Department of Homeland Security (DHS) faces the daunting task of
bringing together 22 diverse agencies to lead efforts to protect the
homeland. Among the challenges posed by this transformation is integrating
these agencies' diverse information technology (IT) systems: mission
support, administration, and infrastructure (e.g., networks). GAO was
asked to determine (1) whether DHS has defined its IT systems integration
strategy and (2) how DHS is ensuring that IT investments made by component
agencies (specifically focusing on the Federal Emergency Management
Agency, the Transportation Security Administration, and the Coast Guard)
are aligned with the department's strategic direction.

GAO is making recommendations to the Secretary aimed at limiting the
department's investment in IT systems until the department's IT strategic
management framework is sufficiently defined and the department's CIO has
sufficient authority to effectively implement it.

GAO provided a draft of this report to DHS for comment. In its comments,
DHS did not agree or disagree with our findings, conclusions, or
recommendations. Rather, the comments provided information on DHS's IT
challenges and priorities that is consistent with our report.

May 2004

INFORMATION TECHNOLOGY

Homeland Security Should Better Balance Need for System Integration Strategy
with Spending for New and Enhanced Systems

DHS is developing an IT systems integration strategy through its ongoing
efforts to finalize and implement an IT strategic plan, an enterprise
architecture, and IT capital planning and investment control processes.
According to the department, these three elements-which are essential
parts of a framework for achieving effective systems integration-are areas
of focus and planned to be fully in place before the end of 2004. The DHS
Chief Information Officer (CIO) attributed the limited progress on the
systems integration framework to date to (1) insufficient staffing, (2)
higher priority demands (such as establishing a departmentwide e-mail
system), and (3) near-term high-payoff opportunities (such as
consolidating wireless communication capabilities).

In the interim, DHS and its components have taken steps intended to
promote the alignment of its components' ongoing and planned IT
investments with the department's strategic direction. The steps include
(1) subjecting major investments to review and approval by various
departmental investment review boards, (2) continuing to have component
agencies follow the IT strategic management structures and processes that
they had before the department was formed, and (3) having meetings between
component staff responsible for IT investments and staff working on the
department's IT strategic management framework. GAO corroborated the
department's use of this approach through analysis of IT investments being
pursued by three DHS components, which the components indicated were
representative of their general approach to aligning investments with the
department's evolving strategic direction.

While these steps have merit, they do not provide adequate assurance of
strategic alignment across the department. For example, the second step
simply continues the various approaches that produced the diverse systems
that the department inherited, while the third relies too heavily on oral
communication about complex IT strategic issues that are not yet fully
defined-which increases the chances of misunderstanding and missed
opportunities for integration. Moreover, the DHS CIO does not have
authority and control over departmentwide IT spending-although such
control is important for effective systems integration, as shown by GAO's
research on successful private and public sector organizations and
experience at federal agencies. Until its IT strategic framework is fully
defined and effectively implemented, DHS runs the risk that the component
agencies' ongoing investments-collectively costing billions of dollars in
fiscal year 2004-will need to be reworked in the future, so that they can
be effectively integrated and provide maximum value across DHS.

www.gao.gov/cgi-bin/getrpt?GAO-04-509.

To view the full product, including the scope and methodology, click on
the link above. For more information, contact Randolph C. Hite at (202)
512-3439 or [email protected].

Contents

Letter                                                                   1 
                                  Results in Brief                          2 
                                     Background                             4 
                 DHS Is in the Process of Defining Its Systems Integration  9 
                                                                  Strategy 
               DHS's Interim Steps to Reduce Risk of Rework for Ongoing IT 
                           Investments Are Not Sufficient                  14 
                                    Conclusions                            17 
                        Recommendations for Executive Action               17 
                         Agency Comments and Our Evaluation                18 

Appendixes

Appendix I: Appendix II:

Appendix III: Appendix IV: Scope and Methodology 20

Strategic Information Technology Management Framework Components 21

Comments from the Department of Homeland Security 23

GAO Contact and Staff Acknowledgments 26 GAO Contact 26 Acknowledgments 26

Figure Figure 1: Simplified DHS Organization Chart

Abbreviations

CIO Chief Information Officer
DHS Department of Homeland Security
FEMA Federal Emergency Management Agency
IT information technology
OMB Office of Management and Budget
TSA Transportation Security Administration

This is a work of the U.S. government and is not subject to copyright
protection in the United States. It may be reproduced and distributed in
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separately.

A

United States General Accounting Office Washington, D.C. 20548

May 21, 2004

The Honorable Don Young Chairman, Committee on Transportation and
Infrastructure House of Representatives

Dear Mr. Chairman:

When the Department of Homeland Security (DHS) began operations in March
2003, it faced the daunting task of bringing together 22 diverse agencies.
Not since the creation of the Department of Defense had the federal
government undertaken a transformation of this magnitude. As we previously
reported,1 such a transformation poses significant management and
leadership challenges, one of which is integrating the 22 agencies'
respective mission support, administrative, and infrastructure (e.g.,
networks) information technology (IT) systems.

In response to your request to review this system integration challenge,
we agreed with your office to determine (1) whether DHS has defined its
systems integration strategy and (2) how DHS is ensuring that component
agency system investments are aligned with the department's strategic
direction. In performing our work on the second objective, as you
requested, we focused on three DHS component agencies: the Federal
Emergency Management Agency, the Transportation Security Administration,
and the Coast Guard. Our work at DHS and component agencies was performed
in accordance with generally accepted government auditing standards.
Details of our scope and methodology are in appendix I.

1For example, see U.S. General Accounting Office, Major Management
Challenges and Program Risk: Department of Homeland Security, GAO-03-102
(Washington, D.C.: January 2003) and Homeland Security: Proposal for
Cabinet Agency Has Merit, but Implementation Will be Pivotal to Success,
GAO-02-886T (Washington, D.C.: June 25, 2002).

Results in Brief	DHS is in the process of defining its systems integration
strategy. The department has several efforts under way: finalizing a draft
IT strategic plan, institutionalizing its recently revised IT capital
planning and investment control processes, and developing the next version
of its enterprise architecture.2 DHS initiated these efforts shortly after
it began operations, and it plans to have them fully in place before the
end of 2004. If defined and implemented properly, these efforts could go a
long way toward providing the necessary strategic IT management framework
for, among other things, integrating DHS's current and future systems and
aligning them with the department's strategic goals and mission. According
to DHS's Chief Information Officer (CIO), who is responsible for leading
these efforts, progress to date on the systems integration strategy has
been impeded by (1) insufficient staffing; (2) higher priority demands,
such as establishing a departmentwide e-mail system; and (3) near-term,
highpayoff opportunities, such as consolidating wireless communication
capabilities. Nevertheless, the CIO stated that completing DHS's strategic
IT management framework is important and an area of focus in 2004 because
the longer the department's component organizations continue to invest in
systems without such an effectively implemented framework, the greater the
risk that these component systems will later require costly rework to
integrate.

Until the framework has been completed, DHS is taking interim steps that
are intended to address ongoing and planned component IT investments'
integration and alignment with the evolving framework. These steps include
(1) departmental assessment and approval of certain major investments, (2)
component agencies' continued use of the same strategic IT management
structures and processes that they had before the department was formed,
and (3) meetings between persons in these components who are responsible
for ongoing and planned IT investments and those persons who are putting
in place the department's strategic IT management framework. While these
steps have merit, they do not provide adequate assurance of strategic
alignment across the department, and thus the risk is increased that the
component agencies' ongoing investments, collectively costing billions of
dollars in fiscal year 2004, will need to be reworked at some future point
to be effectively integrated and maximize

2An enterprise architecture is the explicit description and documentation
of the current and desired relationships among business and management
processes and information technology. It describes the "current
architecture" and "target architecture."

departmentwide value. For example, the second step continues reliance on
the components' various approaches that produced the diverse set of
systems that the department inherited, while the third relies too heavily
on oral communication about strategic contexts and frames of reference
that have not yet been fully defined, thus increasing the chances of both
misunderstanding and missed integration opportunities. Moreover, they do
not provide the department's CIO with the level of IT spending authority
and control that our research at leading organizations and past work at
federal departments and agencies has shown is important for effective
integration of systems across organizational components.

To help DHS better manage the risks that it faces, we are making
recommendations to the Secretary aimed at limiting the department's
nearterm investment in new and existing IT systems until the department's
strategic IT management framework is sufficiently defined and the
department's CIO has sufficient authority to effectively implement it.
Examples of our recommended areas of near-term investment are
costeffective efforts that are congressionally directed, take advantage of
relatively small, low-risk opportunities to leverage technology in
satisfying a compelling homeland security need, or support operations and
maintenance of existing systems critical to DHS's mission.

In commenting on a draft of this report, DHS did not agree or disagree
with our findings, conclusions, or recommendations. Rather, the department
described DHS's IT challenges and priorities and provided documentation on
them, including efforts to achieve its priorities. The information
conveyed in DHS's comments is consistent with information obtained during
our review that showed progress and plans for institutionalizing the
department's strategic IT management framework.

Background	In the aftermath of the terrorist attacks of September 11,
2001, responding to potential and real threats to homeland security became
one of the federal government's most significant challenges. To address
this challenge, the Congress passed, and the President signed, the
Homeland Security Act of 2002, which merged 22 federal agencies and
organizations into DHS, making it the third largest federal department,
with an annual budget of about $40 billion.3 As we previously reported,4
one of the department's key challenges will be integrating the 22
components' respective IT organizations and the approximately 700 mission
support, administrative, and infrastructure IT systems.

DHS Mission and Organization

In establishing the new department, the Congress defined a seven-point
mission for DHS:

o  prevent terrorist attacks within the United States;

o  reduce the vulnerability of the United States to terrorism;

o  minimize the damage and assist in the recovery from terrorist attacks;

o 	carry out all functions of entities transferred to the department,
including acting as a focal point regarding natural and man-made crises
and emergency planning;

o 	ensure that the functions of the components within the department that
are not directly related to securing the homeland are not diminished or
neglected;

o 	ensure that the overall economic security of the United States is not
diminished by efforts aimed at securing the homeland; and

o 	monitor connections between illegal drug trafficking and terrorism,
coordinate efforts to sever such connections, and otherwise contribute to
efforts to interdict illegal drug trafficking.

3U.S. Department of Homeland Security, Budget in Brief: Fiscal Year 2005.
4See GAO-03-102 and GAO-02-886T.

To help accomplish this integrated homeland security mission, the various
mission areas and associated programs of 22 federal agencies were merged,
in whole or in part, into DHS. The department's organizational structure
generally consists of eight major entities, the U.S. Secret Service, the
U.S. Coast Guard, the Bureau of Citizenship and Immigration Services, and
five directorates-Border and Transportation Security, Emergency
Preparedness and Response, Science and Technology, Information Analysis
and Infrastructure Protection, and Management (see fig. 1).

                  Figure 1: Simplified DHS Organization Chart

Source: GAO.

Within the Management Directorate is the DHS Office of the CIO, which is
assigned primary responsibility for addressing departmentwide system
integration issues. According to the CIO, this office is responsible for,
among other things, developing and facilitating the implementation of such
integration enablers as the department's IT strategic plan, key aspects of
the IT investment management process, and enterprise architecture. (Each
of these three system integration enablers is discussed in greater detail
in app. II.) According to the CIO, his office was authorized 65 positions5
and provided $245 million in funding for fiscal year 2004.6

5Of these positions, 14 are currently vacant, and 9 are in the process of
being filled.

6Of this amount, $185 million is for new systems, and $60 million is for
operation and maintenance of existing systems.

DHS Predecessor Agencies and Programs Have Varying Characteristics

The 22 agencies and agency components that were merged into DHS vary in a
number of ways, including their time in existence, size, and mission
focus, the latter ranging from law enforcement and border security to
biological research, computer security, and disaster mitigation. The
Federal Emergency Management Agency (FEMA), the Transportation Security
Administration (TSA), and the U.S. Coast Guard illustrate this variety:

o 	FEMA: This agency was formed about 25 years ago to consolidate
emergency and disaster relief functions that were spread across several
federal agencies. FEMA's mission is to help the United States prepare for,
prevent, respond to, and recover from disasters. FEMA, which is now in
DHS's Emergency Preparedness and Response directorate, has about 2,500
full-time employees, an additional 5,000 stand-by disaster reservists, and
an annual operating budget of about $4.8 billion.

o 	TSA: This agency was established about 2 1/2 years ago as part of the
U.S. Department of Transportation in response to the September 11
terrorist attacks. TSA's mission includes ensuring safety in civil
aviation and at airports through screening, intelligence, education, and
regulation. Now in DHS's Border and Transportation Security directorate,
TSA has about 53,000 employees and an annual operating budget of about
$5.3 billion.

o 	Coast Guard: This agency was established over 200 years ago, and in
time of war is under the direction of the Department of the Navy. The
Coast Guard's mission is to protect the public, the environment, and U.S.
economic and security interests in international waters and America's
coasts, ports, and inland waterways. The Coast Guard, which is an agency
that reports directly to the DHS Secretary, has approximately 39,000
full-time military personnel, 6,000 full-time permanent civilian
employees, and an operating budget of about $7.5 billion.

Each of the 22 agencies or agency components also brought with it its
individual IT management organization. In particular, FEMA, TSA, and the
Coast Guard each have CIO organizations to perform IT management
functions, such as investment management, information security, and
enterprise architecture. According to FEMA, its CIO organization has about
262 permanent employees and approximately 70 temporary (disaster-related)
employees. TSA reports that its CIO organization has roughly 145
employees. The Coast Guard reports that its CIO organization has
approximately 140 employees. Collectively, these three CIO organizations
account for about 600 authorized

positions and control about $3.6 billion in fiscal year 2004 IT budget and
spending.

Integrating 22 Component Organizations' Numerous and Diverse IT Systems
Poses a Formidable Challenge

In addition to the aforementioned differences among the 22 agencies and
agency components, the 22 agencies also brought their respective IT
systems. DHS inherited about 700 of these systems, and, according to the
DHS CIO, the department has categorized them into three groups: direct
mission support, back office, and infrastructure. In fiscal year 2004, DHS
requested about $4.1 billion-the third largest IT budget in the federal
government7-to manage these systems, including operating and maintaining
existing systems and acquiring new systems that were being initiated or
were under way within the 22 agencies and agency components before the
department was formed. Examples of new system investments include the
following in the Border and Transportation Security directorate:

o 	Integrated Surveillance Intelligence System: This system is to provide
full-time border coverage through ground-based sensors, fixed cameras, and
computer-aided detection capabilities. For fiscal year 2004, funding for
the system is about $55.7 million. The life-cycle cost for the system is
estimated to be about $1.17 billion.

o 	Computer Assisted Passenger Prescreening System II: This system, better
known as CAPPS II, is to identify airline passengers requiring additional
security attention. For fiscal year 2004, funding for the system is about
$45 million. The life-cycle cost of the system through fiscal year 2008 is
estimated to be about $380 million.8

o 	Automated Commercial Environment: This system, also known as ACE, is to
be a new trade processing system that is planned to support effective and
efficient movement of goods into the United States. For

7Office of Management and Budget, Budget of the U.S. Government, Fiscal
Year 2005, Report on IT Spending for the Federal Government for Fiscal
Years 2003, 2004, and 2005. According to this document, the Departments of
Defense and Health and Human Services have the first and second largest IT
budgets, respectively.

8U.S. General Accounting Office, Aviation Security: Computer-Assisted
Passenger Prescreening System Faces Significant Implementation Challenges,
GAO-04-385 (Washington, D.C.: February 2004).

fiscal year 2004, funding for the system is about $318.7 million. The
lifecycle cost of the system is estimated to be about $1.5 billion.9

o 	United States Visitor and Immigrant Status Indicator Technology: This
system, commonly called US-VISIT, is to strengthen management of the
pre-entry, entry, status, and exit of foreign nationals who travel to the
United States. For fiscal year 2004, funding for US-VISIT is about $330
million. The department did not provide us with an estimated lifecycle
cost for the system.10

Control over the department's IT budget is vested primarily with the CIO
organizations within each of its component organizations. These component
CIO organizations are accountable to the heads of DHS's respective
organizational components. For example, the CIO for the Bureau of Customs
and Border Protection, which is a component of the Border and
Transportation Security directorate, reports to the Commissioner of
Customs and Border Protection, not to the DHS CIO.

To maximize its mission performance, DHS faces the enormous task of
integrating and consolidating its roughly 700 systems. This includes
exploiting opportunities to eliminate and consolidate systems in order to
improve mission support and reduce system costs. As we recently
reported,11 OMB, before DHS's formation, reviewed the IT investments
within the department's predecessor agencies and agency components to
identify, among other things, whether savings could be realized through
integration and consolidation. In July 2002, OMB reported that 2-year
savings of between $165 million and $285 million could be possible through
consolidation of the components' IT investments in infrastructure and
business systems alone. OMB also acknowledged that at the time of its
review, the anticipated budgetary savings had not yet occurred, and for
that reason, it assigned DHS responsibility for executing the
consolidations and tracking savings when they are realized. Accordingly,
we recommended,

9U.S. General Accounting Office, Automated Commercial Environment
Progressing, but Further Acquisition Management Improvements Needed,
GAO-03-406 (Washington, D.C.: February 2003).

10U.S. General Accounting Office, Risks Facing Key Border and
Transportation Security Program Need to Be Addressed, GAO-03-1083
(Washington, D.C.: September 2003).

11For more information, see U.S. General Accounting Office, Information
Technology: OMB and Department of Homeland Security Investment Reviews,
GAO-04-323 (Washington, D.C.: February 2004).

among other things, that DHS periodically report to its congressional
committees the budgetary savings that result from department consolidation
and integration efforts.

DHS Is in the Process of Defining Its Systems Integration Strategy

Our research on successful public and private sector organizations and our
experience in reviewing the management of agency integration efforts shows
that those entities that were successful in such integration relied on
effective strategic IT management frameworks to guide their efforts,
including developing IT strategic plans, implementing effective IT
investment management and decision-making practices, and developing and
enforcing an enterprise architecture.12 Moreover, we have previously
reported that the effective integration of new and existing IT systems is
a critical success factor for DHS because this integration is a means to
(1) more efficient operations, through, for example, elimination of system
redundancies and overlap, and (2) more effective operations, through, for
example, increased information sharing within DHS and between it and other
agencies involved in homeland security (e.g., the Federal Bureau of
Investigation and the Central Intelligence Agency).13 The tenets of
developing and using a strategic management framework are described in our
prior research on best practices in private-sector firms and government
organizations14 and are called for in federal IT management laws and
guidance, such as the Clinger-Cohen Act15 and OMB Circular No. A-130.16
Jointly, the act and circular direct federal agencies to develop and

12For example, see U.S. General Accounting Office, Information Technology:
A Framework for Assessing and Improving Enterprise Architecture Management
(Version 1.1), GAO03-584G (Washington, D.C.: Apr. 1, 2003); Information
Technology Investment Management: A Framework for Assessing and Improving
Process Maturity (Version 1.1), GAO-04-394G (Washington, D.C.: March
2004); and Executive Guide: Improving Mission Performance through
Strategic Information Management and Technology, GAO/AIMD-94115
(Washington, D.C.: May 1994).

13For example, see U.S. General Accounting Office, Major Management
Challenges and Program Risks: Department of Homeland Security, GAO-03-102
(Washington, D.C.: January 2003).

14We have issued guidance to agencies related to enterprise architecture,
IT investment management, and other management issues. For example, see
GAO-03-584G and GAO-04394G.

15Clinger-Cohen Act, 40 U.S.C. 11101-11703.

16Office of Management and Budget, Management of Federal Information
Resources, Circular No. A-130.

implement systems integration strategies through a comprehensive strategic
IT management framework that, among other things, includes

o 	developing and implementing an IT strategic plan that defines how IT
will be managed to support agency missions;

o 	establishing and implementing an IT investment management process that
is linked to budget formulation and execution, and provides for continuous
and informed investment decision-making based on the relative costs,
benefits, and risks of competing investment options; and

o 	developing and implementing an enterprise architecture that describes
the current and future operational and technological states and provides a
plan for sequencing between the two states that can be used for system
acquisition and investment decision-making purposes.

(Each of these framework components is described in more detail in app.
II.) The processes and tools associated with these strategic management
disciplines serve to provide a common, authoritative understanding of both
the desired ends, such as systems integration, and the means to these
ends.

DHS has not yet completed a systems integration strategy, but it is in the
process of doing so through its ongoing efforts to finalize a draft IT
strategic plan, institutionalize a recently revised IT investment
management process, and develop a more complete enterprise architecture.
Each is discussed below.

o 	 IT strategic plan. DHS is in the process of finalizing a draft plan.
According to a March 2004 draft,17 which department officials told us was
current, the plan is to be the driving force in establishing DHS's
strategic IT management framework. Its stated purpose is to discuss how
the department plans to manage and use IT to achieve strategic mission
goals.

To achieve mission goals, the plan identifies eight priorities for 2004:
information sharing, mission rationalization, portfolio management,
security, single infrastructure, enterprise architecture, governance, and
human capital. DHS officials said that, when completed, the plan is to

17Department of Homeland Security, Information Resources Management
Strategic Plan 2003-2008 v. 1.0, draft (Washington, D.C.: March 2004).

define the associated steps to achieve each priority. For example, to
achieve the priority of a single infrastructure, which calls for the
establishment of a single wide area network and associated infrastructure
connecting the department's components, the plan identifies eight
initiatives-such as establishing enterprise information assurance,
implementing a standard desktop computing environment, and consolidating
data centers. The plan also provides for establishing key IT management
processes and products-namely, investment management and enterprise
architecture, respectively-that the department views as essential to
implementing the plan. According to the CIO, the department has recently
identified a senior DHS business sponsor and a member of the CIO's office
to develop detailed plans for each priority, and these plans are to be
completed by mid-2004.

o 	Investment management process. DHS has developed and has begun
implementing a departmental IT investment management process.
Specifically, in May 2003, DHS issued an investment review management
directive and an IT capital planning and investment control guide, which
specify investment documentation and review requirements. The stated
purpose of the management directive includes ensuring that spending on IT
investments directly supports DHS's mission goals and objectives, and that
duplicative spending on system investments is identified for cost-saving
consolidation. Among other things, this directive requires that system
investments support the department's mission goals and objectives,
including those identified in the IT strategic plan, enterprise
architecture, other department policies and strategies (e.g., business
strategic plan), and federal strategies and guidance (e.g., the National
Strategy for Homeland Security18). The directive also requires that as
part of the investment approval process, component organizations
demonstrate to executive management that proposed project requirements are
consistent with DHS's strategic plans and enterprise architecture.

We reported in February 200419 that this process was being refined and
institutionalized. For example, while DHS had established a

18Office of Homeland Security, The White House, National Strategy for
Homeland Security (Washington, D.C.: July 2002).

19For more information, see U.S. General Accounting Office, Information
Technology: OMB and Department of Homeland Security Investment Reviews,
GAO-04-323 (Washington, D.C.: February 2004).

departmentwide IT Investment Review Board for managing and overseeing
expensive and mission-critical system investments, the board had only
reviewed 9 investments, while about 100 investments were eligible for
review. Accordingly, we recommended that DHS develop a schedule for
reviewing the investments under its control and oversight. According to
the CIO, DHS has since refined its investment review and control process
by, for example, creating a hierarchy of investment review boards,
adjusting the criteria governing the level of board review needed for
projects, and developing templates and other tools to aid in the review
process. The CIO stated that the potential effect of these changes will be
to expedite the backlog of project reviews. DHS is now focusing on
institutionalizing this process, including developing review schedules for
the respective boards.

o 	Enterprise architecture: DHS is in the process of developing the next
version of its enterprise architecture. In August 2003, DHS issued the
first version of its architecture, which DHS officials described as
conceptual and high-level. Nevertheless, DHS officials said the department
has been able to use the architecture on a limited basis to, for example,
consolidate investments into related areas in developing the department's
fiscal year 2005 budget request, including identifying opportunities to
merge proposals. DHS plans to continue evolving the architecture and issue
another version in September 2004. We are currently reviewing the initial
version of the architecture at the request of the Chairman of the House
Subcommittee on Technology, Information Policy, Intergovernmental
Relations and the Census, Committee on Government Reform.

According to the CIO, although DHS started working on its strategic IT
management framework soon after the department began operation, progress
to date on completing the framework-which would provide, among other
things, a departmentwide systems integration strategy-has been impeded by
(1) insufficient staffing; (2) higher priority demands, such as
establishing a departmentwide e-mail system and linking and consolidating
existing DHS component networks; and (3) near-term, highpayoff
opportunities, such as consolidating wireless communication and computer
operations capabilities, and linking DHS networks with partner agencies
outside the department.

Of these three issues, the CIO stated that insufficient staffing is
currently the biggest obstacle. More specifically, the CIO said that his
office received substantially less staff than he requested when the
department was originally established in 2003. To illustrate his
statement, the CIO said that after studying other comparably sized federal
department CIO organizations, he requested approximately 163 positions.
However, he said that his office received about 65 positions. The CIO also
said that his office does not have authority over the hundreds of staff in
the component CIO offices and billions of dollars that the 22 agencies and
agency components control, and he acknowledged that DHS components often
each have substantially more IT staff resources than his office. In
contrast, according to our research on leading private and public sector
organizations and experience at federal agencies, leading organizations
adopt and use an enterprisewide approach under the leadership of a CIO or
comparable senior executive who has the responsibility and authority,
including budgetary and spending control, for IT across the entity.20

Additionally, the CIO told us that completing the department's strategic
IT management framework and implementing the kind of IT budgetary control
and authority model needed for its effective implementation and
enforcement is important and is an area of focus in 2004. The CIO added
that completing this effort is important because the department continues
to make substantial IT investments without the strategic management
framework and the IT spending authority and control model needed to
effectively integrate new and existing systems across the department. Our
research on leading organizations and our experience at federal agencies
show that proceeding in this manner increases the risk that investments
may later require expensive rework to be effectively integrated and
brought into alignment with the framework.21

20For example, see U.S. General Accounting Office, Architect of the
Capitol: Management and Accountability Framework Needed for Organizational
Transformation, GAO-03-231 (Washington, D.C.: January 2003) and Maximizing
the Success of Chief Information Officers: Learning from Leading
Organizations, GAO-01-376G (Washington, D.C.: February 2001).

21For example, see GAO-03-231 and GAO-01-376G.

DHS's Interim Steps to Reduce Risk of Rework for Ongoing IT Investments
Are Not Sufficient

OMB has issued guidance to federal agencies directing them to develop and
implement management structures and processes to ensure proper alignment
between IT system investments and mission goals, strategic visions, plans,
and future architectural states.22 Additionally, our prior reviews at
federal agencies and research on enterprise IT management have shown that
attempts to align new and existing systems without an effective strategic
management framework increase the risk of investing in system solutions
that are duplicative, are not well integrated, are unnecessarily costly to
maintain and interface, and do not effectively optimize mission
performance.23 Accordingly, until agencies develop strategic management
frameworks, we have recommended24 limiting IT spending to cost-effective
efforts that are congressionally directed; are near-term, relatively
small, and low-risk opportunities to leverage technology in satisfying a
compelling agency need; support operations and maintenance of existing
mission-critical systems; involve deploying an already developed and fully
tested system; or support the establishment of an agency's strategic IT
management framework.

Although DHS has defined and is institutionalizing structures and
processes for IT investment management that are intended to align
investments with the department's strategic direction, these investment
management structures and processes are not yet fully implemented.
Moreover, two key ingredients to effective investment management-a
departmentwide IT strategic plan and the next version of the enterprise
architecture-are not yet in place. In the interim, DHS has relied on its
evolving investment management structures and processes. In addition, DHS
officials told us that component agencies and organizations have followed
the respective investment management approaches, strategic plans, and
architectures that existed within their pre-DHS organizations, augmented
by informal contacts with department-level strategic planners and
architects, and consideration of the President's National Strategy for

22OMB Circulars No. A-130 and No. A-11.

23GAO/AIMD-10.1.23.

24For example, see U.S. General Accounting Office, Tax Systems
Modernization: Blueprint Is a Good Start, but Not Yet Sufficiently
Complete to Build or Acquire Systems,

GAO/AIMD/GGD-98-54 (Washington, D.C.: February 1998).

Homeland Security25 and statutory provisions related to homeland security,
such as the Maritime Transportation Security Act. The use of these
respective approaches is evident in the following three IT system
investments from FEMA, TSA, and Coast Guard. According to the three
components, these are illustrative of how each is ensuring that its IT
investments are aligned with the department's strategic direction:

o 	Grant Business Management System. FEMA began acquiring this system in
2003 to automate its end-to-end grant management processes. According to
FEMA, the system is to be fully operational by fiscal year 2009, and about
$8.2 million is to be spent on it in fiscal year 2004. Currently, FEMA
reports that the system's requirements have been defined and system design
activities are under way. To justify its 2004 investment in the system,
agency officials told us that they followed internal FEMA investment
management processes, including explicitly mapping the system's functions
to the goals and objectives in the National Strategy for Homeland
Security, the President's Management Agenda,26 and the FEMA Strategic
Plan. These officials also told us that they have since begun to justify
the system's fiscal year 2005 request following DHS's capital planning and
investment control guidance, augmented by meetings with DHS's enterprise
architecture team to discuss the system's alignment with the department's
strategic direction. According to the officials, these meetings were not
documented, but they said a discussion topic was the system's
mission-needs statement, and whether it could be linked to the DHS
enterprise architecture.

o 	Integrated Intermodal Information System. TSA began developing this
system in 2003 to integrate selected multimodal passenger and cargo data
for the purpose of identifying suspicious or anomalous situations. During
fiscal year 2004, TSA plans to spend about $1 million for the concept
development phase of the system. In proposing the system, agency officials
stated that they followed TSA internal investment management processes,
including linking the system's mission needs statement and its
requirements with the goals and objectives specified in the National
Strategy on Homeland Security and the President's

25Office of Homeland Security, The White House, National Strategy for
Homeland Security (Washington, D.C.: July 2002).

26The agenda points out important challenges for the federal government.
It is intended to focus agencies' efforts on making progress in achieving
management and performance improvements.

Management Agenda. However, system initiation documents show only that TSA
linked the system to TSA's draft strategic plan. The officials said that
as the system acquisition progresses, they plan to follow the DHS
investment management process, including the appropriate steps to ensure
that the system is aligned with DHS's strategic plans and enterprise
architecture.

o 	Aviation Logistics Management Information System. The Coast Guard began
acquiring this system in 2001 to support aircraft operations, logistics,
and maintenance. In 2002, and after about $12.3 million was invested, the
system began operating; the Coast Guard reports that it spends about $5
million each year to operate and maintain it. Coast Guard officials told
us that they followed internal Coast Guard capital planning and investment
control guidance, along with OMB guidance, in justifying this and other IT
investments as part of the annual budget cycle. Project documentation
shows that system performance goals and measures have been mapped to the
Coast Guard's annual performance plan and strategic plan. The Coast Guard
Chief Knowledge Officer said that since the Coast Guard became a separate
component agency within DHS, it has continued to monitor the system's
strategic alignment using this same capital planning and investment
control guidance.

In summary, these examples show that to align their ongoing system
investments with DHS's evolving systems integration strategy, the
component organizations have thus far relied primarily on the respective
investment management approaches, strategic plans, and architectures that
existed within their pre-DHS organizations, augmented by informal contacts
with department-level strategic planners and architects, and consideration
of the President's National Strategy on Homeland Security. However, this
approach continues reliance on the components' individual IT strategies,
investment processes, and architectures that produced the diverse set of
systems that the department inherited when it was established. In
addition, using informal communication relies too heavily on oral
discussions of complex strategic contexts and frames of reference that are
still being explicitly defined, thus increasing the chances of both
misunderstanding and misinformed decisions.

According to the DHS CIO and officials within the three component
organizations, this approach was adopted to permit the department to
pursue mission need-based system capabilities while the department's
strategic IT management framework was being developed. DHS officials said
that as the framework is institutionalized, component agencies are

beginning to use DHS processes. Nevertheless, the longer the department
continues to invest in major IT systems without the completed framework
and sufficient department-level CIO authority over component IT
organizations' resources and spending, the greater the risk is that new
and existing system investments will later require rework to be properly
aligned with the framework.

Conclusions	Having a well-defined and executed departmentwide strategic IT
management framework is critical to DHS's ability to effectively and
efficiently integrate its components' new and existing systems. DHS's CIO
recognizes this and has stated his commitment to ensuring that the
framework is put in place. However, DHS-wide allocation of resources
across the department has yet to reflect this criticality; huge sums are
going to component IT management organizations and investments, while
relatively fewer resources are being invested in the department's
strategic IT framework. Moreover, DHS has yet to assign the department's
CIO explicit authority over all of its IT spending. It is important that
DHS strike the proper balance between component organizations' pursuit of
new and enhanced systems and establishing the means for achieving its
departmentwide systems environment-a homogeneous family of systems that
optimally support departmentwide operations and mission performance. Steps
taken thus far have yet to strike this balance, which increases the risk
that today's IT system investments will have to be redone tomorrow to
produce the target systems environment.

Recommendations for Executive Action

Until DHS's strategic IT management framework is completed and available
to effectively guide and constrain the billions of dollars that it is
spending on IT investments, we recommend that the Secretary of Homeland
Security direct the heads of the department's directorates and agencies to
limit spending on their respective IT investments to costeffective efforts
that

o  are congressionally directed;

o 	take advantage of near-term, relatively small, low-risk opportunities
to leverage technology in satisfying a compelling homeland security need;

o 	support operations and maintenance of existing systems critical to
DHS's mission;

o  involve deploying an already developed and fully tested system; or

o 	support establishment of a DHS strategic IT management framework,
including IT strategic planning, enterprise architecture, and investment
management.

We also recommend that in determining the cost-effectiveness of these IT
investments, the Secretary direct the heads of DHS's directorates and
agencies to ensure that full consideration be given to the estimated cost
of any future system rework that would be needed to later align the system
with the department's emerging systems integration strategy.

Further, we recommend that the Secretary examine the sufficiency of IT
spending authority vested in the CIO and take appropriate steps to correct
any limitations in authority that constrain the CIO's ability to
effectively integrate IT investments in support of departmentwide mission
goals.

Agency Comments and Our Evaluation

In written comments on a draft of this report, which are reprinted in
appendix III, the DHS Assistant Secretary for Legislative Affairs did not
agree or disagree with our findings, conclusions, or recommendations.
Rather, the Assistant Secretary described DHS's IT challenges and
priorities, and provided documentation on them, including efforts to
achieve its priorities. Specifically, the Assistant Secretary stated that
three major IT challenges face DHS: ensuring that homeland security
employees have system-enabled solutions and tools to safeguard our
country, integrating existing IT systems within the context of the
department's enterprise architecture, and identifying and eliminating IT
system overlap and redundancy while not hampering ongoing mission
activities. In addition, the Assistant Secretary (1) identified eight
departmentwide priorities (e.g., IT portfolio management, enterprise
architecture, and information sharing) that the DHS and component CIOs
have set and (2) described efforts under way to develop business cases and
other plans needed to address the eight. The information conveyed in DHS's
comments is consistent with information obtained during the course of our
review that showed progress and plans for institutionalizing the
department's strategic IT management framework.

We will send copies of this report to the Secretary of Homeland Security,
and the Director, OMB. We will also make copies available to others upon
request. In addition, the report will be available at no charge on the GAO
Web site at http://www.gao.gov. If you have any questions on matters
discussed in this report, please contact me at (202) 512-3439 or at
[email protected]. Key contributors to this report are listed in appendix IV.

Sincerely yours,

Randolph C. Hite Director, Information Technology Architecture and Systems
Issues

Appendix I

Scope and Methodology

To evaluate whether the Department of Homeland Security (DHS) has defined
a systems integration strategy, we requested and reviewed relevant plans
and documents from the department, including policies, procedures,
guidance, and other business and information technology (IT) strategic
documents. Because these documents were being developed, we did not
evaluate their quality or completeness. We also interviewed DHS officials,
including the Chief Information Officer (CIO) and other department and
selected component agency officials responsible for strategic planning to,
among other things, identify the status of their efforts to develop an IT
strategic plan, to refine its capital planning and investment control
process, and to develop an enterprise architecture.

To determine how DHS is ensuring that component agency IT investments are
aligned with the department's strategic direction, we reviewed department
investment management policies and procedures and other associated
documents. We also interviewed DHS's CIO and other department officials
responsible for IT planning and investment management, including strategic
investment alignment. As requested, we focused on three DHS components
agencies: the Federal Emergency Management Agency (FEMA), the
Transportation Security Administration (TSA), and the U.S. Coast Guard. We
requested that each of these components provide a representative example
of an IT system investment that best demonstrated the interim steps that
it was taking to align system investments with DHS's evolving strategic IT
management framework. The examples provided were FEMA's Grant Business
Management System, TSA's Integrated Intermodal Information System, and the
Coast Guard's Aviation Logistics Management Information System. We
reviewed available documentation for the examples to determine how each
component is ensuring that investments are aligned with DHS's strategic
direction. We also interviewed FEMA, TSA, and Coast Guard officials as
necessary to understand the steps they had taken to strategically align
these investments.

We performed our work at DHS and component agency facilities in the
Washington, D.C., area from September 2003 through March 2004, in
accordance with generally accepted government auditing standards.

Appendix II

Strategic Information Technology Management Framework Components

The tenets of a strategic information technology (IT) management framework
are described in our prior research on best practices in privatesector
firms and government organizations1 and are called for in federal
management laws and guidance, such as the Clinger-Cohen Act2 and Office of
Management and Budget (OMB) Circular No. A-130.3 Three key components of
such a framework are an IT strategic plan, an IT investment management
process, and an enterprise architecture.

An IT strategic plan serves as a vision or road map for implementing
effective management controls and marshalling resources in a manner that
will facilitate leveraging of IT to support mission goals and outcomes.
The strategic plan should be tied to and support the agency strategic plan
and provide for establishing and implementing IT management processes.
Among other things, the plan should describe the management processes
required for the IT function to execute its roles and responsibilities,
thereby facilitating achievement of agency missions.

An IT investment management process provides a systematic method for
agencies to minimize risks while maximizing return on investment. A
central element of the federal approach to investment management has been
the select/control/evaluate model. This model was initially identified in
our Strategic Information Management Executive Guide,4 expanded in OMB's
investment guidance,5 and then refined in our subsequent guidance.6

1We have issued guidance to agencies related to enterprise architecture,
IT investment management, and other management issues. For example, see
U.S. General Accounting Office, Information Technology: A Framework for
Assessing and Improving Enterprise Architecture Management (Version 1.1),
GAO-03-584G (Washington, D.C.: April, 2003) and Information Technology
Investment Management: A Framework for Assessing and Improving Process
Maturity (Version 1.1), GAO-04-394G (Washington, D.C.: March 2004).

2Clinger-Cohen Act, 40 U.S.C. 11101-11703.

3Office of Management and Budget, Management of Federal Information
Resources, Circular No. A-130.

4U.S. General Accounting Office, Executive Guide: Improving Mission
Performance through Strategic Information Management and Technology,
GAO/AIMD-94-115 (Washington, D.C.: May 1994).

5Executive Office of the President, Office of Management and Budget,
Evaluating Information Technology Investments, A Practical Guide
(Washington, D.C.: November 1995).

6GAO-04-394G.

Appendix II Strategic Information Technology Management Framework
Components

During the select phase, the organization (1) identifies and analyzes each
project's risks and returns before committing significant funds to any
project and (2) selects those projects that will best support its mission
needs. During the control phase, the organization ensures that, as
projects develop and investment expenditures continue, the project
continues to meet mission needs at the expected levels of cost and risk.
If the project is not meeting expectations or if problems have arisen,
steps are quickly taken to address the deficiencies. If mission needs have
changed, the organization is able to adjust its objectives for the project
and appropriately modify expected project outcomes. During the evaluate
phase, actual versus expected results are compared after a project has
been fully implemented. This is done to (1) assess the project's impact on
mission performance, (2) identify any changes or modifications to the
project that may be needed, and (3) revise the investment management
process based on lessons learned.

As discussed in our framework for assessing and improving enterprise
architecture management,7 an enterprise architecture provides a clear and
comprehensive picture of the structure of an entity, whether an
organization or a functional or mission area. It is an essential tool for
effectively and efficiently engineering business processes and for
implementing and evolving supporting systems. More specifically,
enterprise architectures are systematically derived and captured
blueprints or descriptions-in useful models, diagrams, and narrative-of
the mode of operation for a given enterprise. This mode of operation is
described in both (1) logical terms, such as interrelated business
processes and business rules, information needs and flows, data models,
work locations, and users, and (2) technical terms, such as hardware,
software, data, communications, security attributes, and performance
standards. They provide these perspectives both for the enterprise's
current, or "as is," environment and for its target, or "to be,"
environment, as well as a transition plan for moving from the "as is" to
the "to be" environment.

7GAO-03-584G.

Appendix III

Comments from the Department of Homeland Security

Appendix III Comments from the Department of Homeland Security Appendix
III Comments from the Department of Homeland Security

Appendix IV

                     GAO Contact and Staff Acknowledgments

GAO Contact Gary Mountjoy, (202) 512-6367

Acknowledgments	Barbara Collier, Vijay D'Souza, and Carl Urie made key
contributions to this report.

GAO's Mission	The General Accounting Office, the audit, evaluation and
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