Department of Homeland Security: Progress and Challenges in
Implementing the Department's Acquisition Oversight Plan
(13-JUN-07, GAO-07-900).
The Department of Homeland Security (DHS), the third largest
department in federal procurement spending in fiscal year 2006,
has faced ongoing cost, schedule, and performance problems with
major acquisitions and procurement of services. In December 2005,
DHS established an acquisition oversight program to provide
insight into and improve components' acquisition programs. In
2006, GAO reported that DHS faced challenges in implementing its
program. Congress mandated that DHS develop an oversight plan and
tasked GAO with analyzing the plan. GAO (1) evaluated actions DHS
and its components have taken to implement the acquisition
oversight plan and (2) identified implementation challenges. GAO
also identified opportunities for strengthening oversight
conducted through the plan. GAO reviewed relevant DHS documents
and GAO and DHS Inspector General reports and interviewed
officials in the office of the Chief Procurement Officer (CPO)
and nine DHS components.
-------------------------Indexing Terms-------------------------
REPORTNUM: GAO-07-900
ACCNO: A70669
TITLE: Department of Homeland Security: Progress and Challenges
in Implementing the Department's Acquisition Oversight Plan
DATE: 06/13/2007
SUBJECT: Federal procurement
Homeland security
Internal controls
Procurement evaluation
Procurement planning
Procurement policy
Procurement practices
Program evaluation
Strategic planning
Lessons learned
Executive agency oversight
Program implementation
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GAO-07-900
* [1]Results in Brief
* [2]Background
* [3]Plan Implementation Is Under Way, but Acquisition Planning O
* [4]The CPO Faces Challenges in Implementing Reviews and Correct
* [5]External Reviews and Knowledge Sharing Could Improve Acquisi
* [6]Conclusion
* [7]Recommendations for Executive Action
* [8]Agency Comments and Our Evaluation
* [9]GAO's Mission
* [10]Obtaining Copies of GAO Reports and Testimony
* [11]Order by Mail or Phone
* [12]To Report Fraud, Waste, and Abuse in Federal Programs
* [13]Congressional Relations
* [14]Public Affairs
Report to Congressional Committees
United States Government Accountability Office
GAO
June 2007
DEPARTMENT OF HOMELAND SECURITY
Progress and Challenges in Implementing the Department's Acquisition
Oversight Plan
GAO-07-900
Contents
Letter 1
Results in Brief 2
Background 4
Plan Implementation Is Under Way, but Acquisition Planning Oversight May
Not Be Sufficient 6
The CPO Faces Challenges in Implementing Reviews and Corrective Actions 9
External Reviews and Knowledge Sharing Could Improve Acquisition Oversight
9
Conclusion 11
Recommendations for Executive Action 11
Agency Comments and Our Evaluation 11
Appendix I Scope and Methodology 14
Appendix II Comments from the Department of Homeland Security 15
Tables
Table 1: Four Oversight Plan Reviews 6
Table 2: Potential Problems with Acquisition Planning Reviews 8
Figure
Figure 1: DHS Components with HCAs and Lines of Reporting 5
Abbreviations
AAP Advanced Acquisition Planning
CPO Chief Procurement Officer
DHS Department of Homeland Security
FEMA Federal Emergency Management Agency
FLETC Federal Law Enforcement Training Center
GCR Gulf Coast Recovery
HCA Head of Contracting Activity
OPO Office of Procurement Operations
This is a work of the U.S. government and is not subject to copyright
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separately.
United States Government Accountability Office
Washington, DC 20548
June 13, 2007
The Honorable Robert C. Byrd
Chairman
The Honorable Thad Cochran
Ranking Member
Subcommittee on Homeland Security
Committee on Appropriations
United States Senate
The Honorable David E. Price
Chairman
The Honorable Harold Rogers
Ranking Member
Subcommittee on Homeland Security
Committee on Appropriations
House of Representatives
Since it was established, the Department of Homeland Security (DHS) has
been responsible for integrating 22 federal agencies with disparate
missions into one department. In fiscal year 2006, DHS obligated $15.6
billion for goods and services, making it the third largest department in
federal procurement spending. DHS components have experienced ongoing
cost, schedule, and performance problems with major acquisitions as well
as procurement of services. Since January 2003, GAO has designated the
implementation and transformation of DHS a high-risk area, stating the
need for management capacity and oversight mechanisms.^1
In December 2005, DHS established an acquisition oversight program in
addition to existing oversight mechanisms, such as the investment review
process. The program is designed to provide the Chief Procurement Officer
(CPO) comprehensive insight into each component's acquisition programs and
disseminate successful acquisition management approaches throughout DHS.^2
In 2006, we reported that DHS faced challenges in implementing this
program, due to unclear accountability for acquisition outcomes and
inadequate staffing to conduct departmentwide oversight.^3 Subsequent to
our report, Congress, in a conference report accompanying the DHS fiscal
year 2007 Appropriations bill, directed DHS to submit a plan to the
Appropriations Committees by January 2007 identifying necessary oversight
resources and how improvements in the performance of its procurement
functions will be achieved.^4 GAO was required to assess the plan.
^1GAO, High-Risk Series: An Update, [15]GAO-03-119 (Washington D.C.:
January 2003).
^2DHS Management Directive 0784, Acquisition Oversight Program.
In April 2007, we briefed your Committees on our analysis and findings.
This report expands on that briefing. Specifically, we (1) evaluated the
actions DHS and its components have taken to implement the acquisition
oversight plan through May 2007 and (2) identified the challenges DHS
faces in implementing the plan. We also identified opportunities for
strengthening oversight conducted through the plan.
To conduct our work, we reviewed relevant GAO and DHS Office of the
Inspector General reports and DHS documents, such as the oversight plan,
completed reviews, and guidance to components. We interviewed officials in
the office of the CPO and nine DHS components. Appendix I presents our
scope and methodology in more detail. We conducted our work from February
2007 to June 2007 in accordance with generally accepted government
auditing standards.
Results in Brief
The CPO, responsible for providing oversight reviews to verify the
integrity of component acquisition processes, has taken several actions to
implement DHS's acquisition oversight plan. The plan generally
incorporates basic principles of an effective and accountable acquisition
function and includes mechanisms to monitor acquisition performance
through four recurring reviews: self-assessment, operational status,
on-site, and acquisition planning. Each of the 9 components with
procurement offices has completed the first self-assessment, which have
helped components identify and prioritize acquisition weaknesses. In
addition, each component has submitted initial operational status reports
to the CPO, which are currently under review. CPO-led teams are also
conducting on-site reviews of components. However, the CPO has not
developed sufficient mechanisms to verify that components complete key
elements of acquisition planning reviews. For example, most components
have not conducted an annual review of their acquisition planning
processes--though required to do so since December 2005--and the CPO has
yet to check whether components have fulfilled this requirement.
^3GAO, Interagency Contracting: Improved Guidance, Planning, and Oversight
Would Enable the Department of Homeland Security to Address Risks,
[16]GAO-06-996 (Washington, D.C.: Sept. 27, 2006).
^4H.R. Rep. No. 109-699, at 118 (2006).
DHS faces challenges in implementing its acquisition oversight plan.
First, the CPO has limited oversight resources to implement the plan, but
has made progress in increasing staff to authorized levels. Specifically,
when implementation of the plan began in 2006, only two personnel were
assigned acquisition oversight as their primary duty. The CPO received
funding for eight additional oversight positions and as of June 2007,
seven of the additional positions had been filled. Second, the CPO, who is
held accountable for departmentwide management and oversight of the
acquisition function, lacks sufficient authority to ensure components take
corrective actions based on oversight review recommendations. We have
previously recommended that the Secretary of Homeland Security provide the
CPO with sufficient enforcement authority to enable effective acquisition
oversight.
In addition to these challenges, we identified two opportunities based on
federal standards to strengthen internal controls for overseeing the
plan's implementation and for increasing knowledge sharing. Specifically,
periodic assessments of the oversight program by the DHS Inspector General
or an external auditor could help ensure that the plan maintains its
effectiveness over time. Sharing knowledge and lessons learned from the
oversight plan reviews through memorandums and regular meetings could
provide DHS's acquisition workforce with information needed to improve
their acquisition processes and better achieve DHS's mission.
To improve oversight provided in the plan, we are recommending that the
CPO reevaluate its approach to the acquisition planning reviews and
determine whether the oversight mechanisms are sufficient to improve
component acquisition planning. In addition, we are recommending that DHS
enhance internal controls to strengthen the effectiveness of the oversight
plan through periodic external reviews and knowledge sharing. In written
comments on a draft of this report, DHS concurred with our
recommendations. In addition, DHS commented on planned actions regarding
acquisition authority including revising a management directive and
designating the Chief Acquisition Officer for the department. DHS's
comments are included in their entirety in appendix II.
Background
In 2003, the Department of Homeland Security was created and tasked with
integrating numerous agencies and offices with varying missions from the
General Services Administration; the Federal Bureau of Investigation; and
the Departments of Agriculture, Defense, Energy, Health and Human
Services, Justice, Transportation, and Treasury; as well as the Coast
Guard and the Secret Service.
Eight DHS components have internal procurement offices with a Head of
Contracting Activity (HCA) who reports directly to the component head and
is accountable to the CPO.^5 The Office of Procurement Operations (OPO)
also has an HCA who provides contracting support to all other components
and reports directly to the CPO. The HCA for each component has overall
responsibility for the day-to-day management of the component's
acquisition function. Figure 1 shows the organizational relationship
between the HCAs and the CPO.
^5These components joined DHS with their own internal procurement offices.
Figure 1: DHS Components with HCAs and Lines of Reporting
Note: The Office of Procurement Operations provides contracting support to
multiple DHS components, not shown in this figure, which do not have their
own acquisition staff. During our review, Gulf Coast Recovery (GCR) had
its own HCA. CPO officials told us that as of May 2007 FEMA's HCA subsumed
responsibility for GCR contracting efforts.
Plan Implementation Is Under Way, but Acquisition Planning Oversight May Not Be
Sufficient
We reported in September 2006 that DHS planned to fully implement its
acquisition oversight program during fiscal year 2007.^6 The plan is
composed of four recurring reviews: self-assessment, operational status,
on-site, and acquisition planning. The CPO has issued an acquisition
oversight program guidebook, provided training on self-assessment and
operational status reviews, and began implementation of the four reviews
in the plan (see table 1).
Table 1: Four Oversight Plan Reviews
Description Frequency Status
Self-assessment
HCA for each component assesses Annually Components completed
the component's staff, processes, first assessment as
and programs. of March 2007
Operational status reviews
The component assesses the status Quarterly Components have
of the acquisition function and submitted their
submits a quarterly narrative and reports as of May
data on performance metrics to the 2007 and the CPO
CPO, and the CPO holds a quarterly review is under way
meeting with each individual HCA
to discuss the results.
The HCA has 30 days to provide the
CPO with an action plan in
response to the review and is
responsible to ensure that action
items are completed.
On-site reviews
A matrixed DHS team led by the CPO Minimum of once Office of
reviews each component's every 3 years Procurement
compliance with acquisition (rotating) unless Operations review
regulations, contract compelling reasons began in March 2007;
administration, use of good necessitate more Federal Law
business judgment, and frequent reviews Enforcement Training
verification of procurement data. Center (FLETC)
review to start in
The head of the component is June 2007
responsible for ensuring that the
findings of the reviews are acted
upon and closed out in a timely
manner.
Acquisition planning reviews
This review has three elements: Ongoing CPO review of
(1) Individual Acquisition acquisition plans
Plans-The CPO reviews component's under way
acquisition plans that exceed a
contract value of $50 million for
most components.^a
(2) Acquisition Planning Annually Not implemented as
Review-Component HCAs review planned
programs and assess acquisition
planning process.
(3) Advanced Acquisition Planning Quarterly Components enter
(AAP) database-Components are information into the
required to enter information on database
all acquisitions over $100,000
into the database.
Source: GAO analysis of DHS data.
aThe CPO reviews acquisitions that exceed $5 million for Secret Service
and FLETC.
^6 [17]GAO-06-996 .
The acquisition oversight plan generally incorporates basic principles of
an effective and accountable acquisition function and includes mechanisms
to monitor acquisition performance. Specifically, the plan incorporates
DHS policy, internal controls, and elements of an effective acquisition
function: organizational alignment and leadership, policies and processes,
human capital, knowledge and information management, and financial
accountability.^7 While it is too early to assess the plan's overall
effectiveness in improving acquisition performance, initial implementation
of the first self-assessment has helped most components prioritize actions
to address identified weaknesses. In addition, the CPO has helped several
components implement organizational and process changes that may improve
acquisition performance over time. For example, one component, with the
assistance of the CPO, elevated its acquisition office to a level
equivalent to its financial office.
However, the acquisition planning reviews are not sufficient to determine
if components' adequately plan their acquisitions. Federal acquisition
regulations and DHS directives require agencies to perform acquisition
planning in part to ensure good value, including cost and quality.
Component HCAs are responsible to ensure that acquisition plans are
completed in a timely manner, include an efficient and effective
acquisition strategy and the resulting contract action or actions support
the component's mission. Inadequate procurement planning can lead to
higher costs, schedule delays, and systems that do not meet mission
objectives. Several recent reviews have identified problems in DHS's
acquisition planning. In 2006, we reported that DHS often opted for speed
and convenience in lieu of planning and analysis when selecting a
contracting method and may not have obtained a good value for millions of
dollars in spending.^8 As part of a 2006 special review of Federal
Emergency Management Agency's (FEMA) contracts, DHS's CPO found
significant problems with the requirements process and acquisition
strategy and recommended in part that FEMA better plan acquisitions.^9 For
example, the CPO reported that FEMA's total cost for its temporary housing
program could have been significantly reduced if FEMA had appropriately
planned to acquire temporary homes before the fiscal year 2005 hurricane
season. A 2006 internal review of the Office of Procurement Operation's
contracts similarly found little evidence that acquisition planning
occurred in compliance with regulations. While a key goal of the oversight
program is to improve acquisition planning, we found potential problems
with each of the three elements of the acquisition planning reviews, as
shown in table 2.
^7GAO, Framework for Assessing the Acquisition Function at Federal
Agencies, [18]GAO-05-218G (Washington D.C.: September 2005).
^8 [19]GAO-06-996 .
^9As part of the oversight plan, the CPO conducts special on-site reviews
in response to issues that need immediate attention. At the request of the
Office of Management and Budget's Office of Federal Procurement Policy,
the CPO reviewed several FEMA programs in 2006, focusing on the Hurricane
Katrina response. The CPO is currently conducting a follow-up review of
FEMA to determine whether corrective actions have been taken.
Table 2: Potential Problems with Acquisition Planning Reviews
Purpose Potential Problems
CPO reviews certain individual acquisition plans
The CPO reviews certain The CPO's review is advisory because the
acquisition plans to ensure component HCA is responsible to ensure that
that each complies with the plan complies with regulations and that
regulations and policies and the resulting acquisition meets the
also provides recommendations component's mission requirements in an
and guidance. efficient and effective manner.
The HCA is not required to incorporate the
CPO's comments into the plan. Instead, the
HCA must document in the contract file how
the comments were addressed.
As a result, the CPO has little assurance
that review comments are included in the
final versions of the acquisition plans.
HCAs review their component's acquisition planning process each year
Annual reviews are intended to The CPO does not monitor whether HCAs
ensure the efficiency and complete the annual acquisition planning
effectiveness of the reviews.
components' acquisition
planning process. Most component HCAs were not aware of the
requirement to complete an annual
acquisition planning review and had not
done so.
As a result, HCAs and the CPO may not
identify and address poor acquisition
planning processes or opportunities to
strengthen processes.
HCAs update the AAP database
HCAs are to provide data into The CPO has not established an effective
the database to publicize mechanism to monitor the database:
contracting opportunities and
to assist components in In reviewing individual acquisition plans,
managing schedules for planned the CPO has not been able to establish a
acquisitions. process that allows them to check that
required information is entered into the
database.
During the first on-site review at the
Office of Procurement Operations, CPO
officials indicated they could not verify
the accuracy and completeness of Office of
Procurement Operations' information in the
database--as it had intended--because the
database does not retain historical data
for comparing the database to documents.
As a result, the CPO's visibility into the
components' planning activities is limited.
Source: GAO analysis of DHS data and interviews with DHS officials.
The CPO Faces Challenges in Implementing Reviews and Corrective Actions
DHS faces two challenges in achieving the goals of its acquisition
oversight plan. First, the CPO has had limited resources to implement the
plan reviews. When implementation of the plan began in 2006, only two
personnel were assigned acquisition oversight as their primary duty. The
CPO received funding for eight additional oversight positions. However,
officials told us that they have struggled to find qualified individuals.
As of June 2007, seven positions had been filled. As part of the
Department's fiscal year 2008 appropriation request, the CPO is seeking
two additional staff, for a total of 12 oversight positions. The CPO will
also continue to rely on resources from components to implement the plan,
such as providing staff for on-site reviews.
Second, while the CPO can make recommendations based on oversight reviews,
the component head ultimately determines what, if any, action will be
taken. DHS's organization relies on cooperation and collaboration between
the CPO and components to accomplish departmentwide acquisition goals.
However, to the extent that the CPO and components disagree on needed
actions, the CPO lacks the authority to require compliance with
recommendations. We have previously reported that the DHS system of dual
accountability results in unclear working relationships between the CPO
and component heads. DHS policy also leaves unclear what enforcement
authority the CPO has to ensure that acquisition initiatives are carried
out. In turn, we recommended that the Secretary of Homeland Security
provide the CPO with sufficient enforcement authority to effectively
oversee the Department's acquisitions--a recommendation that has yet to be
implemented.^10 CPO officials believe that there are other mechanisms to
influence component actions, such as providing input into HCA hiring
decisions and performance appraisals.
External Reviews and Knowledge Sharing Could Improve Acquisition Oversight
Making the most of opportunities to strengthen its acquisition oversight
program--along with overcoming implementation challenges--could position
the agency to achieve better acquisition outcomes. We identified two such
opportunities: periodic external assessments of the oversight program and
sharing knowledge gained from the oversight plan reviews across the
department.
^10GAO, Homeland Security: Successes and Challenges in DHS's Efforts to
Create an Effective Acquisition Organization, [20]GAO-05-179 (Washington,
D.C.: Mar. 29, 2005).
Federal internal control standards call for periodic external assessments
of programs to help ensure their effectiveness.^11 An independent
evaluation of DHS's acquisition oversight program by the Inspector General
or an external auditor could help strengthen the oversight conducted
through the plan and better ensure that the program is fully implemented
and maintaining its effectiveness over time. In particular, an external
assessment with results communicated to appropriate officials can help
maintain the strength of the oversight program by alerting DHS to
acquisition concerns that require oversight, as well as monitoring the
plan's implementation. For example, the plan initially called for
components to complete the self-assessment by surveying their acquisition
staff; however, the level of staff input for the first self-assessments
was left to the discretion of the HCAs. Specifically, CPO officials
advised HCAs to complete the questions themselves, delegate the completion
to one or more staff members, or select a few key people from outside
their organization to participate. While evolution of the plan and its
implementation is to be expected and can result in improvements, periodic
external assessments of the plan could provide a mechanism for monitoring
changes to ensure they do not diminish oversight.
Federal internal control standards also call for effective communication
to enable managers to carry out their responsibilities and better achieve
components' missions.^12 The CPO has been assigned responsibility for
ensuring the integrity of the oversight process--in part by providing
lessons learned for acquisition program management and execution. While
the CPO intends to share knowledge with components by posting lessons
learned from operational status reviews to DHS's intranet, according to
CPO officials, the Web site is currently limited to providing guidance and
training materials and does not include a formal mechanism to share
lessons learned among components. In addition to the Web site, other
opportunities may exist for sharing knowledge. For example, CPO officials
indicated that the CPO meets monthly with component HCAs to discuss
acquisition issues. The monthly meetings could provide an opportunity to
share and discuss lessons learned from oversight reviews. Finally,
knowledge could be regularly shared with component acquisition staff
through internal memorandums or reports on the results of oversight
reviews.
^11See GAO, Internal Control: Standards for Internal Control in the
Federal Government, [21]GAO/AIMD-00-21 .3.1 (Washington D.C.: November
1999).
^12 [22]GAO/AIMD-00-21 .3.1.
Conclusion
Integrating 22 federal agencies while implementing acquisition processes
needed to support DHS's national security mission is a herculean effort.
The CPO's oversight plan generally incorporates basic principles of an
effective acquisition function, but absent clear authority, the CPO's
recommendations for improved acquisition performance are, in effect,
advisory. Additional actions are needed to achieve the plan's objectives
and opportunities exist to strengthen oversight through enhanced internal
controls. Until DHS improves its approach for overseeing acquisition
planning, the department will continue to be at risk of failing to
identify and address recurring problems that have led to poor acquisition
outcomes.
Recommendations for Executive Action
To improve oversight of component acquisition planning processes and the
overall effectiveness of the acquisition oversight plan, we recommend that
the Secretary of Homeland Security direct the Chief Procurement Officer to
take the following three actions:
o Reevaluate the approach to oversight of acquisition planning
reviews and determine whether the mechanisms under the plan are
sufficient to monitor component actions and improve component
acquisition planning efforts.
o Request a periodic external assessment of the oversight plan
implementation and ensure findings are communicated to and
addressed by appropriate officials.
o Develop additional opportunities to share lessons learned from
oversight reviews with DHS components.
Agency Comments and Our Evaluation
We provided a draft of this report to DHS for review and comment. In
written comments, DHS generally agreed with our facts and conclusions and
concurred with all of our recommendations and provided information on what
actions would be taken to address them.
Regarding the recommendation on acquisition planning, DHS stated that
during on-site reviews they will verify that CPO comments on acquisition
plans have been sufficiently addressed. DHS is also developing training
for component HCAs and other personnel to emphasize that CPO comments
related to compliance with applicable laws and regulations must be
incorporated into acquisition plans. The CPO will also annually require an
acquisition planning review as part of the oversight plan's operational
status reviews. Additionally, DHS intends to change the advanced
acquisition planning database so that historical data are available for
review. With regard to the recommendation for periodic external assessment
of the oversight plan, DHS stated they plan to explore opportunities to
establish a periodic external review of the oversight program. However,
the first priority of the acquisition oversight office is to complete
initial component on-site reviews. For the recommendation to develop
additional opportunities to share lessons learned from oversight reviews,
DHS stated it intends to share consolidated information from operational
status and on-site reviews in regular meetings with component HCA staff.
In addition, the CPO plans to explore further opportunities for sharing
oversight results with the entire DHS acquisition community.
DHS also responded to a 2005 GAO recommendation on the issue of the CPO
lacking authority over the component HCAs. DHS commented that it is in the
process of modifying its acquisition lines of business management
directive to ensure that no DHS contracting organization is exempt. In
addition, DHS stated that the Under Secretary for Management has authority
as the Chief Acquisition Officer to monitor acquisition performance,
establish clear lines of authority for making acquisition decisions, and
manage the direction of acquisition policy for the department, and that
these authorities also devolve to the CPO. Modifying the management
directive to ensure no DHS contracting organization is exempt is a
positive step. However, until DHS formally designates the Chief
Acquisition Officer, and modifies applicable management directives to
support this designation, DHS's existing policy of dual accountability
between the component heads and the CPO leaves unclear the CPO's authority
to enforce corrective actions to achieve the department's acquisition
goals, which was the basis of our earlier recommendation.
DHS's letter is reprinted in appendix II. DHS also provided technical
comments which were incorporated as appropriate.
We are sending copies of this report to interested congressional
committees and the Secretary of Homeland Security. We will also make
copies available to others upon request. In addition, the report will be
available at no charge on GAO's Web site at [23]http://www.gao.gov .
If you or your staff have questions regarding this report, please contact
me at (202) 512-4841 or [email protected]. Contact points for our Offices of
Congressional Relations and Public Affairs may be found on the last page
of this report. Principal contributors to this report were Amelia Shachoy,
Assistant Director; William Russell; Tatiana Winger; Heddi Nieuwsma; Lily
Chin; Karen Sloan; and Sylvia Schatz.
John Hutton, Director
Acquisition and Sourcing Management
Appendix I: Scope and Methodology
To determine actions taken by DHS to implement the acquisition oversight
plan and challenges DHS faces, we reviewed prior GAO and DHS Office of the
Inspector General reports pertaining to acquisition oversight as well as
relevant DHS documents, such as the oversight plan, documents of completed
reviews and guidance to components, including training materials. We
interviewed officials in the CPO's office and the nine DHS components with
acquisition offices. We compared efforts undertaken to implement the plan
by DHS officials against established program policies, the fiscal year
2007 implementation schedule, and other guidance materials. We reviewed
four component self-assessments that were provided to us and also reviewed
areas in which the CPO provided assistance to components based on
self-assessment results. We also reviewed Standards for Internal Control
in the Federal Government.
We conducted our work from February 2007 to June 2007 in accordance with
generally accepted government auditing standards.
Appendix II: Comments from the Department of Homeland Security
(120651)
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Highlights of [31]GAO-07-900 , a report to congressional committees
June 2007
DEPARTMENT OF HOMELAND SECURITY
Progress and Challenges in Implementing the Department's Acquisition
Oversight Plan
The Department of Homeland Security (DHS), the third largest department in
federal procurement spending in fiscal year 2006, has faced ongoing cost,
schedule, and performance problems with major acquisitions and procurement
of services. In December 2005, DHS established an acquisition oversight
program to provide insight into and improve components' acquisition
programs.
In 2006, GAO reported that DHS faced challenges in implementing its
program. Congress mandated that DHS develop an oversight plan and tasked
GAO with analyzing the plan. GAO (1) evaluated actions DHS and its
components have taken to implement the acquisition oversight plan and (2)
identified implementation challenges. GAO also identified opportunities
for strengthening oversight conducted through the plan.
GAO reviewed relevant DHS documents and GAO and DHS Inspector General
reports and interviewed officials in the office of the Chief Procurement
Officer (CPO) and nine DHS components.
[32]What GAO Recommends
GAO is recommending that the CPO reevaluate the approach to the
acquisition planning reviews and that DHS enhance internal controls to
strengthen the oversight plan through periodic external reviews and
knowledge sharing. DHS concurred with GAO's recommendations.
The CPO has taken several actions to implement DHS's acquisition oversight
plan--which generally incorporates basic principles of an effective and
accountable acquisition function. The plan monitors acquisition
performance through four recurring reviews: self-assessment, operational
status, on-site, and acquisition planning. Each component has completed
the first self-assessment, which has helped components identify and
prioritize acquisition weaknesses. In addition, each component has
submitted an initial operational status report to the CPO and on-site
reviews are being conducted. Despite this progress, the acquisition
planning reviews are not sufficient to determine if components adequately
plan their acquisitions--in part because a required review has not been
implemented and the CPO lacks visibility into components' planning
activities.
DHS faces two key challenges in implementing its acquisition oversight
plan. First, the CPO has had limited oversight resources to implement plan
reviews. However, recent increases in staff have begun to address this
challenge. Second, the CPO lacks sufficient authority to ensure components
comply with the plan--despite being held accountable for departmentwide
management and oversight of the acquisition function. GAO has previously
recommended that DHS provide the CPO with sufficient enforcement authority
to enable effective acquisition oversight.
In addition to these challenges, GAO identified two opportunities to
strengthen internal controls for overseeing the plan's implementation and
for increasing knowledge sharing. Specifically, independent evaluations of
DHS's oversight program could help ensure that the plan maintains its
effectiveness over time. Sharing knowledge and lessons learned could
provide DHS's acquisition workforce with the information needed to improve
their acquisition processes and better achieve DHS's mission.
References
Visible links
15. http://www.gao.gov/cgi-bin/getrpt?GAO-03-119
16. http://www.gao.gov/cgi-bin/getrpt?GAO-06-996
17. http://www.gao.gov/cgi-bin/getrpt?GAO-06-996
18. http://www.gao.gov/cgi-bin/getrpt?GAO-05-218G
19. http://www.gao.gov/cgi-bin/getrpt?GAO-06-996
20. http://www.gao.gov/cgi-bin/getrpt?GAO-05-179
21. http://www.gao.gov/cgi-bin/getrpt?GAO/AIMD-00-21
22. http://www.gao.gov/cgi-bin/getrpt?GAO/AIMD-00-21
23. http://www.gao.gov/
24. http://www.gao.gov/
25. http://www.gao.gov/
26. http://www.gao.gov/fraudnet/fraudnet.htm
27. mailto:[email protected]
28. mailto:[email protected]
29. mailto:[email protected]
30. http://www.gao.gov/cgi-bin/getrpt?GAO-07-900
31. http://www.gao.gov/cgi-bin/getrpt?GAO-07-900
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