The Dept. of Homeland Security (DHS) invested more than $6 billion in 2009 on large-scale, info. tech. (IT) systems to help it achieve mission outcomes and transform departmentwide operations. For DHS to effectively leverage these systems as mission enablers and transformation tools, it needs to employ a number of institutional acquisition and IT mgmt. controls and capabilities, such as using an operational and technological blueprint to guide and constrain system investments and following institutional policies, practices, and structures for acquiring and investing in these systems. Also, employing rigorous and disciplined system life cycle mgmt. processes and having capable acquisition and IT mgmt. workforces.

Homeland Security: Despite Progress, DHS Continues to Be Challenged in Managing Its Multi-Billion Dollar Annual Investment in Large-Scale Information Technology Systems

This is a print on demand edition of a hard to find publication. Since 2003, the Dept. of Homeland Security (DHS) has been a designated as high risk because DHS had to transform 22 agencies into one dept., and failure to effectively address its mission and mgmt. risks could have serious consequences for national and economic security. This high-risk area includes: challenges in mgmt. functional areas, including acquisition, IT, financial, and human capital mgmt.; the impact of those challenges on mission implementation; and mgmt. integration. This testimony discusses DHS's progress and actions remaining in: (1) implementing its mgmt. functions; (2) integrating those functions and strengthening performance measurement; and (3) addressing the high-risk designation. Illustrations.

The National Flood Insurance Program (NFIP) has been on a high-risk list since March 2006 because of concerns about its long-term financial solvency and related operational issues. Significant management challenges also affect the Federal Emergency Management Agency¿s (FEMA) ability to administer NFIP. This report examines: (1) the extent to which FEMA¿s management practices affect the administration of NFIP; (2) lessons learned from the cancellation of FEMA¿s attempt to modernize NFIP¿s insurance management system; and (3) limitations on FEMA¿s authority that could affect NFIP¿s financial stability. Includes recommendations. Charts and tables. This is a print on demand report.

Significant management challenges exist for the Dept. of Homeland Security (DHS) as it continues to integrate its varied management processes, policies, and systems in areas such as financial management and information technology. These activities are primarily led by the Under Sec. for Management (USM). This report examined: (1) the extent to which DHS has developed a comprehensive strategy for management integration that includes the characteristics recommended in a 2005 report; (2) how DHS is implementing management integration; and (3) the extent to which the USM is holding the dept. and component management chiefs accountable for implementing management integration through reporting relationships. Charts and tables.

Dept. of Homeland Security (DHS) acquisitions represent hundreds of billions of dollars in life-cycle costs to support a wide range of missions. Creating acquisition policies and processes to provide insight into the performance of a wide array of complex investments, while also providing oversight for many component agencies new to acquisition management, has been an ongoing challenge for DHS. This report: (1) provides an update on DHS's efforts to implement acquisition oversight for all investments; (2) describes acquisition performance and common challenges across selected programs; and (3) provides individual profiles for 18 selected programs, 15 of which were major programs that had initiated acquisition activities. Charts and tables.

This book examines the processes and factors shaping the development of homeland security policies in the European Union (EU), within the wider context of European integration. The EU functions in a complex security environment, with perceived security threats from Islamist terrorists, migration and border security issues, and environmental problems. In order to deal with these, the EU has undertaken a number of actions, including the adoption of the European Security Strategy in 2003, the Information Management Strategy of 2009, and the Internal Security Strategy of 2010. However, despite such efforts to achieve a more concerted European action in the field of security, there are still many questions to be answered about whether the European approach is really a strategic one. European Homeland Security addresses two major debates in relation to the development of homeland security in Europe. First, it reflects on the absence of 'homeland security' in European political debate and its potential consequences. Second, it examines the significant policy developments in the EU that suggest the influence of homeland security ideas, notably through policy transfer from the United States. The book will be of great interest to students of European security and EU politics, terrorism and counter-terrorism, security studies and IR.