Homeland Security Acquisitions

Coast Guard Cutter

Source: U.S. Coast Guard.

DHS has faced significant challenges in developing an effective acquisition organization that satisfies its mission needs and provides needed support to its component agencies; program offices that have been tasked with managing large-scale, mission-critical acquisitions have long been challenged in making sure that cost-effective solutions are delivered on time and within budget. As a result, the department has not been successful in acquiring and deploying key investments designed to protect the homeland. GAO's work has highlighted the need for the department to strengthen its oversight of contractors, better manage the relationships and dependencies among related programs, and adhere to more rigorous management review and key acquisition management processes, such as requirements management, test management, and cost and schedule estimating, for a range of its acquisitions. GAO's work has also identified concerns with the adequacy of the department's acquisition workforce to manage its complex and varied procurement needs. Key challenges include the following:

DHS has not effectively managed the technology component of its Secure Border Initiative, a multiyear, multibillion-dollar program to secure the nation's borders. In managing this technology component, known as SBInet, DHS has not effectively managed system requirements or testing. Moreover, the scope and timing of SBInet capabilities to be deployed have continued to change and remain unclear.
Highlights of GAO-08-1148T (PDF), Highlights of GAO-08-1164T (PDF), Highlights of GAO-08-1086 (PDF)
Although DHS has partially defined a strategic solution for meeting program goals, the department has not yet implemented an exit capability for the US-VISIT program—a program to use biometric and biographic information to control and monitor pre-entry, entry, status, and exit of foreign visitors at more than 300 ports of entry. In addition, DHS has not adequately defined, justified, or coordinated a strategic solution to enhance already deployed entry capabilities.
Highlights of GAO-08-361 (PDF), Highlights of GAO-07-1065 (PDF), Highlights of GAO-07-632T (PDF), Highlights of GAO-07-499T (PDF), Highlights of GAO-07-278 (PDF), Highlights of GAO-07-248 (PDF), Highlights of GAO-06-404 (PDF)
The Coast Guard has not effectively managed procurements of its Deepwater program—a multiyear multibillion dollar program to modernize and replace its aging ships and aircraft, as well as improve command and control logistics systems. The Coast Guard has recently addressed its over-reliance on a contractor as system integrator by significantly strengthening government control and oversight and has begun to follow a more disciplined acquisition process. The outcome, however, remains uncertain. Among other challenges, the Coast Guard has faced obstacles in building an adequate government workforce to manage this large acquisition
Highlights of GAO-08-745 (PDF), Highlights of GAO-08-270R (PDF), Highlights of GAO-08-531T (PDF), Highlights of GAO-07-874 (PDF), Highlights of GAO-05-757 (PDF), Highlights of GAO-04-380 (PDF)
Although radiation detection portal monitors are key in combating nuclear smuggling, DHS has not provided Congress with the full scope or cost estimate for the program.
Highlights of GAO-08-1108R (PDF)
Despite significant problems encountered in developing and implementing Secure Flight—a program to assume from air carriers the function of matching passenger information against terrorist watch-list records—TSA has instilled much more disciple and rigor into the program's development. However, challenges remain that may hinder the program's progress, including unreliable cost and schedule estimates, incomplete performance testing, and limited definition and testing of security requirements.
Highlights of GAO-08-1024T (PDF), Highlights of GAO-08-456T (PDF)
DHS has not adequately defined and effectively implemented key practices for managing its investments, including its process for reviewing and selecting among competing projects, ensuring that investments are aligned with the department's corporate blueprint for systems modernization, controlling investments throughout their life cycles, and evaluating the outcomes of acquisition methods and contracts.
Highlights of GAO-09-29 (PDF), Highlights of GAO-08-1164T (PDF), Highlights of GAO-08-263 (PDF), Highlights of GAO-07-990 (PDF), Highlights of GAO-07-564 (PDF), Highlights of GAO-07-424 (PDF), Highlights of GAO-06-996 (PDF), Highlights of GAO-08-598T (PDF), Highlights of GAO-05-179 (PDF)
While DHS has taken initial steps needed to develop an acquisition workforce, much work remains to fill critical positions with qualified, trained acquisition professionals.
Highlights of GAO-09-30 (PDF), Highlights of GAO-08-1164T (PDF), Highlights of GAO-06-996 (PDF), Highlights of GAO-05-179 (PDF)

^ Back to topWhat Needs to Be Done

DHS needs to strengthen the acquisition of SBInet to include assessing and disclosing acquisition, development, testing, and deployment risks; establishing and baselining specific program commitments; and implementing key requirements development and test management practices.
Highlights of GAO-08-1086 (PDF)
DHS needs to define, justify, and coordinate its future investment in US-VISIT capabilities, including a proposed exit capability, and implement effective management controls for acquiring and investing in these capabilities.
Highlights of GAO-08-361 (PDF), Highlights of GAO-07-1065 (PDF)
While the Coast Guard has restructured and increased accountability for its Deepwater program, it must ensure that it effectively implements its more disciplined acquisition approach and that it develops an adequate acquisition workforce to manage the program
Highlights of GAO-08-745 (PDF), Highlights of GAO-08-531T (PDF), Highlights of GAO-07-874 (PDF)
DHS needs to revise cost estimates to reflect the monitors' design and development, sustainment, maintenance, deployment, and procurement needs and plans.
Highlights of GAO-08-1108R (PDF)
TSA needs to ensure that its cost and schedule estimates are consistent with best practices, appropriately plan for system end-to-end testing, and ensure that information-security requirements are fully implemented and tested for the Secure Flight program.
Highlights of GAO-08-1024T (PDF), Highlights of GAO-08-456T (PDF)
DHS should routinely assess requirements for major, complex investments to ensure they are well-defined; develop measurable standards linked to these requirements; and, at a departmentwide level, systematically evaluate the outcomes of major investments and relevant contracting methods.
Highlights of GAO-08-263 (PDF)
DHS needs strategic-level guidance for determining the appropriate mix of government and contractor employees to meet mission needs; assess the risk of using contractors for services as part of the acquisition-planning process; and define contract requirements to clearly describe roles, responsibilities, and limitations of contractors performing such services as part of the acquisition-planning process.
Highlights of GAO-07-990 (PDF)
DHS needs to define and implement effective investment management processes and practices for both individual programs and projects and for portfolios of programs and projects, and it needs to fully define an enterprise architecture (corporate blueprint) for achieving DHS mission priorities and ensure that each investment aligns to this blueprint.
Highlights of GAO-07-424 (PDF), Highlights of GAO-07-564 (PDF), Highlights of GAO-06-598T (PDF)

^ Back to topKey Reports

Secure Border Initiative: DHS Needs to Address Significant Risks in Delivering Key Technology Investment: GAO-08-1086, September 22, 2008; Summary (HTML) Highlights Page (PDF) Full Report (PDF, 56 pages) Accessible Text Recommendations (HTML)

Department of Homeland Security: Progress and Continuing Concerns with Acquisition Management: GAO-08-1164T, September 17, 2008; Summary (HTML) Highlights Page (PDF) Full Report (PDF, 17 pages) Accessible Text

Department of Homeland Security: Better Planning and Assessment Needed to Improve Outcomes for Complex Service Acquisitions: GAO-08-263, April 22, 2008; Summary (HTML) Highlights Page (PDF) Full Report (PDF, 40 pages) Accessible Text Recommendations (HTML)

Homeland Security: Strategic Solution for US-VISIT Program Needs to Be Better Defined, Justified, and Coordinated: GAO-08-361, February 29, 2008; Summary (HTML) Highlights Page (PDF) Full Report (PDF, 65 pages) Accessible Text Recommendations (HTML)