Mature and Strengthen the Homeland Security Enterprise

The Department of Homeland Security was formed in the wake of the terrorist attacks of September 11, 2001, as part of a determined national effort to safeguard the United States against terrorism. The Department became the third-largest Federal department, bringing together 22 different Federal agencies, each with a role in this effort.

We have taken significant steps to create a unified and integrated Department that will enhance our performance by focusing on:

• accountability
• efficiency
• transparency, and
• leadership development

On This Page

• Consolidate Facilities
• Streamlining Operations
• Transparency and Reform

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• Unified DHS Activities & Programs
• Other Department Responsibilities

Consolidate Facilities

• In 2010, construction commenced on the U.S. Coast Guard Headquarters at the new Department Headquarters at St. Elizabeths. The design of this building supports sustainable development principles and is targeted for LEED Gold certification.
• The Department instituted a series of management integration reforms to ensure the Department has the proper management structures and acquisition strategies necessary to attract and retain top talent and build a culture of efficiency.
• These efforts include the Balanced Workforce Strategy, which provides tools to assess the proper balance and effective use of federal and contractor workforces, and the transition of 24 component data centers to two geographically diverse, physically secure, and scalable data centers.

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Streamlining Operations

• In March 2009, Secretary Napolitano launched the Department-wide Efficiency Review to foster a culture of responsibility and fiscal discipline and make Department a leaner, smarter agency better equipped to protect the nation. Through Component-specific efforts and the 33 Department Efficiency Review initiatives launched to date to streamline operations and promote greater accountability, transparency and customer satisfaction, the Department has identified hundreds of millions of dollars in cost avoidances.
• Ongoing Efficiency Review initiatives include:
• Implementing an electronic fuel tracking tool to identify opportunities for alternative fuel usage; heighten vigilance for fraud, waste or abuse; and optimize fleet management.
• Acquiring/leasing hybrid vehicles for administrative use, identifying opportunities for law enforcement use of hybrids, and acquiring/leasing alternative-fuel vehicles in cases where hybrids are not feasible.
• As replacements are needed, purchasing multi-functional devices instead of separate printers, faxes, and copiers.
• Utilizing refurbished IT equipment (computers and mobile devices) and redeploying the current inventory throughout the Department instead of buying new equipment.
• Establishing a Department-wide vehicle for purchasing bulk fuel for fleet, aircraft, and marine vessels.
• Improving energy management in the Department by maximizing opportunities to reduce energy consumption at Department-owned facilities.
• Conducting annual optimization and validation of personal wireless communication services and devices Department-wide
• Developing cross component training opportunities for employees.
• Enhancing workforce retention efforts, including career progression and development programs.
• Implementing new, streamlined processes to ensure consistency and coordination in all Department communications.
• Conducting an assessment of the number of full-time, part-time employees and contractors to better manage and ensure the appropriate balance of the Department workforce.
• Improving coordination across all headquarters and operating Components.
• Implementing a process for obtaining preliminary applicant security background data for job applicants to avoid engaging in costly full background checks for candidates whose preliminary data includes disqualifying factors.
• Standardizing content for new-employee orientation and training modules Department-wide.
• Eliminating redundancies and implementing improvements and efficiencies to the personnel security and suitability processes.
• Developing a customer-focused strategy for web-content management and web-hosting services for all Department public-facing websites.
• Consolidating subscriptions to professional publications and newspapers.
• Maximizing use of government office space and online tools for meetings and conferences instead of renting private facilities.
• Minimizing printing and distribution of reports and documents that can be sent electronically or posted online.
• Leveraging the buying power of the Department to acquire software licenses for Department-wide usage.
• Eliminating non-mission critical travel and maximizing the use of conference calls and web-based training and meetings.
• Eliminating external contracts for the design and production of new seals and logos.
• Implementing paperless earnings and leave statements Department-wide.
• Establishing a Department -wide vehicle for the acquisition of non-military uniforms; tactical communications equipment and services; wireless communication devices and services; and furniture in the National Capital Region.
• Increasing usage of Department -wide contracting vehicles for background investigations and reducing Department expenditures on contractor background investigations.
• DHS delivered the first ever Quadrennial Homeland Security Review Report to Congress on February 1, 2010 and the first ever Bottom Up Review, a comprehensive examination of the activities and business processes of the Department to Congress on July 1, 2010.
• DHS reduced the backlog of Equal Employment Opportunity complaints awaiting agency adjudication by over 40 percent, and is on track to eliminate the backlog by the end of fiscal year 2011.
• DHS reduced the Freedom of Information Act (FOIA) request backlog by 40 percent, despite a nearly 30 percent increase in incoming requests. The Department also significantly reduced the backlog of FOIA appeals, a 78 percent decrease from the end of fiscal year 2009.

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Transparency and Reform

• Secretary Napolitano launched the Department’s Open Government Plan to enhance transparency, public participation and collaboration as part of the Obama administration's Open Government Initiative.
• The Office for Civil Rights and Civil Liberties completed an overhaul of its civil rights investigations processes,
• creating a new complaint database system
• developing an easy-to-use online complaint submission form (PDF, 5 pages, 114 KB)
• increasing access to comprehensive language services
• increasing transparency for complainants, and
• improving coordination with components to track response to and implementation of recommendations
• The Department unveiled a plan for increased consultation and coordination with Indian tribes — building on current tribal partnerships to protect the safety and security of all people across the United States and on tribal lands.
• The Department awarded more than 31 percent of its contract dollars to small businesses, including more than $1 billion in contracts to Veteran-owned businesses and $950 million to women-owned businesses.

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