Recovery.gov - Track the Money

The Department of Homeland Security (DHS) established the following Recovery Goals:

• Strengthen our nation’s borders with new tools and technology;
• Rebuild our aging U.S. Coast Guard fleet to protect our ports and waterways;
• Deploy new explosives detection equipment to our airports;
• Upgrade rail and transit security; and
• Improve our emergency preparedness and response capabilities.

This funding will put thousands of Americans to work – building ships, fortifying bridges, conducting science and technology research, and modernizing essential government systems and services. These critical resources will keep our nation working as we work to keep it safe. There is no more important responsibility in government than the protection of our citizens. Through this stimulus, we will improve homeland security while fostering economic security and strengthening our economic recovery. These funds will accelerate ongoing programs and initiatives to contribute to achieving Recovery Act goals. Below, displays the alignment of Recovery Act programs to the DHS Secretary's Priority Areas. Also shown below indicates the DHS Component to which the Recovery Act program belongs. Alignment of Recovery Act Programs to the DHS Secretary's Priority Areas Priority

1. Guarding Against Terrorism -Passenger Screening Program (Transportation Security Administration) -Non-Intrusive Inspection Systems Program (U.S. Customs and Border Protection) -Electronic Baggage Screening Program (Transportation Security Administration) -Alteration of Bridges (U.S. Coast Guard) -Public Transportation and Railroad Security Assistance (Federal Emergency Management Agency) -Port Security Grants (Federal Emergency Management Agency) Priority
2. Securing Our Borders -SBInet Program (U.S. Customs and Border Protection) -Construction of CBP-Owned Land Ports of Entry (U.S. Customs and Border Protection) -Tactical Communications Modernization Program (U.S. Customs and Border Protection) -Acquisitions, Construction, and Improvement (U.S. Coast Guard) Priority
3. Smart and Tough Immigration Laws -Atlas Tactical Communications Recovery Act Project (U.S. Immigration and Customs Enforcement) Priority
4. Preparing for, Responding to, and Recovering from Disasters -Emergency Food and Shelter National Board Program (Federal Emergency Management Agency) -Community Disaster Loans (Federal Emergency Management Agency) -Assistance to Firefighters Grants (Federal Emergency Management Agency) Priority
5. Unifying and Maturing DHS -DHS Consolidated Headquarters (DHS Management Directorate)

IV. COMPETITION ON CONTRACTS

The Office of the Chief Procurement Officer (OCPO) fully supports the Recovery Act’s goals for competition in contracting. Guidance memoranda were issued to Component Senior Procurement Officers and their staffs which support and circulate OMB’s Recovery Act guidance. These memoranda stress the need for competition as well as justification requirements in cases where competition is not the best option. To promote competition to the greatest extent possible, the OCPO issued several memoranda and advisories, including Advisory 09-18: Publicizing Contract Actions. A training program, further supporting Recovery Act goals, is under development.

In FY 2008, DHS awarded 75% of its obligations through competitive contract actions (excluding grants). This figure marked a return to pre-Hurricane Katrina levels. Fiscal Year 2008 was the third year over a six year fiscal period in which DHS achieved a level of competition equaling or exceeding 70%. Given the full support of the OCPO, DHS anticipates that at least 70% (by dollars) of Recovery Act contracts for FY 2009 and FY 2010 will be awarded competitively. However, DHS is in the process of reviewing specific program plans that are being developed concurrently with this Recovery Act plan. DHS will establish a final target for competition for FY 2009 and FY 2010 Recovery Act contracts (excluding grants) by June 1, 2009.

To ensure compliance with Recovery Act goals, the OCPO Office of Oversight and Strategic Support (OSS) provides procurement oversight on both the front and back end of the procurement process. On the front end of the procurement process, OCPO reviews acquisition plans and provides feedback to DHS Components on improvements to those plans. The Components are required to either incorporate the OCPO input or document their rationale for not doing so. In addition, the OCPO is responsible for approving Determinations and Findings, as well as Justification and Approvals that exceed specified thresholds. Furthermore, OCPO provides upfront expert pricing consultation to assure that the Government pays a fair and reasonable price.

On the back end of the procurement process, OSS performs both Component specific and special reviews. Over the past three years, a Component specific review has been performed at every DHS Component. These reviews will continue in a cycle, with each Component being reviewed no less often than every three years. In addition, OSS has performed and/or is currently performing numerous special reviews.

In the area of program management, Acquisition Program Management Division (APMD) has previously performed oversight on programs in the form of deep-dive reviews and quick look reviews. APMD issued an Acquisition Directive establishing an oversight process for programs, including an Acquisition Review Board.

The OCPO will perform a special review of Recovery Act actions to determine the adequacy of business decisions and related documentation regarding the use of noncompetitive and/or non-fixed price contracts.

V. CONTRACT TYPES

Many of the initiatives described in the preceding Competition on Contracts Section to support competition also promote the maximum use of fixed-price contracts.

The Office of the Chief Procurement Officer (OCPO) fully supports the Recovery Act’s goal of maximizing the use of fixed-price contracts. Guidance memoranda, advisories, and a training program are some of the means used to promote the use of fixed-price contracts, wherever practicable.

Over the last six years, fixed-priced contracts have comprised 67% (by dollars) of the DHS' total contracting activity (excluding grants). Given the full support of the OCPO, DHS anticipates at least 67% of Recovery Act contracts will be fixed-price in FY 2009 and 67% in FY 2010 (again, excluding grants). However, DHS is in the process of reviewing specific program plans that are being developed concurrently with this Recovery Act plan. DHS will establish a final target for fixed price Recovery Act contracts for FY 2009 and FY 2010 (excluding grants) by June 1, 2009.

To support an initial high rate of fixed-priced contracts for Recovery Act dollars as well as future improvements, Component contracting activities are placing a high priority on Recovery Act actions and assigning appropriate resources. To sustain this Recovery Act initiative, adequate human resources must be obtained and maintained. In the short term, DHS will reprioritize its resources. Long term, DHS will utilize all available hiring flexibilities to recruit the best and brightest personnel.

To resolve personnel issues, the OCPO is intensifying human capital planning efforts. Examples include a Centralized Hiring Initiative (issuing Department-wide vacancy announcements, buying print advertisements, and attending key acquisition events) and an Acquisition Professional Career Program (attracting new talent to fill entry level positions and developing future acquisition leaders).

The combination of sufficient human resources, senior management support and guidance, and training of current and future Procurement leaders is DHS' approach for achieving and sustaining Recovery Act contracting goals, including the maximum use of fixed-price contracts.

Establishing an accountability structure ensures that the appropriate levels of oversight, governance, and Recovery Act process ownership is established to drive the right attitude and set the tone at the top. The DHS Agency Plan (available at www.dhs.gov/recovery), illustrates the reporting relationship, hierarchy, and DHS Component Management membership of DHS' Accountability Structure for managing the Recovery Act. To form a structure that works for the long term, one important task is to define appropriate organizational roles and responsibilities. Many existing roles within DHS include Recovery Act responsibilities. The DHS Recovery Act Plan describes both broad Recovery Act goals and how there is a cross-functional effort towards successful implementation and monitoring. Collaboration among the DHS Components will ensure that the progress and performance of major programs, including identifying areas of risk and ensuring the completion of corrective actions, are being implemented and monitored according to the Recovery Act requirements. Examples of roles and responsibilities that support the DHS mission and goals of the Recovery Act include the following. The Recovery Board coordinates and conducts oversight of funds distributed under the Recovery Act in order to prevent fraud, waste, error, and abuse. The DHS Secretary is responsible for the design and implementation of DHS-wide management controls to achieve Recovery Act Goals and Accountability Objectives. Our Senior Accountable Official (SAO) oversees the implementation and coordination of the Recovery Act. The DHS Senior Management Council (SMC) exercises influence and control over their respective functions in accordance with related lines of business directives to develop and implement the Recovery Act. SMC membership includes the DHS:

• Under Secretary for Management (Chair);
• Chief Administrative Officer;
• Chief Financial Officer;
• Chief Human Capital Officer;
• Chief Information Officer;
• Chief Information Security Officer;
• Chief Procurement Officer; and
• Chief Security Officer.

The Technology Transparency Team (TTT) coordinated the implementation of policies and procedures set forth in the Recovery Act to ensure reporting of accurate, timely and useful information. The TTT is led by the Senior Accountable Official Designee. Component Senior Accountable Officials (CSAO) have responsibility and authority to coordinate across programs within their respective Component to implement management control procedures across component lines of business to ensure Recovery Act data integrity. The Department’s Inspector General (IG) Recovery Act Plan is separate and appropriately tailored to IG activities and functions.