Over the
next two years, DHS faces the challenge of reorganizing nearly two dozen
programs and agencies with nearly 180,000 employees. Key to success are
new management flexibilities. Because DHS is new, the status starts at
red reflecting the known condition of several of the large components
being transferred to the department. Progress ratings will be determined
in the next year. As such, specific near-term goals for each initiative
are highlighted below rather than progress reports in reaching them.
Initiative
Status
Human
Capital —
Conduct a workforce analysis to identify mission-critical skills,
the competencies of current workers, and actions to be taken
to close the gaps.
Develop
a performance-based human resources management system to reward
and motivate employees.
•
Competitive
Sourcing —
Use innovative procurement methods during DHS’ start up.
Partner with the private sector when possible and appropriate.
Conduct a review of the Department’s activities, identify
commercial functions, and develop a plan for competing jobs
that can be done in the private sector.
•
Financial
Performance —
Implement
a unified financial management system that links funding to
performance.
•
Enhancing
E-Government —
Develop
a unified operating infrastructure that supports DHS programs
and activities.
Map operational systems to identify any redundancies and obsolete
systems.
Develop an interactive website that allows for on-line benefit
and grant applications.
•
Budget/Performance
Integration —
Develop a five-year strategic plan and line up resources with
goals for the 2005 Budget.
Develop a performance management system that links resources
to programs’ operations.
•
Program
Assessments
Nine programs
that moved into DHS received PART reviews. Seven did not demonstrate results.
These programs generally have a clear purpose but lack long-term, measurable
goals. DHS will undertake performance evaluations of its programs over
the next two years to identify remedial steps or other appropriate action.
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