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Before the House Committee on Homeland Security: 

United States Government Accountability Office: 

For Release on Delivery: 
Expected at 10:00 a.m. EST:
Wednesday, November 18, 2009: 

Homeland Security: 

Greater Attention to Key Practices Would Help Address Security 
Vulnerabilities at Federal Buildings: 

Statement of Mark L. Goldstein, Director: Physical Infrastructure 


GAO Highlights: 

Highlights of GAO-10-236T, a testimony to the Chairman, Committee on 
Homeland Security, House of Representatives. 

Why GAO Did This Study: 

The Federal Protective Service (FPS) within the Department of Homeland 
Security (DHS) is responsible for providing law enforcement and related 
security services for nearly 9,000 federal facilities under the control 
and custody of the General Services Administration (GSA). In 2004 GAO 
identified a set of key protection practices from the collective 
practices of federal agencies and the private sector, which included 
allocation of resources using risk management, strategic management of 
human capital, leveraging of technology, information sharing and 
coordination, and performance measurement and testing. 

This testimony is based on past reports and testimonies and discusses 
(1) limitations FPS faces in protecting GSA buildings and resulting 
vulnerabilities; and (2) actions FPS is taking. To perform this work, 
GAO used its key practices as criteria, visited a number of GSA 
buildings, surveyed tenant agencies, analyzed pertinent laws and DHS 
and GSA documents, conducted covert testing at 10 judgmentally selected 
high-security buildings in four cities, and interviewed officials from 
DHS, GSA, and tenant agencies, and contractors and guards. 

What GAO Found: 

FPSs approach to securing GSA buildings reflects some aspects of key 
protection practices; however, GAO found limitations in each area and 
identified vulnerabilities. More specifically: 

* FPS faces obstacles in allocating resources using risk management. 
FPS uses an outdated risk assessment tool and a subjective, time-
consuming process to assess risk. In addition, resource allocation 
decisions are the responsibility of GSA and tenant agencies. This leads 
to uncertainty about whether risks are being mitigated. Also, FPS 
continues to struggle with funding challenges that impede its ability 
to allocate resources effectively. 

* FPS does not have a strategic human capital management plan to guide 
its current and future workforce planning efforts, making it difficult 
to discern how effective its transition to an inspector-based workforce 
will be. Furthermore, because contract guards were not properly trained 
and did not comply with post orders, GAO investigators concealing 
components for an improvised explosive device passed undetected by FPS 
guards at 10 of 10 high-security facilities in four major cities. 

* FPS lacks a systematic approach for leveraging technology, and 
inspectors do not provide tenant agencies with an analysis of 
alternative technologies, their cost, and the associated reduction in 
risk. As a result, there is limited assurance that the recommendations 
inspectors make are the best available alternatives, and tenant 
agencies must make resource allocation decisions without key 

* FPS has developed information sharing and coordination mechanisms 
with GSA and tenant agencies, but there is inconsistency in the type of 
information shared and the frequency of coordination. 

* FPS lacks a reliable data management system for accurately tracking 
performance measurement and testing. Without such a system, it is 
difficult for FPS to evaluate and improve the effectiveness of its 
efforts, allocate resources, or make informed risk management 

FPS is taking actions to better protect GSA buildings, in part as a 
result of GAOs recommendations. For example, FPS is developing a new 
risk assessment program and has recently focused on improving oversight 
of its contract guard program. Additionally, GAO has recommended that 
FPS implement specific actions to make greater use of key practices and 
otherwise improve security. However, FPS has not completed many related 
corrective actions and FPS faces implementation challenges as well. 
Nonetheless, adhering to key practices and implementing GAOs 
recommendations in specific areas would enhance FPSs chances for 
future success, and could position FPS to become a leader and benchmark 
agency for facility protection in the federal government. 

What GAO Recommends: 

GAO makes no new recommendations in this testimony. DHS concurred with 
GAOs past recommendations for FPS, but FPS has not completed many 
related corrective actions. 

View [hyperlink,] or key 
components. For more information, contact Mark L. Goldstein at (202) 
512-2834 or 

[End of section] 

Mr. Chairman and Members of the Committee: 

We are pleased to be here to discuss the Federal Protective Service's 
(FPS) efforts to ensure the protection of the more than 1 million 
government employees, as well as members of the public, who work in and 
visit the nearly 9,000 federal facilities that are under the control 
and custody of the General Services Administration (GSA). There has not 
been a large-scale attack on a domestic federal facility since the 
terrorist attacks of September 11, 2001, and the 1995 bombing of the 
Alfred P. Murrah Federal Building in Oklahoma City. Nevertheless, the 
shooting death this past year of a guard at the U.S. Holocaust Memorial 
Museum--though not a federal facility--demonstrates the continued 
vulnerability of public buildings. Moreover, the challenge of 
protecting federal real property is one of the major reasons for GAO's 
designation of federal real property management as a high-risk area. 
[Footnote 1] 

FPS--within the Department of Homeland Security (DHS)--is authorized to 
protect the buildings, grounds, and property that are under the control 
and custody of GSA, as well as the persons on the property; to enforce 
federal laws and regulations aimed at protecting GSA buildings and 
persons on the property; and to investigate offenses against these 
buildings and persons.[Footnote 2] FPS conducts its mission by 
providing security services through two types of activities: (1) 
physical security activities--conducting building risk assessments of 
facilities and recommending countermeasures aimed at preventing 
incidents at facilities--and (2) law enforcement activities-- 
proactively patrolling facilities, responding to incidents, conducting 
criminal investigations, and exercising arrest authority. To accomplish 
its mission of protecting federal facilities, FPS currently has a 
budget[Footnote 3] of around $1 billion, nearly 1,200 full time 
employees, and about 15,000 contract security guards deployed at 
federal facilities across the country. 

We have identified a set of key facility protection practices from the 
collective practices of federal agencies and the private sector to 
provide a framework for guiding agencies' protection efforts and 
addressing challenges.[Footnote 4] The key practices essentially form 
the foundation of a comprehensive approach to building protection. We 
have used these key practices to evaluate how FPS protects GSA 
buildings and will focus on the following five key practices for this 
testimony:[Footnote 5] 

* Allocation of resources using risk management. Identify threats, 
assess vulnerabilities, and determine critical assets to protect, and 
use information on these and other elements to develop countermeasures 
and prioritize the allocation of resources as conditions change. 

* Strategic management of human capital. Manage human capital to 
maximize government performance and ensure accountability in asset 
protection through, for example, recruitment of skilled staff, 
training, and retention. 

* Leveraging of technology. Select technologies to enhance asset 
security through methods like access control, detection, and 
surveillance systems. This involves not only using technology, but also 
ensuring positive returns on investments in the form of reduced 

* Information sharing and coordination. Establish means of coordinating 
and sharing security and threat information internally, within large 
organizations, and externally, with other government entities and the 
private sector. 

* Performance measurement and testing. Use metrics, such as 
implementation timelines, and active testing, such as unannounced on- 
site assessments, to ensure accountability for achieving program goals 
and improving security at facilities. 

This testimony is based on past reports and testimonies[Footnote 6] and 
discusses (1) limitations FPS faces in protecting GSA buildings and 
resulting vulnerabilities and (2) actions FPS is taking to address 
challenges. Work for these past reports and testimonies included using 
our key practices as a framework for assessing facility protection 
efforts by FPS management and at individual buildings. We also visited 
FPS regions and selected GSA buildings to assess FPS activities 
firsthand. We surveyed a sample of 1,398 federal officials who work in 
GSA buildings in FPS's 11 regions and are responsible for collaborating 
with FPS on security issues. Additionally, we reviewed training and 
certification data for 663 randomly selected guards in 6 of FPS's 11 
regions. Because of the sensitivity of some of the information in our 
prior work, we cannot specifically identify the locations of the 
incidents discussed. We also conducted covert testing at 10 
judgmentally selected high-risk facilities in four cities. For all of 
our work, we reviewed related laws and directives, interviewed 
officials and analyzed documents and data from DHS and GSA, and 
interviewed tenant agency representatives, contractors, and guards. The 
previous work on which this testimony is based was conducted in 
accordance with generally accepted government auditing standards. Those 
standards require that we plan and perform the audit to obtain 
sufficient, appropriate evidence to provide a reasonable basis for our 
findings and conclusions based on our audit objectives. We believe that 
the evidence obtained provides a reasonable basis for our findings and 
conclusions based on our audit objectives. 

FPS Faces Challenges in Many Areas, Raising Concerns about 

Risk Management Approach Is Inadequate and Has Limitations: 

FPS assesses risk and recommends countermeasures to GSA and tenant 
agencies; however, FPS's ability to influence the allocation of 
resources using risk management is limited because resource allocation 
decisions are the responsibility of GSA and tenant agencies, which may 
be unwilling to fund the countermeasures FPS recommends. We have found 
that under the current risk management approach, the security equipment 
that FPS recommends and is responsible for acquiring, installing, and 
maintaining may not be implemented if tenant agencies are unwilling to 
fund it.[Footnote 7] For example, in August 2007 FPS recommended a 
security equipment countermeasure--the upgrade of a surveillance system 
shared by two high-security locations that, according to FPS officials, 
would cost around $650,000. While members of one building security 
committee (BSC) told us they approved spending between $350,000 and 
$375,000 to fund their agencies' share of the countermeasure, they said 
that the BSC of the other location would not approve funding; 
therefore, FPS could not upgrade the system it had recommended. In 
November 2008 FPS officials told us that they were moving ahead with 
the project by drawing on unexpended revenues from the two locations' 
building-specific fees and the funding that was approved by one of the 
BSCs. Furthermore, FPS officials, in May 2009, told us that all cameras 
had been repaired and all monitoring and recording devices had been 
replaced, and that the two BSCs had approved additional upgrades and 
that FPS was implementing them. As we reported in June 2008, we have 
found other instances in which recommended security countermeasures 
were not implemented at some of the buildings we visited because BSC 
members could not agree on which countermeasures to implement or were 
unable to obtain funding from their agencies.[Footnote 8] 

Compounding this situation, FPS takes a building-by-building approach 
to risk management, using an outdated risk assessment tool to create 
building security assessments (BSA), rather than taking a more 
comprehensive, strategic approach and assessing risks among all 
buildings in GSA's inventory and recommending countermeasure priorities 
to GSA and tenant agencies. As a result, the current approach provides 
less assurance that the most critical risks at federal buildings across 
the country are being prioritized and mitigated. Also, GSA and tenant 
agencies have concerns about the quality and timeliness of FPS's risk 
assessment services and are taking steps to obtain their own risk 
assessments. For example, GSA officials told us they have had 
difficulties receiving timely risk assessments from FPS for space GSA 
is considering leasing. These risk assessments must be completed before 
GSA can take possession of the property and lease it to tenant 
agencies. An inefficient risk assessment process for new lease projects 
can add costs for GSA and create problems for both GSA and tenant 
agencies that have been planning for a move. Therefore, GSA is updating 
a risk assessment tool that it began developing in 1998, but has not 
recently used, to better ensure the timeliness and comprehensiveness of 
these risk assessments. GSA officials told us that in the future they 
may use this tool for other physical security activities, such as 
conducting other types of risk assessments and determining security 
countermeasures for new facilities. Additionally, although tenant 
agencies have typically taken responsibility for assessing risk and 
securing the interior of their buildings, assessing exterior risks will 
require additional expertise and resources. This is an inefficient 
approach considering that tenant agencies are paying FPS to assess 
building security. 

Finally, FPS continues to struggle with funding challenges that impede 
its ability to allocate resources to more effectively manage risk. FPS 
faces challenges in ensuring that its fee-based funding structure 
accounts for the varying levels of risk and types of services provided 
at federal facilities. FPS funds its operations through security fees 
charged to tenant agencies. However, FPS's basic security fee, which 
funds most of its operations, does not account for the risk faced by 
specific buildings, the level of service provided, or the cost of 
providing services, raising questions about equity.[Footnote 9] FPS 
charges federal agencies the same basic security fee regardless of the 
perceived threat to a particular building or agency. In fiscal year 
2009, FPS charged 66 cents per square foot for basic security. Although 
FPS categorizes buildings according to security levels based on its 
assessment of each building's risk and size, this assessment does not 
affect the security fee FPS charges. For example, level I facilities 
typically face less risk because they are generally small storefront- 
type operations with a low level of public contact, such as a Social 
Security Administration office. However, these facilities are charged 
the same basic security fee of 66 cents per square foot as a level IV 
facility that has a high volume of public contact and may contain high- 
risk law enforcement and intelligence agencies and highly sensitive 
government records. We also have reported that basing government fees 
on the cost of providing a service promotes equity, especially when the 
cost of providing the service differs significantly among different 
users, as is the case with FPS. In our June 2008 report, we recommended 
that FPS improve its use of the fee-based system by developing a method 
to accurately account for the cost of providing security services to 
tenant agencies and ensuring that its fee structure takes into 
consideration the varying levels of risk and service provided at GSA 
facilities.[Footnote 10] We also recommended an evaluation of whether 
FPS's current use of a fee-based system or an alternative funding 
mechanism is the most appropriate manner to fund the agency. While DHS 
agreed with these recommendations, FPS has not fully implemented them. 

Improvements Needed in Human Capital Planning and Contract Guard 

FPS does not have a strategic human capital plan to guide its current 
and future workforce planning efforts, including effective processes 
for training, retention, and staff development. Instead, FPS has 
developed a short-term hiring plan that does not include key human 
capital principles, such as determining an agency's optimum staffing 
needs. Moreover, FPS has been transitioning to an inspector-based 
workforce, thus eliminating the police officer position and relying 
primarily on FPS inspectors for both law enforcement and physical 
security activities. FPS believes that this change will ensure that its 
staff has the right mix of technical skills and training needed to 
accomplish its mission. However, FPS's ability to provide law 
enforcement services under its inspector-based workforce approach may 
be diminished because FPS will rely on its inspectors to provide these 
services and physical security services simultaneously. In the absence 
of a strategic human capital plan, it is difficult to discern how 
effective an inspector-based workforce approach will be. The lack of a 
human capital plan has also contributed to inconsistent approaches in 
how FPS regions and headquarters are managing human capital activities. 
For example, FPS officials in some of the regions we visited said they 
implement their own procedures for managing their workforce, including 
processes for performance feedback, training, and mentoring. 
Additionally, FPS does not collect data on its workforce's knowledge, 
skills, and abilities. These elements are necessary for successful 
workforce planning activities, such as identifying and filling skill 
gaps and succession planning. We recently recommended that FPS improve 
how it collects data on its workforce's knowledge, skills, and 
abilities to help it better manage and understand current and future 
workforce needs; and use these data in the development and 
implementation of a long-term strategic human capital plan that 
addresses key principles for effective strategic workforce planning. 
[Footnote 11] DHS concurred with our recommendations. 

Furthermore, FPS did not meet its fiscal year 2008 mandated deadline of 
increasing its staffing level to no fewer than 1,200 full-time 
employees by July 31, 2008, and instead met this staffing level in 
April 2009.[Footnote 12] FPS's staff has steadily declined since 2004 
and critical law enforcement services have been reduced or eliminated. 
For example, FPS has eliminated its use of proactive patrol to prevent 
or detect criminal violations at many GSA buildings. According to some 
FPS officials at regions we visited, not providing proactive patrol has 
limited its law enforcement personnel to a reactive force.[Footnote 13] 
Additionally, officials stated that in the past, proactive patrol 
permitted its police officers and inspectors to identify and apprehend 
individuals that were surveilling GSA buildings. In contrast, when FPS 
is not able to patrol federal buildings, there is increased potential 
for illegal entry and other criminal activity. In one city we visited, 
a deceased individual had been found in a vacant GSA facility that was 
not regularly patrolled by FPS. FPS officials stated that the deceased 
individual had been inside the building for approximately 3 months. 

FPS does not fully ensure that its contract security guards have the 
training and certifications required to be deployed to a GSA building. 
[Footnote 14] We have noted that the effectiveness of a risk management 
approach depends on the involvement of experienced and professional 
security personnel.[Footnote 15] Further, that the chances of omitting 
major steps in the risk management process increase if personnel are 
not well trained in applying risk management. FPS requires that all 
prospective guards complete about 128 hours of training including 8 
hours of X-ray and magnetometer training. However, in one region, FPS 
has not provided the X-ray or magnetometer training to its 1,500 guards 
since 2004. Nonetheless, these guards are assigned to posts at GSA 
buildings. X-ray training is critical because guards control access 
points at buildings. Insufficient X-ray and magnetometer training may 
have contributed to several incidents at GSA buildings in which guards 
were negligent in carrying out their responsibilities. For example, at 
a level IV[Footnote 16] federal facility in a major metropolitan area, 
an infant in a carrier was sent through an X-ray machine due to a 
guard's negligence.[Footnote 17] Specifically, according to an FPS 
official in that region, a woman with her infant in a carrier attempted 
to enter the facility, which has child care services. While retrieving 
her identification, the woman placed the carrier on the X-ray machine. 
Because the guard was not paying attention and the machine's safety 
features had been disabled,[Footnote 18] the infant in the carrier was 
sent through the X-ray machine. FPS investigated the incident and 
dismissed the guard; however, the guard subsequently sued FPS for not 
providing the required X-ray training. The guard won the suit because 
FPS could not produce any documentation to show that the guard had 
received the training, according to an FPS official. In addition, FPS 
officials from that region could not tell us whether the X-ray 
machine's safety features had been repaired. Additionally, we found 
that FPS does not have a fully reliable system for monitoring and 
verifying guard training and certification requirements. We reviewed 
663 randomly selected guard records and found that 62 percent of the 
guards had at least one expired certification, including a declaration 
that guards have not been convicted of domestic violence, which make 
them ineligible to carry firearms. 

We also found that some guards were not provided building-specific 
training, such as what actions to take during a building evacuation or 
a building emergency.[Footnote 19] This lack of training may have 
contributed to several incidents where guards neglected their assigned 
responsibilities. For example, 

* at a level IV facility, the guards did not follow evacuation 
procedures and left two access points unattended, thereby leaving the 
facility vulnerable; 

* at a level IV facility, the guard allowed employees to enter the 
building while an incident involving suspicious packages was being 
investigated; and, 

* at a level III facility,[Footnote 20] the guard allowed employees to 
access the area affected by a suspicious package, which was required to 
be evacuated. 

FPS has limited assurance that its guards are complying with post 
orders.[Footnote 21] It does not have specific national guidance on 
when and how guard inspections should be performed. FPS's inspections 
of guard posts at GSA buildings are inconsistent and the quality varied 
in the six regions we examined. We also found that guard inspections 
are typically completed by FPS during regular business hours and in 
locations where FPS has a field office, and seldom on nights or 
weekends. However, on an occasion when FPS officials conducted a post 
inspection at night, they found a guard asleep at his post after taking 
a pain-killer prescription drug. FPS also found other incidents at high-
security facilities where guards neglected or inadequately performed 
their assigned responsibilities. For example, a guard failed to 
recognize or did not properly X-ray a box containing handguns at the 
loading dock at a facility. FPS became aware of the situation because 
the handguns were delivered to FPS. 

Because guards were not properly trained and did not comply with post 
orders, our investigators--with the components for an improvised 
explosive device (IED) concealed on their persons--passed undetected 
through access points controlled by FPS guards at 10 of 10 level IV 
facilities in four major cities where GAO conducted covert tests. 
[Footnote 22] The specific components for this device, items used to 
conceal the device components, and the methods of concealment that we 
used during our covert testing are classified, and thus are not 
discussed in this testimony. Of the 10 level IV facilities our 
investigators penetrated, 8 were government owned and 2 were leased 
facilities. The facilities included district offices of a U.S Senator 
and a U.S. Representative as well as agencies of the Departments of 
Homeland Security, Transportation, Health and Human Services, Justice, 
State, and others. The two leased facilities did not have any guards at 
the access control points at the time of our testing. Using publicly 
available information, our investigators identified a type of device 
that a terrorist could use to cause damage to a federal facility and 
threaten the safety of federal workers and the general public. The 
device was an IED made up of two parts--a liquid explosive and a low- 
yield detonator--and included a variety of materials not typically 
brought into a federal facility by employees or the public. Although 
the detonator itself could function as an IED, investigators determined 
that it could also be used to set off a liquid explosive and cause 
significantly more damage. To ensure safety during this testing, we 
took precautions so that the IED would not explode. For example, we 
lowered the concentration level of the material.[Footnote 23] To gain 
entry into each of the 10 level IV facilities, our investigators showed 
a photo identification (a state driver's license) and walked through 
the magnetometers without incident. Our investigators also placed their 
briefcases with the IED material on the conveyor belt of the X-ray 
machine, but the guards detected nothing. Furthermore, our 
investigators did not receive any secondary searches from the guards 
that might have revealed the IED material that they brought into the 
facilities. At security checkpoints at 3 of the 10 facilities, our 
investigators noticed that the guard was not looking at the X-ray 
screen as some of the IED components passed through the machine. A 
guard questioned an item in the briefcase at one of the 10 facilities 
but the materials were subsequently allowed through the X-ray machines. 
At each facility, once past the guard screening checkpoint, our 
investigators proceeded to a restroom and assembled the IED. At some of 
the facilities, the restrooms were locked. Our investigators gained 
access by asking employees to let them in. With the IED completely 
assembled in a briefcase, our investigators walked freely around 
several floors of the facilities and into various executive and 
legislative branch offices, as described above. 

Systematic Approach for Cost-Effectively Leveraging Technology Is 

Leveraging technology is a key practice over which FPS has somewhat 
more control, but FPS does not have a comprehensive approach for 
identifying, acquiring, and assessing the cost-effectiveness of the 
security equipment that its inspectors recommend. Individual FPS 
inspectors have considerable latitude in determining which technologies 
and other countermeasures to recommend, but the inspectors receive 
little training and guidance in how to assess the relative cost- 
effectiveness of these technologies or determine the expected return on 
investment. FPS officials told us that inspectors make technology 
decisions based on the initial training they receive, personal 
knowledge and experience, and contacts with vendors. FPS inspectors 
receive some training in identifying and recommending security 
technologies as part of their initial FPS physical security training. 
Since FPS was transferred to DHS in 2003, its refresher training 
program for inspectors has primarily focused on law enforcement. 
Consequently, inspectors lack recurring technology training. 
Additionally, FPS does not provide inspectors with specialized guidance 
and standards for cost-effectively selecting technology. In the absence 
of specific guidance, inspectors follow the Department of Justice 
minimum countermeasure standards[Footnote 24] and other relevant 
Interagency Security Committee standards,[Footnote 25] but these 
standards do not assist users in selecting cost-effective technologies. 
Moreover, the document that FPS uses to convey its countermeasure 
recommendations to GSA and tenant agencies--the BSA executive summary--
includes cost estimates but no analysis of alternatives. As a result, 
GSA and tenant agencies have limited assurance that the investments in 
technologies and other countermeasures that FPS inspectors recommend 
are cost-effective, consistent across buildings, and the best available 

For example, at one location we visited, an explosives detection dog 
was used to screen mail that is distributed elsewhere.[Footnote 26] In 
2006, FPS had recommended, based on the results of its risk analysis, 
the use of this dog and an X-ray machine, although at the time of our 
visit only the dog was being used. Moreover, the dog and handler work 
12-hour shifts Monday through Friday when most mail is delivered and 
shipped, and the dog needs a break every 7 minutes. The GSA regional 
security officials[Footnote 27] we spoke with questioned whether this 
approach was more effective and efficient than using an on-site 
enhanced X-ray machine that could detect biological and chemical agents 
as well as explosives and could be used anytime. In accordance with its 
policies, FPS conducted a BSA of the site in 2008 and determined that 
using an enhanced X-ray machine and an explosives detection dog would 
bring the projected threat rating of the site down from moderate to 
low. FPS included estimated one-time installation and recurring costs 
in the BSA and executive summary, but did not include the estimated 
cost and risk of the following mail screening options: (1) usage of the 
dog and the additional countermeasure; (2) usage of the additional 
countermeasure only; and (3) usage of the dog only. Consequently, 
tenant agency representatives would have to investigate the cost and 
risk implications of these options on their own to make an informed 
resource allocation decision. 

Information Sharing and Coordination Practices Lack Consistency: 

It is critical that FPS--as the provider of law enforcement and related 
security services for GSA buildings--and GSA--as the manager of these 
properties--have well-established lines of communication with each 
other and with tenant agencies to ensure that all parties are aware of 
the ever-changing risks in a dynamic threat environment and that FPS 
and GSA are taking appropriate actions to reduce vulnerabilities. While 
FPS and GSA top management have established communication channels, the 
types of information shared at the regional and building levels are 
inconsistent, and overall, FPS and GSA disagree over what information 
should be shared. For example, the memorandum of agreement between DHS 
and GSA specifies that FPS will provide quarterly briefings at the 
regional level, but FPS had not been providing them consistently across 
all regions. FPS resumed the practice in October 2008, however, GSA 
security officials said that these briefings mostly focused on crime 
statistics and did not constitute comprehensive threat analyses. 
Additionally, FPS is only required to meet formally with GSA property 
managers and tenant agencies as part of the BSA process--an event that 
occurs every 2 to 5 years, depending on a building's security level. We 
identified information sharing gaps at several level III and IV sites 
that we visited, and found that in some cases these deficiencies led to 
decreased security awareness and increased risk.[Footnote 28] 

* At one location, we observed during our interview with the building 
security committee (BSC) that the committee members were confused about 
procedures for screening visitors who are passengers in employees' cars 
that enter the building via the parking garage. One of the tenants 
recounted an incident in which a security guard directed the visitor to 
walk through the garage to an appropriate screening station. According 
to the GSA property manager, this action created a safety hazard. The 
GSA property manager knew the appropriate screening procedure, but told 
us there was no written policy on the procedure that members could 
access. Additionally, BSC members told us that the committee met as 

* At one location, FPS had received inaccurate square footage data from 
GSA and had therefore overcharged the primary tenant agency for a guard 
post that protected space shared by all the tenants. According to the 
GSA property manager, once GSA was made aware of the problem, the 
agency obtained updated information and worked with the tenant agencies 
to develop a cost-sharing plan for the guard post, which made the 
primary tenant agency's security expenses somewhat more equitable. BSC 
members told us that the committee met regularly. 

* At one location, members of a BSC told us that they met as needed, 
although even when they hold meetings, one of the main tenant agencies 
typically does not participate. GSA officials commented that this 
tenant adheres to its agency's building security protocols and does not 
necessarily follow GSA's tenant policies and procedures, which GSA 
thinks creates security risks for the entire building. 

* At one location, tenant agency representatives and officials from FPS 
told us they met regularly, but GSA officials told us they were not 
invited to these meetings. GSA officials at this location told us that 
they invite FPS to their property management meetings for that 
location, but FPS does not attend. GSA officials also said they do not 
receive timely incident information for the site from FPS and suggested 
that increased communication among the agencies would help them be more 
effective managers of their properties and provide tenants with better 
customer service. 

* At one location, GSA undertook a major renovation project beginning 
in April 2007. FPS, GSA, and tenant agency representatives did not all 
meet together regularly to make security preparations or manage 
security operations during construction. FPS officials told us they had 
not been invited to project meetings, although GSA officials told us 
that they had invited FPS and that FPS attended some meetings. In May 
2008, FPS discovered that specific surveillance equipment had been 
removed. As of May 2009, FPS officials told us they did not know who 
had removed the equipment and were working with tenant agency 
representatives to recover it. However in June 2009 tenant agency 
representatives told us that they believed FPS was fully aware that the 
equipment had been removed in December 2007.[Footnote 29] 

Additionally, we conducted a survey of GSA tenant agencies and found 
that they had mixed views about some of the services they pay FPS to 
provide.[Footnote 30] Notably, the survey results indicated that the 
roles and responsibilities of FPS and tenant agencies are unclear, 
primarily because on average about one-third of tenant agencies could 
not comment on how satisfied or dissatisfied they were with FPS's level 
of communication of its services, partly because they had little to no 
interaction with FPS officers. Although FPS plans to implement 
education and outreach initiatives to improve customer service to 
tenant agencies, it will face challenges because of its lack of 
complete and accurate contact data. During the course of our review, we 
found that approximately 53 percent of the e-mail addresses and 27 
percent of the telephone numbers for designated points of contacts were 
missing from FPS's contact database and the database required a 
substantial amount of revising. Complete and accurate contact 
information for FPS's customers is critical for information sharing and 
an essential component of any customer service initiative. Therefore, 
to improve its services to GSA and tenant agencies, we recommended that 
FPS collect and maintain an accurate and comprehensive list of all 
facility-designated points of contact, as well as a system for 
regularly updating this list; and develop and implement a program for 
education and outreach to GSA and tenant agencies to ensure they are 
aware of the current roles, responsibilities, and services provided by 
FPS.[Footnote 31] DHS concurred with our recommendations. 

Furthermore, while FPS and GSA acknowledge that the two organizations 
are partners in protecting and securing GSA buildings, FPS and GSA 
fundamentally disagree over how much of the information in the BSA 
should be shared. Per the memorandum of agreement, FPS is required to 
share the BSA executive summary with GSA and FPS believes that this 
document contains sufficient information for GSA to make decisions 
about purchasing and implementing FPS's recommended countermeasures. 
However, GSA officials at all levels cite limitations with the BSA 
executive summary saying, for example, that it does not contain enough 
contextual information on threats and vulnerabilities to support FPS's 
countermeasure recommendations and justify the expenses that GSA and 
tenant agencies would incur by installing additional countermeasures. 
Moreover, GSA security officials told us that FPS does not consistently 
share BSA executive summaries across all regions. Instead, GSA wants to 
receive BSAs in their entirety so that it can better protect GSA 
buildings and the tenants who occupy them. According to GSA, building 
protection functions are an integral part of its property preservation, 
operation, and management responsibilities. 

In a post-September 11th era, it is vital that federal agencies work 
together to share information to advance homeland security and critical 
infrastructure protection efforts. Information is a crucial tool in 
fighting terrorism, and the timely dissemination of that information to 
the appropriate government agency is absolutely critical to maintaining 
the security of our nation. The ability to share security-related 
information can unify the efforts of federal agencies in preventing or 
minimizing terrorist attacks. However, in the absence of comprehensive 
information-sharing plans, many aspects of homeland security 
information sharing can be ineffective and fragmented. In 2005, we 
designated information sharing for homeland security as a 
governmentwide high-risk area because of the significant challenges 
faced in this area[Footnote 32]--challenges that are still evident 
today. It is critical that FPS and GSA--which both have protection 
functions for GSA buildings, their occupants, and those who visit them--
reach consensus on sharing information in a timely manner to support 
homeland security and critical infrastructure protection efforts. 

We recently recommended that FPS reach consensus with GSA on what 
information contained in the BSA is needed for GSA to fulfill its 
responsibilities related to the protection of federal buildings and 
occupants, and accordingly, establish internal controls to ensure that 
shared information is adequately safeguarded; guidance for employees to 
use in deciding what information to protect with sensitive but 
unclassified designations; provisions for training on making 
designations, controlling, and sharing such information with GSA and 
other entities; and a review process to evaluate how well this 
information sharing process is working, with results reported to the 
Secretary of Homeland Security.[Footnote 33] While DHS concurred with 
this recommendation, we are concerned that the steps it described in 
its response were not comprehensive enough to address the intent of the 
recommendation. For example, DHS did not explicitly commit to reaching 
consensus with GSA in identifying building security information that 
can be shared, or to the steps we outlined in our recommendation--steps 
that in our view comprise a comprehensive plan for sharing and 
safeguarding sensitive information. Therefore, it is important that FPS 
engage GSA in identifying what building security information can be 
shared and follow the information sharing and safeguarding steps we 
included in our recommendation to ensure that GSA acquires the 
information it needs to protect the 9,000 buildings under its control 
and custody, the federal employees who work in them, and those who 
visit them. 

Performance Measurement Is Limited: 

We have reported that FPS is limited in its ability to assess the 
effectiveness of its efforts to protect GSA buildings.[Footnote 34] To 
determine how well it is accomplishing its mission to protect GSA 
buildings, FPS has identified some output measures that are a part of 
the Office of Management and Budget's Performance Assessment Rating 
Tool. These measures include determining whether security 
countermeasures have been deployed and are fully operational, the 
amount of time it takes to respond to an incident, and the percentage 
of BSAs completed on time. Some of these measures are also included in 
FPS's federal facilities security index, which is used to assess its 
performance. However, FPS has not developed outcome measures to 
evaluate the net effect of its efforts to protect GSA buildings. While 
output measures are helpful, outcome measures are also important 
because they can provide FPS with broader information on program 
results, such as the extent to which its decision to move to an 
inspector-based workforce will enhance security at GSA facilities or 
help identify the security gaps that remain at GSA facilities and 
determine what action may be needed to address them. In addition, FPS 
does not have a reliable data management system that will allow it to 
accurately track these measures or other important measures such as the 
number of crimes and other incidents occurring at GSA facilities. 
Without such a system, it is difficult for FPS to evaluate and improve 
the effectiveness of its efforts to protect federal employees and 
facilities, allocate its limited resources, or make informed risk 
management decisions. For example, weaknesses in one of FPS's 
countermeasure tracking systems make it difficult to accurately track 
the implementation status of recommended countermeasures such as 
security cameras and X-ray machines. Without this ability, FPS has 
difficulty determining whether it has mitigated the risk of GSA 
facilities to crime or a terrorist attack. 

FPS Is Taking Steps to Better Protect GSA Buildings, but Has Not Fully 
Implemented Actions and Faces Significant Challenges: 

While FPS is taking some actions in each of the key practice areas to 
improve its ability to better protect GSA buildings. Additionally, GAO 
has recommended that FPS implement specific actions to promote greater 
usage of key protection practices and otherwise improve security. 
However, FPS has not completed many related corrective actions and FPS 
faces implementation challenges as well. 

FPS Is Developing a New Program to Assess Risk, Manage Human Capital, 
and Measure Performance: 

FPS is developing the Risk Assessment and Management Program (RAMP), 
which could enhance its approach to assessing risk, managing human 
capital, and measuring performance. With regard to improving the 
effectiveness of FPS's risk management approach and the quality of 
BSAs, FPS believes RAMP will provide inspectors with the information 
needed to make more informed and defensible recommendations for 
security countermeasures. FPS also anticipates that RAMP will allow 
inspectors to obtain information from one electronic source, generate 
reports automatically, enable FPS to track selected countermeasures 
throughout their life cycle, address some concerns about the 
subjectivity inherent in BSAs, and reduce the amount of time inspectors 
and managers spend on administrative work. Additionally, FPS is 
designing RAMP so that it will produce risk assessments that are 
compliant with Interagency Security Committee standards, compatible 
with the risk management framework set forth by the National 
Infrastructure Protection Plan,[Footnote 35] and consistent with the 
business processes outlined in the memorandum of agreement with GSA. 
According to FPS, RAMP will support all components of the BSA process, 
including gathering and reviewing building information; conducting and 
recording interviews; assessing threats, vulnerabilities, and 
consequences to develop a detailed risk profile; recommending 
appropriate countermeasures; and producing BSA reports. FPS also plans 
to use RAMP to track and analyze certain workforce data, contract guard 
program data, and other performance data such as the types and 
definitions of incidents and incident response times. 

Although FPS intends for RAMP to improve its approach to risk 
assessment, human capital management, and performance measurement, it 
is not clear that FPS has fully addressed some implementation issues. 
For example, one issue concerns the accuracy and reliability of the 
information that will be entered into RAMP. According to FPS, the 
agency plans to transfer data from several of its legacy systems, 
including the Contract Guard Employment Requirements Tracking System 
(CERTS), into RAMP. In July 2009, we testified on the accuracy and 
reliability issues associated with CERTS.[Footnote 36] FPS subsequently 
conducted an audit of CERTS to determine the status of its guard 
training and certification. However, the results of the audit showed 
that FPS was able to verify the status for about 7,600 of its 15,000 
guards. According to an FPS official, one of its regions did not meet 
the deadline for submitting data to headquarters because its data were 
not accurate or reliable and therefore about 1,500 guards were not 
included in the audit. FPS was not able to explain why it was not able 
to verify the status of the remaining 5,900 guards. In 2008, we 
recommended that FPS develop and implement specific guidelines and 
standards for measuring its performance and improve how it categorizes, 
collects, and analyzes data to help it better manage and understand the 
results of its efforts to protect GSA facilities and DHS concurred with 
our recommendation.[Footnote 37] RAMP could be the vehicle through 
which FPS implements these recommendations, but the use of inaccurate 
and unreliable data will hamper performance measurement efforts. 

Furthermore, it is unclear whether FPS will meet the implementation 
goals established in the program's proposed timeline. FPS began 
designing RAMP in early 2007 and expects to implement the program in 
three phases, completing its implementation by the end of fiscal year 
2011. However, in June 2008, we reported that FPS was going to 
implement a pilot version of RAMP in fiscal year 2009,[Footnote 38] but 
in May 2009, FPS officials told us they intend to implement the first 
phase in the beginning of fiscal year 2010. Until RAMP components are 
fully implemented, FPS will continue to rely on its current risk 
assessment tool, methodology, and process, potentially leaving GSA and 
tenant agencies dissatisfied. Additionally, FPS will continue to rely 
on its disparate workforce data management systems and CERTS or 
localized databases that have proven to be inaccurate and unreliable. 
We recently recommended that FPS provide the Secretary of Homeland 
Security with regular updates on the status of RAMP including the 
implementation status of deliverables, clear timelines for completion 
of tasks and milestones, and plans for addressing any implementation 
obstacles.[Footnote 39] [insert footnote: GAO-10-142.] DHS concurred 
with our recommendation and stated that FPS will submit a monthly 
report to the Secretary. 

FPS's Actions to Improve Guard Management May Be Difficult to Implement 
and Maintain: 

FPS took on a number of immediate actions with respect to contract 
guard management in response to our covert testing. 

* In July 2009, the Director of FPS instructed Regional Directors to 
accelerate the implementation of FPS's requirement that two guard posts 
at Level IV facilities be inspected weekly. 

* FPS, in July 2009, also required more X-ray and magnetometer training 
for inspectors and guards. For example, FPS has recently issued an 
information bulletin to all inspectors and guards to provide them with 
information about package screening, including examples of disguised 
items that may not be detected by magnetometers or X-ray equipment. 
Moreover, FPS produced a 15-minute training video designed to provide 
information on bomb component detection. According to FPS, each guard 
was required to read the information bulletin and watch the DVD within 
30 days. 

Despite the steps FPS has taken, there are a number of factors that 
will make implementing and sustaining these actions difficult. First, 
FPS does not have adequate controls to monitor and track whether its 11 
regions are completing these new requirements. Thus, FPS cannot say 
with certainty that it is being done. According to a FPS regional 
official, implementing the new requirements may present a number of 
challenges, in part, because new directives appear to be based 
primarily on what works well from a headquarters or National Capital 
Region perspective, and not a regional perspective that reflects local 
conditions and limitations in staffing resources. In addition, another 
regional official estimated that his region is meeting about 10 percent 
of the required oversight hours and officials in another region said 
they are struggling to monitor the delivery of contractor-provided 
training in the region. Second, FPS has not completed any workforce 
analysis to determine if its current staff of about 930 law enforcement 
security officers will be able to effectively complete the additional 
inspections and provide the X-ray and magnetometer training to 15,000 
guards, in addition to their current physical security and law 
enforcement responsibilities. According to the Director of FPS, while 
having more resources would help address the weaknesses in the guard 
program, the additional resources would have to be trained and thus 
could not be deployed immediately. 

FPS Is Developing a Program to Standardize Equipment and Contracting: 

FPS is also taking steps to implement a more systematic approach to 
technology acquisition by developing a National Countermeasures 
Program, which could help FPS leverage technology more cost- 
effectively. According to FPS, the program will establish standards and 
national procurement contracts for security equipment, including X-ray 
machines, magnetometers, surveillance systems, and intrusion detection 
systems. FPS officials told us that instead of having inspectors search 
for vendors to establish equipment acquisition, installation, and 
maintenance contracts, inspectors will call an FPS mission support 
center with their countermeasure recommendations and the center will 
procure the services through standardized contracts. According to FPS, 
the program will also include life-cycle management plans for 
countermeasures. FPS officials said they established an X-ray machine 
contract and that future program contracts will also explore the use of 
the schedule as a source for national purchase and service contracts. 
According to FPS, the National Countermeasures Program should provide 
the agency with a framework to better manage its security equipment 
inventory; meet its operational requirement to identify, implement, and 
maintain security equipment; and respond to stakeholders' needs by 
establishing nationwide resources, streamlining procurement procedures, 
and strengthening communications with its customers. FPS officials told 
us they believe this program will result in increased efficiencies 
because inspectors will not have to spend their time facilitating the 
establishment of contracts for security equipment because these 
contracts will be standardized nationwide. 

Although the National Countermeasures Program includes improvements 
that may enhance FPS's ability to leverage technology, it does not 
establish tools for assessing the cost-effectiveness of competing 
technologies and countermeasures and implementation has been delayed. 
Security professionals are faced with a multitude of technology options 
offered by private vendors, including advanced intrusion detection 
systems, biotechnology options for screening people, and sophisticated 
video monitoring. Having tools and guidance to determine which 
technologies most cost-effectively address identified vulnerabilities 
is a central component of the leveraging technology key practice. FPS 
officials told us that the National Countermeasures Program will enable 
inspectors to develop countermeasure cost estimates that can be shared 
with GSA and tenant agencies. However, incorporating a tool for 
evaluating the cost-effectiveness of alternative technologies into 
FPS's planned improvements in the security acquisition area would 
represent an enhanced application of this key practice. Therefore, we 
recently recommended that FPS develop a methodology and guidance for 
assessing and comparing the cost-effectiveness of technology 
alternatives, and DHS concurred with our recommendation.[Footnote 40] 

Another concern is that FPS had planned to implement the program 
throughout fiscal year 2009, but extended implementation into fiscal 
year 2010, thus it is not clear whether FPS will meet the program's 
milestones in accordance with updated timelines. Until the National 
Countermeasures Program is fully implemented, FPS will continue to rely 
on individual inspectors to make technology decisions. For example, FPS 
had anticipated that the X-ray machine and magnetometer contracts would 
be awarded by December 2008, and that contracts for surveillance and 
intrusion detection systems would be awarded during fiscal year 2009. 
In May 2009, FPS officials told us that the X-ray machine contract was 
awarded on April 30, 2009, and that they anticipated awarding the 
magnetometer contract in the fourth quarter of fiscal year 2009 and an 
electronic security services contract for surveillance and intrusion 
detection systems during the second quarter of fiscal year 2010. We 
recently recommended that FPS provide the Secretary of Homeland 
Security with regular updates on the status of the National 
Countermeasures Program, including the implementation status of 
deliverables, clear timelines for completion of tasks and milestones, 
and plans for addressing any implementation obstacles. DHS concurred 
with this recommendation and stated that FPS will submit a monthly 
report to the Secretary.[Footnote 41] 

Key Practices Provide a Framework for Improvement for FPS and Other 

Finally, as we stated at the outset, the protection of federal real 
property has been and continues to be a major concern. Therefore, we 
have used our key protection practices as criteria to evaluate the 
security efforts of other departments, agencies, and entities and have 
made recommendations to promote greater usage of key practices in 
ensuring the security of public spaces and of those who work at and 
visit them. For example, we have examined how DHS[Footnote 42] and the 
Smithsonian Institution[Footnote 43] secure their assets and identified 
challenges. Most recently, we evaluated the National Park Service's 
(Park Service) approach to national icon and park protection.[Footnote 
44] We found that although the Park Service has implemented a range of 
security program improvements in recent years that reflected some 
aspects of key practices, there were also limitations. Specifically, 
the Park Service (1) does not manage risk servicewide or ensure the 
best return on security technology investments; (2) lacks a servicewide 
approach to sharing information internally and measuring performance; 
and (3) lacks clearly defined security roles and a security training 
curriculum. With millions of people visiting the nation's nearly 400 
park units annually, ensuring their security and the protection of our 
national treasures is paramount. More emphasis on the key practices 
would provide greater assurance that Park Service assets are well 
protected and that Park Service resources are being used efficiently to 
improve protection. 

FPS faces challenges that are similar, in many respects, to those that 
agencies across the government are facing. Our key practices provide a 
framework for assessing and improving protection practices, and in 
fact, the Interagency Security Committee is using our key facility 
protection practices as key management practices to guide its 
priorities and work activities. For example, the committee established 
subcommittees for technology best practices and training, and working 
groups in the areas of performance measures and strategic human capital 
management. The committee also issued performance measurement guidance 
in 2009.[Footnote 45] Without greater attention to key protection 
practices, FPS will be ill equipped to efficiently and effectively 
fulfill its responsibilities of assessing risk, strategically managing 
its workforce and contract guard program, recommending countermeasures, 
sharing information and coordinating with GSA and tenant agencies to 
secure GSA buildings, and measuring and testing its performance as the 
security landscape changes and new threats emerge. Furthermore, 
implementing our specific recommendations related to areas such as 
human capital and risk management will be critical steps in the right 
direction. Overall, following this framework--adhering to key practices 
and implementing recommendations in specific areas--would enhance FPS's 
chances for future success and could position FPS to become a leader 
and benchmark agency for facility protection in the federal government. 

Mr. Chairman, this concludes our testimony. We are pleased to answer 
any questions you might have. 

Contact Information: 

For further information on this testimony, please contact Mark L. 
Goldstein at (202) 512-2834 or by e-mail 
Individuals making key contributions to this testimony include Tammy 
Conquest, John Cooney, Elizabeth Eisenstadt, Brandon Haller, Denise 
McCabe, David Sausville, and Susan Michal-Smith. 

[End of section] 


[1] GAO, High Risk Series: An Update, [hyperlink,] (Washington, D.C.: Jan. 1, 

[2] 40 U.S.C.  1315. 

[3] Funding for FPS is provided through revenues and collections of 
security fees charged to building tenants in FPS-protected property. 
The revenues and collections are credited to FPS's appropriation and 
are available until expended for the protection of federally owned and 
leased buildings and for FPS's operations. 

[4] GAO, Homeland Security: Further Actions Needed to Coordinate 
Federal Agencies' Facility Protection Efforts and Promote Key 
Practices, [hyperlink,] 
(Washington, D.C.: Nov. 30, 2004). 

[5] We did not include the key practice of aligning assets to mission 
because GSA, not FPS, controls the asset inventory. 

[6] This testimony draws upon five primary sources. We reported on 
FPS's allocation of resources using risk management, leveraging of 
technology, and information sharing and coordination in GAO, Homeland 
Security: Greater Attention to Key Practices Would Improve the Federal 
Protective Service's Approach to Facility Protection, [hyperlink,] (Washington, D.C.: Oct. 23, 
2009). We reported on FPS's strategic management of human capital in 
GAO, Homeland Security: Federal Protective Service Has Taken Some 
Initial Steps to Address Its Challenges, but Vulnerabilities Still 
Exist, [hyperlink,] 
(Washington, D.C.: Sept. 23, 2009); GAO, Homeland Security: Preliminary 
Results Show Federal Protective Service's Ability to Protect Federal 
Facilities Is Hampered By Weaknesses in Its Contract Security Guard 
Program, [hyperlink,] 
(Washington, D.C.: July 8, 2009); and GAO, Homeland Security: Federal 
Protective Service Should Improve Human Capital Planning and Better 
Communicate with Tenants, [hyperlink,] (Washington, D.C.: July 30, 
2009). We reported on FPS's performance management and testing in GAO, 
Homeland Security: The Federal Protective Service Faces Several 
Challenges That Hamper Its Ability to Protect Federal Facilities, 
[hyperlink,] (Washington, D.C.: 
June 11, 2008). 

[7] [hyperlink,]. 

[8] [hyperlink,]. 

[9] Some of the basic security services covered by this fee include law 
enforcement activities at GSA facilities, preliminary investigations, 
the capture and detention of suspects, and completion of BSAs. 

[10] [hyperlink,]. 

[11] [hyperlink,]. 

[12] This mandate in DHS's fiscal year 2008 appropriation act was 
effective for fiscal year 2008 only, since mandates in annual 
appropriation acts are presumed to be applicable for that fiscal year 
unless specified to the contrary. DHS's appropriation act for fiscal 
year 2009 also mandated that FPS have no fewer than 1,200 full-time 
employees. See Pub. L. No. 110-161, Div. E, 121Stat. 1844, 2051-2052 
(2007) and Pub. L. No. 110-329, Div D. 1222 Stat. 3574, 3659-3660 

[13] [hyperlink,]. 

[14] [hyperlink,]. 

[15] [hyperlink,]. 

[16] At the time of our review, a level IV facility had more than 450 
federal employees, more than 150,000 square feet, a high volume of 
public contact, and tenant agencies that could include high-risk law 
enforcement and intelligence agencies, courts, judicial offices, and 
highly sensitive government records. 

[17] X-ray machines are hazardous because of the potential radiation 
exposure. In contrast, magnetometers do not emit radiation and are used 
to detect metal. 

[18] With this safety feature disabled, the X-ray machine's belt was 
operating continuously although the guard was not present. 

[19] [hyperlink,]. 

[20] At the time of our review, a level III facility had between 151 
and 450 federal employees, 80,000 to 150,000 square feet, and a 
moderate to high volume of public contact. 

[21] [hyperlink,]. 

[22] [hyperlink,]. 

[23] Tests that we performed at a national laboratory in February 2006 
and July 2007 demonstrated that a terrorist using these devices could 
cause severe damage to a federal facility and threaten the safety of 
federal workers and the general public. Our investigators obtained the 
components for these devices at local stores and over the Internet for 
less than $150. 

[24] U.S. Department of Justice, Vulnerability Assessment of Federal 
Facilities, (Washington, D.C., June 28, 1995). The Department of 
Justice standards recommend minimum security measures for federal 

[25] Following the Oklahoma City bombing, Executive Order 12977 called 
for the creation of an interagency security committee to address the 
quality and effectiveness of physical security requirements for federal 
facilities by developing and evaluating security standards. The 
Interagency Security Committee has representation from all major 
federal departments and agencies. 

[26] [hyperlink,]. 

[27] In 2006 GSA established the Building Security and Policy Division 
within its Public Buildings Service to oversee its security operations 
and policies and liaise with FPS. Additionally, the division developed 
the Regional Security Network, which consists of several staff per GSA 
region to further enhance coordination with FPS at the regional and 
building levels, and to carry out GSA security policy in collaboration 
with FPS and tenant agencies. 

[28] [hyperlink,]. 

[29] In June 2009 tenant agency representatives told us that at all 
times, they had been aware of the location of the equipment and assured 
proper safeguarding of the equipment during the reconstruction process. 

[30] [hyperlink,]. 

[31] [hyperlink,]. 

[32] GAO, High-Risk Series: An Update, [hyperlink,] (Washington, D.C.: Jan. 1, 

[33] [hyperlink,]. 

[34] [hyperlink,]. 

[35] The National Infrastructure Protection Plan was founded through 
Homeland Security Presidential Directive 7 and sets forth national 
policy on how the plan's risk management framework and sector 
partnership model are to be implemented by sector-specific agencies. 
FPS is the agency responsible for the Government Facilities sector. 

[36] [hyperlink,]. 

[37] [hyperlink,]. 

[38] [hyperlink,]. 

[39] [hyperlink,]. 

[40] [hyperlink,]. 

[41] [hyperlink,]. 

[42] GAO, Federal Real Property: DHS Has Made Progress, but Additional 
Actions Are Needed to Address Real Property Management and Security 
Challenges, [hyperlink,] 
(Washington, D.C.: June 22, 2007). In this report, we used the key 
practices to assess DHS's security operations with respect to the 
government-owned and leased buildings in its real property portfolio, 
but did not specifically focus on FPS. 

[43] GAO, Smithsonian Institution: Funding Challenges Affect 
Facilities' Conditions and Security, Endangering Collections, 
[hyperlink,] (Washington, D.C.: 
Sept. 28, 2007). 

[44] GAO, Homeland Security: Actions Needed to Improve Security 
Practices at National Icons and Parks, [hyperlink,] (Washington, D.C.: Aug. 28, 

[45] Interagency Security Committee, Use of Physical Security 
Performance Measures, (Washington, D.C., June 16, 2009). 

[End of section] 

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