GAO’s reports and testimonies give Congress, federal agencies, and the public timely, fact-based, non-partisan information that can improve government operations and save taxpayers billions of dollars.
Since the Department of Homeland Security (DHS) began operations in March 2003, it has faced the daunting task of bringing together 22 diverse agencies and developing an integrated financial management system to provide timely, reliable, and useful financial information.
The Department of Homeland Security (DHS), the third largest department in federal procurement spending in fiscal year 2006, has faced ongoing cost, schedule, and performance problems with major acquisitions and procurement of services.
The need to better protect federal facilities, coupled with federal budget constraints and the increased scrutiny of homeland security funding and programs, has prompted the need for U.S. agencies to measure the performance of their facility protection efforts.
After the tragic events of September 11, 2001, the National Capital Region (NCR)--the District of Columbia and nearby jurisdictions in Maryland and Virginia--was recognized as a significant potential target for terrorism.
DHS was provided with significant flexibility to design a modern human capital management system. Its proposed system has both precedent-setting implications for the executive branch and farreaching implications on how the department is managed.
The creation of the Department of Homeland Security (DHS) almost one year ago represents an historic moment for the federal government to fundamentally transform how the nation will protect itself from terrorism.