RGS Champions IT and Human Capital Policy, Strategy, and Planning at DHS
The Challenge
The Department of Homeland Security (DHS) Office of Operations Coordination and Planning (OPS) shares information and coordinates efforts among federal, state, local, and tribal organizations to deter, detect, and prevent terrorist acts. To accomplish this, OPS developed a portal to provide a secure and trusted national platform for information sharing and collaboration called Homeland Security Information Network (HSIN). In 2007, OPS created the CIO division (CIO-D) and named a CIO for better oversight of OPS IT spending and IT investment accountability. In addition to HSIN, the OPS CIO oversees the Common Operating Picture (COP) and a portfolio of hardware and software solutions commonly called Mission Systems.
OPS CIO-D responsibilities have continued to grow as the need for increased accountability, improved transparency, enhanced IT security, and better information sharing have multiplied exponentially in the past few years.
The Solution
OPS CIO-D turned to RGS to help formalize and develop a management framework in several critical areas:
Capital Planning and Investment Control (CPIC) – RGS performed an assessment of OPS CIO-D’s current environment to determine its Information Technology Information Management (ITIM) maturity level. As part of this environmental scan, we assessed policies, governance structures, strategic plans, IT investment management processes, enterprise architecture, and security posture. To address the shortfalls, we developed an IT governance structure and investment management process to oversee OPS’s IT investments. This structure integrates with the DHS CPIC, EA, IT Security, Acquisition, and System Engineering Life Cycle (SELC) processes. We also developed the OPS CIO-D Office of Management and Budget (OMB) Exhibit 300 and Exhibit 53 that are used to make both quantitative decisions about budgetary resources consistent with White House program priorities, and qualitative assessments about whether the agency's programming processes are consistent with OMB policy and guidance.
Enterprise Architecture (EA) – We supported the development of the DHS Sensitive But Unclassified (SBU) portal interoperability segment architecture. The purpose of the segment architecture is to improve information sharing, mission performance, and shared services. We will also realize efficiencies by identifying opportunities for interoperability and consolidation of SBU portals across DHS and with external partners. The high-level activities for this effort have included:
- Identifying opportunities for SBU portal interoperability or consolidation with the HSIN
- Documenting the As-Is architecture
- Delivering a target architecture
- Delivering a multi-year transition plan with actionable and measurable metrics
Program Management – We provide project planning and management, development briefs and white papers, strategic planning, and workforce development for the organization. We have supported the HSIN program manager and OPS CIO’s preparations for the HSIN Program Review with the White House Federal CIO by providing analysis, developing program briefs, and developing the Next-Generation HSIN Business Case. Additionally, we have established a performance management framework for OPS CIO-D to measure progress toward the target operating environment.
Contract and Budget Management – We supported the development and implementation of a process to manage all of OPS CIO-D’s contracts, including its requirement for monthly reporting to DHS management. Our team works closely with the OPS CIO budget leader to implement a framework for linking the IT budget with its strategic plan to ensure OPS CIO-D is investing resources appropriately to achieve its stated goals.
Human Capital Management – RGS provides workforce management services to include managing the recruiting lifecycle for the OPS CIO-D organization. This effort includes supporting the development of position descriptions, coordinating with the Headquarters Human Resource office to identify candidates in a timely manner and managing the interview process, from scheduling interviews to developing interview packets. Additionally, the RGS team manages the training environment for the CIO. We created a system to track and communicate training priorities for the office.
Business Transformation – We play an integral role in the organizational and logistical planning for the DHS headquarters consolidation in the National Capital Region: an effort to create “one DHS.” On behalf of the OPS front office, RGS worked directly with Headquarters Management and Development (HMD) to begin identifying shared services to make available to DHS employees/contractors located at the eight headquarters’ consolidated locations. In support of OPS’s relocation to the co-located operations facility on the St. Elizabeth’s campus, we worked with HMD to design spaces for OPS personnel, support staff, and surge support. We have also worked with OPS leadership to begin planning for the impact that co-location will have on the disparate DHS operation centers’ mission execution, as well as the new roles and responsibilities that OPS will take on as the coordinator of the co-located facility.
Business Results
Through the successful implementation of management controls and processes in our first year of the contract, RGS has helped the OPS CIO-D to:
- Complete on-time and accurate monthly reporting of its IT investments to DHS and OMB’s IT Dashboard
- Finalize the strategic plan and obtain approval for the implementation of the OPS CIO-D Performance Management Framework
- Successfully submit the OMB Exhibit 300 and Exhibit 53 to DHS
- Develop the DHS Sensitive But Unclassified (SBU) Portal As-Is Segment Architecture
- Develop the OPS St. Elizabeth’s planning concept of operations and project charters
