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Gao-19-60, Us Secret Service United States Government Accountability Office Report to Congressional Committees November 2018 U.S. SECRET SERVICE Action Needed to Address Gaps in IT Workforce Planning and Management Practices GAO-19-60 November 2018 U.S. SECRET SERVICE Action Needed to Address Gaps in IT Workforce Planning and Management Practices Highlights of GAO-19-60, a report to congressional committees Why GAO Did This Study What GAO Found Commonly known for protecting the The U.S. Secret Service (Secret Service) Chief Information Officer (CIO) fully President, the Secret Service also implemented 11 of 14 selected information technology (IT) oversight plays a leading role in investigating responsibilities, and partially implemented the remaining 3. The CIO partially and preventing financial and electronic implemented the responsibilities to establish a process that ensures the Secret crimes. To accomplish its mission, the Service reviews IT contracts; ensure that the component’s IT policies align with Secret Service relies heavily on the the Department of Homeland Security’s (DHS) policies; and set incremental use of IT infrastructure and systems. In targets to monitor program progress. Additional efforts to fully implement these 3 2009, the component initiated the IITT responsibilities will further position the CIO to effectively manage the IT portfolio. investment—a portfolio of programs and projects that are intended to, Of the 15 selected practices within the 5 workforce planning and management among other things, improve systems areas, the Secret Service fully implemented 3 practices, partly implemented 8, availability and security in support of and did not implement 4 (see table). Within the strategic planning area, the the component’s business operations. component partly implemented the practice to, among other things, develop IT GAO was asked to review the Secret competency needs. While the Secret Service had defined general core Service’s oversight of its IT portfolio competencies for its workforce, the Office of the CIO (OCIO) did not identify all of and workforce. This report discusses the technical competencies needed to support its functions. As a result, the office the extent to which the (1) CIO was limited in its ability to address any IT competency gaps that may exist. Also, implemented selected IT oversight while work remains to improve morale across the component, the Secret Service responsibilities, (2) Secret Service substantially implemented the employee morale practices for its IT staff. implemented leading IT workforce planning and management practices, The U.S. Secret Service’s Implementation of 15 Selected Leading Practices Associated with 5 and (3) Secret Service and DHS Workforce Planning and Management Areas for Its Information Technology Workforce Number of Number of Number of implemented selected performance practices fully practices partly practices not monitoring practices for IITT. GAO Workforce area Overall area rating implemented implemented implemented assessed agency documentation 1. Strategic planning Minimally implemented 0 2 1 against 14 selected component CIO 2. Recruitment and responsibilities established in DHS hiring Minimally implemented 0 1 2 policy; 15 selected leading workforce 3. Training and planning and management practices development Minimally implemented 0 2 1 within 5 topic areas; and two selected 4. Employee morale Substantially implemented 2 1 0 leading industry project monitoring 5. Performance management Substantially implemented 1 2 0 practices that, among other things, were, in GAO’s professional judgment, Total 3 8 4 of most significance to managing IITT. Source: GAO analysis of data provided by U.S. Secret Service officials. | GAO-19-60. Secret Service officials said the gaps in implementing the workforce practices What GAO Recommends were due to, among other things, their focus on reorganizing the IT workforce within OCIO. Until the Secret Service fully implements these practices for its IT GAO is making 13 recommendations, workforce, it may be limited in its ability to ensure the timely and effective including that the Secret Service acquisition and maintenance of the component’s IT infrastructure and services. establish a process that ensures the CIO reviews all IT contracts, as Of the two selected IT project monitoring practices, DHS and the Secret Service appropriate; and identify the skills fully implemented the first practice to monitor the performance of the Information needed for its IT workforce. DHS Integration and Technology Transformation (IITT) investment. In addition, for the concurred with all recommendations second practice—to monitor projects on incremental development metrics—the and provided estimated dates for Secret Service fully implemented the practice on one of IITT’s projects and implementing each of them. partially implemented it on another. In particular, OCIO did not fully measure View GAO-19-60. For more information, post-deployment user satisfaction with the system on one project. OCIO plans to contact Carol C. Harris at (202) 512-4456 or conduct a user satisfaction survey of the system by September 2018, which [email protected]. should inform the office on whether the system is meeting users’ needs. United States Government Accountability Office Contents Letter 1 Background 9 The Secret Service CIO Fully Implemented Most of the Required Responsibilities 22 The Secret Service Did Not Fully Implement the Majority of the Selected Leading Planning and Management Practices for Its IT Workforce 29 The Secret Service and DHS Implemented Selected Leading Monitoring Practices for the IITT Investment 48 Conclusions 53 Recommendations for Executive Action 54 Agency Comments and Our Evaluation 55 Appendix I Objectives, Scope, and Methodology 58 Appendix II Description of the U.S. Secret Service’s Information Integration and Technology Transformation Investment’s Programs and Projects 72 Appendix III Comments from the Department of Homeland Security 76 Appendix IV GAO Contact and Staff Acknowledgments 83 Tables Table 1: Levels of the Department of Homeland Security’s (DHS) Acquisition Programs 10 Table 2: Selected Component-Level Chief Information Officer (CIO) Responsibilities Outlined in Department of Homeland Security (DHS) Policies and Guidance 14 Table 3: The U.S. Secret Service’s Information Integration and Technology Transformation (IITT) Investment’s Programs and Projects with Capabilities in Planning or Development and Modernization, as of June 2018 18 Table 4: The U.S. Secret Service’s Information Integration and Technology Transformation Investment’s Capabilities That Are in Operations and Maintenance 20 Page i GAO-19-60 Secret Service IT Table 5: Summary of the U.S. Secret Service Chief Information Officer’s (CIO) Implementation of 14 Selected Component-Level CIO Responsibilities Outlined in Department of Homeland Security (DHS) Policies 23 Table 6: Selected Workforce Planning and Management Areas and Selected Leading Practices Associated with Each Area 30 Table 7: The U.S. Secret Service’s Implementation of Five Selected Workforce Planning and Management Areas and 15 Selected Associated Leading Practices for Its Information Technology (IT) Workforce, as of June 2018 31 Table 8: The U.S. Secret Service’s Implementation of Selected Leading IT Strategic Workforce Planning Practices, as of June 2018 33 Table 9: The U.S. Secret Service’s Implementation of Selected Leading Recruitment and Hiring Practices, as of June 2018 37 Table 10: The U.S. Secret Service’s Implementation of Selected Leading Training and Development Practices, as of June 2018 40 Table 11: The U.S. Secret Service’s Implementation of Selected Leading Practices for Improving the Morale of Its Information Technology (IT) Workforce, as of June 2018 43 Table 12: The U.S. Secret Service’s Implementation of Selected Leading Performance Management Practices, as of June 2018 46 Table 13: Department of Homeland Security’s and the U.S. Secret Service’s Implementation of Selected Leading Practices for Monitoring the Performance of One Program and Three Projects within the Information Integration and Technology Transformation Investment 50 Table 14: Selected Workforce Planning and Management Areas and Selected Associated Practices 66 Table 15: The U.S. Secret Service’s Information Integration and Technology Transformation Investment’s Programs and Projects That Had Capabilities in Planning or Development and Modernization, as of June 2018 73 Page ii GAO-19-60 Secret Service IT Figures Figure 1: Department of Homeland Security Acquisition Life Cycle for Major Acquisition Programs 11 Figure 2: The U.S. Secret Service’s Planned Information Technology (IT) Spending (dollars in millions) for Fiscal Year 2018 15 Abbreviations CIO Chief Information Officer DHS Department of Homeland Security FY fiscal year IT information technology IITT Information Integration and Technology Transformation OCIO Office of the Chief Information Officer Secret Service United States Secret Service This is a work of the U.S. government and is not subject to copyright protection in the United States. The published product may be reproduced and distributed in its entirety without further permission from GAO. However, because this work may contain copyrighted images or other material, permission from the copyright holder may be necessary if you wish to reproduce this material separately. Page iii GAO-19-60 Secret Service IT Letter 441 G St. N.W. Washington, DC 20548 November 15, 2018 The Honorable Ron Johnson Chairman The Honorable
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