The responsibilities of the Department of Homeland Security (DHS) range from preventing foreign and domestic terrorist attacks; securing the nation's borders; safeguarding transportation systems; responding to natural disasters; nuclear detection; and more. Created in 2002 from a merger that rapidly incorporated parts of eight cabinet departments and 22 government agencies, DHS has struggled to integrate its numerous components and their unique cultures. While DHS is very accomplished at performing its many missions, the nature of the DHS work environment is inherently stressful, and employees suffer from low morale. A Ready and Resilient Workforce for the Department of Homeland Security: Protecting America's Front Line reviews current workforce resilience efforts, identifies gaps, and provides recommendations for a 5-year strategy to improve DHSTogether, the current DHS workforce resilience program. This report stresses the importance of strong leadership, communication, measurement, and evaluation in the organization and recommends content for a 5-year plan that will promote centralized strategic direction and resource investment to improve readiness and resilience at the department. While all DHS component agencies share a common mission, each have distinct roles with different stressors attached, making implementation of an organization-wide resilience or wellness program difficult. The recommendations of A Ready and Resilient Workforce for the Department of Homeland Security outline how DHS can focus its efforts on creating a common culture of workforce readiness and resilience, while recognizing the distinct, proud, celebrated cultures of its component agencies.
The events of September 11, 2001 changed perceptions, rearranged national priorities, and produced significant new government entities, including the U.S. Department of Homeland Security (DHS) created in 2003. While the principal mission of DHS is to lead efforts to secure the nation against those forces that wish to do harm, the department also has responsibilities in regard to preparation for and response to other hazards and disasters, such as floods, earthquakes, and other "natural" disasters. Whether in the context of preparedness, response or recovery from terrorism, illegal entry to the country, or natural disasters, DHS is committed to processes and methods that feature risk assessment as a critical component for making better-informed decisions. Review of the Department of Homeland Security's Approach to Risk Analysis explores how DHS is building its capabilities in risk analysis to inform decision making. The department uses risk analysis to inform decisions ranging from high-level policy choices to fine-scale protocols that guide the minute-by-minute actions of DHS employees. Although DHS is responsible for mitigating a range of threats, natural disasters, and pandemics, its risk analysis efforts are weighted heavily toward terrorism. In addition to assessing the capability of DHS risk analysis methods to support decision-making, the book evaluates the quality of the current approach to estimating risk and discusses how to improve current risk analysis procedures. Review of the Department of Homeland Security's Approach to Risk Analysis recommends that DHS continue to build its integrated risk management framework. It also suggests that the department improve the way models are developed and used and follow time-tested scientific practices, among other recommendations.
The events of September 11, 2001 changed perceptions, rearranged national priorities, and produced significant new government entities, including the U.S. Department of Homeland Security (DHS) created in 2003. While the principal mission of DHS is to lead efforts to secure the nation against those forces that wish to do harm, the department also has responsibilities in regard to preparation for and response to other hazards and disasters, such as floods, earthquakes, and other "natural" disasters. Whether in the context of preparedness, response or recovery from terrorism, illegal entry to the country, or natural disasters, DHS is committed to processes and methods that feature risk assessment as a critical component for making better-informed decisions. Review of the Department of Homeland Security's Approach to Risk Analysis explores how DHS is building its capabilities in risk analysis to inform decision making. The department uses risk analysis to inform decisions ranging from high-level policy choices to fine-scale protocols that guide the minute-by-minute actions of DHS employees. Although DHS is responsible for mitigating a range of threats, natural disasters, and pandemics, its risk analysis efforts are weighted heavily toward terrorism. In addition to assessing the capability of DHS risk analysis methods to support decision-making, the book evaluates the quality of the current approach to estimating risk and discusses how to improve current risk analysis procedures. Review of the Department of Homeland Security's Approach to Risk Analysis recommends that DHS continue to build its integrated risk management framework. It also suggests that the department improve the way models are developed and used and follow time-tested scientific practices, among other recommendations.
The first-ever Quadrennial Homeland Security Review (QHSR) comes amid much expectation and interest. Homeland security encompasses the most sweeping reform in government in nearly half a century, and makes explicit the realization that the evolving international security landscape bears directly on our domestic security. But we have also learned that security is not an end in itself; rather, it is an important means to a vital end: preserving the values, principles, and way of life we pursue as Americans. A review of homeland security could take many forms—from a retrospective and assessment of the past, to an analysis of current programs and activities, to a view of what the future might bring. Nonetheless, Congress made clear in its direction to the Department of Homeland Security (DHS), the principal author of this report, that the QHSR should delineate a homeland security strategy, including an outline of priority mission areas, not simply for DHS, but for the homeland security enterprise as a whole—embracing Federal, State, local, tribal, and territorial governments, nongovernmental organizations, the private sector, as well as individuals, families and communities. Such a strategic analysis would then serve as a basis for a deeper review of the many programs and budgets required to execute the full range of homeland security missions. Congress also sought to better understand the resource and organizational implications of an evolving strategic view of homeland security. What was clear from the start, however, is that any articulation of strategy or analysis of specific programmatic or resource tradeoffs—either within DHS or across the broader homeland security enterprise—had to be firmly rooted within a comprehensive strategic understanding of homeland security. For example, “What is homeland security?” “How is the homeland best made secure?” “What does it mean to be prepared?” Eight years after 9/11, these questions still echo widely among the many homeland security stakeholders. The QHSR marks the beginning of a multi-step process to answer these questions. It offers a vision for a secure homeland, specifies key mission priorities, outlines goals for each of those mission areas, and lays the necessary groundwork for subsequent analysis and recommendations. As an immediate follow-on and complement to the QHSR, an important “bottom-up” review of DHS was begun in November 2009 that will look to align the Department's programmatic activities and organizational structure with the mission sets and goals identified in the QHSR.While the primary purpose for the QHSR is to outline the strategic framework to guide the activities of participants in homeland security toward a common end, it is equally important to note what the QHSR is not. The report is not a resource prioritization document, although in identifying key mission areas for priority focus, it is highly indicative of where those priorities should lie. Nor does the QHSR detail the roles and responsibilities of Federal or other institutions for each mission area. Instead, the QHSR functions as a strategic document that seeks to answer the most fundamental questions that many Americans still ask about homeland security. By describing a forward-looking homeland security vision for the Nation and the requisite set of key mission areas, goals, objectives, and outcomes, integrated across the breadth of the homeland security landscape, it also will serve as a roadmap to keep America safe, secure, and resilient in the years ahead.
Immigration enforcement is carried out by a complex legal and administrative system, operating under frequently changing legislative mandates and policy guidance, with authority and funding spread across several agencies in two executive departments and the courts. The U.S. Department of Homeland Security (DHS) is responsible for conducting immigration enforcement both at the border and in the United States; the U.S. Department of Justice (DOJ) is responsible for conducting immigration removal procedures and criminal trials and for prosecuting people charged with immigration-related crimes. DOJ confronts at least five technical challenges to modeling its resource needs for immigration enforcement that are specific to the immigration enforcement system. Despite the inherent limitations, budgeting for immigration enforcement can be improved by changing the method for budgeting. Budgeting for Immigration Enforcement addresses how to improve budgeting for the federal immigration enforcement system, specifically focusing on the parts of that system that are operated and funded by the U.S. Department of Justice (DOJ). The report recommends that DOJ establish policy-level procedures to plan and coordinate policy planning and implementation to improve performance of the immigration enforcement system. The report also recommends that DOJ and DHS accelerate their design of an integrated capacity to track cases and project immigration enforcement activity. Policy makers and others who are interested in how the nation's immigration enforcement system is organized and operates also will find it useful.
From the vocation experts at the U.S. Department of Labor, this fully updated 2011.2012 edition of the Occupational Outlook Handbook features the most important details of more than 250 occupations--90 percent of the jobs available in the United States. What is the average salary of a legal assistant? What job competition do I face as a museum curator? Will I find a job in this economy as a computer programmer? Written by the U.S. Department of Labor, this handbook is designed to provide valuable, up-to-date assistance to individuals making decisions about their futures. Accompanying each profession are descriptions of the nature of the work, working environment, job outlook training, the required education, as well as job earnings, related occupations, and additional information sources. Keep up in the scramble to stay afloat in the waning job market by staying informed as you plan your training and career.
Presents over 1,300 tables that provide statistical data on the social, economic, and political organization of the United States, and includes source notes for each chart, guides to additional information, and a comprehensive index.
Army doctrine publication (ADP) 3-28 is the doctrinal foundation for the Army's contribution to defense support of civil authorities (DSCA). ADP 3-28 explains how the Army conducts DSCA missions and National Guard civil support missions as part of unified land operations. ADP 3-28 focuses on achieving unity of effort among the Army battalions, brigades, division headquarters, and Army Service component commands conducting DSCA with support from the institutional force and in cooperation with joint and interagency partners. (See Introductory Figure, on page viii for the complete ADP 3-28 logic chart.) The principal audience for ADP 3-28 is all members of the Army profession. Commanders and staffs of Army headquarters serving as joint task force headquarters should also refer to applicable joint doctrine concerning the range of military operations and joint forces.
The mission of Department of Homeland Security Bioterrorism Risk Assessment: A Call for Change, the book published in December 2008, is to independently and scientifically review the methodology that led to the 2006 Department of Homeland Security report, Bioterrorism Risk Assessment (BTRA) and provide a foundation for future updates. This book identifies a number of fundamental concerns with the BTRA of 2006, ranging from mathematical and statistical mistakes that have corrupted results, to unnecessarily complicated probability models and models with fidelity far exceeding existing data, to more basic questions about how terrorist behavior should be modeled. Rather than merely criticizing what was done in the BTRA of 2006, this new NRC book consults outside experts and collects a number of proposed alternatives that could improve DHS's ability to assess potential terrorist behavior as a key element of risk-informed decision making, and it explains these alternatives in the specific context of the BTRA and the bioterrorism threat.
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