DHS has increasingly relied on service contracts in recent years, including contracts that require heightened oversight due to risks. From 2013 to 2018, DHS obligations for contracts requiring heightened oversight, such as drafting policy documents, grew significantly. However, DHS and components do not consistently plan oversight needs and officials could not identify specific oversight activities for some contracts. Without guidance on documenting oversight resources and tasks, DHS cannot adequately mitigate risks of contractor performance. Additionally, DHS budget documents do not provide details on most estimated service contract costs, limiting transparency.
DHS has increasingly relied on service contracts in recent years, including contracts that require heightened oversight due to risks. From 2013 to 2018, DHS obligations for contracts requiring heightened oversight, such as drafting policy documents, grew significantly. However, DHS and components do not consistently plan oversight needs and officials could not identify specific oversight activities for some contracts. Without guidance on documenting oversight resources and tasks, DHS cannot adequately mitigate risks of contractor performance. Additionally, DHS budget documents do not provide details on most estimated service contract costs, limiting transparency.
DHS has increasingly relied on service contracts in recent years, including contracts that require heightened oversight due to risks. From 2013 to 2018, DHS obligations for contracts requiring heightened oversight, such as drafting policy documents, grew significantly. However, DHS and components do not consistently plan oversight needs and officials could not identify specific oversight activities for some contracts. Without guidance on documenting oversight resources and tasks, DHS cannot adequately mitigate risks of contractor performance. Additionally, DHS budget documents do not provide details on most estimated service contract costs, limiting transparency.
DHS has increasingly relied on service contracts in recent years, including contracts that require heightened oversight due to risks. From 2013 to 2018, DHS obligations for contracts requiring heightened oversight, such as drafting policy documents, grew significantly. However, DHS and components do not consistently plan oversight needs and officials could not identify specific oversight activities for some contracts. Without guidance on documenting oversight resources and tasks, DHS cannot adequately mitigate risks of contractor performance. Additionally, DHS budget documents do not provide details on most estimated service contract costs, limiting transparency.
Increased Oversight Needed to Reduce the Risk Associated with Contractors Performing Certain Highlights of GAO-20-417, a report to Functions congressional requesters
Why GAO Did This Study What GAO Found
DHS’s spending on services—such From fiscal years 2013 through 2018, the Department of Homeland Security as guard services and technology (DHS) increased its reliance on contracts for services, particularly those in support—represents over 75 percent categories that may need heightened management attention, such as drafting of its annual contract obligations. The policy documents (see figure). These services include functions that are closely Office of Management and Budget associated with inherently governmental, critical, or special interest, which could has recognized that some service put the government at risk of losing control of its mission if performed by contracts require extra management contractors without proper oversight by government officials. attention because they pose a risk that the government could lose Proportion of Department of Homeland Security Contract Obligations for Services in Need of control of its decisions or operations. Heightened Management Attention, Fiscal Years (FY) 2013 through 2018, in FY 2018 Dollars
GAO was asked to review DHS’s use
of and planning for service contracts. This report addresses, among other objectives, the extent to which DHS and selected components and offices use, oversee, and budget for service contracts. GAO analyzed Federal Procurement Data System-Next Generation data from fiscal years 2013 through 2018; selected non-generalizable samples of four components with high service contract obligations and eight service contracts requiring heightened management attention; and interviewed DHS officials. GAO found that DHS and selected components do not consistently plan for the What GAO Recommends level of federal oversight needed for these contracts because there is no guidance on how to document and update the number of federal personnel GAO is making six recommendations, needed to conduct oversight. GAO also found that program and contracting including that DHS provide guidance officials from six of the eight contracts GAO reviewed did not identify specific for documenting and updating the oversight activities they conducted to mitigate the risk of contractors performing federal workforce needed to oversee functions in a way that could become inherently governmental. DHS lacks certain service contracts and guidance on what these oversight tasks could entail. Without guidance for identifying oversight tasks, and report documenting and updating the planned federal oversight personnel needed, and service requirement information in identifying oversight tasks, DHS cannot mitigate the risks associated with service budget documents to Congress. DHS agreed with two of the contracts in need of heightened management attention. recommendations and did not agree Selected DHS components have information on service requirements, but budget with four of them. GAO continues to documentation—submitted to DHS headquarters as well as to Congress—does believe the recommendations are not communicate details about most estimated or actual service contract valid, as discussed in the report. requirements costs. Given that services account for over three-quarters of DHS’s annual funding for contracts, additional insights would shed light into how much of DHS’s mission is being accomplished through services, including those requiring heightened management attention. Without more visibility into this View GAO-20-417. For more information, information, DHS headquarters and Congress are at risk of not having complete contact Marie A. Mak at (202) 512-4841 or information for sound resource planning and decision-making, particularly as it makm@gao.gov. relates to determining what proposed service contract requirements DHS should prioritize when budgeting. United States Government Accountability Office
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