SEC. 102. ACQUISITION AUTHORITIES FOR CHIEF FINAN-
CIAL OFFICER. 
Section 702 of the Homeland Security Act of 2002 
(6 U.S.C. 342) is amended by adding at the end of sub-
section (b)(2) the following new subparagraph: 
‘‘(J) Notwithstanding section 902 of title 
31, United States Code, provide leadership over 
financial management policy and programs for 
the Department as they relate to the Depart-
ment’s acquisitions programs, in consultation 
with the Under Secretary for Management.’’. 
SEC. 103. ACQUISITION AUTHORITIES FOR CHIEF INFORMA-
TION OFFICER. 
Section 703 of the Homeland Security Act of 2002 
(6 U.S.C. 343) is amended by adding at the end the fol-
lowing new subsection: 
‘‘(c) 
ACQUISITION
RESPONSIBILITIES.—Notwith-
standing section 11315 of title 40, United States Code, 
the acquisition responsibilities of the Chief Information 
Officer, in consultation with the Under Secretary for Man-
agement, shall include the following: 
‘‘(1) Serve as the lead technical authority for 
information technology programs and establish de-
partmental information technology priorities, poli-
cies, processes, standards, guidelines, and proce-
dures. 
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‘‘(2) Oversee the management of the Homeland 
Security Enterprise Architecture and ensure that, 
before each acquisition decision event, approved in-
formation technology acquisitions comply with de-
partmental information technology management 
processes, technical requirements, and the Homeland 
Security Enterprise Architecture. 
‘‘(3) Be responsible for providing recommenda-
tions to the Acquisition Review Board established in 
section 836 of this Act on information technology 
programs, and be responsible for developing infor-
mation technology acquisition strategic guidance.’’. 
SEC. 104. CHIEF PROCUREMENT OFFICER. 
(a) IN GENERAL.—Title VII of the Homeland Secu-
rity Act of 2002 (6 U.S.C. 341 et seq.) is amended by 
adding at the end the following new section: 
‘‘SEC. 708. CHIEF PROCUREMENT OFFICER. 
‘‘(a) IN GENERAL.—There is a Chief Procurement 
Officer of the Department, who shall report directly to the 
Under Secretary for Management. The Chief Procurement 
Officer is the senior procurement executive for purposes 
of section 1702(c) of title 41, United States Code, and 
shall perform procurement functions as specified in such 
section. The Chief Procurement Officer also shall perform 
other functions and responsibilities set forth in this section 
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and as may be assigned by the Under Secretary for Man-
agement. 
‘‘(b) RESPONSIBILITIES.—The Chief Procurement 
Officer shall— 
‘‘(1) exercise leadership and authority to the ex-
tent delegated by the Under Secretary for Manage-
ment over the Department procurement function; 
‘‘(2) issue acquisition regulations and policies; 
‘‘(3) account for the integrity, performance, and 
oversight of Department procurement and con-
tracting functions and be responsible for ensuring 
that a procurement’s contracting strategy and plans 
are consistent with the intent and direction of the 
Acquisition Review Board established in section 836 
of this Act; 
‘‘(4) serve as the Department’s business advisor 
and main liaison to industry on procurement-related 
issues by providing advice on industry engagement, 
acquisition policy, oversight of the procurement 
function, and development of the acquisition work-
force; 
‘‘(5) oversee a centralized certification and 
training program, in consultation with the Under 
Secretary for Management, for the entire Depart-
ment acquisition workforce while using, to the great-
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est extent practicable, best practices and acquisitions 
training opportunities already in existence within the 
Federal Government, the private sector, or univer-
sities and colleges, as appropriate; 
‘‘(6) delegate or retain contracting authority, as 
appropriate, except as provided in section 701(d)(3) 
of this Act; 
‘‘(7) participate in the selection, and periodic 
performance review, of the head of each contracting 
activity within the Department; and 
‘‘(8) ensure that a fair proportion (as defined 
pursuant to the Small Business Act (15 U.S.C. 631 
et seq.)) of Federal contract and subcontract dollars 
are awarded to small businesses and maximize op-
portunities for small business participation. 
‘‘(c) BEST PRACTICES DEFINED.—In this section, 
the term ‘best practices’, with respect to acquisition, 
means a knowledge-based approach to capability develop-
ment that includes identifying and validating needs; as-
sessing alternatives to select the most appropriate solu-
tion; clearly establishing well-defined requirements; devel-
oping realistic cost assessments and schedules; securing 
stable funding that matches resources to requirements; 
demonstrating technology, design, and manufacturing ma-
turity; using milestones and exit criteria or specific accom-
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plishments that demonstrate progress; adopting and exe-
cuting standardized processes with known success across 
programs; establishing an adequate workforce that is 
qualified and sufficient to perform necessary functions; 
and integrating these capabilities into the Department’s 
mission and business operations.’’. 
(b) CLERICAL AMENDMENT.—The table of contents 
in section 1(b) of the Homeland Security Act of 2002 (6 
U.S.C. 101 et seq.) is amended by adding after the item 
relating to section 707 the following new item: 
‘‘Sec. 708. Chief Procurement Officer.’’. 
SEC. 105. REQUIREMENTS TO ENSURE GREATER ACCOUNT-
ABILITY FOR ACQUISITION PROGRAMS. 
(a) IN GENERAL.—Title VII of the Homeland Secu-
rity Act of 2002 (6 U.S.C. 341 et seq.) is further amended 
by adding at the end the following new section: 
‘‘SEC. 709. REQUIREMENTS TO ENSURE GREATER AC-
COUNTABILITY 
FOR 
ACQUISITION 
PRO-
GRAMS. 
‘‘(a) REQUIREMENT TO ESTABLISH MECHANISM.— 
Within the Management Directorate, the Under Secretary 
for Management shall establish a mechanism to prioritize 
improving the accountability, standardization, and trans-
parency of major acquisition programs of the Department 
in order to increase opportunities for effectiveness and ef-
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ficiencies and to serve as the central oversight function 
of all Department acquisition programs. 
‘‘(b) RESPONSIBILITIES
OF
EXECUTIVE
DIREC-
TOR.—The Under Secretary for Management shall des-
ignate an Executive Director to oversee the requirement 
under subsection (a). The Executive Director shall report 
directly to the Under Secretary and shall carry out the 
following responsibilities: 
‘‘(1) Monitor the performance of Department 
acquisition programs regularly between acquisition 
decision events to identify problems with cost, per-
formance, or schedule that Components may need to 
address to prevent cost overruns, performance 
issues, or schedule delays. 
‘‘(2) Assist the Chief Acquisition Officer in 
managing the Department’s acquisition portfolio. 
‘‘(3) Conduct oversight of individual acquisition 
programs to implement Department acquisition pro-
gram policy, procedures, and guidance with a pri-
ority on ensuring the data it collects and maintains 
from its Components is accurate and reliable. 
‘‘(4) Serve as the focal point within the Depart-
ment for policy, process, and procedure regarding 
life cycle cost estimating and analysis. 
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‘‘(5) Serve as the focal point and coordinator 
for the acquisition life cycle review process and as 
the executive secretariat for the Acquisition Review 
Board established under section 836 of this Act. 
‘‘(6) Advise the persons having acquisition deci-
sion authority in making acquisition decisions con-
sistent with all applicable laws and in establishing 
clear lines of authority, accountability, and responsi-
bility for acquisition decisionmaking within the De-
partment. 
‘‘(7) Engage in the strategic planning and per-
formance evaluation process required under section 
306 of title 5, United States Code, and sections 
1105(a)(28), 1115, 1116, and 9703 of title 31, 
United States Code, by supporting the Chief Pro-
curement Officer in developing strategies and spe-
cific plans for hiring, training, and professional de-
velopment in order to rectify any deficiency within 
the Department’s acquisition workforce. 
‘‘(8) Oversee the Component Acquisition Execu-
tive structure to ensure it has sufficient capabilities 
and complies with Department policies. 
‘‘(9) Develop standardized certification stand-
ards in consultation with the Component Acquisition 
Executives for all acquisition program managers. 
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‘‘(10) In the event that a program manager’s 
certification or actions need review for purposes of 
promotion or removal, provide input, in consultation 
with the relevant Component Acquisition Executive, 
into the relevant program manager’s performance 
evaluation, and report positive or negative experi-
ences to the relevant certifying authority. 
‘‘(11) Provide technical support and assistance 
to Department acquisitions and acquisition per-
sonnel in conjunction with the Chief Procurement 
Officer. 
‘‘(12) Prepare the Department’s Comprehensive 
Acquisition Status Report, as required by the De-
partment of Homeland Security Appropriations Act, 
2013 (division D of Public Law 113–6; 127 Stat. 
343), and make such report available to congres-
sional homeland security committees. The report 
shall also include— 
‘‘(A) a listing of programs that have been 
cancelled, modified, paused, or referred to the 
Under Secretary for Management or Deputy 
Secretary for additional oversight or action by 
the Board, Department Office of Inspector 
General, or the Comptroller General; and 
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‘‘(B) a listing of established Executive 
Steering Committees, which provide governance 
of a program or related set of programs and 
lower-tiered oversight, and support between ac-
quisition decision events and Component re-
views, including the mission and membership 
for each. 
‘‘(13) Prepare the Department’s Quarterly Pro-
gram Accountability Report to meet the Depart-
ment’s mandate to perform program health assess-
ments and improve program execution and govern-
ance, and make such report available to the congres-
sional homeland security committees. 
‘‘(c) RESPONSIBILITIES
OF
COMPONENTS.—Each 
head of a Component shall comply with Federal law, the 
Federal Acquisition Regulation, and Department acquisi-
tion management directives established by the Under Sec-
retary for Management. For each major acquisition, each 
head of a Component shall establish a complete life cycle 
estimate with supporting documentation, complete a cost- 
benefit analysis with supporting documentation, and en-
sure that all acquisition program information provided by 
the Component is complete, accurate, timely, and valid.’’. 
(b) CLERICAL AMENDMENT.—The table of contents 
in section 1(b) of the Homeland Security Act of 2002 (6 
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U.S.C. 101 et seq.) is further amended by adding after 
the item relating to section 708 the following new item: 
‘‘Sec. 709. Requirements to ensure greater accountability for acquisition pro-
grams.’’. 
TITLE 
II—ACQUISITION 
PRO-
GRAM 
MANAGEMENT 
DIS-
CIPLINE 
SEC. 201. ACQUISITION REVIEW BOARD. 
(a) IN GENERAL.—Subtitle D of title VIII of the 
Homeland Security Act of 2002 (6 U.S.C. 391 et seq.) 
is amended by adding at the end the following new section: 
‘‘SEC. 836. ACQUISITION REVIEW BOARD. 
‘‘(a) IN GENERAL.—The Under Secretary for Man-
agement shall establish an Acquisition Review Board (in 
this section referred to as the ‘Board’) to strengthen ac-
countability and uniformity within the Department acqui-
sition review process, review major acquisition programs, 
and review the use of best practices. 
‘‘(b) COMPOSITION.—The Deputy Secretary or Under 
Secretary for Management shall serve as chair of the 
Board. The Chief Financial Officer, Chief Information Of-
ficer, Chief Procurement Officer, and Executive Director 
referred to in section 709(b) of this Act shall also serve 
on the Board. The Board shall also permit participation 
by other Department officials, including the Under Sec-
retary for Science and Technology and relevant Compo-
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nent Acquisition Executives on an ad hoc basis at the invi-
tation of the chair. At least two Component heads or their 
designees shall be permanent members of the Board. 
‘‘(c) MEETINGS.—The Board shall meet every time 
a major acquisition program needs authorization to pro-
ceed from acquisition decision events through the acquisi-
tion life cycle and to consider any major acquisition pro-
gram in breach as necessary. The Board may also be con-
vened for non-major acquisitions that are deemed high- 
risk by the Executive Director referred to in section 
709(b) of this Act. The Board shall also meet regularly 
for purposes of ensuring all acquisitions processes proceed 
in a timely fashion to achieve mission readiness. 
‘‘(d) RESPONSIBILITIES.—The responsibilities of the 
Board are as follows: 
‘‘(1) Determine whether a proposed acquisition 
has met the requirements of key phases of the acqui-
sition life cycle framework and is able to proceed to 
the next phase and eventual full production and de-
ployment. 
‘‘(2) Oversee executable business strategy, re-
sources, management, accountability, and alignment 
to strategic initiatives. 
‘‘(3) Support the person with acquisition deci-
sion authority for an acquisition in determining the 
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appropriate direction for the acquisition at key ac-
quisition decision events. 
‘‘(4) Conduct systematic reviews of acquisitions 
to ensure that they are progressing in compliance 
with the approved documents for their current acqui-
sition phase. 
‘‘(5) Validate the acquisition documents of each 
major acquisition program, including the acquisition 
program baseline, to ensure the reliability of under-
lying data. 
‘‘(6) Ensure that practices are adopted and im-
plemented to require consideration of trade-offs 
among cost, schedule, and performance objectives as 
part of the process for developing requirements for 
major acquisition programs prior to the initiation of 
the capability development plan, second acquisition 
decision event, including, at a minimum, the fol-
lowing practices: 
‘‘(A) Department officials responsible for 
acquisition, budget, and cost estimating func-
tions are provided with the appropriate oppor-
tunity to develop estimates and raise cost and 
schedule matters before performance objectives 
are established for capabilities when feasible. 
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‘‘(B) Full consideration of possible trade- 
offs among cost, schedule, and performance ob-
jectives for each alternative is considered. 
‘‘(e) ACQUISITION PROGRAM BASELINE REPORT RE-
QUIREMENT.—If the Under Secretary for Management 
approves a major acquisition program to proceed beyond 
the acquisition decision event requiring a capability devel-
opment plan before it has a Department-approved acquisi-
tion program baseline, then the Under Secretary for Man-
agement shall create and approve an acquisition program 
baseline Report on the decision, and the Secretary shall— 
‘‘(1) within seven days after an acquisition deci-
sion memorandum is signed, notify in writing the 
congressional homeland security committees of such 
decision; and 
‘‘(2) within 60 days after the acquisition deci-
sion memorandum is signed, submit a report to such 
committees stating the rationale for the decision and 
a plan of action to require an acquisition program 
baseline for the program. 
‘‘(f) BEST PRACTICES DEFINED.—In this section, 
the term ‘best practices’ has the meaning provided in sec-
tion 708(c) of this Act.’’. 
(b) CLERICAL AMENDMENT.—The table of contents 
in section 1(b) of the Homeland Security Act of 2002 (6 
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U.S.C. 101 et seq.) is further amended by adding after 
the item relating to section 835 the following new item: 
‘‘Sec. 836. Acquisition Review Board.’’. 
SEC. 202. REQUIREMENTS TO REDUCE DUPLICATION IN AC-
QUISITION PROGRAMS. 
(a) IN GENERAL.—Subtitle D of title VIII of the 
Homeland Security Act of 2002 (6 U.S.C. 391 et seq.) 
is further amended by adding at the end the following new 
section: 
‘‘SEC. 837. REQUIREMENTS TO REDUCE DUPLICATION IN 
ACQUISITION PROGRAMS. 
‘‘(a) REQUIREMENT TO ESTABLISH POLICIES.—In 
an effort to reduce duplication and inefficiency for all De-
partment investments, including major acquisition pro-
grams, the Under Secretary for Management shall estab-
lish Department-wide policies to integrate all phases of the 
investment life cycle and help the Department identify, 
validate, and prioritize standards for common Component 
requirements for major acquisition requirements in order 
to increase opportunities for effectiveness and efficiencies. 
‘‘(b) MECHANISMS TO CARRY OUT REQUIREMENT.— 
The Under Secretary for Management shall coordinate the 
actions necessary to carry out subsection (a), using such 
mechanisms as considered necessary by the Secretary to 
help the Department reduce duplication and inefficiency 
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for all Department investments, including major acquisi-
tion programs. 
‘‘(c) COORDINATION.—In coordinating the actions 
necessary to carry out subsection (a), the Under Secretary 
for Management shall consult with Component Acquisition 
Executives and any other department officials, including 
the Under Secretary for Science and Technology or his 
designee, with specific knowledge of Department or Com-
ponent acquisition capabilities to prevent unnecessary du-
plication of requirements. 
‘‘(d) ADVISORS.—The Under Secretary for Manage-
ment shall seek and consider input within legal and ethical 
boundaries from members of Federal, State, local, and 
tribal governments, nonprofit organizations, and the pri-
vate sector, as appropriate, on matters within their au-
thority and expertise in carrying out the Department’s 
mission. 
‘‘(e) MEETINGS.—The Under Secretary for Manage-
ment shall meet at least quarterly and communicate with 
Components often to ensure that Components do not over-
lap or duplicate spending or priorities on major invest-
ments and acquisition programs within their areas of re-
sponsibility. 
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‘‘(f) RESPONSIBILITIES.—In carrying out this sec-
tion, the responsibilities of the Under Secretary for Man-
agement are as follows: 
‘‘(1) To review and validate the requirements 
documents of major investments and acquisition pro-
grams prior to acquisition decision events of the in-
vestments or programs. 
‘‘(2) To ensure the requirements and scope of 
a major investment or acquisition program are sta-
ble, measurable, achievable, at an acceptable risk 
level, and match the resources planned to be avail-
able. 
‘‘(3) Before any entity of the Department 
issues a solicitation for a new contract, coordinate 
with other Department entities as appropriate to 
prevent duplication and inefficiency and— 
‘‘(A) to implement portfolio reviews to 
identify common mission requirements and 
crosscutting opportunities among Components 
to harmonize investments and requirements and 
prevent overlap and duplication among Compo-
nents; and 
‘‘(B) to the extent practicable, to stand-
ardize equipment purchases, streamline the ac-
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quisition process, improve efficiencies, and con-
duct best practices for strategic sourcing. 
‘‘(4) To ensure program managers of major in-
vestments and acquisition programs conduct anal-
yses, giving particular attention to factors such as 
cost, schedule, risk, performance, and operational ef-
ficiency in order to determine that programs work as 
intended within cost and budget expectations. 
‘‘(5) To propose schedules for delivery of the 
operational capability needed to meet each Depart-
ment investment and major acquisition program. 
‘‘(g) BEST PRACTICES DEFINED.—In this section, 
the term ‘best practices’ has the meaning provided in sec-
tion 708(c) of this Act.’’. 
(b) CLERICAL AMENDMENT.—The table of contents 
in section 1(b) of the Homeland Security Act of 2002 (6 
U.S.C. 101 et seq.) is further amended by adding after 
the item relating to section 836 the following new item: 
‘‘Sec. 837. Requirements to reduce duplication in acquisition programs.’’. 
SEC. 203. GOVERNMENT ACCOUNTABILITY OFFICE REVIEW 
OF BOARD AND OF REQUIREMENTS TO RE-
DUCE DUPLICATION IN ACQUISITION PRO-
GRAMS. 
(a) REVIEW REQUIRED.—The Comptroller General 
of the United States shall conduct a review of the effec-
tiveness of the Acquisition Review Board established 
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under section 836 of the Homeland Security Act of 2002 
(as added by section 201) and the requirements to reduce 
duplication in acquisition programs established under sec-
tion 837 of such Act (as added by section 202) in improv-
ing the Department’s acquisition management process. 
(b) SCOPE OF REPORT.—The review shall include the 
following: 
(1) An assessment of the effectiveness of the 
Department in increasing program management 
oversight, best practices and standards, and dis-
cipline among the Components of the Department, 
including in working together and in preventing 
overlap and duplication. 
(2) An assessment of the effectiveness of the 
Department in instilling program management dis-
cipline. 
(3) A statement of how regularly each major 
acquisition program is reviewed by the Board, how 
often the Board stops major acquisition programs 
from moving forward in the phases of the acquisition 
life cycle process, and the number of major acquisi-
tion programs that have been halted because of 
problems with operational effectiveness, schedule 
delays, or cost overruns. 
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(c) REPORT REQUIRED.—The Comptroller General 
shall submit to the congressional homeland security com-
mittees a report on the review required by this section not 
later than one year after the date of the enactment of this 
Act. The report shall be submitted in unclassified form 
but may include a classified annex. 
TITLE 
III—ACQUISITION 
PRO-
GRAM 
MANAGEMENT 
AC-
COUNTABILITY AND TRANS-
PARENCY 
SEC. 301. CONGRESSIONAL NOTIFICATION AND OTHER RE-
QUIREMENTS FOR MAJOR ACQUISITION PRO-
GRAM BREACH. 
(a) IN GENERAL.—Subtitle D of title VIII of the 
Homeland Security Act of 2002 (6 U.S.C. 391 et seq.) 
is further amended by adding at the end the following new 
section: 
‘‘SEC. 838. CONGRESSIONAL NOTIFICATION AND OTHER RE-
QUIREMENTS FOR MAJOR ACQUISITION PRO-
GRAM BREACH. 
‘‘(a) BREACH DEFINED.—The term ‘breach’, with re-
spect to a major acquisition program, means a failure to 
meet any cost, schedule, or performance parameter speci-
fied in the acquisition program baseline. 
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‘‘(b) REQUIREMENTS
WITHIN
DEPARTMENT
IF 
BREACH OCCURS.— 
‘‘(1) NOTIFICATIONS.— 
‘‘(A) 
NOTIFICATION
OF
POTENTIAL 
BREACH.—If a major acquisition program has a 
potential for a breach, notification of the poten-
tial breach shall be made to the head of the 
Component concerned and to the Component 
Acquisition Executive for the program. 
‘‘(B) 
NOTIFICATION
OF
ACTUAL 
BREACH.—If an actual breach occurs in a 
major acquisition program, notification of the 
breach shall be made to the head of the Compo-
nent concerned, to the Component Acquisition 
Executive for the program, to the Executive Di-
rector referred to in section 709(b) of this Act, 
and to the Under Secretary for Management. 
‘‘(C) NOTIFICATION TO SECRETARY.—If a 
major acquisition program has a potential for a 
breach that is likely to result in a cost overrun 
greater than 20 percent or a likely delay is 
greater than 12 months from the costs and 
schedule described in the acquisition program 
baseline, within five business days notification 
of the breach shall be made to the Secretary. 
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‘‘(2) REMEDIATION
PLAN
AND
ROOT
CAUSE 
ANALYSIS.— 
‘‘(A) IN GENERAL.—The Under Secretary 
for Management or his designee shall establish 
a date for submission within the Department of 
a breach remediation plan and root cause anal-
ysis in accordance with this subsection. 
‘‘(B) REMEDIATION
PLAN.—The remedi-
ation plan required under this subsection shall 
be submitted in writing to the head of the Com-
ponent concerned, the Executive Director re-
ferred to in section 709(b) of this Act, and the 
Under Secretary for Management. The plan 
shall— 
‘‘(i) explain the circumstances of the 
breach; 
‘‘(ii) provide prior cost estimating in-
formation; 
‘‘(iii) propose corrective action to con-
trol cost growth, schedule delays, or per-
formance issues; 
‘‘(iv) in coordination with Component 
Acquisition Executive, discuss all options 
considered, including the estimated impact 
on cost, schedule, or performance of the 
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program if no changes are made to current 
requirements, the estimated cost of the 
program if requirements are modified, and 
the extent to which funding from other 
programs will need to be reduced to cover 
the cost growth of the program; and 
‘‘(v) explain the rationale for why the 
proposed corrective action is recommended. 
‘‘(C) ROOT
CAUSE
ANALYSIS.—The root 
cause analysis required under this subsection 
shall determine the underlying cause or causes 
of shortcomings in cost, schedule, or perform-
ance of the program, including the role, if any, 
of the following: 
‘‘(i) Unrealistic performance expecta-
tions. 
‘‘(ii) Unrealistic baseline estimates for 
cost or schedule or changes in program re-
quirements. 
‘‘(iii) Immature technologies or exces-
sive manufacturing or integration risk. 
‘‘(iv) Unanticipated design, engineer-
ing, manufacturing, or technology integra-
tion issues arising during program per-
formance. 
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‘‘(v) Changes in procurement quan-
tities. 
‘‘(vi) Inadequate program funding or 
changes in planned out-year funding from 
one five-year funding plan to the next five- 
year funding plan as outlined in the Fu-
ture Years Homeland Security Program 
required under section 874 of this Act. 
‘‘(vii) Legislative, legal, or regulatory 
changes. 
‘‘(viii) Inadequate program manage-
ment personnel, including lack of training, 
credentials, certifications, or use of best 
practices. 
‘‘(3) CORRECTION
OF
BREACH.—The Under 
Secretary for Management or his designee shall es-
tablish a date for submission within the Department 
of a program of corrective action that ensures that 
one of the following actions has occurred: 
‘‘(A) The breach has been corrected and 
the program is again in compliance with the re-
vised acquisition program baseline parameters. 
‘‘(B) A revised acquisition program base-
line has been approved. 
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‘‘(C) The program has been halted or can-
celled. 
‘‘(c) REQUIREMENTS RELATING TO CONGRESSIONAL 
NOTIFICATION IF BREACH OCCURS.— 
‘‘(1) NOTIFICATION TO CONGRESS.—If a notifi-
cation is made under subsection (b)(1)(B) for a 
breach in a major acquisition program with a cost 
overrun greater than 15 percent of the acquisition 
program baseline, or with a schedule delay of more 
than 180 days in the delivery schedule specified in 
the acquisition program baseline, or with an antici-
pated failure for any key performance threshold or 
parameter specified in the acquisition program base-
line, the Under Secretary for Management shall no-
tify the congressional homeland security committees 
of the breach in the next quarterly Comprehensive 
Acquisition Status Report after the Under Secretary 
for Management receives the notification from the 
program manager under subsection (b)(1)(B). 
‘‘(2) SUBSTANTIAL
VARIANCES
IN
COSTS
OR 
SCHEDULE.—If a likely cost overrun is greater than 
20 percent or a likely delay is greater than 12 
months from the costs and schedule described in the 
acquisition program baseline for a major acquisition 
program, the Under Secretary for Management shall 
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include in the notification required in (c)(1) a writ-
ten certification, with supporting explanation, that— 
‘‘(A) the acquisition is essential to the ac-
complishment of the Department’s mission; 
‘‘(B) there are no alternatives to such ca-
pability or asset that will provide equal or 
greater capability in both a more cost-effective 
and timely manner; 
‘‘(C) the new acquisition schedule and esti-
mates for total acquisition cost are reasonable; 
and 
‘‘(D) the management structure for the ac-
quisition program is adequate to manage and 
control performance, cost, and schedule. 
‘‘(3) SUBMISSIONS
TO
CONGRESS.—Not later 
than 90 business days after submission to such com-
mittees of a breach notification under paragraph (1) 
for a major acquisition program, the Under Sec-
retary for Management shall submit to such commit-
tees the following: 
‘‘(A) A copy of the remediation plan and 
the root cause analysis prepared under sub-
section (b)(2) for the program. 
‘‘(B) A statement describing the action or 
actions that have occurred pursuant to sub-
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section (b)(3) for the program, with a justifica-
tion for the action or actions. 
‘‘(d) ADDITIONAL ACTIONS IF BREACH OCCURS.— 
‘‘(1) 
PROHIBITION
ON
OBLIGATION
OF 
FUNDS.—If a notification is made under subsection 
(b)(1)(B) for a breach that is in a major acquisition 
program, funds appropriated for the major acquisi-
tion program shall not be obligated until the Under 
Secretary for Management submits the certification 
with respect to the program described in paragraph 
(3) to the congressional homeland security commit-
tees. 
‘‘(2) CERTIFICATION.—For purposes of para-
graph (1), the certification described in this para-
graph is a certification that— 
‘‘(A) the Department has adjusted or re-
structured the program in a manner that ad-
dresses the root cause or causes of the cost 
growth in the program; and 
‘‘(B) the Department has conducted a 
thorough review of the breached program’s ac-
quisition decision event approvals and the cur-
rent acquisition decision event approval for the 
breached program has been adjusted as nec-
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essary to account for the restructured pro-
gram.’’. 
(b) CLERICAL AMENDMENT.—The table of contents 
in section 1(b) of the Homeland Security Act of 2002 (6 
U.S.C. 101 et seq.) is further amended by adding after 
the item relating to section 837 the following new item: 
‘‘Sec. 838. Congressional notification and other requirements for major acquisi-
tion program breach.’’. 
SEC. 302. MULTIYEAR ACQUISITION STRATEGY. 
(a) IN GENERAL.— 
(1) AMENDMENT.—Subtitle D of title VIII of 
the Homeland Security Act of 2002 (6 U.S.C. 391 
et seq.) is further amended by adding at the end the 
following new section: 
‘‘SEC. 839. MULTIYEAR ACQUISITION STRATEGY. 
‘‘(a) MULTIYEAR
ACQUISITION
STRATEGY
RE-
QUIRED.—Not later than one year after the date of the 
enactment of this section, the Secretary shall submit to 
the appropriate homeland security committees a multiyear 
acquisition strategy to guide the overall direction of the 
acquisitions of the Department while allowing flexibility 
to deal with ever-changing threats and risks and to help 
industry better understand, plan, and align resources to 
meet the future acquisition needs of the Department. The 
strategy shall be updated and included in each Future 
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Years Homeland Security Program required under section 
874 of this Act. 
‘‘(b) CONSULTATION.—In developing the strategy, 
the Secretary shall consult with others as the Secretary 
deems appropriate, including headquarters, Components, 
employees in the field, and when appropriate, individuals 
from industry and the academic community. 
‘‘(c) FORM OF STRATEGY.—The report shall be sub-
mitted in unclassified form but may include a classified 
annex for any sensitive or classified information if nec-
essary. The Department also shall publish the plan in an 
unclassified format that is publicly available. 
‘‘(d) CONTENTS OF STRATEGY.—The strategy shall 
include the following: 
‘‘(1) PRIORITIZED LIST.—A systematic and in-
tegrated prioritized list developed by the Under Sec-
retary for Management or his designee in coordina-
tion with all of the Component Acquisition Execu-
tives of Department major acquisition programs 
ranked based on mission and greatest security risks 
to the homeland that Department and Component 
acquisition investments seek to address. 
‘‘(2) INVENTORY.—A plan to develop a reliable 
Department-wide inventory of investments and real 
property assets to help the Department plan, budg-
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et, schedule, and acquire upgrades of its systems 
and equipment and plan for the acquisition and 
management of future systems and equipment. 
‘‘(3) FUNDING GAPS.—A plan to address fund-
ing gaps between funding requirements for major ac-
quisition programs and known available resources in-
cluding, to the maximum extent practicable, ways of 
leveraging commercial leading practices on com-
modity purchases to identify and eliminate overpay-
ment for items to prevent wasteful purchasing, 
achieve the greatest level of efficiency and cost sav-
ings by rationalizing purchases, aligning pricing for 
similar items, and utilizing purchase timing and 
economies of scale. 
‘‘(4) IDENTIFICATION
OF
CAPABILITIES.—An 
identification of test, evaluation, modeling, and sim-
ulation capabilities that will be required to support 
the acquisition of the technologies to meet the needs 
of the plan and ways to leverage to the greatest ex-
tent possible the emerging technology trends and re-
search and development trends within the public and 
private sectors and an identification of ways to en-
sure that the appropriate technology is acquired and 
integrated into the Department’s operating doctrine 
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and procured in ways that improve mission perform-
ance. 
‘‘(5) FOCUS ON FLEXIBLE SOLUTIONS.—An as-
sessment of ways the Department can improve its 
ability to test and acquire innovative solutions to 
allow needed incentives and protections for appro-
priate risk-taking in order to meet its acquisition 
needs with resiliency, agility, and responsiveness to 
assure the Nation’s homeland security. 
‘‘(6) FOCUS ON ADDRESSING DELAYS AND BID 
PROTESTS.—An assessment of ways the Department 
can improve the acquisition process to minimize cost 
overruns and maximize use of flexibilities in the ac-
quisition process, including in requirements develop-
ment, procurement announcements, requests for pro-
posals, evaluation of proposals, protests of decisions 
and awards and through the use of best practices as 
defined in section 708(c) of this Act and lessons 
learned by the Department and other Federal agen-
cies. 
‘‘(7) FOCUS
ON
IMPROVING
OUTREACH.—An 
identification and assessment of ways to increase op-
portunities for communication and collaboration with 
industry, small and disadvantaged businesses, intra- 
government entities, university centers of excellence, 
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accredited certification and standards development 
organizations, and national laboratories to ensure 
that the Department understands the market for 
technologies, products, and innovation that is avail-
able to meet its mission needs to inform the require-
ments-setting process and before engaging in an ac-
quisition, including— 
‘‘(A) methods designed especially to engage 
small and disadvantaged businesses and a cost- 
benefit analysis of the tradeoffs that small and 
disadvantaged businesses provide, barriers to 
entry for small and disadvantaged businesses, 
and unique requirements for small and dis-
advantaged businesses; and 
‘‘(B) within the Department Vendor Com-
munication Plan and Market Research Guide, 
instructions for interaction by program man-
agers with such entities to prevent misinter-
pretation of acquisition regulations and to per-
mit freedom within legal and ethical boundaries 
for program managers to interact with such 
businesses with transparency. 
‘‘(8) COMPETITION.—A plan regarding competi-
tion as described in subsection (e). 
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‘‘(9) ACQUISITION
WORKFORCE.—A plan re-
garding the Department acquisition workforce as de-
scribed in subsection (f). 
‘‘(10) FEASIBILITY OF WORKFORCE DEVELOP-
MENT
FUND
PILOT
PROGRAM.—An assessment of 
the feasibility of conducting a pilot program to es-
tablish an acquisition workforce development fund as 
described in subsection (g). 
‘‘(e) COMPETITION PLAN.—The strategy shall also 
include a plan (referred to in subsection (d)(8)) that shall 
address actions to ensure competition, or the option of 
competition, for major acquisition programs. The plan 
may include assessments of the following measures in ap-
propriate cases if such measures are cost effective: 
‘‘(1) Competitive prototyping. 
‘‘(2) Dual-sourcing. 
‘‘(3) Unbundling of contracts. 
‘‘(4) Funding of next-generation prototype sys-
tems or subsystems. 
‘‘(5) Use of modular, open architectures to en-
able competition for upgrades. 
‘‘(6) Acquisition of complete technical data 
packages. 
‘‘(7) Periodic competitions for subsystem up-
grades. 
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‘‘(8) Licensing of additional suppliers, including 
small businesses. 
‘‘(9) Periodic system or program reviews to ad-
dress long-term competitive effects of program deci-
sions. 
‘‘(f) ACQUISITION WORKFORCE PLAN.— 
‘‘(1) ACQUISITION WORKFORCE.—The strategy 
shall also include a plan (referred to in subsection 
(d)(9)) to address Department acquisition workforce 
accountability and talent management that identifies 
the acquisition workforce needs of each Component 
performing acquisition functions and develops op-
tions for filling those needs with qualified individ-
uals, including a cost-benefit analysis of contracting 
for acquisition assistance. 
‘‘(2) ADDITIONAL
MATTERS
COVERED.—The 
acquisition workforce plan shall address ways to— 
‘‘(A) improve the recruitment, hiring, 
training, and retention of Department acquisi-
tion workforce personnel in order to retain 
highly qualified individuals that have experience 
in the acquisition life cycle, complex procure-
ments, and management of large programs; 
‘‘(B) empower program managers to have 
the authority to manage their programs in an 
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accountable and transparent manner as they 
work with the acquisition workforce; 
‘‘(C) prevent duplication within Depart-
ment acquisition workforce training and certifi-
cation requirements through leveraging already- 
existing training within the Federal Govern-
ment, academic community, or private industry; 
‘‘(D) achieve integration and consistency 
with Government-wide training and accredita-
tion standards, acquisition training tools, and 
training facilities; 
‘‘(E) professionalize the Department’s ac-
quisition workforce; and 
‘‘(F) designate the acquisition positions 
that will be necessary to support the Depart-
ment acquisition requirements, including in the 
fields of— 
‘‘(i) program management; 
‘‘(ii) systems engineering; 
‘‘(iii) procurement, including con-
tracting; 
‘‘(iv) test and evaluation; 
‘‘(v) life cycle logistics; 
‘‘(vi) cost estimating and program fi-
nancial management; and 
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‘‘(vii) additional disciplines appro-
priate to Department mission needs. 
‘‘(g) FEASIBILITY OF WORKFORCE DEVELOPMENT 
FUND PILOT PROGRAM.—The strategy shall also include 
an assessment (referred to in subsection (d)(10)) of the 
feasibility of conducting a pilot program to establish a 
Homeland Security Acquisition Workforce Development 
Fund (in this subsection referred to as the ‘Fund’) to en-
sure the Department acquisition workforce has the capac-
ity, in both personnel and skills, needed to properly per-
form its mission and ensure that the Department receives 
the best value for the expenditure of public resources. The 
assessment shall address the following: 
‘‘(1) Ways to credit, transfer, or deposit unobli-
gated or unused funds from Department Compo-
nents into the Fund to remain available for obliga-
tion in the fiscal year for which credited, trans-
ferred, or deposited and to remain available for suc-
cessive fiscal years. 
‘‘(2) Ways to reward the Department acquisi-
tion workforce and program managers for good pro-
gram management in controlling cost growth, lim-
iting schedule delays, and ensuring operational effec-
tiveness through providing a percentage of the sav-
ings or general acquisition bonuses. 
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‘‘(3) Guidance for the administration of the 
Fund that includes provisions to do the following: 
‘‘(A) Describe the manner and timing for 
applications for amounts in the Fund to be sub-
mitted. 
‘‘(B) Explain the evaluation criteria to be 
used for approving or prioritizing applications 
for amounts in the Fund in any fiscal year. 
‘‘(C) 
Detail 
measurable 
performance 
metrics to determine if the Fund is meeting the 
objective to improve the acquisition workforce 
and to achieve cost savings in acquisition man-
agement.’’. 
(2) CLERICAL AMENDMENT.—The table of con-
tents in section 1(b) of the Homeland Security Act 
of 2002 (6 U.S.C. 101 et seq.) is further amended 
by adding after the item relating to section 838 the 
following new item: 
‘‘Sec. 839. Multiyear acquisition strategy.’’. 
(b) CONFORMING AMENDMENT TO FUTURE YEARS 
HOMELAND SECURITY PROGRAM.—Section 874(a) of the 
Homeland Security Act of 2002 (6 U.S.C. 454(a)) is 
amended— 
(1) by striking ‘‘and’’ at the end of paragraph 
(2); 
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(2) by striking the period at the end of para-
graph (3) and inserting ‘‘; and’’; and 
(3) by adding at the end the following new 
paragraph: 
‘‘(4) include the multiyear acquisition strategy 
required under section 839 of this Act.’’. 
SEC. 303. GOVERNMENT ACCOUNTABILITY OFFICE REVIEW 
OF MULTIYEAR ACQUISITION STRATEGY. 
(a) REVIEW REQUIRED.—After submission to Con-
gress of the first multiyear acquisition strategy (pursuant 
to section 839 of the Homeland Security Act of 2002) 
after the date of the enactment of this Act, the Comp-
troller General of the United States shall conduct a review 
of the plan within 180 days to analyze the viability of the 
plan’s effectiveness in the following: 
(1) Complying with the requirements in section 
839 of the Homeland Security Act of 2002, as 
added by section 302 of this Act. 
(2) Establishing clear connections between De-
partment objectives and acquisition priorities. 
(3) Demonstrating that Department acquisition 
policy reflects program management best practices 
and standards. 
(4) Ensuring competition or the option of com-
petition for major acquisition programs. 
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(5) Considering potential cost savings through 
using already-existing technologies when developing 
acquisition program requirements. 
(6) Preventing duplication within Department 
acquisition workforce training requirements through 
leveraging already-existing training within the Fed-
eral Government, academic community, or private 
industry. 
(7) Providing incentives for program managers 
to reduce acquisition and procurement costs through 
the use of best practices and disciplined program 
management. 
(8) Assessing the feasibility of conducting a 
pilot program to establish a Homeland Security Ac-
quisition Workforce Development Fund. 
(b) REPORT REQUIRED.—The Comptroller General 
shall submit to the congressional homeland security com-
mittees a report on the review required by this section. 
The report shall be submitted in unclassified form but 
may include a classified annex. 
SEC. 304. OFFICE OF INSPECTOR GENERAL REPORT. 
(a) REVIEW REQUIRED.—No later than 2 years fol-
lowing the submission of the report submitted by the 
Comptroller General of the United States as required by 
section 303, the Department’s Inspector General shall 
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conduct a review of whether the Department has complied 
with the multiyear acquisition strategy (pursuant to sec-
tion 839 of the Homeland Security Act of 2002) and ad-
hered to the strategies set forth in the plan. The review 
shall also consider whether the Department has complied 
with the requirements to provide the Acquisition Review 
Board with a capability development plan for each major 
acquisition. 
(b) REPORT REQUIRED.—The Inspector General 
shall submit to the congressional homeland security com-
mittees a report of the review required by this section. The 
report shall be submitted in unclassified form but may in-
clude a classified annex. 
Æ 
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