tion life cycle framework and is able to proceed to the 
next phase and eventual full production and deploy-
ment. 
‘‘(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 
appropriate direction for the acquisition at key acqui-
sition 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 
VerDate Mar 15 2010 
21:40 May 06, 2014
Jkt 039200
PO 00000
Frm 00026
Fmt 6652
Sfmt 6203
E:\BILLS\H4228.RH
H4228
emcdonald on DSK67QTVN1PROD with BILLS
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. 
‘‘(B) Full consideration of possible trade- 
offs among cost, schedule, and performance objec-
tives for each alternative is considered. 
‘‘(e) ACQUISITION PROGRAM BASELINE REPORT RE-
QUIREMENT.—If the person exercising acquisition decision 
authority over a major acquisition program approves the 
program to proceed beyond the acquisition decision event 
requiring a capability development plan before it has a De-
partment-approved acquisition program baseline, then the 
Under Secretary for Management 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 
VerDate Mar 15 2010 
21:40 May 06, 2014
Jkt 039200
PO 00000
Frm 00027
Fmt 6652
Sfmt 6203
E:\BILLS\H4228.RH
H4228
emcdonald on DSK67QTVN1PROD with BILLS
‘‘(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 section 
4(b) of the DHS Acquisition Accountability and Efficiency 
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 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 Depart-
ment investments, including major acquisition programs, 
the Deputy Secretary, in consultation with the Under Sec-
VerDate Mar 15 2010 
21:40 May 06, 2014
Jkt 039200
PO 00000
Frm 00028
Fmt 6652
Sfmt 6203
E:\BILLS\H4228.RH
H4228
emcdonald on DSK67QTVN1PROD with BILLS
retary for Management, shall establish 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 program requirements in order to increase op-
portunities for effectiveness and efficiencies. The policies 
shall also include strategic alternatives for developing and 
facilitating a Department Component-driven requirements 
process that includes oversight of a development test and 
evaluation capability; identification of priority gaps and 
overlaps in Department capability needs; and provision of 
feasible technical alternatives, including innovative com-
mercially available alternatives, to meet capability needs. 
‘‘(b) MECHANISMS TO CARRY OUT REQUIREMENT.— 
The Deputy Secretary, in consultation with the Under Sec-
retary for Management, shall coordinate the actions nec-
essary to carry out subsection (a), using such mechanisms 
as considered necessary by the Secretary to help the Depart-
ment reduce duplication and inefficiency for all Depart-
ment investments, including major acquisition programs. 
‘‘(c) COORDINATION.—In coordinating the actions nec-
essary to carry out subsection (a), the Deputy Secretary 
shall consult with the Under Secretary for Management, 
Component Acquisition Executives, and any other Depart-
ment officials, including the Under Secretary for Science 
VerDate Mar 15 2010 
21:40 May 06, 2014
Jkt 039200
PO 00000
Frm 00029
Fmt 6652
Sfmt 6203
E:\BILLS\H4228.RH
H4228
emcdonald on DSK67QTVN1PROD with BILLS
and Technology or his designee, with specific knowledge of 
Department or Component acquisition capabilities to pre-
vent unnecessary duplication of requirements. 
‘‘(d) ADVISORS.—The Deputy Secretary, in consulta-
tion with the Under Secretary for Management, shall seek 
and consider input within legal and ethical boundaries 
from members of Federal, State, local, and tribal govern-
ments, nonprofit organizations, and the private sector, as 
appropriate, on matters within their authority and exper-
tise in carrying out the Department’s mission. 
‘‘(e) MEETINGS.—The Deputy Secretary, in consulta-
tion with the Under Secretary for Management, shall meet 
at least quarterly and communicate with Components often 
to ensure that Components do not overlap or duplicate 
spending or priorities on major investments and acquisi-
tion programs within their areas of responsibility. 
‘‘(f) RESPONSIBILITIES.—In carrying out this section, 
the responsibilities of the Deputy Secretary 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 stable, 
VerDate Mar 15 2010 
21:40 May 06, 2014
Jkt 039200
PO 00000
Frm 00030
Fmt 6652
Sfmt 6203
E:\BILLS\H4228.RH
H4228
emcdonald on DSK67QTVN1PROD with BILLS