Breaking Down DHS Acquisition Roadblocks: Workload, Hiring, and Workforce Data Gaps

February 19, 2025

The Department of Homeland Security plays a critical role in securing the nation, but its acquisition workforce faces significant challenges that could impact its ability to execute its mission effectively. A recent report from the Government Accountability Office sheds light on key obstacles in DHS’s acquisition process, including heavy workloads, prolonged hiring timelines, and a lack of comprehensive workforce data.

Travis Masters, Director of Contracting and National Security Acquisitions at GAO, discusses the report’s findings with Francis Rose, offering insights into how DHS can address these ongoing issues. Masters and his team at GAO examine the acquisition workforce across four DHS components—Coast Guard, Customs and Border Protection, Immigration and Customs Enforcement, and the Transportation Security Administration—which collectively account for about two-thirds of the department’s contract obligations.

One of the most pressing concerns identified in the GAO report is the overwhelming workload placed on DHS acquisition personnel. According to Masters, 41 of the 55 program managers, contracting officers, and contracting officer representatives interviewed cite workload as their biggest challenge. The issues range from staff being required to juggle multiple roles to senior officials stepping in to handle tasks that would typically fall to lower-level employees.

Many acquisition professionals report being reassigned to fill gaps left by vacancies, which diverts their focus from primary responsibilities. Additionally, high-priority acquisitions demand significant time and attention, often pulling staff away from other essential duties. Without adequate staffing and workload distribution, acquisition personnel face burnout and inefficiencies, ultimately affecting DHS’s ability to procure goods and services in a timely and cost-effective manner.

Compounding the workload issue is the difficulty in hiring new acquisition professionals. The GAO report highlights lengthy hiring timelines as another major challenge, with some hires taking anywhere from three to 18 months to onboard. Masters attributes much of this delay to the security clearance process, which is beyond DHS’s direct control. Many acquisition positions require high-level clearances, and the backlog in processing these clearances often leads to candidates withdrawing from the hiring process in favor of other job opportunities.

While DHS cannot accelerate security clearance approvals, Masters emphasizes that the agency can take steps to improve other aspects of the hiring process. Streamlining interview procedures, expediting internal approvals, and better managing recruitment timelines could help DHS mitigate delays and secure top talent before they move on to other agencies or private-sector opportunities.

Another major challenge identified in the GAO report is DHS’s lack of comprehensive data on its acquisition workforce. While the department collects solid data on contracting officers (job series 1102), it does not have a complete picture of acquisition professionals in other key roles. DHS recognizes 11 different acquisition disciplines, including program management, test and evaluation, and cost estimating, but it lacks detailed workforce data for these areas.

Without this data, DHS struggles to assess workforce gaps and plan for future hiring needs. Masters explains that having a robust, centralized database would enable the agency to track personnel by skill set, certification, and role, allowing for more effective workforce planning and resource allocation. A stronger data strategy could also help DHS identify trends in employee retention and career progression, ensuring that critical roles are filled with appropriately skilled professionals.

To address these acquisition challenges, GAO provides DHS with four key recommendations:

1. Develop a Strategy to Link Mitigation Efforts to Workforce Challenges – DHS needs a formal approach to ensure that training programs and professional development initiatives directly address workforce issues like workload distribution and hiring efficiency.
2. Create a Methodology for Identifying Acquisition Workforce Needs – DHS should establish a standardized process for identifying personnel shortages and determining the right skill sets needed across its acquisition workforce.
3. Maintain Comprehensive Workforce Data – By improving data collection on all acquisition disciplines, DHS can better understand its workforce composition and plan for future needs.
4. Improve Data Efficiency – GAO recommends consolidating workforce data collection efforts to streamline planning and decision-making. DHS has already taken steps toward implementing this recommendation, according to Masters.

While the GAO report focuses on DHS, its findings offer valuable lessons for acquisition professionals across the federal government. Masters advises agencies to take a proactive approach in workforce planning, ensuring that hiring strategies align with future needs. Agencies should also evaluate their internal processes to identify inefficiencies that contribute to workload strain and hiring delays.

You can find the GAO report here