Strengthening IT Program Effectiveness and Resiliency Through a Presidential Transition


The Department of Homeland Security (DHS) is at the center of the Federal government’s efforts to prepare for, respond to and recover from manmade and natural disasters. DHS must be at its best when conditions are at their worst – its personnel, systems and processes must be nimble, resilient and robust, and must be able to carry out mission essential functions in virtually any set of conditions. This mission becomes particularly challenging during a political transition. As new political appointees take on their responsibilities, they often bring different policy priorities and perspectives. Senior career officials are faced with the daunting challenge of carrying out their existing responsibilities, while at the same time, educating new leadership on program challenges and opportunities.


Guidehouse supported a major DHS agency as it prepared for the 2016 Presidential transition. Our team led an effort to conduct a comprehensive information technology assessment supporting the agency’s need to better understand the current state of its Information Technology (IT) strategic management and develop detailed recommendations for new incoming leadership.  Guidehouse reviewed strategic and operational documents, conducted extensive interviews of agency leadership and other key stakeholders to understand key programs and priorities, reviewed mission essential functions, conducted a Strengths, Weaknesses, Opportunities and Threat Analysis (SWOT), and documented gaps and needs.


Guidehouse’s agile management approach identified improvement opportunities and provided recommendations for short-, medium-, and long-term change to strengthen the Agency’s ability to execute its mission, as well as strategic advice to strengthen program effectiveness and resiliency. Guidehouse developed reports, presentations, web content, fact sheets, talking points and other communications materials for the client to effectively communicate program priorities and needs to the transition team, the Agency’s workforce, incoming political appointees, and other key stakeholders.

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