Homeland Security: Concerns Over Training Continue
Jim Kouri, CPP
September 27, 2005
Training can play a key role in helping the Department of Homeland Security successfully address the challenge of transformation and cultural change and help ensure that its workforce possesses the knowledge and skills needed to effectively respond to current and future threats. This includes the training offered to local police agencies in order to achieve maximum first-response capabilities.
The DHS has taken several positive steps toward establishing an effective department-wide approach to training, yet significant challenges remain. Progress was made in addressing department-wide training issues, but efforts are still in the early stages and face several challenges. Actions taken by DHS include issuing its first training strategic plan in July 2005, establishing training councils and groups to increase communication across agencies, and directly providing training for specific department-wide needs.
However, several challenges may impede DHS from achieving its departmental training goals. First, the sharing of training information across components is made more difficult by the lack of common or compatible information management systems and a commonly understood training terminology. Second, authority and accountability relationships between the Office of the Chief Human Capital Officer and organizational components are not sufficiently clear. Third, DHS's planning may be insufficiently detailed to ensure effective and coordinated implementation of departmentwide training efforts. Finally, according to training officials, DHS lacks resources needed to implement its departmental training strategy.
Examples of planning and evaluation of training demonstrate some elements of strategic practice. Specific training practices at both the component and departmental levels may provide useful models or insights to help others in DHS adopt a more strategic approach to training. We found that some components of DHS apply these practices, while others do not. For example, Customs and Border Protection aligns training priorities with strategic goals through planning and budgeting processes.
In the area of evaluation, the Federal Law Enforcement Training Center obtains feedback from both the trainee and the trainee's job supervisor to inform training program designers in order to make improvements to the program curriculum. Training has been used to help DHS's workforce as it undergoes transformation and cultural change. The creation of DHS from different legacy organizations, each with its own distinct culture, has resulted in significant cultural and transformation challenges for the department.
At the departmental level, one of the ways DHS is addressing these challenges is by encouraging the transformation to a shared performance-based culture through the implementation of its new human capital management system, MAXHR. DHS considers training to be critical to effectively implementing this initiative and defining its culture. Toward that end, the department is providing a wide range of training, including programs targeted to executives, managers, and supervisors. For example, at the component level, CBP has developed cross-training to equip employees with the knowledge needed to integrate inspection functions once carried out by three different types of inspectors at three separate agencies.
TRAINING FOR LOCAL COPS AND FIRST RESPONDERS
One sore point which continues to fester is the lack of training for local first-responders especially in suburban and rural areas of the country. In a survey of police commanders and sheriffs across the nation, the National Association of Chiefs of Police discovered that 70 percent of the survey respondents said they received federal training to meet the increased threat of terrorism. That's the good news.
The bad news is that only 50 percent of these respondents said their departments participated in any state or local terrorism response simulation. This leaves any police chiefs concerned. Off the record, several police commanders claim the fault lies not as much with the federal government as it does with the state and local political leaders.
"I know our state got some of the homeland security grant money, but what it's been spent on? I have no idea, " says one police chief who spoke on condition of anonymity. He went on to say that he's seen little difference in his department since September 11, 2001.
A police commander in New Jersey was even harsher in his assessment. He claims that New Jersey received millions of dollars from the federal government, yet, with the exception of the state police, he's seen limited resources in his jurisdiction. The disheartened chief believes New Jersey didn't take homeland security seriously. He points to a recent scandal in which the governor of New Jersey appointed his alleged male lover to the position of State Homeland Security Director. The SHS director had absolutely no law enforcement or firefighting experience and no command experience. It appeared Homeland Security Director was one of the patronage positions many local politicians have to reward friends, relatives and intimates.
Unfortunately, because of political harping by Liberals that the federal government isn't giving enough money to state governments -- especially by the likes of Senators Hillary Clinton and Chuck Schumer -- more is being done to distribute money that providing federal oversight on how the money is spent. In the aftermath of Hurricane Katrina, for instance, it was discovered federal money may have been misappropriated by Louisiana officials to buy an airplane, open a casino, purchase fur coats, etc. An investigation will hopefully reveal the nature of this misappropriation of funds.
When a large group of police commanders and officers wished to travel to Israel to study their counterterrorism and response techniques, they were told their local agencies wouldn't pay for the training, transportation and housing. Many of these police officers paid for the program out of their own pockets rather than play the political games. One cop said his city's mayor did not wish his police department to be identified with Israel. The Liberal mayor is said to have supported measures to coerce Israel into appeasing the Palestinians.
The bottomline appears to be simple: a more active role on the part of the feds to oversee training and expenditures when it comes to federal cash being used by local politicians.
Sources: Government Accounting Office, National Association of Chiefs of Police, Department of Homeland Security
Jim Kouri, CPP is currently fifth vice-president of the National Association of Chiefs of Police. He's former chief at a New York City housing project in Washington Heights nicknamed "Crack City" by reporters covering the drug war in the 1980s. In addition, he served as director of public safety at a New Jersey university and director of security for several major organizations. He's also served on the National Drug Task Force and trained police and security officers throughout the country. He writes for many police and security magazines including Chief of Police, Police Times, The Narc Officer and others, and he's a columnist for TheConservativeVoice.Com, AmericanDaily.Com, MensNewsDaily.Com, MichNews.Com, and he's syndicated by AXcessNews.Com. He's appeared as on-air commentator for over 100 TV and radio news and talk shows including Oprah, McLaughlin Report, CNN Headline News, MTV, Fox News, etc. His book Assume The Position is available at Amazon.Com, Booksamillion.com, and can be ordered at local bookstores. Kouri holds a bachelor of science in criminal justice and master of arts in public administration and he's a board certified protection professional. Kouri's own website is located at http://jimkouri.us
The DHS has taken several positive steps toward establishing an effective department-wide approach to training, yet significant challenges remain. Progress was made in addressing department-wide training issues, but efforts are still in the early stages and face several challenges. Actions taken by DHS include issuing its first training strategic plan in July 2005, establishing training councils and groups to increase communication across agencies, and directly providing training for specific department-wide needs.
However, several challenges may impede DHS from achieving its departmental training goals. First, the sharing of training information across components is made more difficult by the lack of common or compatible information management systems and a commonly understood training terminology. Second, authority and accountability relationships between the Office of the Chief Human Capital Officer and organizational components are not sufficiently clear. Third, DHS's planning may be insufficiently detailed to ensure effective and coordinated implementation of departmentwide training efforts. Finally, according to training officials, DHS lacks resources needed to implement its departmental training strategy.
Examples of planning and evaluation of training demonstrate some elements of strategic practice. Specific training practices at both the component and departmental levels may provide useful models or insights to help others in DHS adopt a more strategic approach to training. We found that some components of DHS apply these practices, while others do not. For example, Customs and Border Protection aligns training priorities with strategic goals through planning and budgeting processes.
In the area of evaluation, the Federal Law Enforcement Training Center obtains feedback from both the trainee and the trainee's job supervisor to inform training program designers in order to make improvements to the program curriculum. Training has been used to help DHS's workforce as it undergoes transformation and cultural change. The creation of DHS from different legacy organizations, each with its own distinct culture, has resulted in significant cultural and transformation challenges for the department.
At the departmental level, one of the ways DHS is addressing these challenges is by encouraging the transformation to a shared performance-based culture through the implementation of its new human capital management system, MAXHR. DHS considers training to be critical to effectively implementing this initiative and defining its culture. Toward that end, the department is providing a wide range of training, including programs targeted to executives, managers, and supervisors. For example, at the component level, CBP has developed cross-training to equip employees with the knowledge needed to integrate inspection functions once carried out by three different types of inspectors at three separate agencies.
TRAINING FOR LOCAL COPS AND FIRST RESPONDERS
One sore point which continues to fester is the lack of training for local first-responders especially in suburban and rural areas of the country. In a survey of police commanders and sheriffs across the nation, the National Association of Chiefs of Police discovered that 70 percent of the survey respondents said they received federal training to meet the increased threat of terrorism. That's the good news.
The bad news is that only 50 percent of these respondents said their departments participated in any state or local terrorism response simulation. This leaves any police chiefs concerned. Off the record, several police commanders claim the fault lies not as much with the federal government as it does with the state and local political leaders.
"I know our state got some of the homeland security grant money, but what it's been spent on? I have no idea, " says one police chief who spoke on condition of anonymity. He went on to say that he's seen little difference in his department since September 11, 2001.
A police commander in New Jersey was even harsher in his assessment. He claims that New Jersey received millions of dollars from the federal government, yet, with the exception of the state police, he's seen limited resources in his jurisdiction. The disheartened chief believes New Jersey didn't take homeland security seriously. He points to a recent scandal in which the governor of New Jersey appointed his alleged male lover to the position of State Homeland Security Director. The SHS director had absolutely no law enforcement or firefighting experience and no command experience. It appeared Homeland Security Director was one of the patronage positions many local politicians have to reward friends, relatives and intimates.
Unfortunately, because of political harping by Liberals that the federal government isn't giving enough money to state governments -- especially by the likes of Senators Hillary Clinton and Chuck Schumer -- more is being done to distribute money that providing federal oversight on how the money is spent. In the aftermath of Hurricane Katrina, for instance, it was discovered federal money may have been misappropriated by Louisiana officials to buy an airplane, open a casino, purchase fur coats, etc. An investigation will hopefully reveal the nature of this misappropriation of funds.
When a large group of police commanders and officers wished to travel to Israel to study their counterterrorism and response techniques, they were told their local agencies wouldn't pay for the training, transportation and housing. Many of these police officers paid for the program out of their own pockets rather than play the political games. One cop said his city's mayor did not wish his police department to be identified with Israel. The Liberal mayor is said to have supported measures to coerce Israel into appeasing the Palestinians.
The bottomline appears to be simple: a more active role on the part of the feds to oversee training and expenditures when it comes to federal cash being used by local politicians.
Sources: Government Accounting Office, National Association of Chiefs of Police, Department of Homeland Security
Jim Kouri, CPP is currently fifth vice-president of the National Association of Chiefs of Police. He's former chief at a New York City housing project in Washington Heights nicknamed "Crack City" by reporters covering the drug war in the 1980s. In addition, he served as director of public safety at a New Jersey university and director of security for several major organizations. He's also served on the National Drug Task Force and trained police and security officers throughout the country. He writes for many police and security magazines including Chief of Police, Police Times, The Narc Officer and others, and he's a columnist for TheConservativeVoice.Com, AmericanDaily.Com, MensNewsDaily.Com, MichNews.Com, and he's syndicated by AXcessNews.Com. He's appeared as on-air commentator for over 100 TV and radio news and talk shows including Oprah, McLaughlin Report, CNN Headline News, MTV, Fox News, etc. His book Assume The Position is available at Amazon.Com, Booksamillion.com, and can be ordered at local bookstores. Kouri holds a bachelor of science in criminal justice and master of arts in public administration and he's a board certified protection professional. Kouri's own website is located at http://jimkouri.us
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