Homeland Seucurity

I need two student reponses of at least 150 words to the two posted in attached document please within 1 day….

Required readings:

Required readings:

Student response 1:

Cultural Blending is a large umbrella project for mixing together multiple cultures conceptually and physically. The CTF believes that given the diversity, history and strong culture of many of its component organizations, there can be no hierarchically imposed “single culture” within the Department. We do, however, believe that an overarching and blended culture can be developed that is based on threads of common values, goals, and focus of mission among DHS Headquarters and its component organizations. The CTF recommends that the Secretary appoint a senior career/general schedule homeland security employee reporting to the Secretary to assist/support the Secretary in the continuous development and sustainment of the overarching/blended culture within the Department. With the support and direction of the Secretary and supported by staff from all DHS components, this leader will help develop the Secretary’s overarching cultural vision and the strategic goals required to create the desired diverse but mission focused Homeland Security culture. This individual will also provide staff support for monitoring, testing, and supporting the continuous improvement of that culture with ultimate emphasis upon the readiness and the esprit de corps of the “troops in the field.”         

DHS should adopt a closed loop management model that sets the key relationships between strategic accountabilities, organizational units, performance expectations and management processes to achieve DHS goals. DHS should also adopt a leadership and training model, including “joint duty and training” experience that will help all DHS leadership to focus collaboratively on key leadership expectations and objectives. Experience indicates that adoption of both models will dramatically support DHS leadership in fulfilling the DHS mission. These shared expectations must be evident and met by both appointees and career executives at DHS headquarters and in the components.

A foundation for the leadership expectations is the set of “framing” words for the management model. Involve, Inspire, Innovate and Service must be modeled at all levels and become the elements of expectations at the top of the model. Experience indicates that adoption of both models will dramatically support DHS leadership in fulfilling the DHS mission. These shared expectations must be evident and met by both appointed and career executives at DHS headquarters and in the components.

Reference

: 

On the Homefront – Homeland Security Digital Library Blog. (2007, January). Retrieved from

https://www.hsdl.org/blog/post/view/2169

report of the homeland security culture task force. (2007).

Student response 2:

Blended culture- for a person that will hold up the common values, goals and stay mission focused on the security of the American people and be formed among the different components of DHS organizations.  This person will stay in contact with (or blend in with) the other departments and components of DHS and ensure that the developments and sustainment of each department is being reported to the Secretary.   Blended meaning working together to accomplish the security mission and not as a separate group, department or organization.  

With the management model one needs to start with overall objective whit are to innovate, involve serve and inspire.  These are the foundations for the leadership expectations.  It is the overall framework.  Next you will break down an objective or as I like to think of it as what is the issue.  Then plan how the leadership will move forward.  They will have need the performance metrics, and the performance plan and not forget the stakeholders.  Each one of these parts are key steps.  As the example in our reading, one started with the security of the homeland.  An assessment should be conducted, then put that into a metrics, be accountable for employees and the command structure and the last part would be to keep the stakeholders involved and informed.  (Stakeholders being the American people, government at all levels and business)  Once you get involved this will help inspire one to be innovated and then one will want to serve.  This is a process that is conducted in a circle.

 The leadership models are one that the military has used for many years.  The leadership must set expectation or goals and then ensure that everyone is making the correct steps to get or complete the overall goal.  Each one teaches one is not just for children and parents.  This is how I would describe the leadership model.   As the text suggest, expect it, measure it and then reward it.

It is very import to collaborate with State, Local, Tribal and Private Sectors because this is where you get into the weeds.  Getting into the weeds is where the dirt is.  These are the ones that get dirty and most of the work gets handled.  I would like to say that State, Local, Tribal and private sectors are the worker bees.  DHS can give the guidance, but without collaboration between these other agencies, the works would not get done or the guidelines cannot be enforced.  The agencies are the enforcers of the guidance for/of the homeland.  DHS cannot work without state, local, tribal and private sectors and they cannot work without DHS.  It has to be shared efforts.   

Reference

unefined. (January, 2007). Report of the Homeland Security Culture Task Force. In Department of Homeland Security.  Retrieved September 30, 2013, from:  www.dhs.gov/xlibrary/assets/hsac_ctfreport_200701 .