DHS Real Estate, Funding Mission Possible

This thesis examines the U.S. Department of Homeland Security's (DHS) real estate management, focusing on funding strategies within its five billion-dollar annual real estate portfolio. Initially focusing on the underfunding of colocation projects, it expands to a broader question: "How can DHS more effectively fund real estate investments?" The literature review compares federal real estate management strategies, highlighting challenges in space reduction, operational enhancement, and funding sustainability. The methodology includes interviews and a focus group with DHS, component, and General Services Administration (GSA) executives, exploring diverse perspectives on real estate management challenges. Findings indicate frustration among DHS, component, and GSA officials regarding funding constraints, identifying underfunding impacts, maintenance backlogs, and portfolio management complexities with interdependencies between agencies. The study concludes by advocating for DHS' Office of the Under Secretary for Management to own and operate specific assets for better real property management, which requires new statutory authority and interagency collaboration. The study concludes by acknowledging the obstacles to DHS real property ownership and suggests future research on impacts of workplace conditions and security risks of colocation. The thesis aims to enhance DHS real estate funding, offering insights into federal policy and management.