Interagency Process and 21st Century Challenges
Opportunities to build collective action and increased interagency coordination
Information sharing is one of the opportunities for increased interagency coordination. Terrorists have improved their ability to connect with more individuals from different parts of the world through the internet. When the 9/11 attack occurred, only 54 percent of America’s population could access the internet. In the 21st century, at least 90 percent of Americans use the Internet (Department of Homeland Security, 2019). The explosion in internet usage has been experienced around the globe. The extremist groups are proficient at using social media and other platforms to further their ill-intentioned activities. The use of technology as anonymous and encrypted forms provides a loophole for security agencies to fill when implementing different measures. Different agencies can carry out varied activities as far as obtaining information is concerned. Those who can track the communications that cite security threats and decrypt encrypted information ought to share such intelligence with other agencies. Information sharing provides an opportunity for continued and fruitful collaboration among the agencies involved in the maintenance of security. Hire our assignment writing services to save yourself tons of time and energy required for your assignment papers.
Data collection and analysis also provide an opportunity for interagency collaboration in efforts to ensure security is maintained. Data collection is critical in identifying the current pattern of crimes that terrorists rely upon. The Department of Homeland Security (DHS) needs to involve governmental, non-governmental, and academic institutions (Department of Homeland Security, 2019). Such collaboration enables the security agencies to determine the best mode of data collection and subsequent analysis. Once these methods have been identified, resource allocation follows with greater efficiency. It also increases the likelihood of averting terrorist attacks and reducing insecurity.
Significant barriers to making major strides forward in multiagency and whole-of-government interagency coordination
Interagency coordination experiences specific challenges. Overlapping and duplication are common challenges as the different security agencies undertake projects independently for the same purpose. For instance, the Department of Defense (DOD) sought to purchase guided weapons worth at least $16.6 billion for a decade since 1998 (United States General Accounting Office, 2000). The decision to acquire the weapons independently during this period was found to result in increased inventory that did not necessarily further the attainment of the USA’s security objectives. In addition, the opportunities for consolidation are lacking, leading to inefficient allocation of financial resources. Thus, such duplication of procurement places the agencies at a loss as resources that would be used for other activities and better attainment of objectives are used for a uniform reason.
Such duplication was also demonstrated in the management of satellite control systems. Different security agencies commit millions of dollars to manage these satellites as well as their missions. Agencies under the DOD have demonstrated reluctance to coordinate with other security bodies in such projects. In 1996, DOD was expected to coordinate with other agencies and departments in the creation of integrated control of satellites for all federal activities in space. By 1999, the DOD had taken minimal action towards such collaboration while other agencies continued with independent control activities (United States General Accounting Office, 2000). Such a situation demonstrates a lack of cooperation or desire to collaborate with other agencies, yet they all work towards achieving similar security goals.
Leveraging the unique capabilities of the private industry to benefit the interagency process
The private sector holds innovative ideas for the improvement of security. However, they lack sufficient resources and opportunities to implement these ideas on a national scale. The public sector agencies can collaborate with the private sector players and implement these ideas. Such collaboration offers incentives to the private sector players to engage in the process of implementing ideas in areas where they may not recover the capital. At the same time, the private sector players have a chance to gain a standing in the security sector through innovative ideas and technologies. In this process, the taxpayer benefits immensely due to the fair competition that exists in the private sector. Invitation of various private sector players to provide different innovative ideas and technologies invites fair competitiveness that drives the prices to an affordable point (U.S. Department of Homeland Security, 2011). Despite enabling the public sector players to achieve the security objectives, the private sector players gain forward traction and save significant resources in business development.
Changes or incentives to increase their involvement
The government can use various incentives to increase the participation of private sector players in pursuing the nation’s security goals. The provision of financial incentives is one of the strategies that has been implemented to this end. The incentives can take the form of microfinance and enterprise challenge financial resources. In addition, the public sector players can provide training and incubator programs that ensure capacity building. Most importantly, the agencies can link the private sector players to foreign companies that seek opportunities for investment. In the process, the government can provide guarantees in case of political risk (Walton, 2012). These incentives should motivate the private sector players to engage in security activities that involve the public sector agencies. It should lead to increased collaboration, improved security, and greater efficiency in the achievement of security goals.
References
Department of Homeland Security. (2019). Strategic Framework for Countering Terrorism and Targeted Violence. Retrieved from https://www.dhs.gov/sites/default/files/publications/19_0920_plcy_strategic-framework-countering-terrorism-targeted-violence.pdf
U.S. Department of Homeland Security. (2011). Leveraging Public-Private Partnership Models and the Free Market System to Increase the Speed-of-Execution of High-Impact Solutions throughout State and Local Governments. Retrieved from https://www.dhs.gov/xlibrary/assets/st-leveraging-partnerships-for-state-and-local-governments-August2011.pdf
United States General Accounting Office. (2000). Managing for Results: Barriers to Interagency Co-ordination. Retrieved from https://www.gao.gov/assets/ggd-00-106.pdf
Walton, O. (2012). Incentives to the Private Sector and Early Recovery. Retrieved from https://gsdrc.org/publications/incentives-to-the-private-sector-and-early-recovery/
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Question 
Interagency Process and 21st Century Challenges
Respond to the following operative questions:
If the 21st century, post-9/11 threat environment requires elevated levels of cooperation and coordination across the interagency, what areas offer the most opportunity to build collective action and increased interagency coordination?
What are the most significant barriers or hurdles to making major strides forward in multiagency and whole-of-government interagency coordination?
How might you leverage the unique capabilities of the private industry to benefit the interagency process?
What changes or incentives would be needed to increase their involvement?