New "dual Missions" of the Immigration Enforcement Agencies: Hearing Before the Subcommittee on Immigration, Border Security, and Claims of the Committee on the Judiciary, House of Representatives, One Hundred Ninth Congress, First Session, May 5, 2005U.S. Government Printing Office, 2005 - 75 頁 |
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常見字詞
9/11 Commission BONNER Border Patrol Border Protection border security border system CBP and ICE Chairman Committee Congress coordination Customs and Border Customs Enforcement customs laws Cutler Department of Homeland dual missions effective employees enforce the immigration enforcement functions enforcement of immigration expertise Federal focus forcement fraud Government Accountability Office gration Homeland Security Act HOSTETTLER Human Capital ICE and CBP Identity documents illegal aliens immi Immigration and Customs Immigration and Naturalization immigration benefits immigration enforcement agencies immigration laws immigration system implementation INS's inspectors interior enforcement investigations issues JACKSON LEE Kephart lack law enforcement LUNGREN management framework ment Nation's borders national security Naturalization Service officers operations organization organizational priorities question reported responsibilities Stana strategic planning Subcommittee systems and processes terrorism terrorist travel testimony Thank tion transformation U.S. Customs Service U.S. Immigration United war on terror Washington
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第 8 頁 - A foolish consistency is the hobgoblin of little minds, adored by little statesmen and philosophers and divines. With consistency a great soul has simply nothing to do.
第 43 頁 - Mr. Chairman, this concludes my statement I would be pleased to respond to any questions that you or other members of the Subcommittee may have at this time.
第 30 頁 - Service's (INS) mission involves carrying out two primary functions. One is an enforcement function that involves preventing aliens from entering the United States illegally and removing aliens who succeed in doing so. The other is a service function that involves providing services or benefits to facilitate entry, residence, employment, and naturalization of legal immigrants. Several critics have concluded that mission overload...
第 36 頁 - The system serves as the basis for setting expectations for individuals' roles in the transformation process. To be successful, transformation efforts must have leaders, managers, and employees who have the individual competencies to integrate and create synergy among the multiple organizations involved in the transformation effort. Individual performance and contributions are evaluated on competencies such as change management, cultural sensitivity, teamwork and collaboration, and information sharing....
第 36 頁 - An organization's activities, core processes, and resources must be aligned to support its mission and help it achieve its goals.
第 3 頁 - Stana is the Director of Homeland Security and Justice Issues at the Government Accountability Office.
第 39 頁 - We reported that the experiences of successful transformations and change management initiatives in large public and private organizations suggest that it can take 5 to 7 years or more until such initiatives are fully implemented and cultures are transformed in a sustainable manner.
第 17 頁 - As noted in 9/1 1 and Terrorist Travel, front line immigration officers are not adequately trained to detect fraudulent travel stamps in passports, terrorist indicators in passports, or behavioral cues. Indeed, as a staff member for the 9/1 1 Commission I had access to more information about the techniques that terrorists use to gain unlawful entry in the United States than frontline officers. Without repeating the content and findings of 9/11 and Terrorist Travel, terrorists will use any infiltration...
第 7 頁 - It is requesting $10,214 million for the Bureau of Customs and Border Protection and the Bureau of Immigration and Customs Enforcement but only $1,711 million for the Bureau of US Citizenship and Immigrant Services.
第 36 頁 - ... those goals, • determine the strategies and resources to effectively accomplish the goals, • use performance information to make programmatic decisions necessary to improve performance, and • formally communicate results in performance reports.