Since its inception in 2003, the Department of Homeland Security (DHS) has been chartered with the vital mission of orchestrating a unity of effort approach among a variety of organizations in the homeland security enterprise internally and arguably across government, to protect the homeland from threats to our nation’s way of life. After nearly a decade championing the homeland security mission, DHS appears to be at an inflection point in its short history, wrestling with where it has been, and using lessons learned to determine its way ahead. Multiple U.S. Government Accountability Office reports state the Department of Homeland Security remains at “high risk” of failure due to internal and external management challenges. To holistically address these risks, the author proposes a conceptual framework to remodel the current Department of Homeland Security organization and create a Homeland Security Integration Element (similar to that of the Department of Defense [The Joint Staff model]) to act as the focal point for integrating internal Department of Homeland Security operations and facilitating interagency coordination and collaboration with the goal of building a unity of effort, not only internally, but also across the government departments. The findings of this research suggest DHS needs to: integrate its internal resources management activities; enhance its organizational culture so its workforce can perform more efficiently and effectively; and, improve the way it integrates it capabilities with other stakeholders throughout the homeland security enterprise. The recommendations include the establishment of a Homeland Security Integration Element, an Interagency Liaison Office, and the introduction of a National Security Professional and Homeland Security Professional.