DHS Strategic Plan 2014-2018

Fiscal Years 2014-2018
Strategic Plan

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MESSAGE FROM THE
SECRETARY

Homeland
Security

I am pleased to submit the U.S. Department of Homeland
Security (OHS) Strategic Plan for Fiscal Years (FY) 2014-2018,
fulfilling the GPRA Modernization Act of 2010 (P. L. 111-352)
and the Office of Management and Budget's (OMB) Circular A-

11, Part 6 (2013) requirement for all Federal departments and
agencies to publish an Agency Strategic Plan.
Much like the 2014 Quadrennial Homeland Security Review, the

FY14-18 Strategic Plan provides an analytic foundation for the
Department's Unity of Effort Initiative. The OHS Unity of Effort
Initiative builds important linkages between the Department's
planning, programming, budgeting, and execution processes,
ensuring that the Department invests and operates in a cohesive, unified fashion, and makes
decisions that are transparent and collaborative to drive strategic guidance to results. The FY14-18
Strategic Plan represents an important step in our process toward achieving unity of effort by
articulating the strategies we employ to achieve each goal and long-term performance measures
that we use to evaluate our progress.
As part of the development of this Strategic Plan, the Department also undertook an
unprecedented effort to identify the Department's highest priorities across mission areas. While we
will continue to execute against all of the mission goals and objectives laid out in the 2014
Quadrennial Homeland Security Review and the 2014-2018 Strategic Plan, these areas represent
our top priorities in terms of investment, strategic and operational planning, and stakeholder
engagement. By prioritizing efforts in this way, we will be more closely aligned in our efforts,
stronger partners to our stakeholders, and better stewards of our limited resources.
While the 2014 QHSR focused on our shared responsibilities with partners across the federal,
state, local, tribal, and territorial governments, the private sector, and other nongovernmental
organizations, the FY14-18 Strategic Plan focuses on how we accomplish our mission as a
Department. This report reflects the important work of all homeland security employees, who
tirelessly fulfill the missions of homeland security: prevent terrorism and enhance security, secure
and manage our borders, enforce and administer our immigration laws, safeguard and secure
cyberspace, and strengthen national preparedness and resilience. I am continually grateful for
their service.
Sincerely,

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OVERVIEW

Credit: U.S. Department of Homeland Security

OVERVIEW
The United States is poised at the outset of a new era in homeland security that reflects
long-term changes in the security environment and key advances in homeland security
capabilities. The 2014 Quadrennial Homeland Security Review describes the challenges
and opportunities of this new era and how the Department of Homeland Security (DHS) and
our homeland security partners must strategically posture ourselves to address those
challenges. The 2014 Quadrennial Homeland Security Review also takes an important
foundational step toward a Secretary-level priority: strengthening Departmental “Unity of
Effort.” The DHS Unity of Effort Initiative builds important linkages between the
Department’s planning, programming, budgeting, and execution processes, ensuring that
the Department invests and operates in a cohesive, unified fashion, and makes decisions
that are transparent and collaborative to drive the Secretary’s strategic guidance to results.
The DHS FY14-18 Strategic Plan focuses on how we will implement the goals laid out in the
2014 Quadrennial Homeland Security Review. It describes the missions and goals of
homeland security, the strategies we use to achieve those goals, and the ways in which we

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OVERVIEW
measure our success. It also sets several key, priority efforts under each mission and
describes how those priorities will be achieved through the DHS Unity of Effort Initiative.
The Homeland Security vision is a homeland that is safe, secure, and resilient against
terrorism and other hazards, where American interests, aspirations, and way of life can
thrive. This requires the dedication of more than 240,000 employees in jobs that range
from aviation and border security to emergency response, from cybersecurity analysis to
chemical facility inspections. Our duties are wide-ranging, but our goal is clear — keeping
America safe. The 2014 Quadrennial Homeland Security Review reaffirmed the fivemission structure of DHS:


Prevent Terrorism and Enhance Security



Secure and Manage our Borders



Enforce and Administer Our Immigration Laws



Safeguard and Secure Cyberspace; and



Strengthen National Preparedness and Resilience

Accomplishing these missions requires unity of effort – across every area of DHS activity
and among the numerous homeland security partners and stakeholders.
UNITY OF EFFORT
The Department has many strengths, including the professionalism, skill, and dedication of
its people and the rich history and tradition of its Components, which have led to many
successes over the Department’s relatively short life. The Unity of Effort Initiative
capitalizes on these strengths while identifying ways to enhance the cohesion of the
Department as a whole. The Department will accomplish this not by centralizing the
decision making authority and processes within an opaque DHS Headquarters, but rather
by transparently incorporating DHS Components into unified decision making processes
and the analytic efforts that inform decision making.
We will focus initially on four main lines of effort to improve our planning, programming,
budgeting and execution processes: 1) inclusive senior leader discussion and decision
making forums that provide an environment of trust and transparency; 2) strengthened
management processes for investment, including requirements, budget, and acquisition
processes that look at cross-cutting issues across the Department; 3) focused,

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collaborative
Departmental
strategy, planning,
and analytic capability
that support more
effective DHS-wide
decision making and
operations; and 4)
enhanced coordinated
operations to harness
the significant
resources of the
Department more
effectively.
Figure 1: Strengthening Departmental Unity of Effort diagram

If executed properly,
the Unity of Effort Initiative will provide the Department with better understanding of the
broad and complex DHS mission space and support the effective execution of our
missions.
STAKEHOLDER ENGAGEMENT
The FY14–18 DHS Strategic Plan builds upon the stakeholder engagement and outreach
process conducted for the 2014 Quadrennial Homeland Security Review and incorporates
the more specific consultation requirements set forth in the GPRA Modernization Act of
2010. Throughout the Quadrennial Homeland Security Review process, DHS conducted
extensive engagement with federal executive branch partners and Congress; state, local,
tribal and territorial partners; the private sector; academics, and others. In addition to
those engagements, development of the FY14-18 Strategic Plan has been closely
coordinated with the Office of Management and Budget.
CROSS-AGENCY PRIORITY GOALS
Cross-Agency Priority goals address the longstanding challenge of tackling horizontal
problems across vertical organizational silos. To establish these goals, the Office of
Management and Budget solicited nominations from Federal agencies and several
congressional committees. Per the GPRA Modernization Act of 2010 requirement to
address Cross-Agency Priority Goals in the agency strategic plan, the annual performance
plan, and the annual performance report, please refer to http://www.performance.gov for

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OVERVIEW
the Department of Homeland Security’s contributions to those goals and progress, where
applicable. The Department currently contributes to the following mission-related CrossAgency Priority Goals:


Cybersecurity (related to DHS Objective 4.2: Secure the Federal Civilian Government
Information Technology Enterprise).



Climate Change (Federal Actions) (related to DHS Objective 5.1: Enhance National
Preparedness; DHS Objective 5.2: Mitigate Hazards and Vulnerabilities; and DHS
Objective 5.3: Ensure Effective Emergency Response).



Insider Threat and Security Clearance (related to DHS Objective 1.1: Prevent Terrorist
Attacks; DHS Objective 1.3: Reduce Risk to the Nation’s Critical Infrastructure, Key
Leadership, and Events; and Maturing and Strengthening Homeland Security).



Job-Creating Investment (related to Maturing and Strengthening Homeland Security).



Infrastructure Permitting Modernization (related to Maturing and Strengthening
Homeland Security).



Science, Technology, Engineering and Mathematics Education (related to Maturing and
Strengthening Homeland Security).

The DHS FY14-18 Strategic Plan is a Departmental management tool for strategic
achievement of the responsibilities set forth in those documents. The Plan satisfies the
requirements of the GPRA Modernization Act of 2010 (P. L. 111-352) and the Office of
Management and Budget’s Circular A-11 requirement to publish an Agency Strategic Plan.
CONTACT INFORMATION
Department strategic capstone products are located at our public website at
http://www.dhs.gov/qhsr. For more information, contact
Department of Homeland Security
Office of Policy
Office of Strategy, Planning, Analysis, and Risk
Washington, D.C. 20528
Information may also be requested by sending an email to [email protected].

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TABLE OF CONTENTS

Message from the Secretary……………………….……………….………………………….3

Overview………………………………………………………………….…………………..5

Analytic Agenda………………….……………………………………………….………….11

Department Missions and Goals…………………………………………...….…….…….…13

1. Mission 1….………………………………………………………………….…….……14

2. Mission 2.…………………………….…………………….…………….….……….….20

3. Mission 3………………………………………..….………….…….…….….…………25

4. Mission 4 ..…………………….…….…………………………………………………..29

5. Mission 5………..…………….…………….…….……………………………………..35

6. Maturing and Strengthening Homeland Security………..…..…………………………...40

Appendix A: Mission Programs by Goal. …………….……………………….….….……….48

Appendix B: Strengthening Departmental Unity of Effort Initiative………………………….56

Appendix C: Agency Priority Goals…………………………………………………………..60

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ANALYTIC AGENDA
ANALYTIC AGENDA
The Department of Homeland Security, like any large government agency or private
corporation, must be able to harness vast amounts of data to inform strategy and future
planning. As the latter sections of this plan describe, there are a number of key areas
where DHS must improve its ability to collect new data, analyze existing data, and present
data in a compelling way to our partners and the public. The Department’s four-year
Analytic Agenda provides the foundation for tackling this “Big Data” challenge and
supporting analytically-informed decision-making across DHS missions.
Over the past several years, the Department has made great strides to improve its
analytical understanding of the diverse DHS mission space. For example, DHS developed
and fostered a risk community of interest, convening risk management experts from across
the Department to share risk data and best practices for risk assessment. To further
support the Secretary’s Unity of Effort Initiative, the Department will deepen its analytic
capability across its mission areas. In particular, DHS will continue to acquire, develop, and
implement the basic tools required for data-driven management of its missions, such as
the ability to consistently assess strategic/external risk; measure outcomes; forecast such
outcomes under different resource allocations, policies, and economic conditions; and use
these forecasts to inform strategic planning, programming, acquisition, and operational
decisions.
To begin building this capability, DHS Headquarters will, in close coordination with
departmental and enterprise partners, formalize a line of effort similar in purpose to the
Department of Defense’s “Analytic Agenda” initiative. The objective of this multi-year effort
will be to build and institutionalize the necessary data, models, and underlying business
processes to provide a unified baseline for aiding decision-making across the Department.
Topics for these analytic baselines will be determined by leadership, based on missions or
goals that would benefit from a more rigorous analytical approach. Key inputs informing
the topic selection are the Quadrennial Homeland Security Review, this DHS Strategic Plan,
ongoing analysis of changes in the strategic environment, annual resource and operational
planning guidance, and other DHS policy imperatives.
For any particular mission area, an analytic agenda may include comprehensive empirical
modeling; estimation of the impacts of social, technological, economic, environmental, or
political variables; incorporation of these empirical results into a model with the capability
to simulate future outcomes; sustained development of outcome measurement; and
development of dashboards and tools for support to strategic-level decision-making. Such

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ANALYTIC AGENDA
an effort would enable the creation of a full set of performance measures for a given study
topic; support analytically informed strategy development, resource allocation, investment,
and operational decision making for that topic; facilitate systematic program evaluation;
and optimally deliver indicator and warning capabilities to allow the Department to assume
an anticipatory posture. Maintaining a standing set of empirical models would allow the
Department to quickly analyze the causes, likely duration, and the predicted effectiveness
of alternative policy options in response to new trends. DHS would use this data to develop
effective strategies and communicate authoritatively with its public and private
stakeholders.
The Analytic Agenda initiative will be co-led by the Office of Policy and the Office of the Chief
Financial Officer, with each study leveraging the expertise of DHS Components. These
offices will be responsible for setting the strategic direction, creating planning scenarios,
identifying methodologies, conducting individual studies, providing data, warehousing that
data and accompanying analytic results, and integrating the effort with the various DHS
decision systems.

Credit: U.S. Customs and Border Protection

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DEPARTMENT MISSIONS AND GOALS

Credit: U.S. Coast Guard

DEPARTMENT MISSIONS AND GOALS
The first QHSR report developed an enduring mission framework for homeland security;
that framework was reflected in the Fiscal Years 2012‒2016 DHS Strategic Plan. As a
preparatory activity for the second Quadrennial Homeland Security Review, the Department
initiated an internal Roles and Missions Review to review and validate the Quadrennial
Homeland Security Review 2010 mission framework. The Department updated the
framework to reflect changes in policy, strategy, and the strategic environment. Activities
previously categorized as “Providing Essential Support to National and Economic Security”
were incorporated into the five homeland security missions and into the cross-cutting
summary of activities documented in the Mature and Strengthen the Department section of
the Strategic Plan. While the Quadrennial Homeland Security Review reflects an
overarching strategic approach for homeland security, the DHS Strategic Plan reflects the
strategies, including activities, programs, and operations, of the Department for executing
our missions in the FY 2014‒2018 timeframe.

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DEPARTMENT MISSIONS AND GOALS

Credit:: Transportation Security Administration

MISSION 1: PREVENT TERRORISM AND ENHANCE SECURITY
Preventing terrorism is the cornerstone of homeland security. Within this mission we focus
on the goals of preventing terrorist attacks; preventing and protecting against the
unauthorized acquisition or use of chemical, biological, radiological, and nuclear materials
and capabilities; and reducing risk to the Nation’s most critical infrastructure, key leaders,
and events.
The 2014 Quadrennial Homeland Security Review described a more integrated, networked
approach to counterterrorism and community engagement efforts. To improve overall
Departmental unity of effort, we will work with our partners to identify, investigate, and
interdict threats as early as possible; expand risk-based security; focus on countering
violent extremism and preventing complex mass casualty attacks; reduce vulnerabilities by
denying resources and targets; and uncover patterns and faint signals through enhanced
data integration and analysis. DHS shares the responsibility to prevent terrorist attacks
with several federal departments and agencies, including the Departments of State,
Justice, and Defense, and the Office of the Director of National Intelligence, as well as with
state, local, tribal, territorial, and private sector partners. DHS further collaborates with
foreign partners on security issues of concern.

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MISSION PRIORITIES
The following Mission Priorities represent the highest priority efforts for the Department of
Homeland Security within Mission 1. While the Department will continue to work on all of
the mission goals and objectives laid out in the 2014 Quadrennial Homeland Security Review and the 2014-2018 Strategic Plan, these are the top areas of focus in terms of investment, strategic and operational planning, and stakeholder engagement, and will be
addressed through actions undertaken in one or more of the following DHS foundational
activities: Joint Requirements Council, joint operational plans and operations, enhanced
budget and investment processes, and focused strategic and analytic efforts.


Prevent terrorist travel into the United States by enhancing information sharing, international cooperation, and risk-based targeting, including by focusing on foreign fighters.



Strengthen aviation security by implementing risk-based mitigation strategies.



Prevent the hostile use of nuclear materials against the homeland by deterring or preventing adversaries from smuggling nuclear weapons and materials, and enhancing
the ability to detect nuclear weapons and materials out of regulatory control.



Protect key leaders, facilities, and National Special Security Events by deterring, minimizing, and responding to identified vulnerabilities and threats against the President,
Vice President, other protected individuals, the White House Complex, and other sites.

GOAL 1.1: PREVENT TERRORIST ATTACKS
The Department remains vigilant to new and evolving threats in order to protect the Nation
from a terrorist attack. Although the U.S. Government’s counterterrorism efforts have
degraded the ability of al-Qa’ida’s senior leadership in Afghanistan and Pakistan to
centrally plan and execute sophisticated external attacks, since 2009 we have seen the
rise of al-Qa’ida affiliates, such as al-Qa’ida in the Arabian Peninsula and the al-Nusrah
Front in Syria. These groups have made attempts to export terrorism to our Nation.
Additionally, we face the threat of domestic-based “lone offenders” and those who are
inspired by violent extremist ideologies to radicalize and commit acts of terrorism against
Americans and the Nation. These threats come in multiple forms and, because of the
nature of independent actors, may be hardest to detect.
We will pursue the following strategies to prevent terrorist attacks:
Analyze, fuse, and disseminate terrorism information by sharing information with, and
utilizing threat analysis alongside, stakeholders across the homeland security enterprise.

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DEPARTMENT MISSIONS AND GOALS
We remain committed to integrating critical data sources, such as those for biometric data,
by consolidating or federating screening and vetting operations. We will also continually
increase and integrate domain awareness capabilities, as well as improve our ability to fully
utilize vast amounts of intelligence and other information—the so-called “big data”
challenge—while rigorously protecting privacy and civil rights and civil liberties.
Deter and disrupt operations by leveraging the intelligence, information sharing,
technological, operational, and policy-making elements within DHS to facilitate a cohesive
and coordinated operational response. We will also develop intelligence sources and
leverage research and analysis to identify and illustrate the tactics, behaviors, and
indicators potentially associated with violent extremism as well as factors that may
influence violent extremism, and jointly develop with federal, state, local, tribal, and
territorial partners training for frontline law enforcement officers on behaviors that may be
telling regarding violent extremist activity.
Strengthen transportation security by using a multi-layered risk-based approach to detect
malicious actors and dangerous items at various entry and exit points in the travel and
trade system. We will also improve coordination with foreign governments and
stakeholders to expand pre-departure screening and enhance transportation security
operations among willing partners to mitigate risks from overseas.
Counter violent extremism by: 1) supporting community-based problem solving and
integration efforts, as well as local law enforcement programs; and 2) working with our
partners to share information with frontline law enforcement partners, communities,
families, and the private sector about how violent extremists are using the Internet and
how to protect themselves and their communities.
GOAL 1.2: PREVENT AND PROTECT AGAINST THE UNAUTHORIZED ACQUISITION OR USE OF
CHEMICAL, BIOLOGICAL, RADIOLOGICAL, AND NUCLEAR MATERIALS AND CAPABILITIES
Chemical, biological, radiological, and nuclear threats are enduring areas of concern. The
consequences of these attacks are potentially high even though the likelihood of their
occurrence is relatively low. Small scale chemical attacks are expected to remain more
likely because the relative lack of specialized skills and knowledge required to conduct
such attacks. However, nuclear terrorism and bioterrorism pose the most strategically
significant risk because of their potential consequences. Although the difficulty of stealing
a nuclear weapon or fabricating one from stolen or diverted weapons materials reduces the
likelihood of this type of attack, the extremely high consequences of an improvised nuclear
device attack make it an ongoing top homeland security risk.

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We will pursue the following strategies to prevent and protect against the unauthorized
acquisition or use of chemical biological, radiological, and nuclear materials and
capabilities:
Anticipate chemical, biological, radiological, and nuclear emerging threats by identifying
and understanding potentially dangerous actors, technologies, and materials, and
prioritizing research and development activities including: 1) analyses of alternative
technology options; 2) assessments of complex issues such as the relative risk of different
chemical, biological, radiological, and nuclear threats; 3) experimentation and operational
test and evaluation of technologies proposed for acquisition; 4) detailed technical
characterization of potential biological threat organisms; 5) the creation of consensus
standards that enable cost-effective progress across many fields; and 6) the determination
of nuclear material characteristics through nuclear forensics techniques.
Identify and interdict unlawful acquisition and movement of chemical, biological,
radiological, and nuclear precursors and materials by leveraging investigative and
enforcement assets towards domestic and international movement of these materials and
by engaging in information sharing with all stakeholders to monitor and control this
technology.
Detect, locate, and prevent the hostile use of chemical, biological, radiological, and nuclear
materials and weapons by 1) combining authorities and assets with other departments and
agencies; 2) building the U.S. Government’s global nuclear detection capability through the
Global Nuclear Detection Architecture, a framework for detecting (through technical and
non-technical means), analyzing, and reporting on nuclear and other radioactive materials
that are out of regulatory control; 3) advancing nuclear forensics capabilities in order to
close down nuclear smuggling networks, promote global nuclear security, and deter wouldbe nation state terrorist facilitators from transferring nuclear materials to terrorists; 4)
providing unimpeachable forensic data for use by law enforcement authorities in the
investigation and prosecution of crimes involving biological agents; 5) regulating high-risk
chemical facilities to ensure that they take proper steps to mitigate risks; and 6) preventing
the occurrence of significant biological incidents, where possible, but, when unable to
prevent, stopping them from overwhelming the capacity of our state, local, tribal, and
territorial partners to manage and respond. To this last point, DHS will deploy technologies
that enable early detection of biological agents prior to the onset of symptoms, pursue
more rapid responder capabilities, and increase the capacity and effectiveness of local
public health, medical, and emergency services.

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DEPARTMENT MISSIONS AND GOALS
GOAL 1.3: REDUCE RISK TO THE NATION’S CRITICAL INFRASTRUCTURE, KEY LEADERSHIP,
AND EVENTS
DHS has national leadership responsibility for enhancing security to the Nation’s critical
infrastructure and protecting key leaders, facilities, and National Special Security Events.
DHS reduces risk across a wide portfolio of activities, including the agriculture and food
sector, the travel and trade system, and the financial services sector. These systems are
vulnerable to criminal exploitation and both physical and cyber-attacks. DHS also
maintains constant guard over key leaders and during high-profile events, reducing the
possibility that these events could be exploited by criminal or terrorist actors.
We will pursue the following strategies to reduce risk to the nation’s critical infrastructure,
key leadership, and events
Enhance security for the Nation’s critical infrastructure from terrorism and criminal activity
by 1) identifying critical
infrastructure and related
vulnerabilities; 2) developing
and deploying a scalable
assessment methodology
depending on the level of threat
and the nature of the target; 3)
inserting and/or developing
appropriate technologies; 4)
tracking protective measures of
our partners across the
homeland security enterprise;
and 5) conducting investigations
that maximize disruption of
criminal enterprises that pose
the greatest risk to the United
Credit: U.S. Secret Service
States. We will also enhance
the Nation’s ability to counter improvise explosive devices (IEDs) by coordinating whole
community efforts to prevent, protect against, respond to, and mitigate terrorist and
criminal use of explosives.
Protect key leaders, facilities, and National Special Security Events by 1) working with
partners across the homeland security enterprise to coordinate intelligence, information
sharing, security, and response resources; 2) protecting the President, the Vice President,

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visiting heads of state, major Presidential candidates, and other designated protectees; 3)
protecting federal facilities, employees, and visitors; and 4) assessing risk and coordinating
support to partners during major special events across the Nation through the Special
Events Assessment Rating.
HIGHLIGHTED PERFORMANCE MEASURES
The table below presents a subset of the DHS performance measures associated with
gauging results for Mission 1. For more information on these measures, along with a more
extensive list of measures associated with this mission, please see the FY 2013‒2015
Annual Performance Report at http://www.dhs.gov/xabout/budget/editorial_0430.shtm.
Mission 1: Prevent Terrorism and Enhance Security
Planned Targets

Goal
Alignment

FY 2014

FY 2015

FY 2018

Percent of intelligence reports rated “satisfactory”
or higher in customer feedback that enable
customers to understand the threat (AO)

1.1

93%

94%

94%

Percent of foreign airports that serve as last points
of departure and air carriers involved in
international operations to the United States
advised of necessary actions to mitigate identified
vulnerabilities in order to ensure compliance with
critical security measures (TSA)

1.1

100%

100%

100%

Percent of international air enplanements vetted
against the terrorist watch list through Secure
Flight (TSA)

1.1

100%

100%

100%

Percent of inbound air cargo screened on
international passenger flights originating from
outside the United States and Territories (TSA)

1.1

100%

100%

100%

Percent of cargo conveyances that pass through
radiation portal monitors upon entering the nation
via land border and international rail ports of entry
(DNDO)

1.2

FOUO

FOUO

FOUO

Percent of performance standards implemented by
the highest risk chemical facilities and verified by
DHS (NPPD)

1.2

97%

95%

95%

Percent of total U.S. Secret Service protection
activities that are incident-free for protection of
national leaders, foreign dignitaries, designated
protectees and others during travel or at protected
facilities (USSS)

1.3

100%

100%

100%

Financial crimes loss prevented through a criminal
investigation (in billions) (USSS)

1.3

$1.90

$2.70

$3.0

Highlighted Performance Measures

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DEPARTMENT MISSIONS AND GOALS
Credit: U.S. Customs and Border Protection

MISSION 2: SECURE AND MANAGE OUR BORDERS
Secure, well-managed borders must not only protect the United States against threats from
abroad, they must also safeguard and expedite the flow of lawful trade and travel. Achieving this end requires that we focus on three interrelated goals: 1) secure U.S. air, land, and
sea borders and approaches; 2) safeguard and expedite lawful trade and travel; and 3) disrupt and dismantle transnational criminal organizations and other illicit actors.
The 2014 Quadrennial Homeland Security Review defined a risk segmentation approach to
managing the flows of people and goods: minimize disruption to and facilitate safe and secure inbound and outbound legal flows of people and goods; prioritize efforts to counter
illicit finance and further increase transnational criminal organization perception of risk
through targeted interdiction and other activities, while continuing to increase efficiencies
in operations; and counter terrorist travel into the United States, terrorism against international travel and trade systems, and the export of sensitive goods and technology.
Building on that work, the U.S. Southern Border and Approaches Campaign Planning Effort
(2014), one of the first management imperatives from the Unity of Effort Initiative, articulates four mutually-supporting key areas of effort for securing the southern border and approaches: 1) segment and expedite flows of people and goods at ports of entry; 2) strengthen the security and resilience of the global supply chain and the international travel system; 3) combat transnational organized crime and terrorism; and 4) prevent illegal flows of
people and goods between ports of entry.

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MISSION PRIORITIES
The following Mission Priorities represent the highest priority efforts for the Department of
Homeland Security within Mission 2. While the Department will continue to work on all of
the mission goals and objectives laid out in the 2014 Quadrennial Homeland Security Review and the 2014-2018 Strategic Plan, these are the top areas of focus in terms of investment, strategic and operational planning, and stakeholder engagement, and will be
addressed through actions undertaken in one or more of the following DHS foundational
activities: Joint Requirements Council, joint operational plans and operations, enhanced
budget and investment processes, and focused strategic and analytic efforts.


Secure the U.S. Southern Border and approaches by implementing a strategic framework.



Combat transnational organized crime by countering illicit finance and further integrating elements of the layered defense.

GOAL 2.1: SECURE U.S. AIR, LAND, AND SEA BORDER AND APPROACHES
Flows of people and goods around the world have expanded dramatically in recent years.
DHS employs a range of strategies to improve upon border security, as well as to exclude
terrorist threats, drug traffickers, and other threats to national security, economic security,
and public safety. DHS and our partners ensure transit via legal pathways; identify and remove people and goods attempting to travel illegally; and ensure the safety and integrity of
these flows of people and goods by safeguarding the conveyances, nodes, and pathways
that make up the travel and trade system. DHS relies on a combination of people, technology, assets (e.g., surface and aviation platforms), and infrastructure (e.g., roads, fences)
across DHS operating components to enable situational awareness and secure the border.
Given the inherently transnational nature of securing our borders, DHS also continues to
build international partnerships to enhance our ability to identify threats or hazards before
they emerge in the United States.
We will pursue the following strategies to secure U.S. air, land, and sea border and approaches:
Prevent illegal import and entry by employing a layered, risk-based approach to screen,
identify, and intercept threats at points of departure and at U.S. ports of entry. Using a variety of intelligence, automated tools, and information collected in advance of arrival for passengers and cargo at air, land, and seaports, DHS screens, identifies, and intercepts
threats at points of departure before they reach our borders. In the approaches to the United States, DHS maintains domain awareness efforts to establish and maintain a common

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DEPARTMENT MISSIONS AND GOALS
operating picture of people, vehicles, aircraft, and marine vessels approaching our borders,
as well as interdiction capabilities to achieve a law enforcement resolution.
Prevent illegal export and exit through a risk-based strategy to inspect people, cargo, and
conveyances departing the United States through all airports, seaports, land border crossings, and international mail/courier facilities. Using this information, law enforcement organizations such as Immigration and Customs Enforcement will investigate illegal exports
and exit.
GOAL 2.2: SAFEGUARD AND EXPEDITE LAWFUL TRADE AND TRAVEL
The vast majority of people and goods entering and exiting the United States represent lawful trade and travel. Lawful trade and travel provides enormous economic benefits to our
society, evident by a substantial increase in the number of tourist and business travelers
and in the value of U.S. exports and imports between 2005 and 2012, and underscored by
projections for continued growth at an average of six percent annually through 2030. DHS
and our partners work to secure and expedite these flows of people and goods, as they are
a main driver of U.S. economic prosperity.
We will pursue the following strategies to safeguard and expedite lawful trade and travel:
Safeguard key nodes, conveyances, and pathways by establishing and enforcing security
standards and plans that maintain or restore infrastructure capabilities to be resilient from
attacks and natural disasters; this includes facilities at ports of entry, modes of transportation, and pathways.
Manage the risk of people and goods in transit by employing a risk-segmentation approach
that identifies low-risk and high-risk people and goods moving within legal channels as far
from the homeland as possible, and then expediting low-risk, lawful movement to and
through the United States.
Maximize compliance with U.S. trade laws and promote U.S. economic security and competitiveness by: 1) working with international partners, such as the International Maritime
Organization, the International Civil Aviation Organization, and INTERPOL, to create global
standards for security and resilience of the global trade and travel system and 2) conducting cargo recognition programs to reduce redundancies for industry while maintaining a
commensurate level of security.
GOAL 2.3: DISRUPT AND DISMANTLE TRANSNATIONAL CRIMINAL ORGANIZATIONS AND
OTHER ILLICIT ACTORS

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Transnational criminal organizations are increasing in strength and capability. They rely on
revenues generated through the sale of illegal drugs and counterfeit goods, human trafficking and smuggling, and other criminal activities. They are also gaining strength by taking
advantage of the same innovations in management and supply chain structures that are
propelling multinational corporations.
We will pursue the following strategies to disrupt and dismantle transnational criminal organizations and other illicit actors:
Identify, investigate, disrupt, and dismantle TCOs by: 1) targeting illicit financing activities
that transnational criminal organizations depend on, such as money laundering, and increasing outbound inspection to deter practices such as cash smuggling; and 2) creating a
deterrent effect from injecting the greatest amount of uncertainty and concern into criminal
decision making by swiftly shifting assets, presence, technology, and tools, further targeting
and focusing interdiction activities, and emphasizing strategic communications that project
the effectiveness of homeland security capabilities.
Disrupt illicit actors, activities, and pathways by using intelligence to target and interdict
illicit people and goods through a rapid response workforce as well as surveillance and enforcement assets to detect, identify, monitor, track, and interdict targets of interest, and
board vessels.

Credit: Immigration and Customs Enforcement

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DEPARTMENT MISSIONS AND GOALS
HIGHLIGHTED PERFORMANCE MEASURES
The table below presents a subset of the DHS performance measures associated with
gauging results for Mission 2. For more information on these measures, along with a more
extensive list of measures associated with this mission, please see the FY 2013‒2015 Annual Performance Report at http://www.dhs.gov/xabout/budget/editorial_0430.shtm.
Mission 2: Secure and Manage Our Borders
Planned Targets

Goal
Alignment

FY 2014

FY 2015

FY 2018

Rate of interdiction effectiveness along the
Southwest Border between ports of entry (CBP)

2.1

77%

80%

89%

Percent of people apprehended multiple times
along the Southwest border (CBP)

2.1

≤ 17%

≤ 17%

≤ 17%

Number of smuggled outbound weapons seized
at the ports of entry (CBP)

2.1

400

400

400

Percent of detected conventional aircraft
incursions resolved along all borders of the
United States (CBP)

2.1

100%

100%

100%

Percent of inbound cargo identified by CBP as
potentially high-risk that is assessed or scanned
prior to departure or at arrival at a U.S. port of
entry (CBP)

2.2

100%

100%

100%

Percent of imports compliant with U.S. trade
laws (CBP)

2.2

97.5%

97.5%

97.5%

Percent of import revenue successfully collected
(CBP)

2.2

100%

100%

100%

Fishing regulation compliance rate (USCG)

2.2

96.5%

96.5%

97.5%

Number of detected incursions of foreign fishing
vessels violating U.S. waters (USCG)

2.2

< 148

< 155

< 176

Percent of transnational gang investigations
resulting in the disruption or dismantlement of
high-threat transnational criminal gangs (ICE)

2.3

62%

62%

62%

Percent of transnational child exploitation or
sex trafficking investigations resulting in the
disruption or dismantlement of high-threat child
exploitation or sex trafficking organizations or
individuals (ICE)

2.3

25%

25%

25%

Highlighted Performance Measures

1

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Credit: U.S. Citizenship and Immigration Services

MISSION 3: ENFORCE AND ADMINISTER OUR IMMIGRATION LAWS
Immigration is essential to our identity as a nation of immigrants. Most American families
have an immigration story, some recent, some more distant. Many immigrants have taken
on great risks to work and contribute to America’s prosperity or were provided refuge after
facing persecution abroad. Americans are extremely proud of this tradition. Smart and
effective enforcement and administration of our immigration laws remains a core homeland security mission.
The following priorities from the 2014 Quadrennial Homeland Security Review inform the
strategic approach in this mission area: 1) Building a stronger, smarter border enforcement system; 2) Achieving smart and effective interior enforcement; 3) Creating a 21stCentury legal immigration system; 4) Facilitating reunions for long-separated families; 5)
Creating an earned path to citizenship; and 6) Enhancing management and organization
to develop a responsive immigration system.
GOAL 3.1: STRENGTHEN AND EFFECTIVELY ADMINISTER THE IMMIGRATION SYSTEM
At the center of any good immigration system must be a structure able to rapidly respond
to regulatory changes and the flow of demand around the world while at the same time
safeguarding security. We are constantly seeking ways to better administer benefits and
use technology to make information more accessible and secure.

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DEPARTMENT MISSIONS AND GOALS
MISSION PRIORITIES
The following Mission Priorities represent the highest priority efforts for the Department of
Homeland Security within Mission 3. While the Department will continue to work on all of
the mission goals and objectives laid out in the 2014 Quadrennial Homeland Security Review and the 2014-2018 Strategic Plan, these are the top areas of focus in terms of investment, strategic and operational planning, and stakeholder engagement, and will be
addressed through actions undertaken in one or more of the following DHS foundational
activities: Joint Requirements Council, joint operational plans and operations, enhanced
budget and investment processes, and focused strategic and analytic efforts.


Strengthen the immigration benefits system by transforming procedures for the adjudication of applications, strengthening anti-fraud measures, and expanding best practices and supporting capabilities.



Strengthen and focus DHS interior enforcement activities by providing clear guidelines
with respect to the arrest, detention, and removal of priority individuals, namely national security, public safety, and border security threats.

We will pursue the following strategies to strengthen and effectively administer the immigration system:
Promote lawful immigration by uniting families, providing refuge, fostering economic opportunity, and promoting citizenship. We will also work to better assist high-skilled immigrants, streamline the processing of immigrant visas to encourage businesses to grow in
the United States, and develop innovative programs to enable immigrants to reach their
potential in the United States.
Effectively administer the immigration services system by: 1) providing effective customeroriented immigration benefit and information services at home and abroad; 2) making all
information needed to make immigration decisions available to appropriate agencies electronically and in real-time, including active individual case files and biometric information;
and 3) ensuring that only eligible applicants receive immigration benefits through expanded use of biometrics, a strengthening of screening processes, improvements to fraud detection, increases in legal staffing to ensure due process, and enhancements of interagency information sharing.
Promote the integration of lawful immigrants in American society by enhancing educational
resources and promoting opportunities to increase understanding of U.S. civic principles
and the rights, responsibilities, and importance of citizenship, and supporting comprehensive immigration reform that provides an earned pathway to citizenship.

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GOAL 3.2: PREVENT UNLAWFUL IMMIGRATION
The increased movement of people and goods across our borders provides many opportunities but also provides more places for illegal goods, unauthorized migrants, and threats to
hide. Unauthorized migration is influenced by many factors, including weak rule of law and
violence in sending countries. In addition, violent extremists and criminals can hide within
this larger flow of migrants who intend no harm.
We will pursue the following strategies to prevent unlawful immigration:
Prevent unlawful entry, strengthen enforcement, and reduce drivers of unlawful immigration by: 1) increasing situational awareness of our borders; 2) ensuring that only those
abroad who are eligible receive travel documents to the United States; and 3) identifying
and removing criminal aliens, individuals who pose a threat to public safety, health, or national security, repeat immigration law violators, and other individuals prioritized for removal. We also reduce the demand for illegal immigrants by conducting inspections, audits,
and investigations of employers who hire illegal immigrants and administering tools such
as E-Verify to facilitate employers’ ability to hire eligible workers in compliance with immigration laws.
Arrest, detain, and remove criminals, fugitives, and other dangerous foreign nationals by
leveraging federal information sharing and state, local, and federal criminal justice systems
to take enforcement action based on priorities with regard to criminal aliens, and working

Credit: U.S. Customs and Border Protection

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DEPARTMENT MISSIONS AND GOALS
with the Department of Justice to ensure more timely hearing of immigration cases and appeals.
HIGHLIGHTED PERFORMANCE MEASURES
The table below presents a subset of the DHS performance measures associated with
gauging results for Mission 3. For more information on these measures, along with a more
extensive list of measures associated with this mission, please see the FY 2013‒2015 Annual Performance Report at http://www.dhs.gov/xabout/budget/editorial_0430.shtm.
Mission 3: Enforce and Administer Our Immigration Laws
Planned Targets
Goal
FY 2014
FY 2015
FY 2018
Highlighted Performance Measures
Alignment
Average of processing cycle time (in months) for
adjustment of status to permanent resident
applications (I-485) (USCIS)

3.1

≤ 4.0

≤ 4.0

≤ 4.0

Average of processing cycle times (in months) for
naturalization applications (N-400) (USCIS)

3.1

≤ 5.0

≤ 5.0

≤ 5.0

Overall customer service rating of the immigration
process (USCIS)

3.1

85%

85%

85%

Number of convicted criminal aliens removed per
fiscal year (ICE)

3.2

198,000

198,000

198,000

Average length of stay (in days) in detention of all
convicted criminal aliens prior to removal from the
United States (ICE)

3.2

≤ 34.5

≤ 34.5

≤ 32.5

Percent of detention facilities found in compliance
with the national detention standards by receiving
an acceptable inspection rating (ICE)

3.2

100%

100%

100%

1

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Credit: U.S. Department of Homeland Security

MISSION 4: SAFEGUARD AND SECURE CYBERSPACE
Each and every day, the United States faces a myriad of threats in cyberspace, from the
theft of trade secrets, payment card data, and other sensitive information through cyber
intrusions to denial-of-service attacks against Internet websites and attempted intrusions
of U.S. critical infrastructure. DHS works closely with government and private sector partners to strengthen cybersecurity capabilities, investigate cybercrime, and share actionable
information to ensure a secure and resilient cyberspace that protects privacy and civil
rights and civil liberties by design, supports innovation and economic growth, and supports
public health and safety.
The 2014 Quadrennial Homeland Security Review outlines four strategic priorities to safeguard and secure cyberspace: 1) Strengthen the security and resilience of critical Infrastructure against cyber attacks and other hazards; 2) Secure the federal civilian government information technology enterprise; 3) Advance cyber law enforcement, incident response, and reporting capabilities; and 4) Strengthen the cyber ecosystem.

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DEPARTMENT MISSIONS AND GOALS
MISSION PRIORITIES
The following Mission Priorities represent the highest priority efforts for the Department of
Homeland Security within Mission 4. While the Department will continue to work on all of
the mission goals and objectives laid out in the 2014 Quadrennial Homeland Security Review and the 2014-2018 Strategic Plan, these are the top areas of focus in terms of investment, strategic and operational planning, and stakeholder engagement, and will be
addressed through actions undertaken in one or more of the following DHS foundational
activities: Joint Requirements Council, joint operational plans and operations, enhanced
budget and investment processes, and focused strategic and analytic efforts.


Reduce national cyber risk through the Cybersecurity Framework, threat awareness,
public awareness campaigns, and best practices, all of which increase the baseline capabilities of critical infrastructure.



Enhance critical infrastructure security and resilience, with respect to physical and
cyber risks, by reducing vulnerabilities, sharing information on threat, consequences
and mitigations, detecting malicious activity, promoting resilient critical infrastructure
design, and partnering with critical infrastructure owners and operators.

GOAL 4.1: STRENGTHEN THE SECURITY AND RESILIENCE OF CRITICAL INFRASTRUCTURE
AGAINST CYBER ATTACKS AND OTHER HAZARDS
The concept of critical infrastructure as discrete, physical assets has become outdated as
everything becomes linked to cyberspace. This “cyber-physical convergence” has changed
the risks to critical infrastructure in sectors ranging from energy and transportation to agriculture and healthcare. DHS coordinates with its private sector partners as well as with
state, local, tribal, and territorial governments to share information and intelligence regarding cyber threats and vulnerabilities, foster development of trustworthy products and services, and encourage the adoption of best-in-class cybersecurity practices.
We will pursue the following strategies to strengthen the security and resilience of critical
infrastructure against cyber attacks and other hazards:
Enhance the exchange of information and intelligence on risks to critical infrastructure
and develop real-time situational awareness capabilities that ensure machine and human
interpretation and visualization by increasing the volume, timeliness and quality of cyber
threat reporting shared with the private sector and state, local, tribal, and territorial partners, and enabling the National Cybersecurity and Communications Integration Center (to

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receive information at “machine speed” by enabling networks to be more self-healing, using mathematics and analytics to mimic restorative processes that occur biologically.
Partner with critical infrastructure owners and operators to ensure the delivery of essential
services and functions by building effective partnerships to set a national focus and determine collective actions, providing assistance to local and regional partners, and leveraging
incentives to advance security and resilience, as described in the National Infrastructure
Protection Plan: Partnering for Security and Resilience.
Identify and understand interdependencies and cascading impacts among critical systems
by leveraging regional risk assessment programs, organization-specific assessment, assetand network-specific assessment, and cross-sector risk assessments.
Collaborate with agencies and the private sector to identify and develop effective cybersecurity policies and best practices through voluntary collaboration with private sector owners and operators (including their partner associations, vendors, and others) and government entity counterparts.
Reduce vulnerabilities and promote resilient critical infrastructure design by identifying
and promoting opportunities that build security and resilience into critical infrastructure as
it is being developed and updated, rather than focusing solely on mitigating vulnerabilities
present within existing critical infrastructure.
GOAL 4.2: SECURE THE FEDERAL CIVILIAN GOVERNMENT INFORMATION TECHNOLOGY
ENTERPRISE
The Federal Government provides essential services and information on which many Americans rely. Not only must the government protect its own networks, it must serve as a role
model to others in implementing security services. DHS itself plays a leading role in securing federal civilian networks, allowing the Federal Government to do its business securely.
DHS partners with agencies to deploy products such as the EINSTEIN set of capabilities
that provide perimeter network-based intrusion detection and prevention.
We will pursue the following strategies to secure the federal civilian government information technology enterprise:
Coordinate government purchasing of cyber technology to enhance cost-effectiveness by
using strategically sourced tools and services such as the Continuous Diagnostics and Mitigation program.

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DEPARTMENT MISSIONS AND GOALS
Equip civilian government networks with innovative cybersecurity tools, information, and
protections by supporting research and development and making the innovations from research and development available not only to the Federal Government but widely available
across the public and private spheres.
Ensure government-wide policy and standards are consistently and effectively implemented and measured by promoting the adoption of enterprise-wide policy and best practices
and working with interagency partners to develop government-wide requirements that can
bring the full strength of the market to bear on existing and emergent vulnerabilities.
GOAL 4.3: ADVANCE CYBER LAW ENFORCEMENT, INCIDENT RESPONSE, AND REPORTING
CAPABILITIES
Online criminal activity threatens the Internet’s safe and secure use. Law enforcement performs an essential role in achieving our Nation’s cybersecurity objectives by detecting, investigating, and preventing a wide range of cybercrimes, from theft and fraud to child exploitation, and apprehending and prosecuting those responsible. In addition to criminal
prosecution, there is a need to rapidly detect and respond to incidents, including through
the development of quarantine and mitigation strategies, as well as to quickly share incident information so that others may protect themselves. Safeguarding and securing cyberspace requires close coordination among federal law enforcement entities, network security experts, state, local, tribal, and territorial officials, and private sector stakeholders.
We will pursue the following strategies to advance cyber law enforcement, incident response, and reporting capabilities:
Respond to and assist in the recovery from cyber incidents by managing incident response
activities through the National Cybersecurity and Communications Integration Center and
fostering enhanced collaboration between law enforcement and network security officials
to pre-plan responses to cyber incidents.
Deter, disrupt, and investigate cybercrime by 1) increasing the quantity and impact of cybercrime investigations; 2) partnering with other agencies to conduct high-profile criminal
investigations, prioritize the recruitment and training of technical experts, and develop
standardized methods; and 3) strengthening law enforcement agencies’ ability to detect,
investigate, and arrest those that make illicit use of cyberspace.

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GOAL 4.4: STRENGTHEN THE CYBER ECOSYSTEM
Our entire society, from government and law enforcement to the private sector and members of the public, must work collaboratively to improve our network defense. Ensuring a
healthy cyber ecosystem will require collaborative communities, innovative and agile security solutions, standardized and consistent processes to share information and best practices, sound policies and plans, meaningful protection of privacy, civil rights, and civil liberties,
and development of a skilled workforce to ensure those policies and plans are implemented as intended.
We will pursue the following strategies to strengthen the cyber ecosystem:
Drive innovative and cost effective security products, services, and solutions throughout
the cyber ecosystem by working with domestic and international partners across the public
and private spheres, and across the science and policy communities to identify promising
technology, policy and standards that enable robust, trust-based, automated sharing of cybersecurity information and collective action to limit the spread of incidents and minimize
consequences.
Conduct and transition research and development, enabling trustworthy cyber infrastructure by supporting initiatives to develop promising new security technologies and techniques including: 1) security automation techniques to facilitate real-time incident response; 2) interoperability to support security cooperation across sectors; and 3) privacy
enhancing authentication to enable better system protection.
Develop skilled cybersecurity professionals by promoting cybersecurity knowledge and innovation, developing Department-wide human capital strategies, policies, and programs
intended to enhance the DHS cyber workforce, and working with public and private sector
partners to increase the pipeline of highly qualified homeland security professionals
through academic and federal training programs.
Enhance public awareness and promote cybersecurity best practices by promoting National Cybersecurity Awareness Month and the Stop. Think. Connect.™ Campaign, which raise
awareness through collaborative outreach efforts and distributing materials, resources, and
tips to promote cybersecurity.
Advance international engagement to promote capacity building, international standards,
and cooperation by working to establish and deepen relationships with foreign computer
incident response teams both bilaterally and through participation in operationally-focused
multilateral fora, such as the Forum for Incident Response and Security Teams.

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DEPARTMENT MISSIONS AND GOALS
HIGHLIGHTED PERFORMANCE MEASURES
The table below presents a subset of the DHS performance measures associated with
gauging results for Mission 4. For more information on these measures, along with a more
extensive list of measures associated with this mission, please see the FY 2013–2015 Annual Performance Report at http://www.dhs.gov/xabout/budget/editorial_0430.shtm.

Mission 4: Safeguard and Secure Cyberspace
Planned Targets

Goal
Alignment

FY 2014

FY 2015

FY 2018

Percent of intelligence reports rated “satisfactory”
or higher in customer feedback that enable
customers to manage risks to cyberspace (AO)

4.1

94%

95%

95%

Percent of organizations that have implemented at
least one cybersecurity enhancement after
receiving a cybersecurity vulnerability assessment
or survey (NPPD)

4.1

55%

60%

75%

Percent of traffic monitored for cyber intrusions at
civilian Federal Executive Branch agencies (NPPD)

4.2

85.0%

87.0%

93.0%

Percent of incidents detected by the U.S.
Computer Emergency Readiness Team for which
targeted agencies are notified within 30 minutes
(NPPD)

4.3

90.0%

92.0%

98.0%

Amount of dollar loss prevented by Secret Service
cyber investigations (in millions) (USSS)

4.3

$900

$915

$975

Number of law enforcement individuals trained in
cybercrime and cyber forensics both domestically
and overseas (USSS)

4.3

1,000

1,000

1,000

Percent of planned cyber security products and
services transitioned to government, commercial,
and open sources (S&T)

4.4

65%

80%

80%

Highlighted Performance Measures

1

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Credit: Federal Emergency Management Agency

MISSION 5: STRENGTHEN NATIONAL PREPAREDNESS AND RESILIENCE
Despite ongoing vigilance and efforts to protect the United States and its citizens, major
accidents, disruptions, and natural disasters, as well as deliberate attacks, will occur. The
challenge is to build the capacity of American society to be resilient in the face of disruptions, disasters, and other crises. Our goals in this mission require us to: 1) enhance national preparedness; 2) mitigate hazards and vulnerabilities; 3) ensure effective emergency
response; and 4) enable rapid recovery.
The 2014 Quadrennial Homeland Security Review reaffirms the Whole Community approach to national preparedness and resilience, which calls for the investment of everyone
– not just the government – in preparedness efforts. Whole Community is a means by
which emergency managers, organizational and community leaders, government officials,
private and nonprofit sectors, faith-based and disability organizations, and the general public can collectively understand and assess the needs of their respective communities as
well as determine the best ways to organize and strengthen their assets, capacities, and
interests.

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35

DEPARTMENT MISSIONS AND GOALS
MISSION PRIORITIES
The following Mission Priorities represent the highest priority efforts for the Department of
Homeland Security within Mission 5. While the Department will continue to work on all of
the mission goals and objectives laid out in the 2014 Quadrennial Homeland Security Review and the 2014-2018 Strategic Plan, these are the top areas of focus in terms of investment, strategic and operational planning, and stakeholder engagement, and will be
addressed through actions undertaken in one or more of the following DHS foundational
activities: Joint Requirements Council, joint operational plans and operations, enhanced
budget and investment processes, and focused strategic and analytic efforts.


Prepare the Nation for those threats and hazards that pose the greatest risk to the security of the Nation by building and sustaining capabilities in order to achieve the National Preparedness Goal.



Ensure effective, unified incident response operations.

GOAL 5.1: ENHANCE NATIONAL PREPAREDNESS
National preparedness underpins all efforts to safeguard and secure the Nation against
those threats and hazards that pose the greatest risk. Presidential Policy Directive 8 calls
for a National Preparedness Goal, which is “[a] secure and resilient Nation with the capabilities required across the Whole Community to prevent, protect against, mitigate, respond
to, and recover from the threats and hazards that pose the greatest risk.”
We will pursue the following strategies to enhance national preparedness:
Empower individuals and communities to strengthen and sustain their own preparedness
by engaging public and community organizations through programs such as America’s
Preparathon! to build a collective understanding of their risks, the resources available to
assist their preparations, and their roles and responsibilities in the event of a disaster.
Build and sustain core capabilities nationally to prevent, protect against, mitigate, respond
to, and recover from all hazards by conducting such activities as: 1) fostering capability development by providing tools and technical assistance; 2) providing planning and reachback expertise; 3) using grant programs such as the State Homeland Security Grant Program and the Urban Area Security Initiative (which collectively provide funds to state, local,
tribal, territorial, and regional government and port, transit, and nonprofit entities); and 4)
promoting the use of the National Planning Frameworks. These activities support the Department’s intent to build and sustain a national integrated network of capabilities across
all levels of government and to promote the involvement of the Whole Community in the

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Nation’s preparedness efforts.
Assist federal entities in the establishment of effective continuity programs that are regularly updated, exercised, and improved by administering the National Exercise Program,
the cornerstone of a collective effort to test, improve, and assess national preparedness.
GOAL 5.2: MITIGATE HAZARDS AND VULNERABILITIES
DHS is uniquely positioned not only to support communities during a disaster, but also to
enable partners to take steps that will decrease risk and mitigate future hazards before a
disaster strikes. While risk cannot be totally eliminated, DHS can influence and support
more positive outcomes in reducing risks. National risk management emphasizes focusing
on those actions and interventions that reduce the greatest amount of strategic risk to the
Nation.
We will pursue the following strategies to mitigate hazards and vulnerabilities:
Promote public and private sector awareness and understanding of community-specific
risks by providing credible and actionable data and tools to support risk-informed decision
making and incentivizing and facilitating investments to manage current and future risk.
Reduce vulnerability through standards, regulation, resilient design, effective mitigation,
and disaster risk reduction measures by encouraging appropriate land use and adoption
of building codes, while also applying engineering and planning practices in conjunction
with advanced technology tools.
Prevent maritime incidents by establishing, and ensuring compliance with standards and
regulations by licensing U.S. mariners, conducting and sharing findings of casualty investigations, and providing grants and support for government and nongovernment boating
safety efforts.
GOAL 5.3: ENSURE EFFECTIVE EMERGENCY RESPONSE
DHS, primarily through the Federal Emergency Management Agency (FEMA) on land and
the U.S. Coast Guard at sea, acts as the federal coordinator during disaster response, supporting state, local, tribal, territorial, and regional governments while working closely with
nongovernmental organizations and the private sector to help leverage the resources they
can bring to bear.
We will pursue the following strategies to ensure effective emergency response:

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DEPARTMENT MISSIONS AND GOALS
Provide timely and accurate information to individuals and communities to support public
safety and inform appropriate actions by the public before, during, and after emergencies.
Conduct effective, unified incident response operations by following the National Response
Framework, Second Edition; maximizing interagency coordination, information sharing, and
preparation; and implementing initiatives to ensure a stable, flexible, and fully qualified disaster workforce.
Provide timely and appropriate disaster assistance through “survivor-centric” programs
that support, streamline, and simplify the delivery of services for individuals and communities. DHS will strengthen capabilities and operationalize resource-sharing opportunities to
achieve the greatest potential to change outcomes on the ground in catastrophic disasters.
Ensure effective emergency communications through the provision of technical communications capabilities enabling security, situational awareness, and operational decision
making to manage emergencies under all circumstances.
GOAL 5.4: ENABLE RAPID RECOVERY
DHS plays a key role in facilitating recovery following a disaster by supplementing communities’ recovery core capabilities; promoting infrastructure resilience guidelines and use of
standards; and encouraging the development of continuity plans for communities, government entities, and private-sector organizations. The devastating effects of recent disasters
have highlighted the need to reform our national approach to long-term recovery. Communities devastated by a disaster, particularly large-scale events such as Hurricane Sandy,
face complex and difficult challenges including restoring economic viability, rebuilding infrastructure and public services, and establishing resilience against future hazards.
We will pursue the following strategies to enable rapid recovery:
Ensure continuity and restoration of essential services and functions by: 1) supplementing
communities’ recovery core capabilities; 2) encouraging the development of continuity
plans for communities, government entities, and private-sector organizations; and 3) working to ensure continuity and rapid restoration of essential services.
Support and enable communities to rebuild stronger, smarter, and safer by following the
National Disaster Recovery Framework and implementing programs that: 1) fund authorized federal disaster support activities; 2) support eligible reconstruction projects and disaster survivors; 3) provide subject matter experts to assist in planning and coordinating rebuilding efforts; and 4) focus on how best to restore, redevelop, and revitalize the health,

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social, economic, natural, and environmental fabric of the community and build a more
resilient nation.
HIGHLIGHTED PERFORMANCE MEASURES
The table below presents a subset of the DHS performance measures associated with
gauging results for Mission 5. For more information on these measures, along with a
more extensive list of measures associated with this mission, please see the FY 2013–
2015 Annual Performance Report at http://www.dhs.gov/xabout/budget/
Mission 5: Strengthen National Preparedness and Resilience
Planned Targets
Goal
FY 2014
FY 2015
FY 2018
Highlighted Performance Measures
Alignment
Percent of households that participated in a
preparedness exercise or drill at their workplace,
school, home, or other community location in the
past year (FEMA)

5.1

42%

44%

50%

Percent of communities in high earthquake, flood,
and wind-prone areas adopting disaster-resistant
building codes (FEMA)

5.2

57%

61%

64%

Reduction in the potential cost of natural disasters to
communities and their citizens (in billions) (FEMA)

5.2

$2.60

$2.60

$2.60

Percent of incident management and support actions
necessary to stabilize an incident within 72 hours or
by the agreed upon time (FEMA)

5.3

100%

100%

100%

Percent of orders for required life-sustaining
commodities (meals, water, tarps, plastic sheeting,
cots, blankets and generators) and key operational
resources delivered by the agreed upon date (FEMA)

5.3

95%

95%

95%

Percent of people in imminent danger saved in the
maritime environment (USCG)

5.3

100%

100%

100%

Percent of calls made by National Security/Emergency
Preparedness users during emergency situations that
DHS ensured were connected (NPPD)

5.3

100%

97%

98.5%

Percent of recovery services through Individual
Assistance delivered to disaster survivors gauging the
quality of program services, supporting infrastructure,
and customer satisfaction following a disaster (FEMA)

5.4

92.0%

93.0%

96.0%

Percent of recovery services through Public Assistance
delivered to communities gauging the quality of
program services, supporting infrastructure, and
customer satisfaction following a disaster (FEMA)

5.4

93.0%

93.0%

93.0%

1
FISCAL YEARS 2014 - 2018 STRATEGIC PLAN

39

DEPARTMENT MISSIONS AND GOALS

Credit: U.S. Coast Guard

MATURE AND STRENGTHEN HOMELAND SECURITY
The Nation’s experiences in the years since September 11, 2001 highlight the importance
of joining efforts across all levels of society and government into a common homeland security. In considering the evolution of the Department and the ever-changing environment
in which it operates, we have identified several key, cross-cutting functional areas of focus
for action within the Department that must be accomplished in order for it to successfully
execute its core missions. These functions, and the critical activities associated with them,
serve as the supporting foundation that underpins all homeland security missions.
These goals also support the Unity of Effort Initiative, which builds important linkages between the Department’s planning, programming, budgeting, and execution processes, ensuring that the Department invests and operates in a cohesive, unified fashion, and makes
decisions that are transparent and collaborative to drive the Secretary’s strategic guidance
to results.

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FISCAL YEARS 2014 - 2018 STRATEGIC PLAN

MISSION PRIORITIES
The following Mission Priorities represent the highest priority efforts for the Department of
Homeland Security within Maturing and Strengthening Homeland Security. While the Department will continue to work on all of the mission goals and objectives laid out in the
2014 Quadrennial Homeland Security Review and the 2014-2018 Strategic Plan, these
are the top areas of focus in terms of investment, strategic and operational planning, and
stakeholder engagement, and will be addressed through actions undertaken in one or
more of the following DHS foundational activities: Joint Requirements Council, joint operational plans and operations, enhanced budget and investment processes, and focused
strategic and analytic efforts.


Enhance ability to analyze, fuse, and disseminate information and analysis by improving integration of intelligence and operational activities — including screening and vetting practices and databases — investing in common enterprise solutions and services,
and evolving toward real-time situational awareness, while protecting civil rights and
civil liberties.



Enhance Unity of Effort by strengthening forums for leadership decision-making, departmental management processes for investments, headquarters strategy, planning,
and analytic capability, and coordinated operational planning.



Enhance employee morale by recruiting, hiring, retain and developing a highly qualified,
diverse, effective, mission-focused, and resilient workforce, and through providing expanded opportunities for professional growth and development.

GOAL 1: INTEGRATE INTELLIGENCE, INFORMATION SHARING, AND OPERATIONS
Rapidly evolving threats and hazards demand that DHS and our partners continually enhance situational awareness. As noted earlier, DHS is committed to integrating critical
data sources while maintaining and safeguarding a culture that preserves privacy and
civil rights and civil liberties.
We will pursue the following strategies to integrate intelligence, information sharing, and
operations:
Enhance unity of regional operations coordination and planning by partnering with and
supporting the national network of fusion centers in the form of deployed personnel,
training, technical assistance, exercise support, security clearances, connectivity to federal systems, technology, and grant funding. DHS will also work to enhance intelligence enterprise support to Component and state, local, tribal, territorial and private sector homeland security missions by developing an integrated set of DHS intelligence enterprise priorities specific to collection and analysis and enhancing coordination among DHS head-

FISCAL YEARS 2014 - 2018 STRATEGIC PLAN

41

DEPARTMENT MISSIONS AND GOALS
quarters, Component headquarters, and field elements.
Share homeland security information and analysis, threats, and risks by providing robust
communications, coordination, information sharing, situational awareness capabilities, Department-level planning, and Department-level planning to homeland security partners.
Integrate counterintelligence, consistent with component and Departmental authorities,
into all aspects of Department operations by utilizing the counterintelligence program management, counterintelligence analysis, and counterintelligence support and inquiries functions to safeguard homeland security-related national security information and other sensitive information.
Establish a common security mindset with domestic and international partners, through
initiatives such as the DHS Common Operating Picture and the Homeland Security Information Network, which enable unity of effort with all homeland security partners, and
through efforts to facilitate and integrate DHS’s ability to share information with key foreign
partners. Note that only trusted and vetted international partners receive access to properly screened sensitive information.
Preserve civil rights, civil liberties, privacy, oversight, and transparency in the execution of
homeland security activities by creating appropriate policy as needed, advising Department
leadership and personnel, assuring that the use of technologies sustain, and do not erode,
privacy protections relating to the use, collection, and disclosure of personal information,
and investigating and resolving any privacy, civil rights, or civil liberties complaints.
GOAL 2: ENHANCE PARTNERSHIPS AND OUTREACH
Homeland security is achieved through a shared effort among all partners, from corporations to nonprofits and American families. Recent events, including the 2010 Deepwater
Horizon oil spill and Hurricane Sandy, highlight the fundamentally important relationship
that DHS must foster and sustain with the private sector as well as state, local, tribal, territorial, and international partners. In addition, rapidly evolving or emerging operating domains such as cyberspace and the Arctic are demanding new approaches and models for
how DHS partners to achieve homeland security objectives.
We will pursue the following strategies to enhance partnerships and outreach:
Promote regional response capacity and civil support by coordinating and advancing federal interaction with state, local, tribal, and territorial governments and by pursuing the
Whole Community approach to build and sustain national preparedness.

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FISCAL YEARS 2014 - 2018 STRATEGIC PLAN

Strengthen the ability of federal agencies to support homeland security missions by working with federal partners to ensure that Departmental roles, responsibilities, and interests
are integrated with and incorporated into interagency activities.
Expand and extend governmental, nongovernmental, domestic, and international partnerships by building a Department-wide Community of Practice to synchronize the identification of potential partnership opportunities, develop a repository of partnerships and
best practices, and serve as a consultative body to inform the exploration and formation
of new public-private partnerships.
Further enhance the military-homeland security relationship by collaborating with the Department of Defense to pursue bilateral science and technology agreements; collaborate
in information sharing and training; provide support for information systems Law Enforcement, and emergency and disaster response support; and develop international relationships.
GOAL 3: STRENGTHEN THE DHS INTERNATIONAL AFFAIRS ENTERPRISE IN SUPPORT OF
HOMELAND SECURITY MISSIONS
DHS operates within a dynamic environment at home and abroad. The inherently transnational nature of homeland security missions necessitates a strong DHS international
affairs enterprise that provides compatible visions of homeland security globally, a consistent and mutually beneficial cooperation with foreign partners, and an international
footprint that maximizes mission effectiveness and return on investment.
We will pursue the following strategies to strengthen the DHS international affairs enterprise in support of homeland security missions:
Establish strategic priorities for the Department’s international affairs enterprise by engaging across Components in areas including policy analysis, cross-regional coordination,
and management of international affairs issues, to establish a single, accepted view of
DHS international operations and engagements. Implementation plans will be developed
to responsibly document how DHS Components will implement these strategic priorities
in a unified manner.
Establish coordination and communication mechanisms across the DHS international
affairs enterprise to ensure national, Departmental and Component priorities are synchronized and DHS’s international engagements are fully utilized to achieve common objectives.

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43

DEPARTMENT MISSIONS AND GOALS
GOAL 4: CONDUCT HOMELAND SECURITY RESEARCH AND DEVELOPMENT
Technology and homeland security are inextricably linked. A vast array of interdependent
information technology networks, systems, services, and resources enable communication,
facilitate travel, power our homes, run our economy and provide essential government services. These systems provide enormous benefits to our society and economy, but they also
create new risks and vulnerabilities. DHS must endeavor to keep pace with technology and
leverage research and development toward homeland security goals.
We will pursue the following strategies to conduct homeland security research and development:
Employ scientific study to understand homeland security threats and vulnerabilities by pursuing a research and development strategy that is operationally focused, highly innovative,
and founded on building partnerships among operators, scientists, and engineers, and by
providing operational support, timely experiments, measurements, testing, evaluation, and
analyses of homeland security significance.
Develop innovative approaches and effective solutions to mitigate threats and vulnerabilities by: 1) providing new capabilities through new technologies and operational process
enhancements; 2) offering innovative systems-based solutions to complex problems; and
3) delivering the technical depth and reach to discover, adapt, and leverage scientific and
engineering solutions developed by federal agencies and laboratories, state, local, and tribal governments, universities, and the private sector—across the United States and internationally.

Credit: Science and Technology Directorate

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FISCAL YEARS 2014 - 2018 STRATEGIC PLAN

Leverage the depth of capacity in national labs, universities, and research centers by pursuing a mix of basic and applied research to deliver practical tools and analytic products
that increase the effectiveness of components and save taxpayer dollars.
GOAL 5: ENSURE READINESS OF FRONTLINE OPERATORS AND FIRST RESPONDERS
In an era of decreasing budgets and resources, partners across the Department must
strive to find and develop innovative solutions for training, exercising, and evaluating capabilities. Achieving baseline proficiency and maintaining high levels of readiness in
homeland security-related individual and collective skills and knowledge are critical to a
unified partnership of law enforcement, first responders, and other front-line operators.
We will pursue the following strategies to train and exercise frontline operators and first
responders:
Support systems for training, exercising, and evaluating capabilities by pursuing integrated and cohesive cross-component training and evaluation.
Support law enforcement, first responder, and risk management training by providing coordinated, interoperable, and standardized law enforcement training to DHS and nonDHS federal agents/officers as well as to state, local, tribal and territorial and international entities.
GOAL 6: STRENGTHEN SERVICE DELIVERY AND MANAGE DHS RESOURCES
To support priority security requirements in a sustainable way, we must become more efficient and effective across a large and federated structure. As a Department, we must
eliminate duplicative processes, develop common platforms, and purchase single solutions. In addition, the safety and security of our country can only be achieved through the
hard work and dedication of our employees, with a diverse array of backgrounds, experiences, skills, and ideas. Our workforce serves as the foundation to ensure continued
growth of our collective ability to prevent and respond to the threats facing the nation.

U.S. Customs and

We will pursue the following strategies to strengthen service delivery and manage DHS
resources:
Recruit, hire, retain, and develop a highly qualified, diverse, effective, mission-focused,
and resilient workforce by implementing programs and resources that focus on four key
objectives: 1) building an effective, mission-focused, diverse, and inspiring cadre of leaders; 2) recruiting a highly qualified and diverse workforce; 3) retaining an engaged workforce; and 4) solidifying a DHS culture of mission performance, adaptability, accountability, equity, and results.

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45

DEPARTMENT MISSIONS AND GOALS
Manage the integrated investment life cycle to ensure that
strategic and analytically based
decisions optimize mission performance by integrating performance with program plans and
budgets that are well justified
and balanced to support DHS
priorities.
Manage and optimize financial
resources, property/assets, procurements, security, and DHS IT
by: 1) strengthening department
service delivery in partnership
with all components through integration teams to achieve affordable readiness; 2) pursuing
strategic sourcing, small business utilization, and acquisition
workforce management; and 3)
maintaining a Department-wide
IT infrastructure that is reliable,
Credit: Transportation Security Administration
scalable, flexible, maintainable,
accessible, secure, meets users’
needs, and ensures operational excellence—from the workstation to the data center to the
mission application.
Establish and execute a comprehensive and coordinated DHS health and medical system
by providing medical guidance and Department-wide solutions to mitigate adverse health
impacts and work-related health risks to support DHS employees and by embedding senior
medical advisors with select operational components to develop and implement policies
and procedures to improve force health protection, emergency medical services, global
health security, and occupational health and wellness.

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FISCAL YEARS 2014 - 2018 STRATEGIC PLAN

HIGHLIGHTED PERFORMANCE MEASURES
The table below presents a subset of the DHS performance measures associated with
gauging results for the Mature and Strengthen area. For more information on these
measures, along with a more extensive list of measures associated with this area, please
see the FY 2013–2015 Annual Performance Report at http://www.dhs.gov/xabout/
budget/editorial_0430.shtm.
Mature and Strengthen the Department
Planned Targets

Goal
Alignment

FY 2014

FY 2015

FY 2018

Percent of initial breaking homeland security blast
calls initiated between the National Operations
Center and designated homeland security partners
within targeted timeframes (AO - OPS)

MS1

98%

98%

98%

Percent of Homeland Security Advanced Research
Projects Agency (HSARPA) program milestones
that are met, as established in the fiscal year’s
budget execution plan (S&T)

MS4

75%

75%

75%

Percent of Partner Organizations that agree the
FLETC training programs address the right skills
(e.g., critical knowledge, key skills and techniques,
attitudes/behaviors) needed for their
officers/agents to perform their law enforcement
duties (FLETC)

MS5

97%

97%

97%

Percent of veteran hires among total DHS hires in
each fiscal year (DMO - CHCO)

MS6

25%

25%

25%

Percent of environmentally preferable and
sustainable purchasing actions (DMO - CPO)

MS6

95%

95%

95%

Percent of Equal Employment Opportunity
complaints timely adjudicated (DMO - CRCL)

MS6

40%

45%

60%

Percent reduction in scope 1 & 2 greenhouse gas
emissions (DMO - CRSO)

MS6

5%

7%

19%

Highlighted Performance Measures

1

FISCAL YEARS 2014 - 2018 STRATEGIC PLAN

47

APPENDIX A

APPENDIX A: MISSION PROGRAMS
BY GOAL
The table below identifies the DHS programs that contribute to each goal. A
mission program is defined as an organized set of activities acting together to
accomplish high-level outcomes. Mission
programs are the operational processes,
skills, technology, human capital, and other resources leveraged to achieve Department missions, goal, and sub-goals. Mission programs are those programs that
reside in the Future Years Homeland Security (FYHSP) system.
Mission 1
Goal 1.1
AO
 Analysis and Operations
CBP
 Integrated Operations
 Intelligence and Targeting
 Management and Administration
 Securing America's Borders
 Securing and Expediting Trade
 Securing and Expediting Travel
FLETC
 Law Enforcement Training
ICE
 Automation Modernization
 Homeland Security Investigations
(HSI)
ST
 Research, Development, and Innovation
TSA
 In Flight Security
 Intermodal Assessments and Enforce-

48

ment
 Intermodal Screening Operations
 Management and Administration
USCG
 Cross-Cutting Capital Investments and
Maintenance
 Defense Operations
 Maritime Prevention
 Maritime Security Operations
 Mission Support
Goal 1.2
AO
 Analysis and Operations
CBP
 Integrated Operations
 Intelligence and Targeting
 Management and Administration
DNDO
 Domestic Rad/Nuc Detection, Forensics and Prevention Capability
NPPD
 Infrastructure Protection
OHA
 Health Threats Resilience
ST
 Research, Development, and Innovation
TSA
 Intermodal Assessments and Enforcement
USCG
 Cross-Cutting Capital Investments and
Maintenance
 Maritime Security Operations
 Mission Support

FISCAL YEARS 2014-2018 STRATEGIC PLAN

Goal 1.3
AO
 Analysis and Operations
CBP
 Integrated Operations
 Intelligence and Targeting
 Management and Administration
 Securing America's Borders
FLETC
 Law Enforcement Training
NPPD
 Federal Protective Service
 Infrastructure Protection
USCG
 Cross-Cutting Capital Investments and
Maintenance
 Defense Operations
 Maritime Prevention
 Maritime Security Operations
 Mission Support
USSS
 Criminal Investigations
 Information Integration and Technology Transformation
 Management and Administration
 Protection
 Protective Intelligence
 Rowley Training Center
Mission 2
Goal 2.1
AO
 Analysis and Operations
CBP
 Integrated Operations
 Intelligence and Targeting
 Management and Administration
 Securing America's Borders
 Securing and Expediting Trade

FISCAL YEARS 2014-2018 STRATEGIC PLAN

Securing and Expediting Travel
FLETC
 Law Enforcement Training
NPPD
 Office of Biometric Identity Management
ST
 Research, Development, and Innovation
USCG
 Cross-Cutting Capital Investments and
Maintenance
 Defense Operations
 Maritime Law Enforcement
 Mission Support


Goal 2.2
CBP
 Integrated Operations
 Intelligence and Targeting
 Management and Administration
 Securing and Expediting Trade
 Securing and Expediting Travel
FLETC
 Law Enforcement Training
ICE
 Homeland Security Investigations
(HSI)
 Management and Administration
ST
 Research, Development, and Innovation
TSA
 Intermodal Assessments and Enforcement
USCG
 Cross-Cutting Capital Investments and
Maintenance

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APPENDIX A

Marine Transportation System Management
 Maritime Law Enforcement
 Maritime Prevention
 Mission Support


Goal 2.3
CBP
 Intelligence and Targeting
 Securing America's Borders
FLETC
 Law Enforcement Training
ICE
 Automation Modernization
 Homeland Security Investigations (HSI)
ST
 Research, Development, and Innovation
USCG
 Cross-Cutting Capital Investments and
Maintenance
 Defense Operations
 Maritime Law Enforcement
 Mission Support
Mission 3
Goal 3.1
ICE
 Homeland Security Investigations (HSI)
NPPD
 Office of Biometric Identity Management
USCIS
 Adjudication Services
 Citizenship
 Crosscutting Investments
 Immigration Status Verification
 Information and Customer Service
 Management and Administration

50

Goal 3.2
CBP
 Integrated Operations
 Intelligence and Targeting
 Management and Administration
 Securing America's Borders
FLETC
 Law Enforcement Training
ICE
 Automation Modernization
 Construction
 Enforcement and Removal Operations
(ERO)
 Homeland Security Investigations (HSI)
 Management and Administration
NPPD
 Office of Biometric Identity Management
ST
 Research, Development, and Innovation
USCG
 Cross-Cutting Capital Investments and
Maintenance
 Maritime Law Enforcement
 Mission Support
USCIS
 Crosscutting Investments
 Immigration Security and Integrity
 Immigration Status Verification
 Management and Administration
Mission 4
Goal 4.1
AO
 Analysis and Operations
FLETC
 Law Enforcement Training
ICE
 Homeland Security Investigations (HSI)

FISCAL YEARS 2014-2018 STRATEGIC PLAN

NPPD
 Cybersecurity and Communications
 Federal Protective Service
 Infrastructure Protection
 Office of Cyber and Infrastructure
Analysis
Goal 4.2
NPPD
 Cybersecurity and Communications
Goal 4.3
FLETC
 Law Enforcement Training
NPPD
 Cybersecurity and Communications
ST
 Research, Development, and Innovation
USSS
 Criminal Investigations
 Information Integration and Technology Transformation
 Management and Administration
 Rowley Training Center
Goal 4.4
FLETC
 Law Enforcement Training
NPPD
 Cybersecurity and Communications
ST
 Research, Development, and Innovation
Mission 5
Goal 5.1
AO
 Analysis and Operations

FISCAL YEARS 2014-2018 STRATEGIC PLAN

CBP
 Integrated Operations
FEMA
 Management and Administration
 Mission Program Support
 Preparedness
 Protection
 Recovery
 Response
FLETC
 Law Enforcement Training
OHA
 Health Threats Resilience
 Workforce Health and Medical Support
ST
 Research, Development, and Innovation
USCG
 Cross-Cutting Capital Investments and
Maintenance
 Maritime Response
 Mission Support
Goal 5.2
FEMA
 Management and Administration
 Mission Program Support
 Mitigation
FLETC
 Law Enforcement Training
ICE
 Homeland Security Investigations
(HSI)
 Management and Administration
ST
 Acquisition and Operations Support
USCG
 Cross-Cutting Capital Investments and

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APPENDIX A

Maintenance
 Marine Transportation System Management
 Maritime Prevention
 Mission Support
Goal 5.3
AO
 Analysis and Operations
CBP
 Integrated Operations
 Securing America's Borders
FEMA
 Management and Administration
 Mission Program Support
 Preparedness
 Protection
 Recovery
 Response
FLETC
 Law Enforcement Training
ICE
 Homeland Security Investigations (HSI)
 Management and Administration
NPPD
 Cybersecurity and Communications
OHA
 Workforce Health and Medical Support
ST
 Research, Development, and Innovation
USCG
 Cross-Cutting Capital Investments and
Maintenance
 Maritime Response
 Mission Support
Goal 5.4
AO
 Analysis and Operations

52

CBP
 Integrated Operations
FEMA
 Management and Administration
 Mission Program Support
 Mitigation
 Protection
 Recovery
 Response
FLETC
 Law Enforcement Training
ST
 Management and Administration
 Research, Development, and Innovation
USCG
 Cross-Cutting Capital Investments and
Maintenance
 Maritime Response
 Mission Support
Maturing and Strengthening
Goal 1
AO
 Analysis and Operations
CBP
 Management and Administration
DMO
 Mission Support - Office of the Secretary
and Executive Management
 Mission Support - Under Secretary for
Management
FEMA
 Management and Administration
ICE
 Homeland Security Investigations (HSI)
 Management and Administration
OHA
 Health Threats Resilience

FISCAL YEARS 2014-2018 STRATEGIC PLAN

ST
Research, Development, and Innovation
USCG
 Mission Support


Goal 2
AO
 Analysis and Operations
DMO
 Mission Support - Office of the Secretary and Executive Management
OHA
 Health Threats Resilience
ST
 Acquisition and Operations Support
USCG
 Mission Support
USSS
 Criminal Investigations
Goal 3
DMO
 Mission Support - Office of the Secretary and Executive Management
ST
 Acquisition and Operations Support
USCG
 Mission Support
Goal 4
ST
 Laboratory Facilities
 University Programs
USCG
 Mission Support

FISCAL YEARS 2014-2018 STRATEGIC PLAN

Goal 5
DMO
 Mission Support - Office of the Secretary and Executive Management
FLETC
 Accreditation
 Law Enforcement Training
OHA
 Workforce Health and Medical Support
ST
 Acquisition and Operations Support
Goal 6
AO
 Analysis and Operations
CBP
 Integrated Operations
 Management and Administration
DMO
 Mission Support - Office of the Secretary and Executive Management
 Management and Administration - Office of the Secretary and Executive
Management
 Management and Administration - Under Secretary for Management
DNDO
 Management and Administration
FEMA
 Management and Administration
FLETC
 Management and Administration
ICE
 Management and Administration
IG
 Audits, Inspections, and Investigations
 Management and Administration

53

APPENDIX A

NPPD
 Management and Administration
OHA
 Management and Administration
 Workforce Health and Medical Support
ST
 Management and Administration
 University Programs
TSA
 Management and Administration
USCG
 Management and Administration
 Mission Support
USCIS
 Adjudication Services
 Management and Administration
USSS
 Management and Administration

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FISCAL YEARS 2014-2018 STRATEGIC PLAN

ACRONYM LIST

AO

Analysis and Operations

CBP

U.S. Customs and Border Protection

DMO

Department Management and Operations

DNDO

Domestic Nuclear Detection Office

FEMA

Federal Emergency Management Agency

FLETC

Federal Law Enforcement Training Centers

ICE

Immigration and Customs Enforcement

IG

Inspector General

NPPD

National Protection and Programs Directorate

OHA

Office of Health Affairs

ST

Science and Technology

TSA

Transportation Security Administration

USCIS

United States Citizenship and Immigration Services

USCG

United States Coast Guard

USSS

United States Secret Service

FISCAL YEARS 2014-2018 STRATEGIC PLAN

55

APPENDIX B

APPENDIX B: UNITY OF EFFORT INITIATIVE
The strategic decisions of the Department’s senior leadership are only as good as the processes that support and give effect to those decisions through investments and in the conduct of operations. Historically, DHS has generally developed and executed Componentcentric requirements, which has resulted in inefficient use of limited resources. Much work
has been done to date in the areas of joint requirements analysis, program and budget review, and acquisition oversight, including an effort over the past four years by the DHS
Management Directorate to improve the Department’s overall acquisitions process, reforming even the earliest phase of the investment life cycle where requirements are first conceived and developed. To make further progress, the Department will make use of existing
structures and create new capability, where needed, as revealed by the recent Integrated
Investment Life Cycle Management pilot study. That effort tested process linkages and underscored the need to further strengthen all elements of the process, particularly the upfront development of strategy, planning, and joint requirements so that these elements are
developed based on DHS-wide missions and functions, rather than focusing on those of an
individual Component.
The Department is capitalizing on these previous efforts and broadening them in the Unity
of Effort Initiative. This effort focuses on improving the DHS planning, programming, budgeting, and execution processes through strengthened Departmental structures and increased capability. In making these changes, the Department will have better traceability
between strategic objectives, budgeting, acquisition decisions, operational plans, and mission execution to improve Departmental cohesiveness and operational effectiveness—
realizing the vision of a true “guidance to results” framework for DHS. Individual components have taken this commitment to heart, as evidenced, for example, by the U.S. Coast
Guard Unity of Effort Management Imperative.
Specifically, the Department is prioritizing its efforts on the following focus areas that are
intended to build organizational capacity to develop action plans and implement change:
Departmental Leadership Forums: The Secretary (Senior Leaders Council) and Deputy Secretary (Deputy’s Management Action Group) chair twice-monthly forums of the DHS Components and select headquarters counterparts, gathering in an environment of trust, and
openly placing on the table issues, arguments, and disagreements concerning the Department’s most challenging issues. These meetings, convened to discuss issues of overall
policy, strategy, operations and Departmental guidance, are already moving forward specific initiatives in joint requirements development, program and budget review, acquisition
reform, operational planning, and joint operations.

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Departmental Management Processes for Investments: The DHS Chief Financial Officer is
strengthening and enhancing the Department’s programming and budgeting process by
incorporating the results of strategic analysis and joint requirements planning into portfolios for review by cross-component issue teams. Substantive, large-scale alternative choices
have been presented to the Deputies Management Action Group as part of the annual
budget development. This review process also includes the Department’s existing programmatic and budgetary structure, not just new investments, as well as the ability for DHS
to project the impact of current decisions on resource issues such as staffing, capital acquisitions, operations and maintenance, and similar issues that impact the Department’s
future ability to fulfill its mission responsibilities.
In addition, the Department has established a joint requirements council to lead an enhanced DHS joint requirements process. This new council has already begun to identify
priority gaps and overlaps in Departmental capability needs, and will use DHS’s analytic
capabilities to develop feasible technical alternatives to meet capability needs, and provide
them, along with recommendations for creation of joint programs and joint acquisitions to
meet Departmental mission needs, where appropriate, for senior leader decision.
Finally, Under Secretary of Management has conducted a full review of the Department’s
acquisition oversight framework and is taking action to update the processes, ultimately
resulting in a transparent, comprehensive continuum of activities that link and integrate
Departmental strategy and planning, development of joint requirements, programming and
budgeting decisions, capital investment planning, and the effective and efficient execution
of major acquisitions and programs.
DHS Headquarters Strategy, Planning, and Analytical Capability: The Department has taken
action to focus its Departmental level strategy, planning, and analytical capability to more
robustly understand and coordinate with DHS Component level functions to support more
effective DHS-wide operations. This enhanced capability better supports Secretary in executing the responsibility to understand from a Departmental perspective how the activities,
operations, and programs of each individual Component fit together in order to best meet
Departmental mission responsibilities in a constrained resource environment. The goal in
focusing the collective DHS Headquarters capability, which will harness a number of existing analytic cells throughout DHS, is not to eliminate the need for Component-level planning or analysis. To the contrary, this new, focused DHS Headquarters capability will work
together with the planning and analytical organizations within each Component to develop
a comprehensive picture of the Department’s mission responsibilities and functional capabilities, and to identify points of friction or gaps, thus framing the corresponding choices

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APPENDIX B

that must be made. This capability will be integrated into, not created and employed in isolation from, existing Departmental functions that are critical to day-to-day mission execution
and mission support activities.
Departmental Processes for Enhancing Coordinated Operations: The strategic decisions of
the Department’s senior leadership and the investments our Department makes in current
and future capabilities will only be effective if cross-department operations are planned and
executed in a coordinated fashion. Many DHS operations are conducted solely by a single
Component, although successful examples of joint operational activities exist in seaports
such as Charleston, SC, Miami, FL, San Diego, CA, and Seattle, WA, and through organizations chartered under the National Interdiction Command and Control Plan such as Joint
Interagency Task Force-South in Key West, FL, the El Paso Intelligence Center in El Paso,
TX, and the Air and Marine Operations Center in Riverside, CA.
Supporting this objective, the Department is exploring, concurrent with the development of
joint operational plans, additional strategic alternatives for future coordinated operations.
Enhancing the effectiveness and unity of DHS operations to better fulfill the Department’s
mission responsibilities is the primary reason for making these important changes, which
represent a degree of departure from current DHS and Component level approaches to
management and operations. But in adding structure and transparency, combined with
collaborative, forthright senior leader engagement the Department will build together a
stronger, more unified, and enduring DHS.
END EFFECT – WHAT SUCCESS LOOKS LIKE
Unity of Effort is the state of integrating DHS organizations: the whole is so much more
powerful than the sum of the parts. This will be achieved through integrated governance,
strategy, processes, analysis, and culture.
INTEGRATED GOVERNANCE
Managing and implementing key enterprise decisions. Key success factors:
 Leadership accountability; roles and responsibilities are clear, understood, and effective
 Delegations of authorities are clear, understood and effective
 Priorities support DHS enterprise
 Data driven, transparent, objective decision making
 Executive decisions are communicated and implemented
 Coordinated, collaborative management and execution

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INTEGRATED STRATEGY
Defining and implementing DHS strategic intent. Key success factors:
 Strategic development process is documented, transparent, timely, synchronized, repeatable, and balanced
 Authorities, roles, and responsibilities are clearly articulated and documented
 Strategy drives resource planning (PPB&E ) and joint operational planning, and aligns
with timelines
 Planning emphasizes long‐term (e.g., QHSR) and mid‐term (e.g., FYHSP) strategic intent
 Implementation aligns with strategic intent
 Feedback loop rapidly incorporates lessons learned (e.g., capability gaps) back into
planning cycle
INTEGRATED PROCESSES
Synchronizing DHS processes to provide collaborative and efficient delivery of services. Key
success factors:
 Processes are documented, transparent, timely, synchronized, stable, and repeatable
 Process methodology is agile and responsive
 Processes include quantitative measures
 Incorporates strategy, capabilities and requirements, PPB&E, and acquisitions
 Feedback loop rapidly incorporates lessons learned back into process
INTEGRATED ANALYSIS
Integrating accurate and relevant information to inform DHS decision makers. Key success
factors:
 Analysis is documented, transparent, synchronized, and repeatable
 Analysis is timely for decision making
 Measures are quantifiable, repeatable, and actionable
 Strategic analysis and lessons learned inform operational planning
 Operational analysis emphasizes capabilities and informs joint requirement development
INTEGRATED CULTURE
Supporting DHS common goals. Key success factors:
 Component priorities support overarching DHS missions
 Responsive to homeland security enterprise demands
 Commitment to collaborate and coordinate capabilities, assets and other resources

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APPENDIX C

APPENDIX C: AGENCY PRIORITY GOALS
During FY 2014–2015, the Department will continue to pursue the priorities expressed in
the FY 2012–2014 Agency Priority Goals but is maturing the goals to drive results in areas
identified as Administration priorities. The following tables summarize the FY 2014–2015
Agency Priority Goals. Results for these goals will be available quarterly on
www.performance.gov.
Agency Priority Goal 1: Strengthen Aviation Security Counterterrorism Capabilities and Improve the
Passenger Experience by Using Intelligence Driven Information and Risk-Based Decisions
Goal
By September 30, 2015, TSA will expand the use of risk-informed security initiatives to
Statement
increase the percentage of travelers eligible for expedited screening at airports to 50
percent and enhance the passenger experience.
Overview
TSA performs and oversees security operations at the Nation’s airports, screening
more than 650 million passengers annually, to ensure the freedom of movement of
people and commerce. In an effort to strengthen aviation security while enhancing the
passenger experience, TSA is focusing on risk-informed, intelligence-driven security
procedures and enhancing its use of technology. Since 2011, the Agency has
implemented several risk-informed initiatives including implementation of the TSA
Pre™ expedited screening program; the nationwide implementation of modified
screening protocols for passengers 12 and younger, passengers 75 and over, and
active-duty service members; expediting physical screening of Veterans on chartered
Honor Flights; and providing modified screening to Wounded Warriors. A number of
initiatives will further enable TSA to reach its goal of expanding expedited screening for
known populations in order to focus on those that are unknown including
development and deployment of the TSA Pre✓™ Application and TSA Risk Assessment
programs; expansion of TSA Pre✓™ participation to international air carriers;
continued expansion of the Known Crewmember program; and developing operational
policies, procedures, and other activities such as the evolution of checkpoint screening
technologies to support deployment of Risk Assessments that will grow the volume of
passengers eligible for expedited screening.
As of December 2013, on a weekly basis, more than 32% of passengers receive some
form of expedited screening, and TSA expects to continue to increase that number.
While driving the growth of eligible populations is key to the initiative’s long-term
success, TSA faces challenges in aligning, planning, and executing activities for
incorporating these various populations. The success of achieving TSA’s risk-informed
security milestones is in many ways reliant upon external and internal partners that
TSA continues to work with to mitigate these challenges.
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Agency Priority Goal 2: Enforce and Administer Our Immigration Laws Through Prioritized Detention
and Removal of Criminal Aliens
Goal
By September 30, 2015, ICE will increase criminal alien removals, as a percentage of
Statement
total removals, by 5 percent.
Overview
U.S. Immigration and Customs Enforcement (ICE) is committed to identifying, arresting,
detaining, prosecuting, and removing aliens who present a danger to national security
or are a risk to public safety, as well as those who otherwise undermine the integrity of
our immigration laws and border control efforts. These include, but are not limited to
aliens engaged in or suspected of terrorism or espionage; violent criminals, felons, and
repeat offenders; and organized criminal gang members. Also critical to ICE
enforcement priorities are recent illegal border crossers.
This goal is a continuation of the effort that began in FY 2012 to increase efficiencies in
the process of detaining and removing illegal aliens. The next two years will be to
showcase ICE’s abilities to remove criminal aliens from the United States. These efforts
include identifying and apprehending at-large criminal aliens and expanding coverage
in jails and prisons in order to identify and process removable incarcerated foreignborn detainees. Through the use of Secure Communities, ICE continues to work with
the Federal Bureau of Investigation (FBI) to identify criminal aliens who have been
booked into custody, without imposing new of additional requirements on state and
local law enforcement. This is accomplished by checking fingerprints submitted to the
FBI by the arresting law enforcement agency against the DHS’s immigration database
to determine if the suspect has a criminal or immigration history, and/or is otherwise
removable from the United States due to a criminal conviction.
ICE has expanded the exercise of prosecutorial discretion through initiatives such as
the case-by-case review, which improves efficiencies by identifying and eliminating
low-priority cases clogging the immigration system. The use of prosecutorial discretion
also allows ICE to prioritize the use of its enforcement personnel, detention space, and
removal assets to ensure that the aliens it removes represent, as much as reasonably
possible, ICE enforcement priorities, namely the promotion of national security, border
security, public safety and the integrity of the immigration system.
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Agency Priority Goal 3: Ensure Resilience to Disasters by Strengthening Disaster Preparedness and
Response Capabilities
Goal
By September 30, 2015, 39 states and territories will demonstrate improvement in
Statement
achieving their core capability targets established through their Threat and Hazard
Identification and Risk Assessment (THIRA).
Overview
To enhance national preparedness and resilience, FEMA established THIRA to provide a
common approach for identifying and assessing risks and documenting their associated
impacts. Developing an understanding of risks from natural, technological, and
human-caused threats and hazards allows a community to make informed decisions
about how to manage risk and develop needed capabilities.
In addition, states and territories assess their current capability and set targets for
improvement for preventing, protecting against, mitigating, responding to, and
recovering from these threats and hazards. FEMA expects states and territories to
mature and demonstrate improvement in achieving their capability targets over the
next 2 years through their THIRAs.
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