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 A11, 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. 

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. 

Figure 1: Strengthening Departmental Unity of Effort diagram 

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 STRATEGY@dhs.gov. 

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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. 

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Credit: U.S. Customs and Border Protection 
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Credit: U.S. Coast Guard 

DEPARTMENT MISSIONS AND GOALS 

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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Credit:: Transportation Security Administration 

DEPARTMENT MISSIONS AND GOALS 

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 

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, 

Credit: U.S. Secret Service 

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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. 

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Mission 1: Prevent Terrorism and Enhance Security

Highlighted Performance Measures

Goal 

Alignment

Planned Targets

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

1
 

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Credit: U.S. Customs and Border Protection 

DEPARTMENT MISSIONS AND GOALS 

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. 

FISCAL YEARS 2014 2018 STRATEGIC PLAN 23 

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

Highlighted Performance Measures

Goal 

Alignment

Planned Targets

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%

1

24 FISCAL YEARS 2014 2018 STRATEGIC PLAN 
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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. 

FISCAL YEARS 2014 2018 STRATEGIC PLAN 25 
 

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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. 

26 FISCAL YEARS 2014 2018 STRATEGIC PLAN 
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Credit: U.S. Customs and Border Protection 

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 

FISCAL YEARS 2014 2018 STRATEGIC PLAN 27 
 

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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

Highlighted Performance Measures

Goal 

Alignment

Planned Targets

FY 2014 FY 2015 FY 2018

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

28 FISCAL YEARS 2014 2018 STRATEGIC PLAN 
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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. 

FISCAL YEARS 2014 2018 STRATEGIC PLAN 29 
 

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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 

30 FISCAL YEARS 2014 2018 STRATEGIC PLAN 
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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. 

FISCAL YEARS 2014 2018 STRATEGIC PLAN 31 
 

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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.TM 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. 

FISCAL YEARS 2014 2018 STRATEGIC PLAN 33 
 

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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

Highlighted Performance Measures

Goal 

Alignment

Planned Targets

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%

1

34 FISCAL YEARS 2014 2018 STRATEGIC PLAN 
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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. 

FISCAL YEARS 2014 2018 STRATEGIC PLAN 35 
 

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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 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 

36 FISCAL YEARS 2014 2018 STRATEGIC PLAN 
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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: 

FISCAL YEARS 2014 2018 STRATEGIC PLAN 37 
 

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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, 

38 FISCAL YEARS 2014 2018 STRATEGIC PLAN 
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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/ 

FISCAL YEARS 2014 2018 STRATEGIC PLAN 39 

Mission 5: Strengthen National Preparedness and Resilience

Highlighted Performance Measures

Goal 

Alignment

Planned Targets

FY 2014 FY 2015 FY 2018

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
 

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Credit: U.S. Coast Guard 

DEPARTMENT MISSIONS AND GOALS 

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. 

40 FISCAL YEARS 2014 2018 STRATEGIC PLAN 
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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 headFISCAL 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. 

42 FISCAL YEARS 2014 2018 STRATEGIC PLAN 
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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. 

FISCAL YEARS 2014 2018 STRATEGIC PLAN 43 
 

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Credit: Science and Technology Directorate 

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. 

44 FISCAL YEARS 2014 2018 STRATEGIC PLAN 
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U.S. Customs and 

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. 

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. 

FISCAL YEARS 2014 2018 STRATEGIC PLAN 45 
 

 - 

Credit: Transportation Security Administration 

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, 

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. 

46 FISCAL YEARS 2014 2018 STRATEGIC PLAN 
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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

Highlighted Performance Measures

Goal 

Alignment

Planned Targets

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%

1

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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 Enforcement 

 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 

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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 

 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 

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) 

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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 

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 

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 

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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 

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 

FISCAL YEARS 2014-2018 STRATEGIC PLAN 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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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. 

56 FISCAL YEARS 2014-2018 STRATEGIC PLAN 
 

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 

FISCAL YEARS 2014-2018 STRATEGIC PLAN 57 
 

 

 

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 

FISCAL YEARS 2014-2018 STRATEGIC PLAN 59 
 

 

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 

Statement

By September 30, 2015, TSA will expand the use of risk-informed security initiatives to 

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TM 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✓TM Application and TSA Risk Assessment 

programs; expansion of TSA Pre✓TM 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 

Statement

By September 30, 2015, 39 states and territories will demonstrate improvement in 

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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