Department of Homeland Security 

Strategic Plan 

Fiscal Years 2012-2016 

February 2012 

Message from the Secretary 


February 13, 2012 

I am pleased to submit the U.S. Department of Homeland Security (DHS) Strategic Plan 

for Fiscal Years (FY) 2012-2016 (Plan). The Plan outlines our vision for 

homeland security as defined in the Department's Quadrennial Homeland 

Security Review (QHSR), which established a unified, strategic framework 

for homeland security missions and goals, and the DHS Bottom-Up Review 

(BUR), a complementary effort to align DHS's programmatic activities and 

organizational structure to better serve those missions and goals. The Plan 

also continues the Department's efforts to prioritize frontline operations 

while maximizing the effectiveness and efficiency of every taxpayer dollar 

we receive. 

The QHSR unites the Department's efforts behind five key missions: To secure our country from terrorist 

threats and enhance security; secure our borders; enforce our Nation's immigration laws; secure 

cyberspace; and build resilience to disasters. As described in the BUR, the Department's FY 2012 Budget 

Submission and FY 2012-2016 Future Years Homeland Security Program Report, DHS also provides 

essential support to national and economic security, and continues to mature and strengthen as an 

institution. 

Pursuant to the new Government Performance and Results Modernization Act of 2010 (P. L. 111-352) and the governing 

preparation and submission requirements of the Office of Management and Budget's Circular A-ll, the 

Plan emphasizes the Department's mission performance priorities. Its long-range view utilizes the mission 

structure of the QHSR, the FY 2012-201 6 Future Years Homeland Security Program, the mutuallysupporting business function descriptions within the Homeland Security Enterprise Architecture, and 

ultimately the overarching direction stated in the National Security Strategy (2 0 1 0). 

The U.S. Department of Homeland Security Strategic Plan for Fiscal Years 2012-2016 articulates the hard work and 

sacrifice that our men and women face with tremendous skill and dedication every day. While our duties 

are wide-ranging, our goal is clear: a safe, secure, and resilient America. 

Yours very truly, 

Janet Napolitano 
Table of Contents 

I. About This Plan 1
 

II. Department Vision, Mission, and Organization Chart 2
 

III. Mission Goals and Objectives 3
 

IV. Providing Essential Support to National and Economic Security 19
 

V. Maturing and Strengthening DHS 23
 

Appendix A: Linking Strategy and Performance A-1
 

Appendix B: DHS Priority Goals B-1
 

Appendix C: Homeland Security Strategic Context C-1
 

Appendix D: QHSR Stakeholder Engagement D-1
 

DHS Component and Office Acronyms List 

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I. About This Plan
 

The U.S. Department of Homeland Security Strategic Plan for Fiscal Years (FY) 2012-2016 presents the Department’s 

goals, derived from the conclusions of the Quadrennial Homeland Security Review (QHSR) and the 

Bottom-Up Review (BUR). The goals include objectives and key performance indicators that are essential 

for implementation and execution of the Department’s responsibilities. 

This Plan, like the QHSR process that preceded it, reflects the core principles identified in the Open 

Government Plan [http://www.whitehouse.gov/open/documents/open-government-directive]. These 

three principles—transparency, public participation, and collaboration—are the basic tenets of Open 

Government. This Strategic Plan describes the Department’s Strategic Performance Plan Measures in the 

context of the QHSR and the homeland security missions. The Plan continues the Department’s efforts to 

prioritize frontline operations while maximizing the effectiveness and efficiency of every taxpayer dollar 

the Department receives. The Plan also describes the Department’s efforts to provide essential support to 

national and economic security, and to mature and strengthen DHS as an institution. 

The Plan is built from the deliberations and conclusions of the QHSR, the BUR, and the Department’s FY 

2012 budget request and FY 2012-2016 Future Years Homeland Security Program, as well as the strategic 

performance measures articulated in the Department’s FY 2010-2012 Annual Performance Report. The 

Department is committed to improving performance measurement and accountability by increasing the 

quality of the Department’s performance measures and linking those measures to the mission outcomes 

articulated in the QHSR. DHS is continuously assessing all of its performance measures to improve 

alignment with the QHSR and create a comprehensive performance plan that will provide the basis for 

strategic planning and management controls. 

The Plan is a Departmental management tool for strategic achievement of the responsibilities set forth in 

those documents. The Plan satisfies the requirements of the Government Performance and Results Modernization Act of 

2010 (P. L. 111-352) (GPRA) and the Office of Management and Budget’s Circular A-11 to publish an 

Agency Strategic Plan. 

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 Strategic Plans 

Washington, D.C. 20528 

Information may also be requested by sending an email to STRATEGY@dhs.gov. 

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II. Department Vision and Mission 

VISION 

A homeland that is safe, secure, and resilient against terrorism and other hazards. 

DEPARTMENT MISSION 

We will lead efforts to achieve a safe, secure, and resilient homeland. We will counter terrorism and 

enhance our security; secure and manage our borders; enforce and administer our immigration laws; 

protect cyber networks and critical infrastructure; and ensure resilience from disasters. We will accomplish 

these missions while providing essential support to national and economic security and maturing and 

strengthening both the Department of Homeland Security and the homeland security enterprise. 

DEPARTMENT of HOMELAND SECURITY
 

ORGANIZATION CHART1
 

1 The Consolidated Appropriations Act of 2012 (P. L. 112-74) terminated the Office of Counternarcotics Enforcement and authorized the transfer 

of its policy development and coordination responsibilities to the Office of Policy by March 30, 2012. 

2 
 

 

 

 

 

 

III. Mission Goals and Objectives
 

MISSION 1: PREVENTING TERRORISM AND ENHANCING SECURITY 

Protecting the United States from terrorism is the cornerstone of homeland security. DHS’s 

counterterrorism responsibilities focus on three goals: preventing terrorist attacks; preventing the 

unauthorized acquisition, importation, movement, or use of chemical, biological, radiological, and nuclear 

materials and capabilities within the United States; and reducing threats to and vulnerability of critical 

infrastructure, key resources, essential leadership, and major events from terrorist attacks and other hazards. 

Goal 1.1: Preventing Terrorist Attacks 

Malicious actors are unable to conduct terrorist attacks within the United States. 

The United States has made significant progress in securing the nation from terrorism since the
 

September 11, 2001, attacks. Nevertheless, work remains as the terrorist threats facing the
 

country have evolved in the last ten years, and continue to change. Created with the founding
 

principle of protecting the American people from terrorist and other threats, DHS and its many
 

partners, internationally, across the federal, state, and local governments, tribal and territorial,
 

public and private sectors, and communities across the country have strengthened the
 

homeland security enterprise to better mitigate and defend against dynamic threats.
 

Objective 1.1.1: Understand the threat 

Collect, gather, analyze, and appropriately share intelligence and other information on 

current and emerging threats. 

Objective 1.1.2: Deter and disrupt operations 

Deter, detect, and disrupt surveillance, rehearsals, and execution of operations by 

terrorists and other malicious actors. 

Objective 1.1.3: Protect against terrorist capabilities 

Protect potential targets against the capabilities of terrorists, malicious actors, and their 

support networks to plan and conduct operations. 

Objective 1.1.4: Stop the spread of violent extremism 

Prevent and deter domestic violent extremism and the radicalization process that 

contributes to it. 

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Objective 1.1.5: Engage communities 

Increase community participation in efforts to deter terrorists and other malicious 

actors and mitigate radicalization toward violence. 

Goal 1.2: Prevent the unauthorized acquisition or use of chemical, 

biological, radiological, and nuclear (CBRN) materials and capabilities 

Malicious actors, including terrorists, are unable to acquire or move dangerous chemical, 

biological, radiological, and nuclear (CBRN) materials or capabilities to or within the United 

States or deterred from doing so. 

While the Nation remains committed to preventing all attacks by terrorists and other malicious actors, 

CBRN attacks pose a far greater potential to cause catastrophic consequences. Consequently, particular 

attention must be paid to the security of dangerous CBRN materials, weapons, and technologies. 

Objective 1.2.1: Anticipate emerging threats 

Identify and understand potentially dangerous actors, technologies, and materials. 

Objective 1.2.2: Control access to CBRN 

Prevent terrorists and other malicious actors from gaining access to dangerous CBRN 

materials, weapons, and technologies. 

Objective 1.2.3: Control movement of CBRN 

Prevent the illicit movement of dangerous CBRN materials, weapons, and 

technologies. 

Objective 1.2.4: Protect against hostile use of CBRN 

Identify the presence of, effectively locate, interdict, disable, attribute, or prevent the 

hostile use of CBRN. 

Goal 1.3: Manage Risks to Critical Infrastructure, Key Leaders, and Events 

Key sectors actively work to reduce vulnerability to attack or disruption. 

Over the past ten years, DHS has made significant strides in enhancing the security of the nation’s 

critical physical infrastructure as well as its cyber infrastructure and networks. The American way of life 

depends upon the effective functioning of the Nation’s critical infrastructure and key resources, and the 

protection of key leaders and events. Although considerable advances have been made in identifying 

critical infrastructure assets and systems, and understanding the current, emerging, and future risks to 

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those infrastructures, the breadth of the Nation’s infrastructure, its criticality, and its increasing reliance 

on cyberspace, necessitates continued diligence. 

Objective 1.3.1: Understand and prioritize risks to critical infrastructure 

Identify, attribute, and evaluate the most dangerous threats to critical infrastructure 

and those categories of critical infrastructure most at risk. 

Objective 1.3.2: Protect critical infrastructure 

Prevent high-consequence events by securing critical infrastructure assets, systems, 

networks, and functions—including linkages through cyberspace—from attacks or 

disruption. 

Objective 1.3.3: Make critical infrastructure resilient 

Enhance the ability of critical infrastructure systems, networks, and functions to 

withstand and rapidly recover from damage and disruption and adapt to changing 

conditions. 

Objective 1.3.4: Protect governmental leaders, facilities, and special events 

Preserve continuity of government and ensure security at events of national 

significance. 

Highlighted Mission 1 Performance Measures 

The table below presents highlighted performance measures associated with gauging results for 

Preventing Terrorism and Enhancing Security. For detailed information on the measures listed 

below, and a complete list of all measures associated with this mission, please see the FY 2011-2013 

Annual Performance Report at http://www.dhs.gov/xabout/budget/editorial_0430.shtm. 

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Highlighted Mission 1 Performance Measures 

FY 2012 

Percent of intelligence reports rated “satisfactory” or higher in customer feedback that 

enable customers to understand the threat (AO) 80% 

Planned Targets 

FY 2013 

80% 

FY 2016 

80% 

Percent of international air enplanements vetted against the terrorist watch list through 

Secure Flight (TSA) 100% 100% 100% 

Percent of inbound air cargo screened on international passenger flights originating 

from outside the United States and Territories (TSA) 85% 100% 100% 

Percent of law enforcement officials trained in methods to counter terrorism and other 

violent acts that rate the training as effective (DHS HQ - CRCL) 82% 84% 90% 
Highlighted Mission 1 Performance Measures 

Percent of inspected high-risk chemical facilities in compliance with the Chemical 

Facility Anti-terrorism Standards (NPPD) 

FY 2012 

20% 

Planned Targets 

FY 2013 

35% 

FY 2016 

70% 

Percent of total U.S. Secret Service protection activities that are incident-free for 

protection of national leaders, foreign dignitaries, designated protectees and others 100% 100% 

during travel or at protected facilities (USSS) 

100% 

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MISSION 2: SECURING AND MANAGING OUR BORDERS
 

The protection of the Nation’s borders—land, air, and sea—from the illegal entry of people, weapons, 

drugs, and other contraband while facilitating lawful travel and trade is vital to homeland security, as well 

as the Nation’s economic prosperity. The Department’s border security and management efforts focus on 

three interrelated goals: effectively securing U.S. air, land, and sea borders; safeguarding and streamlining 

lawful trade and travel; and disrupting and dismantling transnational criminal and terrorist organizations. 

Goal 2.1: Secure U.S. Air, Land, and Sea Borders 

Prevent the illegal flow of people and goods across U.S. air, land, and sea borders while 

expediting the safe flow of lawful travel and commerce. 

Over the past several years, DHS has deployed historic levels of personnel, technology, and 

resources to the Southwest border, and made critical security improvements along the 

Northern and maritime borders while facilitating the lawful transit of people and goods across 

our borders. Through the collection, analysis, and proper sharing of information, the use of 

screening and identification verification techniques, the employment of advanced detection 

and other technologies, the use of “trusted traveler” or “trusted shipper” approaches, and 

cooperation with our international partners and the private sector, we can achieve security at 

our borders, enforce the laws, and ensure our prosperity and freedom by expediting lawful 

travel and commerce. 

Objective 2.1.1: Prevent illegal entry 

Prevent the illegal entry of people, weapons, drugs, contraband, and dangerous goods, 

and protect against cross-border threats to health, food, environment, and agriculture, 

while facilitating the safe flow of lawful travel and commerce. 

Objective 2.1.2: Prevent illegal export and exit 

Prevent the illegal export of weapons, proceeds of crime, and other dangerous goods, 

and the exit of malicious actors. 

Goal 2.2: Safeguard Lawful Trade and Travel 

Ensure security and resilience of global movement systems. 

The global economy is increasingly a seamless economic environment connected by systems 

and networks that transcend national boundaries. The United States is deeply linked to other 

countries through the flow of goods and services, capital and labor, and information and 

technology across our borders. As much as these global systems and networks are critical to 

the United States and our prosperity, their effectiveness and efficiency also make them targets 

for exploitation by our adversaries, terrorists, and criminals. Thus, border security cannot 

begin simply at our borders. The earlier we can identify, understand, interdict, and disrupt 

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plots and illegal operations, the safer we will be at home. In other words, our borders should 

not be our first line of defense against global threats. This premise focuses on building 

partnerships to secure key nodes and conveyances in the global trading and transportation 

networks, as well as to managing the risks posed by people and goods in transit. Moreover, 

sustaining a competitive U.S. economy and a stable global trading system require us to work 

with international partners and the private sector to secure global movement systems. These 

same goals are also served by ensuring the free, lawful movement of people and commerce 

through the global economy and across U.S. borders in a manner that does not impair 

economic vitality, while at the same time safeguarding privacy, civil rights, and civil liberties. 

Objective 2.2.1: Secure key nodes 

Promote the security and resilience of key nodes of transaction and exchange within the global 

supply chain. 

Objective 2.2.2: Secure conveyances 

Promote the security and resilience of conveyances in the key global trading and transportation 

networks. 

Objective 2.2.3: Manage the risk of people and goods in transit 

Positively identify and determine the risk posed to the country and the larger global movement 

system by people seeking to come to the United States as well as goods in transit, as far in 

advance as possible. 

Goal 2.3: Disrupt and Dismantle Transnational Criminal Organizations 

Disrupt and dismantle transnational organizations that engage in smuggling and
 

trafficking across the U.S. border.
 

Criminals, terrorist networks, and other malicious actors continue to seek to exploit the same 

interconnected systems and networks of the global economy for nefarious purposes, or create 

their own illicit pathways for smuggling and trafficking—of illegal drugs, illegal migrants, 

terrorists, and highly dangerous weapons. When these organizations or actors are successful, 

they also may increase corruption, levels of violence, and engage in a wide variety of other 

criminal activities, such as money laundering, bulk cash smuggling, and intellectual property 

crime, which threaten the rule of law, potentially endanger lives, and generate wider 

destabilization. Thus, our border strategy must also focus on reducing the power and 

capability of these transnational criminal and terrorist organizations. 

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Objective 2.3.1: Identify, disrupt, and dismantle transnational criminal and terrorist 

organizations 

Disrupt transnational criminal or terrorist organizations involved in cross-border smuggling, 

trafficking, or other cross-border crimes, dismantle their infrastructure, and apprehend their 

leaders. 

Objective 2.3.2: Disrupt illicit pathways 

Identify, disrupt, and dismantle illicit pathways used by criminal and terrorist organizations. 

Highlighted Mission 2 Performance Measures 

 

 

 

The table below presents highlighted performance measures associated with gauging results for 

Securing and Managing Our Borders. For detailed information on the measures listed below, and a 

complete list of all measures associated with this mission, please see the FY 2011-2013 Annual 

Performance Report at http://www.dhs.gov/xabout/budget/editorial_0430.shtm. 

 

Highlighted Mission 2 Performance Measures Planned Targets 

FY 2012 FY 2013 FY 2016 

Number of apprehensions on the Southwest Border between the ports of entry (CBP) < 371,000 < 352,000 < 301,000 

Percent of detected conventional aircraft incursions resolved along all borders of the 

United States (CBP) 100% 100% 100% 

Amount of currency seized on exit from the United States (in millions) (CBP) $35 $30 $30 

Percent of foreign airports serving as last point of departure in compliance with leading 

security indicators (TSA) 100% 100% 100% 

Percent of maritime facilities in compliance with security regulations as they have not 

received a notice of violation and/or civil penalty (USCG) 100% 99% 99% 

Percent of imports compliant with applicable U.S. trade laws (CBP) 98% 98% 98% 

Percent of significant high-risk transnational criminal investigations that result in a 

disruption or dismantlement (ICE) 16% 16% 16% 

 

2 

2 The deterrence effect of conducting exit/outbound screening operations is expected to result in decreasing seizures over time based on current 

surge capacity. 

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MISSION 3: ENFORCING AND ADMINISTERING OUR IMMIGRATION
 

LAWS
 

The success of our Nation’s immigration policy plays a critical role in advancing homeland security. DHS is 

focused on smart and effective enforcement of U.S. immigration laws while streamlining and facilitating 

the legal immigration process. The Department has fundamentally reformed immigration enforcement, 

focusing on identifying and removing criminal aliens who pose a threat to public safety and targeting 

employers who knowingly and repeatedly break the law. 

Goal 3.1: Strengthen and Effectively Administer the Immigration System 

Promote lawful immigration, expedite administration of immigration services, and promote the 

integration of lawful immigrants into American society. 

Effective administration of the immigration system depends on ensuring that immigration decisions are 

impartial, lawful, and sound; that the immigration system is interactive and user friendly; that policy 

and procedural gaps are systematically identified and corrected; and those vulnerabilities that would 

allow persons to exploit the system are eliminated. In addition, effectively administering the 

immigration system includes efforts to integrate lawful immigrants into American society. 

Objective 3.1.1: Promote lawful immigration 

Clearly communicate with the public about immigration services and procedures. 

Objective 3.1.2: Effectively administer the immigration services system 

Create a user-friendly system that ensures impartial, consistent, and prompt decisions. 

Objective 3.1.3: Promote the integration of lawful immigrants into American society 

Provide leadership, support, and opportunities to lawful immigrants to facilitate their 

integration into American society and foster community cohesion. 

Goal 3.2: Prevent Unlawful Immigration 

Reduce conditions that encourage foreign nationals to illegally enter and remain in the 

United States, while identifying and removing those who violate our laws. 

To prevent illegal immigration, agencies charged with immigration administration and 

enforcement activities must address conditions and factors that create incentives for those 

illegally entering and staying within the United States. Enforcement efforts must prioritize the 

identification and removal of dangerous foreign nationals who threaten our national security 

or the safety of our communities and must include safe and humane detention conditions and 

respect for due process and civil rights as accorded by law. 

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Objective 3.2.1: Reduce demand 

Eliminate the conditions that encourage illegal employment. 

Objective 3.2.2: Eliminate systemic vulnerabilities 

Prevent fraud, abuse, and exploitation, and eliminate other systemic vulnerabilities that 

threaten the integrity of our immigration system. 

Objective 3.2.3: Prevent entry or admission 

Prevent entry or admission of criminals, fugitives, dangerous and unauthorized foreign 

nationals and other unauthorized entrants. 

Objective 3.2.4: Arrest, detain, prosecute, and remove 

Arrest, detain, prosecute, and remove criminal, fugitive, dangerous, and other 

unauthorized foreign nationals consistent with due process and civil rights protections. 

Highlighted Mission 3 Performance Measures 

The table below presents highlighted performance measures associated with gauging results for 

Enforcing and Administering Our Immigration Laws. For detailed information on the measures 

listed below, and a complete list of all measures associated with this mission, please see the FY 

2011-2013 Annual Performance Report at http://www.dhs.gov/xabout/budget/editorial_0430.shtm. 

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Highlighted Mission 3 Performance Measures 

Planned Targets 

FY 2012 FY 2013 FY 2016 

Percent of Form N-400, Application for Naturalization, decisions determined by 

quarterly quality reviews to have correctly followed adjudication procedures (USCIS) 96% 96% 96% 

Average of processing cycle times for naturalization applications (N-400) (USCIS) ≤ 5 months ≤ 5 months ≤ 5 months 

Overall customer service rating of the immigration process (USCIS) 80% 80% 80% 

Number of employers arrested or sanctioned for criminally hiring illegal labor (ICE) 478 501 580 

Number of convicted criminal aliens removed per fiscal year (ICE) 210,000 224,000 244,000 

Average length of stay in detention of all convicted criminal aliens prior to removal 

from the United States (in days) (ICE) 35 35 35 

Percent of detention facilities found in compliance with the national detention standards 

by receiving an inspection rating of acceptable or greater on the last inspection (ICE) 94% 94% 95% 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

MISSION 4: SAFEGUARDING AND SECURING CYBERSPACE 

Cyberspace is highly dynamic and the risks posed by malicious cyber activity often transcend sector and 

international boundaries. Today’s threats to cybersecurity require the engagement of the entire society— 

from government and law enforcement to the private sector and most importantly, members of the 

public—to mitigate malicious activities while bolstering defensive capabilities. 

DHS is responsible for protecting the federal executive branch civilian agencies and guiding the protection 

of the nation’s critical infrastructure. This includes the “dot-gov” world, where the government maintains 

essential functions that provide services to the American people, as well as privately owned critical 

infrastructure which includes the systems and networks that support the financial services industry, the 

energy industry, and the defense industry. 

The Department has released the first mission-level strategy designed to set a roadmap to achieve the goals 

of the QHSR. The Blueprint for a Secure Cyber Future: The Cybersecurity Strategy for the Homeland Security Enterprise calls for 

a coordinated effort across the homeland security community to protect our nation’s critical information 

infrastructure and promote technological advances that enable government, the private sector, and the 

public to be safer online. The Blueprint is a guide to help enable the homeland security community to 

leverage existing capabilities and develop new ways to protect critical information infrastructure and to 

build a safer and more secure cyber ecosystem. 

Goal 4.1: Create a Safe, Secure, and Resilient Cyber Environment 

Ensure malicious actors are unable to effectively exploit cyberspace, impair its safe and
 

secure use, or attack the Nation’s information infrastructure.
 

Cyber infrastructure forms the backbone of the Nation’s economy and connects every aspect of 

our way of life. While the cyber environment offers the potential for rapid technological 

advancement and economic growth, a range of malicious actors may seek to exploit cyberspace 

for dangerous or harmful purposes, cause mass disruption of communications or other 

services, and attack the Nation’s infrastructure through cyber means. Cyber infrastructure is 

also global, as is cyber criminality; a perpetrator in one country may use an Internet Service 

Provider in a second country to target a victim in a third country to steal funds from a financial 

institution in a fourth country. We must ensure the security and resilience of software that 

enables and controls systems and networks. International, public- and private-sector efforts are 

required to achieve these aims. To that end, the Department works closely with the private 

sector to address cybersecurity issues. In addition, a robust law enforcement and 

counterintelligence capability is essential to the success of our cybersecurity efforts. 

Objective 4.1.1: Understand and prioritize cyber threats 

Identify and evaluate the most dangerous threats to federal civilian and private-sector networks 

and the Nation. 

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Objective 4.1.2: Manage risks to cyberspace 

Protect and make resilient information systems, networks, and personal and sensitive data. 

Objective 4.1.3: Prevent cyber crime and other malicious uses of cyberspace 

Disrupt the criminal organizations and other malicious actors engaged in high-consequence or 

wide-scale cyber crime. 

Objective 4.1.4: Develop a robust public-private cyber incident response capability 

Manage cyber incidents from identification to resolution with prompt and appropriate action. 

Goal 4.2: Promote Cybersecurity Knowledge and Innovation 

Ensure that the Nation is prepared for the cyber threats and challenges of tomorrow. 

DHS is committed to increasing professional expertise and public awareness of the importance 

of cybersecurity and empowering individuals and enterprises across cyber networks to enhance 

their own security operations. In 2010, the Department launched the “Stop. Think. 

Connect.” public cybersecurity awareness campaign to increase public understanding of cyber 

threats and promote simple steps the public can take to increase their safety and security 

online. 

Objective 4.2.1: Enhance public awareness 

Ensure that the public recognizes cybersecurity challenges and is empowered to address them. 

Objective 4.2.2: Foster a dynamic workforce 

Develop education, training, and certification programs to build a cyber capable workforce. 

Objective 4.2.3: Invest in innovative technologies, techniques, and procedures 

Create and enhance science, technology, governance mechanisms, and other elements 

necessary to sustain a safe, secure, and resilient cyber environment. 

Highlighted Mission 4 Performance Measures 

The table below presents highlighted performance measures associated with gauging results for 

Safeguarding and Securing Cyberspace. For detailed information on the measures listed below, and 

a complete list of all measures associated with this mission, please see the FY 2011-2013 Annual 

Performance Report at http://www.dhs.gov/xabout/budget/editorial_0430.shtm. 

13 
Highlighted Mission 4 Performance Measures 

Percent of intelligence reports rated “satisfactory” or higher in customer feedback that 

enable customers to manage risks to cyberspace (AO) 

FY 2012 

80% 

Planned Targets 

FY 2013 

80% 

FY 2016 

80% 

Percent of external traffic monitored for cyber intrusions at civilian Federal Executive 

Branch agencies (NPPD) 55% 70% 95% 

Financial crimes loss prevented by the Secret Service Electronic Crimes Task Forces (in 

millions) (USSS) $279 $300 $320 

Percent of unique vulnerabilities detected during cyber incidents where mitigation 

strategies were provided by DHS (NPPD) 95% 100% 100% 

Average amount of time required for initial response to a request for assistance from 

public and private sector partners to prevent or respond to major cyber incidents (in < 90 < 60 < 15 

minutes) (NPPD) 

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MISSION 5: ENSURING RESILIENCE TO DISASTERS
 

DHS coordinates comprehensive federal efforts to prepare for, protect against, respond to, recover from, 

and mitigate a terrorist attack, natural disaster or other large-scale emergency, while working with 

individuals, communities, the private and nonprofit sectors, faith-based organizations, local, state, tribal, 

territorial and federal partners to ensure a swift and effective recovery effort. The Department’s efforts to 

build a ready and resilient Nation include fostering a Whole Community approach to emergency 

management nationally; building the Nation’s capacity to stabilize and recover from a catastrophic event; 

bolstering information sharing and building unity of effort and common strategic understanding among 

the emergency management team; building plans and providing training to our homeland security 

partners; and promoting preparedness within the private sector. 

The Department released the first edition of the National Preparedness Goal, called for in Presidential Policy Directive 8: 

National Preparedness PPD-8, which emphasizes the whole community approach as the foundation for achieving 

a more secure and resilient Nation. The National Preparedness Goal identifies the necessary core capabilities to 

prevent, protect against, mitigate, respond to, and recover from the threats and hazards which pose the 

greatest risk to the Nation. In addition, the Department released a description of the National Preparedness System 

which serves as a guide on building, sustaining, and delivering the core capabilities identified in the National 

Preparedness Goal. 

Goal 5.1: Mitigate Hazards 

Strengthen capacity at all levels of society to withstand threats and hazards. 

Though the occurrence of some disasters is inevitable, it is possible to take steps to reduce the 

impact of damaging events that may occur. The Nation’s ability to reduce loss of life and 

property by lessening the impact of threats and hazards requires an understanding of risks and 

robust mitigation core capabilities to reduce vulnerabilities. Mitigation provides a critical 

foundation to reduce loss of life and property by reducing, eliminating or otherwise 

addressing vulnerabilities and avoiding or lessening the impact of a disaster, thereby creating 

safer communities. Mitigating vulnerabilities reduces both the direct consequences and the 

response and recovery requirements of disasters. 

Objective 5.1.1: Reduce the vulnerability of individuals and families 

Improve individual and family capacity to reduce vulnerabilities and withstand 

disasters. 

Objective 5.1.2: Mitigate risks to communities 

Improve community capacity to withstand disasters by mitigating known and 

anticipated threats and hazards. 

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Goal 5.2: Enhance National Preparedness through a Whole 

Community Approach to Emergency Management 

Engage all levels and segments of society in improving preparedness. 

Active participation by all segments of society in building, sustaining, and delivering core
 

capabilities is an essential component of national preparedness. PPD-8, the QHSR, and the
 

National Security Strategy recognize individual preparedness and engaging with members of the
 

community as vital to enhancing the resiliency and security of our Nation. While efforts have 

traditionally focused on the preparedness of government and first responders, individuals
 

prepared to care for themselves and assist their neighbors in emergencies are important
 

partners in community preparedness efforts. Because neighbor-to-neighbor assistance, when
 

done safely, decreases the burden on first responders, individuals should be seen as force
 

multipliers who may also offer specialized knowledge and skills. The Whole Community
 

model works to strengthen local collective action, public engagement, and neighborhood
 

institutions and creates an effective path to building preparedness and resilience, and to
 

helping local communities become integral members of the emergency management team.
 

Objective 5.2.1: Improve individual, family, and community preparedness 

Ensure individuals, families, businesses, emergency management, first responders and 

communities plan, train, exercise, implement readiness measures, and increase capability and 

capacity building for disasters. 

Objective 5.2.2: Strengthen core capabilities 

Engage with State, local, Tribal, and Territorial governments, the private sector, non-profit 

organizations and communities to create a shared context of understanding to identify top 

threats and hazards, and design responses to challenges. Enhance and sustain nationwide 

prevention, protection, mitigation, response, and recovery core capabilities as defined in the 

National Preparedness Goal. 

Goal 5.3: Ensure Effective Emergency Response 

Strengthen nationwide response capacity to stabilize and recover from a catastrophic
 

event.
 

Because it is impossible to eliminate all risks, a resilient Nation must have a robust capacity to 

respond when disaster strikes. Such response must be effective, efficient, and grounded in the
 

basic elements of incident management. When an incident occurs that is beyond local
 

response capabilities, communities must be able to obtain assistance from neighboring
 

jurisdictions and regional partners quickly.
 

This will require a ‘Whole Community’ approach to Emergency Management; that is, the
 

integration of the private sector, Non-Governmental Organizations (NGOs), and other
 

community organizations (including individuals) into activities which build, sustain, and
 

16 
 

 

 

 

 

 

 

 

deliver the core response capabilities. Additionally, when an incident occurs that is beyond
 

local response capabilities, communities must be able to obtain assistance from neighboring
 

jurisdictions and regional partners quickly as part of an effective Whole Community
 

emergency response.
 

Objective 5.3.1: Provide timely and accurate information to the public 

Establish and strengthen pathways for clear, reliable, and current emergency 

information, including effective use of new media. 

Objective 5.3.2: Conduct effective disaster response operations 

Respond to disasters in an effective and unified manner. 

Objective 5.3.3: Provide timely and appropriate disaster assistance 

Improve governmental, nongovernmental, and private-sector delivery of disaster 

assistance. 

Goal 5.4: Rapidly Recover from a Catastrophic Event 

Improve the Nation’s ability to adapt and rapidly recover. 

Catastrophic events produce changes in habitability, the environment, the economy, and even in 

geography that often can preclude a rapid return to the way things were. Our national ability to 

stabilize the affected area is key to saving and sustaining lives, enabling the delivery of an effective 

response, and building the foundation for recovery. Coordination and unity of effort between 

individuals, businesses, nonprofit organizations, and local, tribal, territorial, state, and federal 

governments is vital to recovery efforts. Individuals, businesses, nonprofit organizations, local, tribal, 

state, and federal governments all have responsibilities in disaster recovery, underscoring the need to 

improve coordination and unity of effort. 

Objective 5.4.1: Enhance recovery core capabilities 

Establish and maintain nationwide core capabilities for recovery from catastrophic disasters. 

Objective 5.4.2: Ensure continuity of essential services and functions 

Improve capabilities of families, communities, private-sector organizations, and all levels of 

government to restore and sustain essential services and functions at a meaningful operating 

capacity. 

17 
 

 

 

Highlighted Mission 5 Performance Measures 

The table below presents highlighted performance measures associated with gauging results for 

Ensuring Resilience to Disasters. For detailed information on the measures listed below, and a 

complete list of all measures associated with this mission, please see the FY 2011-2013 Annual 

Performance Report at http://www.dhs.gov/xabout/budget/editorial_0430.shtm. 

18
 

Highlighted Mission 5 Performance Measures Planned Targets 

FY 2012 FY 2013 FY 2016 

Percent of U.S. population (excluding territories) covered by planned mitigation 

strategies (FEMA) 80% 85% 85% 

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

billions) (FEMA) $2.40 $2.40 $2.40 

Percent of communities in high earthquake, flood, and wind-prone areas adopting 

disaster-resistant building codes (FEMA) 49% 53% 65% 

Percent of households surveyed reporting they have taken steps to be prepared in the 

event of a disaster (FEMA) 37% 38% 41% 

Percent of essential incident command functions (enabled through response teams and 

operations centers) that are established within 12 hours (FEMA) 100% 100% 100% 

Percent of urban search and rescue teams arriving on scene within 12 hours of 

deployment notification (FEMA) 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) 

95% 95% 95% 

Percent of eligible applicants provided temporary housing (including non-congregate 

shelters, hotel/motel, rental assistance, repair and replacement assistance, or direct 

housing) assistance within 60 days of a disaster (FEMA) 

97% 98% 98% 

Government Emergency Telecommunications Service call completion rate during 

emergency communication periods (NPPD) 90% 90% 90% 
 

 

 

 

 

 

 

 

 

 

 

 

IV. Providing Essential Support to National and
 

Economic Security
 

Homeland security is an integral element of broader U.S. national security and domestic policy. It is not, 

however, the only element. The National Security Strategy clearly identifies national defense and economic 

security as other elements—along with homeland security—of overall U.S. national security. DHS leads 

and supports many activities that provide essential support to national and economic security including, but 

not limited to: maximizing collection of customs revenue; maintaining the safety and security of the 

marine transportation system; preventing the exploitation of children; providing law enforcement training; 

and coordinating the Federal Government’s response to global intellectual property theft. DHS contributes 

in many ways to these elements of broader U.S. national and economic security while fulfilling its 

homeland security missions. 

Goal: Collect Customs Revenue and Enforce Import/Export Controls 

Maximize the collection of customs revenue and protect U.S. intellectual property rights and 

workplace standards. 

DHS plays a leading role in enhancing the economic security of the United States, particularly 

through the collection of customs revenue and enforcement of U.S. law relating to intellectual 

property and workplace standards for foreign-produced goods imported to the U.S. DHS 

collects revenue pursuant to U.S. trade laws and regulations. These customs duties are the 

second largest source of income for the U.S. Treasury after internal revenue taxes. DHS 

conducts investigations aimed at preventing the importation of products made with forced 

and/or prison labor. DHS is the primary agency responsible for enforcing export controls on 

defense articles and other sensitive, high-tech goods subject to export license, and additionally 

enforces sanctions against nations, organizations, and individuals whose activities pose a threat 

to U.S. national security and interests. 

Objective: Maximize collection of customs revenue 

Ensure revenue collection by applying expert knowledge of trade laws and consistent, 

swift action, as well as collection mechanisms and controls to ensure collection 

accuracy. 

Objective: Protect U.S. intellectual property rights and workplace standards 

Enforce U.S law regarding intellectual property theft and workplace standards for foreignproduced goods imported to the U.S. 

Goal: Ensure maritime safety and environmental stewardship 

Protect safety and ensure environmental stewardship in the maritime domain. 

In the maritime realm, DHS leads U.S. government efforts to safeguard lives and to protect the 

safety of our citizens through marine safety regulation and search and rescue activities; 

19 
 

 

 

 

 

 

 

 

ensuring the safe operation and resilience of the marine transportation system; and 

enforcement of the maritime border and the Exclusive Economic Zone. DHS plays a leading 

role in ensuring environmental security, most notably in the maritime domain. In particular, 

DHS protects the marine environment from damage resulting from human activity, and 

protects the Nation’s marine bio-mass, protected species, and marine habitats. 

Objective: Safeguard life in the maritime environment 

Prevent loss of life in the maritime environment. 

Objective: Ensure the safe operation and resilience of the marine transportation system 

Facilitate the safe flow of goods and people through the marine transportation system. 

Objective: Protect and preserve living marine resources 

Enforce the Nation’s marine border and Exclusive Economic Zone, eliminate illegal 

fishing practices on the high seas that affect U.S. fisheries, and preserve the Nation’s 

marine biomass and protected species. 

Objective: Protect the marine environment 

Safeguard the marine environment and prevent damage from human activity. 

Goal: Conduct and support other law enforcement activities 

Prevent child exploitation and ensure effective federal law enforcement training. 

DHS investigates, disrupts, and dismantles transnational criminal organizations and 

prosecutes individuals who exploit children and engage in illicit travel for child 

exploitation. DHS also provides forensic support in accordance with the Violent Crime 

Reduction Trust Fund legislation (P.L. 103-322, 108 Stat. 1796), the DNA Fingerprint 

Act of 2005 (P.L. 109-162), and the Adam Walsh Child Protection and Safety Act of 

2006 (P.L. 109–248) (Adam Walsh Act). Additionally, DHS provides law 

enforcement training for the execution of other non-DHS federal laws and missions. 

Objective: Prevent the exploitation of persons 

Locate missing children, reduce the incidence of child sexual exploitation and 

victimization through increased investigation and enforcement, and prevent and 

disrupt transnational criminal acts involving child exploitation and illicit travel for 

child exploitation. 

20 
 

 

 

 

 

 

 

 

 

Objective: Support other federal law enforcement training 

Provide law enforcement training for the execution of other non-DHS federal laws and 

missions. 

Goal: Provide Specialized National Defense Capabilities 

Strengthen national defense by providing ready forces with specialized capabilities. 

DHS strengthens national defense by providing ready forces and units with specialized 

capabilities to the Departments of Defense (DOD) and State (DOS). For DOD, DHS 

provides personnel and assets, increased capacity, and unique authorities that bridge 

between national defense and homeland security. Longstanding partnerships 

contribute to meeting common security goals. In post-conflict reconstruction and 

stabilization, DHS provides specialized capabilities in support of DOS. 

Objective: Support national defense missions 

Provide ready forces and specialized capabilities to the Department of Defense. 

Objective: Support post-conflict reconstruction and stabilization 

Provide specialized capabilities to the Department of State. 

Highlighted Focus Area Performance Measures 

The table below presents highlighted performance measures associated with gauging 

results for Providing Essential Support to National and Economic Security. For detailed 

information on the measures listed below, and a complete list of all measures 

associated with this mission, please see the FY 2011-2013 Annual Performance Report 

at http://www.dhs.gov/xabout/budget/editorial_0430.shtm. 

21
 

Percent of revenue directed by trade laws, regulations, and agreements successfully 

collected (CBP) 

Highlighted Performance Measures 

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

100% 

FY 2012 

100% 

97.5% 

100% 

Planned Targets 

FY 2013 

100% 

100% 

FY 2016 

100% 

97.5% 

Percent of National Center for Missing and Exploited Children (NCMEC) examinations 

requested that are conducted (USSS) 

Availability of maritime navigation aids (USCG) 

Fishing regulation compliance rate (USCG) 

100% 

96% 

100% 

97.5% 

96% 

100% 

96% 
Highlighted Performance Measures 

Number of Federal law enforcement training programs and/or academies accredited or 

FY 2012 

74 

Planned Targets 

FY 2013 FY 2016 

re-accredited through the Federal Law Enforcement Training Accreditation process 

(FLETC) 

82 106 

22
 
 

 

 

 

 

 

 

 

 

V. Maturing and Strengthening DHS
 

Maturing and strengthening DHS and the entire homeland security enterprise – the collective efforts and 

shared responsibilities of federal, state, local, tribal and territorial, non-governmental, and private-sector 

partners, as well as individuals, families, and communities – is critical to the Department’s success in 

carrying out its core missions and operational objectives. This includes enhancing shared awareness of risks 

and threats, building capable, resilient communities, and fostering innovative approaches and solutions 

through cutting-edge science and technology, while continuing to foster a culture of efficiency, 

sustainability and resilience. 

In conducting the Bottom-Up Review (BUR) effort in 2009, a number of initiatives were identified for 

improving Departmental operations and management, and increasing accountability and transparency for 

the resources entrusted to DHS. These initiatives, as described more fully below, form the core of DHS’s 

goals and objectives for maturing and strengthening the Department. 

The integration of all or part of 22 different federal departments and agencies into a unified, integrated 

DHS has historically presented both public policy and management challenges. The QHSR, BUR, and 

ongoing initiatives under the Secretary’s Efficiency Review highlight the Department’s recent steps taken 

towards greater unification and integration. Since its launch in March 2009, the DHS Efficiency Review 

program has implemented 36 separate initiatives to achieve these aims while also promoting greater 

accountability, transparency, and customer satisfaction. The Efficiency Review has led to improvements in 

how the Department manages its resources in several areas, including its physical assets and support of its 

workforce, as well as the day-to-day expenditures required to do business. Additionally, we continue to 

develop our Acquisition Workforce, by investing in our employees through workforce training and 

integrated professional and leadership development. 

23 
 

 

 

 

 

 

 

 

Goal: Improve cross-departmental management, policy, and functional 

integration 

Transform and increase the integration of Departmental management. 

Objective: Enhance and integrate Departmental management functions 

Develop, prioritize and implement mission- and function-based governance strategies 

to integrate enterprise-wide structures, processes, systems and people. 

Establish an executive decision support structure to provide strategic direction and link 

Departmental requirements development, resource allocation, procurement and 

program management processes, both horizontally across missions and functions and 

vertically within missions and functions to ensure maximum efficiency and 

effectiveness. 

Improve IT services and eliminate duplicative IT services to drive down costs and increase 

efficiency. 

Objective: Strengthen the integrated investment life cycle and acquisition oversight 

Complete transformation of investment management across DHS. Implement 

enterprise program and portfolio governance. 

Institutionalize Department-wide program management accountability for 

investments, mature the investment management process, and maintain vigilance over 

the department’s exposure to and mitigation of investment risk. 

Objective: Enhance the Department’s risk management capability 

Develop, implement, employ and refine an integrated strategic risk management 

framework for the Department. 

Conduct a Homeland Security National Risk Assessment. 

Objective: Increase analytic capability and capacity 

Enhance strategic planning processes, DHS mission and functional analyses, 

identification of capability gaps, measures to close or mitigate capability gaps, resource 

allocation processes, risk analyses, net assessments, modeling capabilities, independent 

cost analyses, statistical analyses, and data collection. 

Develop common analytic frameworks and assumptions for use in cross-Departmental 

analysis, in order to implement a DHS Analytic Agenda. 

Expand program analysis and evaluation during and after program execution. 

24 
 

 

 

Reform the DHS budget account structure to enable cross-component budget analysis 

and decision support. 

Seek Congressional approval to simplify and conform the DHS appropriations structure 

to a reformed account structure. 

Goal: Enhance DHS workforce 

Continue to build human resource programs that support Departmental mission goals and 

objectives, create high technical proficiency, and address the needs of the Department’s 

employees in executing DHS missions. 

Objective: Strengthen coordination within DHS through cross-Departmental training and 

career paths 

Develop DHS career paths that provide mobility within the Department and span 

Headquarters and Operational Components. 

Develop opportunities at Headquarters and the Components to enhance awareness of 

operations and appreciation for specific missions throughout the Department. 

Provide rotational assignment opportunities throughout the Department, taking into 

consideration the impact on mission requirements and individual career paths. 

Explore interagency and intergovernmental rotational assignments with federal, state, 

local, tribal, and territorial partners. 

Objective: Improve employee health, wellness, and resilience 

Sustain established programs like the DHSTogether Employee and Organizational 

Resilience Initiative to ensure Department employees have the tools and resources to 

manage the stresses inherent in DHS occupations. 

Implement Workplace Wellness programs, including employee resilience training, to 

address the needs of the Department’s diverse workforce. 

Create a standardized, metrics-driven health program to support the unique needs of 

our operational workforce. 

Implement frontline medical programs to support operational missions, staffed and 

supported with appropriate training and equipment. 

Establish a Department program to harness the insights and innovations of the DHS 

workforce. 

25 
 

 

 

 

 

 

Objective: Increase workforce diversity 

Pursue greater diversity in the workforce, especially at senior levels. 

Sustain the senior-level steering committee, chaired by the Deputy Secretary, to direct 

a sustained effort to improve diversity. 

Sustain the employee recruitment initiative to improve diversity of applicant pools, 

specifically targeted to increase the number of women, minorities, and veterans 

applying to work throughout DHS. 

Deploy a Department-wide exit survey to provide more reliable information about 

employee attrition and to understand how this impacts diversity in the Department. 

Objective: Reduce reliance on contractors 

Sustain the Fiscal Years 2011-2016 DHS Workforce Strategy effort to implement a 

consistent planning framework to identify workforce skills necessary to meet mission 

goals, reduce risk, and achieve an appropriate balance of federal employees and 

contractors. 

Implement guidelines and procedures of the 2010 DHS Balanced Workforce Strategy 

that ensure consideration is given to using federal employees to perform critical 

functions or functions that are closely associated with maintaining control or missions 

and operations. 

Goal: Enhance Intelligence, Information Sharing, and Integrated Operations 

Institute optimal mechanisms to integrate the Department’s intelligence elements, increase 

operational capability and harmonize operations. 

Objective: Strengthen DHS counterintelligence capabilities 

Identify and resolve structural impediments to improving the counterintelligence 

function within the Department. 

Integrate currently separated counterintelligence activities into a unified Departmentwide counterintelligence program. 

Objective: Strengthen and Harmonize DHS Intelligence Enterprise 

Establish Department Intelligence priorities, policies, processes, standards, guidelines, 

and procedures. 

26 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Provide an annual evaluation of Intelligence performance. This will include a 

performance assessment of each Component’s Intelligence function. Reports will be 

prepared by the end of the first quarter of each fiscal year and will include the 

President’s Management Agenda, any objectives promulgated by the Director of 

National Intelligence, the Quadrennial Homeland Security Review and/or the DHS 

Strategic Plan, and other program metrics as they are established. 

Analyze workforce requirements for Intelligence functional personnel to establish 

recommended staffing and resource level parameters and guidelines for each DHS 

Component to consider. 

Establish training and development guidelines for Intelligence professionals. 

Objective: Enhance Department Information Sharing Environment 

Implement Enterprise Identity, Credential, and Access Management (ICAM) services to 

ensure that appropriate controls are put in place so that the right information is shared 

with the right stakeholders at the right time. 

Create the Controlled Homeland Information Sharing Environment (CHISE) to 

automate recurrent vetting and advance the capabilities for optimized use of personcentric data within the DHS Information Sharing Environment (ISE) for other mission 

purposes. 

Implement information safeguarding capabilities within the DHS Information Sharing 

Environment (ISE) that allow for proactive oversight of our classified networks and 

information. 

Objective: Increase information sharing with federal, state, local, territorial, tribal, nongovernmental, private sector, and international partners 

Enhance the Department’s ability to collect, gather, and access relevant information in 

near-real time, and use it to identify people, goods and conveyances posing a high risk 

to the Homeland while protecting privacy, civil rights, and civil liberties. 

Enhance Department-wide support for state and major urban fusion centers to serve as 

the focal point within the state and local environment for the receipt, analysis, 

gathering, and sharing of threat-related information between the Federal Government 

and state, local, tribal, territorial (SLTT) and private sector partners. 

Objective: Strengthen the Department’s continuity capabilities 

Ensure DHS resilience to disasters by enhancing and sustaining DHS Headquarters and 

Components continuity programs through planning, training, exercising, evaluating, 

and developing corrective action plans. 

27 
 

 

 

 

 

 

 

Objective: Rationalize and harmonize component regional configurations 

Explore virtual approaches to regional and functional coordination for a range of 

homeland security challenges, including using concepts, structures, and models 

established as part of the U.S. Government interagency counternarcotics infrastructure 

such as Joint Interagency Task Forces, High Intensity Drug Trafficking Areas (HIDTA), 

Organized Crime Drug Enforcement Task Forces (OCDETF), the Air and Marine 

Operations Center, and the El Paso Intelligence Center. 

Goal: Strengthen and unify DHS international engagement 

Improve the Department’s international interactions via enhanced coordination and rigorous 

review of the DHS international footprint. 

Objective: Coordinate international engagement 

Develop and execute mechanisms for all components to implement the DHS 

International Strategy and Regional Engagement Plans and put procedures and policies 

in place for the coordination of international travel, training, agreements, and other 

engagement. 

Establish mechanisms for regular reporting and information sharing on the DHS 

international footprint, international arrangements and agreements, international 

training, technical assistance, and travel. 

Objective: Review the DHS international footprint 

Conduct a comprehensive review of all permanent and long-term temporary positions 

abroad. 

Establish and conduct subsequent biannual reviews. 

28 
 

 

 

 

 

 

 

 

 

 

 

 

 

A-1
 

Appendix A: Linking Strategy to Performance 

DHS Performance Monitoring and Reporting 

The Department is committed to improving performance measurement and accountability by increasing 

the quality of the Department’s performance measures and linking those measures to the mission 

outcomes articulated in the QHSR. DHS is continuously assessing its performance measures to align them 

with its missions and create a comprehensive performance plan that will provide the basis for strategic 

planning and management controls. The Department’s Annual Performance Plan is published with the 

DHS Annual Performance Report. 

Strategic performance measures are tracked, reported, and posted quarterly to the DHS intranet to promote 

transparency and provide timely information to leadership on program performance. This quarterly 

assessment provides actual performance results to date as well as an assessment by program managers of 

whether they believe they are going to achieve their targets by the end of the fiscal year. If it appears that 

targets may not be met, program managers are encouraged to initiate corrective actions to address program 

performance. At the end of the fiscal year, program managers report fiscal year-end results, along with 

analyses of their results and corrective action plans for those performance measures not meeting their 

targets. In addition, out-year targets are evaluated and revised at this time based on actual performance 

during the prior fiscal year, expected resources, and external conditions that may impact the delivery of 

results. These performance results are incorporated into the Department’s annual budget and financial 

reports. These results provide a tool for DHS leadership to review and manage strategies and achievement 

of missions as required by the GPRA Modernization Act of 2010 (P.L. 111-352). 

The Department’s performance and accountability reports provide information that enables the President, 

Congress and the public to assess the effectiveness of the Department's mission performance and 

stewardship of resources. In accordance with the Office of Management and Budget alternative approaches 

to performance and accountability reporting, the Department generates the following three reports: 

• DHS Annual Financial Report 

• DHS Annual Performance Report 

• DHS Summary of Performance and Financial Information 

All published reports will be available on the DHS’s public website at: 

http://www.dhs.gov/xabout/budget/editorial_0430.shtm. 
 

 

A-2
 

Integrated Investment Life Cycle Model 

The DHS Integrated Investment Life Cycle Model (IILCM) injects strategic leadership and associated 

oversight structures required to successfully execute the DHS Planning, Programming, Budgeting and 

Execution (PPBE) cycle. Figure A-1 illustrates the IILCM and PPBE relationship. 

Figure A-1: DHS Integrated Investment Life Cycle Model 
 

 

 

A-3
 

DHS Integrated Strategic Framework 

The homeland security missions and functions create an integrated strategic framework that links strategy to 

performance and resource planning, as follows: 

•	 The QHSR sets strategic goals and objectives for each mission area of the overall homeland security 

enterprise. 

•	 Strategies to be developed for each QHSR mission area describe the ways and means to accomplish 

each homeland security mission. 

•	 Frameworks developed for each function set cross-Departmental proficiency goals and 

interoperability standards, and identify ways to achieve cross-Departmental capabilities more 

efficiently. 

•	 Components execute DHS missions, guided by mission and functional strategies and frameworks. 

Figure A-2 illustrates the DHS integrated strategic framework. 

Figure A-2: DHS Integrated Strategic Framework 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

B-1
 

Appendix B: DHS Priority Goals
 

In the FY 2010 Budget, the Obama Administration defined Priority Goals, which represent areas in which 

the Administration has identified opportunities to significantly improve near-term performance. Priority 

Goals are only a subset of DHS’s vital efforts; yet they represent a set of ambitious, but realistic, short-term 

goals that reflect priorities within our mission areas over the next two years. 

Per the GPRA Modernization Act, 31 U.S.C. 1115(b)(10), requirement to address Agency and Federal Priority 

Goals in the agency Strategic Plan and Annual Performance Plan, please refer to Performance.gov for 

information on both the Agency Priority Goals, and the Federal Priority Goals and the agency’s 

contributions to those goals, where applicable. 

Results for the FY 2010 – FY 2011 Priority Goals will be reported in DHS’s FY 2011- FY 2013 Annual Performance 

Report which will be available on our public website at 

http://www.dhs.gov/xabout/budget/editorial_0430.shtm. 

DHS has identified the following three Agency Priority Goals for FY 2012 – FY 2013: 

Priority Goal 1: Strengthen aviation security counterterrorism capabilities by using intelligence driven 

information and risk-based decisions. By September 30, 2013, TSA will expand the use of risk-based 

security initiatives to double the number of passengers going through expedited screening at airports, 

thereby enhancing the passenger experience. 

Priority Goal 2: Improve the efficiency of the process to detain and remove criminal illegal immigrants 

from the United States. By September 30, 2013, reduce the average length of stay in immigration 

detention of all convicted criminal aliens prior to their removal from the country by 5%. 

Priority Goal 3: Ensure resilience to disasters by strengthening disaster preparedness and response 

capabilities. By September 30, 2013, every state will have a current, DHS-certified Threat, Hazard, 

Identification and Risk Assessment (THIRA). 

DHS will support our interagency partners in the implementation of federal cross-agency goals, as 

appropriate. 
 

 

 

 

 

 

 

C-1
 

Appendix C: The Homeland Security Strategic Context 

The U.S. Department of Homeland Security Strategic Plan for Fiscal Years (FY) 2012-2016 builds upon the strategic 

context set forth in the Quadrennial Homeland Security Review Report (2010). 

The interconnected nature of people, economies, and international 

infrastructure around the world can infuse seemingly isolated or remote 

events with global consequences. Events at home and abroad generate 

rapid effects, often in an interconnected fashion, driven by technological 

change and international communications. This accelerated flow of ideas, 

goods, and people around the world, while vital to supporting and

advancing America’s interests, also creates security challenges that are

increasingly borderless and unconventional. 

Globally, natural hazards have increased in scale and impact, and

emerging diseases move effortlessly across borders and expansively

through global movement systems. To a greater degree than at any point 

in history, individuals and small groups—from nongovernmental 

organizations to criminal networks and terrorist organizations—have the 

ability to engage the world with far-reaching effects, including those that 

are disruptive and destructive. 

“Just as today’s threats to our 

national security and strategic 

interests are evolving and 

interdependent, so too must our 

efforts to ensure the security of our 

homeland reflect these same 

characteristics. As we develop new 

capabilities and technologies, our adversaries will 

seek to evade them, as was shown by the 

attempted terrorist attack on Flight 253 on 

December 25, 2009. We must constantly work 

to stay ahead of our adversaries. ” 

Secretary Napolitano 

QHSR 2010

Homeland security, as an essential element of our Nation’s security, must be firmly embedded in and 

linked to broader national security concerns. Against this backdrop, we must pursue a homeland security 

agenda linked to America’s national security interests. 

Among the forces that threaten the United States and its interests are those that blend the lethality and hightech capabilities of modern weaponry with the power and opportunity of asymmetric tactics such as 

terrorism and cyber warfare. We are challenged not only by novel employment of conventional weaponry, 

but also by the hybrid nature of these threats. Countering such threats requires us to adapt traditional roles 

and responsibilities across the national security spectrum and craft solutions that leverage the capabilities 

that exists both inside and outside of government. The attempted terrorist attack on Flight 253 on 

December 25, 2009 and the 2010 plot to detonate explosives in cargo on planes, powerfully illustrate that 

terrorists will go to great lengths to try to defeat the security measures that have been put in place since 

9/11. 
 

 

 

 

 

 

 

D-1
 

Appendix D: QHSR Stakeholder Engagement
 

The U.S. Department of Homeland Security Strategic Plan for Fiscal Years (FY) 2012-2016 builds upon the stakeholder 

engagement and outreach process conducted for the Quadrennial Homeland Security Review (QHSR). 

Review Approach: Engagement through Transparency and Collaboration 

Section 2401 of the Implementing Recommendations of the 9/11 Commission Act of 2007 amended Title VII of the 

Homeland Security Act of 2002 to require the Secretary of Homeland Security to conduct a Quadrennial 

Homeland Security Review (QHSR) every four years beginning in 2009. In doing so, the Department of 

Homeland Security (DHS) was directed to consult with (a) the heads of other federal agencies, including 

the Attorney General, the Secretary of State, the Secretary of Defense, the Secretary of Health and Human 

Services, the Secretary of the Treasury, the Secretary of Agriculture, and the Director of National 

Intelligence; (b) key officials throughout the Department; and (c) other relevant governmental and 

nongovernmental entities, including state, local, tribal and territorial government officials, members of 

Congress, private-sector representatives, academics, and other policy experts. Substantive and consistent 

engagement of stakeholders across the homeland security enterprise was an integral part of conducting the 

QHSR, and DHS obtained substantive engagement of stakeholders from across the enterprise. 

Figure D-1. Constituency Participation in the QHSR 

 

American public

DHS 

Stakeholders 

Interagency 

231 Study Group participants from 42 DHS 

Components/Offices 

37 IPC/sub-IPC meetings involving 294 participants 

from 26 Federal departments and agencies 

Solicited 118 stakeholder associations and received 

43 white papers. Received more than 3,000 comments 

from participants across 3 National Dialogues on the 

QHSR. Convened Executive Committee of senior 

leadership from stakeholder associations to provide 

feedback directly to Secretary Napolitano on QHSR 

results. 

In preparing the QHSR, DHS engaged more than 100 stakeholder associations and more than 500 experts 

from government at all levels, as well as academia and the private sector. Our online National Dialogues 

had over 20,000 visits, with over 3,000 comments submitted. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

D-2
 

State, Local, Tribal, and Territorial Partners and Other Stakeholders 

Several mechanisms were established to ensure the broadest possible outreach to critical state, local, tribal 

and territorial partners as well as the general public. 

•	 Stakeholder Call for Comment: The Secretary of Homeland Security began the QHSR study 

period with a letter to 118 homeland security stakeholder organizations representing State, local, 

tribal, territorial, nongovernmental, private sector, and professional stakeholders having roles and 

responsibilities in homeland security activities, inviting these organizations to submit papers and 

other materials relating to the QHSR study areas. Over 40 position papers were received and 

disseminated to study groups, and these papers helped to frame and inform the deliberations of the 

study groups. This early engagement of homeland security stakeholders at the beginning of the review 

process was a critical element of the QHSR. 

•	 National Dialogue on the QHSR: Sustained engagement of the stakeholder community was 

another critical element of the QHSR. DHS held three online, collaborative national dialogue 

sessions to capture the direct input and perspectives of a wide array of participants in the homeland 

security enterprise. Each national dialogue presented study group materials that were posted for a 

period of 7 to 10 days for dialogue participants to rate and provide comment. The national 

dialogues were open to anyone who wanted to provide input on QHSR content, although the 

Department engaged in deliberate outreach to several hundred organizations with interests in 

homeland security. Over the course of three dialogues, more than 20,000 visits were logged, 

resulting in over 3,000 comments and over 8,000 ratings on study group material. National 

dialogue comments and content ratings were provided to the study groups who used the 

information to inform their iterative deliberations throughout the analytic period of the review. 

Revised study group material was posted on each subsequent dialogue, demonstrating how 

material evolved over the course of the review and showing participants how their comments 

informed study group work. 

•	 Executive Committee: Due to the challenges of convening representatives from all individual 

States, counties, cities, tribes, and territories to discuss QHSR findings, DHS invited the leadership 

of 10 key stakeholder associations that are broadly representative of State, local, tribal and 

territorial governments to form the QHSR Executive Committee. The Executive Committee 

consisted of the leaders of the following organizations: the National Governors Association, the 

Council of State Governments, the U.S. Conference of Mayors, the National League of Cities, the 

National Association of Counties, the National Council of State Legislatures, the National Congress 

of American Indians, the International City/County Management Association, the National 

Emergency Management Association, and the International Association of Emergency Managers. 

DHS held monthly teleconferences with the participating organizations throughout the analytic 

phase of the review to keep these organizations apprised of review progress. These organizations 

also participated in the collaborative events DHS held throughout the review, such as the 

Secretary’s call for comment at the beginning of the review and the three National Dialogue 

sessions. Finally, on November 19, 2009, the Secretary of Homeland Security met in person with 

leadership representatives of the Executive Committee organizations to share key findings and 

recommendations of the QHSR. This in-person meeting provided key stakeholder associations the 
 

 

 

 

 

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opportunity to comment on QHSR findings and recommendations in a similar manner to, and at a 

similar time as, federal department and agency leadership. 

Congressional Engagement 

Congressional engagement began during the preparatory phases of the QHSR and continued throughout 

the study period. DHS submitted an initial QHSR Resource Plan to Congress in early 2008, and the Deputy 

Assistant Secretary for Policy (Strategic Plans) testified before the House Homeland Security Committee, 

Subcommittee on Management, Investigations, and Oversight in July 2008. The DHS Office of Policy, 

together with the DHS Office of Program Analysis and Evaluation, also briefed staff from the House 

Homeland Security Committee, the Senate Homeland Security and Government Affairs Committee, and the 

House and Senate Appropriations Subcommittees on Homeland Security in 2008 regarding QHSR 

preparations. 

In 2009, the DHS Office of Policy, together with the DHS Office of Program Analysis and Evaluation, 

conducted 17 briefings to Congressional staff on QHSR status and process, including multiple briefings to 

staff from the House Homeland Security Committee, the Senate Homeland Security and Government Affairs 

Committee, and the House and Senate Appropriations Subcommittees on Homeland Security, as well as 

briefings to staff from the House Energy and Commerce Committee, the House Judiciary Committee, the 

House Transportation and Infrastructure Committee, the Senate Commerce Committee, and the Senate 

Judiciary Committee. 
DHS Component and Office Acronyms List
 

CBP U.S. Customs and Border 

Protection 

CISOMB Citizenship & 

Immigration Services 

Ombudsman 

CNE Office of Counter 

Narcotics Enforcement 

CRCL Office of Civil Rights and 

Civil Liberties 

DNDO Domestic Nuclear 

Detection Office 

FEMA Federal Emergency 

Management Agency 

FLETC Federal Law Enforcement 

Training Center 

I&A Office of Intelligence and 

Analysis 

ICE U.S. Immigration and 

Customs Enforcement 

OIG Office of Inspector 

General 

IGA Intergovernmental Affairs 

MGMT 

NPPD 

Management Directorate 

National Protection and Programs 

Directorate 

OGC Office of General Counsel 

OHA 

OLA 

OPA 

Office of Health Affairs 

Office of Legislative Affairs 

Office of Public Affairs 

OPS 

PLCY 

PRIV 

Operations Coordination and 

Planning 

Office of Policy 

DHS Privacy Office 

S&T Science and Technology 

Directorate 

TSA Transportation Security 

Administration 

USCG U.S. Coast Guard 

 

USCIS U.S. Citizenship and Immigration 

Services 

USSS U.S. Secret Service