Strategic Plan 2020

Defense Security Service

Our Agency, Our Mission, Our Responsibility
[2] DSS Strategic Plan 2020

Daniel E. Payne

Director

James J. Kren

Deputy Director

Troy L. Littles

Chief of Staff
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The 21st-century threat environment is enduring and persistent. I believe the United 

States is currently facing a counterintelligence threat that is unprecedented in our 

history. This increased threat is a result of advances in technology (primarily cyber and 

science), and the globalization of business and the American workforce. The nation is losing 

significant amounts of technology and information, most of which is unclassified. Further 

contributing to the challenge, the collection methods of our adversaries are constantly 

changing. To meet this new threat, DSS is changing the way it does business. In order to 

succeed against our adversaries, each of us, along with our industry partners, must embrace 

change in order to counter the evolving threat

Since becoming the DSS Director in March 2016, I have been highly encouraged by the 

people, performance, and progress of DSS. During my visits to the field, I have seen firsthand the quality and tremendous value of what you do every day. DSS has a robust fourdecade history — and this agency continues to evolve and adapt to new mission sets, as 

well as an increasingly complex and dynamic security environment. Striving toward 2020 

and beyond, I wholeheartedly support the mission, goals, and objectives of Strategic Plan 

2020 which is in line with our agency’s performance goals . I applaud the progress DSS has 

achieved since the inception of the plan. I also think it is important to continue to build on our 

foundational priorities of People First, Mission Always; and a true partnership with industry. 

Shortly after I took the helm of DSS, I issued additional priorities which I believe the Strategic 

Plan will help us to achieve. These priorities include: workforce development; developing and 

instituting a risk-based approach; operational capability of the DoD Insider Threat Management 

and Analysis Center; transformation of the defense security enterprise; and strengthening 

information technology and cybersecurity. You can read more about these priorities in my 

2016 Annual Guidance. 

The success of our mission is dependent upon the dedication of the DSS workforce, the 

commitment our government customers, and continuing a strong partnership with industry. 

It is imperative that we remain focused, aligned, and agile, while strengthening our methods 

of operation as we move forward. As a firm believer in integration, collaboration, and 

transparency, I am looking forward to the road ahead and have every confidence that we 

are moving in the right direction. 

Letter from the Director

Daniel E. Payne
[4] DSS Strategic Plan 2020
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Who We Are

Under the Department of Defense (DoD), the Defense Security Service (DSS) is an agency 

that has supported national security for over 40 years. Established in 1972, DSS was originally 

created to provide a more efficient and effective personnel security investigation process; 

however, the agency has seen its mission and responsibilities evolve over the years as it 

continues to play an integral role in ensuring national security. 

In 1980, the DSS mission expanded to include administration of the Defense Industrial 

Security Program (DISP), covering industrial contractor facility clearances, industrial 

personnel security, safeguarding of classified information, and physical security for all 

DoD contractors involved with classified material. As the agency continued to grow, new 

processes and programs were introduced, which included changes to personnel security 

investigations and the institution of periodic investigations on personnel with access to top 

secret information. 

In response to changing environmental demands, in 1993, the agency established a 

counterintelligence office and moved forward with providing threat data within the agency 

and to industry. Also in 1993, President Bush signed Executive Order 12829, the National 

Industrial Security Program (NISP). Working between government and industry, the NISP 

was established to safeguard classified information held by contractors, licensees, and 

grantees of the United States Government.1 

DSS is charged with administering the NISP for DoD and other government agencies. The 

NISP was followed by creation of the NISP Operating Manual (NISPOM) in 1995, which 

established standard procedures, requirements, and safeguards related to protecting 

classified information.2 

Over the past few decades DSS has continued to adapt and adjust to the complexities that 

emerge in the security environment, shifting its mission and structure to accommodate 

Introduction & Overview

1

 Executive Order 12829, “National Industrial Security Program,” January 1993.

2 DoD 5220.22-M, “National Industrial Security Program Operating Manual,” February 2006, 

Incorporating Change 1, 28 March 2013.
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and fully support its customer base. In 2005 the responsibility for personnel security 

investigations was transferred to the Office of Personnel Management (OPM). The agency 

continues to provide a wide range of security products and services, including security 

assessments, risk mitigation, and research studies, along with security training, education, 

and professional development to the DoD, government, and industry.

Today, pursuant to DoD Directive 5105.42,3 DSS receives authority and direction from the 

Under Secretary of Defense for Intelligence and is headquartered in Quantico, Virginia. With 

four regional offices and 45 field offices across the Nation, DSS provides the military services, 

defense agencies, 27 federal agencies, and approximately 13,500 cleared contractor 

facilities with security support services and education. 

In accomplishing its mission, DSS is comprised of four mission directorates supported by 

various enabling elements. The directorates include Industrial Security Field Operations (IO), 

Industrial Security Integration and Application (IP), Counterintelligence (CI), and the Center for 

Development of Security Excellence (CDSE). With the agency’s unique set of capabilities, 

DSS will continue to serve the Nation and support national security into the future. 

3

 DoD Directive 5105.42, “Defense Security Service (DSS),” August 3, 2010, Incorporating Change 1, 

March 31, 2011.
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Strategic Planning Methodology

The DSS Strategic Plan 2020 does not exist in isolation from the broader national and DoD 

community. It is influenced by and aligned with many of the themes found in key documents 

such as: 

• National Security Strategy, May 2010

• National Intelligence Strategy, September 2014

• Quadrennial Defense Review, March 2014

• Defense Security Enterprise Strategic Plan, 2013

Following the format in the Office of Management and Budget (OMB) Circular A-11,4

 the DSS 

Strategic Plan 2020 is a dynamic document that defines the agency mission and provides 

a road map of five strategic goals to successfully accomplish that mission in the future. 

In the context of current and strategic trends, the DSS Strategic Plan 2020 provides 21 

nested and integrated strategic objectives that enable the agency to accomplish each of 

the strategic goals. 

To ensure that the Plan is dynamic and responsive to future change but also actively 

implemented and monitored, specific performance goals for each strategic objective, 

along with their associated metrics and measures, have been coordinated and approved 

by DSS leadership. While performance goals are not included as part of this publication, 

they form the backbone of the DSS Annual Implementation Plan. Their execution is assigned 

to appropriate offices within the agency and their performance is tracked and reported by 

the DSS Strategic Management Office. 

The strategic plan guides development of the DSS Annual Implementation Plan and the 

annual Director’s Strategic Planning Guidance (SPG). The SPG provides guidance and sets 

agency priority goals for the coming year while the Implementation Plan, which includes the 

SPG, establishes how DSS will work toward accomplishing the strategic goals, objectives, 

and performance goals of the DSS Strategic Plan. 

4

 OMB Circular No. A-11, “Preparation, Submission, and Execution of the Budget,” 2014.
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Our Stakeholders

The agency’s stakeholders are integral to DSS’ success. This includes the DSS workforce, 

cleared industry, government agencies, the intelligence and security communities, and 

the Nation. 

STAKEHOLDER IMPACT

DSS Workforce The agency’s most critical asset is its people. DSS will continue 

to invest in growing and developing its workforce in an inclusive 

and professional working environment.

Cleared Industry DSS provides oversight and assistance to cleared contractor 

facilities, ensuring the protection of U.S. and foreign classified 

and sensitive information and technology.

Government Agencies DSS administers the NISP on behalf of the DoD and 27 other 

federal agencies.

Intelligence & Security 

Communities

Through collaboration and partnership with the larger intelligence 

and security organizations, DSS seeks to enhance national security.

The Nation As a critical link between industry and the government, DSS 

contributes to national security for the common good of the Nation.
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Mission

The Defense Security Service (DSS) strengthens national security at home and abroad 

through our security oversight and education operations. DSS oversees the protection 

of U.S. and foreign classified information and technologies in the hands of cleared 

industry under the National Industrial Security Program by providing professional risk 

management services. As Functional Manager for the Department of Defense (DoD), 

DSS provides security education, training, certification, and professional development 

for the DoD and for other U.S. Government personnel, contractor employees and 

representatives of foreign governments. 

DSS is a small agency with a unique mission and tremendous responsibility. We provide 

security training and certification for both industry and government agencies and provide 

security oversight to cleared industry. 

Although serving distinct functions, the dual missions also complement one another. DSS 

teaches, advises, and educates security professionals, and they in turn apply what they 

learn and keep our Nation’s and partner nation’s secrets safe. Simultaneously, others in 

DSS provide oversight to ensure that our information remains secure both here and abroad.

Vision

Through partnership and innovation, safeguard our Nation’s interests as the premier 

provider of industrial security risk management and security professional development 

services.

DSS does not stand alone in its efforts to support national security, we have numerous 

partners in both government and industry. Through our partnerships we form a strong bond 

of mutual respect and dedication to safeguarding our Nation’s interests. 

With our partners’ assistance, cooperation, and collaboration, we provide industrial security 

risk management and are constantly researching and innovating to ensure that the security 

training and certification we provide is the best available in both content and delivery. While 

fulfilling our mission, we seek to be the premier provider of our services. 

Mission, Vision & Values
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Values

Dependability

We are reliable, providing consistent, timely, and exceptional behavior and results on a 

daily basis. Our stakeholders and industry partners count on us and we seek to deliver on 

our obligations and be available when needed in order to demonstrate our commitment 

and establish trusting relationships. 

Respect

We embrace an environment where every person is valued and treated fairly, and where 

diversity is viewed as a strength. We strive to create and maintain a reputation for mutual 

respect that inspires trust, confidence, and honest communication. 

Integrity

We are honest and ethical, take pride in what we do, and strive to maintain an environment 

of mutual trust through moral conduct. There is no situation or circumstance that allows us 

to compromise our high standards.

Agility

We are willing and able to quickly recognize and adapt to change. We proactively seek 

improvement and have an insatiable appetite to continually learn and grow. We are 

empowered to respond to problems, challenges, and opportunities — both anticipated 

and unforeseen. 

Collaboration

We rely on each other to work effectively, leverage diverse expertise, and cooperatively 

produce the best outcomes. We value our partnerships and mutual respect and trust. 

Teamwork is critical to who we are and what we do. 

Accountability

We accept responsibility for our work and the consequences of our choices. We are 

competent in our actions and strive to use our expertise to make effective and efficient 

decisions. Personal performance is measured against achievement of the agency’s strategic 

goals and ultimately impacts our success. 
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The world is rapidly changing with new technologies, emerging threats, and increased complexity 

and uncertainty. Within this world, many elements are at work shaping the future environment 

in which DSS will operate. From a constrained fiscal environment to the evolving nature of 

threats, from technological advancements to global realignment and data centralization, 

several factors will impact DSS and its mission. Identifying and understanding trends today 

will help DSS prepare for the future and support national security for many years to come.

The World: What Does It Look Like?

Rapid Change. The world will continue to change at a rapid pace, requiring government and 

industry alike to make swift adjustments in response. Today’s global, technology-oriented 

environment compels organizations to be open to new ideas, to swiftly adapt to shifting 

situations, to handle unexpected demands, and to be willing and able to change strategy 

in order to remain relevant. 

Globalization. The world has become more globally interdependent and as relationships and 

influences integrate further, National defense and industry must be able to sort through the 

complexity of international supply chains. Cleared contractors today are globally-oriented 

and work with a range of entities to include foreign contacts, businesses, and governments. 

Finding and maintaining transparency within this interconnected environment will prove to 

be a continuing challenge. 

New Alliances. United States relationships with traditional allies are changing and may 

have unforeseen impacts on National security and economic interests. New and changing 

relations around the globe may present both challenges and strategic opportunities. Shifting 

alliances may expose unforeseen partnerships that involve potential adversaries or present 

other security concerns.

Government Security Agencies: What Are They Facing?

Fiscal Uncertainty. Underlying the entire threat environment are persistent budget 

constraints and unforeseen work interruptions that affect both government and industrial 

security stakeholders. Agencies are increasingly expected to do more with less. Under such 

Strategic Environment 
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constraints, establishing efficiencies and adapting to the constrained environment without 

jeopardizing agency goals is a challenge faced by many organizations. 

Complexity. An environment driven by globalization and the increased speed, quantity, 

and reach of human interaction will continue to increase complexity as technology diffuses 

power to more and more divergent groups. Balancing that complexity and safeguarding 

against attacks to infrastructure while exploring opportunities to share information securely 

will prove to be a major challenge. 

Data Collection and Centralization. Intelligence, information, and data has become 

increasingly centralized and consolidated. Although centralized data systems can be 

faster to access and relatively easier to secure, they are inherently vulnerable as a single 

source. The magnitude of any security compromise or issue is increased in a centralized 

and consolidated environment. Furthermore, amidst efforts to combat threats and ensure 

national security, increasing amounts of personal data are being collected. There are 

growing societal concerns about personal data collection, the safeguarding of that data, 

and the adverse impact of a data breach. 

Cloud Migration. Moving critical systems into virtual shared infrastructures changes how 

information security and risk management are addressed. Security processes and solutions 

are still being developed for cloud-based infrastructures, posing a challenge to maintain 

a secure network of information while keeping up with emerging technology. Distributed 

denial of service attacks are expected to be on the rise as the move to virtual servers 
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increases, resulting in ultra-high bandwidth events. Compared with the computer-based, 

lower-bandwidth attacks, this new attack vector becomes even more critical for security 

experts to consider as more traffic is directed through the cloud. 

Technological Advancements. While technology can enable threats, it also offers 

opportunities for countering threats and sharing information when proper security procedures 

are followed. Security agencies will be challenged to determine the appropriate balance 

between using technology and maintaining a secure environment. 

Acquisition. The gap between the current acquisition process and the need for improved 

security procedures further increases the potential for damage to national security. The 

acquisition process is highly complex and encompasses elements such as design, testing, 

deployment, sustainment, and eventual disposal. Acquired products need to be secured 

early and throughout each stage of the acquisition process. With increased fiscal constraints 

and pressure to accelerate acquisition processes, managing security within that process 

becomes increasingly challenging. 

The Threat: Where Is It Coming From? 

Across the Globe. The threats that impact the DoD and the national industrial security 

base have evolved over the past several years. Worldwide, the likelihood of instability and 

disorder in an increasingly unpredictable and complex security environment is ever-present 

and growing. Hybrid threats are increasingly common and consist of an amalgamation 

of criminals, drug organizations, terrorists, and rogue states working together in ad hoc, 

informal, or formal alliances. Combined with the diversity of stakeholders involved, these 

interrelated elements further complicate the threat environment and will continue to do 

so into the foreseeable future. 

Insiders. One focus area inspired by events over the past several years is insider threat. 

Demand for sensitive information continues to increase and transmitting information has only 

become easier; consequently, threats from insiders, or trusted people within an organization, 

has grown. The grave damage and negative impact to national security and industry that 

can be caused by insiders is leading to new and enhanced precautionary measures. Many 

organizations have increased their use of internal monitoring and shifted towards heightened 

scrutiny of potential behavioral indicators; a dissatisfied employee provides a means for 
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enacting a detrimental or destructive insider security event. Acquisition and contractor 

screening processes will also become more stringent.

Cyber. Advancements in technology and increased availability of online and network 

capabilities have given rise to growing cyber espionage. Businesses, governments, and 

individuals are often targeted, compromising sensitive and critical information, data, systems, 

infrastructure, and other areas. Mobile security, supply chains, cloud data, and attack capability 

trends present issues that will continue to impact the operating environment. Coupled with 

increased cyber capabilities is the growing threat of intellectual property crime. With the 

proliferation of digital technologies, vastly improved storage device capacity, and Internet file 

sharing, years of work and millions of dollars of American research and development can 

be stolen. With comparatively minimal investment, adversaries can present a real threat to 

sensitive or classified U.S. intellectual property and cleared personnel. 

Conclusion

Worldwide, the likelihood of instability and disorder in an increasingly unpredictable and 

complex security environment is ever-present and growing. Consequently, the future 

strategic environment presents many challenges for DSS. However, identifying and 

understanding trends today will help DSS prepare for the future. By planning strategically 

and identifying forward-thinking goals and objectives, DSS can be ready and able to address 

environmental concerns and support national security for many years to come. 
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The DSS Strategic Plan 2020 consists of five strategic goals along with 21 supporting 

strategic objectives. During the life cycle of this plan, it will be continually reviewed and 

adjusted as needed based on the changing environment, new security law and policy, and 

other strategic planning developments that necessitate new direction and targets. 

These five goals have been identified as critical for positioning the agency for continued 

effectiveness and success in the future.

Strengthen capabilities to continually identify, evaluate, 

and mitigate risk to the DoD and the national industrial base 

DSS fills a unique niche in supporting the DoD responsibility for projecting U.S. power as 

one of the Nation’s ways of maintaining security. During the first 42 years of DSS’ existence, 

there were occasions that demanded exceptional agility and adaptability by the entire 

organization to transform itself, its mission performance, and even elements of the mission 

itself to continue filling that niche. 

Looking ahead, DSS expects to again face a time of remarkable transformation. Successful 

accomplishment of our mission requires constant awareness of and adjustment to the 

changing security environment. Future success also requires proactive input to and planning 

for the emergence of new national and DoD security guidance. DSS will focus on ways 

it can best position itself to mitigate the risks faced by cleared industry and our security 

professionals to ensure the protection of our Nation’s valuable technology, information, 

and warfighting capabilities.

Objective 1.1: Assess, analyze, and continuously enhance DSS’ approaches 

to risk management

A mindset that resists change and innovation because “we’ve always done business this 

way” will ultimately prove fatal to that organization’s future success and possibly even to 

its existence. Over the next 5 years at DSS we will take a careful and deliberate look at how 

we approach effective risk management by evaluating and refining our organization and 

Goals & Objectives

Goal 1:
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structure, our methodologies, and our ability to conduct in-depth analytics to ensure that we 

are providing optimal oversight, partnership, and educational services to our stakeholders. 

Objective 1.2: Proactively analyze and plan for impacts of emerging law, 

policy, plans, and processes on DSS mission execution

Our agency functions as one component of the security community responsible for ensuring 

our Nation is protected and secure. To fulfill our mission, DSS is required to be responsive to 

change from a wide variety of sources, such as new law and policy being developed in the 

security arena by Congress and DoD or the impacts stemming from security breaches and 

events. National and DoD guidance has the potential to significantly impact and even shift 

what DSS does and the manner in which we do it; consequently, DSS will work proactively 

to analyze and inform developing guidance so that the agency is ready to respond in an 

effective and efficient manner once it is issued.

Objective 1.3: Support national and DoD initiatives to improve security 

programs, processes, and practices

Part of proactively mitigating risk is to support and influence the development of initiatives 

that will contribute to a more effective national security posture. DSS will actively pursue 

opportunities to provide subject matter expertise for the development of national and DoD 

initiatives that seek to provide better security risk management and mitigation programs 

that enable our industry and government partners to enhance security of our Nation’s most 

valuable assets. This will fulfill the mission given in our charter; namely that DSS will support 

DoD efforts to improve security programs and processes.

Objective 1.4: Conduct contingency planning for potential new operations

Change has been a part of DSS’ world since its inception in 1972. Today, however, change 

is taking place at a faster pace and in greater leaps than ever before. Over the next five 

years, in addition to responding to developments at the DoD and national levels, DSS will 

continue to develop our internal ability to anticipate possible future scenarios that could 

dramatically change either our mission or its execution. The proactive planning efforts that 
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Goal 2:

result will reduce response time and enhance the agency’s ability to rapidly recognize and 

adapt to those changes should they become reality.

Enable government and industry stakeholders to proactively 

manage risk

As a security oversight and educational agency, at DSS we directly mitigate risk by refining our 

internal approaches and by proactively adjusting to a changing environment. Along with other 

security stakeholders — our cleared industry and government partners — we form the front line 

of defense that prevents adversaries from damaging our national security through espionage, 

theft, and insider threats. DSS mitigates risk by helping those stakeholders strengthen their 

defenses. We will do this by providing our partners with top quality and readily accessible 

education and training, in-depth and timely analysis, and comprehensive insights and best 

practices that help our partners improve their own risk management and mitigation processes.

Objective 2.1: Facilitate the availability of security education, training, and 

certification products and services

The constant state of change in how mission objectives are achieved in the 21st century 

global environment requires continual evolution and refinement of security practices and 
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procedures. DSS, through its functional community manager role for security education, 

training, and certification, is able to proactively address force readiness for security roles 

and responsibilities. We will do this by equipping DoD and industry personnel with timely 

and relevant security products and services available on demand.

Objective 2.2: Develop relevant and innovative content and services to 

support security awareness and information reporting

Resource constraints and the need for enhanced efficiencies within the security enterprise 

pose challenges to addressing ever changing security risks. Through strategic product and 

service design, DSS is equipped to expand delivery beyond traditional means. We will do 

this by developing new, or redesigning existing, security education and training products 

and services to enhance security awareness.

Objective 2.3: Provide timely, relevant, and accurate analysis to DSS, industry, 

and government decision makers

With the advent of globalization and big data accessibility, the aphorism “Knowledge is Power” 

applies perhaps more today than to any other time in history. Possessing a unique relationship 

with DoD, dozens of federal agencies, and more than 10,000 cleared contractors, DSS has the 

powerful ability to access and analyze broad streams of data that help provide an advantage 

when it comes to protecting our Nation’s secrets. Between now and 2020, we will increase our 

support to national security by developing and providing our partners with significant trends, 

in-depth conclusions, and anticipatory practical responses based on analysis.

Objective 2.4: Foster a proactive, risk-focused culture among our stakeholders 

and partners

While technology is vital for a strong security program, the importance of process and 

procedure should not be underestimated. This is true even in today’s cyber-predominant 

environment. The dangers of data exfiltration by physical or cyber theft are increased by 

the complex relationships connected to cleared industry today — insider threats, foreign 

interrelationships, and multiple sub-contractors, to name a few. DSS interactions with
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cleared industry and government stakeholders provide the opportunity to share insights 

and recommendations on ways to reduce the risk of security breaches and to more rapidly 

respond should attacks occur. 

As we proactively share with our stakeholders the scope of harm done by the loss of 

sensitive and classified information to our adversaries, we can positively influence their 

processes and procedures to minimize and mitigate the risks that could significantly impact 

our national security.

Objective 2.5: Expand delivery of security education, training, and certification 

products and services beyond the DoD

As the security environment within the U.S. Government grows in complexity, there is 

currently no shared approach for addressing the critical knowledge and competencies 

necessary to assure protection of national security. Across the U. S. Government enterprise, 

security education and training is disjointed, inconsistent, inefficient, and uneconomical. 

DSS has a successful model for the development of a security professionalization program 

that can be expanded across the federal government. We will do this through partnership 

and development of common security skill standards and delivery of education, training, 

and certification designed to address federal security competencies.
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Goal 3: Strengthen national security partnerships

As stated in the 2014 National Intelligence Strategy, partnerships “are fundamental to our 

national security.” Cooperation and collaboration are key requirements for ensuring our 

Nation’s security. With the increasing need for sharing information and the need to interact 

and work jointly with multiple security organizations, DSS seeks to formalize and expand the 

agency work already begun to establish, develop, and prioritize key relationships within the 

intelligence and security communities . 

Encompassed by focused and intentional interaction, the contribution of DSS expertise to 

new security initiatives and increased information sharing within the security community, 

DSS will continue to build strong partnerships.

Objective 3.1: Execute a comprehensive strategic outreach program

The first step in increasing partnerships is to create a formal program that will frame DSS 

outreach efforts. DSS will build a partnership program by formally identifying, prioritizing, and 

engaging key stakeholders; establishing appropriate levels of interaction and involvement; 

and by consistently evaluating both the risks and the benefits of our outreach efforts. 

We will also continue to partner with cleared industry and government stakeholders to 

develop proactive rather than reactive security solutions and to build strong, comprehensive 

relationships that encourage transparency and the sharing of information.

Objective 3.2: Grow existing and establish new partnerships

Within our outreach framework, DSS will intentionally reach out to other security agencies 

and organizations to build and strengthen valuable partnerships that will advance common 

goals and provide mutual support in the fulfillment of our individual roles and responsibilities 

for protecting the Nation. These efforts will result in greater familiarity with our partners’ 

roles and missions, increased liaison and collaboration, and a broader understanding within 

the DSS workforce of potential gaps and similarities among the organizations that comprise 

the national security community. As a result, formal and informal ties will be developed and 

national security will be enhanced.
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Objective 3.3: Support DoD and the U.S. Government in proactively shaping 

emerging security law and policy

Looking from our unique vantage point between government and industry, DSS has the 

ability to see firsthand the real impacts that law and policy coming from government and the 

DoD have on cleared industry. We also are able to rapidly identify areas where policy gaps 

create unnecessary security risks or uncertainty in industry practice. Where appropriate, 

as potential laws or policies are discussed and developed, DSS will provide wholehearted 

support and execution of our charter by lending our broad experience and expertise on 

industrial security to those responsible for the development of both law and policy.

Objective 3.4: Establish and better leverage existing collaboration networks 

and processes to manage/share information with stakeholders

Constructive partnerships can provide significant value to the agencies involved by facilitating 

the sharing of data through means such as the exchange of operational information, 

capabilities, requirements, best practices, lessons learned, and emerging trends, threats, 

and opportunities. However, for a variety of reasons, information that would provide a clearer 

situational picture and allow for better action and response by the security community 

is not always shared in a timely manner. As part of strengthening our national security 

partnerships, we will strive to support development of networks and processes that improve 

communication and the sharing of information and that enhance the common operating 

picture for DSS and our partners.

Empower a mission-driven workforce responsive to the 

changing environment

The most valuable resource available to our organization is our people; this is reflected in 

our motto: “people first, mission always.” For DSS to succeed we need a workforce that is 

flexible, reliable, innovative, and dependable. By ensuring that our workforce is provided 

the opportunity to excel through training, mentorship, and increased responsibility, we 

can be assured that through their technical competence we are able to tackle our difficult 

mission in an ever-changing environment. By empowering our workforce, we enhance the 

Goal 4:
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agency’s ability to address issues we and the cleared industry face on a daily basis. We 

must systematically provide the resources, programs, and tools that allow DSS to thrive. 

Our workforce must be analytic and critical thinkers in an era of diminishing resources. We 

strive to provide opportunities for further skill development in order to improve upon our 

weaknesses and continuously improve our workforce.

Objective 4.1: Strengthen and sustain a diverse, technically competent, and 

professional workforce

Diversity is strength and we must maintain diversity infused with technically competent 

professionals. We have expertise, competence, and dedication to the DSS mission and 

we must utilize the differences in our backgrounds, cultures, and ideas and continue to 

build on our strengths and improve upon our weaknesses. By establishing a culture of 

continuous improvement, we can build a diverse and multi-skilled workforce embedded 

with appropriate redundancies, ensuring that DSS is always ready to accomplish its mission.

Objective 4.2: Grow leaders to meet the challenges of an evolving security 

environment

At DSS, all employees are leaders that inspire and motivate others. DSS employees lead 

by setting positive examples through their daily actions. However, to move the agency 
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forward and accomplish its mission, DSS must hone and shape its leaders by providing 

structured leadership development and associated resources and learning opportunities. 

By establishing a strong foundation and providing an environment where our current and 

future leaders can offer purpose, direction, and motivation, DSS can confidently lead cleared 

industry and our agency partners into the future.

Objective 4.3: Enhance recruitment, development, and retention strategies 

that foster a culture of collaboration and teamwork

The DSS workforce is the agency’s most important asset. It is important to build a workforce 

that honors the agency values, embraces the mission, and strives for excellence. To do this 

we must find the best possible recruits that will not just fit into the DSS family but will make 

it better. We will ensure that our hiring practices are not only right but also efficient and will 

make the process easier for all involved. 

We must retain our talented workforce by providing opportunities for diverse experiences 

and recognition and appreciation for accomplishments. Through these efforts we can 

help build and nurture a positive work culture supported by an experienced and motivated 

workforce that continually collaborates and has the flexibility to get the job done.

Provide enterprise solutions to improve operations and 

performance management

In today’s uncertain world, organizations are continually encouraged to do more with fewer 

resources. This challenge is driven by the need for strategy and efficiency. With a sound 

strategy, organizations can move forward with a common and actionable purpose. Striving 

for optimal efficiency, organizations must lay the groundwork for strategic management of 

all their existing resources. 

Ensuring integration and consistency through all DSS policies and processes across the 

organization and providing employees with the proper tools to complete their jobs supports 

the growth of efficiency and compliance with standards. By providing an organized, strategic, 

and supportive base, DSS can successfully work towards accomplishing its mission.

Goal 5:
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Objective 5.1: Establish and implement a sustainable strategic management 

framework

It is not enough for an agency to successfully achieve their mission with simply a strategic 

plan. It is essential to synchronize all strategic functions and effectively integrate these 

activities. The DSS Strategic Management Framework supports the effective and efficient 

implementation of the agency’s mission while providing transparency throughout the 

entire organization. 

Consisting of three overarching components — the DSS Strategic Plan, strategic functions, 

and performance evaluation and reporting — the framework will enable DSS to establish 

strategy; make informed decisions; and allocate and prioritize resources and strategic and 

operational activities.

Objective 5.2: Establish requirements and framework for defining and 

managing knowledge 

Having served the Nation for decades, DSS has amassed a diverse base of knowledge 

supported by the expertise of the past and current workforce, as well as by lessons learned 

and internal reports, studies, and a number of other resources. The challenge comes in 

ensuring that this valuable information is readily available for analysis and decision-making 

and accessible to those who need it. Establishing a cohesive knowledge management 
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Defense Security Service

framework will help enable DSS to successfully utilize and apply the extensive resources 

that have grown within the agency.

Objective 5.3: Define, develop, and deliver tools and capabilities to enhance 

agency operations

The strategic environment, with its persistent threats, challenges, and budget restrictions, 

along with the complexity of the DSS mission, requires that the agency regularly modernize 

its business solutions and processes in order to maximize efficiency and reduce waste. 

Ensuring that the best tools are in place supports DSS in performing its essential functions, 

supporting stakeholders, and supporting national security.

Objective 5.4: Improve and document policies and processes that govern 

internal operations to optimize mission execution, ensure consistency, and 

clarify intent across the enterprise

While a policy documents protocol and serves as a guide for actions and decisions, 

processes provide instructions for completing certain actions. To align with the DSS Strategic 

Management Framework, DSS should have formal and documented policies and processes 

that provide a common operating base and help guide employees in their actions and in 

completing their duties in support of the organization. This guidance provides accountability 

and ensures consistency and integration among all key activities within the agency. Periodic 

reviews will verify that policies and processes are operating effectively in the ever-changing 

environment. Additionally, new policies and processes should be reviewed and documented 

as the need for additional guidance is identified.

Objective 5.5: Evaluate operational and support requirements, services, and 

products to identify efficiencies and cost savings

In today’s resource constrained environment, organizations are urged to do more with less. In 

addressing this challenge, we will look for ways to centralize information and data, prioritize 

efforts, streamline processes, and reduce redundancies. In becoming more efficient, DSS 

will be prepared to consistently complete its mission while handling resource challenges 

and opportunities that emerge in the future.
[30] DSS Strategic Plan 2020

DSS Strategic Plan 2020

 Strategy Map

Strengthen capabilities to 

continually identify, evaluate, 

and mitigate risk to the DoD and 

national industrial security base

Enable government and 

industry stakeholders to 

proactively manage risk

Strengthen national 

security partnerships

GOAL 1 GOAL 2 GOAL 3

Assess, analyze, and 

continuously enhance 

DSS’ approaches to risk 

management

Proactively analyze and 

plan for impacts of 

emerging law, policy, 

plans, and processes on 

DSS mission execution

Support National and 

Department of Defense 

initiatives to improve 

security programs, 

processes and practices

Conduct contingency 

planning for potential 

new operations

Facilitate the availability 

of security education, 

training and certification 

products and services

Develop relevant and 

innovative content and 

services to support 

security awareness and 

information reporting

Provide timely, relevant, and 

accurate analysis to DSS, 

Industry, and Government 

decision makers

Foster a proactive, riskfocused culture among our 

stakeholders and partners

Expand delivery of security 

education, training and 

certification products and 

services beyond the DoD

Execute a comprehensive 

strategic outreach program

Grow existing and establish 

new partnerships

Support DoD and the U.S. 

Government in proactively 

shaping emerging security 

law and policy

Establish and better 

leverage existing 

collaboration networks 

and processes to 

manage/share information 

with stakeholders

1.1

1.2

1.3

1.4

2.1

2.2

2.3

2.5

2.4

3.1

3.2

3.3

3.4
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Vision

Through partnership and innovation, safeguard our Nation’s interests as the premier provider of 

industrial security risk management and security professional development services.

Mission

The Defense Security Service (DSS) strengthens national security at home and abroad through 

our security oversight and education operations. DSS oversees the protection of U.S. and foreign 

classified information and technologies in the hands of cleared industry under the National Industrial 

Security Program by providing professional risk management services. As Functional Manager 

for the Department of Defense (DoD), DSS provides security education, training, certification, 

and professional development for the DoD and for other U.S. Government personnel, contractor 

employees and representatives of foreign governments.

GOAL 4 GOAL 5

Empower a mission-driven 

workforce responsive to the 

changing environment

Provide enterprise solutions 

to improve operations and 

performance management

Strengthen and sustain 

a diverse, technically 

competent, and 

professional workforce

Grow leaders to meet the 

challenges of an evolving 

security environment

Enhance recruitment, 

development and retention 

strategies that foster a 

culture of collaboration 

and teamwork

Establish and implement 

a sustainable strategic 

management framework

Establish requirements 

and framework for 

defining and managing 

knowledge — [collection, 

storage, analysis and 

sharing of information]

Define, develop and deliver 

tools and capabilities to 

enhance agency operations

Improve and document 

policies and processes 

that govern internal 

operations to optimize 

mission execution, 

ensure consistency,

and clarify intent 

across the enterprise

Evaluate operational and 

support requirements, 

services, and products to 

identify efficiencies and 

cost savings

4.1

4.2

4.3

5.1

5.3

5.2

5.4

5.5
[32] DSS Strategic Plan 2020
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Defense Security Service

Strategic Plan Development 

Every four years, or as directed by DSS leadership, DSS will develop a new strategic plan. 

This deliberative process will include an in-depth review of the organization’s mission, vision, 

and values, as well as a study of organizational goals, objectives, and performance goals 

looking from the present out to the next five to seven years. 

Strategic Plan Revision

The DSS Strategic Plan will be reviewed annually. The annual review will evaluate the current 

strategic objectives and performance goals and will solicit input from DSS directorates, 

senior leaders, DoD guidance, law and/or policy changes, and changes to the current or 

future strategic operating environment. 

Strategic Plan Management 
[34] DSS Strategic Plan 2020
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Director’s Strategic Planning Guidance

The DSS Director’s Strategic Planning Guidance (SPG) is published on an annual basis. 

This document establishes selected strategic plan goals as agency priority goals for the 

coming year. The SPG is synchronized and in agreement with the annual DSS Program 

Objective Memorandum (POM) submission, and is included as part of the DSS Annual 

Implementation Plan.

DSS Annual Implementation Plan

The DSS Annual Implementation Plan includes the annual SPG and establishes how DSS 

will work toward accomplishing the goals, objectives, and performance goals of the DSS 

Strategic Plan. While performance goals may be revised over the life of the Strategic 

Plan, at the time of the initial DSS Strategic Plan 2020 publication DSS has identified 115 

specific performance goals that, when accomplished, will fulfill the Plan’s strategic goals 

and objectives. 

The Implementation Plan will identify Offices of Primary and Coordinating Responsibility 

(OPR/OCR) for each performance goal, OPR/OCR roles and responsibilities, and methods 

for reporting and oversight. The Annual DSS Implementation Plan establishes the mechanism 

for tracking the successful completion of the DSS Strategic Plan by providing visibility to 

the governance councils on the qualitative and quantitative metrics and measures that 

demonstrate progress, especially for the agency priority goals identified in the SPG. 

Upon its release, DSS directorates will incorporate the Implementation Plan into individual 

employee plans for the coming fiscal year. DSS Annual Implementation Plan progress will 

be reviewed on a regular basis during the established DSS governance cycle. 

Implementation Plan
[36] DSS Strategic Plan 2020
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Defense Security Service

As stated in the foreword to the 2014 National Intelligence Strategy, the threats we face 

today are the most diverse our nation has experienced in the last 50 years. Our response, 

embodied in this holistic and dynamic plan, helps to ensure that those threats do not 

damage the security of our nation. 

This plan energizes the entire DSS strategic management framework and provides the 

momentum for successful mission accomplishment into the future. Agency decisions, 

priorities, and resources will be evaluated by how they support the goals and objectives 

of this plan. 

As our leaders and managers work toward the completion of those goals and objectives in 

their functional areas, and as every member of our workforce does their part for successful 

implementation, together we will continue to effectively fulfill our unique and vital role in 

safeguarding our nation’s interests. 

Conclusion
[38] DSS Strategic Plan 2020
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Defense Security Service

CDSE 

CI

DISP 

DoD

DoDD 

DSS

EO

IO

IP

KM 

NISP

NISPOM

OCR

OMB

OPM

OPR

POM

SPG

USDI

Center for Development of Security Excellence

Counterintelligence

Defense Industrial Security Program

Department of Defense

Department of Defense Directive

Defense Security Service

Executive Order

Industrial Security Field Operations

Industrial Security Integration and Application

Knowledge Management

National Industrial Security Program

National Industrial Security Program Operating Manual

Office of Coordinating Responsibility

Office of Management and Budget

Office of Personnel Management

Office of Primary Responsibility

Program Objective Memorandum

Strategic Planning Guidance

Under Secretary of Defense for Intelligence

Acronyms
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Defense Security Service