DEFENSE SECURITY SERVICE

STRATEGIC PLAN

National Security Is Our Mission 

March 7, 2007 

Revised 

Alexandria, Virginia 

TABLE OF CONTENTS 

TOPIC PAGES 

INTRODUCTION...................................................................................................................... 1 

MESSAGE FROM THE DIRECTOR ........................................................................................... 3 

VISION STATEMENT .............................................................................................................. 4 

MISSION STATEMENT............................................................................................................ 5 

VALUES................................................................................................................................. 6 

STRATEGIC GOALS................................................................................................................ 9 

Strategic Goal: 1. Think and Act Strategically............................................................... 10 

Strategic Goal 2: Earn and Maintain Stakeholder Support............................................ 12 

Strategic Goal 3: Achieve Operational Excellence ....................................................... 15 

Strategic Goal 4: Consistently Satisfy Customer Needs................................................ 18 

STRATEGY TREE.................................................................................................................. 23 

i 

Defense Security Service Strategic Plan 

INTRODUCTION

The Defense Security Service (DSS) is charged with supporting national security objectives by

helping ensure security of classified information. 

We have an additional responsibility to be good stewards of the agency and of the resources 

entrusted to us by the American people. To that end we must strive for efficient and effective use of 

all of our resources, especially our personnel. 

The DSS Strategic Plan also identifies core Values that define the DSS operating principles, are key

to mission accomplishment and provide the basis for defining the responsibilities and actions needed 

to accomplish the DSS mission. 

The Mission Essential Tasks of the Defense Security Service are: 

1. Ensure the protection of U.S. and foreign classified information in the possession of 

industry. In this regard, DSS administers and implements the defense portion of the 

National Industrial Security Program (NISP) pursuant to Executive Order 12829. The 

Agency provides oversight and assistance to cleared contractor facilities, accredits 

information systems and assists management and Facility Security Officers in ensuring 

the protection of classified national security information. DSS also facilitates the 

shipments of classified material between the United States and foreign countries and 

implements foreign ownership, control, and influence countermeasures. The DSS 

Counterintelligence (CI) Office provides support to DSS programs by increasing CI 

awareness throughout DSS and cleared industry and assisting customers in recognizing 

and reporting suspected foreign intelligence collection activities. 

2. Provide liaison and support to the Office of Personnel Management (OPM) in the 

conduct of personnel security investigations for DoD. 

3. Process requests for industrial personnel security investigations and provide eligibility

or clearance determinations for cleared industry personnel under the NISP. 

4. Provide Security Education and Training in core security disciplines related to the 

security of information to DoD security professionals and the general Defense 

Community. 

5. Provide Information Technology services that support industrial and personnel security 

missions of DoD and its partner agencies. 

This DSS Strategic Plan outlines our assignments and provides a high-level road map into the future. 

It provides all organizational elements of the Defense Security Service with the framework needed 

to understand their higher level responsibilities and execute their various roles in achieving the DSS 

Vision and Mission. 

 

This document describes four areas of focus as Strategic Goals and outlines a series of actions 

characterized as near-term and foundational. Near-term actions are those that can be accomplished 

1 
Defense Security Service Strategic Plan 

in a two-year timeframe and foundational actions may also occur in the two-year timeframe, but are 

ongoing and will require a longer time to accomplish.

2 
Defense Security Service Strategic Plan 

Defense Security Service 

Strategic Plan 

MESSAGE FROM THE DIRECTOR

 The Defense Security Service (DSS) has weathered a difficult period in its history and is 

now poised to move forward with a new vision and vigor. I thank you all for your role in helping us 

through this long and turbulent journey. 

 This DSS Strategic Plan is designed to provide our Agency with a road map to maintain our 

excellence in our core mission areas while simultaneously identifying opportunities for 

improvement. Since our Agency operates in a rapidly changing environment, the Strategic Plan set 

forth here will help us move in a consistent direction yet gives us the flexibility to respond and adapt 

to our customers’ diverse and evolving needs. 

This Strategic Plan is a living document. It will be reviewed annually by our leadership 

team to make certain that any necessary adjustments are made to ensure continued focus on 

providing excellent customer service. 

To achieve continued focus on excellent customer service, we need the participation of each 

and every member of our DSS team. All of us must actively pursue performance feedback from our 

customers, both internal and external. By cultivating an environment that encourages this open and 

honest feedback, we can judge our performance and hold ourselves accountable for successfully 

accomplishing our mission. 

I am committed to the successful implementation and execution of this Strategic Plan, 

including the establishment and use of quantitative and qualitative measures to evaluate our 

performance. I ask each member of the DSS team to share in this commitment as we develop action 

plans to meet the goals we’ve outlined. Only through total commitment by all of us at DSS can we 

succeed. 

I am proud of the work that has been done in developing this Strategic Plan, and firmly 

believe that by working together to implement this plan, we can build a better Agency. 

 KATHLEEN M. WATSON 

Director 
Defense Security Service Strategic Plan 

4 

VISION STATEMENT

DSS is the premier provider of personnel and industrial security services in the 

Department of Defense, improving the security of our nation and its warfighters. 
Defense Security Service Strategic Plan 

5 

MISSION STATEMENT

DSS supports national security and the warfighter, secures the nation’s technological 

base, and oversees the protection of US and foreign classified information in the hands 

of industry. 

We accomplish this mission by clearing industrial facilities, accrediting information 

systems, facilitating the personnel security clearance process, delivering security 

education and training, and providing information technology services that support the 

industrial and personnel security missions of DoD and its partner agencies. 
Defense Security Service Strategic Plan 

6 

VALUES

• We pride ourselves on providing cost effective, timely, and quality products and 

services to ensure the highest levels of security assurance for our customers. 

• Everyone on the DSS team supports the DSS Mission, Vision and Values and 

contributes to attaining the strategic goals and objectives of the Agency. 

• Values guide our way down the road to success and provide us with the basis to 

assess the appropriateness of our decisions and methods. We strive for perfection 

to embody these values while continuing to learn and grow. 

• These values represent the standards to which we hold ourselves mutually 

accountable. They are consistent with DoD Values and are the critical 

characteristics important to us in our work environment. 
Defense Security Service Strategic Plan 

7 

Values 

Dedication to Mission – Every DSS employee understands and is dedicated to the 

accomplishment of the agency’s Mission. Only by attaining our mission can we maximize our 

contribution to our nation’s security and our warfighters. To best accomplish this, we are 

attuned to and value the needs of our customers and stakeholders. 

Communication – Every DSS employee strives to provide clear, open, concise and timely 

communications with one another, our customers, stakeholders and partners. 

We listen and seek feedback. 

Teamwork – Every DSS employee understands that individual and organizational success are 

mutually dependant. Each of us actively seeks and considers input from team members, 

partners and stakeholders with relevant expertise to arrive at a coordinated whole that is 

greater than the sum of the individual parts. 

Leadership – Every DSS employee shares the responsibility for leadership: for inspiring, 

motivating, and enabling their peers, colleagues and subordinates to contribute toward the 

effectiveness and success of our organization. All must set the tone for the organization in their 

daily actions and words by exhibiting a commitment to the DSS Mission and Vision. 

Resourcefulness – Every DSS employee is flexible, adaptive and innovative in anticipating and 

overcoming obstacles, and in developing creative solutions in furtherance of our mission. 

Integrity – Every DSS employee is ethical, honest, and fair, and will do the right thing. We will 

each take responsibility for our actions and will be good stewards of taxpayer dollars. 

Respect – Every DSS employee is valued and is entitled to a safe and collegial work 

environment free from discrimination and harassment. All DSS employees will be provided 

challenges and the opportunity for professional growth to reach their full potential. 

We will treat each other with mutual respect, fairness and equity. 

Sense of Community – Every DSS employee understands the role of DSS in protecting national 

security and recognizes that our collective efforts contribute to the success of the agency. 

Employees take pride in the agency and its legacy, and work together to shape our future. 
Defense Security Service Strategic Plan 

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Defense Security Service Strategic Plan 

9 

STRATEGIC GOALS

To accomplish the DSS Mission, we must achieve specific results. We must satisfy our customers 

and ensure that we continually meet their performance expectations. Our operations must be run 

effectively and efficiently. We must have a plan and execute our plan. We must have the trust and 

confidence of our stakeholders. 

Summary of Key Strategies 

• To Think and Act Strategically, DSS 

must better understand and leverage the 

political and operational environment of 

the Department of Defense. We must 

know how the requirements, budgeting, 

manpower, training and other key 

processes work and our role in them. DSS 

must also build robust strategic plans, 

strong business cases and enhance our 

ability to define and defend our resource 

needs. Finally, we must execute our 

strategies to efficiently yield the desired 

results. 

• To Earn and Maintain Stakeholder 

Support, DSS must earn the trust and 

confidence of our stakeholders as well as 

our customers. This will require building 

strong partnerships with all stakeholders 

and with our customer base. DSS must 

effectively provide for, and manage, an 

integrated, secure and centralized security 

information system for DoD and its 

associate partners. 

• To Achieve Operational Excellence,

DSS must make the maximum use of its 

resources. This means we must identify, 

define, implement and manage the most 

efficient and effective processes possible 

to create and deliver our products and 

services. We must manage the workforce 

for optimum effectiveness and build an 

Agency record that instills pride in our 

organization as well as our mission. 

• To Consistently Satisfy our Customers, 

DSS must understand their requirements, 

create products and services that meet 

these requirements and deliver what we 

promise. Results in key mission areas are 

intended to positively affect the security of 

classified information. 
Defense Security Service Strategic Plan 

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STRATEGIC GOAL: 1. THINK AND ACT STRATEGICALLY

STRATEGIC GOAL: 1. THINK AND ACT STRATEGICALLY

Better understand and leverage the political and operational environment of the 

Department of Defense. Know how the requirements, budgeting, manpower, 

training and other key processes work and our role in them. Build robust strategic 

plans, strong business cases and enhance our ability to define and defend our 

resource needs. Execute our strategies effectively and efficiently to yield the desired 

results. 

Think and Act 

Strategically

Establish 

Strategic 

Engagement 

Program

Operate Robust 

Strategic 

Planning System

Execute 

Strategies

DSS must actively engage with stakeholders, customers and partners to ensure effective, efficient 

execution of our strategies and continually monitor and adjust to improve performance. Sound 

business practice mandates a strong strategic business planning process coupled with a program 

management process geared to making the strategies work. 

1. Establish a strategic engagement program 

For DSS to respond to a constantly changing, dynamic security environment, the agency 

must understand its role and niche in the security community and conduct a strategic engagement 

program. A strong strategic engagement program includes: a better understanding of how other 

functions, organizational elements and key processes work within DoD; improved relationships 

with stakeholders; and, improved interfaces with other agencies. A key component of the program 

is a formal communication program designed to provide employees, stakeholders and customers a 

clear, consistent message about the DSS mission, role, contributions and accomplishments. A 

second key component is an active outreach program designed to maximize relationships and 

improve interactions within the larger security community. 

2. Operate a robust strategic business planning system 

Agency leadership will support and manage proven and mandated strategic planning, 

performance management, measurement, and financial management processes. These processes are 

essential to securing, and responsibly executing, the financial and personnel resources necessary to 

fulfill our mission. DSS must incorporate sound business decision making practices and standard 
Defense Security Service Strategic Plan 

11 

operating procedures throughout the organization to maintain the agency's focus on the present 

while preparing for future mission needs. The agency will be positioned to justify, secure and 

defend the resources needed to execute its mission if it is supported by credible financial and 

production data that can build strong business cases. 

3. Execute strategies effectively and efficiently. 

DSS will establish and manage a structured implementation planning process that includes 

clear accountability, performance measurement and reporting. Well managed, documented costs 

and properly executed resources provide the stable foundation upon which the agency’s missions 

can be executed. This foundation will also allow DSS to support its customers with timely and 

quality products and services while providing our stakeholders with confidence that the agency is a 

good steward of taxpayer dollars. Each employee’s efforts and each initiative must be linked to at 

least one of the agency’s strategic goals to ensure full implementation of planned strategies. 

GOAL LEADER: Chief of Staff 

 Near Term Actions Foundational Actions

• Strategic Management Office: Codify 

and formalize the Agency Governance 

Structure. 

• Comptroller: Codify and formalize the 

Agency’s budget preparation and 

submission processes. 

• Strategic Management Office: Develop 

a program to provide capability and 

tools for building strong business cases. 

• Office of Communication: Develop 

communication plan, with consistent 

message to affected audiences. 

• Chief of Staff: Establish a Strategic 

Stakeholder Engagement program. 

• Strategic Management Office: Develop 

and manage a strategic business 

planning system. 

• Strategic Management Office: 

Coordinate development and oversee 

use of an Agency-wide Initiative, 

Program and Project tracking and 

management system. 

PERFORMANCE INDICATORS: 

• Stakeholder satisfaction index* 

• Percent of DSS budget directly linked to Strategic Objectives 

• Quality and timeliness of business planning activities 

• Quality of DSS business cases 

• Project/Initiative performance index 

* DSS Performance Indices balance Timeliness, Effectiveness (Quality) and Efficiency (Cost) factors to ensure that 

none is sacrificed to achieve any of the others. 
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STRATEGIC STRATEGIC GOAL GOAL 2: 2:E ARN AND EARN AND MMAINTAIN AINTAIN STAKEHOLDER STAKEHOLDER SUPPORT SUPPORT 

DSS must earn the trust and confidence of our stakeholders as well as our customers. This 

will require building a strong partnering relationship with all stakeholders and with our 

customer base. DSS has also been assigned the role of executive agent for the Defense 

Information System for Security, a critical component that serves DoD and its partner 

agencies. 

Earn & Maintain 

Stakeholder 

Support

Build Strong 

Outreach Program

Provide Integrated 

Security 

Information System 

(DISS)

DSS must earn the trust and confidence of stakeholders as well as customers. This requires building 

a strong partnering relationship with all stakeholders and with the customer base. We must seek to 

understand stakeholders’ needs and periodically validate both the needs and our ability to serve 

them. Finally, DSS must excel at its task of providing for, and managing, an integrated, secure, 

centralized system for Personnel Security, Industrial Security, Security Education and Training, 

DoD and DoD associate partners that will collect, manage, and distribute personnel and industrial 

security information to those who need it, when they need it, and where they need it. 

1. Build a strong outreach program

DSS must build an effective outreach program across the agency that identifies both 

stakeholders and customers. This will facilitate a better understanding of overlapping 

responsibilities and allow the agency to develop a singular and effective outreach program. The 

outreach program must be in consonance with the agency communications program and provide a 

focused effort to reach our audience. A strong outreach program will gain the trust and confidence 

or our stakeholders and provide them with a feedback mechanism. 

2. Provide Integrated Security Information System (DISS) 

DSS will develop and implement the Defense Information System for Security (DISS) as a 

single, secure, authoritative source for management, storage and timely dissemination of and access 

to personnel security, industrial security, and security education information with the flexibility to 

provide additional support structure for future growth. The system will provide the single point of 

entry for the five major functional mission areas; personnel security, adjudication case management, 
Defense Security Service Strategic Plan 

13 

industrial security, file and archive, and security education. DISS will provide the security 

community with a system that delivers accelerated clearance processing, reduces security clearance 

vulnerabilities, decreases processing timelines, establishes standards of performance that will 

eliminate costly and inefficient work processes, and supports simultaneous information sharing. 

DSS will use a “community of interest” approach by partnering with stakeholders to ensure their 

requirements are well-understand and validated. As the executive agent for DISS, we will use the 

governance and lifecycle management processes to ensure effective project management and overall 

execution of funds based on stakeholder priorities. 

GOAL LEADER: Deputy Director 

Near Term Actions Foundational Actions

• Office of Communications: Lead 

communications outreach plan 

development. 

• Strategic Management Office: Identify 

all partners, stakeholders and 

customers and then build a contact list 

with all pertinent contact information. 

Compare the lists of contacts to insure 

we are providing coordinated and 

complementary information to 

partners, stakeholders and customers. 

• Strategic Management Office: Develop 

a process for customer and stakeholder 

feedback on DSS products and 

services, using a model that allows for 

analysis, design, development, 

implementation and evaluation (the 

ADDIE model). 

• Deputy Director: Oversee Scheduling 

of formal stakeholder and customer 

meetings for outreach and feedback. 

• CIO: Secure and maintain sufficient 

resources and active executive 

sponsorship to sustain initiative. 

• DISS PM: Enter and maintain 

alignment and compliance with Joint 

Capabilities Integration and 

Development System (JCIDS) process 

and the Defense Acquisition 

Management Framework (DAMF).

• Office of Communications: Educate 

employees on the communications 

plan, outreach plan and the feedback 

system. 

• Deputy Director: Oversee Scheduling 

of bi-annual partner, stakeholder, and 

customer meetings. 

• Chief of Staff: Establish internal 

communication and coordination by 

insuring that any responses, 

information, or new products and 

services are staffed through all affected 

offices (using the lists of partners, 

stakeholders and customers) prior to 

responding to a partner, stakeholder or 

customer. 

• CIO: Build and deliver DISS. 

• CIO: Establish and utilize a DISS 

Community of Interest to engage 

stakeholder participation throughout 

the lifecycle of the initiative.

• CIO: In coordination with DSS 

program offices, determine automation 

change requirements or enhancement 

to legacy systems and the funding 

needed to support them while DISS is 

being built. 
Defense Security Service Strategic Plan 

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PERFORMANCE INDICATORS: 

• DoD Satisfaction Rate with DSS programs and performance (by program & for IT) 

• Project/Initiative performance index for DISS* 

* DSS Performance Indices balance Timeliness, Effectiveness (Quality) and Efficiency (Cost) factors to ensure that 

none is sacrificed to achieve any of the others. 
Defense Security Service Strategic Plan 

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STRATEGIC GOAL 3: ACHIEVE OPERATIONAL EXCELLENCE

STRATEGIC GOAL 3: ACHIEVE OPERATIONAL EXCELLENCE

Maximize the use of resources. This requires that we identify, define, implement and 

manage the most efficient and effective processes possible to create and deliver our products 

and services. We must manage the workforce for optimum effectiveness and build an 

Agency record that instills pride in our organization as well as our mission. 

Achieve 

Operational 

Excellence

Manage Worforce 

For Operational 

Effectiveness

Operate 

Processes 

Effectively & 

Efficiently

Build Pride In 

Agency & Its Role

DSS recognizes that its many challenges also provide opportunities to rebuild and refocus on those 

objectives that will result in operational excellence. To achieve operational excellence, DSS will 

provide employees with the proper tools, training, resources, and manpower needed to accomplish 

their mission; build upon a legacy that defines our corporate values and culture; and measure and 

assess performance in order to improve our business processes. 

1. Manage Workforce for Operational Effectiveness 

To ensure an operationally effective workforce, DSS will concentrate its efforts on ensuring 

mission areas have the right number of employees at the right grade and skill levels needed to do 

their jobs; use innovative staffing techniques to hire new employees and to ensure succession 

planning; and provide for training and development of employees as they prepare for future 

opportunities within DSS and the Federal government. 

2. Operate Processes Effectively & Efficiently 

A consistent, corporate approach to measuring operational practices, steeped in a culture of 

coordination, communication, and teamwork will ensure the workforce has the tools to achieve 

consistent operational excellence. In order to make the most of agency resources, a process 

management discipline will be used to ensure that performance is measured and the Agency has the 

capability to monitor and improve process performance. Metrics and data that encompass 

performance, cost, scheduling, or “Earned Value Management” criteria will provide a consistent 

means to conduct internal analyses and evaluation. By strategically monitoring contract, facility, 

equipment, operational or program management activities, the agency will benefit by keeping 

abreast of the status of each of its operations. 
Defense Security Service Strategic Plan 

16 

3. Build Pride In the Agency & Its Role 

A high performing organization requires a workforce that believes in the value of its 

mission, takes pride in its successes and understands the agency’s culture. To establish such an 

environment, DSS will: develop and implement programs to introduce and induct new employees 

into DSS’s history, mission, and contribution to the Nation’s security; provide managerial and 

supervisory training that emphasizes DSS’s philosophy to programs, policies, and procedures and 

that ensures our leaders execute their duties in a consistent, fair, and conscientious manner; 

implement an annual DSS Organizational Day; and, develop diversity outreach programs that 

celebrate the DSS culture. 

GOAL LEADER: Deputy Director 

 Near Term Actions Foundational Actions

• Human Resources Office: Establish 

and fill senior management positions. 

• Director: Realign the training function 

from SETA to HR. 

• Strategic Management Office: 

Institute an annual climate survey 

mechanism and methodology to 

evaluate results. 

• Director/EEO Office: Establish DSS 

Organizational Day and sponsor events 

to celebrate Cultural Diversity of the 

workforce. 

• Human Resources: Establish 

Orientation and Training Programs. 

Conduct annual training needs 

assessments. 

• Human Resources/Financial 

Management: Establish a Manpower 

Office to evaluate organizational 

staffing levels. 

• Human Resources Office: Establish a 

process to conduct agency-wide 

manpower reviews. 

• Human Resources Office: Evaluate 

current staffing/employment processes 

and identify additional programs the 

agency can adopt to increase 

employment sources. 

• Director: Evaluate and implement as 

appropriate recommendations from 

Air Force Manpower Study. 

• Comptroller: Obtain additional FTE 

resources and funding to accomplish 

mission based on input from the DSS 

program offices. 

• Strategic Management Office: 

Establish a process management 

capability with tools, training and 

measures. 

• Human Resources Office: Convert 

employees to the Defense Civilian 

Intelligence Personnel System 

(DCIPS). 
Defense Security Service Strategic Plan 

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PERFORMANCE INDICATORS: 

• Agency Process Performance Index 

• Employee rating on Trust and Pride in DSS 

• % of DSS employees with performance objectives linked to strategic objectives 

• Employee rating on career satisfaction in DSS 
Defense Security Service Strategic Plan 

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STRATEGIC GOAL 4: CONSISTENTLY SATISFY CUSTOMER NEEDS 

STRATEGIC GOAL 4: CONSISTENTLY SATISFY CUSTOMER NEEDS 

Understand customers and their requirements, create products and services that meet these 

requirements and deliver what we promise. Results in key mission areas are intended to 

positively affect the security of classified information. 

Clear Facilities & 

Accredit Systems

Coordinate 

Personnel Security 

Investigations & 

Adjudications

Provide 

Eligiblity/Clearance 

Determinations Per 

NISP

Consistently Satisfy 

Customer Needs

Know Our 

Customers

Deliver Standardized 

Security Education, 

Training & Awareness 

Products & Services

Provide Unique, 

Integrated Security & 

CI Products & 

Services

Drive The Personnel 

Security Investigation 

Process for DoD

DSS must consistently meet customer needs for integrated security and counterintelligence products 

and services that are easy to access and use. Of particular importance to our customers are: clearing 

industrial facilities, accrediting information systems; managing the National Industrial Security 

Program; coordinating and facilitating personnel security investigations and adjudications for the 

Defense Industry; providing eligibility or clearance determinations for cleared industry personnel, 

and delivering standardized security education and training products and services. 

1. Know our customers. 

DSS provides vital services within and on behalf of the Department of Defense to the DoD 

Components, other federal agencies, foreign governments, and private industry. These needs are 

defined by DoD policy and direction and the perception of our customers. DSS must know itself, its 

customers, the influencing environments, the policy and the interrelationship among its customers 

and the services it provides. DSS must know what it can deliver and deliver what it promises. 

Customers measure the performance of DSS by how well they perceive DSS has met their 

needs. Their knowledge of the DSS mission, past performance, and capabilities shapes their 

expectations and perceptions of the support DSS should provide them. DSS will include customers 

in a continuing structured collaboration to define and accomplish the optimum way in which DSS 

can meet their needs. This collaboration will involve the following activities: establishing current 
Defense Security Service Strategic Plan 

19 

and future plans and requirements for meeting customer needs; clarifying expectations; agreeing on 

standards, indicators, and outcomes that will determine success; and, continual mutual monitoring to 

correct course and accomplish the promised result. 

2. Drive the Personnel Security Investigations process for DoD. 

DSS developed the Personnel Security Program Improvement Plan (PSP IP) to overhaul the 

DoD personnel security program. The PSI IP seeks to ensure that the customer receives quality, 

timely and cost-transparent personnel security investigations (PSIs) and adjudications. Key 

initiatives include: implementing a common methodology to establish and validate projections for 

the numbers and types of PSIs required by the Department, and establishing one focal point in the 

Department to manage the projections; integrating technology throughout the entire process to 

eliminate labor intensive paper and manual processes; revising and updating national investigative 

standards to focus limited investigative resources on security-relevant issues rather than the current 

“one size fits all” approach; and, establishing a continuous monitoring system to expeditiously 

identify security relevant information pertaining to cleared personnel. 

3. Provide unique, integrated security and counterintelligence products and services. 

DSS will integrate Counterintelligence into its products and services. These products and 

services will exploit the positive connections that exist between security and counterintelligence, 

and create a capacity among DoD security professionals and other customers to examine, evaluate 

and act effectively in protecting national security information. DSS will do this in several ways: 

a. Provide Eligibility/Clearance Determinations in accordance with the National 

Industrial Security Program (NISP) – DSS will work with the national security 

community to ensure that National Industrial Security Program Personnel Security 

Investigations and adjudications meet the requirements of applicable Executive 

Orders, regulations, and directives. 

b. Coordinate Personnel Security Investigations and Adjudications – DSS will 

continue to work closely within the national security community to ensure all 

national security investigations and adjudications meet standards, are necessary, 

and are accepted reciprocally throughout the community. 

c. Clear/Inspect the Defense Industrial Base and Accredit Industry’s Information 

Systems to Process Classified Information – Inspections of contractor operations 

help to identify the loss or compromise of classified U.S. and foreign research, 

technology, information and weapons systems. ISP will leverage automation; 

provide adequate tools, infrastructure and resources for mission accomplishment, 

conduct effective outreach and communication with the cleared defense industrial 

base, streamline processes while also focusing on enhanced training, recruitment 

and retention of DSS ISP personnel to accomplish its mission in a timely, consistent 

manner. DSS will centralize the certification and accreditation of information 

systems in industry that process classified under the NISP against prevailing, 

program approved standards. It will provide consistency, automation, stability and 

timeliness to that process across industry. 

4. Deliver Standardized Security Education, Training and Awareness Products and Services 

The heightened and sustained emphasis on national security has created an increased 

demand by security professionals for “the right content, for the right person, at the right time, and in 

the right place.” To address this requirement, the DSS Security Education, Training and Awareness 

(SETA) Directorate must develop and implement a delivery model that reaches an increasingly wide 

and dynamic student population with just-in-time training, job aids, and performance support 
Defense Security Service Strategic Plan 

20 

tools. SETA’s training strategy will be focused on the preservation of customer (i.e., student) 

productivity by minimizing training time required away from the job location, facilitating access to 

courseware at the student’s convenience, reducing training travel time and associated costs, and 

enhancing the ease and speed of new course creation and maintenance. 

GOAL LEADER: Director, Industrial Security 

Near Term Actions Foundational Actions

• Strategic Management Office: 

Coordinate development of a validated 

listing of customers and periodic 

outreach to confirm the customers’ 

needs and what DSS can do to meet 

those needs. 

• Industrial Security Program Office: 

Coordinate participation in the 

Industrial Security Program-led 

periodic Government Industrial 

Security Working Group and Industry 

MOU meetings to share information on 

DSS actions and customers’ 

expectations. 

• Chief of Staff: Coordinate regular and 

continuing review and validation of 

each DSS program office’s 

performance metrics to determine how 

well they meet the customers’ needs. 

• Strategic Management Office: Manage 

overview of key performance metrics of 

each program and functional office on 

a quarterly basis to assure 

communication of cross-cutting issues. 

• SETA: Institute a formal method for 

assessing and quantifying the needs of 

the SETA student and customer base. 

• Industrial Security Program Office: 

Complete development and 

implementation planning of full 

requirements for automation support 

to the ISP mission within DSS and to 

meet the needs of the customers and 

users in coordination with OSD, DSS 

customers and users, CIO and FM. 

• Chief of Staff: Ensure that each DSS 

program office has effective processes 

in place to identify and support 

resource initiatives to improve 

timeliness and consistency of responses 

to our customers. 

• Industrial Security Program Office: 

Establish the Office of the Designated 

Approval Authority (ODAA) process 

nationwide or determine alternatives if 

resources are constrained. 

• Industrial Security Program Office: 

Assure the establishment, maintenance, 

and application in coordination with 

CIO and FM of a comprehensive, 

coordinated, and current ISP 

Automation Requirements and 

Implementation Plan that addresses 

validated requirements for legacy 

system enhancements (separate from 

DISS) as well as future enhancements 

associated with DISS. 

• Human Resources: Provide oversight 

and assistance to each DSS program 

and functional office to ensure that 

personnel have basic and ongoing 

technical and professional development 

training needed to meet their 

customers’ needs. 

• SETA: Redesign SETA learning 

strategies to support training 

transformation, rapidly changing 

curriculum requirements, and the use 

of a variety of learning modalities to 

increase student access and capacity. 
Defense Security Service Strategic Plan 

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PERFORMANCE INDICATORS: 

• Customer Satisfaction Index 

• Process performance Index 

• Process Performance Indices by Program 

• Customer Satisfaction Rating for DISS 
Defense Security Service Strategic Plan 

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Defense Security Service Strategic Plan 

23 

STRATEGY TREE Earn & Maintain Stakeholder Support

Build Strong 

Outreach Program

Provide Integrated 

Security 

Information System 

(DISS)

Achieve 

Operational 

Excellence

Manage Worforce 

For Operational 

Effectiveness

Operate 

Processes 

Effectively &

Efficiently

Build Pride In 

Agency & Its Role

Provide 

Eligiblity/Clearance 

Determinations Per 

NISP

Clear Facilities & 

Accredit Systems

Coordinate 

Personnel Security 

Investigations & 

Adjudications

Consistently Satisfy 

Customer Needs

Deliver Standardized 

Security Education, 

Training & Awareness 

Products & Services

Know Our 

Customers

Provide Unique, 

Integrated Security & 

CI Products & 

Services

Drive The Personnel 

Security Investigation 

Process for DoD

Think and Act 

Strategically

Establish 

Strategic 

Engagement 

Program

Operate Robust 

Strategic 

Planning System

DSS STRATEGY TREE 

Nation's 

Technological Base 

Is Secure

Execute 

Strategies
Defense Security Service Strategic Plan 

24 



Defense Security Service 

1340 Braddock Place 

Alexandria, VA 22314-1561