United States

Secret Service

FY 2018 – FY 2022

Strategic Plan

Publication Date: May 2018
Message from the Director 

2

Message from the Executive Resources Board 2

Mission Statement 4

Vision Statement 4

Core Values 5

Introduction 6

Thinking and Planning Strategically .  .  .  .  .  .  .  .  .  .  .  .  . 6

Goal and Objective Framework 8

Goal 1 - Strengthen the Integrated Mission .  .  .  .  .  .  .  .  .  . 8

Goal 2 - Grow and Support the Workforce 9

Goal 3 - Identify, Develop, and Empower Leaders .  .  .  .  .  .  .  . 9

Goal 4 - Modernize Business Processes 9

Goal 5 - Increase Communications and Collaboration 9

Navigating the Operational Environment 10

External Environment 11

Internal Environment 14

Strategic Path to Mission Excellence 19

Conclusion  20

Appendix A – Goals, Objectives, and Outcomes  21

Appendix B – Strategic Plan Development Process 24

Appendix C – Strategic Plan Implementation Process 28

Secret Service FY 2018 - FY 2025

Training Strategic Plan

05/04/18
Secret Service FY 2018 - FY 2025

Training Strategic Plan

2

Message from the Director

The United States Secret Service is a premier federal law enforcement agency 

and ranks among the most elite in the world. Since its founding in 1865, 

the Secret Service has evolved to meet changing mission demands. In the 

beginning, our sole focus was to combat the threat of counterfeit currency to 

ensure the financial stability of the country. Over time, our mission expanded to 

securing the nation’s financial infrastructure and protecting the President and 

Vice President of the United States, visiting foreign heads of state, and National 

Special Security Events (NSSEs). Today, our highly skilled employees dedicate 

their lives in service to our integrated mission, one that remains critically 

important to our nation’s security.

This United States Secret Service FY 2018 – FY 2022 Strategic Plan (SSSP) 

serves as a roadmap for the future. Our distinguished history has taught us that 

the security threats facing our nation’s leaders, financial systems, and critical 

infrastructure will continue to evolve. Our mission and our responsibilities to 

the President of the United States, the Department of Homeland Security, and 

the American public demand that we anticipate emerging threats and develop 

and implement countermeasures to proactively address them.

Our five-year strategy to anticipate emerging and ever-changing threats is 

strengthened through our integrated mission—our operational readiness in the 

areas of protection and investigations. We will continually evaluate technical 

and tactical enhancements in our operations and pursue threats wherever they 

reside in the physical world and cyber space. This SSSP identifies internal and 

external challenges we currently face, as well as opportunities we can take to 

move forward. By detailing the strategic goals and objectives through which we 

will strengthen the integrated mission, support and develop the workforce, and 

deploy effective communications and business processes, this plan provides a 

blueprint for success across the Secret Service.

As Director, I am pleased that this SSSP addresses critical challenges facing 

the Secret Service over the next five years and provides direction for addressing 

them. Success requires optimal staffing, equipping for the mission of today and 

tomorrow, as well as expanding leadership training, career development, and 

talent management at all levels. This SSSP sets us on a path for the growth 

and development that are critical for organizational success in a fast-paced, 

knowledge-based world.

1

Today’s Secret Service 

is a much different 

organization than 

it was in 1865—our 

mission is broader and 

more complex, and our 

workforce is larger and 

more diverse.

Message 

from the 

Director

I am personally committed to ensuring the Secret Service’s current and future 

leaders possess the required knowledge and skills, that empower them to make 

decisions that support the workforce and the integrated mission. Fostering 

leader development is a personal and foundational value for me, and it is 

essential for improving any organization. This ongoing process involves everyone 

at every level. Leaders communicate effectively and show genuine care for the 

workforce by encouraging everyone to improve their skills and develop their own 

leadership potential. A comprehensive and mutually reinforcing approach to 

leader development will enable us to fully empower today’s leaders who will, in 

turn, encourage and develop the next generation of leaders.

Today’s Secret Service is a much different organization than it was in 1865—our 

mission is broader and more complex, and our workforce is larger and more 

diverse. Implementing the goals and objectives outlined in this SSSP will 

advance this historic organization to meet its evolving integrated mission into 

the future. As this strategy moves from planning to execution, I am confident in 

the abilities of the Secret Service workforce to deliver results on these strategic 

goals.
Secret Service FY 2018 - FY 2025

Training Strategic Plan

2 3

Message from the Executive Resources Board

The success of this United States Secret Service FY 2018 – FY 2022 Strategic Plan (SSSP) relies on the skills, dedication, 

and drive of the Secret Service workforce. Every employee, at every grade level and in every job series, contributes to our 

integrated mission. Having recently undergone substantial changes that have greatly impacted our operations, structure, 

governance, and people, Secret Service leadership identified the need for a thorough, actionable strategic plan that both 

identifies and addresses emerging challenges and opportunities.

To that end, the Office of Strategic Planning and Policy (OSP) initiated the planning effort with support from Director 

Randolph D. Alles and his staff. Input was gathered from individuals and groups across the workforce—from leadership to 

line employees, at headquarters and field offices, and through individual interviews and focus groups.

Over 100 employees across every directorate contributed to the development of this SSSP. It will take a concerted effort, 

and action by every member of the Secret Service workforce, to ensure that this SSSP turns from words into results. OSP 

will coordinate the effort with unequivocal support from the Director, the Deputy Director, the Chief Operating Officer, 

and executives across all Secret Service directorates and program offices. Through the development of action-oriented 

implementation plans that include tracking and reporting mechanisms, individuals and organizational units can monitor 

their progress in achieving the goals and objectives they identified within this SSSP.

Of critical importance is the overarching effort to recruit, train, deploy, and retain a diverse and committed professional 

workforce. Optimal staffing levels are required to both ensure Secret Service employees have a positive work-life balance 

and to increase training levels that support continued mission accomplishment. To advance, we must increase the number 

of employees who uphold our core values and contribute to our success. We must further ensure that all employees are 

prepared to meet integrated mission demands and are fully equipped with the cutting edge skills and tools necessary to 

do their jobs. The knowledge and skills developed through comprehensive basic training, ongoing leader development, 

and in-service training are organizational and operational requirements. Employees require tools and equipment including 

cutting edge technologies to collect and analyze information in order to leverage data and gain critical operational 

advantage. Additionally, the Secret Service requires advanced information technology systems that allow for real-time 

sharing of relevant, sensitive information and provide a sound foundation for 

critical operational and business processes. In addition, integrated mission 

success requires access to and familiarity with critical countermeasures, tools, 

and systems that continuously evolve to address a changing threat environment.

This SSSP must be implemented within the context of our budgetary 

environment. Our responsibility to the public is to use financial resources 

efficiently and effectively as we look to grow the agency’s budget base and 

ensure resourcing levels match mission demands. We therefore will look to 

enhance our budgeting process by fully implementing mission-based budgeting 

across the Secret Service, as well as by instituting lifecycle planning processes 

that address equipment needs before they negatively impact the integrated 

mission. We will further strengthen our forecasts of resource needs through the 

use of advanced analytics and benchmarking, and by adopting best practices 

found elsewhere in government and private industry. Beyond the budget 

process, we will look to identify other areas of efficiencies and cost savings that 

will allow us to redeploy resources to frontline operations and other critical 

areas. We are further committed to implementing this SSSP in a transparent 

way that enhances existing communications pathways and develops new ones 

both throughout the Secret Service as well as with key external partners.

In closing, we reiterate our commitment to fully support this United States 

Secret Service FY 2018 – FY 2022 Strategic Plan. We do this to ensure 

continued success of the integrated mission. The path to a stronger workforce 

and organization is clear. We will work collaboratively to enable all directorates 

to accomplish the tasks set out in this SSSP.

Message 

from the 

Executive 

Resources 

Board

The Executive Resources Board:

William J. Callahan

Deputy Director

George D. Mulligan

Chief Operating Officer

Robert P. Buster

Assistant Director, Protective Operations

Donna L. Cahill

Chief Counsel

Joseph R. DiPietro

Chief Technology Officer

Thomas E. Dougherty

Chief Strategy Officer

Percy L. Howard

Assistant Director, Professional Responsibility

Kenneth T. Jenkins

Assistant Director, Investigations

Kevin J. Nally

Chief Information Officer

Faron K. Paramore

Assistant Director, Intergovernmental and Legislative Affairs

Thomas J. Sullivan

Chief, Uniformed Division

Frederick E. Sellers

Assistant Director, Strategic Intelligence and Information

Gwendolyn Sykes

Chief Financial Officer

Cynthia R. Wofford

Assistant Director, Training

Susan A. Yarwood

Chief Human Resources Officer 
Secret Service FY 2018 - FY 2025

Training Strategic Plan

4 5

Core Values

We protect the President and Vice President of the 

United States, visiting foreign heads of state, and 

National Special Security Events; and safeguard the 

U.S. financial infrastructure and payment systems.

We will be world-class in protection and financial 

crimes investigations, including in cyberspace, through 

developing strong leaders, employing cutting edge 

tools, delivering elite law enforcement training, and 

empowering our workforce.

Mission Statement Vision Statement Core Values

We are committed to upholding the long-standing core values of the Secret Service, as exemplified 

in the five points of the Secret Service star:

Duty: Fulfilling the obligations required to accomplish the mission

Justice: Demonstrating fairness in accordance with the law

Courage: Willfully acting with resolve and bravery

Honesty: Displaying truthfulness in every action

Loyalty: Exhibiting steadfast allegiance to working with our 

colleagues to accomplish the mission of the Secret Service
Secret Service FY 2018 - FY 2025

Training Strategic Plan

6 7

Introduction

The Secret Service has excelled as a premier law enforcement agency since its 

inception in 1865. As adversaries have modified their tactics over the years, 

the Secret Service has adapted. To counter emerging threats, the Secret Service 

must continue to engage in new areas and leverage opportunities that move 

the organization forward. Success entails both addressing current challenges 

and identifying realistic requirements to meet those of the future. While the 

Secret Service adjusted to increasing threats while facing an austere budget 

environment in recent years, the workforce was forced to do more with less. The 

Secret Service has continued to fulfill its integrated mission; however internal 

challenges have taken a toll on the agency. The Secret Service currently faces 

internal challenges related to:

• Staffing (including hiring and retention),

• Training and leader development,

• Business process refinement, and

• Communications.

Properly addressing these will require program offices and employees 

throughout the Secret Service to think strategically and to work together 

towards a unified vision.

Thinking and Planning Strategically

Secret Service leaders rely upon the Office of Strategic Planning and Policy 

(OSP) to enhance the organization’s analytical capabilities, including those 

associated with strategic analysis and development. By engaging subject matter 

experts across the Secret Service, OSP produces relevant and actionable 

products that move the agency toward an integrated, strategic approach to 

management. One such product is this United States Secret Service FY 2018 – 

FY 2022 Strategic Plan (SSSP), which lays out a strategic blueprint to maximize 

scarce resources as we work together to achieve a common vision.

Strategic thinking allows the Secret Service to determine the goals, objectives, 

and actions necessary for managing the impact of trends and issues on a 

five-year horizon. Strategic planning and implementation allow the agency to 

set priorities and focus resources in ways that build upon each other. This SSSP

and accompanying Strategic Implementation Plans anticipate emerging and 

ever-changing threats, identify opportunities for organizational growth, and 

strengthen operational readiness in performing the integrated mission. This 

SSSP will help the Secret Service to continually evaluate technical and tactical 

enhancements in operations and to pursue threats wherever they reside in the 

physical world and cyber space, and it describes the specific goals, objectives, 

and expected outcomes the Secret Service seeks to achieve in addressing 

current and emerging challenges through FY 2022.

Planning for Success 

This SSSP serves as a strategic path to achieving organizational excellence. Its primary 

purpose is to set forth an actionable path to strengthen the Secret Service’s integrated 

mission. Every employee, at every grade level and in every job series, contributes to the 

integrated mission. The Secret Service must remain committed to achieving the plan’s goals 

through effective implementation, vigilant progress monitoring, and accountability for results.

The Secret Service’s 

statutory mandate is 

to ensure the safety of 

the President, the Vice 

President, their families, 

the White House, the Vice 

President’s residence, 

visiting foreign heads 

of state, former United 

States Presidents and 

their spouses, and events 

of national significance. 

The Secret Service also 

protects the integrity 

of our currency and 

investigates crimes 

against our national 

financial system 

committed by criminals 

around the world and in 

cyberspace. 

Introduction

Strategic Plan Development

The five-phased approach to developing this SSSP employed a 

logic model based on proven methodologies.

The approach began with leadership engagements to 

develop a framework outlining strategic goals, objectives, 

and outcomes. Refinement to the framework followed, 

based on input from over 100 employees across the 

organization and analysis of myriad other data to assess 

Secret Service requirements that will enable execution 

of the framework between FY 2018 and FY 2022. The 

approach culminated with the publication of this SSSP

through a well-developed rollout and communications 

process.

See Appendix B for a detailed explanation of the fivephased plan development approach.

Develop 

Process and 

Tools

Collect and 

Analyze Data

Draft and 

Consolidate 

Plan Sections

Review and 

Approve Plan

Finalize and 

Publish Plan

1 2 3 4 5
Secret Service FY 2018 - FY 2025

Training Strategic Plan

8 9

Goal and Objective Framework

Goal 1

Strengthen the 

Integrated Mission

Objective 1.1

Maintain excellence across integrated 

mission operations in physical and 

cyber space

Objective 1.2

Obtain, analyze, and share operational 

information

Objective 1.3

Deploy tactical technologies that 

increase operational capabilities and 

address evolving threats

Goal 2

Grow and Support the 

Workforce

Objective 2.1

Achieve optimal staffing levels through 

increased hiring and retention across 

the workforce

Objective 2.2

Ensure personnel have access to and 

are able to attend relevant training 

opportunities

Objective 2.3

Define and implement career 

progression pathways that are 

responsive to workforce and 

organizational needs

Objective 2.4

Develop and promote processes and 

initiatives to improve morale and 

work-life balance 

Goal 4

Modernize Business 

Processes

Objective 4.1

Fully implement mission-based 

budgeting

Objective 4.2

Execute efficient business processes 

and standardize proactive acquisition 

of up-to-date equipment 

Objective 4.3

Fully develop and employ a reliable, 

adaptive, and resilient information 

technology environment

Objective 4.4

Increase use of robust analytical 

capabilities to make data-driven and 

risk-informed decisions

Goal 3

Identify, Develop and 

Empower Leaders

Objective 3.1

Formalize programs for leader 

identification and development at all 

levels across the workforce

Objective 3.2

Increase standardization in promotion 

processes, factoring holistic feedback 

into performance evaluations

Objective 3.3

Empower and increase accountability 

for enterprise-level decision-making at 

appropriate leadership levels

Goal 5

Increase 

Communications and 

Collaboration

Objective 5.1

Strengthen internal communications 

pathways throughout the organization 

Objective 5.2

Increase collaboration opportunities 

across the workforce

Objective 5.3

Expand traditional and innovative 

communication efforts to actively 

market the Secret Service brand

Objective 5.4

Continue to leverage partnerships and 

increase outreach to enhance Service 

capabilities

This SSSP outlines five broad goals and accompanying objectives. The strategic 

planning process revealed a logical but perhaps under-emphasized reality. Simply 

put, the integrated mission cannot succeed without appropriate supporting 

processes, tools, and structures aimed at moving the organization forward. As 

depicted here, Goals Two through Five must be emphasized in order to ensure 

success in Goal One.

Goal and Objective Framework

FY 2018 – FY 2022 Secret Service Strategic Plan
Secret Service FY 2018 - FY 2025

Training Strategic Plan

11

Navigating the Operational Environment

National Special Security 

Events (NSSEs)

The Secret Service is 

mandated to lead the 

planning, coordination, and 

implementation of operational 

security plans at high-profile 

events designated by the 

Secretary of Homeland 

Security as NSSEs.

During 2016, the Secret 

Service successfully 

coordinated NSSE events in 

Washington DC, New York City, 

Philadelphia, and Cleveland.

The Secret Service executes 

NSSE security using a core 

protective strategy that 

leverages partnerships with 

law enforcement entities, 

private security firms, and 

government/military security 

forces. 

The changes described above have each had some impact on how the Secret 

Service and other law enforcement (LE) organizations do business. For example, 

the smart phones that so many individuals now carry include sophisticated audio 

and photo/video capabilities that complicate the ability to ensure Secret Service 

protectee safety. Further, the growing use of body cameras by law enforcement 

partners pose additional potential complications. The nature of the integrated 

mission requires the development of strategies that both adapt to current realities 

and anticipate future challenges.

This section therefore contains an overview of the complex internal and 

external forces shaping the operational environment across the FY 2018 – FY 

2022 time frame. Operational threats, organizational challenges, and strategic 

challenges impact the Secret Service’s integrated mission, as well as the Service’s 

foundational processes and structures. The world is changing faster than ever 

and the Secret Service must take an agency-wide approach to ensure it is not left 

behind. Detailed below are critical factors shaping the goals and objectives, as well 

as some relevant considerations that could greatly impact our integrated mission 

in the future. Recognizing the trends emerging over the next five years gives context 

to today’s decision-making and informs the strategies we must employ now to 

ensure the Secret Service is ready for the future.

Moving the Secret Service forward over the next five years requires the identification 

of end states or outcomes critical to integrated mission success by the end of FY 

2022. It is important to understand the nature of the operational environment, 

including the rapid pace at which it evolves, to fully address very real challenges 

faced by today’s Secret Service workforce, and to anticipate future challenges.

To highlight the importance of understanding environmental trends and how quickly 

the world around us can change over the next five years, consider the important 

changes that took place in the last five years (from FY 2014 to FY 2018):

• In FY 2014, consumers spent $700 million on drones, compared to an expected 

$3 billion in FY 2018.1

• In FY 2014, there were 241 million active monthly Twitter users worldwide; in FY 

2018, this number has risen to 330 million, an increase of 37%.

2

• In FY 2014, only 51% of cell phone owners had smart phones; today, over 77% 

do.3

• In FY 2014, body camera programs were in pilot stages in only a handful of 

police forces across the country; today, over 25% of police forces use body 

cameras regularly and 80% are evaluating the technology.4,5

External Environment

The Secret Service’s capabilities in the area of physical protection are unparalleled 

worldwide, and the agency is frequently consulted as a premier protective 

organization. Private security companies and government physical protection forces 

look to the Secret Service as the exemplar in the field. Given this advantage, we 

can leverage the idea that recruits who want to “learn from the best” may be more 

inclined to join our agency. We are also on the cutting edge of forgery, fingerprint, 

forensics, counterfeit, and cyber financial investigations. These strengths are well 

known publicly and work to our advantage as we recruit the best personnel from 

these fields.

Protecting the President, Vice President, and Foreign 

Dignitaries

(Ties to all Objectives under Goal 1)

Leading the world in the art and science of protection requires continuous 

improvement and adaptation in order to counter adversarial use of technologies.

For example, the protective mission must not only guard against standard attacks, 

but also adapt to address new and non-conventional attempts to harm those we 

protect. Non-conventional threats—such as low-cost surveillance technologies, 

targeted bioterrorism, 3D printed weapons systems, and cyber-enabled physical 

attacks (i.e., leveraging the Internet of Things (IoT))—raise emergent and significant 

Navigating the Operational 

Environment

1 Goldman Sachs Research, “Drones Reporting for Work,” 2018, Goldman Sachs, accessed April 2, 2018 <http://www.goldmansachs.com/our-thinking/technology-driving-innovation/drones/> 2 The Statistics Portal, “Number of monthly active Twitter users worldwide from 1st quarter 2010 to 4th quarter 2017 (in millions),” 2018, Statista, accessed April 2, 2018 <https://www.statista.com/

statistics/282087/number-of-monthly-active-twitter-users/#0>

3 Pew Research Center, “Mobile Fact Sheet,” Internet and Tech Fact Sheet, February 5, 2018, Pew Research Center, accessed March 28, 2018 < http://www.pewinternet.org/fact-sheet/mobile/> 4 Stanley, Jay, “Police Body-Mounted Cameras: With Right Policies in Place, a Win for All Version 2.0,” American Civil Liberties Union, March 2015, accessed March 28, 2018, < http://time.com/4726775/

axon-taser-free-body-cameras-police/> 

5 Sanburn, Josh, “The Company that Makes Tasers is Giving Free Body Cameras to Police,” TIME Magazine, April 5, 2017, accessed March 28, 2018, < http://time.com/4726775/axon-taser-free-bodycameras-police/>
Secret Service FY 2018 - FY 2025

Training Strategic Plan

12 13

The Future of Financial Transactions and Financial Crime

Blockchain and Cryptocurrencies

Like all emergent technology, blockchain presents a double-edged sword. Its strengths include 

securing global supply chains, authenticating personal identities, increasing cyber security, and 

lowering transaction costs. However, the rise of cryptocurrencies that use blockchain technologies 

as their backbone opens a door for large-scale financial crimes including pump-and-dump, fraud, 

and fake ICO (initial coin offering) schemes. Furthermore, many cryptocurrencies focus on anonymity 

as a chief selling point to investors, which has led to their rapid adoption in other criminal activities 

including drug, gun, and human trafficking. The misapplication of these technologies for illegal 

ends requires the Secret Service to continue to develop innovative cyber methods for identifying 

and tracking financial crimes and determining what people or groups are behind the activity. During 

the timespan of this Strategic Plan, the Secret Service will likely need to shift major resources and 

training toward identifying individuals who seek anonymity for illicit gains and who perpetrate 

increasingly inventive blockchain scams.

Going Dark: The Encryption Dilemma

Strong encryption underpins the security of the entire Secret Service mission from keeping financial 

institutions and protectees safe to storing and communicating uncompromised data. Threats to data 

come from all angles including criminals, foreign intelligence agencies, and repressive regimes. 

Simultaneously, criminals rely on strong encryption to avoid investigations and prosecution. This 

leads to “Going Dark,” where law enforcement possesses the legal authority to intercept or access 

communication pursuant to a lawful court order but is unable to obtain the data due to suspect’s use 

of encryption. The Secret Service must address the Going Dark problem and work with a variety of 

private and public partners to find a solution that meets the needs of cyber security as well as those 

of justice. 

risks to our protectees. Similarly, new uses of conventional means—vehicle 

ramming attacks, cyber intrusion, and explosive ordinances—provide opportunities 

for adversaries to pose low-cost, high-impact threats to those under the Secret 

Service’s protection. In response, the Secret Service has moved with prudence to 

incorporate advanced technological capabilities into its protective arsenal. The 

Secret Service understands that the best way to stop an incident is to prevent 

it from ever happening and, accordingly, has developed an expansive set of 

countermeasures aimed at finding and countering nascent threats. For example, 

the Protective Intelligence and Assessment Division (PID) provides best-in-class 

research and training, and it develops important tools to counter potential threats.

In 2016 alone, the National Threat Assessment Center (NTAC) briefed 174 internal 

and external entities regarding threats. In that same year, PID analysts produced 

1,069 protective intelligence assessments, and provided 341 external and internal 

threat-related briefings. Moreover, existing investigative and intelligence operations 

provide critical and trusted support in identifying actors and methods before they 

pose an immediate danger. Identifying future trends in tactics that adversaries may 

employ remains critical to continued integrated mission success.

Protecting the Integrity of the Financial System

(Ties to all Objectives under Goal 1)

The Secret Service is recognized worldwide for its investigative expertise and for its 

aggressive and innovative approach to the detection, investigation, and prevention 

of financial crimes. As payment methods have changed over the years—from coin 

and paper currency, to checks, credit cards, and on-line transactions—the scope 

of Secret Service financial crime investigations has also expanded. In FY 2017, 

financial crimes investigations led or assisted by the Secret Service resulted in 

2,193 arrests worldwide, prevented approximately $3.6 billion in loss to the U.S.

financial system, and uncovered nearly $1 billion in actual loss. The number of 

financial crimes committed using electronic media has risen to the point where 

investigators must expend thousands of hours to examine enormous volumes 

of data on multiple devices. During FY 2017, Special Agents spent almost 

35,000 hours examining 524.83 terabytes of data across 2,401 digital forensic 

examinations.

The increasing amount of sensitive data shared online, coupled with growing 

digitization of financial payments, presents criminal enterprises with a plethora 

of opportunities to engage in illicit activity. Additionally, the prolific growth of 

digital currencies such as bitcoin, with the accompanying anonymization of money 

transfers through the use of encryption technologies, pose a serious concern for 

anti-fraud investigations around the globe. Accordingly, the transnational nature 

of cybercrime and digital currencies will increase the already pressing need to 

foster international partnerships and cooperation. The national security mission of 

protecting the U.S. dollar—the world’s foremost reserve currency—will continue to 

spill outside of U.S. borders into transnational and digital space.

Navigating the Operational Environment
Secret Service FY 2018 - FY 2025

Training Strategic Plan

14 15

Navigating the Operational Environment

Work-Life Balance

Today’s employees seek to 

achieve balance across work 

and non-work environments 

and experiences. The Secret 

Service can be a leader in 

promoting work-life balance 

for its workforce. Work-life 

solutions are powerful 

management tools which 

help recruit, engage, and 

retain qualified talent. 

They do so by providing 

employees the resources 

required to help them 

pursue healthy, fulfilling 

lives. The Secret Service 

currently offers a variety 

of work-life programs and 

flexibilities. Development 

and implementation of new 

programs and a recognition 

of the need for improved 

work life balance has been a 

strong consideration for the 

drafting of this SSSP.

Employees’ Work and the 

Integrated Mission

A look into the career 

progression of the Special 

Agent (SA) population 

illustrates how Secret 

Service operations integrate 

into one mission. Time 

spent in a field office prior 

to a permanent protective 

assignment includes 

work in and support of all 

integrated mission areas. 

Being assigned to protective 

details allows Special Agents 

to develop protection skills, 

which involve conducting 

protective intelligence 

investigations. Working 

protective intelligence and 

criminal investigations in 

turn, allow SAs to become 

better investigators. 

According to the Department 

of Homeland Security 

(DHS) interagency review 

of the Secret Service 

mission, “... the Secret 

Service’s protective and 

investigative missions 

complement each other, ... 

the investigative mission 

has been and remains an 

essential component of the 

protective mission, and it 

is the combined strength of 

the integrated mission that 

makes the Secret Service the 

world’s foremost leader in 

protection.”

Internal Environment

State of the Workforce 

(Ties to all Objectives under Goals 2 and 3)

Pervasive Human Capital Challenges

The people that comprise the U.S. Secret Service are its most valuable asset. Their knowledge, dedication, and vigilance 

make this the preeminent protective law enforcement agency in the world. However, the Secret Service now feels the effects 

of untenably low staffing levels coupled with the increased tempo of protective operations. The increased burden on agency 

employees has led to an erosion of work-life balance and morale, which, in turn, has led to further attrition.

Secret Service leaders recognize this issue, and concerted efforts have begun to rebuild the 

organization’s foundation. This SSSP incorporates current initiatives and conveys a path 

forward to develop a well-rounded, sustainable, and elite workforce that remains worthy of 

the trust and confidence of the American people. Specifically, Goals 2 and 3 are dedicated 

to developing leaders and supporting the workforce overall. After a prolonged period of 

historically high separation rates, efforts to improve retention and decrease attrition have 

resulted in some improvement. Further improving retention and other indicators of employee 

satisfaction (e.g., FEVS scores) requires a concerted effort to improve employee work-life 

balance and make the Secret Service a preferred workplace.

Projected External

Attrition Rates

FY 2016 8.8%

FY 2017 8.2%

FY 2018 6.0%

FY 2019 6.4%

FY 2020 6.8%

Leadership, Training, and Professional Development

During the timeframe covered by this SSSP, the Secret Service’s ability to provide formalized management and leadership 

training will be prioritized. Significant room exists to improve and formalize career paths that fully develop and support the 

workforce’s leadership potential. The Secret Service seeks to identify future leaders early and to develop and hone their talents 

over the course of their careers. With an anticipated addition of nearly 2,000 employees over the next five years, and with two 

thirds of the Senior Executive Service eligible for retirement during the same timeframe, the organization’s need to develop and 

implement succession planning that ensures the continuity of operations and the transfer of knowledge is greater than it has 

ever been.

Leader development is critical, especially within the law enforcement community, with a recurring theme being the need to 

develop leaders early. This challenge is exacerbated by a younger generation’s changing attitude toward career paths and 

command-and-control structures, which differs markedly from that of previous generations.

Flatter hierarchical structures within the Secret Service brings with it the need for leader development across all levels, from 

day-one employees to executives. Law enforcement agencies across the country are moving toward such an approach to 

leadership and management.

6

 If the Secret Service seeks to continue hiring the best and brightest to maintain its elite force, 

it cannot be an exception. The Service must look for opportunities to hire people more easily, provide ample opportunities for 

professional growth for all employees, and delegate decision-making to appropriate levels for maximum operational efficiency 

and effectiveness.

Enhancing leadership skills in the workforce will require adequate core funding and responsible stewardship of resources.

The Secret Service’s recent progress in skillset costing and mission-based budgeting are steps in the right direction, but more 

must be done to streamline business processes and find efficiencies throughout the organization so that necessities such as 

leadership training receive the attention they require.

6 Police Executive Research Forum, “Future Trends in Policing,” 2014, Washington, DC: Office of Community Oriented Policing Services, accessed March 28, 

2018, < http://www.policeforum.org/assets/docs/Free_Online_Documents/Leadership/future%20trends%20in%20policing%202014.pdf>
Secret Service FY 2018 - FY 2025

Training Strategic Plan

16 17

Navigating the Operational Environment

Of key importance is an aggressive effort to enhance automation and improve 

supporting information technology infrastructure. The level of computing power 

available at substantial cost savings compared to legacy systems cannot be 

over-emphasized. Programs supporting technology innovation must continue if we 

are to maintain the critical systems that support business functions and sustain 

operational readiness.

Operationally, criminal adversaries continue to adopt new technologies that could 

disrupt the integrated mission. The Secret Service has been a leader in combatting 

electronic crimes since the early 1980s and must continue to develop its 

technological advantage in financial crimes investigations. This requires increased 

training of the workforce and partners in the latest technology, including those 

personnel supporting operations that safeguard significant people, locations, 

and events at risk for cyber threats that bridge into the physical realm. Over 

the next five years the Secret Service must advance the speed of information 

analysis and dissemination for operational activities, develop more sophisticated 

communication technology tools, and ensure that employees possess the most 

advanced skills to move the integrated mission into the future.

Improvement in Business Processes and 

Technology Adoption and Deployment

(Ties to all Objectives under Goal 4 and to 

Objectives 1.2 and 1.3)

The Secret Service’s focus will always ensure excellence within operations, yet 

many supportive processes that lay the foundation for mission success remain 

under-developed. Inadequate resources have affected the agency across the 

board, from critical functions like hiring, budget, and acquisition processes to more 

administrative operations like facility maintenance, procurement, and lifecycle 

management. Transformation and modernization of past business processes are 

a critical component of agency success in the future. Dedicated employees in 

these areas want to improve organizational processes and require a strategic 

path to making required changes. This path includes professional development 

opportunities that allow them to learn new approaches and access to tools that 

simplify or improve process effectiveness and/or efficiency.

Technology Foresight and 

Innovation Program

The Secret Service has initiated the development of 

a Technology Foresight and Innovation Program to 

drive delivery of future-ready technical solutions that 

maximize investment value, productivity, and mission 

effectiveness. This program will conduct, deliver, 

and enable research and analysis leading to modern 

technical solutions that support integrated mission 

objectives. Capabilities to be supported by the 

Technology Foresight and Innovation program include: 

• Developing Enterprise Architecture business 

objectives, advancing comprehensive 

IT strategic planning, and performing 

broad research and analysis on available 

technologies,

• Facilitating technology solutions architecture/

design and planning/integration activities 

that support current, emerging, and future 

integrated mission objectives, and

• Coordinating technology demonstration and 

integration testing and evaluation without 

negative impact to current operations; 

supporting continuous service improvement 

in the face of emerging and future IT 

requirements. 
Secret Service FY 2018 - FY 2025

Training Strategic Plan

18 19

Strategic Path to Mission Excellence

SPARK!

The Spark! Program is a web-based crowdsourcing 

communication platform that provides employees with a 

virtual voice to make suggestions, share ideas, and find 

solutions. Each employee is in a position to see where 

efficiencies would make our investigative, protective, or 

administrative processes more effective. Spark! enables 

the agency to benefit from everyone’s diverse insights, 

experiences, and perspectives. Spark! also allows two 

way communication between employees and leadership. 

Using this platform, executives can seek feedback 

directly from employees on issues facing our agency 

today. This platform takes an innovative approach to 

employee engagement and has been highly successful, 

as 96% of the workforce regularly visits the site.

• Since its inception, 70 employee-submitted Spark! 

recommendations have been implemented, leading 

to increased operational efficiency, enhanced 

operational security, cost savings, and increased 

employee morale.

• Spark! has hosted ten Leadership Huddles where 

executive management has asked the workforce to 

discuss and comment on issues facing the Secret 

Service.

Increasing Effective Communications

(Ties to all Objectives under Goal 5)

The Secret Service fulfills its integrated mission with assistance from numerous 

key internal and external partners. The Secret Service recognizes an opportunity 

to increase communications and emphasize key achievements over its 153 

year history and into the future. Secret Service leaders will effectively share 

accomplishments internally with the workforce so that employees can always take 

pride in being a best-in-class law enforcement organization. Leaders must also 

create new, innovative avenues for workforce communications. New pathways 

for engagement encourage transparency and ensure access to information as 

appropriate, informing employees of key initiatives that could impact their work 

lives, and improving intra-agency communication across directorates and between 

line employees and leadership.

Successfully communicating our strengths and requirements to key external 

stakeholders at the Department of Homeland Security, other federal agencies, 

international law enforcement partners, and the state and local governments the 

Secret Service works with every day will ensure continued access to the resources 

needed for continued integrated mission success. Communications must also 

recognize existing and future challenges, and engage the entire workforce in moving 

the Secret Service forward.

Strategic Path to 

Mission Excellence

Implementing the SSSP

Reaching the goals in this SSSP requires action. Every member of the Secret 

Service community has a role to play in ensuring that this SSSP moves from a plan 

into reality. Reaching the goals will be a concerted, agency-wide effort, comprising 

a multitude of small, individual steps. Accordingly, with coordination by the 

Office of Strategic Planning and Policy (OSP), and support from the Director and 

all Secret Service leaders, directorates and program offices will create sub-level 

Strategic Plans or Strategic Implementation Plans (SIPs) that align with and ensure 

the success of this Secret Service FY 2018 – FY 2022 Strategic Plan.

Every goal included in this SSSP has been identified as high-priority, wide-ranging, 

and achievable. To implement the plan, each of the five goals and eighteen 

objectives will be translated into outcomes, actions, and milestones that will 

ensure the entire Secret Service moves forward together. Where possible, Key 

Performance Indicators (KPIs) will also be developed, monitored, and reported in 

order to ensure continued progress.

To implement this SSSP, existing working groups will be leveraged and new ones 

formed to identify the actions and performance indicators that ensure success.

Critically, any processes undertaken in pursuit of a plan goal will ultimately save 

the Secret Service workforce time and energy, provide clarity, and be properly 

aligned with the mission. OSP will facilitate all steps of the implementation 

process. Subject Matter Experts will provide the consultation required to achieve 

goals.

See Appendix C for a detailed description of the implementation process.

Key Interactions among Strategic Goals

The goals and objectives included in this SSSP may be viewed as individual 

aims, but the strength of this SSSP is how they relate to one another. For 

example:

• While Goal 1, “Strengthen the Integrated Mission”, is 

easily identifiable as the Secret Service mission, its 

continued success depends on accomplishments in 

Goals 2 through 5. 

• Further, while Goal 3- “Identify, Develop, and Empower Leaders,” is 

independently a critical factor for the Secret Service, leader development 

also serves specifically to sustain focus on Goal 2, “Support and Develop the 

Workforce.” 

• The need for updated business processes, as laid out in Goal 4, will further 

improve the function of the agency and provide day-to-day support for the 

workforce, ultimately driving mission success.

• Finally, Goal 5’s aim to “Increase Communications and Collaboration” will aid 

leader development, increase transparency and morale across the workforce, 

and leverage partnerships to ensure continued success of the integrated 

mission.
Secret Service FY 2018 - FY 2025

Training Strategic Plan

20 21

Appendix A: Goals, Objectives, and Outcomes 

Conclusion Appendix A:

Goals, Objectives, and Outcomes 

The Secret Service Strategic Plan for FY 2018 – FY 2022 (SSSP) addresses the 

most critical challenges facing the Service over the next five years. This SSSP

sets a strong course for progress. As we follow through on this plan, the Secret 

Service will be well-positioned to address growth areas and capitalize on new 

opportunities through FY 2022 and beyond.

As this SSSP transitions from an approved document to a decision-making tool, directorates and programs have the 

opportunity to develop sub-level Strategic Plans or Strategic Implementation Plans (SIPs) that describe the specific 

actions needed within particular areas to move the Secret Service forward. This will be a large undertaking, but OSP 

analysts have developed the tools and methods to support offices in accomplishing the objectives and outcomes for 

which they are responsible or to which they contribute. Through continued engagement with Subject Matter Experts (SMEs) 

across the Secret Service, specific outcomes like those listed for each objective on the pages that follow will be validated 

and progress will be monitored to gauge goal attainment.

Goal 1 - Strengthen the Integrated Mission

Objective 1.1: Maintain excellence across integrated mission operations in physical and cyber space

Anticipated Outcomes 

1.1.1 The Service has successfully protected key leaders, locations, and events

1.1.2 U.S. financial payment systems are secured through investigations

Objective 1.2: Obtain, analyze, and share operational information

Anticipated Outcomes

1.2.1 Relevant information is successfully obtained from outside sources 

1.2.2 All critical and other appropriate operational information is sufficiently analyzed 

1.2.3 Need-to-know personnel are pre-identified and informed of pertinent information within

actionable timeframes 

Objective 1.3: Deploy tactical technologies that increase operational capabilities to address evolving threats

Anticipated Outcomes

1.3.1 The Service has effective and updated operational tools and resources that reflect need 

1.3.2 Countermeasure technologies and processes enable effective and efficient mitigation of evolving threats
Secret Service FY 2018 - FY 2025

Training Strategic Plan

22 23

Appendix A: Goals, Objectives, and Outcomes 

Goal 2 - Grow and Support the Workforce

Objective 2.1: Achieve optimal staffing levels through increased hiring and

retention across the workforce

Anticipated Outcomes 

2.1.1 Agency is on track to meet optimal staffing requirements 

2.1.2 Highly skilled employees are engaged and retained

Objective 2.2: Ensure personnel have access to and are able to attend 

relevant training opportunities

Anticipated Outcomes

2.2.1 Personnel receive appropriate training based on their positions

and the role they play within the Secret Service 

2.2.2 Training targets are set and adhered to for all employees 

Objective 2.3: Define and implement career progression pathways that are

responsive to workforce and organizational needs

Anticipated Outcomes

2.3.1 Career paths are established and implemented across the 

workforce 

2.3.2 Career path progression criteria have been clearly communicated

to employees 

Objective 2.4: Develop and promote processes and initiatives to improve

morale and work-life balance 

Anticipated Outcomes

2.4.1 Programs that increase morale and work-life balance have

been developed, implemented, and communicated to employees

Goal 3 - Identify, Develop and Empower Leaders

Objective 3.1: Formalize programs for leader identification and development

at all levels across the workforce

Anticipated Outcomes 

3.1.1 Future leaders are identified in early-to-mid-career 

3.1.2 Current and future leaders participate in a formal 

development program 

3.1.3 Supervisors are held accountable for developing their 

teams and reports 

Objective 3.2: Increase standardization in promotion processes, factoring

holistic feedback into performance evaluations

Anticipated Outcomes

3.2.1 Promotion processes and requirements are well 

understood by employees 

3.2.2 Well-rounded feedback is collected and harnessed 

3.2.3 Supervisors deliver feedback and proper performance

evaluations 

Objective 3.3: Empower and increase accountability for enterprise-level

decision-making at appropriate leadership levels

Anticipated Outcomes

3.3.1 Leaders are held accountable for business-enhancing

decision-making and results

3.3.2 Governance bodies lower than the ERB are empowered to 

make decisions

Goal 4 - Modernize Business Processes

Objective 4.1: Fully implement mission-based budgetinge

Anticipated Outcomes 

4.1.1 Executives and those with pertinent duties understand and

use mission-based budgeting 

4.1.2 Process for assessing resource needs has been standardized

4.1.3 Budgets are directly tied to mission needs 

Objective 4.2: Execute efficient business processes and standardize proactive 

acquisition of up-to-date equipment 

Anticipated Outcomes

4.2.1 Lifecycle planning processes are fully in place 

4.2.2 Business process modifications have resulted in efficiency

increases 

Objective 4.3: Fully develop and employ a reliable, adaptive, and resilient 

information technology environment

Anticipated Outcomes

4.3.1 IT environment keeps pace with the changing needs of the

workforce and mission

Objective 4.4: Increase use of robust analytical capabilities to make

data-driven and risk-informed decisions

Anticipated Outcomes

4.4.1 Leaders routinely leverage analytical capabilities to inform

enterprise-level decisions

4.4.2 Tools and resources for data analysis are increased

Goal 5 - Increase Communications and Collaboration

Objective 5.1: Strengthen internal communications pathways throughout the

organization

Anticipated Outcomes 

5.1.1 Leadership communicates regularly with the workforce 

5.1.2 Avenues are established for workforce to convey feedback across

offices and to leadership

Objective 5.2: Increase collaboration opportunities across the workforce 

Anticipated Outcomes

5.2.1 Work performed across offices has increased and has been highlighted

5.2.2 Employees have more opportunities to engage in cross-office projects 

Objective 5.3: Expand traditional and innovative communication efforts to actively

market the Secret Service brand

Anticipated Outcomes

5.3.1 Representations of the Secret Service’s work in communications

efforts have increased

Objective 5.4: Continue to leverage partnerships and increase outreach to

enhance Service capabilities

Anticipated Outcomes

5.4.1 Business processes align with expectations of DHS, OMB, and 

Congress 

5.4.2 Collaboration with existing partner organizations has continued

5.4.3 Identification of and coordination with new partners has increased
Secret Service FY 2018 - FY 2025

Training Strategic Plan

24 25

Appendix B: Strategic Plan Development Process

Starting in 2017, the Secret Service began taking initial steps toward 

institutionalizing a comprehensive and repeatable strategic planning process.

The approach involved formulating a planning process that both adhered to 

recognized strategic planning principles and addressed the Secret Service’s 

unique challenges and requirements. The resulting plan incorporates detailed 

information from more than 100 employees at all levels which has been 

analyzed to assess the needs of the Secret Service in the upcoming years. Plan 

finalization included publication through a well-developed communications 

process.

The five phases of SSSP development are as follows:

Appendix B:

Strategic Plan Development Process

Develop 

Process and 

Tools

Collect and 

Analyze Data

Draft and 

Consolidate 

Plan Sections

Review and 

Approve Plan

Finalize and 

Publish Plan

1 2 3 4 5

Phase 1: Develop Process and Tools 

The process followed for developing the Secret Service 

FY2018 - FY2022 Strategic Plan began with laying 

out a time frame and process, and developing tools 

for executing the process. The timeframe selected 

was based on prior experience, and tailored to Secret 

Service requirements. The process followed was based 

on a combination of the logic model employed by 

the Balanced Scorecard (BSC) strategic planning and 

management system, as well as guidance on strategic 

planning methodology promulgated by the Department 

of Homeland Security (DHS) and the Office of 

Management and Budget (OMB). The resulting process 

factored in unique characteristics and requirements of 

the Secret Service.

Myriad data collection and analysis tools were created 

during Phase 1 for use at different points in the process 

to shape the plan. These tools included interview 

and focus group protocols used to understand the 

perspectives of the entire workforce, tools to evaluate 

the Secret Service’s past and current (sub-level) 

strategic planning efforts, tools to synthesize and 

analyze collected information, and tools to better 

understand the environment in which the Secret Service 

will operate up to the year 2022. 

Phase 2: Collect and Analyze Data

During Phase 2, analysts employed the tools developed during Phase 1. 

Data Collection. Nearly three dozen in-person and phone interviews as 

well as numerous focus group discussions with representatives from every 

directorate provided data to inform Strategic Plan content. Other data gathered 

included information from prior strategic plans, existing sub-level strategic 

plans, external reports, internal documents, and the results of a Strengths, 

Weaknesses, Opportunities, Threats (S.W.O.T.) Analysis conducted earlier in the 

year with Secret Service leaders.

Data Analysis. Information from all sources was sorted, synthesized, and 

analyzed using proven qualitative analysis techniques. Data analysis began 

by laying out basic assumptions to establish a five-year vision, framing the 

scope of the plan, incorporating Secret Service values, and answering basic 

questions for vision attainment. The BSC logic model again provided an initial 

organizational methodology to transform data themes into a strategic plan 

framework, establishing draft goals and objectives that would drive the agency 

forward over the next five years. 

Agency leaders, specifically the Chief Operating Officer, Deputy Director, and 

Director reviewed the framework and provided feedback to ensure alignment 

with their vision for the Secret Service. A revised framework was then presented 

to the Enterprise Governance Council (EGC) and Executive Resources Board 

(ERB). The team considered all feedback provided to further refine the goals 

and objectives, to begin to develop outcomes, and to confirm that every goal 

was high-priority, wide-ranging, and achievable.

A series of facilitated group discussions with field offices and headquarters 

personnel at the supervisor and non-supervisor levels rounded out Phase 2.

These discussions served multiple purposes: eliciting employees’ previous 

experience with strategic plans, gaining initial feedback on the notional 

framework, spreading the word about the strategic planning process, and 

ensuring that the plan produced would add tangible value to the everyday work 

of all employees. As a result of these discussions, the goals and objectives were 

further refined to emphasize plain language while maintaining leadership’s 

approved vision.
Secret Service FY 2018 - FY 2025

Training Strategic Plan

26 27

Appendix B: Strategic Plan Development Process

Develop 

Process and 

Tools

Collect and 

Analyze Data

Draft and 

Consolidate 

Plan Sections

Review and 

Approve Plan

Finalize and 

Publish Plan

Phase 3: Draft and Consolidate Plan

This SSSP was drafted in close coordination with agency leaders to ensure plan 

content continued to reflect their intentions for Secret Service progress through 

FY 2022. Strategic context and measurable outcome statements were drafted 

to set the stage for plan execution, reflecting realistic, achievable progress 

and/or end states for each objective within the operational environment. OSP 

Strategy, Evaluation, and Analytics functions all contributed to ensure the Secret 

Service would be able to execute the plan and rigorously assess progress on 

plan implementation.

Phase 4: Review and Approve Plan

During the first few months of 2018, Secret Service leadership was briefed 

on the complete draft plan and they provided feedback. Following extensive 

copy-edits and revisions to ensure accuracy and quality, the plan’s content 

was provided to the Secret Service’s Visual Information Branch (VIB) graphics 

section to develop a design for the document, and to VIB’s photo section to 

solicit appropriate photographic depictions.

Phase 5: Finalize and Publish Plan

Following review and approval by Secret Service leaders, this SSSP was 

published via SharePoint and the communications plan developed with the 

Communications and Media Relations Office (CMR) was executed. Plan rollout 

activities will continue as offices initiate ongoing implementation efforts that 

will last until the Secret Service revises this Strategic Plan and begins a new 

strategic planning cycle.

Secret Service FY 2018-2022 Strategic Plan

Development Timeline

January – March 2017

• Conducted initial SWOT analysis

• Engaged directorate-level leaders in developing draft goals and objectives

September – October 2017

• Verified and updated data through interviews with directorate representatives and review of background and source documents

• Drafted mission and vision statements; revised goals and objectives through qualitative data analysis processes

• Leveraged trend analysis by Strategic Futures analysts to assess operational environment

November – December 2017

• Gained conceptual goal/objective framework approval from Secret Service leaders

• Facilitated group discussions with personnel across the workforce and at multiple levels; revised framework to capture workforce feedback

• Drafted all plan sections

January – February 2018 

• Consolidated plan sections

• Created initial plan design

March – April 2018 

• Finalized plan rollout

• Gained plan content approval from Secret Service leaders

• Completed plan design and formatting

• Executed plan roll-out process, publishing and disseminating through multiple outreach channels
Secret Service FY 2018 - FY 2025

Training Strategic Plan

28 29

This United States Secret Service Strategic Plan FY 2018 – FY 2022 (SSSP) is an 

aspirational document designed to identify and address significant enterprise-wide 

goals over the next five years. Following the focused courses of action within this 

SSSP will enable the Secret Service to continue effectively achieving the integrated 

mission and also become a better place for its people to work and to thrive. This 

SSSP’s cross-cutting and overarching objectives require the full agency to work 

together on effective implementation. Accordingly, offices will review aspects of 

the plan for which they bear responsibility or provide input, then execute actions 

in a diligent and timely manner to keep the agency on track to meet agreedupon milestones and targets. The Office of Strategic Planning and Policy (OSP) 

will work with directorates and program offices across the Secret Service to help 

them determine and then achieve specific strategic planning objectives. The 

implementation process will facilitate sequencing, coordination, and alignment of 

critical tasks, and will include the following steps:

1. Assistant Directors, Executive Chiefs, and Program Managers within directorates 

and program offices will identify a top-level manager responsible for the 

implementation process, and at least one Subject Matter Expert (SME) to act as 

a Point of Contact (POC) to work directly with OSP analysts on implementation;

2. POCs will review existing lists of sub-objectives, actions, and steps for 

consistency with their areas of responsibility, revising accordingly and setting 

realistic timeframes;

3. POCs and OSP analysts will develop milestones and Key Performance Indicators 

(KPIs) specific to directorate and program office decisions on sub-objectives, 

actions, and steps;

4. OSP analysts will assist POCs in drafting content for sub-level Strategic Plans 

(if requested) or Strategic Implementation Plans (SIPs) that lay out actions 

supporting this SSSP and other implementation actions relevant to specific 

directorates and program offices; and 

5. OSP analysts will coordinate with top level managers responsible for 

implementation to monitor and report on implementation’s progress. 

SIPs and sub-level Strategic Plans will be designed to (a) align with this SSSP and 

(b) cover any other activities critical to the office’s operations. OSP will provide a 

template for developing these that will save offices time, create a simple and clear 

process, and ensure product consistency and quality across the Secret Service.

As noted above, at least one top-level manager within each office will oversee 

that office’s implementation actions and track of the completion of milestones.

In recognition that the operating situation shifts rapidly, each plan will include an 

evaluation cycle that makes sense for the directorate or program office it applies 

to so that emergent issues and tactical changes can be properly addressed and 

incorporated. As part of the monitoring process, office POCs and executives will 

determine the effectiveness of selected courses of action taken to implement this 

SSSP and will suggest improvements to the total quality of the process.

Some offices have formal strategic plans in place. Products that existed during 

the creation of the Secret Service FY 2018 – FY 2022 Strategic Plan (SSSP) have 

been incorporated into this SSSP in order to facilitate the alignment of associated 

SIPs. These and subsequent plans will provide the strategic and creative blueprints 

to maximize resources as the agency continues to fulfill its critical integrated 

mission.

Appendix C: Strategic Plan Implementation Process

Appendix C:

Strategic Plan Implementation Process
Secret Service FY 2018 - FY 2025

Training Strategic Plan

30
32

Por magnatem et qui dolorit 

ut expliquis dolore cor sed 

et ullab ipsum as

Itatur aut aliquistrum faccupt aquiamendae sin porum quo et etur maximil 

moluptatiunt accum sit omniam nonse cor sequasp eribus et litam eum qui des 

doloreste num evelige ntiaspi squaect ibuscias voluptibus magnimperunt qui 

apietur as enime eum nullaudam incimus dio. Et harcit rem eaque quossitate 

excea volenetur ad quas eraeped est, solorrovit, unt que poria quae nimi, que pori 

solore nihit ommoluptatae volectur a nonsed quatemporia venduscidit ea volupta 

plias que dipsunt derfers pientotam veliquam que ped magnam nam rem. Nem ex 

eum fugiate es ent ma conetur? Os diti repudam quosapicte occatia il modictur 

alitiatus dolor assimus utemque soluptur arit fuga. Ita dem ratem facilliquas eatet 

hillabo. Nequost runtiundis dolupta ssedignam voles incienimi, ium et ent ratet 

ulpa doles delitatiunt everspis ipsamus endusam ipsae si ditatqui totam sit que 

sum rem veri acest, quidi opta doluptatur mo od essequatia sam et et, ullaut eum, 

voluptatem ut re voluptatur remquam aut ipsumquam, comnimus, audandi onsequi 

int occum quiament evendae cuptatur?

Ehentib usaepres derfercipsa dus everit, officiaecti commodi ciatis aut facia cum 

estem reperep ereste am corrores pra aliquati vent remodi tem fugiaeptur, cullaute 

velit, to et a volupta ditatis voloresti a con erchiciet et fuga. Ectio ommo dic tota 

num et rento enienis dicidi totasim ad millaboreped quas num aut illaborem quam 

qui tem rem doluptus ne possim volessimaio quidictium esto consequae voloribus 

imus voloritatur rerum restrum alibus. Unducit, adion nus renihitat. Ro cuptatem 

sum qui volorat estest facillent.

Invelest quatemp oresto cusam, vollab iunto beat volendae pre laccum quatque 

voluptaquae volupta volupti orrovid quatum quasimped minus. Udae nem 

nonsenimo iuntempor ressint.

Piciis conesto eosae cusapel iquoditaquam quo eliquis dis apide lam verspe 

soluptiorem et peri occuptibus eum nonemquatur? Temo et doluptas que et as 

rerum harchictotas sim faccatiae doloria eaque non reium quibust aperiae con 

erferspis sapit earum essimodit la vid utas et magnitet es dolorep elenime vitior 

molupitas esequi to qui acepudis etum idunt aute con rem et od explicipsam 

exerferchil exerspe dipicil iquaeptae et ilite dignien dantur magnis aut expellis 

audipsant quis nonsequunt hilluptis pores solectotas et quiam, quostiam, offic 

tendel eum, ut volupis et ommo et rae quos de non cus dolupti asperchit aruptatur 

recatiam qui vendia abo. Nequid moluptatium rerepta tendanti ad maximil 

laccullaci velest dis aliquae niandam nobisiti odit alique conetur sam, culleni 

sseditatis rere offic temos aceri oditassim ut etur, nectempor alia santian derspis 

et ut et facimpo rendebit audaectati omnist, con pro.

U.S. Department of

Homeland Security

United States

Secret Service