United States Secret Service 

Strategic Plan

(FY 2008 - FY 2013)

U.S. Department of

Homeland Security

United States

Secret Service
Table of Contents

Message from the Director 1

Mission, Vision and Core Values 2

Driving Forces 3

Investigations 7

Protection 11

Infrastructure 15

Appendix A: Strategic Management and 22

 Performance Accountability

Appendix B: Stakeholders and Partners 26

Appendix C: Cross Cutting Initiatives 27

Appendix D: Enabling Legislation 29
Protecting the nation’s financial infrastructure is 

increasingly complicated as counterfeit currency, financial 

crimes and electronic crimes have become more complex 

and transnational. To effectively detect, investigate and 

prevent these crimes, the Secret Service will continue 

developing, acquiring and deploying cutting-edge scientific 

tools and technology. The Secret Service workforce is 

essential to the investigative mission; therefore, the Secret 

Service will continue to train and develop personnel in 

investigative techniques and continue to partner with 

federal, state, local and international law enforcement, 

private industry and academia. 

Protecting national leaders, visiting heads of state and 

government, designated sites and National Special Security 

Events has become more complex with the evolution 

of conventional and non-conventional weapons and 

technology. In meeting new challenges, the Secret Service 

will continue to provide progressive training, devise and 

implement sound security plans, measures, equipment and 

systems to ensure the safety of individuals, sites and events 

under Secret Service protection.

The Secret Service’s unique investigative and protective 

mission is sustained by a strong, multi-tiered infrastructure 

of science, technology and information systems; 

administrative, professional and technical expertise; and 

management systems and processes. The Secret Service’s 

diverse and talented workforce develops and employs 

sophisticated science and technology, workforce planning 

strategies, and business and management practices to 

propel operational programs. To promote innovation, 

diversity, mutual respect and teamwork, the Secret Service 

will continue to foster open communication both internally 

and with partners at the departmental, federal, state, 

local and international levels. To demonstrate a steadfast 

commitment to excellence, the Secret Service will continue 

to infuse a high level of accountability throughout its 

business practices, as well as investigative and protective 

operations.

The strategic direction set forth in this plan embodies 

the themes of innovation, adaptability, accountability, 

teamwork and pride in mission. With this plan as a guide, I 

am confident that the men and women of the United States 

Secret Service – the agency’s most trusted and valuable asset 

– will continue to fulfill core mission responsibilities in 

service to the American people.

 Mark Sullivan Director

Message from the Director

For more than a century, the United States Secret Service has worked tirelessly to 

safeguard the integrity of the nation’s financial systems and to protect the nation’s 

leaders and visiting heads of state and government. The Secret Service’s Strategic Plan 

for FY 2008 - FY 2013 is the road map for the next six years, laying out strategic goals and objectives, and the strategies 

for achieving them. This plan reflects the Secret Service’s intent to build on its tradition of excellence while remaining 

dedicated to reinforcing its infrastructure, and maximizing efficiency, effectiveness and productivity at all levels. 

1
Mission

The mission of the United States Secret Service is to safeguard the nation’s financial infrastructure and payment systems to 

preserve the integrity of the economy, and to protect national leaders, visiting heads of state and government, designated 

sites and National Special Security Events (NSSEs).

Vision

The vision of the United States Secret Service is to uphold the tradition of excellence in its investigative and protective 

mission through a dedicated, highly-trained, diverse, partner-oriented workforce that employs progressive technology and 

promotes professionalism.

Core Values

Each point of the Secret Service star represents one of the agency’s five core values: justice, duty, courage, honesty and 

loyalty. These values, and the Secret Service motto “Worthy of Trust and Confidence,” resonate with each man and 

woman who has sworn the oath to uphold them. To reinforce these values, Secret Service leaders and employees promote 

and measure personal accountability and program performance across the agency. By holding each person to the highest 

standards of personal and professional integrity, the Secret Service ensures the preservation of its core values, the fulfillment 

of its vision and the success of its mission.

 

One Service... Dual Mission... Unified Vision

2
Global Economic and 

Technological Trends 

Electronic Commerce (e-commerce): In the 21st century, 

electronic technology has become more affordable for a 

large portion of society. And, domestic and international 

Internet access has grown. As a result, e-commerce and 

online banking are growing exponentially in the U.S. and 

abroad. 

 

Similarly, electronic payment systems, such as credit and 

debit cards and automated clearing houses, are replacing 

traditional paper instruments such as cash and checks. 

Paying at the gas pump and swiping a credit or debit 

card at the grocery store are now part of mainstream, 

contemporary culture. 

The U.S. Department of Commerce estimates e-commerce 

sales for 2006 were more than $100 billion and represented 

2.74% of all retail sales for the year. That is up from only 

$27 billion and less than 1% of sales in 2000. As a result of 

technology’s progressive influence on electronic financial 

transactions, protecting the nation’s financial infrastructure 

has evolved to include investigating fraudulent transactions 

perpetrated electronically with access devices, computers 

and fraudulent identification.

Electronic and Financial Crimes: As a result of 

technological advancements, electronic and financial crimes 

transcend national borders more fluidly than ever before. A 

June 2005 round table discussion by the Payments System 

Development Committee of the Federal Reserve System 

stated that:

...the difficulties in investigating and prosecuting Internet fraud cases are 

often exacerbated in international cases because, at times, the necessary 

cooperation with foreign law enforcement agencies adds additional 

complexity to an investigation. This is a growing concern because of the 

international scale of the Internet and increasing amounts of fraud that 

originate outside of the United States.

Today, the consequences of successfully executed financial 

crimes perpetrated against individuals and organizations are 

far-reaching and long-lasting. The Better Business Bureau 

reports that 8.9 million Americans were victims of identity 

theft in 2006, costing them and businesses more than $50 

billion and an average of 40 hours per case to resolve. 

The Secret Service’s symbiotic partnerships – public and 

private, domestic and international, law enforcement and 

civilian – will continue to play a critical role in preventing, 

detecting, investigating and mitigating the effects of 

electronic and financial crimes.

Driving Forces

The Secret Service operates in an environment in which political leaders, major events and the U.S. economy continue 

to be ripe targets for criminals with varying motives. As emerging technologies and sophisticated weapons become 

more accessible on a global scale, more criminals will be willing and able to employ them. To successfully accomplish 

its investigative and protective mission in today’s security environment, the Secret Service continuously examines and 

incorporates new technologies and best practices and, whenever possible, partners with public and private organizations to 

leverage their collective knowledge and experience.

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Currency and Counterfeit: According to the Federal 

Reserve, the amount of currency in circulation has nearly 

doubled over the last decade. Although only one-one 

hundredth of one percent of currency in worldwide 

circulation is counterfeit, the larger quantity of currency 

in circulation increases the potential for counterfeiting. 

In fact, more U.S. currency circulates abroad than 

domestically, creating opportunities for criminals less 

restricted by U.S. laws.

Advances in photographic and computer technologies, 

including printing devices, continue to simplify the 

production of counterfeit currency. In the last decade, 

digitally produced counterfeit currency, mostly generated 

using off-the-shelf inkjet printers, grew from 1% to 54% of 

counterfeit currency passed domestically. While genuine 

currency undergoes design changes every seven to ten 

years to improve security features, older bills remain in 

circulation. 

Maintaining and expanding critical domestic and 

international partnerships will ensure the Secret Service’s 

continued success in combating counterfeit operations in 

the face of increased incentives and resources available to 

criminals.

Protective Intelligence and Risk Analysis: The postSeptember 11, 2001 global, political and technological 

environments have rendered threats directed toward Secret 

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Service protected interests more complex and challenging 

to mitigate. The expansion of global communication 

networks, use of non-conventional weapons and organized 

criminal and terrorist enterprises present an even greater 

challenge to strategies traditionally employed by the Secret 

Service. The Secret Service continues to proactively leverage 

advances in the behavioral and technological sciences to 

better evaluate threats and assess risks. This approach 

allows the Secret Service to employ appropriate operational 

security plans, measures, equipment and intelligence to 

reduce risk and defend protected persons, sites and events.

Business and Management 

Trends

Improved Effectiveness and Efficiencies: In October 

2006, in an effort to maximize efficient and effective 

business practices, the Director of the Secret Service 

launched a progressive business plan focusing on 

information technology, science and technology, 

workforce sustainability, organizational effectiveness, 

professional responsibility, stewardship of resources and 

communication. The business plan identifies specific 

actions to improve operations in a rapidly changing 

business environment. Success in these six areas ensures 

operational capability and ultimate mission success.
Resource Management: Today, the numbers of 

individuals, facilities and events under Secret Service 

protection fluctuate regularly; therefore, the Secret Service 

must be prepared at a moment’s notice to reallocate 

personnel and equipment resources anywhere in the 

world to meet temporary mission-critical demands. While 

day-to-day operations at the field office level focus on 

investigations, Secret Service offices throughout the world 

also provide personnel, equipment and other resources 

required to meet surges in protective responsibilities. These 

short-term assignments enable special agents to develop 

their protection skills while at the same time upholding 

their investigative responsibilities.

Workforce Planning and Development: The Secret 

Service competes with other governmental and law 

enforcement organizations, as well as the private sector, 

to recruit talented employees. Using best practices in 

human resources management, the organization succeeds 

in establishing within its workforce the appropriate mix 

of knowledge, skills and abilities to execute the mission. 

The recruitment, selection and hiring processes ensure 

only the most qualified applicants are hired. Once on 

board, the Secret Service’s training infrastructure and 

curriculum provide both new and existing employees the 

skills, techniques and capabilities to perform their duties 

in a highly effective manner. Finally, managers’ emphasis 

on work-life balance and the organizational culture instill 

employee loyalty and promote retention.

To ensure the continuity of institutional knowledge and 

operational expertise, Secret Service managers collaborate to 

project program growth, determine staffing requirements 

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and prioritize the allocation of personnel to critical 

programs. In addition to preparing for anticipated staffing 

transitions, the Secret Service plans for the continuity of 

operations during potential disasters, employing a robust 

emergency preparedness program to guide it through 

disruptions caused by both natural and man-made 

catastrophes.

Data Management: Over the years, the volume, diversity 

and complexity of information (e.g., imagery, video, 

geospatial and biometric) available to the average person 

has increased dramatically. Devices for storing and 

managing information have evolved to complement this 

trend, as have knowledge management technologies, 

designed to make available information optimally useful. 

As information sources and technologies evolve, entities 

using these data must be able to access, manage, store and 

exploit it effectively. The Secret Service strives to streamline 

processes, capitalize on new technology and automate 

data systems to reduce the time and cost of delivering 

investigative and protective services, while maintaining the 

integrity of the enterprise architecture. 

Along with the increased prevalence of technology and 

information-sharing, there are more frequent media 

reports of intentional and inadvertent breaches of data 

and information systems. To combat this, the Secret 

Service must continue to deploy and manage increasingly 

sophisticated technological defenses, maintain vigilant 

operational security protocols and adopt cutting-edge datasecurity technologies to prevent theft, loss or misplacement 

of sensitive or classified data.
Partnerships and Collaboration

With the U.S. Department of Homeland Security 

(DHS): As an agency within DHS, the Secret Service

plays a critical role in executing programs and initiatives 

that support DHS priorities focusing on: protecting the

homeland from dangerous people and goods; protecting 

critical infrastructure; building a nimble, effective 

emergency response system and culture of preparedness; 

and strengthening and unifying DHS operations and

management.

With Other Public and Private Organizations: In order 

to expedite investigations and keep Americans safe, 

public agencies share resources and information. Recent 

history reflects an increasing number of public and private 

organizations participating in multi-lateral task forces such 

as the Secret Service’s Electronic Crimes Task Forces and 

Financial Crimes Task Forces, along with other federallysponsored task forces. At the international level, Interpol 

stresses the need for collaboration among law enforcement 

agencies, financial institutions and other organizations, 

noting that they “bridge geographical, jurisdictional, 

cultural and organizational divisions, which were once 

impediments to providing comprehensive and coordinated 

solutions for combating modern financial crimes.” 

The Secret Service continues to share research and 

information and collaborates with other entities, including 

academia and private industries, on numerous projects. 

Likewise, through the years, the Secret Service has benefited 

from resources provided by federal, state and local law 

enforcement partners for protecting national and foreign 

leaders, securing NSSEs and defending the nation’s financial 

infrastructure. Progressing into the future, the Secret 

6

Service seeks to maintain its existing partnerships while 

expanding its collaborative efforts in both the national and 

international arenas.

The Way Forward

The Secret Service faces the future with a collective vision 

for continued success in fulfilling its mission. Looking 

ahead, the Secret Service will strive to strengthen its 

investigative and protective capabilities by improving 

technological preparedness, enhancing operational and 

supporting infrastructures and working collaboratively 

with federal, state, local and international partners, private 

industry and academia.

The strength of the Secret Service has been, and always 

will be, its workforce. Equipped with the best resources 

and practices, the men and women of the Secret Service 

consistently strive to prevent and mitigate threats and attacks 

against protectees, protected sites, protected events and the 

national economy. In service to the American people, and 

in the spirit of the Secret Service motto “Worthy of Trust 

and Confidence,” employees are dedicated to accomplishing 

the Secret Service mission in the most effective and efficient 

ways, through commitment, teamwork and accountability. 

In the end, the way forward requires a deep respect for the 

past, a clear understanding of the present and a determined 

vision for the future. By maintaining a tradition of 

excellence and service, the Secret Service is prepared to meet 

the demands of the future.
Investigations

Strategic Goal 1

Protect the nation’s financial infrastructure by reducing losses due 

to counterfeit currency, financial and electronic crimes and identity 

theft.

In April 1865, President Lincoln authorized the establishment of the Secret Service under the U.S. Department of the 

Treasury for the purpose of suppressing counterfeit currency. As the original guardian of the nation’s financial payment 

systems, the Secret Service has established a long history of protecting American consumers and industries from financial 

fraud. Today, the Secret Service continues this core mission by investigating violations of U.S. laws relating to currency, 

financial crimes, financial payment systems, computer crimes and electronic crimes. The Secret Service utilizes investigative 

expertise, science and technology, and partnerships to detect, prevent and investigate attacks on the U.S. financial 

infrastructure.

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Strategies:

	 • Continue to catalogue and analyze data, and

 provide expertise to federal, state and local law 

 enforcement in investigations relating to the 

 counterfeiting of U.S. obligations and securities.

	 • Continue to aggressively use advances in

 fingerprint detection and other forensic sciences 

 to carry out thorough and effective 

 counterfeiting investigations.

	 • Continue to improve currency design through

 collaborative relationships with the U.S. Mint, 

 the Department of the Treasury and the Bureau 

 of Engraving and Printing to deter 

 counterfeiting.

	 • Maintain active participation in working groups

 and programs such as the International 

8

 Currency Awareness Program to study the use of 

 genuine U.S. currency overseas.

	 • Strengthen partnerships with private industry to

 more rapidly develop and deploy technologies 

 and devices that limit the ability of commercial 

 printers and copiers to produce counterfeit 

 notes.

	 • Increase liaison, training and other services to

 foreign financial institutions, governments and 

 law enforcement agencies to prevent, detect and 

 suppress foreign-manufactured, counterfeit U.S. 

 currency.

Desired Outcome 1.1: Continued public 

confidence in the stability and strength of U.S. 

currency at home and abroad.

Strategic Objective 1.1: Reduce the proportion of counterfeit currency 

relative to the amount of genuine U.S. currency in circulation at home 

and abroad.
Strategies: 

	 • Continue to prioritize investigative cases,

 focusing resources on those investigations 

 having significant impact on the economy, the 

 community and the critical financial 

 infrastructure.

	 • Continue to deploy cutting-edge technology to

 defend against and investigate financial and 

 electronic crimes and pre-empt criminal 

 ingenuity.

	 • Prevent fraud by recommending safeguards based

 on identification and assessment of systemic 

 weaknesses within the financial payment 

 industry.

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	 • Increase field deployment of specially-trained

 personnel to investigate complex financial and 

 electronic crimes and develop strong cases for 

 prosecution.

	 • Provide educational briefings and seminars on

 financial and electronic crimes to federal, state, 

 local and foreign law enforcement partners to 

 expand investigative skills and capabilities.

Strategic Objective 1.2: Reduce the amount of financial losses resulting 

from electronic crimes, financial crimes, computer crimes, compromised 

payment systems, identity theft and other types of financial crimes.
	 • Expand delivery of the Electronic Crimes State

 and Local Program and other investigative 

 training designed for state and local law 

 enforcement agencies.

	 • Expand liaison with other federal, state, local and

 foreign law enforcement agencies and private 

 industry to enhance partnerships and share best 

 practices.

	 • Solicit and expand participation in task forces

 such as Electronic Crimes Task Forces and 

 Financial Crimes Task Forces to reinforce 

 strategic investigative alliances among law 

 enforcement, academia and private industry.

	 • Collaborate with private industry and academia

 to identify criminal patterns and trends and to 

 develop and share emerging investigative 

 technologies, systems and methodologies.

10

	 • Expand partnerships and collaboration with

 international law enforcement to detect, 

 investigate and prevent financial and electronic 

 crimes overseas.

	 • Provide information to citizens and communities

 to help safeguard them from financial and 

 electronic crimes.

Desired Outcome 1.2: An integrated public-private 

network capable of detecting and preventing attacks 

against financial payment systems, financial 

institutions and the public.
Protection

Strategic Goal 2

Protect national leaders, visiting heads of state and government, 

designated sites and NSSEs.

Following the assassination of President McKinley in 1901, the Secret Service began protecting the President of the United 

States. Throughout the 20th century, the protective mission expanded to include the protection of additional national 

leaders, including presidential candidates, visiting heads of state and government, designated sites and events of national 

significance. Protection includes all activities related to identifying threats, mitigating vulnerabilities and creating secure 

environments wherever protectees work, reside and travel and where specially designated events take place.

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Strategies:

	 • Ensure the safety of protectees and continuity of

 protective operations in the event of a crisis.

	 • Expand use, coordination and interoperability of

 specialized teams and programs to address a 

 wide range of evolving threats.

	 • Continue to develop and deploy state-of-the-art

 technologies to enhance the protective 

 environment for Secret Service protectees.

	 • Continue to enhance and deploy portable

 countermeasures to guarantee seamless 

 protection for protectees traveling throughout 

 the United States and overseas.

	 • Continue to refine the threat assessment process

 through research and operational analysis.

	 • Ensure protective intelligence processes, policies

 and systems provide quality information and 

 services to securely and efficiently support the 

 protective mission.

	 • Continue to engage with academia and federal,

 state and local partners that examine individual 

 and group behaviors indicating potential for 

 targeted violence.

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	 • Enhance formal risk-management processes for

 allocating protective resources.

	 • Continue collaborating with strategic partners to

 implement layered security structures addressing 

 the threat spectrum.

	 • Pursue improved communications

 interoperability with federal, state and local law 

 enforcement partners in protective operations.

	 • Maintain, lead and develop new task forces,

 fusion centers and working groups to strengthen 

 critical coalitions across all functional areas 

 impacted by protective activities.

	 • Build alliances with public and private partners to

 continue to develop state-of-the-art protective 

 and tactical technologies and capabilities.

	 • Continue to develop and implement the

 Emergency Preparedness Program in compliance 

 with statutory and executive mandates.

Desired Outcome 2.1: Safety for each designated 

protectee at all times.

Strategic Objective 2.1: Ensure the safety and security of national leaders, 

visiting heads of state and government, major candidates for President and 

Vice President and other designated protectees.
Strategies:

	 • Assess and enhance physical security measures

 on a continuous basis to prevent the use of 

 conventional and unconventional weapons at or 

 near facilities under Secret Service protection.

	 • Continue to deploy visually overt

 countermeasures to deter would-be threats.

	 • Continue to use covert methods in detecting site-

 specific threats. 

	 • Increase efficiency using innovative

 technologies to determine appropriate 

 deployment of security measures.

	 • Examine electronically-controlled systems and

 expand the use of cyber security measures to 

 ensure early and accurate warnings of 

 adversaries’ site-specific threats and capabilities.

13

	 • Develop formal regional protective staffing

 procedures leveraging shared resources of state 

 and local law enforcement in communities with 

 Secret Service protected sites.

	 • Continue to expand productive relationships with

 the U.S. Park Police, the Metropolitan Police 

 Department and other law enforcement and 

 public safety partners operating in the 

 Washington, D.C. metropolitan area.

Desired Outcome 2.2: Safety for individuals and 

property located within designated protected 

facilities.

Strategic Objective 2.2: Safeguard the White House complex, the

Vice President’s Residence, foreign missions and other high-profile sites.
Strategies:

	 • Enhance NSSE security efforts through continued

 leadership of the NSSE Working Group.

	 • Continue integrating lessons learned from

 previous NSSEs to strengthen the planning, 

 coordination and implementation of future 

 events.

	 • Leverage assets, partnerships and expertise within

 the intelligence community to ensure early and 

 accurate warnings of adversaries’ site-specific 

 threats and capabilities.

	 • Provide continuous, real-time, event-specific

 protective intelligence to agents managing NSSEs 

 by developing mobile protective intelligence 

 teams.

14

	 • Expand the use and interoperability of specialized

 teams to address event-specific threats.

	 • Use specialized programs such as the Critical

 Systems Protection Initiative (CSPI) and the 

 Electronic Crimes Special Agent Program (ECSAP) 

 to identify and mitigate cyber security risks at 

 NSSEs.

	 • Promote field liaison with local law enforcement

 to maximize resources to secure venues and 

 prevent event-targeted violence.

Desired Outcome 2.3: Successful completion of 

operational security activities for NSSEs. 

Strategic Objective 2.3: Effectively lead and manage the planning, 

coordination and implementation of operational security plans at 

designated NSSEs.
Infrastructure

Strategic Goal 3

Enhance the administrative, professional and technical infrastructure 

as well as the management systems and processes that sustain the investigative and protective mission.

For the past century, the Secret Service’s internal infrastructure has supported and sustained operational success. The solid 

foundation of progressive scientific tools, technologies, systems, policies, training programs and support services has 

enabled Secret Service personnel to achieve the operational mission efficiently and effectively. 

15
Strategies:

	 • Restructure the internal information technology

 and science and technology governance process to 

 prioritize the acquisition of new technologies and 

 identify cost-efficient integration of technologies 

 throughout the Secret Service.

	 • Enhance collaboration with industry and academic

 partners to research and identify advances in 

 science and technology, and develop them for 

 Secret Service use.

	 • Create integrated information systems to

 streamline administrative processes and quickly 

 transfer data between the field and headquarters.

	 • Continue to enhance countermeasure capabilities

 and systems by developing protective technologies 

 to address evolving threats.

	 • Continue to develop and adhere to an enterprise

 architecture to ensure information technology 

 assets are devoted to mission critical priorities.

16

	 • Continue to acquire and deploy robust, integrated

 and secure communications systems that enable 

 field personnel to seamlessly share investigative 

 and protective information in real-time.

	 • Deliver cross-functional solutions that promote

 the collection, analysis, collaboration and 

 dissemination of investigative information 

 pertaining to identity theft; financial, electronic 

 and computer fraud; access device 

 fraud; bank fraud and telecommunication fraud.

	 • Upgrade the information technology and

 communications infrastructure and enterprise 

 application systems to improve system reliability 

 and availability, and to enhance information 

 security in a digital environment.

Desired Outcome 3.1: Reliable, robust 

technologies and systems sustaining and propelling 

operational and administrative initiatives and 

requirements. 

Strategic Objective 3.1: Foster development, acquisition and deployment 

of cutting-edge advances in science and technology.
Strategies:

	 • Continue the application of innovative workforce

 planning techniques to ensure future hiring and 

 training needs are met.

	 • Maintain diversity across the special agent,

 uniformed, and administrative, professional and 

 technical job categories.

	 • Ensure career tracks address the Secret Service’s

 evolving operational needs and promote career 

 development for all Secret Service occupational 

 categories.

	 • Recognize and commend personnel who exceed

 individual and program performance goals.

	 • Implement a performance-based employee

 evaluation program, communicating to all 

 employees the standards their supervisors will use 

 to evaluate their performance.

	 • Research and implement incentive options to

 remain competitive in attracting, hiring and 

 retaining the best and brightest applicants.

17

	 • Increase partnerships with academia to expand

 the array of collegiate academic programs 

 emphasizing the knowledge, skills and abilities 

 needed to carry out the protective and 

 investigative mission. 

	 • Infuse private industry best practices and cutting-

 edge technology into training and instructional 

 programs to make training more effective.

	 • Continue to develop special agents’ investigative

 knowledge and skills through highly specialized 

 cyber training such as the Electronic Crimes 

 Special Agent Program.

	 • Expand the training capacity of the

 James J. Rowley Training Center to provide an 

 academic environment promoting critical thinking 

 and innovation in all instructional areas required 

 to sustain the investigative and protective mission.

	 • Improve the organization’s staffing plan for

 overseas assignments to ensure seamless personnel 

 transitions, and minimize operational impact of 

 reassignments of overseas personnel.

	 • Ensure employee safety and continuity of

 operations in the event of a crisis.

	 • Monitor quality of life indicators and adjust

 resource deployment as needed to maintain 

 employees’ quality of life.

Desired Outcome 3.2: A superior workforce 

supported by a progressive human capital structure 

enabling employees to achieve the investigative and 

protective mission.

Strategic Objective 3.2: Strengthen the agency’s ability to recruit, develop 

and retain a highly-specialized and dedicated workforce to fulfill missioncritical requirements.
Strategies:

	 • Enhance and expand the formal program

 evaluation process to assess organizational 

 effectiveness and efficiency, identify areas for 

 improvement and streamline cross-functional 

 processes.

	 • Develop and strengthen formal governance

 processes to ensure effective and efficient 

 communication and management of cross-

 functional tasks and programs.

	 • Assess operational performance measures

 regularly to ensure they accurately gauge program 

 effectiveness, and revise measures accordingly.

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	 • Ensure existing policies and procedures drive

 programs and employees to effectively achieve the 

 Secret Service’s mission.

	 • Facilitate the sharing of innovative ideas from

 within the organization.

	 • Identify and mitigate factors that impede

 achievement of performance goals.

Desired Outcome 3.3: A fully-integrated 

organization with well-defined policies and 

procedures which contribute to the overall success 

of the mission.

Strategic Objective 3.3: Implement innovative techniques and business 

strategies to assess and improve organizational practices, policies and 

procedures for increased effectiveness.
Strategies:

	 • Remain proactive in supporting and responding

 to the needs of all partners. 

	 • Promote and support diversity awareness

 throughout the Secret Service.

	 • Continue to extend respect and courtesy in all

 interactions with the public.

	 • Continue to uphold and respect civil rights and

 liberties, laws and regulations.

Desired Outcome 3.4: Continued international 

recognition as a leader in the law enforcement 

community.

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Strategic Objective 3.4: Uphold the Secret Service’s reputation of personal 

integrity and professional responsibility.
20

Strategies:

	 • Continue to foster consideration of return on

 investment and fiscal responsibility when making 

 resource investment and allocation decisions.

	 • Re-examine and refine procurement processes to

 achieve additional cost efficiencies.

	 • Create a comprehensive portfolio of technology

 and capital investment projects to maintain 

 program oversight and guarantee the proper 

 deployment of Secret Service resources.

Desired Outcome 3.5: Sufficient resources 

available to fulfill mission demands.

Strategic Objective 3.5: Enhance stewardship of resources and 

management best practices to ensure long-term fiscal viability.
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Strategies:

	 • Promote internal dialogue that transcends rank

 and title within the Secret Service.

	 • Continue to ensure program managers

 effectively communicate performance measures 

 and goals to program staff who are responsible 

 for achieving them.

	 • Expand the agency’s public website to inform

 the public and stakeholders how the Secret 

 Service contributes to keeping the nation – and 

 each other – safe from harm every day through 

 constant vigilance, preparedness and 

 dedication to its mission. 

	 • Continue to develop and maintain robust

dialogue with DHS, the Homeland Security

 Council, the National Security Council and 

 other federal entities to promote an increased 

 understanding of the Secret Service’s 

 mission, operational needs, personnel and 

 contribution to the security of the United States.

	 • Continue to collaborate and share information

with DHS and its entities to support

 accomplishment of the Department’s goals. 

	 • Maintain consistent collaboration with

 congressional stakeholders, including members 

 and staff of oversight committees, to develop 

 greater understanding of the Secret Service 

 investigative and protective mission 

 requirements.

Desired Outcome 3.6: An expansive and trusted 

communication network with interactive 

dialogue as its hallmark. 

Strategic Objective 3.6: 

Foster an environment of open communication within the Secret Service 

and with key partners.
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Performance Accountability Processes:

Strategic management and performance accountability 

are inextricably linked. The Secret Service’s performance 

and accountability processes consist of two critical and 

interrelated components: performance measurement and 

program evaluation. In addition to requiring a multi-year 

strategic plan, the Government Performance and Results Act 

of 1993 (GPRA) requires agencies to develop performance 

plans. These plans include performance goals and measures 

for major programs, and show the relationship between 

strategic goals and performance goals, which the Secret 

Service reports through DHS budget submissions and

performance reports. Table 1 illustrates this relationship for 

the Secret Service and includes the performance measures 

used to monitor progress toward goal achievement.

Appendix A

Strategic Management and 

Performance Accountability

Strategic Management Process:

The five-year Strategic Plan is developed and refined 

through a Secret Service-wide strategic management 

process. Executive leaders continuously define, implement 

and evaluate strategic goals and objectives, and identify 

management areas requiring improvements in efficiency 

and effectiveness. Throughout this process, leaders 

develop a common understanding of future challenges and 

opportunities, and strategically align resources to meet 

them. 

To develop the Secret Service Strategic Plan FY 2008 - FY 2013, the 

Director and executive staff:

	 • Solicited input and suggestions from Secret

 Service employees and managers via focus 

 groups and surveys.

	 • Asked external stakeholders to identify critical

 issues and opportunities for consideration in 

 mapping out the Secret Service’s future course of 

 action.

	 • Selected key employees to participate in scenario-	

 based planning sessions to identify strategies for 

 several possible future environments.

The Director and executive staff considered the information 

gathered from these focus groups, surveys and planning 

sessions to develop the future direction for the Secret 

Service. Secret Service staff drafted the initial Strategic Plan, 

which was vetted throughout the agency. After carefully 

considering these comments, the Director and executive 

staff agreed on the final version of the Secret Service Strategic 

Plan FY 2008 - FY 2013. The Director forwarded copies 

of the plan to the Department of Homeland Security, the

Office of Management and Budget and the Congress.

Based on the strategic management process described 

above, Secret Service personnel make minor adjustments to 

the Strategic Plan each year and complete a comprehensive 

review and update of the entire Strategic Plan every three 

years.
23

Table 1: Relationships Between Secret Service Strategic Goals, 

Performance Goals and Performance Measures

Strategic Goals Performance Goals linked to 

Each Strategic Goal

Performance Measures

Linked to Performance

Goals

Investigations Strategic Goal

Protect the nation's financial 

infrastructure by reducing 

losses due to counterfeit 

currency, financial and 

electronic crimes and 

identity theft.

Reduce loses to the public attributable to 

counterfeit currency, other financial crimes 

and identity theft crimes that are under the 

jurisdiction of the Secret Service, which 

threaten the integrity of our currency and 

the reliability of financial payment systems 

worldwide.

Reduce losses to the public attributable to 

electronic crimes and crimes under the 

jurisdiction of the Secret Service that 

threaten the integrity and reliability of the 

critical infrastructure of the country.

Protect national leaders, visiting heads of 

state and government, and other 

designated protectees.

Percentage of instances domestic 

protectees arrive and depart safely.

Percentage of instances protectees 

arrive and depart safely – foreign 

dignitaries.

Number of protective intelligence 

cases completed.

Percentage of NSSEs that were

successfully completed.

Percentage of time incident-free 

protection is provided to persons 

inside the White House complex 

and Vice President's Residence at

the Naval Observatory.

Percentage of counterfeit passed 

per million dollars of genuine 

U.S. currency.

Financial crimes loss prevented 

through a criminal investigation 

(in billions of dollars).

Financial crimes loss prevented 

by the Secret Service Electronic 

Crimes Task Forces (in millions of 

dollars).

Counter and reduce threats by individuals, groups, global terrorists and other 

adversaries to our protectees and at

protected events. 

In lieu of performance goals, the Secret Service gauges its success in achieving the Infrastructure Strategic Goal through reporting and analysis of 

efficiency indices and various internal measures of effectiveness.

Protection Strategic Goal

Protect national leaders,

visiting heads of state and 

government, designated sites 

and NSSEs.

Infrastructure Strategic Goal

Enhance the administrative,

professional and technical 

infrastructure as well as 

management systems and 

processes that sustain the 

investigative and protective 

mission.
24

The effectiveness of the goals and measures against which the Secret Service assesses investigative and protective programs 

is reflected in the Program Assessment Rating Tool (PART) process and scoring used by the Office of Management and 

Budget (OMB). Within the past few years, OMB evaluated the Secret Service’s four major operational programs – Protective 

Intelligence, Foreign Protectees and Foreign Missions, Domestic Protectees, and Financial and Infrastructure Investigations 

– via the PART process. Each program received an Effective rating, the highest a program can achieve. According to OMB, 

programs rated Effective generally set ambitious goals, achieve results, are well-managed and improve efficiency. Table 2 

illustrates how these effective operational programs comprehensively address all Secret Service strategic goals. 

Table 2: Relationship Between Secret Service Strategic Goals and 

Major Operational Programs

Major Operational Programs Strategic Goals

Investigations Program

Domestic Protectees Program

Foreign Protectees and Foreign Missions Program

Protective Intelligence Program

Domestic Protectees Program

Foreign Protectees and Foreign Missions Program

Protective Intelligence Program

Investigations Program

Investigations Strategic Goal 

Protect the nation's financial infrastructure by reducing

losses due to counterfeit currency, financial and 

electronic crimes and identity theft.

Protection Strategic Goal

Protect national leaders, visiting heads of state and 

government, designated sites and NSSEs.

Infrastructure Strategic Goal

Enhance the administrative, professional and technical 

infrastructure as well as management systems and 

processes that sustain the investigative and protective 

mission.
25

Evaluations and Studies

	 • Program evaluations and management studies 

 conducted by the Management and 

 Organization Division (MNO) of the Secret 

 Service – Analysts in MNO conduct evaluations 

 and management studies focusing on issues 

 identified as critical to effective and efficient 

 program operations. Evaluation types include: 

 resource needs analyses, process mapping, cost 

 analyses, staffing assessments, benchmarking 

 studies and organizational alignment evaluations. 

	 • Internal reviews performed by the Office of 

 Inspection – All Secret Service offices undergo 

 reviews at least once every three years. 

 Inspections cover an examination of program 

 operations, adherence to established policies, 

 employee satisfaction and customer feedback. 

 The Office of Inspection performs cursory 

 management reviews as part of the inspection 

 process, identifying any material or systemic 

 weaknesses, patterns or trends in the Secret

 Service management control system which 

 require more detailed analyses.

	 • Reviews of Office of Investigations Work Plans 

 for field locations – Annually, the Office of 

 Investigations develops a Work Plan for field 

 managers to assess trends and patterns in 

 investigations, caseloads, partnerships and 

 community outreach. The Work Plan solicits 

 information needed to assess the Secret Service’s 

 success in meeting certain strategic objectives at 

 the individual field office level.

	 • Post-Event Critiques – After-action reviews of 

 the larger protective events provide the Secret 

 Service with an opportunity to critically analyze 

 its performance. These reviews reveal ways to 

 improve operational efficiency and effectiveness, 

 and identify potential modifications of 

 operational plans for future events.

	 • Committees – The Secret Service frequently 

 forms groups and committees to analyze issues 

 of interest to Secret Service management. These 

 groups, composed of a diverse sampling of 

 employees, often make recommendations to alter 

 Secret Service policies and procedures to improve 

 operations.

	 • Performance Management Program 

 maintained by MNO – Analysts in MNO operate 

 an automated system which provides managers 

 with performance measurement information on 

 a recurring basis. Performance information 

 includes both investigative and protective 

 activities, covering workload trends, resource 

 utilization and indicators of program 

 effectiveness and efficiency. Information is 

 available at the employee, office, program and 

 organization levels. This information provides 

 the basis for ongoing performance assessments 

 of Secret Service program operations, and 

 program managers receive quarterly reports 

 noting current program achievements and 

 gauging the likelihood of meeting performance 

 targets for the fiscal year. Consolidated 

 performance data at the end of each fiscal year 

 are considered in managers’ performance 

 evaluations.

In addition to the OMB PART evaluations described above, the Secret Service conducts a variety of internal evaluations and 

studies to demonstrate accountability for efficient and effective program operations. Performance accountability processes 

provide internal, unbiased assessments of performance based on predetermined measures. These processes equip senior 

leadership with sound and equitable criteria for assessing the performance of programs and employees, and ensuring 

accountability and transparency throughout the Secret Service culture, structure and operations.

Collectively, these efforts assist the Secret Service in maintaining its tradition of excellence in carrying out its investigative 

and protective mission. Accordingly, the goals, objectives and strategies incorporated into the Secret Service Strategic Plan 

FY 2008 - FY 2013 are based, in part, on the results and findings of evaluations and studies in these categories.
26

	 • Select representatives of the

 banking and credit card industry

	 • Sergeant at Arms, United States

House of Representatives

	 • Sergeant at Arms, United States Senate

	 • State law enforcement

	 • U.S. Department of Defense

	 • U.S. Department of Education

	 • U.S. Department of Homeland Security

	 • U.S. Department of Justice

	 • U.S. Department of State

	 • U.S. Department of the Treasury

	 • U.S. Capitol Police

	 • U.S. National Central Bureau of Interpol

	 • U.S. Park Police

	 • White House Military Office

	 • White House Office of Administration

	 • Agricultural Research Service

	 • Bureau of Engraving and Printing

	 • Central Intelligence Agency

	 • Center for International Policy

	 • Executive Office of the United States

 Attorney

	 • Federal Bureau of Investigation

	 • General Services Administration

	 • Institutions of higher learning

	 • Johns Hopkins University

	 • Local law enforcement

	 • Metropolitan Police Department

	 • National Center for Missing and Exploited

 Children

	 • National Counterterrorism Center

	 • National Finance Center

	 • National Security Agency

	 • National Security Council 

 

	 • Office of Management and Budget

	 • Office of Personnel Management

	 • Office of the Vice President/Staff

 Advance and Scheduling Office

Appendix B

Stakeholders and Partners

In executing the Secret Service Strategic Plan FY 2008 - FY 2013, the Secret Service will consult with the following 

stakeholders and partners:
27

	 • IICT Intelligence Requirements Subcommittee

	 • IICT Warning and Forecast Meetings

	 • IICT Technical Threat Counterterrorism

	 • International Association of Law Enforcement

 Intelligence Analysts

	 • International Association of Financial Crimes

 Investigators

	 • International Association of Chiefs of Police,

 Committee on Terrorism

	 • International Organization on Computer

 Evidence

	 • International Security Managers Association

	 • International Criminal Police Organization

 (INTERPOL) Forensic Symposium

	 • Joint Terrorism Task Forces

	 • National Center for Missing and Exploited

 Children

	 • National Communications System

	 • National Counter Terrorism Center

	 • National Cyber Security Division

	 • National Cybercrime Training Partnership

	 • National Emergency Management Team

	 • National HUMINT Collection Directive on

 Terrorism

	 • American Society for Industrial Security

	 • Automated Counterterrorist Intelligence System

	 • Computer Emergency Response Team

	 • Critical Systems Protection Initiative

	 • Distributed Network Attack

	 • Explosive Prevention CAPSTONE Integrated

 Product Team 

	 • Federal Bureau of Investigation Enhanced

 Counterterrorism Branch

	 • Federal Bureau of Investigation Key

 Assets/Infrastructure and Special Events 

 Planning Unit

	 • Federal Law Enforcement Training

 Accreditation (FLETA) Board

	 • Financial Crimes Enforcement Network

	 • Government Accountability Office, Office of the

 Comptroller General

	 • High-Tech Crime Investigators Association

	 • Improvised Explosive Devices and Chem/Bio

 Detection Initiatives

	 • Information Handling Advisory Group

	 • Interagency Intelligence Committee on

 Terrorism (IICT) Analytic Training 

 Subcommittee

	 • IICT Chemical/Biological/Radiological

 Subcommittee

Appendix C

Cross Cutting Initiatives 

The Secret Service coordinates and participates in inter-agency working groups to achieve common objectives. The 

following represent the programs and committees in which the Secret Service currently participates. These programs and 

working groups coordinate efforts and strengthen relationships between law enforcement, the intelligence community and 

the financial services industry.
28

	 • National Infrastructure Protection Center

 Interagency Coordination Cell

	 • National Institute of Standards in Technology

	 • National Infrastructure Protection Center

 Interagency Coordination Cell

	 • National Institute of Standards in Technology

	 • National Laboratories – Sandia, Los Alamos,

 Lincoln

	 • Network Security Information Exchange

	 • Protective Detail Intelligence Network

	 • Protective Security Advisor Program

	 • Facilities Protection Committee, Security Policy

 Board

	 • Science and Technology Intelligence Committee

	 • Scientific Working Group on Digital Evidence

	 • Technical Investigative Subgroup for the

 Department of the Treasury 

	 • Technical Support Working Group on

 Counterterrorism

	 • Treasury Counterterrorism Group

	 • Treasury High Tech Computer Working Group

	 • United States Attorney General’s White Collar

 Crime Council
29

Title 18 of the United States Code, Section 3056. Powers, 

authorities and duties of United States Secret Service:

	 • Protect the President, Vice President,

 President-elect, Vice President-elect, former 

 Presidents, their spouses and immediate families, 

 visiting heads of foreign states and governments, 

 major presidential and vice presidential 

 candidates, and other individuals as designated 

 by the President;

	 • Detect and arrest persons who violate statutes

 relating to counterfeiting U.S. currency, 

 electronic fund transfer frauds, access device 

 frauds, false identification documents or devices, 

 and other financial crimes with potential 

 to undermine the integrity of the nation’s 

 financial infrastructure;

	 • Participate in planning, coordinating and

 implementing security operations at special 

 events of national significance; and

	 • Provide forensic and investigative assistance in

 support of any investigation involving missing or 

 exploited children.

Title 18 of the United States Code, Section 3056A. 

Powers, authorities and duties of United States Secret 

Service Uniformed Division:

	 • Protect the White House, any building in which

 presidential offices are located, the Treasury 

 Building and grounds and temporary official 

 residence of the Vice President;

	 • Protect the President, Vice President and their

 immediate families, foreign diplomatic missions 

 located in the metropolitan area of the District of 

 Columbia, foreign diplomatic missions headed 

 by twenty or more full-time officers outside the 

 District of Columbia but within the United 

 States; 

	 • Protect foreign consular and diplomatic missions

 located in such areas in the United States, its 

 territories and possessions, as the President, on a 

 case-by-case basis, may direct; and

	 • Protect visiting foreign government officials to

 metropolitan areas where there are located 

 twenty or more consular or diplomatic missions 

 staffed by accredited personnel, including 

 protection for motorcades and at other places 

 associated with such visits when such officials 

 are in the U.S. to conduct official business with 

 the U.S. government.

Public Law 107-56, 107th Congress. Uniting and 

Strengthening America by Providing Appropriate Tools 

Required to Intercept and Obstruct Terrorism Act of 

2001 (USA PATRIOT ACT), authorizes:

	 • A nationwide network of Electronic Crimes Task

 Forces with the common purpose of preventing, 

 detecting, mitigating and aggressively 

 investigating attacks on the nation’s financial and 

 critical infrastructures; and

	 • The investigation of cases that involve electronic

 crimes by providing necessary support and 

 resources to field investigations that have a 

 significant economic or community impact, or 

 are known to be backed by organized criminal 

 groups involving multiple districts or 

 transnational organizations.

Appendix D

Enabling Legislation

In April 1865, President Abraham Lincoln authorized the establishment of the Secret Service under the U.S. Department of 

the Treasury for the purpose of suppressing counterfeiting, and on July 5, 1865, the Secret Service began official operation. 

While Congress considered adding presidential protection to the mission of the Secret Service, it was not until after the 

assassination of President McKinley in 1901 that the Secret Service was tasked with the full-time protection of the President 

of the United States. Over the past century, the Secret Service’s mission has remained relatively the same, with minor 

modifications to statutory language. Following is a summary of key statutes and directives.
30

For more information on the Secret Service Strategic Plan 

FY 2008 - FY 2013, 

please contact 

Management and Organization Division

202-406-5776

 or visit the

 United States Secret Service website at 

www.secretservice.gov 
U.S. Department of

Homeland Security

United States

Secret Service