DEFENSE SECURITY

SERVICE

PLAN

STRATEGIC

2012-2016

DEFENSE SECURITY SERVICE

U N I TE D STAT E S O F A M E R I C A

Partnership and Service for a Secure Future

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Who We Are

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Vision

Values

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Glossary

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TABLE OF CONTENTS

PLAN

STRATEGIC

2012-2016
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Department of Defense

Defense Security Service

Stanley L. Sims

I am proud to present the 2012-2016 

DSS Strategic Plan. Since joining the 

DSS Team as Director in December 

2010, I have had the opportunity 

to travel and engage with our team 

members across the country. Further, 

I have had numerous and ongoing 

conversations with our stakeholders 

and customers. 

I was challenged in some instances. 

In others, I was given kudos for a 

job well done. Still in others, I was 

asked about what we’re doing to 

address emerging issues. We listened 

and we have a clear understanding 

of the needs of our stakeholders, 

customers, and employees and that 

understanding is the main driver 

behind our strategic roadmap. I am 

pleased to lead DSS in accomplishing 

our unique and critical mission 

and preparing for future security 

challenges. Much progress has been 

made over the past several years to 

improve the capabilities and capacity 

of the organization, but there is still 

more to do to keep pace with a rapidly 

evolving security environment. 

Our success lies in being responsive 

to our customers, partners, and 

employees. To that end, we have 

identified overarching goals and 

strategies that reflect our focus on 

strengthening partnerships with 

government and industry. The need 

for partnering cannot be overstated. 

Managing the risks to national 

security depends on our ability to 

work seamlessly with industry to 

help them protect our nation’s critical 

assets. Our goals reflect a focus on 

improving our products and services 

in support of industry and setting 

exemplary education standards 

for security professionals. Our 

resilience has bred the innovation 

and improvements over the years and 

there’s more to come. Everywhere I 

go, I share the DSS story and we 

continue to build on it through this 

plan. Our goals reflect that we are 

breeding a culture of leadership and 

a work environment that supports 

lifelong learning and continuous 

organizational improvement. This 

is because we follow a ‘people first, 

mission always’ motto that guides 

our values and how we do business. 

We will realize these goals only if we 

have an organizational climate where 

our employees feel they can succeed.

We are passionate about serving 

the warfighter and our country. 

Our passion ensures that we will 

continue to strive for improvement 

and excellence, even after we meet 

the goals outlined in this plan.

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Director, DSS
The Defense Security Service (DSS) 

is an agency of the Department 

of Defense (DoD) with over 900 

dedicated men and women and 60 

locations throughout the United 

States. The DSS Team has a unique 

set of capabilities to help mitigate and 

manage the risk to national security. 

We play an integral role in ensuring 

the safe and secure operations 

of approximately 13,300 cleared 

contractor facilities under the 

National Industrial Security Program 

(NISP). They provide mission critical 

support to the military services, 

Defense Agencies, and other U.S. 

government agencies. These cleared 

companies and their personnel are 

critical assets of national security; 

and we help them defend the 

sensitive technologies, information, 

and systems in their possession. 

In addition to monitoring cleared 

contractor’s compliance with 

security standards, we work closely 

with our government stakeholders 

and industry partners to conduct 

vulnerability and threat assessments 

that provide companies with the 

information and insight they need 

to build better security practices 

and educate their workforces. 

Additionally, our designation as the 

DoD functional manager for security 

education, training and awareness 

provides another important avenue of 

protection for sensitive information 

in the hands of government and 

industry. We are preparing security 

education and training for the 21st 

Century. The needs for security 

professionals within DSS and DoD, 

in other U.S. Government agencies, 

and in industry are evolving. Our 

portfolio of products and services 

is customer-driven and constantly 

changing to keep pace with new 

and emerging threats, cybersecurity 

risks, and technologies. Without 

the comprehensive set of services we 

provide, classified information and 

operations within DoD and industry, 

and therefore national security, are at 

increased risk.

To accomplish each facet of our 

mission, DSS is comprised of four 

mission Directorates supported 

by the various Enabling and 

Command Directorates. Our 

mission Directorates are Industrial 

Security Field Operations (IO), 

Industrial Policy and Programs 

(IP), Counterintelligence (CI), and 

Security Education, Training, and 

Awareness (SETA).

WHO WE ARE

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On behalf of the Department of Defense and other U.S. 

Government Departments and Agencies, the Defense Security 

Service supports national security and the warfighter through 

our security oversight and education missions. DSS oversees 

the protection of U.S. and foreign classified information and 

technologies in the hands of industry under the National Industrial 

Security Program (NISP) and serves as the functional manager for 

the DoD security professional development program. We provide 

security education, training, and professional development services 

as the functional manager for the DoD security professional 

development program, and for other U.S. Government personnel 

and contractor employees, and representatives of foreign 

governments, as required.

Be the focal point of interaction and premier provider of industrial 

security and education services for the U.S. Government and the 

companies in the National Industrial Security Program in support 

of national security.

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Vision

WHO WE ARE

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We embrace an environment where every person is valued and 

treated fairly without discrimination or harassment. We strive to 

create and maintain a reputation for inspiring trust and confidence.

We are honest and ethical. There is no situation or circumstance 

that allows us to compromise our high standards.

We navigate change, continually learn and grow, and respond to 

problems, challenges, and opportunities – both anticipated and 

unforeseen. 

We rely on each other to work effectively and cooperatively to 

produce the best outcomes. Teamwork and trust are critical to who 

we are and what we do. 

We accept responsibility for our work and the consequences of our 

decisions. Dependability and reliability are our measures of success. 

Respect

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Collaboration

Accountability

WHO WE ARE

Our guiding principles of conduct give life to the Mission and 

Vision and drive organizational success. Understanding, modeling, 

and communicating them are daily requirements for every member 

of the DSS Team.

We are reliable and deliver exceptional results because our stakeholders 

and industry partners count on us. This is a team attribute which is 

part of the DSS fabric and requires our daily commitment.

Dependability

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Values
We have identified five goals to help 

guide the agency toward continued 

improvement and integration into 

the national security enterprise. We 

stand at the crossroads of enforcement 

and education. We oversee and 

assess the protection of the Nation’s 

industrial assets, which develop the 

technologies to secure the Nation. 

We help to ensure the proficiency 

of security professionals across the 

enterprise. Our products and services 

must be timely, accurate, and of high 

quality because the Nation’s security 

and the warfighter depend on it. 

Our people, capabilities and 

perspectives are our strongest assets; 

and we must continue to improve our 

means of sharing data, information, 

Pursuing and accomplishing these 

goals will result in measurable 

outcomes, including solid 

partnerships with industry and other 

DoD and U.S government agencies; 

and insight across the enterprise 

and industry. The DSS mission is 

intimately linked to the missions 

of all the entities in our universe 

of customers and stakeholders. 

That responsibility and inherent 

collaboration and partnership 

is at the core of our strategy. 

This strategic plan encompasses all 

aspects of our organization, including 

mission enhancement, technology, 

human capital, operational 

effectiveness, and culture. By 

striving to simultaneously improve 

across multiple areas, DSS will be 

well positioned to face the security 

challenges of the 21st Century while 

growing a best-in-class professional 

organizational environment.

development of a more integrated 

and transparent risk management 

capability; employee pride in DSS; 

and, greater transparency and 

improved processes across the agency.

stakeholders; and incorporate shared 

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GOAL 4

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environment that attracts and 

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professionals.

GOAL 5

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effectively.

GOAL 1

Identify and reduce vulnerabilities 

and threats to the defense industrial 

base to support secure operations of 

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GOAL 2

Furnish unrivaled development, 

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GOAL 3

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are responsive to DSS employees, 

customers, and

WHERE WE ARE GOING

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DSS security reviews of facilities under 

the NISP are only one component of 

the 21st Century industrial security 

challenge. New threats, cybersecurity 

risks, and emerging technologies 

require DSS to increase the depth and 

scope of its capabilities in order to help 

industry protect classified information 

and technologies. Meanwhile, 

globalization continues to distribute 

defense industrial operations and 

ownership across different parts of 

the world, increasing the landscape for 

potential security vulnerabilities. It is 

vital that we improve and accelerate 

data collection, analysis, and reporting 

capabilities to meet the challenges and 

information gaps facing us, and our 

customers and stakeholders now and 

in the future. The better we inform 

and collaborate with industry and our 

government stakeholders, the better 

they are able to report weaknesses 

in their processes or programs and 

suspicious activities. We recognize 

that education goes both ways. We 

do not believe that the best ideas and 

solutions regarding regulation, policy, 

and assessments will come from DSS 

alone. They will come through effective 

GOAL 1

Identify and reduce vulnerabilities and threats to the defense industrial base to 

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t Strengthen existing and establish 

new partnerships with government, 

industry, and international 

stakeholders to increase awareness 

of DSS and improve information 

sharing, open communication, 

and transparency

t Develop innovative products and 

service delivery models to increase 

our value to government and 

industry and assist industry in 

implementing countermeasures

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t Number of possible thefts of sensitive 

technology identified and referred by 

DSS resulting in counterintelligence 

and law enforcement activity by a 

Federal agency

t Identification and mitigation of 

foreign ownership, control or 

influence in industry

t Industry and stakeholder 

assessment of quality and 

timeliness of DSS products and 

services 

t Number of security vulnerabilities 

that are detected and mitigated as 

a result of DSS efforts

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partnerships, engagement 

and communication, 

transparency, and trust with 

industry and our government 

stakeholders. Working as 

partners, we will build a 

sustainable, risk management 

capability that will erect a 

strong defense against anyone 

and anything that attempts 

to compromise our Nation’s 

security. 

GOALS & STRATEGIES

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ALIGN TO THE PLAN

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An Industrial Security Representative 

(ISR) conducts analysis of the security 

posture of cleared facilities and 

recommends solutions to vulnerabilities 

and weaknesses to protect classified and 

sensitive information.

Counterintelligence (CI) personnel 

analyze suspicious contact reports 

from industry to identify threats and 

coordinate with other government 

agencies to mitigate them.
To help industry, government, and 

our international partners prepare for 

the challenges of emerging security 

threats and complex policy decisions, 

we are continuously evolving the 

Center of the Development of 

Security Excellence (CDSE) and the 

DSS Academy (DSSA).

In fulfilling its charter, CDSE will 

develop a standard suite of skills, 

knowledge, and information exchange 

processes that will serve as the 

foundation for a global community 

of interoperable and transferable 

security professionals. This is a “first 

of its kind” effort to ensure that 

security professionals worldwide 

possess validated knowledge, skills, 

and abilities for effective performance 

wherever they sit. Internally, the 

DSS Academy (DSSA) will increase 

its offerings for mission critical 

roles so that we remain prepared to 

professionalize the DSS workforce in 

the face of future security challenges. 

We will examine possibilities for the 

Academy to meet the needs of our 

mission support roles as well. 

We are creating cost efficiency in 

government that is second to none 

by developing training and education 

that is becoming the standard product 

for security professionals, regardless 

of agency or service. Our instruction 

methods are unique because we are 

moving beyond brick-and-mortar. 

We are embracing distance learning 

opportunities and tailoring our 

products to meet customer needs. 

We will continue on this path of 

innovation and strive to become the 

premier center of excellence within 

the federal government for security 

education, training, and awareness. 

GOAL 2

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and consulting services and 

opportunities to support 

professional development

t Establish education standards 

and experience and knowledge 

requirements for security 

professionals across government 

and industry 

t Strengthen partnerships 

to promote and increase 

participation from stakeholders 

and security professionals in 

DoD, federal, and international 

organizations 

t Identify and incorporate a wide 

range of education, training, 

t Customer satisfaction with DSS 

security education, training, and 

awareness products and services, 

and with the DSS security 

education program as a whole

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t Number of students and agencies 

using/adopting DSS education 

and training products and 

services

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A CDSE Instructional Systems Designer 

supports this goal by collaborating with 

Instructors and Curriculum Managers 

to analyze, design, and evaluate 

interactive innovative classroom and 

online lessons.

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ALIGNS TO THE PLAN

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DSS recognizes the importance of a 

structured and responsive information 

technology (IT) environment and 

infrastructure to achieve our mission 

and meet the needs of our customers 

and stakeholders. IT planning and 

management is therefore an integral 

part of our strategic and daily 

operational processes and discussions. 

Our expansive mission and evolving 

information environment require 

that we maintain robust, stable IT 

systems and adapt to cutting edge 

technology innovation. Our internal 

and external information-sharing 

environment must be reliable. Our 

internal and external users require 

technology solutions to meet their 

needs in a cost effective framework. 

The decisions we make on IT 

investments must reflect an in-depth 

understanding of today’s business 

processes and tomorrow’s initiatives.

We believe a solid understanding 

of the DSS operating environment 

coupled with sound processes and 

governance will help us be successful. 

We will enhance our information 

technology architecture by 

establishing systematic processes to 

identify and prioritize mission 

requirements.

GOAL 3

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A program manager in the Office 

of the Chief Information Officer 

develops project plans to manage the 

upgrades needed for the Industrial 

Security Facility Database (ISFD), a 

key database that supports our NISP 

oversight function.

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ALIGNS TO THE PLAN

t Provide on-time and advanced 

mission critical capabilities, 

such as quality assurance, risk 

assessment/gap analysis for data 

management, and information 

technology applications, services, 

and support 

t Establish plans, processes, and 

measures to effectively manage a 

stable environment, while ensuring 

opportunities for innovation

t Encourage and support an 

operational environment that is 

customer-centered

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t Customer satisfaction and 

feedback from end users on 

quality, adaptability, reliability, 

and timeliness of solutions

t Milestones in a comprehensive 

DSS IT and data management 

plan

t Improvements in DSS efficiency 

and effectiveness as a result of 

business process reform linked 

to IT

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Taking a ‘people first, mission always’ 

approach to meeting this goal will 

help us institutionalize practices 

that build organizational pride and 

commitment. Our people are at 

the heart of our mission and to be 

a best-in-class employer, we have to 

create an environment where they 

can succeed. Because we require 

them to operate in a fast-paced and 

changing environment, we have to 

develop a workforce that is diverse, 

prepared, and highly motivated. In 

addition, our organizational culture 

and climate must nurture innovation, 

empowerment, and leadership; 

provide a fair and safe environment 

where each team member feels valued 

and understands their role; and 

incorporate our core values in the way 

we do business among ourselves and 

with others. 

Emerging technologies, threats, 

and vulnerabilities demand 

a highly trained, customer 

focused, and adaptive workforce. 

We must anticipate tomorrow’s security 

challenges and embrace new training, 

development, and certification 

programs to enhance future operations. 

Our key to success lies in 

developing leadership abilities 

in all DSS team members, 

regardless of their rank or seniority. 

We will build a culture of leadership 

by recognizing and rewarding 

achievement, removing obstacles 

and barriers to success, encouraging 

new ideas from all levels of the 

organization, empowering employees 

to make decisions, and ensuring that 

our facilities are safe and secure so that 

we can stay focused on the mission. 

To strengthen our team, we will 

increase our focus on recruiting and 

retaining high quality candidates who 

are prepared to address the security 

GOAL 4

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DSS is moving forward on several key 

cross-collaborative iniatives that align 

to Goal 4:

t Revamped Employee and Team 

Recognition Program

t Establishment and operation of an 

Employee Advisory Council

t Implementation of DSS Insider 

Threat Identification and Mitigation 

Process

DSS OBJECTIVES

THAT ALIGN TO THE PLAN

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challenges of the future. In addition, 

we must establish new ways to 

communicate our mission and value 

to our customers and stakeholders as 

well as internally. We must execute 

programs to support employees and 

ensure that day-to-day operations 

align with our strategic priorities. 

Combining workforce development 

with enhancements to create the best 

work environment will help DSS 

team members see their integral role

t Establish and implement 

programs and policies that 

foster employee engagement, 

commitment, and recognition 

of significant contributions

t Strengthen DSS communication 

vehicles to increase awareness 

of DSS products, services, and 

accomplishments

t Ensure the workforce is prepared 

to continue mission essential 

functions in a safe and secure 

manner in a time of disruption, 

crisis, or disaster 

t Design and implement bestin-class recruiting, hiring, 

and retention programs that 

attract diverse and high quality 

professionals 

t Increase and maintain 

competence, breadth, and 

depth through establishing and 

implementing robust leadership, 

professional development and 

relevant training programs 

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A Human Capital Management Specialist 

works with all Agency directorates 

to ensure that candidates we recruit 

match the hiring needs of managers.

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ALIGNS TO THE PLAN

t Ability to meet hiring timelines 

and annual targets

t Assessment of DSS workforce 

diversity indicators for 

employment processes

t Assessment of equal employment 

opportunity, inspector general, 

and employee relations programs

t Progress in key business 

continuity indicators

t Customer/stakeholder feedback 

of DSS workforce’s effectiveness 

and professionalism

t Improvements in DSS workforce 

satisfaction, training and career 

development opportunities, and 

engagement

t Increased awareness of DSS 

mission and value amongst 

internal and external stakeholders, 

including DoD, Congress, 

Industry, and the warfighter

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in making the 

Agency successful.
We strive to be an effective 

organization and responsible steward 

of federal resources. As part of this 

objective, DSS will continuously 

audit and improve our business 

processes to enhance intra-agency 

collaboration, expand stakeholder 

outreach, and inform executive 

decision making. 

By leveraging our systems and 

aligning our internal processes 

and outputs with customer and 

stakeholder needs, DSS intends to 

be a superior provider of services to 

its diverse customer base. 

We will meet future requirements 

by improving our planning and 

budgeting, program management 

and evaluation, and execution 

processes. Measuring our results 

and incorporating lessons learned 

will facilitate development of stable 

processes that will mature and evolve 

as our needs and the needs of our 

customers change. 

GOAL 5

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t Improve program evaluation 

and performance measurement 

programs to support corporate 

decision making and validate 

resource requirements 

t Internal and external customer 

satisfaction with the quality and 

timeliness of DSS processes, 

products, and services

t Implement sustainable 

organization structures and 

business processes in order to 

increase alignment, transparency, 

and efficiency

t Continue to implement financial 

management reform initiatives 

to align with DoD financial 

improvement agenda

t Process improvements for 

mission support functions

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A Resource Advisor (RA) plays a 

critical role in allocating and managing 

resources to ensure efficient Agency 

operations.

HOW BUSINESS ENTERPRISE

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ALIGNS TO THE PLAN

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Progress is defined by outcomes, not processes. Therefore, DSS will 

continue to seek ways to measure how well our efforts translate 

into real improvements in the agency’s effectiveness, efficiency, and 

overall impact on national security. For each of the 2012-2016 

agency goals, DSS has defined – and will continue to adapt – 

measures that help signal whether the organization is achieving its 

objectives.

DSS will increasingly measure mission performance with measures 

that directly correspond to – or serve as proxies for – the key 

outcomes we are striving to achieve. The methods for measuring 

these outcomes will likely change over time as DSS evolves both 

operationally and in mission scope.

DSS recognizes that the structure and methods of our performance 

measurement are evolutionary. We will continually revisit the system 

in order to ensure that we provide internal and external stakeholders 

with the most accurate, relevant information. 

Therefore, part of the ongoing Strategic Planning process will be to 

maintain and amend the agency’s performance measures and strategy 

so our strategic decisions are well-informed and the organization 

remains agile in the face of future challenges and opportunities.

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Periodic Reviews & Updates

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A facility operating under the NISP, which has had an administrative 

determination that it is eligible, from a security point of view, for 

access to classified information of a certain level (and all lower 

levels). There are approximately 8,500 cleared contractors with over 

13,300 facilities.

The National Industrial Security Program (NISP) is a partnership 

between the federal government and private industry to safeguard 

classified information and technologies. Executive Order 12829, 

as amended, National Industrial Security Program was established 

to achieve cost savings and protect classified information held by 

contractors, licensees, and grantees of the United States Government. 

The Order was signed by President Bush in January of 1993. The 

NISP affects all executive branch agencies. The major signatories to 

the program are the Department of Energy, the Nuclear Regulatory 

Commission, the Department of Defense, and the Director of National 

Intelligence (DNI). DoD is the Executive Agent for the NISP.

Cleared Contractor

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GLOSSARY

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The editorial content of this publication was prepared, edited, and approved by the Director, Defense 

Security Service. To comment, contact the DSS Strategic Management Office at dss.smo@dss.mil.


DEFENSE SECURITY SERVICE

U N I TE D STAT E S O F A M E R I C A