Human capital 

strategic plan

2021-2025
Table of Contents

MESSAGE FROM THE CHIEF OF POLICE ...............................................................3

USCP MISSION, VISION, AND VALUES ..................................................................4

EXECUTIVE SUMMARY ...................................................................................5

INTRODUCTION ..........................................................................................8

HUMAN CAPITAL STRATEGIC GOALS AND OBJECTIVES............................................ 13

GOAL 1 – DELIVER VALUABLE HUMAN CAPITAL MANAGEMENT 

SERVICES ALIGNED WITH THE USCP’S MISSION AND STRATEGIC GOALS........................ 13

GOAL 2 – CULTIVATE A DIVERSE, INCLUSIVE CULTURE OF 

TRANSPARENCY, COLLABORATION AND EQUITY THAT LEVERAGES 

EMPLOYEES’ UNIQUE TALENTS, SKILLS, AND PERSPECTIVES .................................... 14

GOAL 3 – RECRUIT AND RETAIN THE WORKFORCE NEEDED TO 

MEET THE USCP’S MISSION NOW AND INTO THE FUTURE ........................................ 17

GOAL 4 – TRAIN AND DEVELOP SWORN AND CIVILIAN PERSONNEL 

TO ENSURE A READY, ABLE, AND PROFESSIONAL USCP WORKFORCE ........................... 18

GOAL 5 – ENHANCE PERFORMANCE MANAGEMENT PRACTICES TO 

SUPPORT AND SUSTAIN A HIGH PERFORMING USCP WORKFORCE............................... 19

CONCLUSION ........................................................................................... 21

Table of Figures

FIGURE 1 - HCSP GOALS FOR 2021 - 2025 ...........................................................8

FIGURE 2 - HUMAN CAPITAL MANAGEMENT STRATEGIC INTEGRATION ...........................9

FIGURE 3 - HUMAN CAPITAL MANAGEMENT OFFICES - OBJECTIVE LEADS ..................... 10

FIGURE 4 - DEPARTMENT STRATEGIC GOALS....................................................... 11

FIGURE 5 - USCP WORKFORCE PROFILE ............................................................ 12

FIGURE 6 - HUMAN CAPITAL MANAGEMENT OFFICES AND FUNCTIONS ......................... 13

FIGURE 7 - HCSP GOAL 1 AND OBJECTIVES ........................................................ 14

FIGURE 8 - DIVERSITY, EQUITY, AND INCLUSION DESCRIPTIONS ................................ 15

FIGURE 9 - USCP DEMOGRAPHIC DIVERSITY (DATA AS OF 9/19/2020) ......................... 15

FIGURE 10 - USCP GENERATIONAL DIVERSITY (DATA AS OF 9/19/2020) ....................... 16

FIGURE 11 - HCSP GOAL 2 AND OBJECTIVES....................................................... 17

FIGURE 12 - HCSP GOAL 3 AND OBJECTIVES....................................................... 18

FIGURE 13 - HCSP GOAL 4 AND OBJECTIVES....................................................... 18

FIGURE 14 - USCP TRAINING VISION ................................................................ 19

FIGURE 15 - HCSP GOAL 5 AND OBJECTIVES....................................................... 20

FIGURE 16 - PERFORMANCE PLAN LINKAGE........................................................ 20

2 USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025
Message From the Chief of Police

An organization is successful because of the dedication and skills 

its employees bring to the table. People are an organization’s most 

important asset, and the United States Capitol Police (USCP) is no 

exception. Our employees are key in helping us achieve our critical 

mission each and every day. By embracing our employees’ unique 

qualities, perspectives, and life experiences, we are improving our 

ability to protect the diverse communities we serve.

The USCP Human Capital Strategic Plan for 2021 - 2025 focuses 

on cultivating a diverse workplace that displays the highest standards 

of professionalism, security, safety, and leadership. 

The Human Capital Strategic Plan directly aligns with the USCP’s 

Department Strategic Plan’s goals, and will direct our workforce 

management efforts for the next five years. With the support of the 

Chief Administrative Officer, and the Human Capital Management 

Offices, we are committed to providing the customer-centric services 

needed to enrich our personal and professional development as we accomplish our critical mission.

Along with the goals and objectives detailed in this Human Capital Strategic Plan are the strategies we will use 

to continue to invest in our employees. We will provide them with the training they need to grow personally 

and professionally, obtain and upgrade key equipment and systems they need to do their jobs efficiently and 

effectively, and give them the proper tools to ensure that they achieve and maintain a well-rounded work-life 

balance. 

The United States Capitol Police has proudly served the Congress and protected the U.S. Capitol since 1828. 

As we look ahead to the next five years through the implementation of this Human Capital Strategic Plan, the 

Department is committed to investing in our employees to ensure that everyone may achieve their full potential.

I look forward to working with everyone to achieve the goals and objects outlined in this plan so that our employees 

have the tools and services they need to succeed and so that we can continue to build a strong foundation for 

promoting and institutionalizing diversity, equity, and inclusion throughout the Department. 

STEVEN A. SUND

CHIEF OF POLICE

USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025 3
USCP Mission, Vision, and Values

Mission:

Protect the Congress – its Members, employees, visitors, and facilities – so it can fulfill its constitutional and 

legislative responsibilities in a safe, secure and open environment.

Vision:

To be nationally recognized as a results-oriented law enforcement agency that demonstrates the highest 

standards of professionalism, security, safety, and management.

Values:

The USCP’s core values define our common beliefs and behavior as well as how we conduct ourselves in our 

work and interactions: Professionalism, Pride, and Effectiveness.

4 USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025
Executive Summary

The USCP Human Capital Strategic Plan for 2021 – 2025 (HCSP) is aligned with the Department’s mission, 

and directly supports the Department Strategic Plan for 2021 –2025 (DSP). The HCSP focuses on hiring, 

developing, and retaining the high-performing workforce needed to achieve the USCP’s strategic goals. The 

HCSP also provides Department leaders and employees with the structure to foster a workplace culture where 

employees are valued for their diversity of backgrounds, abilities, and ideas, and they understand their vital roles 

in achieving our critical mission. 

The Office of the Chief Administrative Officer (CAO) is responsible for implementing the HCSP along with the 

Human Capital Management Offices under its leadership: Office of Background Investigations and Credentialing 

(OBIC); Office of Human Resources (OHR); Office of Inclusion, Diversity, Equity and Action (IDEA); and 

Training Services Bureau (TSB).

The HCSP goals and objectives are focused on providing the USCP with customer centric, human capital 

management programs, policies, and activities that are effective, efficient, and agile to meet the Department’s 

strategic direction for 2021 – 2025.

The five HCSP goals are supported by 22 objectives and are designed to: 

• Establish a back-to-basics approach to create foundational human capital management programs, policies, 

and practices that will be expanded upon and adapted as needed for efficiency and effectiveness;

• Enhance customer service excellence and cultivate a culture of partnership to ensure human capital 

management services are meeting the needs of all USCP employees and managers;

• Create a service delivery model that aligns the work of the four Human Capital Management Offices 

under the leadership of the Chief Administrative Officer to promote collaboration and coordination; 

and

• Fully integrate the diversity, equity, and inclusion objectives that span the HCSP and influence the work 

of all four Human Capital Management Offices.

USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025 5
HCSP GOAL 1 OBJECTIVES LEAD BUREAU/

OFFICE

Deliver valuable 

human capital 

management 

services aligned 

with the USCP’s 

mission and 

strategic goals.

1.1 Deliver customer-centric human capital 

management services across the Human Capital 

Management Offices.

CAO

1.2 Work in partnership with USCP managers to 

design and sustain the workforce needed to 

fulfill the Department’s evolving operational 

and administrative demands.

OHR

1.3 Define human capital professionals’ 

competencies and close gaps to ensure they 

remain value-added resources.

OHR

1.4 Align human capital policies with applicable 

statutory authority (i.e., Title 2) and ensure 

resources and guidance are readily accessible. 

OHR

1.5 Leverage automation within and across the 

Human Capital Management Offices to improve 

efficiency.

CAO

HCSP GOAL 2 OBJECTIVES LEAD BUREAU/

OFFICE

Cultivate a 

diverse, inclusive 

culture of 

transparency, 

collaboration, 

and equity 

that leverages 

employees’ 

unique talents, 

skills, and 

perspectives.

2.1 Ensure USCP human capital management 

policies, programs, and initiatives are designed 

with attention to the Department’s diversity, 

equity, and inclusion.

CAO, IDEA

2.2 Empower USCP leaders to be champions for, 

and openly support diversity and inclusion 

initiatives and embrace a culture of diversity, 

equity, and inclusion.

IDEA, TSB

2.3 Generate opportunities for all employees to 

participate in programs and activities that 

foster a culture of inclusion. 

IDEA

2.4 Assess employees’ perspectives on the 

workforce environment, engagement, and 

equity to identify successes and remediate 

challenges.

CAO, IDEA, OHR

2.5 Leverage data and analysis in support of 

achieving human capital objectives, to include 

diversity, equity, and inclusion.

CAO, IDEA

6 USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025
HCSP GOAL 3 OBJECTIVES LEAD BUREAU/

OFFICE

Recruit and retain 

the workforce 

needed to meet 

the USCP’s 

mission now and 

into the future.

3.1 Engage in proactive and strategic recruitment 

activities to attract consistent pools of 

qualified, diverse, and committed applicants.

IDEA,OBIC, OHR

3.2 Ensure efficient assessment, screening, and 

selection processes where candidates have 

the necessary skill sets and meet Department 

suitability standards.

IDEA,OBIC, OHR

3.3 Implement initiatives to retain needed 

Department-wide skills and build workforce 

bench strength.

IDEA, OHR

3.4 Collect and analyze data, including 

demographic data, from all Human Capital 

Management Offices, to ensure optimal 

recruitment, assessment, and retention.

CAO

HCSP GOAL 4 OBJECTIVES LEAD BUREAU/

OFFICE

Train and develop 

sworn and 

civilian personnel 

to ensure a 

ready, able, and 

professional USCP 

workforce. 

4.1. Establish required professional development 

rank/position-based training that includes 

diversity, equity, and inclusion curriculum.

IDEA, TSB

4.2. Establish employee annual training plans that 

include Department training, professional 

development, and leadership development, as 

appropriate. 

IDEA, TSB

4.3. Facilitate and track Department Bureau/Officespecific mandatory and discretionary training 

requirements.

TSB

4.4. Streamline and modernize the administration 

and deployment of all workforce training 

(sworn and civilian) under the Training Services 

Bureau.

CAO, TSB

HCSP GOAL 5 OBJECTIVES LEAD BUREAU/

OFFICE

Enhance 

performance 

management 

practices to 

support and 

sustain a high 

performing USCP 

workforce. 

5.1 Provide leaders with the training and 

tools needed to support their employees’ 

performance and development.

OHR, TSB

5.2 Align employees’ performance goals with the 

Department’s strategic plan and goals. OHR

5.3 Ensure regular, meaningful performance reviews 

are conducted, as required by the Department’s 

performance management procedures.

OHR, TSB

5.4 Automate the Department’s performance 

management processes to improve the 

timeliness and quality of performance 

assessments, and to establish performance data 

for analysis and decision-making.

OHR

USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025 7
Introduction

Since 1828, the United States Capitol Police (USCP) has been responsible for securing the U.S. Capitol and 

protecting the Congress so it can fulfill its constitutional and legislative responsibilities in a safe, secure, and open 

environment. 

Fulfilling this mission requires a skilled, diverse, and dedicated workforce that is supported by human capital 

management practices designed to further their ability to succeed. This USCP Human Capital Strategic Plan 

for 2021 – 2025 (HCSP) establishes the priorities targeted to recruiting, hiring, promoting, and retaining the 

high-performing professional team needed to successfully achieve the Department’s mission. 

Because USCP employees are the Human Capital Management Offices’ most important customers, the HCSP 

goals and objectives were established to bolster and improve the delivery of human capital services and activities 

throughout the Department. Therefore, the HCSP takes a back-to-basics approach to lay the foundation for 

successful human capital management practices and programs for the offices that deliver human capital services. 

Defining the Department’s 

Strategic Direction for 2021 – 2025

In determining the five strategic human capital goals for 2021 – 2025, a number of factors were considered, 

including: emerging workforce requirements based on the USCP Department Strategic Plan for 2021 – 2025 

(DSP); establishing a workplace culture of diversity, equity, and inclusion, and best practices for delivering 

customer centric human capital management. 

FIGURE 1 - HCSP GOALS FOR 2021 - 2025

Deliver Human Capital 

Customer Service Excellence

Celebrate Cultural 

Diversity & Inclusion

Attract, Hire, & Retain 

the Requisite Workforce 

Train & Develop for Needed 

Skills & Competencies

Enable High Performance 

for Mission Success

01 Deliver valuable human capital 

management services aligned with the 

USCP’s mission and strategic goals. 

02

Cultivate a diverse, inclusive culture of 

transparency, collaboration and equity 

that leverages employees’ unique 

talents, skills, and perspectives. 

03

Recruit and retain the workforce needed 

to meet the USCP’s mission now and 

into the future.

04

Train and develop sworn and civilian 

personnel to ensure a ready, able, and 

professional USCP workforce. 

05

Enhance performance management 

practices to support and sustain a high 

performing USCP workforce. 

8 USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025
Taking an Integrated Approach 

The HCSP is a critical component in directing and informing the course of human capital management across 

the Department. The human capital management functions are performed by four offices that report to the 

Chief Administrative Officer: Office of Background Investigations and Credentialing (OBIC); Office of Human 

Resources (OHR); Office of Inclusion, Diversity, Equity and Action (IDEA); and Training Services Bureau 

(TSB). Collectively, these offices are referred to throughout the HCSP as “the Human Capital Management 

Offices.” Their work must align to provide the best human capital management solutions and services in support 

of the USCP workforce. 

As multiple offices play a key role in the successful management of the workforce, integrating the strategic 

direction and goals of OBIC, OHR, IDEA, and TSB into a single, five-year human capital strategic plan ensures 

a holistic approach to key workforce management policies, practices, and operations. Each of these offices’ success 

depends upon the work of the others. By working across organizational lines with a unified, centralized strategy, 

silos are broken down, and goals and outcomes drive the best practices used to support the essential work of 

USCP employees.

FIGURE 2 - HUMAN CAPITAL MANAGEMENT STRATEGIC INTEGRATION

Exceeding Customer 

Expectations

Integrated human capital 

management services and solutions 

that make a difference for the USCP 

employees.

Targeted Recruitment

Working collaboratively to 

source the applicants that 

meet the USCP’s goals now 

and for the future.

Hiring the Best

Efficient and effective hiring programs 

and practices that allow the USCP to 

hire the needed workforce.

Enhanced Performance 

Management

Performance management that 

enables sustained high performance 

and informs the right actions to meet 

performance goals.

Diverse and Inclusive 

Workforce & Culture

Collaborative programs and crosscutting responsibility for building and 

sustaining the desired USCP work 

environment.

USCP

Human Capital 

Strategic Plan

Professional Training 

& Development

Training and development to 

build the needed workforce 

and ensure bench strength.

USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025 9
The Human Capital Management Offices share responsibility for achieving the full spectrum of the HCSP 

goals and objectives. Within the shared responsibility, each of the Human Capital Management Offices serves 

as the lead for specific HCSP objectives. The lead Human Capital Management Office designation denotes 

responsibility for initiating and tracking activities and providing progress reports. None of the HCSP goals 

and objectives can be achieved by one office alone; they all require support from each of the Human Capital 

Management Offices. 

FIGURE 3 - HUMAN CAPITAL MANAGEMENT OFFICES - OBJECTIVE LEADS

Developing a Strategic Vision

Human capital strategic planning starts with defining the vision for human capital management programs that 

enable and support the USCP mission. Department leaders were interviewed regarding their needs for the 

future and their perception and understanding of the current state of human capital management. Input was 

provided by sworn and civilian managers, human capital management leaders, and USCP senior executives. 

Additionally, the following activities were undertaken to develop the HCSP goals and objectives. 

• Completion of a USCP-specific environmental scan and analysis of internal and external drivers including, 

but not limited to, the evolving policing environment; human capital policies and practices, and achieving 

a data-driven, decision-making culture across the USCP.

• Analysis of quantitative and qualitative data including, but not limited to, the annual employee viewpoint 

survey and various workforce statistics.

USCP HUMAN CAPITAL STRATEGIC PLAN FY 2021 - 2025 10

The Human Capital Management Offices share responsibility for achieving the full 

spectrum of the HCSP goals and objectives. Within the shared responsibility, each of the 

Human Capital Management Offices serves as the lead for specific HCSP objectives. 

The lead Human Capital Management Office designation denotes responsibility for 

initiating and tracking activities and providing progress reports. None of the HCSP goals 

and objectives can be achieved by one office alone; they all require support from each of 

the Human Capital Management Offices. 

Figure 3 - Human Capital Management Office Objectives' Leads

Goals 1 - 3

Objectives 1.1 1.2 1.3 1.4 1.5 2.1 2.2 2.3 2.4 2.5 3.1 3.2 3.3 3.4

CAO • • • • • •

IDEA • • • • • • • •

OBIC • •

OHR • • • • • • •

TSB •

Goals 4 - 5

Objectives 4.1 4.2 4.3 4.4 5.1 5.2 5.3 5.4

CAO •

IDEA • •

OBIC

OHR • • • •

TSB • • • • • •

Developing a Strategic Vision

Human capital strategic planning starts with defining the vision for human capital 

management programs that enable and support the USCP mission. Department leaders 

were interviewed regarding their needs for the future and their perception and 

understanding of the current state of human capital management. Input was provided by 

sworn and civilian managers, human capital management leaders, and USCP senior 

executives. 

Additionally, the following activities were undertaken to develop the HCSP goals and 

objectives.

• Completion of a USCP-specific environmental scan and analysis of internal 

and external drivers including, but not limited to, the evolving policing 

environment; human capital policies and practices, and achieving a datadriven, decision-making culture across the USCP.

• Analysis of quantitative and qualitative data including, but not limited to, the 

annual employee viewpoint survey and various workforce statistics.

10 USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025
• Review of programs and operations within OBIC, OHR, IDEA, and TSB, administrative practices, use 

of automation and data enabling procedures, and methods used for ensuring accountability for desired 

outcomes.

• Review of the USCP’s recently published reports, studies, Congressional hearing testimony, and audits. 

These activities led to an understanding of the internal and external drivers currently impacting the workforce 

and those expected to affect the workforce into the future. This data, in concert with the Department Strategic 

Plan (DSP) for 2021 – 2025, informed the development of the HCSP goals and objectives. 

Aligning the HCSP to the USCP’s DSP and Mission

The USCP DSP focuses on areas that enable the Department to be successful in fulfilling its mission and vision. 

To support the overall USCP mission, the DSP is comprised of four goals (Figure 4) that inform the strategic 

direction for the next five years: 

1. Invest in the USCP workforce; 

2. Optimize the USCP’s operational capacity, resiliency, and readiness to meet dynamic mission requirements; 

3. Enhance information gathering, analysis, utilization, and dissemination; and 

4. Uphold Department-wide accountability. 

The DSP strategic goals are further supported by 17 objectives, documented within the DSP. All of the HCSP 

goals and objectives align with the DSP goals and objectives by ensuring the requisite workforce and workforce 

environment to meet the Department’s mission is in place now and into the future.

FIGURE 4 - DEPARTMENT STRATEGIC GOALS

Goal 2

Optimize the USCP’s 

operational capacity, 

resiliency, and readiness to 

meet dynamic mission 

requirements.

Goal 4

Uphold Department-wide 

accountability. 

Invest in the 

USCP workforce.

Goal 3

Enhance information 

gathering, analysis, 

utilization, and dissemination. 

Goal 1

USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025 11
Snapshot of the USCP Workforce

The USCP mission is straightforward and unwavering. However, the employees needed to deliver the mission 

and the skill sets they provide are dynamic and evolving. Figure 5 captures the workforce profile summary for 

USCP sworn and civilian staff. Additional data regarding the USCP workforce is included in the latter part of 

the HCSP.

FIGURE 5 - USCP WORKFORCE PROFILE 

The workforce profile summary data is captured as of September 19, 2020, the end of last full pay period in fiscal 

year 2020. 

USCP HUMAN CAPITAL STRATEGIC PLAN FY 2021 - 2025 12

Snapshot of the USCP Workforce

The USCP mission is straightforward and unwavering. However, the employees needed 

to deliver the mission and the skill sets they provide are dynamic and evolving. Figure 5

captures the workforce profile summary for USCP sworn and civilian staff. Additional 

data regarding the USCP workforce is included in the latter part of the HCSP.

Figure 5 - USCP Workforce Profile

Profile Data as of September 19, 2020 Sworn Civilian

Number of employees 1,879 370

Percent female 17.9% 46%

Percent ethnic/racial minority 40.9% 53.8%

Percent veteran 14.7% 15.4%

Education – Bachelor’s or Higher 53% 38.4%

Average Salary (before specialty pay & overtime) $97,517 $108,616

Average Length of Federal Service 13 years 15 years

Average Length of USCP Service 12 years 11 years

The workforce profile summary data is captured as of September 19, 2020, the end of 

last full pay period in fiscal year 2020. 

HUMAN CAPITAL STRATEGIC GOALS AND OBJECTIVES

The five HCSP goals, and the 22 objectives that support them, encompass all aspects of 

building and sustaining a workforce that continues to deliver mission success. The HCSP 

goals and objectives constitute an investment in the workforce focusing on building and 

retaining an engaged, diverse, and high-performing USCP workforce.

GOAL 1 – DELIVER VALUABLE HUMAN CAPITAL MANAGEMENT 

SERVICES ALIGNED WITH THE USCP’S MISSION AND STRATEGIC 

GOALS

Goal 1 is central to establishing and progressively building a solid foundation for human 

capital management that supports the USCP mission, and addresses the internal and 

external drivers affecting the workforce. Human capital management is every leader’s 

12 USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025
Human capital strategic goals and objectives

The five HCSP goals, and the 22 objectives that support them, encompass all aspects of building and sustaining 

a workforce that continues to deliver mission success. The HCSP goals and objectives constitute an investment 

in the workforce focusing on building and retaining an engaged, diverse, and high-performing USCP workforce.

GOAL 1 – DELIVER VALUABLE HUMAN CAPITAL MANAGEMENT SERVICES ALIGNED WITH THE 

USCP’S MISSION AND STRATEGIC GOALS

Goal 1 is central to establishing and progressively building a solid foundation for human capital management that 

supports the USCP mission, and addresses the internal and external drivers affecting the workforce. Human 

capital management is every leader’s responsibility, and every USCP employee is an important benefactor of 

the Department’s human capital management policies, programs, and activities. For this reason, a value-added 

human capital management program is essential, and it starts with establishing a strong partnership between the 

Human Capital Management Offices and their customers, each and every USCP employee and manager.

FIGURE 6 - HUMAN CAPITAL MANAGEMENT OFFICES AND FUNCTIONS

The Goal 1 objectives support human capital management programs and services that meet customers’ needs, 

and contribute to the operational readiness of the USCP sworn and civilian workforce. 

OBIC

Civilian Recruitment & 

Classification

Sworn & Civilian On-Boarding

Payroll Processing

Benefits Administration

Employee & Labor Relations

Employee Viewpoint Survey

Work Life Benefits 

Leave Administration

Retirement Administration

OHR

Culture & Engagement 

Programs and Activities

Climate Surveys

Microlearning 

Affinity Group 

Connection

Inclusive Leadership 

Training

Diversity Speaker Series

Badging & Credentials

Sworn Screening Exams

Adjudication

Field Investigations

Sworn Recruitment

Web-Based Outreach

Sworn Officer Tactical 

Training

Officer In-Service 

Offerings

Supervisory Leadership 

Development Training

Learning Management 

System Administration

Training Budget 

Management

Human Capital Management Office Functions

IDEA TSB

USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025 13
FIGURE 7 - HCSP GOAL 1 AND OBJECTIVES

HCSP GOAL 1 OBJECTIVES LEAD BUREAU/

OFFICE

Deliver valuable 

human capital 

management 

services aligned 

with the USCP’s 

mission and 

strategic goals.

1.1 Deliver customer-centric human capital 

management services across the Human Capital 

Management Offices.

CAO

1.2 Work in partnership with USCP managers to 

design and sustain the workforce needed to 

fulfill the Department’s evolving operational 

and administrative demands.

OHR

1.3 Define human capital professionals’ 

competencies and close gaps to ensure they 

remain value-added resources.

OHR

1.4 Align human capital policies with applicable 

statutory authority (i.e., U.S. Code, Title 2 – The 

Congress) and ensure resources and guidance 

are readily accessible. 

OHR

1.5 Leverage automation within and across the 

Human Capital Management Offices to improve 

efficiency.

CAO

GOAL 2 – CULTIVATE A DIVERSE, INCLUSIVE CULTURE OF TRANSPARENCY, COLLABORATION 

AND EQUITY THAT LEVERAGES EMPLOYEES’ UNIQUE TALENTS, SKILLS, AND PERSPECTIVES

Goal 2 focuses on the Department’s goals and activities to build and sustain an optimal workforce, promote 

an inclusive workplace environment, and establish career-development opportunities for all employees. It is 

key to establishing the foundations for the USCP workplace culture. The workplace culture directly influences 

employee engagement and employees’ perceptions of how they fit into the Department. It is critical to the 

Department’s ability to attract and retain employees because it shapes the environment in which they work.

FIGURE 8 - DIVERSITY, EQUITY, AND INCLUSION DESCRIPTIONS

HCSP Goal 2

Diversity Equity Inclusion

Refers to the cultural and 

environmental feeling of 

belonging. Inclusion is 

represented as the extent 

to which employees are 

valued, respected, 

accepted, and 

encouraged to fully 

participate within the 

USCP through effectively 

incorporating their skills, 

talents, and insights.

Encompasses a 

workforce management 

method that can ensure 

everyone’s access to the 

same opportunities. 

Equity identifies 

advantages and barriers 

that exist. The process of 

equity strives to correct 

imbalances.

Represents the full 

spectrum of human 

demographic differences. 

Achieving the USCP 

mission is directly 

supported by the talent, 

dedication, opinions and 

insights of each 

employee. Diversity 

embraces, but is not 

limited to, race, religion, 

gender, sexual 

orientation, age, socioeconomic status, 

disability, and veteran 

status.

HCSP Goal 2

14 USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025
USCP Workforce Profile 

The following is a snapshot of the USCP’s workforce including sworn and civilian demographic diversity and 

generational diversity. The HCSP’s goals and objectives focus on recruiting and retaining a diverse workforce 

inclusive of all employees.

FIGURE 9 - USCP DEMOGRAPHIC DIVERSITY (DATA AS OF 9/19/2020)

USCP HUMAN CAPITAL STRATEGIC PLAN FY 2021 - 2025 15

USCP Workforce Profile

The following is a snapshot of the USCP’s workforce including sworn and civilian 

demographic diversity and generational diversity. The HCSP’s goals and objectives focus 

on recruiting and retaining a diverse workforce inclusive of all employees.

Figure 9 - USCP Demographic Diversity (data as of 9/19/2020)

 

0.27%

6%

45%

3%

0.27% 0.27%

46%

USCP Civillian Demographic Diversity 

American Indian or Alaska Native

0.27%

Asian 5.41%

Black or African American 45.14%

Hispanic or Latino 2.70%

Native Hawaiian or Other Pacific

Islander 0.00%

Two or more 0.27%

White 46.22%

0.32

3%

29%

8%

0.110%

0.481%

59%

USCP Sworn Demographic Diversity 

American Indian or Alaska Native

0.32%

Asian 3.14%

Black or African American 29.11%

Hispanic or Latino 7.77%

Native Hawaiian or Other Pacific

Islander 0.11%

Two or more 0.48%

White 59.07%

USCP HUMAN CAPITAL STRATEGIC PLAN FY 2021 - 2025 15

USCP Workforce Profile

The following is a snapshot of the USCP’s workforce including sworn and civilian 

demographic diversity and generational diversity. The HCSP’s goals and objectives focus 

on recruiting and retaining a diverse workforce inclusive of all employees.

Figure 9 - USCP Demographic Diversity (data as of 9/19/2020)

 

0.27%

6%

45%

3%

0.27% 0.27%

46%

USCP Civillian Demographic Diversity 

American Indian or Alaska Native

0.27%

Asian 5.41%

Black or African American 45.14%

Hispanic or Latino 2.70%

Native Hawaiian or Other Pacific

Islander 0.00%

Two or more 0.27%

White 46.22%

0.32

3%

29%

8%

0.110%

0.481%

59%

USCP Sworn Demographic Diversity 

American Indian or Alaska Native

0.32%

Asian 3.14%

Black or African American 29.11%

Hispanic or Latino 7.77%

Native Hawaiian or Other Pacific

Islander 0.11%

Two or more 0.48%

White 59.07%

USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025 15
FIGURE 10 - USCP GENERATIONAL DIVERSITY (DATA AS OF 9/19/2020)

USCP HUMAN CAPITAL STRATEGIC PLAN FY 2021 - 2025 16

Figure 10 - USCP Generational Diversity (data as of 9/19/2020)

6%

20%

33%

30%

11%

1%

0% 5% 10% 15% 20% 25% 30% 35%

21-30

31-40

41-50

51-60

61-70

71+

USCP Civllian Generational Diversity

23%

30%

36%

11%

0% 5% 10% 15% 20% 25% 30% 35% 40%

21-30

31-40

41-50

51-60

USCP Sworn Generational Diversity 

16 USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025
The objectives that support Goal 2 establish a mission-focused culture and infrastructure that enables the USCP 

to build teams, cultivate leaders, and foster a workplace that is the right fit for every employee.

FIGURE 11 - HCSP GOAL 2 AND OBJECTIVES

HCSP GOAL 2 OBJECTIVES LEAD BUREAU/

OFFICE

Cultivate a 

diverse, inclusive 

culture of 

transparency, 

collaboration, 

and equity 

that leverages 

employees’ 

unique talents, 

skills, and 

perspectives.

2.1 Ensure USCP human capital management 

policies, programs, and initiatives are designed 

with attention to the Department’s diversity, 

equity, and inclusion.

CAO, IDEA

2.2 Empower USCP leaders to be champions for, 

and openly support diversity and inclusion 

initiatives and embrace a culture of diversity, 

equity, and inclusion.

IDEA, TSB

2.3 Generate opportunities for all employees to 

participate in programs and activities that 

foster a culture of inclusion. 

IDEA

2.4 Assess employees’ perspectives on the 

workforce environment, engagement, and 

equity to identify successes and remediate 

challenges.

CAO, IDEA, OHR

2.1 Leverage data and analysis in support of 

achieving human capital objectives, to include 

diversity, equity, and inclusion.

CAO, IDEA

GOAL 3 - RECRUIT AND RETAIN THE WORKFORCE NEEDED TO MEET THE USCP’S MISSION 

NOW AND INTO THE FUTURE

Goal 3 establishes the activities required to support the hiring of sworn and civilian employees who have the 

necessary skills and experience to lead the Department now and into the future. This work is critical to the 

USCP’s ability to efficiently, quickly, and effectively attract and hire talented employees, who represent the 

demographics of our citizenry, to carry out the Department’s mission. 

USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025 17
FIGURE 12 - HCSP GOAL 3 AND OBJECTIVES

HCSP GOAL 3 OBJECTIVES LEAD BUREAU/

OFFICE

Recruit and retain 

the workforce 

needed to meet 

the USCP’s 

mission now and 

into the future.

3.1 Engage in proactive and strategic recruitment 

activities to attract consistent pools of 

qualified, diverse, and committed applicants.

IDEA,OBIC, OHR

3.2 Ensure efficient assessment, screening, and 

selection processes where candidates have the 

necessary skill sets and meet Department suitability 

standards.

IDEA,OBIC, OHR

3.3 Implement initiatives to retain needed 

Department-wide skills and build workforce 

bench strength.

IDEA, OHR

3.4 Collect and analyze data, including demographic 

data, from all Human Capital Management 

Offices to ensure optimal recruitment, 

assessment, and retention.

CAO

GOAL 4 – TRAIN AND DEVELOP SWORN AND CIVILIAN PERSONNEL TO ENSURE A READY, ABLE, 

AND PROFESSIONAL USCP WORKFORCE 

Goal 4 focuses on sworn and civilian workforce learning and career development to build and sustain a highperforming team. 

FIGURE 13 - HCSP GOAL 4 AND OBJECTIVES

HCSP GOAL 4 OBJECTIVES LEAD BUREAU/

OFFICE

Train and develop 

sworn and 

civilian personnel 

to ensure a 

ready, able, and 

professional USCP 

workforce. 

4.1. Establish required professional development 

rank/position-based training that includes 

diversity, equity, and inclusion curriculum.

IDEA, TSB

4.2. Establish employee annual training plans that 

include Department training, professional 

development, and leadership development, as 

appropriate. 

IDEA, TSB

4.3. Identify, facilitate and track Department 

Bureau/Office-specific mandatory and 

discretionary training requirements.

TSB

4.4. Streamline and modernize the administration 

and deployment of all workforce training (sworn 

and civilian) under the Training Services Bureau.

CAO, TSB

18 USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025
The HCSP guides training and employee development activities for the entire workforce to identify and close 

competency gaps, ensure smooth leadership succession, prepare employees for professional growth, and meet 

mission demands now and into the future. 

The objectives under Goal 4 help to build a foundation for the centralized training administration of leadership 

development, in-service training, specialized technical training, and mandatory training. This approach is 

intended to provide high-quality, accessible training and professional development opportunities for sworn and 

civilian employees in order to build a high-quality, ready, and able workforce to meet the demands of the USCP 

mission. 

Currently, TSB’s primary focus is training sworn personnel and conducting training related to police work. With 

the implementation of the USCP HCSP, TSB will have additional responsibilities for administering training 

and career development opportunities for the entire USCP workforce. Key to these new responsibilities is TSB’s 

ability to identify, deliver, and manage the training that will position the USCP to meet future, strategic mission 

requirements, including building a strong cadre of Department leaders. In collaboration with OHR and IDEA, 

TSB’s role will evolve to serve as a comprehensive USCP employee learning and development organization.

FIGURE 14 - USCP TRAINING VISION

Evaluate the value and 

execution of the internal and 

external training delivered 

Department-wide and, as 

appropriate, justify/request such 

training in future budget cycles.

Training Budget 

Justification, Execution 

and Evaluation Competency identification and gap 

analysis for sworn and civilian 

personnel. Focus on current and 

future needed skill sets based on 

the USCP’s strategic direction and 

goals. 

Ongoing Workforce 

Training Assessments

Specific professional development 

training for all sworn and civilian 

personnel, and as appropriate, 

leadership development training 

for multiple career stages.

Roadmap for 

Rank/Position-based 

Professional and 

Leadership 

Development Training

Annual training plans for each 

employee based on occupation 

and required performance 

competencies.

Employee Annual 

Training Plans

Central 

Administration 

for Training 

Management

USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025 19
GOAL 5 – ENHANCE PERFORMANCE MANAGEMENT PRACTICES TO SUPPORT AND SUSTAIN A 

HIGH PERFORMING USCP WORKFORCE

Goal 5 is critical to enhancing the USCP human capital management policies, processes, and systems needed 

for a successful performance management culture. It establishes a support structure managers and employees 

will use to focus on Department priorities and will hold them accountable for achieving results. It supports the 

USCP’s mission by incorporating DSP goals into individual employee performance plan elements through the 

use of bureau and office annual action plans.

FIGURE 15 - HCSP GOAL 5 AND OBJECTIVES

HCSP GOAL 5 OBJECTIVES LEAD BUREAU/

OFFICE

Enhance 

performance 

management 

practices to 

support and 

sustain a high 

performing USCP 

workforce. 

5.1 Provide leaders with the training and 

tools needed to support their employees’ 

performance and development.

OHR, TSB

5.2 Align employees’ performance goals with the 

Department’s strategic plan and goals. OHR

5.3 Ensure regular, meaningful performance reviews 

are conducted, as required by the Department’s 

performance management procedures.

OHR, TSB

5.4 Automate the Department’s performance 

management processes to improve the 

timeliness and quality of performance 

assessments, and to establish performance data 

for analysis and decision-making.

OHR

FIGURE 16 - PERFORMANCE PLAN LINKAGE

Aligning Employee Performance to the USCP Mission and Strategic Goals

01 02 03

The USCP Department 

Strategic Plan goals 

inform performance 

focus across the 

Department.

USCP Strategic 

Goals

Bureau and office 

annual plan goals align 

to the Department’s 

strategic goals.

USCP Bureau/Office 

Goals

Employee 

Performance Goals

Employee performance 

plan elements link to 

the bureau and office 

annual plan goals.

20 USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025
Conclusion

To support the goals and objectives of the USCP Department Strategic Plan for 2021 – 2025, the HCSP 

establishes priorities for the Human Capital Management Offices to hire, train, promote, and retain the diverse, 

high-performing workforce needed to meet the Department’s critical mission. 

The effective integration and alignment of the HCSP’s goals and objectives into the Department’s delivery of 

human capital services to its customers over the next five years will ensure that the USCP realizes its Human 

Capital Management Vision: To provide the USCP with efficient, customer-focused human capital management 

programs, policies, and activities in support of the Department’s mission, and resulting in a skilled, diverse, and engaged 

workforce.

USCP HUMAN CAPITAL STRATEGIC PLAN 2021-2025 21