Department 

Strategic Plan

2021-2025
Table of Contents

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

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

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

INTRODUCTION........................................................................7

DEPARTMENT STRATEGIC GOALS AND OBJECTIVES ............................. 11

GOAL 1 – INVEST IN THE USCP WORKFORCE..................................... 11

GOAL 2 – OPTIMIZE THE USCP’S OPERATIONAL 

CAPACITY, RESILIENCY, AND READINESS TO 

MEET DYNAMIC MISSION REQUIREMENTS .................................... 15

GOAL 3 – ENHANCE INFORMATION GATHERING, 

ANALYSIS, UTILIZATION, AND DISSEMINATION............................... 19

GOAL 4 – UPHOLD DEPARTMENT-WIDE ACCOUNTABILITY ...................... 22

CONCLUSION......................................................................... 25

Table of Figures

FIGURE 1 - DSP 2021 – 2025 GOALS AND OBJECTIVES TABLES ..................5

FIGURE 2 - DSP GOALS FOR 2021 – 2025...........................................8

FIGURE 3 - USCP ORGANIZATIONAL CHART........................................9

FIGURE 4 - DSP GOAL ACHIEVEMENT LOOP...................................... 10

FIGURE 5 - GOAL 1: FOCUS ON WORKFORCE INVESTMENT.................... 11

FIGURE 6 - GOAL 2: FOCUS ON OPERATIONAL READINESS..................... 15

FIGURE 7 - GOAL 3: FOCUS ON INFORMATION-LED POLICING ................ 19

FIGURE 8 - GOAL 4: FOCUS ON DEPARTMENT-WIDE ACCOUNTABILITY....... 22

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

Every day I am in awe of the incredible responsibilities that 

we, the United States Capitol Police, have as a federal law 

enforcement agency. We are the protectors of the federal 

legislative process and the succession of government; of our 

elected legislators and their ability to conduct the people’s 

business in an open and secure environment; and of some 

of the most iconic buildings and grounds in the world. We 

protect heads of state, national events, and First Amendment 

activities. We are tasked with successfully managing one of 

the most dynamic law enforcement environments of any 

police agency in the country. I believe that we are successful 

because of our incredible workforce, our skills, capabilities, 

and equipment, and because of our valued partnerships.

Often when you ask someone why they chose a career in 

law enforcement, be it sworn or civilian, they will tell you it is because they want to be part of something greater than 

themselves, and to help improve the world around them. Law enforcement is ever-evolving, and must continually improve 

to meet the challenges of today, and to anticipate the threats of tomorrow. As an agency, we must continue to enhance our 

foundational strength to successfully achieve our critical mission. The United States Capitol Police has developed this 

Department Strategic Plan for 2021 – 2025 as its roadmap to continue to enhance our capabilities, invest in our employees, 

and prepare to address emerging threats and issues. The goals and objectives outlined in this Department Strategic Plan 

specifically focus on the operational, administrative and organizational priorities that will guide us in taking the necessary 

actions over the next five years to elevate us to the next level of law enforcement capabilities and professionalism. 

Each one of us – Department leaders, sworn officers, and civilian personnel – has a role in accomplishing the goals and 

objectives of the Department Strategic Plan. To ensure a high-performing law enforcement and administrative team 

known for our professional service, diversity, accountability, and proficiencies, we must all collectively rise to meet the goals 

and objectives set forth in this plan. 

Our successes to date have been made possible by our commitment to being a part of something greater than ourselves. I 

am proud of that commitment, the trust that we have earned from the stakeholders we serve, and the partnerships that we 

have cultivated at all levels of government. I am confident that we will continue to enjoy our shared successes and the trust 

from those that we are privileged to serve by steadfastly focusing on the improvement and enhancement of our operations 

through our collective dedication to achieving the Department Strategic Plan for 2021 – 2025. 

Together we will make the United States Capitol Police the leader in federal law enforcement.

STEVEN A. SUND

CHIEF OF POLICE

USCP DEPARTMENT 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 DEPARTMENT STRATEGIC PLAN 2021-2025
Executive Summary

The United States Capitol Police (USCP) Department Strategic Plan for 2021 – 2025 (DSP) details the 

forward-focused goals and objectives the USCP will undertake over the next five years to meet mission demands. 

While the Department’s mission is straightforward, “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,” the 

environment in which the USCP operates is dynamic and complex. As the Department developed this DSP, 

our country was faced with a global pandemic and was responding to a nationwide call for police reform. These 

events further demonstrate that the USCP must continue to quickly assess, adjust, and utilize the tactics and 

methods necessary to successfully carry out our mission in any scenario. 

There are three essential aspects to ensuring the Department’s ability to respond successfully, regardless of the 

challenges and complexities of the situations being addressed. They are: 1) A USCP sworn and civilian workforce 

instilled with the necessary specialized skills, capacity, and leadership support; 2) Operational agility based on 

the best use of information and technology; and 3) Strong partnerships across the law enforcement community.

The Department’s priorities for 2021 – 2025 encompass establishing the required professional workforce 

and operational capacity to meet current and evolving law enforcement trends over the next five years. The 

DSP establishes four strategic goals and 17 objectives to serve as a roadmap for the activities and performance 

expectations that will guide the Department as it carries out its critical mission.

FIGURE 1 - DSP 2021-2025 GOALS AND OBJECTIVES TABLES

DSP GOAL 1 OBJECTIVES

Invest in the USCP 

workforce.

1.1 Deliver valuable human capital management services aligned 

with the USCP’s mission and strategic goals.

1.2 Cultivate a diverse, inclusive culture of transparency, 

collaboration, and equity that leverages employees’ unique 

talents, skills, and perspectives.

1.3 Recruit and retain the workforce needed to meet the USCP’s 

mission now and into the future.

1.4 Train and develop sworn and civilian personnel to ensure a ready, 

able, and professional USCP workforce.

1.5 Enhance performance management practices to support and 

sustain a high performing USCP workforce. 

USCP DEPARTMENT STRATEGIC PLAN 2021-2025 5
FIGURE 1 - DSP 2021-2025 GOALS AND OBJECTIVES TABLES (CONT.)

DSP GOAL 2 OBJECTIVES

Optimize the USCP’s 

operational capacity, 

resiliency, and readiness 

to meet dynamic mission 

requirements.

2.1 Continuously assess and adapt operational capabilities to 

maximize mission readiness.

2.2 Enhance protective services capabilities and 

communications for Members and the Congressional 

community.

2.3 Strengthen emergency readiness and the ability to 

continue operations during potential crisis situations.

2.4 Invest in programs targeted to enhance employee 

resiliency, health, and professionalism.

2.5 Identify industry leading equipment and systems 

requirements and seek appropriate resources to enhance 

mission success while protecting and securing Department 

assets.

DSP GOAL 3 OBJECTIVES

Enhance information 

gathering, analysis, 

utilization, and 

dissemination.

3.1 Evaluate USCP capabilities and maximize the use of 

information gathering across the Department.

3.2 Establish processes and implement a Department-wide 

framework for converting information and data into 

actionable communications for the workforce. 

3.3 Optimize and leverage the use of technology to enhance 

data analysis and information dissemination.

3.4 Expand and foster effective working relationships with 

federal, state, and local law enforcement partners.

DSP GOAL 4 OBJECTIVES

Uphold Department-wide 

accountability.

4.1	 Optimize the efficiency of Department resource

deployment and utilization (people and assets).

4.2 Enhance internal controls, transparency, and adherence 

to best practices to support efficient use of Department

fiscal resources.

4.3 Modernize Department policies, business processes, and 

data utilization.

6 USCP DEPARTMENT STRATEGIC PLAN 2021-2025
Introduction

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

and protecting the Congress. As a Commission on Accreditation for Law Enforcement Agencies (CALEA) 

accredited law enforcement agency, the USCP adheres to the highest standards of professionalism in carrying 

out its mission. Now more than ever, policing practices founded on integrity, transparency, and accountability 

are critical to the USCP’s vision of being a nationally-recognized, results-oriented law enforcement agency that 

demonstrates the highest standards of professionalism, security, safety, and management.

The USCP Department Strategic Plan for 2021 – 2025 (DSP) focuses on areas that enable the Department to 

be successful in fulfilling its mission and vision. By defining the USCP strategic direction, this DSP will further 

prioritize and enhance the Department’s decision-making, workforce management practices, resource utilization, 

and accountability for its mission-driven outcomes. The DSP elements include:

• STRATEGIC GOALS – Convey clear statements of what the USCP wants to achieve to advance its 

mission and vision. The DSP has four strategic goals.

• OBJECTIVES – Define the specific components of goal achievement by describing the initiatives and 

actions that the USCP will undertake to accomplish the goals. The DSP has 17 objectives.

Defining the Department’s 

Strategic Direction for 2021 – 2025

To identify the DSP’s goals and strategies, USCP leaders, employees, and key stakeholders, to include the 

leadership of the Fraternal Order of Police/U.S. Capitol Police Labor Committee and the International 

Brotherhood of Teamsters Local 639, were interviewed and asked to share their observations and insights about 

the Department’s current operations and its workforce. They also were asked what changes the Department 

should focus on over the next five years. Information gained during the strategy session interviews was analyzed 

for common themes, frequency of key topics, and highest priority focus areas. Additionally, to define the 

USCP DSP goals and objectives for 2021 – 2025, a USCP-specific environmental scan was completed. The 

environmental scan encompassed an analysis of internal and external drivers including, but not limited to, the 

following: 

• Assessment of the evolving USCP policing environment and challenges to protecting the U.S. Capitol 

Complex, those working within and visiting the U.S. Capitol, and Member security; 

• Review of social, community, political, economic, technological, regulatory, and ecological/environmental 

issues related to carrying-out the Department’s mission;

• Evaluation of recently published reports, studies, and transcripts of external proceedings that relate to the 

USCP management and operations, and the USCP budget requests as presented to the Congress; 

USCP DEPARTMENT STRATEGIC PLAN 2021-2025 7
• Congressional hearing testimony from the USCP Chief of Police; the USCP Inspector General; the 

Sergeants at Arms of the U.S. House of Representatives and the U.S. Senate; the Chairman of the 

USCP Labor Committee; and others; 

• Emerging workforce trends such as the need for leadership development and employee training, the risks 

associated with high rates of officer retirement eligibility, the timeliness and quality of recruitment 

activities, employee engagement levels, and other workforce trends;

• Assessment of workforce management programs and operations within the Office of Human Resources; 

Office of Inclusion, Diversity, Equity, and Action; Office of Background Investigations and Credentialing; 

and the Training Services Bureau.

The Department’s mission and values, the holistic review of the USCP’s current state, and the USCP-specific 

environmental scan collectively informed the Department’s strategic direction for 2021 – 2025. The four resulting 

strategic goals are: 

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. 

FIGURE 2 - DSP GOALS FOR 2021 – 2025

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

8 USCP DEPARTMENT STRATEGIC PLAN 2021-2025
Achieving the Department’s Strategic Goals

The DSP is a critical component in directing and informing the course of management decisions, the use of 

resources, and the workforce management practices that support high performance across the Department. 

Each of the Department’s bureaus and offices, as captured in Figure 3, plays a key role in accomplishing the DSP 

goals and objectives for 2021 – 2025. 

FIGURE 3 - USCP ORGANIZATIONAL CHART

USCP DEPARTMENT STRATEGIC PLAN 2021-2025 9
The Department’s integrated, accountable approach to ensuring that its strategic goals are achieved is built into 

the DSP’s overall methodology. Leaders from across the Department’s bureaus and offices are accountable for 

accomplishing critical activities in support of the strategic goals. Annual action plans that are directly linked to the 

DSP will detail the specific activities that each Departmental bureau and office will accomplish in support of the 

DSP goals and objectives. All USCP employees will have performance plans that tie performance expectations 

to the activities detailed in the annual action plans. Supervisors will ensure employee performance is based on 

the outcomes that support the USCP’s mission, appropriately communicate performance expectations, provide 

updates on performance outcomes, and rate and document employee performance at the end of the rating cycle.

The DSP goal achievement loop ensures continuous focus on the initiatives and activities that result in positive 

outcomes. The methodology allows for informed decision-making to course correct activities and performance 

from the executive and senior management level through the individual employee level. Course correction will be 

progressive and timely and facilitates an agile approach to operating in a highly dynamic, visible, and sometimes 

unpredictable environment. The methodology also promotes effective communication and information sharing 

so that employees within the USCP’s bureaus and offices have the essential information they need to support the 

DSP’s goals and objectives. 

FIGURE 4 - DSP GOAL ACHIEVEMENT LOOP

USCP Strategic 

Goals

Bureau & Office 

Goals

Annual Action 

Plans

Employee 

Performance Plans

 Logical

 Justified

 Focused

 Mission Aligned

 Roll-Up to DSP 

Goals & Objectives

 Realistic

 Measurable

 Transparent

 Linked to Bureau & 

Office Goals  Linked to Action Plans

 Understandable

Continuously Informing Decision-Making 

and Resource Needs: Workforce and Budget

 Actionable  Time Specific

10 USCP DEPARTMENT STRATEGIC PLAN 2021-2025
Department Strategic Goals and Objectives

The four DSP goals, and the 17 objectives that support them, encompass all aspects of delivering mission 

success, starting with investing in the workforce and focusing on the operations needed to protect Members 

of Congress, staff, visitors, and Congressional facilities so that the Congress can fulfill its constitutional and 

legislative responsibilities in a safe, secure, and open environment.

Goal 1 - Invest In The USCP Workforce

FIGURE 5 - GOAL 1: FOCUS ON WORKFORCE INVESTMENT

DSP GOAL 1, INVEST IN THE USCP WORKFORCE is central to establishing and progressively building and 

retaining an engaged, diverse, and high-performing USCP workforce to successfully carry out the Department’s 

mission. The Goal 1 objectives are incorporated and will be implemented through the USCP Human Capital 

Strategic Plan for 2021 – 2025 (HCSP). The Department’s HCSP is aligned with the DSP and provides the 

specific actions the USCP is undertaking to ensure investments in the workforce support the Department’s 

strategic direction for 2021 – 2025 and beyond. The HCSP focuses on hiring, developing, and retaining 

the requisite high-performing workforce to achieve the USCP’s strategic goals. It establishes the workforce 

management roadmap to support the USCP, where leaders and employees are valued for their diversity of 

backgrounds, abilities, and ideas and understand their critical role in achieving the mission. Five HCSP goals are 

supported by 22 objectives. The five HCSP goals are reflected as the DSP Goal 1 objectives as outlined below.

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

Workforce 

Investment

Professional Training 

& Development

Training and development to 

build the needed workforce 

and ensure bench strength.

USCP DEPARTMENT STRATEGIC PLAN 2021-2025 11
DSP GOAL 1 OBJECTIVES

Invest in the USCP 

workforce.

1.1 Deliver valuable human capital management services 

aligned with the USCP’s mission and strategic goals.

1.2 Cultivate a diverse, inclusive culture of transparency, 

collaboration, and equity that leverages employees’ 

unique talents, skills, and perspectives.

1.3 Recruit and retain the workforce needed to meet the 

USCP’s mission now and into the future.

1.4 Train and develop sworn and civilian personnel to 

ensure a ready, able, and professional USCP workforce.

1.5 Enhance performance management practices to support 

and sustain a high performing USCP workforce. 

OBJECTIVE 1.1 - DELIVER VALUABLE HUMAN CAPITAL MANAGEMENT SERVICES ALIGNED 

WITH THE USCP’S MISSION AND STRATEGIC GOALS is central to establishing a value-added human 

capital management program. This starts with a service delivery model that aligns the work of the four Human 

Capital Management Offices (HCMOs): 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). Delivering valuable human capital management services will enable the HCMOs to 

enhance collaboration and coordination with their customers – USCP employees and managers. Objective 1.1 

has various components that support leaders and employees to accomplish the Department’s mission.

The activities and initiatives related to Objective 1.1 are detailed in the HCSP and include:

1.1.1 Deliver customer-centric human capital management services across the offices that have human 

capital management responsibilities. (HCSP 1.1)

1.1.2 Work in partnership with USCP managers to design and sustain the workforce needed to fulfill the 

Department’s evolving operational and administrative demands. (HCSP 1.2)

1.1.3 Define human capital professionals’ competencies and close gaps to ensure they remain value-added 

resources. (HCSP 1.3)

1.1.4 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. (HCSP 1.4)

1.1.5 Leverage automation within and across the Human Capital Management Offices to improve 

efficiency. (HCSP 1.5)

12 USCP DEPARTMENT STRATEGIC PLAN 2021-2025
OBJECTIVE 1.2 - CULTIVATE A DIVERSE, INCLUSIVE CULTURE OF TRANSPARENCY, 

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

AND PERSPECTIVES 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 within the 

Department. The components of Objective 1.2 are included in the HCSP and establish a mission-focused 

culture and infrastructure that enables the USCP to build teams, cultivate leaders, and create a Department that 

is inclusive of every employee.

The activities and initiatives related to Objective 1.2 are detailed in the HCSP and include:

1.2.1 Ensure USCP human capital management policies, programs, and initiatives are designed with 

attention to the Department’s diversity, equity, and inclusion. (HCSP 2.1)

1.2.2 Empower USCP leaders to be champions for, and openly support diversity and inclusion initiatives 

and embrace a culture of diversity, equity, and inclusion. (HCSP 2.2)

1.2.3 Generate opportunities for all employees to participate in programs and activities that foster a culture 

of inclusion. (HCSP 2.3)

1.2.4 Assess employees’ perspectives on the workforce environment, engagement, and equity to identify 

successes and remediate challenges. (HCSP 2.4)

1.2.5 Leverage data and analysis in support of achieving human capital objectives, to include diversity, 

equity, and inclusion. (HCSP 2.5)

OBJECTIVE 1.3 - RECRUIT AND RETAIN THE WORKFORCE NEEDED TO MEET THE USCP’S 

MISSION NOW AND INTO THE FUTURE establishes the activities to support hiring the workforce, sworn 

and civilian, needed to build bench strength and capability to meet the Department’s mission 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 important mission. 

This objective also focuses on retention strategies to ensure the Department does not experience a gap in staff 

and skills needed to carry out the mission. 

The activities and initiatives related to Objective 1.3 are detailed in the HCSP and include:

1.3.1 Engage in proactive and strategic recruitment activities to attract consistent pools of qualified, 

diverse, and committed applicants. (HCSP 3.1)

1.3.2 Ensure efficient assessment, screening, and selection processes where candidates have the necessary 

skill sets and meet Department suitability standards. (HCSP 3.2)

1.3.3 Implement initiatives to retain needed Department-wide skills and build workforce bench strength. 

(HCSP 3.3)

1.3.4 Collect and analyze data, including demographic data, from all Human Capital Management Offices 

to ensure optimal recruitment, assessment, and retention. (HCSP 3.4)

USCP DEPARTMENT STRATEGIC PLAN 2021-2025 13
OBJECTIVE 1.4 - TRAIN AND DEVELOP SWORN AND CIVILIAN PERSONNEL TO ENSURE A 

READY, ABLE, AND PROFESSIONAL USCP WORKFORCE enables the administration of robust training 

and employee development activities for the entire workforce to close competency gaps, ensure leadership 

excellence, prepare employees for professional growth, and meet mission demands now and into the future. Key 

to Objective 1.4 is ensuring the Department invests appropriately in identifying, delivering, and managing the 

training that will position the USCP to meet future strategic mission requirements, including building a strong 

cadre of Department leaders. 

The activities and initiatives related to Objective 1.4 are detailed in the HCSP and include:

1.4.1 Establish professional development training based on rank and/or position that includes a diversity, 

equity, and inclusion curriculum. (HCSP 4.1)

1.4.2 Establish employee annual training plans that include Department training, professional development, 

and leadership development, as appropriate. (HCSP 4.2)

1.4.3 Identify, facilitate, and track Department bureau- and office-specific mandatory and discretionary 

training requirements. (HCSP 4.3)

1.4.4 Streamline and modernize the administration and deployment of all workforce training (sworn and 

civilian) under the Training Services Bureau. (HCSP 4.4)

OBJECTIVE 1.5 - ENHANCE PERFORMANCE MANAGEMENT PRACTICES TO SUPPORT AND 

SUSTAIN A HIGH PERFORMING USCP WORKFORCE is critical to enhancing the USCP human capital 

management policies, processes, and systems needed for a successful performance management culture. It places 

emphasis on establishing a support structure that helps managers and employees focus on what is important, and 

to hold employees accountable for achieving results. Objective 1.5 supports the USCP’s mission by incorporating 

Department strategic goals into individual employee performance plan elements through the use of bureau and 

office annual action plans.

The activities and initiatives related to Objective 1.5 are detailed in the HCSP and include:

1.5.1 Provide leaders with the training and tools needed to support their employees’ performance and 

development. (HCSP 5.1)

1.5.2 Align employees’ performance goals with the Department’s strategic plan and goals. (HCSP 5.2)

1.5.3 Ensure regular, meaningful performance reviews are conducted, as required by the Department’s 

performance management procedures. (HCSP 5.3)

1.5.4 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. 

(HCSP 5.4)

14 USCP DEPARTMENT STRATEGIC PLAN 2021-2025
Goal 2 - optimize the USCP’s Operational 

Capacity, Resiliency, and Readiness to Meet 

Dynamic Mission Requirements

FIGURE 6 - GOAL 2: FOCUS ON OPERATIONAL READINESS

DSP GOAL 2, OPTIMIZE THE USCP’S OPERATIONAL CAPACITY, RESILIENCY, AND READINESS 

TO MEET DYNAMIC MISSION REQUIREMENTS ensures the USCP has the necessary operational capacity 

and a resilient workforce to adapt and respond appropriately during both routine and critical incidents. The 

nature of the Department’s police work demands the continual assessment of the USCP’s processes, workforce, 

and tools to ensure they are optimally aligned to maintain the security of the Congress and the Capitol Complex. 

The ability to manage and mitigate risk is an essential function of operational readiness, and the objectives for 

Goal 2 define the components unique to the USCP that achieve the desired outcomes of ongoing operational 

capacity and readiness.

Continuously 

assess and 

adapt 

operational 

capabilities to 

maximize 

mission 

readiness.

Enhance 

protective 

services 

capabilities and 

communications 

for Members 

and the 

Congressional 

Community.

Strengthen 

emergency 

readiness and 

the ability to 

continue 

operations 

during potential 

crisis situations.

Invest in 

programs 

targeted to 

enhance 

employee 

resiliency, 

health, and 

professionalism.

Identify 

industry 

leading 

equipment and 

facilities 

requirements 

and seek 

appropriate 

resources to 

enhance 

mission 

success while 

protecting and 

securing 

Department 

assets.

USCP DEPARTMENT STRATEGIC PLAN 2021-2025 15
DSP GOAL 2 OBJECTIVES

Optimize the USCP’s 

operational capacity, 

resiliency, and readiness 

to meet dynamic mission 

requirements.

2.1 Continuously assess and adapt operational capabilities 

to maximize mission readiness.

2.2 Enhance protective services capabilities and 

communications for Members and the Congressional 

community.

2.3 Strengthen emergency readiness and the ability to 

continue operations during potential crisis situations.

2.4 Invest in programs targeted to enhance employee 

resiliency, health, and professionalism.

2.5 Identify industry leading equipment and systems 

requirements and seek appropriate resources to 

enhance mission success while protecting and securing 

Department assets.

OBJECTIVE 2.1 - CONTINUOUSLY ASSESS AND ADAPT OPERATIONAL CAPABILITIES TO 

MAXIMIZE MISSION READINESS ensures the USCP is systematically adapting to meet evolving policing 

requirements. With Objective 2.1, a formal process is in place to monitor and predict requirements, and to 

identify new and enhanced methods and means for meeting the Department’s mission. The USCP proactively 

addresses crime, aggressively engages in terrorism prevention, and delivers optimal policing services in order to 

maintain national security and the overall safety and security of the Capitol Complex. 

Activities and initiatives related to Objective 2.1 include:

2.1.1 Conduct ongoing analysis of evolving Department policing requirements based on current and 

anticipated changes to how the USCP carries out its mission, to include enforcement policies, to 

ensure adherence to all applicable laws. 

2.1.2 Review Department operations against law enforcement best practices to identify needed 

enhancements to address evolving policing requirements.

2.1.3 Conduct ongoing systematic cause and effect analysis of potential scenarios, and the Department’s 

ability and speed to adjust procedures, equipment, resources, and/or infrastructure to address 

operational and administrative priorities.

2.1.4 Automate system tracking for various types of incidents and their frequency, perform ongoing 

analyses, and recognize trends and identify patterns to address potential operational risks and/or 

areas for operational refinement. 

OBJECTIVE 2.2 - ENHANCE PROTECTIVE SERVICES CAPABILITIES AND COMMUNICATIONS 

FOR MEMBERS AND THE CONGRESSIONAL COMMUNITY focuses on the Department’s commitment to 

the safety of Members of Congress whether they are working in or away from the Capitol Complex. As the threat 

to personal safety is an ever-present aspect of carrying out the legislative process, the USCP works to ensure 

Members are not the purposeful or accidental targets of crime. Enhancing existent measures and continuing to 

foster and expand its network through relationships with federal, state, and/or local law enforcement agencies, 

the USCP builds a broad “protective umbrella” for Members of Congress. 

16 USCP DEPARTMENT STRATEGIC PLAN 2021-2025
Activities and initiatives related to Objective 2.2 include:

2.2.1 Enhance communications, in collaboration with the Capitol Police Board, with Members regarding 

potential threats, and coordinate with appropriate federal, state, and/or local law enforcement 

organizations on potential threats.

2.2.2 Disseminate information in a timely manner, in collaboration with the Capitol Police Board, to 

Members, and coordinate with appropriate federal, state, and/or local law enforcement organizations 

on the disposition of threat resolutions.

2.2.3 Expedite notifications of potentially high visibility events and/or threats on and near the Capitol 

Complex to Members and law enforcement partners.

2.2.4 Conduct routine, periodic outreach with Members and their staffs to answer questions, provide 

updates, and maintain effective communication.

2.2.5 Disseminate regular and recurring reports that may be shared with Members, key stakeholders, and 

law enforcement partners regarding USCP threat and crime activity. 

OBJECTIVE 2.3 - STRENGTHEN EMERGENCY READINESS AND THE ABILITY TO CONTINUE 

OPERATIONS DURING POTENTIAL CRISIS SITUATIONS provides a formal process for the continuous 

review and updating of the Department’s emergency planning measures to ensure preparedness in scenarios that 

would require immediate emergency response and/or evacuation. Significant responsibility for Continuity of 

Operations (COOP) and Continuity of Government (COG) rests with the USCP; both internally to the USCP 

and across the Legislative Branch. Collaboratively working with Department organizational elements as well as 

in conjunction with federal, state, and/or local law enforcement agencies, the USCP coordinates and executes 

operations that safeguard the Capitol Complex and the operations of the Congress. Objective 2.3 is dedicated to 

the USCP’s review and updating of its emergency planning procedures and plans related to multiple scenarios 

that require an emergency response. 

Activities and initiatives related to Objective 2.3 include:

2.3.1 Identify bureau and office mission essential functions to inform Department-wide continuity of 

operations plans that are aligned to the DSP and strategic goals.

2.3.2 Develop contingency plans for carrying out police work even in extreme situations, such as a 

widespread pandemic or imminent terrorist activity.

2.3.3 Enhance cyber-security capacity and protocols for continuity of operations during potential crisis 

situations and extreme operations scenarios.

2.3.4 Identify stakeholder and external partner requirements to greater inform USCP continuity of 

operations and continuity of government responsibilities.

2.3.5 Update workforce management policy guidance to address operations under contingency plans and 

continuity of operations.

USCP DEPARTMENT STRATEGIC PLAN 2021-2025 17
OBJECTIVE 2.4 - INVEST IN PROGRAMS TARGETED TO ENHANCE EMPLOYEE RESILIENCY, 

HEALTH, AND PROFESSIONALISM demonstrates the Department’s steadfast commitment to employees’ 

well-being to ensure optimal operational readiness and resiliency. For our employees to do their best every day, in 

the face of often changing and unique circumstances, their safety, health, and resiliency is a top priority. Objective 

2.4 supports the implementation of programs that are dedicated to employee well-being and professionalism, 

which directly ties to the workforce management initiatives and actions outlined in Goal 1 of the DSP as well as 

the HCSP.

Activities and initiatives related to Objective 2.4 include: 

2.4.1 Launch a customized USCP holistic wellness program that focuses on work-life balance, sworn and 

civilian mental and physical wellness, and other employee resources – while ensuring employees’ 

confidentiality.

2.4.2 Provide confidential access to mental health services for law enforcement officers and civilians.

2.4.3 Review and update, as needed, USCP policies to support work-related training, education, and 

career-enhancing activities.

2.4.4 Increase officers’ awareness of their critical role through the enhancement of information sharing and 

training, thereby ensuring a professional and ready workforce equipped to meet mission requirements. 

OBJECTIVE 2.5 - IDENTIFY INDUSTRY LEADING EQUIPMENT AND SYSTEMS REQUIREMENTS 

AND SEEK APPROPRIATE RESOURCES TO ENHANCE MISSION SUCCESS WHILE PROTECTING 

AND SECURING DEPARTMENT ASSETS institutes an ongoing process of targeted reviews to ensure the 

USCP is investing wisely in the policing tools and systems needed to meet its mission. As the types of threats 

and crimes evolve, the tools and systems necessary for police work, to include investigative and information 

technology and technical countermeasures, must keep pace. Objective 2.5 focuses on the continuous review, 

assessment, and decisionmaking to maintain and/or procure needed equipment and systems in accordance with 

industry standards. 

Activities and initiatives related to Objective 2.5 include:

2.5.1 Utilize dedicated subject matter experts to assess equipment and information technology needs and 

focus on procuring the best technology to meet the USCP’s requirements.

2.5.2 Identify appropriate information technology to support the workforce and establish a plan to 

transition to selected technologies, such as video analytics, USCP-issued cell phones or portable 

computing devices, etc. 

2.5.3 Review automation requirements and identify opportunities for new or upgraded systems.

2.5.4 Upgrade existing technology platforms, equipment, and processes to remain current with industry 

standards.

2.5.5 Reinforce partnerships with the Architect of the Capitol (AOC) and other external partners to 

ensure USCP facility use and management priorities are addressed.

18 USCP DEPARTMENT STRATEGIC PLAN 2021-2025
Goal 3 - Enhance Information Gathering, 

Analysis, Utilization, and Dissemination

FIGURE 7 - GOAL 3: FOCUS ON INFORMATION-LED POLICING

DSP GOAL 3, ENHANCE INFORMATION GATHERING, ANALYSIS, UTILIZATION, AND 

DISSEMINATION is central to enhancing the Department’s capabilities in information-led policing. As the 

types of threats to the Capitol Complex and Members of Congress evolve, the USCP is focusing on increasing 

the use of information and intelligence to predict and prevent national security issues and crime. Twenty-first 

century technology has changed how terrorists operate. Recognizing these evolutionary changes, the USCP’s 

ability to quickly and accurately perform criminal identification, apprehension, prevention, and disruption is 

essential. With continued refinement of how data is analyzed, coupled with the right technology and strong 

law enforcement partnerships, information-led policing strengthens the USCP’s role in deterring crime and 

terrorism. The objectives for Goal 3 establish the roadmap to assessing the Department’s information-led policing 

capabilities, acquiring the requisite tools and technology, increasing law enforcement community networks, and 

instituting Department-wide practices and procedures to enhance the information and intelligence infrastructure.

Communicate

Establish processes 

and implement a 

Department-wide 

framework for 

converting information 

and data into actionable 

communications for the 

workforce.

Gather

Evaluate USCP 

capabilities and 

maximize the use of 

information gathering 

across the Department.

Disseminate

Optimize and leverage 

the use of technology to 

enhance data analysis 

and information 

dissemination.

Coordinate

Expand and foster 

effective working 

relationships with 

federal, state, and local 

law enforcement 

partners.

02

04 03

01

Enhance 

information 

gathering, 

analysis, 

utilization, and 

dissemination.

USCP DEPARTMENT STRATEGIC PLAN 2021-2025 19
DSP GOAL 3 OBJECTIVES

Enhance information 

gathering, analysis, 

utilization, and 

dissemination.

3.1 Evaluate USCP capabilities and maximize the use of 

information gathering across the Department.

3.2 Establish processes and implement a Department-wide 

framework for converting information and data into 

actionable communications for the workforce. 

3.3 Optimize and leverage the use of technology to enhance 

data analysis and information dissemination. 

3.4 Expand and foster effective working relationships with 

federal, state, and local law enforcement partners.

OBJECTIVE 3.1 - EVALUATE USCP CAPABILITIES AND MAXIMIZE THE USE OF INFORMATION 

GATHERING ACROSS THE DEPARTMENT is the first step in enhancing the USCP’s infrastructure for 

information-led policing. The Department will conduct a comprehensive assessment and analysis to identify 

opportunities for enhanced use of real-time information, data, and intelligence to take the necessary actions 

to help prevent crimes and terrorist activities from occurring. The assessment will focus on requirements for 

communications equipment and information technology, employee training, and USCP policies and processes for 

the dissemination and use of information and intelligence. Informed by the completed assessment, a Department 

information dissemination framework will be developed and implemented to ensure officers have the advanced 

warning and necessary information to prevent threats from being carried out. 

Activities and initiatives related to Objective 3.1 include:

3.1.1 Assess required actions to maximize the gathering of information, data, and intelligence across the 

Department.

3.1.2 Evaluate the current USCP intelligence operations and structure to determine the optimal 

alignment for assessing threats, analyzing intelligence, and receiving and sharing intelligence with 

law enforcement partners.

3.1.3 Develop an intelligence communication plan for disseminating information as appropriate. 

3.1.4 Train officers and employees on the appropriate actions to take when receiving and sharing intelligence 

information.

3.1.5 Identify required workforce security clearances to ensure personnel are optimally positioned to 

handle sensitive information and intelligence.

3.1.6 Create cross-training opportunities across operational bureaus for information and intelligence 

gathering and analysis to expand law enforcement efficiencies.

OBJECTIVE 3.2 - ESTABLISH PROCESSES AND IMPLEMENT A DEPARTMENT-WIDE FRAMEWORK 

FOR CONVERTING INFORMATION AND DATA INTO ACTIONABLE COMMUNICATIONS FOR THE 

WORKFORCE supports the Department’s ability to get the right information to the right people at the right 

time. Information-led policing is effective when those who need the information know how to use it and receive 

it in a timely manner to take appropriate actions. Objective 3.2 establishes the communication channels that 

make it possible for information to get quickly to those who need it, without unnecessary delay or confusion. 

Converting general information, data, and intelligence into USCP-specific information for action and getting the 

information to the right people is mission critical.

20 USCP DEPARTMENT STRATEGIC PLAN 2021-2025
Activities and initiatives related to Objective 3.2 include:

3.2.1 Execute a communications plan for disseminating information to internal and external stakeholders. 

3.2.2 Enhance communication methods and channels to ensure effective, appropriate, and timely “twoway” communication among USCP officers, civilians, labor unions, and leadership.

3.2.3 Enhance roll call protocols to support the sharing of information and improve communications from 

leadership to the front-line officers.

3.2.4 Increase communication between executive and senior leadership with both internal and external 

stakeholders to bolster the conduit of critical information from and to the workforce.

3.2.5 Review USCP policies and procedures for adherence to industry best practices for information-led 

policing methods.

OBJECTIVE 3.3 - OPTIMIZE AND LEVERAGE THE USE OF TECHNOLOGY TO ENHANCE DATA 

ANALYSIS AND INFORMATION DISSEMINATION focuses specifically on ensuring the USCP has the 

technology needed to meet information dissemination policing requirements now and into the future. As the use 

of information expands across the Department, having the best technology for the USCP’s information sharing 

requirements is the purpose of Objective 3.3. The USCP will invest in identifying the technology needed to get 

information quickly and securely across the Department, and to its law enforcement partners. Within the budget 

allotted, the USCP will make the best use of new and existing technology to ensure mission accomplishment. 

Activities and initiatives related to Objective 3.3 include:

3.3.1 Assess the opportunities for technology solutions to address essential information collection and 

sharing, both quickly and securely, across the Department.

3.3.2 Invest in and/or upgrade existing USCP technology to support the gathering and dissemination of 

both mission critical and mission support information.

3.3.3 Assess best practices and use of technology for information sharing with law enforcement partners.

OBJECTIVE 3.4 - EXPAND AND FOSTER EFFECTIVE WORKING RELATIONSHIPS WITH 

FEDERAL, STATE, AND LOCAL LAW ENFORCEMENT PARTNERS is a critical step in informationled policing and Objective 3.4 focuses on the USCP’s law enforcement partnerships. The Department will 

continue its work to expand critical information sharing with federal, state and local law enforcement to share 

and receive critical information. To protect the Capitol Complex, Members of Congress, staff, and visitors, the 

USCP will ensure ready access to other law enforcement entities and open channels for sharing information in 

real-time. Partnerships with the law enforcement community strengthen the USCP “protective umbrella” – a key 

component of carrying out the Department’s mission. 

Activities and initiatives related to Objective 3.4 include:

3.4.1 Formalize law enforcement partnerships through documented agreements that specify how joint 

cooperation will be handled.

3.4.2 Ensure the ongoing exchange of routine, recurring standing intelligence updates with law enforcement 

partners.

3.4.3 Enhance USCP policies and procedures related to the Department’s role with federal, state, and/or 

local law enforcement partners in responding to threats and preventing crime and terrorism.

USCP DEPARTMENT STRATEGIC PLAN 2021-2025 21
Goal 4 - Uphold Department-wide Accountability

FIGURE 8 - GOAL 4: FOCUS ON DEPARTMENT-WIDE ACCOUNTABILITY

DSP GOAL 4, UPHOLD DEPARTMENT-WIDE ACCOUNTABILITY is centered on the responsible planning 

for and management of USCP resources. The Department understands the fiscal restraints facing the federal 

government and takes the judicious stewardship of the USCP’s resources very seriously. The Goal 4 objectives 

underscore accountability for achieving outcomes and following best practices. The USCP’s resources include 

the tools used by police officers in the day-to-day execution of their work, the employees across the Department 

who are deployed and utilized in the current environment of dynamic and ever-changing security challenges, 

and procured services to supplement the USCP mission where needed. Following environmentally sustainable 

practices is key to responsible asset management. Efficiently utilizing resources to include people, assets, and 

fiscal resources for procurement, while following environmentally responsible practices, is a strategic priority 

for the Department. Through Goal 4, the USCP will ensure policies and procedures result in: the safeguarding 

of USCP assets; reliability and integrity of Department-wide procurement and budgetary activities; efficient 

and effective law enforcement and administrative operations; and the accomplishment of strategic goals and 

objectives through the DSP. 

Enhance internal 

controls, 

transparency, and 

adherence to best 

practices to 

support efficient 

use of Department 

fiscal resources.

Modernize 

Department 

policies, 

business 

processes, and 

data utilization.

Optimize the 

efficiency of 

Department 

resource 

deployment and 

utilization (people 

and assets).

22 USCP DEPARTMENT STRATEGIC PLAN 2021-2025
DSP GOAL 4 OBJECTIVES

Uphold Department-wide 

accountability.

4.1	 Optimize the efficiency of Department resource

deployment and utilization (people and assets).

4.2 Enhance internal controls, transparency, and adherence 

to best practices to support efficient use of Department

fiscal resources.

4.3 Modernize Department policies, business processes, and 

data utilization.

OBJECTIVE 4.1 - OPTIMIZE THE EFFICIENCY OF DEPARTMENT RESOURCE DEPLOYMENT 

AND UTILIZATION (PEOPLE AND ASSETS) focuses on strategic workforce utilization and contractor 

support, economical use of equipment and supplies, and efficient management of facilities. Through the DSP 

goals and objectives, the USCP will focus on being a responsible steward of all its assets by assessing the most 

effective means of carrying out the mission and making adjustments to current practices, as necessary, to achieve 

efficiencies. 

Activities and initiatives related to Objective 4.1 include:

4.1.1 Reaffirm through the established budgetary process that the USCP’s Congressional budget 

justification remains balanced across all needs – workforce costs, technology expenditures, equipment, 

and other critical asset requirements.

4.1.2 Ensure the best utilization of workforce resources to include the use of contractor support.

4.1.3 Improve the economical use of equipment, supplies, and facilities and improve the Department’s 

“green footprint” where possible.

4.1.4 Appropriately retire outdated equipment and supplies and ensure new assets represent the most 

economical and ecological options. 

4.1.5 Assess and gather data from USCP organizational elements to determine how facilities should be 

utilized, identify USCP-needed facility upgrades to support operations, and appropriately secure 

and protect assets such as equipment, property, and vehicles.

OBJECTIVE 4.2 - ENHANCE INTERNAL CONTROLS, TRANSPARENCY, AND ADHERENCE TO 

BEST PRACTICES TO SUPPORT EFFICIENT USE OF DEPARTMENT FISCAL RESOURCES commits 

the USCP to benchmark and deploy best practices for managing fiscal resources, procuring equipment and 

tools, and contracting for Department-wide services. The Department will ensure a sound control environment 

focused on integrity, diligence in following best practices, and identifying areas at the greatest risk for waste. 

Activities and initiatives related to Objective 4.2 include:

4.2.1 Assess and improve the Department’s practices and policies to ensure transparent, safe, and 

accountable delivery of law enforcement and mission support services.

4.2.2 Review USCP policies and practices to enable transparency for appropriate public-facing 

documentation.

USCP DEPARTMENT STRATEGIC PLAN 2021-2025 23
4.2.3 Assess best practices across federal law enforcement agencies for responding to public inquiries and 

handling of public complaints.

4.2.4 Train sworn and civilian mid-level supervisors to increase foundational knowledge of internal 

controls and risk mitigation, and to develop effective operational procedures and controls. 

OBJECTIVE 4.3 - MODERNIZE DEPARTMENT POLICIES, BUSINESS PROCESSES, AND DATA 

UTILIZATION is focused on ensuring the Department’s operational policies, business processes, technology to 

support business operations, and the use of data in decision-making and performance monitoring fully supports 

optimal operations. 

Activities and initiatives related to Objective 4.3 include:

4.3.1 Work with Congressional stakeholders on statutory and regulatory changes to provide necessary 

authorities to improve business processes. 

4.3.2 Enhance collaboration with Legislative Branch organizational partners to increase the collective 

execution and efficiency of mission requirements in support of Legislative Branch constitutional 

responsibilities and priorities.

4.3.3 Assess appropriate and required data to inform decision-making regarding all aspects of the 

Department’s operations and workforce.

4.3.4 Establish a long-term plan for acquiring and/or upgrading required information technologies and 

systems.

4.3.5 Review business operations policies to ensure industry best practices, where applicable, are employed 

throughout Department policies and procedures.

4.3.6 Review business processes to identify re-engineering opportunities to improve efficiency and quality 

of services. 

24 USCP DEPARTMENT STRATEGIC PLAN 2021-2025
Conclusion

The USCP continues to focus on ensuring the safety and security of the Capitol Complex, the legislative process, 

Members and the people that work within and visit the U.S. Capitol every day. 

The DSP goals and objectives for 2021 – 2025 ensure the priorities of the workforce and Department operations 

meet the dynamic policing environment in which the USCP carries out its critical mission. The USCP has 

successfully faced challenges that have arisen, and is keeping pace with evolving threats by continuously maintaining 

the necessary police infrastructure and high-performing workforce. This DSP focuses the Department and helps 

to ensure the USCP will carry out the aforementioned progressive goals and objectives, while continuing to 

successfully meet its mission as a professional, accountable, and results-oriented law enforcement agency.

USCP DEPARTMENT STRATEGIC PLAN 2021-2025 25