Strategic Plan - Fiscal Years 2012-2016 The U.S. Department of Homeland Security Strategic Plan for Fiscal Years (FY) 2012-2016 presents the Department's goals, derived from the conclusions of the Quadrennial Homeland Security Review (QHSR) and the Bottom-Up Review (BUR). The goals include objectives and key performance indicators that are essential for implementation and execution of the Department's responsibilities. This Plan, like the QHSR process that preceded it, reflects the core principles identified in the Open Government Plan [http://www.whitehouse.gov/open/documents/open-government-directive]. These three principles -- transparency, public participation, and collaboration -- are the basic tenets of Open Government. This Strategic Plan describes the Department's Strategic Performance Plan Measures in the context of the QHSR and the homeland security missions. The Plan continues the Department's efforts to prioritize frontline operations while maximizing the effectiveness and efficiency of every taxpayer dollar the Department receives. The Plan also describes the Department's efforts to provide essential support to national and economic security, and to mature and strengthen DHS as an institution. U.S. Department of Homeland Security DHS _6532f572-4eac-11e0-aa9f-7c137a64ea2a Janet Napolitano Secretary DHS Office of Strategic Plans Department of Homeland Security, Office of Policy A homeland that is safe, secure, and resilient against terrorism and other hazards. 17c9f629-5af5-40f6-b7ca-3608afe922a5 We will lead efforts to achieve a safe, secure, and resilient homeland. We will counter terrorism and enhance our security; secure and manage our borders; enforce and administer our immigration laws; protect cyber networks and critical infrastructure; and ensure resilience from disasters. We will accomplish these missions while providing essential support to national and economic security and maturing and strengthening both the Department of Homeland Security and the homeland security enterprise. 8f4d2a24-fb18-4499-aa17-43d9050fe1df Transparency Public Participation Collaboration Terrorism & Security PREVENTING TERRORISM AND ENHANCING SECURITY 79a6fa9e-8194-453c-a290-b585cc9d8031 MISSION 1 Protecting the United States from terrorism is the cornerstone of homeland security. DHS's counterterrorism responsibilities focus on three goals: preventing terrorist attacks; preventing the unauthorized acquisition, importation, movement, or use of chemical, biological, radiological, and nuclear materials and capabilities within the United States; and reducing threats to and vulnerability of critical infrastructure, key resources, essential leadership, and major events from terrorist attacks and other hazards. Terrorist Attacks Preventing Terrorist Attacks e6729d33-ca8e-43e0-9b57-efffe9dc5b50 Goal 1.1 Malicious actors are unable to conduct terrorist attacks within the United States. The United States has made significant progress in securing the nation from terrorism since the September 11, 2001, attacks. Nevertheless, work remains as the terrorist threats facing the country have evolved in the last ten years, and continue to change. Created with the founding principle of protecting the American people from terrorist and other threats, DHS and its many partners, internationally, across the federal, state, and local governments, tribal and territorial, public and private sectors, and communities across the country have strengthened the homeland security enterprise to better mitigate and defend against dynamic threats. 920ceb8c-77ba-4262-8c5e-3bb72052cb55 Officials Trained Percentage Percent of law enforcement officials trained in methods to counter terrorism and other violent acts that rate the training as effective (DHS HQ - CRCL) 82 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of law enforcement officials trained in methods to counter terrorism and other violent acts that rate the training as effective (DHS HQ - CRCL) 84 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of law enforcement officials trained in methods to counter terrorism and other violent acts that rate the training as effective (DHS HQ - CRCL) 90 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Understanding Understand the threat a17af2fa-9e4f-47ff-b510-8c6fe5edf3a6 Objective 1.1.1 Collect, gather, analyze, and appropriately share intelligence and other information on current and emerging threats. 9f5d3667-162e-439a-845f-1e3318a66ad3 Satisfactory Reports Percentage Percent of intelligence reports rated "satisfactory" or higher in customer feedback that enable customers to understand the threat (AO) 80 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of intelligence reports rated "satisfactory" or higher in customer feedback that enable customers to understand the threat (AO) 80 2011-10-01 2012-09-30 TBD 2012-10-01 2013-09-30 Percent of intelligence reports rated "satisfactory" or higher in customer feedback that enable customers to understand the threat (AO) 80 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of intelligence reports rated "satisfactory" or higher in customer feedback that enable customers to understand the threat (AO) 80 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Deterence & Disruption Deter and disrupt operations 9685eff2-10c9-4895-9b17-766f0cc32ef5 Objective 1.1.2 Deter, detect, and disrupt surveillance, rehearsals, and execution of operations by terrorists and other malicious actors. 7dc8c6d6-4b64-4707-9ff7-d73cb743c03e Enplanements Vetted Percentage Percent of international air enplanements vetted against the terrorist watch list through Secure Flight (TSA) 100 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of international air enplanements vetted against the terrorist watch list through Secure Flight (TSA) 100 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of international air enplanements vetted against the terrorist watch list through Secure Flight (TSA) 100 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 e518e27d-b3e8-4267-b4f8-be7607b6f4ab Air Cargo Screened Percentage Percent of inbound air cargo screened on international passenger flights originating from outside the United States and Territories (TSA) 85 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of inbound air cargo screened on international passenger flights originating from outside the United States and Territories (TSA) 100 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of inbound air cargo screened on international passenger flights originating from outside the United States and Territories (TSA) 100 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Protection Protect against terrorist capabilities 5f904239-6276-47ae-9298-6f2caeff563e Objective 1.1.3 Protect potential targets against the capabilities of terrorists, malicious actors, and their support networks to plan and conduct operations. b607ce59-4e7f-47da-b16b-df862b1d0459 Extremism Stop the spread of violent extremism 1b90f124-dfa1-494f-858f-d7e28f748399 Objective 1.1.4 Prevent and deter domestic violent extremism and the radicalization process that contributes to it. fa06ca12-c44e-43a6-82a8-849b374a5466 Engagement Engage communities 57f3a7f3-f1bc-47b5-aaec-8f6ec35dce4d Objective 1.1.5 Communities Increase community participation in efforts to deter terrorists and other malicious actors and mitigate radicalization toward violence. b7b462e7-e5fb-4479-9c6a-119345e8279b CBRN Prevent the unauthorized acquisition or use of chemical, biological, radiological, and nuclear (CBRN) materials and capabilities 3af3630f-bb03-40ea-b32c-73def00c17a8 Goal 1.2 Malicious actors, including terrorists, are unable to acquire or move dangerous chemical, biological, radiological, and nuclear (CBRN) materials or capabilities to or within the United States or deterred from doing so. While the Nation remains committed to preventing all attacks by terrorists and other malicious actors, CBRN attacks pose a far greater potential to cause catastrophic consequences. Consequently, particular attention must be paid to the security of dangerous CBRN materials, weapons, and technologies. 202d039e-60f9-4a30-8935-772bfdf6b07f Facilities in Compliance Percentage Percent of inspected high-risk chemical facilities in compliance with the Chemical Facility Anti-terrorism Standards (NPPD) 20 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of inspected high-risk chemical facilities in compliance with the Chemical Facility Anti-terrorism Standards (NPPD) 35 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of inspected high-risk chemical facilities in compliance with the Chemical Facility Anti-terrorism Standards (NPPD) 70 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Emerging Threats Anticipate emerging threats 183bc4d0-d2cd-4f35-a5fb-86465ed59b93 Objective 1.2.1 Identify and understand potentially dangerous actors, technologies, and materials. 28caf260-09f0-4942-b9cd-515c83c9dc97 Access Control Control access to CBRN 36135706-0437-48ee-a8a2-0691c49e3957 Objective 1.2.2 Prevent terrorists and other malicious actors from gaining access to dangerous CBRN materials, weapons, and technologies. 805bfe09-07bf-40e7-9860-95ea71ac66fc Movement Control Control movement of CBRN 51d517e5-778b-4b97-8dc9-3fa6fa5bc87e Objective 1.2.3 Prevent the illicit movement of dangerous CBRN materials, weapons, and technologies. 628bc8e9-d0b5-4c13-9968-4b3a8d1221ac Hostile Use Protect against hostile use of CBRN 33d4041d-f28f-4e23-a332-94e2f23b2655 Objective 1.2.4 Identify the presence of, effectively locate, interdict, disable, attribute, or prevent the hostile use of CBRN. 27bee55c-ae99-495e-9a6c-66294a893cff Infrastructure, Leaders & Events Manage Risks to Critical Infrastructure, Key Leaders, and Events 74e92714-7840-44ce-8140-d718c25ad7db Goal 1.3 Key sectors actively work to reduce vulnerability to attack or disruption. Over the past ten years, DHS has made significant strides in enhancing the security of the nation's critical physical infrastructure as well as its cyber infrastructure and networks. The American way of life depends upon the effective functioning of the Nation's critical infrastructure and key resources, and the protection of key leaders and events. Although considerable advances have been made in identifying critical infrastructure assets and systems, and understanding the current, emerging, and future risks to those infrastructures, the breadth of the Nation's infrastructure, its criticality, and its increasing reliance on cyberspace, necessitates continued diligence. 7dfde879-3ab9-4571-976d-4ac15056a0b0 Understanding & Prioritization Understand and prioritize risks to critical infrastructure 73442836-4e6a-4480-84a1-390039deb3f8 Objective 1.3.1 Identify, attribute, and evaluate the most dangerous threats to critical infrastructure and those categories of critical infrastructure most at risk. 1200b32d-e395-4699-9c22-ac3b4e93a859 Protection Protect critical infrastructure 4618e839-6696-4fac-a046-166b07f8046f Objective 1.3.2 Prevent high-consequence events by securing critical infrastructure assets, systems, networks, and functions - including linkages through cyberspace - from attacks or disruption. 82697e58-95d0-4d5d-a724-7adec3e60f82 Resiliency Make critical infrastructure resilient f020c748-8ff3-4788-9989-0337cbdd0f28 Objective 1.3.3 Enhance the ability of critical infrastructure systems, networks, and functions to withstand and rapidly recover from damage and disruption and adapt to changing conditions. 68008d01-05fc-4c76-8feb-76cc1689dd38 Leaders, Facilities & Events Protect governmental leaders, facilities, and special events Preserve continuity of government and ensure security at events of national significance. b110dd86-6132-42ff-a45a-64a25b2594e7 Objective 1.3.4 Governmental Leaders 8f4a506c-df9c-47fe-8c69-92ee06b06c0c Incident-Free Activities Percentage Percent of total U.S. Secret Service protection activities that are incident-free for protection of national leaders, foreign dignitaries, designated protectees and others during travel or at protected facilities (USSS) 100 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of total U.S. Secret Service protection activities that are incident-free for protection of national leaders, foreign dignitaries, designated protectees and others during travel or at protected facilities (USSS) 100 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of total U.S. Secret Service protection activities that are incident-free for protection of national leaders, foreign dignitaries, designated protectees and others during travel or at protected facilities (USSS) 100 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Borders SECURING AND MANAGING OUR BORDERS 5464f516-c70c-4372-850c-e8e789c3ed02 MISSION 2 The protection of the Nation's borders -- land, air, and sea -- from the illegal entry of people, weapons, drugs, and other contraband while facilitating lawful travel and trade is vital to homeland security, as well as the Nation's economic prosperity. The Department's border security and management efforts focus on three interrelated goals: effectively securing U.S. air, land, and sea borders; safeguarding and streamlining lawful trade and travel; and disrupting and dismantling transnational criminal and terrorist organizations. Security Secure U.S. Air, Land, and Sea Borders 0aa42153-ab83-4a18-9b13-9be387aa8ec2 Goal 2.1 Prevent the illegal flow of people and goods across U.S. air, land, and sea borders while expediting the safe flow of lawful travel and commerce. Over the past several years, DHS has deployed historic levels of personnel, technology, and resources to the Southwest border, and made critical security improvements along the Northern and maritime borders while facilitating the lawful transit of people and goods across our borders. Through the collection, analysis, and proper sharing of information, the use of screening and identification verification techniques, the employment of advanced detection and other technologies, the use of "trusted traveler" or "trusted shipper" approaches, and cooperation with our international partners and the private sector, we can achieve security at our borders, enforce the laws, and ensure our prosperity and freedom by expediting lawful travel and commerce. c88c9142-c6de-410d-83be-731929817c56 Entry Prevent illegal entry 43c30be0-78be-4c9a-a80c-6d032d86eb19 Objective 2.1.1 Prevent the illegal entry of people, weapons, drugs, contraband, and dangerous goods, and protect against cross-border threats to health, food, environment, and agriculture, while facilitating the safe flow of lawful travel and commerce. 57188fe7-2914-4fd4-8e2a-72ca743d8b7b Apprehensions Number Number of apprehensions on the Southwest Border between the ports of entry (CBP) < 371,000 371,000 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Number of apprehensions on the Southwest Border between the ports of entry (CBP) < 352,000 352,000 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Number of apprehensions on the Southwest Border between the ports of entry (CBP) < 301,000 301,000 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 7843fb39-47df-4d53-a73f-965b8e3b1bda Aircraft Incursions Resolved Percentage Percent of detected conventional aircraft incursions resolved along all borders of the United States (CBP) 100 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of detected conventional aircraft incursions resolved along all borders of the United States (CBP) 100 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of detected conventional aircraft incursions resolved along all borders of the United States (CBP) 100 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Export & Exit Prevent illegal export and exit c2206c62-2a3f-432a-a7f9-02b08d20e321 Objective 2.1.2 Prevent the illegal export of weapons, proceeds of crime, and other dangerous goods, and the exit of malicious actors. 6db96d58-c79d-496a-a542-6b0bf64b5835 Currency Seized Million Dollars Amount of currency seized on exit from the United States (in millions) (CBP) * The deterrence effect of conducting exit/outbound screening operations is expected to result in decreasing seizures over time based on current surge capacity. 35 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Amount of currency seized on exit from the United States (in millions) (CBP) * The deterrence effect of conducting exit/outbound screening operations is expected to result in decreasing seizures over time based on current surge capacity. 30 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Amount of currency seized on exit from the United States (in millions) (CBP) * The deterrence effect of conducting exit/outbound screening operations is expected to result in decreasing seizures over time based on current surge capacity. 30 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 f538439f-6caf-4e4e-8aa0-1d8dd1b492b0 Compliant Imports Percentage Percent of imports compliant with applicable U.S. trade laws (CBP) 98 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of imports compliant with applicable U.S. trade laws (CBP) 98 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of imports compliant with applicable U.S. trade laws (CBP) 98 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Trade & Travel Safeguard Lawful Trade and Travel bfb2d4cc-307d-4729-9dbf-a922ea402339 Goal 2.2 Traders Travelers Ensure security and resilience of global movement systems. The global economy is increasingly a seamless economic environment connected by systems and networks that transcend national boundaries. The United States is deeply linked to other countries through the flow of goods and services, capital and labor, and information and technology across our borders. As much as these global systems and networks are critical to the United States and our prosperity, their effectiveness and efficiency also make them targets for exploitation by our adversaries, terrorists, and criminals. Thus, border security cannot begin simply at our borders. The earlier we can identify, understand, interdict, and disrupt plots and illegal operations, the safer we will be at home. In other words, our borders should not be our first line of defense against global threats. This premise focuses on building partnerships to secure key nodes and conveyances in the global trading and transportation networks, as well as to managing the risks posed by people and goods in transit. Moreover, sustaining a competitive U.S. economy and a stable global trading system require us to work with international partners and the private sector to secure global movement systems. These same goals are also served by ensuring the free, lawful movement of people and commerce through the global economy and across U.S. borders in a manner that does not impair economic vitality, while at the same time safeguarding privacy, civil rights, and civil liberties. 5e53d257-aa05-4c0b-a699-de7993473ac7 Nodes Secure key nodes e274f05a-951d-4b97-aa99-670105f18359 Objective 2.2.1 Promote the security and resilience of key nodes of transaction and exchange within the global supply chain. bf146549-013c-4dbe-9fa9-0995c118ccb7 Foreign Airports as Last Point of Departure Percentage Percent of foreign airports serving as last point of departure in compliance with leading security indicators (TSA) 100 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of foreign airports serving as last point of departure in compliance with leading security indicators (TSA) 100 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of foreign airports serving as last point of departure in compliance with leading security indicators (TSA) 100 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 a0de8d23-29ea-4c78-b821-bfcb5ef81f80 Maritime Facilities in Compliance Percentage Percent of maritime facilities in compliance with security regulations as they have not received a notice of violation and/or civil penalty (USCG) 100 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of maritime facilities in compliance with security regulations as they have not received a notice of violation and/or civil penalty (USCG) 99 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of maritime facilities in compliance with security regulations as they have not received a notice of violation and/or civil penalty (USCG) 99 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Conveyances Secure conveyances f064b4be-4a9f-46ad-9706-e690013261a2 Objective 2.2.2 Promote the security and resilience of conveyances in the key global trading and transportation networks. e3da2336-0a33-4a58-9a7e-accc7aa2d733 People & Goods Manage the risk of people and goods in transit 0cf07d4a-992a-493a-924d-489b16be5b78 Objective 2.2.3 Positively identify and determine the risk posed to the country and the larger global movement system by people seeking to come to the United States as well as goods in transit, as far in advance as possible. e48cf98f-a527-49cd-bab4-6091e6914663 Criminal Organizations Disrupt and Dismantle Transnational Criminal Organizations 6d21a794-8a58-4b48-ad92-a33ce1c36bf4 Goal 2.3 Disrupt and dismantle transnational organizations that engage in smuggling and trafficking across the U.S. border. Criminals, terrorist networks, and other malicious actors continue to seek to exploit the same interconnected systems and networks of the global economy for nefarious purposes, or create their own illicit pathways for smuggling and trafficking - of illegal drugs, illegal migrants, terrorists, and highly dangerous weapons. When these organizations or actors are successful, they also may increase corruption, levels of violence, and engage in a wide variety of other criminal activities, such as money laundering, bulk cash smuggling, and intellectual property crime, which threaten the rule of law, potentially endanger lives, and generate wider destabilization. Thus, our border strategy must also focus on reducing the power and capability of these transnational criminal and terrorist organizations. ae8e9706-e2b4-4580-94c6-f86211754903 Criminal & Terrorist Organizations Identify, disrupt, and dismantle transnational criminal and terrorist organizations 07b944a9-0635-483f-a5b2-9a994be3f12b Objective 2.3.1 Disrupt transnational criminal or terrorist organizations involved in cross-border smuggling, trafficking, or other cross-border crimes, dismantle their infrastructure, and apprehend their leaders. ef18e7a9-bd93-467a-b2b9-39488fd8884a Illicit Pathways Disrupt illicit pathways 7c007d07-73f3-4215-b318-8e84641f9583 Objective 2.3.2 Identify, disrupt, and dismantle illicit pathways used by criminal and terrorist organizations. 68ab51b5-2df5-46a2-9254-0d8a446001af Disruption or Dismantlement Percentage Percent of significant high-risk transnational criminal investigations that result in a disruption or dismantlement (ICE) 16 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of significant high-risk transnational criminal investigations that result in a disruption or dismantlement (ICE) 16 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of significant high-risk transnational criminal investigations that result in a disruption or dismantlement (ICE) 16 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Immigration ENFORCING AND ADMINISTERING OUR IMMIGRATION LAWS a980f12c-d358-4516-8a31-44ef7b934290 MISSION 3 The success of our Nation's immigration policy plays a critical role in advancing homeland security. DHS is focused on smart and effective enforcement of U.S. immigration laws while streamlining and facilitating the legal immigration process. The Department has fundamentally reformed immigration enforcement, focusing on identifying and removing criminal aliens who pose a threat to public safety and targeting employers who knowingly and repeatedly break the law. Immigration System Strengthen and Effectively Administer the Immigration System ce7f719a-f292-4b23-bfeb-39e697072912 Goal 3.1 Promote lawful immigration, expedite administration of immigration services, and promote the integration of lawful immigrants into American society. Effective administration of the immigration system depends on ensuring that immigration decisions are impartial, lawful, and sound; that the immigration system is interactive and user friendly; that policy and procedural gaps are systematically identified and corrected; and those vulnerabilities that would allow persons to exploit the system are eliminated. In addition, effectively administering the immigration system includes efforts to integrate lawful immigrants into American society. 13ac7aa2-1421-4c12-adce-3e84686c7f23 Lawful Immigration Promote lawful immigration 6e43f88e-3f08-43b5-acbc-b14900b2b114 Objective 3.1.1 Clearly communicate with the public about immigration services and procedures. 329d1077-c36c-48b0-9311-22ebccc7fca9 Immigration Services Effectively administer the immigration services system 83189f74-3429-4fd9-9f06-ad148cd4f17b Objective 3.1.2 Create a user-friendly system that ensures impartial, consistent, and prompt decisions. f52fa307-a933-4711-870d-99d679c1ac4e Procedural Compliance Percentage Percent of Form N-400, Application for Naturalization, decisions determined by quarterly quality reviews to have correctly followed adjudication procedures (USCIS) 96 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of Form N-400, Application for Naturalization, decisions determined by quarterly quality reviews to have correctly followed adjudication procedures (USCIS) 96 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of Form N-400, Application for Naturalization, decisions determined by quarterly quality reviews to have correctly followed adjudication procedures (USCIS) 96 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 161fdcb8-f4fe-47e5-813f-483603d1fe0f Processing Time Months Average of processing cycle times for naturalization applications (N-400) (USCIS) < 5 months 5 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Average of processing cycle times for naturalization applications (N-400) (USCIS) < 5 months 5 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Average of processing cycle times for naturalization applications (N-400) (USCIS) < 5 months 5 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 f332e831-cc53-4e52-81ba-df91cedab3ac Customer Service Rating Percentage Overall customer service rating of the immigration process (USCIS) 80 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Overall customer service rating of the immigration process (USCIS) 80 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Overall customer service rating of the immigration process (USCIS) 80 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Integration Promote the integration of lawful immigrants into American society 11897cb4-67fa-4279-a551-5dbacf64e01b Objective 3.1.3 Immigrants Provide leadership, support, and opportunities to lawful immigrants to facilitate their integration into American society and foster community cohesion. 678bec19-95be-42b6-a98a-7c05780f2a62 Unlawful Immigration Prevent Unlawful Immigration dcf1740e-68b5-48d9-b971-69a5bf1f991f Goal 3.2 Reduce conditions that encourage foreign nationals to illegally enter and remain in the United States, while identifying and removing those who violate our laws. To prevent illegal immigration, agencies charged with immigration administration and enforcement activities must address conditions and factors that create incentives for those illegally entering and staying within the United States. Enforcement efforts must prioritize the identification and removal of dangerous foreign nationals who threaten our national security or the safety of our communities and must include safe and humane detention conditions and respect for due process and civil rights as accorded by law. 5ead4e8a-6096-41b1-a1b0-71cf8511eb72 Demand Reduce demand fa09b42e-9075-4a59-afc5-3d42c879ca66 Objective 3.2.1 Eliminate the conditions that encourage illegal employment. 5c98d499-b256-4792-a712-e69fec61f6af Employers Arrested or Sanctioned Number Number of employers arrested or sanctioned for criminally hiring illegal labor (ICE) 478 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Number of employers arrested or sanctioned for criminally hiring illegal labor (ICE) 501 2012-10-01 2013-09-30 TBD 2011-10-01 2012-09-30 Number of employers arrested or sanctioned for criminally hiring illegal labor (ICE) 580 2015-10-01 2016-09-30 TBD 2011-10-01 2012-09-30 Vulnerabilities Eliminate systemic vulnerabilities e6be02d6-b8a1-4d11-9b23-fb0a12d91a3c Objective 3.2.2 Prevent fraud, abuse, and exploitation, and eliminate other systemic vulnerabilities that threaten the integrity of our immigration system. e1b7ec28-b96f-4ecf-bce0-1df4083e1f60 Prevention Prevent entry or admission 89370ab8-6105-4236-b045-4c1876dc9b10 Objective 3.2.3 Prevent entry or admission of criminals, fugitives, dangerous and unauthorized foreign nationals and other unauthorized entrants. c0198f45-042c-41d0-8068-8f5bf5083118 Arrests, Detention, Prosecution & Removal Arrest, detain, prosecute, and remove 4d0c25f7-2e58-482e-9f2e-2aa3f7069253 Objective 3.2.4 Arrest, detain, prosecute, and remove criminal, fugitive, dangerous, and other unauthorized foreign nationals consistent with due process and civil rights protections. 17ef7dd6-7e26-4f27-93fb-a5a16554a889 Criminal Aliens Removed Number Number of convicted criminal aliens removed per fiscal year (ICE) 210,000 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Number of convicted criminal aliens removed per fiscal year (ICE) 224,000 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Number of convicted criminal aliens removed per fiscal year (ICE) 244,000 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 4b811329-130a-42bd-9e99-91e79ddf2219 Average Detention Days Average length of stay in detention of all convicted criminal aliens prior to removal from the United States (in days) (ICE) 35 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Average length of stay in detention of all convicted criminal aliens prior to removal from the United States (in days) (ICE) 35 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Average length of stay in detention of all convicted criminal aliens prior to removal from the United States (in days) (ICE) 35 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 69a9f40a-bb30-43f5-9598-b8ecb6784c17 Compliant Facilities Percentage Percent of detention facilities found in compliance with the national detention standards by receiving an inspection rating of acceptable or greater on the last inspection (ICE) 94 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of detention facilities found in compliance with the national detention standards by receiving an inspection rating of acceptable or greater on the last inspection (ICE) 94 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of detention facilities found in compliance with the national detention standards by receiving an inspection rating of acceptable or greater on the last inspection (ICE) 95 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Cyberspace SAFEGUARDING AND SECURING CYBERSPACE ee0a2ebc-de08-4e7d-b2f2-47dbb1014679 MISSION 4 Cyberspace is highly dynamic and the risks posed by malicious cyber activity often transcend sector and international boundaries. Today's threats to cybersecurity require the engagement of the entire society -- from government and law enforcement to the private sector and most importantly, members of the public -- to mitigate malicious activities while bolstering defensive capabilities. DHS is responsible for protecting the federal executive branch civilian agencies and guiding the protection of the nation's critical infrastructure. This includes the "dot-gov" world, where the government maintains essential functions that provide services to the American people, as well as privately owned critical infrastructure which includes the systems and networks that support the financial services industry, the energy industry, and the defense industry. The Department has released the first mission-level strategy designed to set a roadmap to achieve the goals of the QHSR. The Blueprint for a Secure Cyber Future: The Cybersecurity Strategy for the Homeland Security Enterprise calls for a coordinated effort across the homeland security community to protect our nation's critical information infrastructure and promote technological advances that enable government, the private sector, and the public to be safer online. The Blueprint is a guide to help enable the homeland security community to leverage existing capabilities and develop new ways to protect critical information infrastructure and to build a safer and more secure cyber ecosystem. Safety, Security & Resiliency Create a Safe, Secure, and Resilient Cyber Environment 035dad0c-e69b-4648-9e69-8d32954d0d4c Goal 4.1 Ensure malicious actors are unable to effectively exploit cyberspace, impair its safe and secure use, or attack the Nation's information infrastructure. Cyber infrastructure forms the backbone of the Nation's economy and connects every aspect of our way of life. While the cyber environment offers the potential for rapid technological advancement and economic growth, a range of malicious actors may seek to exploit cyberspace for dangerous or harmful purposes, cause mass disruption of communications or other services, and attack the Nation's infrastructure through cyber means. Cyber infrastructure is also global, as is cyber criminality; a perpetrator in one country may use an Internet Service Provider in a second country to target a victim in a third country to steal funds from a financial institution in a fourth country. We must ensure the security and resilience of software that enables and controls systems and networks. International, public- and private-sector efforts are required to achieve these aims. To that end, the Department works closely with the private sector to address cybersecurity issues. In addition, a robust law enforcement and counterintelligence capability is essential to the success of our cybersecurity efforts. 3cc266c0-72e3-4e2c-9245-d77b5c85e1a8 Understanding & Prioritization Understand and prioritize cyber threats f4c96f27-84f3-4579-bdcc-0cbb818c063b Objective 4.1.1 Identify and evaluate the most dangerous threats to federal civilian and private-sector networks and the Nation. 54d89970-1dfa-4895-945d-41268410e373 Customer Satisfaction Percentage Percent of intelligence reports rated "satisfactory" or higher in customer feedback that enable customers to manage risks to cyberspace (AO) 80 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of intelligence reports rated "satisfactory" or higher in customer feedback that enable customers to manage risks to cyberspace (AO) 80 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of intelligence reports rated "satisfactory" or higher in customer feedback that enable customers to manage risks to cyberspace (AO) 80 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Risk Management Manage risks to cyberspace 503156ae-82e8-4b80-8663-f0574961db1d Objective 4.1.2 Protect and make resilient information systems, networks, and personal and sensitive data. 37def504-f6a9-413f-9e81-b56373f1df2f Cyber Crime Prevent cyber crime and other malicious uses of cyberspace 2dc47e6e-f0a5-494e-b2ac-613101399bd6 Objective 4.1.3 Disrupt the criminal organizations and other malicious actors engaged in high-consequence or wide-scale cyber crime. da56eb61-2ae1-4ed2-8945-c8ea70cfae1a Loss Prevented Million Dollars Financial crimes loss prevented by the Secret Service Electronic Crimes Task Forces (in millions) (USSS) 279 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Financial crimes loss prevented by the Secret Service Electronic Crimes Task Forces (in millions) (USSS) 300 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Financial crimes loss prevented by the Secret Service Electronic Crimes Task Forces (in millions) (USSS) 320 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Incident Response Develop a robust public-private cyber incident response capability 5d41e2d5-8fb3-4497-9f93-a625c55cc402 Objective 4.1.4 Manage cyber incidents from identification to resolution with prompt and appropriate action. f0fd8c19-036f-4232-b466-a379c05789e6 Traffic Monitored Percentage Percent of external traffic monitored for cyber intrusions at civilian Federal Executive Branch agencies (NPPD) 55 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of external traffic monitored for cyber intrusions at civilian Federal Executive Branch agencies (NPPD) 70 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of external traffic monitored for cyber intrusions at civilian Federal Executive Branch agencies (NPPD) 95 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 c49fce90-19d6-4e1c-8cc6-c23c50a4ac87 Vulnerabilities Detected Percentage Percent of unique vulnerabilities detected during cyber incidents where mitigation strategies were provided by DHS (NPPD) 95 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of unique vulnerabilities detected during cyber incidents where mitigation strategies were provided by DHS (NPPD) 100 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of unique vulnerabilities detected during cyber incidents where mitigation strategies were provided by DHS (NPPD) 100 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 67d6fd97-65a1-4ffe-95c3-f366d1e0fffd Response Time Minutes Average amount of time required for initial response to a request for assistance from public and private sector partners to prevent or respond to major cyber incidents (in minutes) (NPPD) <90 90 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Average amount of time required for initial response to a request for assistance from public and private sector partners to prevent or respond to major cyber incidents (in minutes) (NPPD) <60 60 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Average amount of time required for initial response to a request for assistance from public and private sector partners to prevent or respond to major cyber incidents (in minutes) (NPPD) <15 15 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Knowledge & Innovation Promote Cybersecurity Knowledge and Innovation 26446d7e-2fe6-449c-a549-70a5ee3914cc Goal 4.2 Ensure that the Nation is prepared for the cyber threats and challenges of tomorrow. DHS is committed to increasing professional expertise and public awareness of the importance of cybersecurity and empowering individuals and enterprises across cyber networks to enhance their own security operations. In 2010, the Department launched the "Stop. Think. Connect." public cybersecurity awareness campaign to increase public understanding of cyber threats and promote simple steps the public can take to increase their safety and security online. add6e012-4e4f-4878-86d4-c28d9c37ca90 Public Awareness Enhance public awareness 45e42566-57e7-432c-8c37-4124fef2a659 Objective 4.2.1 The Public Ensure that the public recognizes cybersecurity challenges and is empowered to address them. 9144f18d-a19d-49f7-add7-b5279b29004a Workforce Foster a dynamic workforce 41a2c456-4681-456f-91c9-bea83970229a Objective 4.2.2 Develop education, training, and certification programs to build a cyber capable workforce. 20685267-8a8c-434a-9849-e9f4fb050af7 Technologies, Techniques & Procedures Invest in innovative technologies, techniques, and procedures 11e52a95-2cc1-4f3d-ac4a-bd79a4bd6950 Objective 4.2.3 Create and enhance science, technology, governance mechanisms, and other elements necessary to sustain a safe, secure, and resilient cyber environment. 0060e28a-4f06-4d7e-94ad-6cc358c8df25 Disasters ENSURING RESILIENCE TO DISASTERS 099ac0da-224f-4ac2-a736-10af84ff69c9 MISSION 5 Individuals Communities Private Sector Nonprofit Sector Faith-Based Organizations Local Partners State Partners Tribal Partners Territorial Partners Federal Partners DHS coordinates comprehensive federal efforts to prepare for, protect against, respond to, recover from, and mitigate a terrorist attack, natural disaster or other large-scale emergency, while working with individuals, communities, the private and nonprofit sectors, faith-based organizations, local, state, tribal, territorial and federal partners to ensure a swift and effective recovery effort. The Department's efforts to build a ready and resilient Nation include fostering a Whole Community approach to emergency management nationally; building the Nation's capacity to stabilize and recover from a catastrophic event; bolstering information sharing and building unity of effort and common strategic understanding among the emergency management team; building plans and providing training to our homeland security partners; and promoting preparedness within the private sector. The Department released the first edition of the National Preparedness Goal, called for in Presidential Policy Directive 8: National Preparedness PPD-8, which emphasizes the whole community approach as the foundation for achieving a more secure and resilient Nation. The National Preparedness Goal identifies the necessary core capabilities to prevent, protect against, mitigate, respond to, and recover from the threats and hazards which pose the greatest risk to the Nation. In addition, the Department released a description of the National Preparedness System which serves as a guide on building, sustaining, and delivering the core capabilities identified in the National Preparedness Goal. Hazards Mitigate Hazards 8e3be865-e8ab-49aa-b701-83e27765f804 Goal 5.1 Communities Strengthen capacity at all levels of society to withstand threats and hazards. Though the occurrence of some disasters is inevitable, it is possible to take steps to reduce the impact of damaging events that may occur. The Nation's ability to reduce loss of life and property by lessening the impact of threats and hazards requires an understanding of risks and core capabilities to reduce vulnerabilities. Mitigation provides a critical foundation to reduce loss of life and property by reducing, eliminating or otherwise addressing vulnerabilities and avoiding or lessening the impact of a disaster, thereby creating safer communities. Mitigating vulnerabilities reduces both the direct consequences and the response and recovery requirements of disasters. cf420ab9-96ff-458c-be78-406c07095fa8 Individuals & Families Reduce the vulnerability of individuals and families 3994b17c-8300-4c4e-965e-657e5af0e53a Objective 5.1.1 Individuals Families Improve individual and family capacity to reduce vulnerabilities and withstand disasters. b183cf5c-d3f1-4a66-b95d-96b28442b5a6 Communities Mitigate risks to communities 88ce7d4e-8e84-4292-b097-eb2df50d315e Objective 5.1.2 Communities Improve community capacity to withstand disasters by mitigating known and anticipated threats and hazards. 8918519a-df1b-46a0-9839-086b92c67346 Emergency Management Enhance National Preparedness through a Whole Community Approach to Emergency Management 5208e1ef-5565-4e30-b1c4-6fe235c86971 Goal 5.2 All Levels of Society All Segments of Society Members of the Community Neighbors Neighborhood Institutions Communities Emergency Management Teams First Responders Engage all levels and segments of society in improving preparedness. Active participation by all segments of society in building, sustaining, and delivering core capabilities is an essential component of national preparedness. PPD-8, the QHSR, and the National Security Strategy recognize individual preparedness and engaging with members of the community as vital to enhancing the resiliency and security of our Nation. While efforts have traditionally focused on the preparedness of government and first responders, individuals prepared to care for themselves and assist their neighbors in emergencies are important partners in community preparedness efforts. Because neighbor-to-neighbor assistance, when done safely, decreases the burden on first responders, individuals should be seen as force multipliers who may also offer specialized knowledge and skills. The Whole Community model works to strengthen local collective action, public engagement, and neighborhood institutions and creates an effective path to building preparedness and resilience, and to helping local communities become integral members of the emergency management team. e913086a-1c24-436c-a7b0-8d2a869c0f53 Individuals, Families & Communities Improve individual, family, and community preparedness 423e001d-cc4e-4359-aee4-ad0ae4f92283 Objective 5.2.1 Individuals Families Communities Ensure individuals, families, businesses, emergency management, first responders and communities plan, train, exercise, implement readiness measures, and increase capability and capacity building for disasters. 970e69e4-03c4-4f99-be67-e474a8112c20 Population Covered Percentage Percent of U.S. population (excluding territories) covered by planned mitigation strategies (FEMA) 80 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of U.S. population (excluding territories) covered by planned mitigation strategies (FEMA) 85 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of U.S. population (excluding territories) covered by planned mitigation strategies (FEMA) 85 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 04e19054-d6fc-4101-a587-2e69747f870a Cost Reduction Billion Dollars Reduction in the potential cost of natural disasters to communities and their citizens (in billions) (FEMA) 2.4 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Reduction in the potential cost of natural disasters to communities and their citizens (in billions) (FEMA) 2.4 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Reduction in the potential cost of natural disasters to communities and their citizens (in billions) (FEMA) 2.4 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 7dde6df5-f316-4fcf-b44c-2438bb5f474b Communities Adopting Codes Percentage Percent of communities in high earthquake, flood, and wind-prone areas adopting disaster-resistant building codes (FEMA) 49 2011-10-01 2012-09-30 Percent of communities in high earthquake, flood, and wind-prone areas adopting disaster-resistant building codes (FEMA) 53 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of communities in high earthquake, flood, and wind-prone areas adopting disaster-resistant building codes (FEMA) 65 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 4fc81954-1833-4c06-8a00-5b6dbec2ab1f Prepared Households Percentage Percent of households surveyed reporting they have taken steps to be prepared in the event of a disaster (FEMA) 37 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of households surveyed reporting they have taken steps to be prepared in the event of a disaster (FEMA) 38 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of households surveyed reporting they have taken steps to be prepared in the event of a disaster (FEMA) 41 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Capabilities Strengthen core capabilities 3ddda31d-6c93-4d9f-b344-a38489d69dce Objective 5.2.2 State Governments Local Governments Tribal Governments Territorial Governments Private Sector Non-Profit Organizations Communities Engage with State, local, Tribal, and Territorial governments, the private sector, non-profit organizations and communities to create a shared context of understanding to identify top threats and hazards, and design responses to challenges. Enhance and sustain nationwide prevention, protection, mitigation, response, and recovery core capabilities as defined in the National Preparedness Goal. cdd23592-8281-4b30-a219-76d7ae09e7e2 Emergency Response Ensure Effective Emergency Response 8665f0e8-a07b-47ce-babd-9c4c606cf68f Goal 5.3 Private Sector Non-Governmental Organizations (NGOs) Community Organizations Individuals Strengthen nationwide response capacity to stabilize and recover from a catastrophic event. Because it is impossible to eliminate all risks, a resilient Nation must have a robust capacity to respond when disaster strikes. Such response must be effective, efficient, and grounded in the basic elements of incident management. When an incident occurs that is beyond local response capabilities, communities must be able to obtain assistance from neighboring jurisdictions and regional partners quickly. This will require a - Whole Community' approach to Emergency Management; that is, the integration of the private sector, Non-Governmental Organizations (NGOs), and other community organizations (including individuals) into activities which build, sustain, and deliver the core response capabilities. Additionally, when an incident occurs that is beyond local response capabilities, communities must be able to obtain assistance from neighboring jurisdictions and regional partners quickly as part of an effective Whole Community emergency response. 531c3225-d106-4ec9-9064-a0473e18d844 Information Provide timely and accurate information to the public 1976bc86-bfae-417d-9a1a-c5852ff805f3 Objective 5.3.1 The Public New Media Establish and strengthen pathways for clear, reliable, and current emergency information, including effective use of new media. 31dbd5db-731f-4e0e-9d5f-fb37b67af31d Disaster Response Conduct effective disaster response operations a1b89150-9d0f-45cc-b17b-91dbec46b905 Objective 5.3.2 Respond to disasters in an effective and unified manner. 55633c58-3ad4-4eac-929a-9d5d4e66426f Disaster Assistance Provide timely and appropriate disaster assistance 5f1c0f8c-e351-49ff-a837-417379896a5a Objective 5.3.3 Improve governmental, nongovernmental, and private-sector delivery of disaster assistance. 09fe67d9-4bad-44d8-9276-d1c96a388844 Command Functions Established within 12 Hours Percentage Percent of essential incident command functions (enabled through response teams and operations centers) that are established within 12 hours (FEMA) 100 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of essential incident command functions (enabled through response teams and operations centers) that are established within 12 hours (FEMA) 100 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of essential incident command functions (enabled through response teams and operations centers) that are established within 12 hours (FEMA) 100 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 dff98a52-c646-4585-920e-22e8541fe52a Teams Arriving within 12 Hours Percentage Percent of urban search and rescue teams arriving on scene within 12 hours of deployment notification (FEMA) 100 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of urban search and rescue teams arriving on scene within 12 hours of deployment notification (FEMA) 100 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of urban search and rescue teams arriving on scene within 12 hours of deployment notification (FEMA) 100 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 2b045066-bd1b-4e19-8838-1e7f65f31069 Orders Delivered on Time Percentage Percent of orders for required life-sustaining commodities (meals, water, tarps, plastic sheeting, cots, blankets and generators) and key operational resources delivered by the agreed upon date (FEMA) 95 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of orders for required life-sustaining commodities (meals, water, tarps, plastic sheeting, cots, blankets and generators) and key operational resources delivered by the agreed upon date (FEMA) 95 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of orders for required life-sustaining commodities (meals, water, tarps, plastic sheeting, cots, blankets and generators) and key operational resources delivered by the agreed upon date (FEMA) 95 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 1c0b9798-f689-46b5-8c0c-13b2a1461514 Applicants Housed with 60 Days Percentage Percent of eligible applicants provided temporary housing (including non-congregate shelters, hotel/motel, rental assistance, repair and replacement assistance, or direct housing) assistance within 60 days of a disaster (FEMA) 97 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of eligible applicants provided temporary housing (including non-congregate shelters, hotel/motel, rental assistance, repair and replacement assistance, or direct housing) assistance within 60 days of a disaster (FEMA) 98 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of eligible applicants provided temporary housing (including non-congregate shelters, hotel/motel, rental assistance, repair and replacement assistance, or direct housing) assistance within 60 days of a disaster (FEMA) 98 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Recovery Rapidly Recover from a Catastrophic Event 5cdba5c5-05e4-4dd4-ac19-5863be3fe1b3 Goal 5.4 Individuals Businesses Nonprofit Organizations Local Governments Tribal Governments Territorial Governments State Governments Improve the Nation's ability to adapt and rapidly recover. Catastrophic events produce changes in habitability, the environment, the economy, and even in geography that often can preclude a rapid return to the way things were. Our national ability to stabilize the affected area is key to saving and sustaining lives, enabling the delivery of an effective response, and building the foundation for recovery. Coordination and unity of effort between individuals, businesses, nonprofit organizations, and local, tribal, territorial, state, and federal governments is vital to recovery efforts. Individuals, businesses, nonprofit organizations, local, tribal, state, and federal governments all have responsibilities in disaster recovery, underscoring the need to improve coordination and unity of effort. 9312b015-4425-4cb0-aa4d-fd41c099fa86 Capabilities Enhance recovery core capabilities 55502589-bd12-4ef8-a116-bda92da39a5f Objective 5.4.1 Establish and maintain nationwide core capabilities for recovery from catastrophic disasters. b1f0a1ca-40a6-4fd2-9623-e10ea55910ca Call Completion Rate Percentage Government Emergency Telecommunications Service call completion rate during emergency communication periods (NPPD) 90 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Government Emergency Telecommunications Service call completion rate during emergency communication periods (NPPD) 90 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Government Emergency Telecommunications Service call completion rate during emergency communication periods (NPPD) 90 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Continuity Ensure continuity of essential services and functions bf83e2d0-220f-4f4e-adc9-34134381d8f6 Objective 5.4.2 Families Communities Private-Sector Organizations All Levels of Government Improve capabilities of families, communities, private-sector organizations, and all levels of government to restore and sustain essential services and functions at a meaningful operating capacity. f29edadb-2759-422a-a460-3c50ac20326e National & Economic Security Providing Essential Support to National and Economic Security c0561eae-3180-4adf-9409-8382a3c44e63 6 Homeland security is an integral element of broader U.S. national security and domestic policy. It is not, however, the only element. The National Security Strategy clearly identifies national defense and economic security as other elements -- along with homeland security -- of overall U.S. national security. DHS leads and supports many activities that provide essential support to national and economic security including, but not limited to: maximizing collection of customs revenue; maintaining the safety and security of the marine transportation system; preventing the exploitation of children; providing law enforcement training; and coordinating the Federal Government's response to global intellectual property theft. DHS contributes in many ways to these elements of broader U.S. national and economic security while fulfilling its homeland security missions. Customs, Imports & Exports Collect Customs Revenue and Enforce Import/Export Controls df367da7-5ef9-4c51-bc93-49c1994506d6 6.1 Maximize the collection of customs revenue and protect U.S. intellectual property rights and workplace standards. DHS plays a leading role in enhancing the economic security of the United States, particularly through the collection of customs revenue and enforcement of U.S. law relating to intellectual property and workplace standards for foreign-produced goods imported to the U.S. DHS collects revenue pursuant to U.S. trade laws and regulations. These customs duties are the second largest source of income for the U.S. Treasury after internal revenue taxes. DHS conducts investigations aimed at preventing the importation of products made with forced and/or prison labor. DHS is the primary agency responsible for enforcing export controls on defense articles and other sensitive, high-tech goods subject to export license, and additionally enforces sanctions against nations, organizations, and individuals whose activities pose a threat to U.S. national security and interests. 27131fb1-25b4-431a-945c-ea15d779a9b4 Customs Revenue Maximize collection of customs revenue f68a9f15-7b43-473d-88f5-a7bb9b2757c6 6.1.1 Ensure revenue collection by applying expert knowledge of trade laws and consistent, swift action, as well as collection mechanisms and controls to ensure collection accuracy. a8c2b324-5b0c-41d3-8e00-b31ed772b3e4 Revenues Collected Percentage Percent of revenue directed by trade laws, regulations, and agreements successfully collected (CBP) 100 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of revenue directed by trade laws, regulations, and agreements successfully collected (CBP) 100 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of revenue directed by trade laws, regulations, and agreements successfully collected (CBP) 100 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 IPR & Workplace Standards Protect U.S. intellectual property rights and workplace standards 7f138968-0de5-4baa-bc9e-1ecc1434e8ef 6.1.2 Enforce U.S law regarding intellectual property theft and workplace standards for foreign-produced goods imported to the U.S. e98182c8-11ef-41f3-9a52-f5aff98e4480 Maritime Safety & Environmental Stewardship Ensure maritime safety and environmental stewardship baef773a-9261-4ac2-a769-455246fae80c 6.2 Protect safety and ensure environmental stewardship in the maritime domain. In the maritime realm, DHS leads U.S. government efforts to safeguard lives and to protect the safety of our citizens through marine safety regulation and search and rescue activities; ensuring the safe operation and resilience of the marine transportation system; and enforcement of the maritime border and the Exclusive Economic Zone. DHS plays a leading role in ensuring environmental security, most notably in the maritime domain. In particular, DHS protects the marine environment from damage resulting from human activity, and protects the Nation's marine bio-mass, protected species, and marine habitats. 89f019c2-ec46-4005-9db5-6f29e831e75d Marine Life Safeguard life in the maritime environment 5b2afeb0-66cf-4e3e-86d7-81d7f482f744 6.2.1 Prevent loss of life in the maritime environment. a2dece6a-d856-4937-8690-e41d80e6b379 Lives Saved Percentage Percent of people in imminent danger saved in the maritime environment (USCG) 100 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of people in imminent danger saved in the maritime environment (USCG) 100 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of people in imminent danger saved in the maritime environment (USCG) 100 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Marine Transportation Ensure the safe operation and resilience of the marine transportation system 2551a054-9e88-4044-93b9-4018b751d4ac 6.2.2 Facilitate the safe flow of goods and people through the marine transportation system. d73f67df-5ac7-4251-934b-d5bf0c726c40 Navigation Aid Availability Percentage Availability of maritime navigation aids (USCG) 97.5 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Availability of maritime navigation aids (USCG) 97.5 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Availability of maritime navigation aids (USCG) 97.5 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Living Marine Resources Protect and preserve living marine resources ce77c844-266a-491b-aeaa-95c51c27ec6f 6.2.3 Enforce the Nation's marine border and Exclusive Economic Zone, eliminate illegal fishing practices on the high seas that affect U.S. fisheries, and preserve the Nation's marine biomass and protected species. daea4f12-b6be-43bb-a7e4-91f415a61188 Compliance Rate Fishing regulation compliance rate (USCG) 96 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Fishing regulation compliance rate (USCG) 96 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Fishing regulation compliance rate (USCG) 96 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Marine Environment Protect the marine environment b11af721-b768-4e7c-8e2e-da81c2401ebb 6.2.4 Safeguard the marine environment and prevent damage from human activity. a61620a0-a32c-450f-bddd-2e3bfff8866d Law Enforcement Conduct and support other law enforcement activities b7f50091-4bf6-4132-a185-fc16f1157c95 6.3 Children Prevent child exploitation and ensure effective federal law enforcement training. DHS investigates, disrupts, and dismantles transnational criminal organizations and prosecutes individuals who exploit children and engage in illicit travel for child exploitation. DHS also provides forensic support in accordance with the Violent Crime Reduction Trust Fund legislation (P.L. 103-322, 108 Stat. 1796), the DNA Fingerprint Act of 2005 (P.L. 109-162), and the Adam Walsh Child Protection and Safety Act of 2006 (P.L. 109-248) (Adam Walsh Act). Additionally, DHS provides law enforcement training for the execution of other non-DHS federal laws and missions. fd53b1a7-5ef7-4784-9aa9-31704a4c874d Exploitation Prevent the exploitation of persons 7d55f421-9a59-4e69-90dc-8e101edb6d12 6.3.1 Children Locate missing children, reduce the incidence of child sexual exploitation and victimization through increased investigation and enforcement, and prevent and disrupt transnational criminal acts involving child exploitation and illicit travel for child exploitation. 39a4cb98-69c5-4c3b-86c3-83762db81079 Examinations Conducted Percentage Percent of National Center for Missing and Exploited Children (NCMEC) examinations requested that are conducted (USSS) 100 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Percent of National Center for Missing and Exploited Children (NCMEC) examinations requested that are conducted (USSS) 100 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Percent of National Center for Missing and Exploited Children (NCMEC) examinations requested that are conducted (USSS) 100 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Law Enforcement Training Support other federal law enforcement training 1d0e23a9-7ad2-4c03-be78-af996d6bedbb 6.3.2 Provide law enforcement training for the execution of other non-DHS federal laws and missions. cfdb9799-ca41-46f4-8d5e-71feedaf269a Programs/Academies Accredited Number Number of Federal law enforcement training programs and/or academies accredited or re-accredited through the Federal Law Enforcement Training Accreditation process (FLETC) 74 2011-10-01 2012-09-30 TBD 2011-10-01 2012-09-30 Number of Federal law enforcement training programs and/or academies accredited or re-accredited through the Federal Law Enforcement Training Accreditation process (FLETC) 85 2012-10-01 2013-09-30 TBD 2012-10-01 2013-09-30 Number of Federal law enforcement training programs and/or academies accredited or re-accredited through the Federal Law Enforcement Training Accreditation process (FLETC) 106 2015-10-01 2016-09-30 TBD 2015-10-01 2016-09-30 Capabilities Provide Specialized National Defense Capabilities 5d885778-46b8-4426-aa5a-62d47db89c26 6.4 Department of Defense (DOD) Department of State (DOS) Strengthen national defense by providing ready forces with specialized capabilities. DHS strengthens national defense by providing ready forces and units with specialized capabilities to the Departments of Defense (DOD) and State (DOS). For DOD, DHS provides personnel and assets, increased capacity, and unique authorities that bridge between national defense and homeland security. Longstanding partnerships contribute to meeting common security goals. In post-conflict reconstruction and stabilization, DHS provides specialized capabilities in support of DOS. f474b4b6-33b0-4a83-a03e-23a10795a3e2 Missions Support national defense missions 7ab3c578-de58-496e-a9fd-2602176289f6 6.4.1 Department of Defense Provide ready forces and specialized capabilities to the Department of Defense. 9303e094-4544-40d1-8c68-4d9740dbd028 Reconstruction & Stabilization Support post-conflict reconstruction and stabilization 4b368735-68ac-4bba-aa65-46dee8d12b8d 6.4.2 Department of State Provide specialized capabilities to the Department of State. ef63cc59-61f8-4fc0-8654-2f0372a52f9b Maturation & Strength Maturing and Strengthening DHS e0565267-1098-4b60-9a8a-f61cfd0d4138 7 Maturing and strengthening DHS and the entire homeland security enterprise -- the collective efforts and shared responsibilities of federal, state, local, tribal and territorial, non-governmental, and private-sector partners, as well as individuals, families, and communities-- is critical to the Department's success in carrying out its core missions and operational objectives. This includes enhancing shared awareness of risks and threats, building capable, resilient communities, and fostering innovative approaches and solutions through cutting-edge science and technology, while continuing to foster a culture of efficiency, sustainability and resilience. In conducting the Bottom-Up Review (BUR) effort in 2009, a number of initiatives were identified for improving Departmental operations and management, and increasing accountability and transparency for the resources entrusted to DHS. These initiatives, as described more fully below, form the core of DHS's goals and objectives for maturing and strengthening the Department. The integration of all or part of 22 different federal departments and agencies into a unified, integrated DHS has historically presented both public policy and management challenges. The QHSR, BUR, and ongoing initiatives under the Secretary's Efficiency Review highlight the Department's recent steps taken towards greater unification and integration. Since its launch in March 2009, the DHS Efficiency Review program has implemented 36 separate initiatives to achieve these aims while also promoting greater accountability, transparency, and customer satisfaction. The Efficiency Review has led to improvements in how the Department manages its resources in several areas, including its physical assets and support of its workforce, as well as the day-to-day expenditures required to do business. Additionally, we continue to develop our Acquisition Workforce, by investing in our employees through workforce training and integrated professional and leadership development. Integration Improve cross-departmental management, policy, and functional integration 5f0a63ee-7c1c-40e5-ab81-836bbd2cd1ae 7.1 Transform and increase the integration of Departmental management. 9c11cf32-14f5-457d-855e-b07c2d7b4730 Management Functions Enhance and integrate Departmental management functions 765aa81b-ab74-4812-b2fc-87163a8ca6b0 7.1.1 08c5611b-9dd3-4ce1-8596-61c58367d5de Governance Develop, prioritize and implement mission- and function-based governance strategies to integrate enterprise-wide structures, processes, systems and people. 8de754d1-13c2-4ebf-a881-5971a3aaef87 7.1.1.1 99ac7e39-cc05-4667-b1be-95158b8f767f Decision Support Structure Establish an executive decision support structure to provide strategic direction and link Departmental requirements development, resource allocation, procurement and program management processes, both horizontally across missions and functions and vertically within missions and functions to ensure maximum efficiency and effectiveness. 68839b5f-73f5-473e-98ce-fc8b92610850 7.1.1.2 1c160ffd-7720-42a4-a09d-9a9a939431fa IT Improve IT services and eliminate duplicative IT services to drive down costs and increase efficiency. c1f6371e-a7eb-41f7-b1f8-b2e44d7e4fef 7.1.1.3 622a9c25-c3ed-48cc-8a2f-5b31aedf17b6 Investment & Acquistion Strengthen the integrated investment life cycle and acquisition oversight 146ebfc4-8bf2-4c60-b2cd-d7e8b32f7086 7.1.2 37e930c5-0b26-4c4f-85d1-c4ebc72ba1e0 Investment Management Complete transformation of investment management across DHS. Implement enterprise program and portfolio governance. ea1c1ca9-db8f-4bf7-9ec0-3cd9af6ba2a2 7.1.2.1 a7b5ae65-ba34-40f9-9379-5b40323048aa Program Management Institutionalize Department-wide program management accountability for investments, mature the investment management process, and maintain vigilance over the department's exposure to and mitigation of investment risk. 0e4fe8a4-0d78-4106-ba61-c970c0fa1db0 7.1.2.2 3419c19f-d567-4d16-9f0f-3ac11ed5ee76 Risk Management Enhance the Department's risk management capability b785a01f-4003-4846-bf55-ffbfd879d55b 7.1.3 e005e9cf-7d4f-4313-a319-5c6f0786fc3f Risk Management Framework Develop, implement, employ and refine an integrated strategic risk management framework for the Department. 49dd7692-e1c2-4143-9225-ad04c0e4bd2b 7.1.3.1 1edd463a-2a26-4b2c-9c21-2463613b0afa Risk Assessment Conduct a Homeland Security National Risk Assessment. 0c997f02-4ce1-4612-bd3f-03583e0dac10 7.1.3.2 25fcee5a-2294-4822-8c88-0dc957ae95d7 Analytics Increase analytic capability and capacity 12b0a66b-fa84-415e-afc0-c2d713da5d74 7.1.4 985ae891-941b-4776-9307-205882eb0fa7 Strategic Planning Enhance strategic planning processes, DHS mission and functional analyses, identification of capability gaps, measures to close or mitigate capability gaps, resource allocation processes, risk analyses, net assessments, modeling capabilities, independent cost analyses, statistical analyses, and data collection. 95de9711-1dbe-45c4-aff0-ca18a84bfc0e 7.1.4.1 6528eca7-0c51-4ff4-8322-3178700f6154 Analytic Frameworks Develop common analytic frameworks and assumptions for use in cross-Departmental analysis, in order to implement a DHS Analytic Agenda. 0ec01336-2009-4582-b228-f127520f4c76 7.1.4.2 c4d0ac4f-f6b5-4faa-868f-ca0be6fe5d65 Program Analysis Expand program analysis and evaluation during and after program execution. 8040b47d-f85d-40fc-8452-3b2a5ee70005 7.1.4.3 d162673a-48b0-4838-82bd-634f90ca7cbd Budget Reform Reform the DHS budget account structure to enable cross-component budget analysis and decision support. 4895bbe6-a574-4edb-8502-3a919ee9f7c4 7.1.4.4 387962bd-f32e-4545-8a75-6faea6a05d26 Appropriations Structure Seek Congressional approval to simplify and conform the DHS appropriations structure to a reformed account structure. 901ac5a2-8afe-4cc3-9e99-1d7148f27fa2 7.1.4.5 2e8f82fa-5078-4e39-9f39-99b0df14deb7 Workforce Enhance DHS workforce da8214a8-91af-48cf-a066-4b3265817751 7.2 Continue to build human resource programs that support Departmental mission goals and objectives, create high technical proficiency, and address the needs of the Department's employees in executing DHS missions. 0071327e-f048-4362-833f-456bfc2827bd Training & Career Path Strengthen coordination within DHS through cross-Departmental training and career paths 6f163cba-ab79-4fc1-be2c-647f579880aa 7.2.1 1edeb36c-1b6e-407b-85cb-5dafc0ea92bc Career Paths Develop DHS career paths that provide mobility within the Department and span Headquarters and Operational Components. 965f64dd-6ebe-4cce-9a58-4d2326dce294 7.2.1.1 3e9d7540-5c4f-4ff6-9b26-d00af99018ba Awareness & Appreciation Develop opportunities at Headquarters and the Components to enhance awareness of operations and appreciation for specific missions throughout the Department. 1cc0d043-587e-4841-80bd-6a9b233d04df 7.2.1.2 a19b446f-d836-453a-b56e-5cf320212a8e Internal Rotational Assignments Provide rotational assignment opportunities throughout the Department, taking into consideration the impact on mission requirements and individual career paths. fc8e8a5b-5026-4077-8e26-fececac0a0fd 7.2.1.3 3f735484-93c0-45e1-81a2-61b6bcea1318 External Rotational Assignments Explore interagency and intergovernmental rotational assignments with federal, state, local, tribal, and territorial partners. 166a973d-c098-4d4f-8169-ecff9bda1815 7.2.1.4 Federal Partners State Partners Local Partners Tribal Partners Territorial Partners 5acbb4b7-e31f-499e-b8d4-bc8b5d8117be Health, Wellness & Resilience Improve employee health, wellness, and resilience 65a198e5-d0f5-46f0-aaad-1db480867d54 7.2.2 DHS Employees acc72f0b-44d0-42d7-9cc7-5bb374e7ee0a Existing Programs Sustain established programs like the DHSTogether Employee and Organizational Resilience Initiative to ensure Department employees have the tools and resources to manage the stresses inherent in DHS occupations. cbc8b589-4b48-4104-b864-7f3df9b5ae9b 7.2.2.1 57a61b83-fdad-4011-ab24-ff3f6f05dff1 Wellness Programs Implement Workplace Wellness programs, including employee resilience training, to address the needs of the Department's diverse workforce. ae2265e4-3295-45a0-925b-4ad2636e4fa6 7.2.2.2 22c5b252-941f-4bf8-b1a0-fd3d853ed45b Health Program Create a standardized, metrics-driven health program to support the unique needs of our operational workforce. 36edd048-e045-4911-987f-88c9e0b5f0ea 7.2.2.3 9908d0ae-587b-4b3e-8815-fb8af99eee61 Medical Programs Implement frontline medical programs to support operational missions, staffed and supported with appropriate training and equipment. 041b2bb7-48c1-4158-8858-3d05b0812817 7.2.2.4 27f9a819-8e5a-45a5-b671-366c0181c5eb Insight & Innovation Programs Establish a Department program to harness the insights and innovations of the DHS workforce. 70c47e5d-6451-4f4d-9d00-bee5039197d3 7.2.2.5 3eb81a70-ca15-4c52-a6a0-0567eea79a2b Diversity Increase workforce diversity ddf20e76-af46-4eab-bbc7-1879409c2b4d 7.3 09685d2c-82c6-4ad2-8796-eee035242603 Senior Workforce Pursue greater diversity in the workforce, especially at senior levels. f2c7a7c7-e1aa-4aa9-abbb-b92a0f50fa16 7.3.1 fd612ede-d9d1-4b65-ad3a-b5714c4ec8cb Steering Committee Sustain the senior-level steering committee, chaired by the Deputy Secretary, to direct a sustained effort to improve diversity. 5cbb4629-1636-4406-b12e-a34155e35ee0 7.3.2 Deputy Secretary of DHS DHS Workforce Diversity Steering Committee 882de62c-b3fe-4eaa-95e7-9bc26363ff05 Employee Recruitment Sustain the employee recruitment initiative to improve diversity of applicant pools, specifically targeted to increase the number of women, minorities, and veterans applying to work throughout DHS. 686f84e6-7d9d-4cb8-b155-7f85a33972a1 7.3.3 Women Minorities Veterans 3f567632-cb39-4692-829e-9974bff32e51 Exit Survey Deploy a Department-wide exit survey to provide more reliable information about employee attrition and to understand how this impacts diversity in the Department. 832ab2a0-0a9d-498a-9332-4a6f10dc1a15 7.3.4 10d0000d-7d7f-4255-af66-66569c7d0299 Contractors Reduce reliance on contractors f4649660-a177-4c15-9388-4d2dd1027d8f 7.4 1e492ac0-1fa0-4d63-bca3-7a88a4823b4b Skills Identification Sustain the Fiscal Years 2011-2016 DHS Workforce Strategy effort to implement a consistent planning framework to identify workforce skills necessary to meet mission goals, reduce risk, and achieve an appropriate balance of federal employees and contractors. b347e548-f900-4038-9027-8fd37abf18a1 7.4.1 2ef01b3d-c0a0-4392-b557-d0db9c8a6553 Guidelines & Procedures Implement guidelines and procedures of the 2010 DHS Balanced Workforce Strategy that ensure consideration is given to using federal employees to perform critical functions or functions that are closely associated with maintaining control or missions and operations. cec1de77-0708-483a-b4f3-951a8d255a0e 7.4.2 af8a3b31-dcf8-42e0-a791-9abaacc37840 Intelligence, Information Sharing & Operations Enhance Intelligence, Information Sharing, and Integrated Operations 573de2ca-87db-4d99-91d2-27b3de8a653b 7.5 Institute optimal mechanisms to integrate the Department's intelligence elements, increase operational capability and harmonize operations. fe3820e7-71c1-4532-81df-13d41609d859 Counterintelligence Strengthen DHS counterintelligence capabilities cbb21499-9cad-4893-8693-dab72c507865 7.5.1 b41dff55-7ca8-4787-8a89-c88edb89614c Structural Impediments Identify and resolve structural impediments to improving the counterintelligence function within the Department. 510131a6-6cc1-493d-a6f9-49f2026c9fc1 7.5.1.1 f75b686e-d339-4cf0-8aef-cebff4dbf9ac Integration Integrate currently separated counterintelligence activities into a unified Departmentwide counterintelligence program. 72bf03ff-e88c-4647-bba3-21d5c9867582 7.5.1.2 488881aa-f676-4c25-ad64-23f7d8627378 Intelligence Enterprise Strengthen and Harmonize DHS Intelligence Enterprise a54b6089-58c0-4033-a93e-95569199f7f2 7.5.2 924b5c8e-6be9-41b1-9a5c-45e8bff4c2f5 Establish Department Intelligence priorities, policies, processes, standards, guidelines, and procedures 83dc74ee-4eaf-4b86-b24c-b2571acc27ac 7.5.2.1 63ee5fb5-4e3b-4951-9148-2b6b7e4eca47 Evaluation Provide an annual evaluation of Intelligence performance. 1de22778-e431-48f1-a1f5-4a5d1dea42ab 7.5.2.2 Director of National Intelligence This will include a performance assessment of each Component's Intelligence function. Reports will be prepared by the end of the first quarter of each fiscal year and will include the President's Management Agenda, any objectives promulgated by the Director of National Intelligence, the Quadrennial Homeland Security Review and/or the DHS Strategic Plan, and other program metrics as they are established. d1d0f298-b662-409e-9e87-778e0be9fe30 Workforce Requirements Analyze workforce requirements for Intelligence functional personnel to establish recommended staffing and resource level parameters and guidelines for each DHS Component to consider. 378e11e7-b38b-4b94-976a-7b1f468e8c24 7.5.2.3 be7b6d98-1901-4394-88d2-e5b81f91e906 Training & Development Guidelines Establish training and development guidelines for Intelligence professionals. 18173ae8-d6cf-4349-8748-a48ea6411b7f 7.5.2.4 Intelligence Professionals 2ae21040-d80c-4d3d-aaec-29d294f286ac Information Sharing Environment Enhance Department Information Sharing Environment 4d479754-cd2f-4ccd-ac08-ce219cc293bd 7.5.3 063264c2-ae70-461f-9760-41c66face57a ICAM Services Implement Enterprise Identity, Credential, and Access Management (ICAM) services to ensure that appropriate controls are put in place so that the right information is shared with the right stakeholders at the right time. 962402df-201b-46cd-81fe-1ba262996117 7.5.3.1 248d5457-1541-41da-b4f6-c8882445059d CHISE Create the Controlled Homeland Information Sharing Environment (CHISE) to automate recurrent vetting and advance the capabilities for optimized use of personcentric data within the DHS Information Sharing Environment (ISE) for other mission purposes. 3121a84f-c2b8-49e1-a107-d2f94934bba2 7.5.3.2 cc843f13-5ec5-4808-bbcb-d93f8c066c39 Information Safeguarding Capabilities Implement information safeguarding capabilities within the DHS Information Sharing Environment (ISE) that allow for proactive oversight of our classified networks and information. 227740af-f856-4047-a7e1-0ee55b93c5c4 7.5.3.3 50c07fa1-d8d0-49f4-8cd9-0fecf43f5c27 Information Sharing Increase information sharing with federal, state, local, territorial, tribal, nongovernmental, private sector, and international partners b1569e7e-a0c8-46b6-918e-5ae60399b237 7.5.4 Federal Partners State Partners Local Partners Territorial Partners Tribal Partners Nongovernmental Partners Private Sector Partners International Partners 9b86389a-7253-4db9-a19c-55b885dbd2ea Information Collection & Access Enhance the Department's ability to collect, gather, and access relevant information in near-real time, and use it to identify people, goods and conveyances posing a high risk to the Homeland while protecting privacy, civil rights, and civil liberties. 36c07f05-c984-49d2-8c2c-ef661c144057 7.5.4.1 8a0b92ea-fb27-41d1-9916-8dd810f08146 Fusion Centers Enhance Department-wide support for state and major urban fusion centers to serve as the focal point within the state and local environment for the receipt, analysis, gathering, and sharing of threat-related information between the Federal Government and state, local, tribal, territorial (SLTT) and private sector partners. 9d713173-24c0-430b-962b-84cfc33a6731 7.5.4.2 State Partners Local Partners Tribal Partners Territorial Partners Private Sector Partners db699ca0-002c-4109-8ff0-cad521884bfa Continuity Capabilities Strengthen the Department's continuity capabilities 702b7da4-71be-42ba-884d-568c8e836e79 7.5.5 Ensure DHS resilience to disasters by enhancing and sustaining DHS Headquarters and Components continuity programs through planning, training, exercising, evaluating, and developing corrective action plans. 5223d221-8c84-4234-8cf5-ebd8f56c647e Regional Configurations Rationalize and harmonize component regional configurations 8cdaa3b3-cc5d-47be-9ace-b8ab54922df5 7.5.6 Joint Interagency Task Forces High Intensity Drug Trafficking Areas (HIDTA) Organized Crime Drug Enforcement Task Forces (OCDETF) Air and Marine Operations Center El Paso Intelligence Center Explore virtual approaches to regional and functional coordination for a range of homeland security challenges, including using concepts, structures, and models established as part of the U.S. Government interagency counternarcotics infrastructure such as Joint Interagency Task Forces, High Intensity Drug Trafficking Areas (HIDTA), Organized Crime Drug Enforcement Task Forces (OCDETF), the Air and Marine Operations Center, and the El Paso Intelligence Center. 65ab6054-95a7-4075-8184-6c52c036a56d International Engagement Strengthen and unify DHS international engagement 2addacd5-87f7-4633-b4c0-b16e57b1389d 7.6 Improve the Department's international interactions via enhanced coordination and rigorous review of the DHS international footprint. 09510625-5798-4a97-89bf-36e54c45631a Coordination Coordinate international engagement 47830b08-2b16-4805-b748-d10ccf6f3b04 7.6.1 43fa6478-c43b-4051-b059-2a426c0e92d3 Mechanisms, Policies & Procedures Develop and execute mechanisms for all components to implement the DHS International Strategy and Regional Engagement Plans and put procedures and policies in place for the coordination of international travel, training, agreements, and other engagement. d086d730-931d-4503-b2ad-6dbcf54b1eb5 7.6.1.1 1223f1aa-f8c5-4737-8b4a-2feb0e73cb3b Reporting & Information Sharing Establish mechanisms for regular reporting and information sharing on the DHS international footprint, international arrangements and agreements, international training, technical assistance, and travel. c2c0be47-0bef-4506-963d-c9cecd38888b 7.6.1.2 d18e6c14-ffaa-4970-8188-cf09bf04730d International Footprint Review the DHS international footprint d97be1da-bd73-4830-9d30-ad76e1d011c6 7.6.2 a54da5fb-0304-4ef1-a8e4-777d3dd8ba02 Permanent & Long-Term Temporary Positions Conduct a comprehensive review of all permanent and long-term temporary positions abroad. a935c692-6206-42a0-b2bd-71996bfc1bce 7.6.2.1 041b8f28-3008-46f6-bb9a-6e78a3d09ae0 Biannual Reviews Establish and conduct subsequent biannual reviews. ebc1d5f3-8857-4289-a33e-e2423f2927f1 7.6.2.2 f56f5615-b88d-47c2-bb65-0c10aa155b11 2012-02-28 2016-10-30 2013-07-06 http://www.dhs.gov/xlibrary/assets/dhs-strategic-plan-fy-2012-2016.pdf Submit error.