Strategic Plan - Fiscal Years 2012-2016The 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 SecurityDHS_6532f572-4eac-11e0-aa9f-7c137a64ea2aJanet NapolitanoSecretaryDHS Office of Strategic PlansDepartment of Homeland Security, Office of PolicyA homeland that is safe, secure, and resilient against terrorism and other hazards.17c9f629-5af5-40f6-b7ca-3608afe922a5We 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-aa17-43d9050fe1dfTransparencyPublic ParticipationCollaborationTerrorism & SecurityPREVENTING TERRORISM AND ENHANCING SECURITY79a6fa9e-8194-453c-a290-b585cc9d8031MISSION 1Protecting 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 AttacksPreventing Terrorist Attackse6729d33-ca8e-43e0-9b57-efffe9dc5b50Goal 1.1Malicious 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-3bb72052cb55Officials TrainedPercentagePercent of law enforcement officials trained in methods to counter terrorism and other violent acts that rate the training as effective (DHS HQ - CRCL) 822011-10-012012-09-30TBD2011-10-012012-09-30Percent of law enforcement officials trained in methods to counter terrorism and other violent acts that rate the training as effective (DHS HQ - CRCL) 842012-10-012013-09-30TBD2012-10-012013-09-30Percent of law enforcement officials trained in methods to counter terrorism and other violent acts that rate the training as effective (DHS HQ - CRCL) 902015-10-012016-09-30TBD2015-10-012016-09-30UnderstandingUnderstand the threata17af2fa-9e4f-47ff-b510-8c6fe5edf3a6Objective 1.1.1Collect, gather, analyze, and appropriately share intelligence and other information on current and emerging threats.9f5d3667-162e-439a-845f-1e3318a66ad3Satisfactory ReportsPercentagePercent of intelligence reports rated "satisfactory" or higher in customer feedback that enable customers to understand the threat (AO) 802011-10-012012-09-30TBD2011-10-012012-09-30Percent of intelligence reports rated "satisfactory" or higher in customer feedback that enable customers to understand the threat (AO) 802011-10-012012-09-30TBD2012-10-012013-09-30Percent of intelligence reports rated "satisfactory" or higher in customer feedback that enable customers to understand the threat (AO) 802012-10-012013-09-30TBD2012-10-012013-09-30Percent of intelligence reports rated "satisfactory" or higher in customer feedback that enable customers to understand the threat (AO) 802015-10-012016-09-30TBD2015-10-012016-09-30Deterence & DisruptionDeter and disrupt operations9685eff2-10c9-4895-9b17-766f0cc32ef5Objective 1.1.2Deter, detect, and disrupt surveillance, rehearsals, and execution of operations by terrorists and other malicious actors.7dc8c6d6-4b64-4707-9ff7-d73cb743c03eEnplanements VettedPercentagePercent of international air enplanements vetted against the terrorist watch list through Secure Flight (TSA) 1002011-10-012012-09-30TBD2011-10-012012-09-30Percent of international air enplanements vetted against the terrorist watch list through Secure Flight (TSA) 1002012-10-012013-09-30TBD2012-10-012013-09-30Percent of international air enplanements vetted against the terrorist watch list through Secure Flight (TSA) 1002015-10-012016-09-30TBD2015-10-012016-09-30e518e27d-b3e8-4267-b4f8-be7607b6f4abAir Cargo ScreenedPercentagePercent of inbound air cargo screened on international passenger flights originating from outside the United States and Territories (TSA) 852011-10-012012-09-30TBD2011-10-012012-09-30Percent of inbound air cargo screened on international passenger flights originating from outside the United States and Territories (TSA) 1002012-10-012013-09-30TBD2012-10-012013-09-30Percent of inbound air cargo screened on international passenger flights originating from outside the United States and Territories (TSA) 1002015-10-012016-09-30TBD2015-10-012016-09-30ProtectionProtect against terrorist capabilities5f904239-6276-47ae-9298-6f2caeff563eObjective 1.1.3Protect potential targets against the capabilities of terrorists, malicious actors, and their support networks to plan and conduct operations.b607ce59-4e7f-47da-b16b-df862b1d0459ExtremismStop the spread of violent extremism1b90f124-dfa1-494f-858f-d7e28f748399Objective 1.1.4Prevent and deter domestic violent extremism and the radicalization process that contributes to it.fa06ca12-c44e-43a6-82a8-849b374a5466EngagementEngage communities57f3a7f3-f1bc-47b5-aaec-8f6ec35dce4dObjective 1.1.5CommunitiesIncrease community participation in efforts to deter terrorists and other malicious actors and mitigate radicalization toward violence.b7b462e7-e5fb-4479-9c6a-119345e8279bCBRNPrevent the unauthorized acquisition or use of chemical, biological, radiological, and nuclear (CBRN) materials and capabilities3af3630f-bb03-40ea-b32c-73def00c17a8Goal 1.2Malicious 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-60f9-4a30-8935-772bfdf6b07fFacilities in CompliancePercentagePercent of inspected high-risk chemical facilities in compliance with the Chemical Facility Anti-terrorism Standards (NPPD) 202011-10-012012-09-30TBD2011-10-012012-09-30Percent of inspected high-risk chemical facilities in compliance with the Chemical Facility Anti-terrorism Standards (NPPD) 352012-10-012013-09-30TBD2012-10-012013-09-30Percent of inspected high-risk chemical facilities in compliance with the Chemical Facility Anti-terrorism Standards (NPPD) 702015-10-012016-09-30TBD2015-10-012016-09-30Emerging ThreatsAnticipate emerging threats183bc4d0-d2cd-4f35-a5fb-86465ed59b93Objective 1.2.1Identify and understand potentially dangerous actors, technologies, and materials.28caf260-09f0-4942-b9cd-515c83c9dc97Access ControlControl access to CBRN36135706-0437-48ee-a8a2-0691c49e3957Objective 1.2.2Prevent terrorists and other malicious actors from gaining access to dangerous CBRN materials, weapons, and technologies.805bfe09-07bf-40e7-9860-95ea71ac66fcMovement ControlControl movement of CBRN51d517e5-778b-4b97-8dc9-3fa6fa5bc87eObjective 1.2.3Prevent the illicit movement of dangerous CBRN materials, weapons, and technologies.628bc8e9-d0b5-4c13-9968-4b3a8d1221acHostile UseProtect against hostile use of CBRN33d4041d-f28f-4e23-a332-94e2f23b2655Objective 1.2.4Identify the presence of, effectively locate, interdict, disable, attribute, or prevent the hostile use of CBRN.27bee55c-ae99-495e-9a6c-66294a893cffInfrastructure, Leaders & EventsManage Risks to Critical Infrastructure, Key Leaders, and Events74e92714-7840-44ce-8140-d718c25ad7dbGoal 1.3Key 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-4ac15056a0b0Understanding & PrioritizationUnderstand and prioritize risks to critical infrastructure73442836-4e6a-4480-84a1-390039deb3f8Objective 1.3.1Identify, attribute, and evaluate the most dangerous threats to critical infrastructure and those categories of critical infrastructure most at risk.1200b32d-e395-4699-9c22-ac3b4e93a859ProtectionProtect critical infrastructure4618e839-6696-4fac-a046-166b07f8046fObjective 1.3.2Prevent high-consequence events by securing critical infrastructure assets, systems, networks, and functions—including linkages through cyberspace—from attacks or disruption.82697e58-95d0-4d5d-a724-7adec3e60f82ResiliencyMake critical infrastructure resilientf020c748-8ff3-4788-9989-0337cbdd0f28Objective 1.3.3Enhance 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-76cc1689dd38Leaders, Facilities & EventsProtect governmental leaders, facilities, and special events Preserve continuity of government and ensure security at events of national significance.b110dd86-6132-42ff-a45a-64a25b2594e7Objective 1.3.4Governmental Leaders8f4a506c-df9c-47fe-8c69-92ee06b06c0cIncident-Free ActivitiesPercentagePercent 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) 1002011-10-012012-09-30TBD2011-10-012012-09-30Percent 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) 1002012-10-012013-09-30TBD2012-10-012013-09-30Percent 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) 1002015-10-012016-09-30TBD2015-10-012016-09-30BordersSECURING AND MANAGING OUR BORDERS5464f516-c70c-4372-850c-e8e789c3ed02MISSION 2The 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.SecuritySecure U.S. Air, Land, and Sea Borders0aa42153-ab83-4a18-9b13-9be387aa8ec2Goal 2.1Prevent 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-731929817c56EntryPrevent illegal entry43c30be0-78be-4c9a-a80c-6d032d86eb19Objective 2.1.1Prevent 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-72ca743d8b7bApprehensionsNumberNumber of apprehensions on the Southwest Border between the ports of entry (CBP) < 371,000 371,000 2011-10-012012-09-30TBD2011-10-012012-09-30Number of apprehensions on the Southwest Border between the ports of entry (CBP) < 352,000 352,000 2012-10-012013-09-30TBD2012-10-012013-09-30Number of apprehensions on the Southwest Border between the ports of entry (CBP) < 301,000 301,0002015-10-012016-09-30TBD2015-10-012016-09-307843fb39-47df-4d53-a73f-965b8e3b1bdaAircraft Incursions ResolvedPercentagePercent of detected conventional aircraft incursions resolved along all borders of the United States (CBP) 1002011-10-012012-09-30TBD2011-10-012012-09-30Percent of detected conventional aircraft incursions resolved along all borders of the United States (CBP) 1002012-10-012013-09-30TBD2012-10-012013-09-30Percent of detected conventional aircraft incursions resolved along all borders of the United States (CBP) 1002015-10-012016-09-30TBD2015-10-012016-09-30Export & ExitPrevent illegal export and exitc2206c62-2a3f-432a-a7f9-02b08d20e321Objective 2.1.2Prevent the illegal export of weapons, proceeds of crime, and other dangerous goods, and the exit of malicious actors.6db96d58-c79d-496a-a542-6b0bf64b5835Currency SeizedMillion DollarsAmount 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. 352011-10-012012-09-30TBD2011-10-012012-09-30Amount 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. 302012-10-012013-09-30TBD2012-10-012013-09-30Amount 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. 302015-10-012016-09-30TBD2015-10-012016-09-30f538439f-6caf-4e4e-8aa0-1d8dd1b492b0Compliant ImportsPercentagePercent of imports compliant with applicable U.S. trade laws (CBP)982011-10-012012-09-30TBD2011-10-012012-09-30Percent of imports compliant with applicable U.S. trade laws (CBP)982012-10-012013-09-30TBD2012-10-012013-09-30Percent of imports compliant with applicable U.S. trade laws (CBP)982015-10-012016-09-30TBD2015-10-012016-09-30Trade & TravelSafeguard Lawful Trade and Travelbfb2d4cc-307d-4729-9dbf-a922ea402339Goal 2.2TradersTravelersEnsure 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-de7993473ac7NodesSecure key nodese274f05a-951d-4b97-aa99-670105f18359Objective 2.2.1Promote the security and resilience of key nodes of transaction and exchange within the global supply chain.bf146549-013c-4dbe-9fa9-0995c118ccb7Foreign Airports as Last Point of DeparturePercentagePercent of foreign airports serving as last point of departure in compliance with leading security indicators (TSA)1002011-10-012012-09-30TBD2011-10-012012-09-30Percent of foreign airports serving as last point of departure in compliance with leading security indicators (TSA)1002012-10-012013-09-30TBD2012-10-012013-09-30Percent of foreign airports serving as last point of departure in compliance with leading security indicators (TSA)1002015-10-012016-09-30TBD2015-10-012016-09-30a0de8d23-29ea-4c78-b821-bfcb5ef81f80Maritime Facilities in CompliancePercentagePercent of maritime facilities in compliance with security regulations as they have not received a notice of violation and/or civil penalty (USCG) 1002011-10-012012-09-30TBD2011-10-012012-09-30Percent of maritime facilities in compliance with security regulations as they have not received a notice of violation and/or civil penalty (USCG) 992012-10-012013-09-30TBD2012-10-012013-09-30Percent of maritime facilities in compliance with security regulations as they have not received a notice of violation and/or civil penalty (USCG) 992015-10-012016-09-30TBD2015-10-012016-09-30ConveyancesSecure conveyancesf064b4be-4a9f-46ad-9706-e690013261a2Objective 2.2.2Promote the security and resilience of conveyances in the key global trading and transportation networks.e3da2336-0a33-4a58-9a7e-accc7aa2d733People & GoodsManage the risk of people and goods in transit0cf07d4a-992a-493a-924d-489b16be5b78Objective 2.2.3Positively 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-bab4-6091e6914663Criminal OrganizationsDisrupt and Dismantle Transnational Criminal Organizations6d21a794-8a58-4b48-ad92-a33ce1c36bf4Goal 2.3Disrupt 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-f86211754903Criminal & Terrorist OrganizationsIdentify, disrupt, and dismantle transnational criminal and terrorist organizations07b944a9-0635-483f-a5b2-9a994be3f12bObjective 2.3.1Disrupt 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-b2b9-39488fd8884aIllicit PathwaysDisrupt illicit pathways7c007d07-73f3-4215-b318-8e84641f9583Objective 2.3.2Identify, disrupt, and dismantle illicit pathways used by criminal and terrorist organizations.68ab51b5-2df5-46a2-9254-0d8a446001afDisruption or DismantlementPercentagePercent of significant high-risk transnational criminal investigations that result in a disruption or dismantlement (ICE) 162011-10-012012-09-30TBD2011-10-012012-09-30Percent of significant high-risk transnational criminal investigations that result in a disruption or dismantlement (ICE) 162012-10-012013-09-30TBD2012-10-012013-09-30Percent of significant high-risk transnational criminal investigations that result in a disruption or dismantlement (ICE) 162015-10-012016-09-30TBD2015-10-012016-09-30ImmigrationENFORCING AND ADMINISTERING OUR IMMIGRATION LAWSa980f12c-d358-4516-8a31-44ef7b934290MISSION 3The 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 SystemStrengthen and Effectively Administer the Immigration Systemce7f719a-f292-4b23-bfeb-39e697072912Goal 3.1Promote 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-3e84686c7f23Lawful ImmigrationPromote lawful immigration6e43f88e-3f08-43b5-acbc-b14900b2b114Objective 3.1.1Clearly communicate with the public about immigration services and procedures.329d1077-c36c-48b0-9311-22ebccc7fca9Immigration ServicesEffectively administer the immigration services system83189f74-3429-4fd9-9f06-ad148cd4f17bObjective 3.1.2Create a user-friendly system that ensures impartial, consistent, and prompt decisions.f52fa307-a933-4711-870d-99d679c1ac4eProcedural CompliancePercentagePercent of Form N-400, Application for Naturalization, decisions determined by quarterly quality reviews to have correctly followed adjudication procedures (USCIS) 962011-10-012012-09-30TBD2011-10-012012-09-30Percent of Form N-400, Application for Naturalization, decisions determined by quarterly quality reviews to have correctly followed adjudication procedures (USCIS) 962012-10-012013-09-30TBD2012-10-012013-09-30Percent of Form N-400, Application for Naturalization, decisions determined by quarterly quality reviews to have correctly followed adjudication procedures (USCIS) 962015-10-012016-09-30TBD2015-10-012016-09-30161fdcb8-f4fe-47e5-813f-483603d1fe0fProcessing TimeMonthsAverage of processing cycle times for naturalization applications (N-400) (USCIS) < 5 months52011-10-012012-09-30TBD2011-10-012012-09-30Average of processing cycle times for naturalization applications (N-400) (USCIS) < 5 months52012-10-012013-09-30TBD2012-10-012013-09-30Average of processing cycle times for naturalization applications (N-400) (USCIS) < 5 months52015-10-012016-09-30TBD2015-10-012016-09-30f332e831-cc53-4e52-81ba-df91cedab3acCustomer Service RatingPercentageOverall customer service rating of the immigration process (USCIS) 802011-10-012012-09-30TBD2011-10-012012-09-30Overall customer service rating of the immigration process (USCIS) 802012-10-012013-09-30TBD2012-10-012013-09-30Overall customer service rating of the immigration process (USCIS) 802015-10-012016-09-30TBD2015-10-012016-09-30IntegrationPromote the integration of lawful immigrants into American society11897cb4-67fa-4279-a551-5dbacf64e01bObjective 3.1.3ImmigrantsProvide leadership, support, and opportunities to lawful immigrants to facilitate their integration into American society and foster community cohesion.678bec19-95be-42b6-a98a-7c05780f2a62Unlawful ImmigrationPrevent Unlawful Immigrationdcf1740e-68b5-48d9-b971-69a5bf1f991fGoal 3.2Reduce 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-a1b0-71cf8511eb72DemandReduce demandfa09b42e-9075-4a59-afc5-3d42c879ca66Objective 3.2.1Eliminate the conditions that encourage illegal employment.5c98d499-b256-4792-a712-e69fec61f6afEmployers Arrested or SanctionedNumberNumber of employers arrested or sanctioned for criminally hiring illegal labor (ICE) 4782011-10-012012-09-30TBD2011-10-012012-09-30Number of employers arrested or sanctioned for criminally hiring illegal labor (ICE) 5012012-10-012013-09-30TBD2011-10-012012-09-30Number of employers arrested or sanctioned for criminally hiring illegal labor (ICE) 5802015-10-012016-09-30TBD2011-10-012012-09-30VulnerabilitiesEliminate systemic vulnerabilitiese6be02d6-b8a1-4d11-9b23-fb0a12d91a3cObjective 3.2.2Prevent fraud, abuse, and exploitation, and eliminate other systemic vulnerabilities that threaten the integrity of our immigration system.e1b7ec28-b96f-4ecf-bce0-1df4083e1f60PreventionPrevent entry or admission89370ab8-6105-4236-b045-4c1876dc9b10Objective 3.2.3Prevent entry or admission of criminals, fugitives, dangerous and unauthorized foreign nationals and other unauthorized entrants.c0198f45-042c-41d0-8068-8f5bf5083118Arrests, Detention, Prosecution & RemovalArrest, detain, prosecute, and remove4d0c25f7-2e58-482e-9f2e-2aa3f7069253Objective 3.2.4Arrest, detain, prosecute, and remove criminal, fugitive, dangerous, and other unauthorized foreign nationals consistent with due process and civil rights protections.17ef7dd6-7e26-4f27-93fb-a5a16554a889Criminal Aliens Removed NumberNumber of convicted criminal aliens removed per fiscal year (ICE) 210,0002011-10-012012-09-30TBD2011-10-012012-09-30Number of convicted criminal aliens removed per fiscal year (ICE) 224,0002012-10-012013-09-30TBD2012-10-012013-09-30Number of convicted criminal aliens removed per fiscal year (ICE) 244,0002015-10-012016-09-30TBD2015-10-012016-09-304b811329-130a-42bd-9e99-91e79ddf2219Average DetentionDaysAverage length of stay in detention of all convicted criminal aliens prior to removal from the United States (in days) (ICE) 352011-10-012012-09-30TBD2011-10-012012-09-30Average length of stay in detention of all convicted criminal aliens prior to removal from the United States (in days) (ICE) 352012-10-012013-09-30TBD2012-10-012013-09-30Average length of stay in detention of all convicted criminal aliens prior to removal from the United States (in days) (ICE) 352015-10-012016-09-30TBD2015-10-012016-09-3069a9f40a-bb30-43f5-9598-b8ecb6784c17Compliant FacilitiesPercentagePercent 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) 942011-10-012012-09-30TBD2011-10-012012-09-30Percent 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) 942012-10-012013-09-30TBD2012-10-012013-09-30Percent 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) 952015-10-012016-09-30TBD2015-10-012016-09-30CyberspaceSAFEGUARDING AND SECURING CYBERSPACEee0a2ebc-de08-4e7d-b2f2-47dbb1014679MISSION 4Cyberspace 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 & ResiliencyCreate a Safe, Secure, and Resilient Cyber Environment035dad0c-e69b-4648-9e69-8d32954d0d4cGoal 4.1Ensure 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-d77b5c85e1a8Understanding & PrioritizationUnderstand and prioritize cyber threatsf4c96f27-84f3-4579-bdcc-0cbb818c063bObjective 4.1.1Identify and evaluate the most dangerous threats to federal civilian and private-sector networks and the Nation.54d89970-1dfa-4895-945d-41268410e373Customer SatisfactionPercentagePercent of intelligence reports rated “satisfactory” or higher in customer feedback that enable customers to manage risks to cyberspace (AO) 802011-10-012012-09-30TBD2011-10-012012-09-30Percent of intelligence reports rated “satisfactory” or higher in customer feedback that enable customers to manage risks to cyberspace (AO) 802012-10-012013-09-30TBD2012-10-012013-09-30Percent of intelligence reports rated “satisfactory” or higher in customer feedback that enable customers to manage risks to cyberspace (AO) 802015-10-012016-09-30TBD2015-10-012016-09-30Risk ManagementManage risks to cyberspace503156ae-82e8-4b80-8663-f0574961db1dObjective 4.1.2Protect and make resilient information systems, networks, and personal and sensitive data.37def504-f6a9-413f-9e81-b56373f1df2fCyber CrimePrevent cyber crime and other malicious uses of cyberspace2dc47e6e-f0a5-494e-b2ac-613101399bd6Objective 4.1.3Disrupt the criminal organizations and other malicious actors engaged in high-consequence or wide-scale cyber crime.da56eb61-2ae1-4ed2-8945-c8ea70cfae1aLoss PreventedMillion DollarsFinancial crimes loss prevented by the Secret Service Electronic Crimes Task Forces (in millions) (USSS)2792011-10-012012-09-30TBD2011-10-012012-09-30Financial crimes loss prevented by the Secret Service Electronic Crimes Task Forces (in millions) (USSS)3002012-10-012013-09-30TBD2012-10-012013-09-30Financial crimes loss prevented by the Secret Service Electronic Crimes Task Forces (in millions) (USSS)3202015-10-012016-09-30TBD2015-10-012016-09-30Incident ResponseDevelop a robust public-private cyber incident response capability5d41e2d5-8fb3-4497-9f93-a625c55cc402Objective 4.1.4Manage cyber incidents from identification to resolution with prompt and appropriate action.f0fd8c19-036f-4232-b466-a379c05789e6Traffic MonitoredPercentagePercent of external traffic monitored for cyber intrusions at civilian Federal Executive Branch agencies (NPPD) 552011-10-012012-09-30TBD2011-10-012012-09-30Percent of external traffic monitored for cyber intrusions at civilian Federal Executive Branch agencies (NPPD) 702012-10-012013-09-30TBD2012-10-012013-09-30Percent of external traffic monitored for cyber intrusions at civilian Federal Executive Branch agencies (NPPD) 952015-10-012016-09-30TBD2015-10-012016-09-30c49fce90-19d6-4e1c-8cc6-c23c50a4ac87 Vulnerabilities DetectedPercentagePercent of unique vulnerabilities detected during cyber incidents where mitigation strategies were provided by DHS (NPPD)952011-10-012012-09-30TBD2011-10-012012-09-30Percent of unique vulnerabilities detected during cyber incidents where mitigation strategies were provided by DHS (NPPD)1002012-10-012013-09-30TBD2012-10-012013-09-30Percent of unique vulnerabilities detected during cyber incidents where mitigation strategies were provided by DHS (NPPD)1002015-10-012016-09-30TBD2015-10-012016-09-3067d6fd97-65a1-4ffe-95c3-f366d1e0fffdResponse TimeMinutesAverage 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) <90902011-10-012012-09-30TBD2011-10-012012-09-30Average 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) <60602012-10-012013-09-30TBD2012-10-012013-09-30Average 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) <15152015-10-012016-09-30TBD2015-10-012016-09-30Knowledge & InnovationPromote Cybersecurity Knowledge and Innovation26446d7e-2fe6-449c-a549-70a5ee3914ccGoal 4.2Ensure 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-c28d9c37ca90Public AwarenessEnhance public awareness45e42566-57e7-432c-8c37-4124fef2a659Objective 4.2.1The PublicEnsure that the public recognizes cybersecurity challenges and is empowered to address them.9144f18d-a19d-49f7-add7-b5279b29004aWorkforceFoster a dynamic workforce41a2c456-4681-456f-91c9-bea83970229aObjective 4.2.2Develop education, training, and certification programs to build a cyber capable workforce.20685267-8a8c-434a-9849-e9f4fb050af7Technologies, Techniques & ProceduresInvest in innovative technologies, techniques, and procedures11e52a95-2cc1-4f3d-ac4a-bd79a4bd6950Objective 4.2.3Create and enhance science, technology, governance mechanisms, and other elements necessary to sustain a safe, secure, and resilient cyber environment.0060e28a-4f06-4d7e-94ad-6cc358c8df25DisastersENSURING RESILIENCE TO DISASTERS099ac0da-224f-4ac2-a736-10af84ff69c9MISSION 5IndividualsCommunitiesPrivate SectorNonprofit SectorFaith-Based OrganizationsLocal PartnersState PartnersTribal PartnersTerritorial PartnersFederal PartnersDHS 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.HazardsMitigate Hazards8e3be865-e8ab-49aa-b701-83e27765f804Goal 5.1CommunitiesStrengthen 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-be78-406c07095fa8Individuals & FamiliesReduce the vulnerability of individuals and families3994b17c-8300-4c4e-965e-657e5af0e53aObjective 5.1.1IndividualsFamiliesImprove individual and family capacity to reduce vulnerabilities and withstand disasters.b183cf5c-d3f1-4a66-b95d-96b28442b5a6CommunitiesMitigate risks to communities88ce7d4e-8e84-4292-b097-eb2df50d315eObjective 5.1.2CommunitiesImprove community capacity to withstand disasters by mitigating known and anticipated threats and hazards.8918519a-df1b-46a0-9839-086b92c67346Emergency ManagementEnhance National Preparedness through a Whole Community Approach to Emergency Management5208e1ef-5565-4e30-b1c4-6fe235c86971Goal 5.2All Levels of SocietyAll Segments of SocietyMembers of the CommunityNeighborsNeighborhood InstitutionsCommunitiesEmergency Management TeamsFirst RespondersEngage 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-a7b0-8d2a869c0f53Individuals, Families & CommunitiesImprove individual, family, and community preparedness423e001d-cc4e-4359-aee4-ad0ae4f92283Objective 5.2.1IndividualsFamiliesCommunitiesEnsure 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-e474a8112c20Population CoveredPercentagePercent of U.S. population (excluding territories) covered by planned mitigation strategies (FEMA) 802011-10-012012-09-30TBD2011-10-012012-09-30Percent of U.S. population (excluding territories) covered by planned mitigation strategies (FEMA) 852012-10-012013-09-30TBD2012-10-012013-09-30Percent of U.S. population (excluding territories) covered by planned mitigation strategies (FEMA) 852015-10-012016-09-30TBD2015-10-012016-09-3004e19054-d6fc-4101-a587-2e69747f870aCost ReductionBillion DollarsReduction in the potential cost of natural disasters to communities and their citizens (in billions) (FEMA) 2.42011-10-012012-09-30TBD2011-10-012012-09-30Reduction in the potential cost of natural disasters to communities and their citizens (in billions) (FEMA) 2.42012-10-012013-09-30TBD2012-10-012013-09-30Reduction in the potential cost of natural disasters to communities and their citizens (in billions) (FEMA) 2.42015-10-012016-09-30TBD2015-10-012016-09-307dde6df5-f316-4fcf-b44c-2438bb5f474bCommunities Adopting CodesPercentagePercent of communities in high earthquake, flood, and wind-prone areas adopting disaster-resistant building codes (FEMA) 492011-10-012012-09-30Percent of communities in high earthquake, flood, and wind-prone areas adopting disaster-resistant building codes (FEMA) 532012-10-012013-09-30TBD2012-10-012013-09-30Percent of communities in high earthquake, flood, and wind-prone areas adopting disaster-resistant building codes (FEMA) 652015-10-012016-09-30TBD2015-10-012016-09-304fc81954-1833-4c06-8a00-5b6dbec2ab1fPrepared HouseholdsPercentagePercent of households surveyed reporting they have taken steps to be prepared in the event of a disaster (FEMA)372011-10-012012-09-30TBD2011-10-012012-09-30Percent of households surveyed reporting they have taken steps to be prepared in the event of a disaster (FEMA)382012-10-012013-09-30TBD2012-10-012013-09-30Percent of households surveyed reporting they have taken steps to be prepared in the event of a disaster (FEMA)412015-10-012016-09-30TBD2015-10-012016-09-30CapabilitiesStrengthen core capabilities3ddda31d-6c93-4d9f-b344-a38489d69dceObjective 5.2.2State GovernmentsLocal GovernmentsTribal GovernmentsTerritorial GovernmentsPrivate SectorNon-Profit OrganizationsCommunitiesEngage 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-a219-76d7ae09e7e2Emergency ResponseEnsure Effective Emergency Response8665f0e8-a07b-47ce-babd-9c4c606cf68fGoal 5.3Private SectorNon-Governmental Organizations (NGOs)Community OrganizationsIndividualsStrengthen 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-a0473e18d844InformationProvide timely and accurate information to the public1976bc86-bfae-417d-9a1a-c5852ff805f3Objective 5.3.1The PublicNew MediaEstablish and strengthen pathways for clear, reliable, and current emergency information, including effective use of new media.31dbd5db-731f-4e0e-9d5f-fb37b67af31dDisaster ResponseConduct effective disaster response operationsa1b89150-9d0f-45cc-b17b-91dbec46b905Objective 5.3.2Respond to disasters in an effective and unified manner.55633c58-3ad4-4eac-929a-9d5d4e66426fDisaster AssistanceProvide timely and appropriate disaster assistance5f1c0f8c-e351-49ff-a837-417379896a5aObjective 5.3.3Improve governmental, nongovernmental, and private-sector delivery of disaster assistance.09fe67d9-4bad-44d8-9276-d1c96a388844Command Functions Established within 12 HoursPercentagePercent of essential incident command functions (enabled through response teams and operations centers) that are established within 12 hours (FEMA) 1002011-10-012012-09-30TBD2011-10-012012-09-30Percent of essential incident command functions (enabled through response teams and operations centers) that are established within 12 hours (FEMA) 1002012-10-012013-09-30TBD2012-10-012013-09-30Percent of essential incident command functions (enabled through response teams and operations centers) that are established within 12 hours (FEMA) 1002015-10-012016-09-30TBD2015-10-012016-09-30dff98a52-c646-4585-920e-22e8541fe52aTeams Arriving within 12 HoursPercentagePercent of urban search and rescue teams arriving on scene within 12 hours of deployment notification (FEMA) 1002011-10-012012-09-30TBD2011-10-012012-09-30Percent of urban search and rescue teams arriving on scene within 12 hours of deployment notification (FEMA) 1002012-10-012013-09-30TBD2012-10-012013-09-30Percent of urban search and rescue teams arriving on scene within 12 hours of deployment notification (FEMA) 1002015-10-012016-09-30TBD2015-10-012016-09-302b045066-bd1b-4e19-8838-1e7f65f31069Orders Delivered on TimePercentagePercent 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) 952011-10-012012-09-30TBD2011-10-012012-09-30Percent 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) 952012-10-012013-09-30TBD2012-10-012013-09-30Percent 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) 952015-10-012016-09-30TBD2015-10-012016-09-301c0b9798-f689-46b5-8c0c-13b2a1461514Applicants Housed with 60 DaysPercentagePercent 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) 972011-10-012012-09-30TBD2011-10-012012-09-30Percent 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) 982012-10-012013-09-30TBD2012-10-012013-09-30Percent 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) 982015-10-012016-09-30TBD2015-10-012016-09-30RecoveryRapidly Recover from a Catastrophic Event5cdba5c5-05e4-4dd4-ac19-5863be3fe1b3Goal 5.4IndividualsBusinessesNonprofit OrganizationsLocal GovernmentsTribal GovernmentsTerritorial GovernmentsState GovernmentsImprove 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-fd41c099fa86CapabilitiesEnhance recovery core capabilities55502589-bd12-4ef8-a116-bda92da39a5fObjective 5.4.1Establish and maintain nationwide core capabilities for recovery from catastrophic disasters.b1f0a1ca-40a6-4fd2-9623-e10ea55910caCall Completion RatePercentageGovernment Emergency Telecommunications Service call completion rate during emergency communication periods (NPPD) 902011-10-012012-09-30TBD2011-10-012012-09-30Government Emergency Telecommunications Service call completion rate during emergency communication periods (NPPD) 902012-10-012013-09-30TBD2012-10-012013-09-30Government Emergency Telecommunications Service call completion rate during emergency communication periods (NPPD) 902015-10-012016-09-30TBD2015-10-012016-09-30ContinuityEnsure continuity of essential services and functionsbf83e2d0-220f-4f4e-adc9-34134381d8f6Objective 5.4.2FamiliesCommunitiesPrivate-Sector OrganizationsAll Levels of GovernmentImprove 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-a460-3c50ac20326eNational & Economic SecurityProviding Essential Support to National and Economic Securityc0561eae-3180-4adf-9409-8382a3c44e636Homeland 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 & ExportsCollect Customs Revenue and Enforce Import/Export Controlsdf367da7-5ef9-4c51-bc93-49c1994506d66.1Maximize 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-ea15d779a9b4Customs RevenueMaximize collection of customs revenuef68a9f15-7b43-473d-88f5-a7bb9b2757c66.1.1Ensure 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-b31ed772b3e4Revenues CollectedPercentagePercent of revenue directed by trade laws, regulations, and agreements successfully collected (CBP) 1002011-10-012012-09-30TBD2011-10-012012-09-30Percent of revenue directed by trade laws, regulations, and agreements successfully collected (CBP) 1002012-10-012013-09-30TBD2012-10-012013-09-30Percent of revenue directed by trade laws, regulations, and agreements successfully collected (CBP) 1002015-10-012016-09-30TBD2015-10-012016-09-30IPR & Workplace StandardsProtect U.S. intellectual property rights and workplace standards7f138968-0de5-4baa-bc9e-1ecc1434e8ef6.1.2Enforce U.S law regarding intellectual property theft and workplace standards for foreign-produced goods imported to the U.S.e98182c8-11ef-41f3-9a52-f5aff98e4480Maritime Safety & Environmental StewardshipEnsure maritime safety and environmental stewardshipbaef773a-9261-4ac2-a769-455246fae80c6.2Protect 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-ec46-4005-9db5-6f29e831e75dMarine LifeSafeguard life in the maritime environment5b2afeb0-66cf-4e3e-86d7-81d7f482f7446.2.1Prevent loss of life in the maritime environment.a2dece6a-d856-4937-8690-e41d80e6b379Lives SavedPercentagePercent of people in imminent danger saved in the maritime environment (USCG) 1002011-10-012012-09-30TBD2011-10-012012-09-30Percent of people in imminent danger saved in the maritime environment (USCG) 1002012-10-012013-09-30TBD2012-10-012013-09-30Percent of people in imminent danger saved in the maritime environment (USCG) 1002015-10-012016-09-30TBD2015-10-012016-09-30Marine TransportationEnsure the safe operation and resilience of the marine transportation system2551a054-9e88-4044-93b9-4018b751d4ac6.2.2Facilitate the safe flow of goods and people through the marine transportation system.d73f67df-5ac7-4251-934b-d5bf0c726c40Navigation Aid AvailabilityPercentageAvailability of maritime navigation aids (USCG) 97.52011-10-012012-09-30TBD2011-10-012012-09-30Availability of maritime navigation aids (USCG) 97.52012-10-012013-09-30TBD2012-10-012013-09-30Availability of maritime navigation aids (USCG) 97.52015-10-012016-09-30TBD2015-10-012016-09-30Living Marine ResourcesProtect and preserve living marine resourcesce77c844-266a-491b-aeaa-95c51c27ec6f6.2.3Enforce 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-a7e4-91f415a61188Compliance RateFishing regulation compliance rate (USCG) 962011-10-012012-09-30TBD2011-10-012012-09-30Fishing regulation compliance rate (USCG) 962012-10-012013-09-30TBD2012-10-012013-09-30Fishing regulation compliance rate (USCG) 962015-10-012016-09-30TBD2015-10-012016-09-30Marine EnvironmentProtect the marine environmentb11af721-b768-4e7c-8e2e-da81c2401ebb6.2.4Safeguard the marine environment and prevent damage from human activity.a61620a0-a32c-450f-bddd-2e3bfff8866dLaw EnforcementConduct and support other law enforcement activitiesb7f50091-4bf6-4132-a185-fc16f1157c956.3ChildrenPrevent 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.fd53b1a7-5ef7-4784-9aa9-31704a4c874dExploitationPrevent the exploitation of persons7d55f421-9a59-4e69-90dc-8e101edb6d126.3.1ChildrenLocate 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-86c3-83762db81079Examinations ConductedPercentagePercent of National Center for Missing and Exploited Children (NCMEC) examinations requested that are conducted (USSS) 1002011-10-012012-09-30TBD2011-10-012012-09-30Percent of National Center for Missing and Exploited Children (NCMEC) examinations requested that are conducted (USSS) 1002012-10-012013-09-30TBD2012-10-012013-09-30Percent of National Center for Missing and Exploited Children (NCMEC) examinations requested that are conducted (USSS) 1002015-10-012016-09-30TBD2015-10-012016-09-30Law Enforcement TrainingSupport other federal law enforcement training1d0e23a9-7ad2-4c03-be78-af996d6bedbb6.3.2Provide law enforcement training for the execution of other non-DHS federal laws and missions.cfdb9799-ca41-46f4-8d5e-71feedaf269aPrograms/Academies AccreditedNumberNumber of Federal law enforcement training programs and/or academies accredited or re-accredited through the Federal Law Enforcement Training Accreditation process (FLETC)742011-10-012012-09-30TBD2011-10-012012-09-30Number of Federal law enforcement training programs and/or academies accredited or re-accredited through the Federal Law Enforcement Training Accreditation process (FLETC)852012-10-012013-09-30TBD2012-10-012013-09-30Number of Federal law enforcement training programs and/or academies accredited or re-accredited through the Federal Law Enforcement Training Accreditation process (FLETC)1062015-10-012016-09-30TBD2015-10-012016-09-30CapabilitiesProvide Specialized National Defense Capabilities5d885778-46b8-4426-aa5a-62d47db89c266.4Department 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-23a10795a3e2MissionsSupport national defense missions7ab3c578-de58-496e-a9fd-2602176289f66.4.1Department of DefenseProvide ready forces and specialized capabilities to the Department of Defense.9303e094-4544-40d1-8c68-4d9740dbd028Reconstruction & StabilizationSupport post-conflict reconstruction and stabilization4b368735-68ac-4bba-aa65-46dee8d12b8d6.4.2Department of StateProvide specialized capabilities to the Department of State.ef63cc59-61f8-4fc0-8654-2f0372a52f9bMaturation & StrengthMaturing and Strengthening DHSe0565267-1098-4b60-9a8a-f61cfd0d41387Maturing 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.IntegrationImprove cross-departmental management, policy, and functional integration5f0a63ee-7c1c-40e5-ab81-836bbd2cd1ae7.1Transform and increase the integration of Departmental management.9c11cf32-14f5-457d-855e-b07c2d7b4730Management FunctionsEnhance and integrate Departmental management functions765aa81b-ab74-4812-b2fc-87163a8ca6b07.1.108c5611b-9dd3-4ce1-8596-61c58367d5deGovernanceDevelop, prioritize and implement mission- and function-based governance strategies to integrate enterprise-wide structures, processes, systems and people.8de754d1-13c2-4ebf-a881-5971a3aaef877.1.1.199ac7e39-cc05-4667-b1be-95158b8f767fDecision Support StructureEstablish 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-fc8b926108507.1.1.21c160ffd-7720-42a4-a09d-9a9a939431faITImprove IT services and eliminate duplicative IT services to drive down costs and increase efficiency.c1f6371e-a7eb-41f7-b1f8-b2e44d7e4fef7.1.1.3622a9c25-c3ed-48cc-8a2f-5b31aedf17b6Investment & AcquistionStrengthen the integrated investment life cycle and acquisition oversight146ebfc4-8bf2-4c60-b2cd-d7e8b32f70867.1.237e930c5-0b26-4c4f-85d1-c4ebc72ba1e0Investment ManagementComplete transformation of investment management across DHS. Implement enterprise program and portfolio governance.ea1c1ca9-db8f-4bf7-9ec0-3cd9af6ba2a27.1.2.1a7b5ae65-ba34-40f9-9379-5b40323048aaProgram ManagementInstitutionalize 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-c970c0fa1db07.1.2.23419c19f-d567-4d16-9f0f-3ac11ed5ee76Risk ManagementEnhance the Department's risk management capabilityb785a01f-4003-4846-bf55-ffbfd879d55b7.1.3e005e9cf-7d4f-4313-a319-5c6f0786fc3fRisk Management FrameworkDevelop, implement, employ and refine an integrated strategic risk management framework for the Department.49dd7692-e1c2-4143-9225-ad04c0e4bd2b7.1.3.11edd463a-2a26-4b2c-9c21-2463613b0afaRisk AssessmentConduct a Homeland Security National Risk Assessment.0c997f02-4ce1-4612-bd3f-03583e0dac107.1.3.225fcee5a-2294-4822-8c88-0dc957ae95d7AnalyticsIncrease analytic capability and capacity12b0a66b-fa84-415e-afc0-c2d713da5d747.1.4985ae891-941b-4776-9307-205882eb0fa7Strategic PlanningEnhance 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-ca18a84bfc0e7.1.4.16528eca7-0c51-4ff4-8322-3178700f6154Analytic FrameworksDevelop common analytic frameworks and assumptions for use in cross-Departmental analysis, in order to implement a DHS Analytic Agenda.0ec01336-2009-4582-b228-f127520f4c767.1.4.2c4d0ac4f-f6b5-4faa-868f-ca0be6fe5d65Program AnalysisExpand program analysis and evaluation during and after program execution.8040b47d-f85d-40fc-8452-3b2a5ee700057.1.4.3d162673a-48b0-4838-82bd-634f90ca7cbdBudget ReformReform the DHS budget account structure to enable cross-component budget analysis and decision support.4895bbe6-a574-4edb-8502-3a919ee9f7c47.1.4.4387962bd-f32e-4545-8a75-6faea6a05d26Appropriations StructureSeek Congressional approval to simplify and conform the DHS appropriations structure to a reformed account structure.901ac5a2-8afe-4cc3-9e99-1d7148f27fa27.1.4.52e8f82fa-5078-4e39-9f39-99b0df14deb7WorkforceEnhance DHS workforceda8214a8-91af-48cf-a066-4b32658177517.2Continue 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-456bfc2827bdTraining & Career PathStrengthen coordination within DHS through cross-Departmental training and career paths6f163cba-ab79-4fc1-be2c-647f579880aa7.2.11edeb36c-1b6e-407b-85cb-5dafc0ea92bcCareer PathsDevelop DHS career paths that provide mobility within the Department and span Headquarters and Operational Components.965f64dd-6ebe-4cce-9a58-4d2326dce2947.2.1.13e9d7540-5c4f-4ff6-9b26-d00af99018baAwareness & AppreciationDevelop opportunities at Headquarters and the Components to enhance awareness of operations and appreciation for specific missions throughout the Department.1cc0d043-587e-4841-80bd-6a9b233d04df7.2.1.2a19b446f-d836-453a-b56e-5cf320212a8eInternal Rotational AssignmentsProvide rotational assignment opportunities throughout the Department, taking into consideration the impact on mission requirements and individual career paths.fc8e8a5b-5026-4077-8e26-fececac0a0fd7.2.1.33f735484-93c0-45e1-81a2-61b6bcea1318External Rotational AssignmentsExplore interagency and intergovernmental rotational assignments with federal, state, local, tribal, and territorial partners.166a973d-c098-4d4f-8169-ecff9bda18157.2.1.4Federal PartnersState PartnersLocal PartnersTribal PartnersTerritorial Partners5acbb4b7-e31f-499e-b8d4-bc8b5d8117beHealth, Wellness & ResilienceImprove employee health, wellness, and resilience65a198e5-d0f5-46f0-aaad-1db480867d547.2.2DHS Employeesacc72f0b-44d0-42d7-9cc7-5bb374e7ee0aExisting ProgramsSustain 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-b864-7f3df9b5ae9b7.2.2.157a61b83-fdad-4011-ab24-ff3f6f05dff1Wellness ProgramsImplement Workplace Wellness programs, including employee resilience training, to address the needs of the Department's diverse workforce.ae2265e4-3295-45a0-925b-4ad2636e4fa67.2.2.222c5b252-941f-4bf8-b1a0-fd3d853ed45bHealth ProgramCreate a standardized, metrics-driven health program to support the unique needs of our operational workforce.36edd048-e045-4911-987f-88c9e0b5f0ea7.2.2.39908d0ae-587b-4b3e-8815-fb8af99eee61Medical ProgramsImplement frontline medical programs to support operational missions, staffed and supported with appropriate training and equipment.041b2bb7-48c1-4158-8858-3d05b08128177.2.2.427f9a819-8e5a-45a5-b671-366c0181c5ebInsight & Innovation ProgramsEstablish a Department program to harness the insights and innovations of the DHS workforce.70c47e5d-6451-4f4d-9d00-bee5039197d37.2.2.53eb81a70-ca15-4c52-a6a0-0567eea79a2bDiversityIncrease workforce diversityddf20e76-af46-4eab-bbc7-1879409c2b4d7.309685d2c-82c6-4ad2-8796-eee035242603Senior WorkforcePursue greater diversity in the workforce, especially at senior levels.f2c7a7c7-e1aa-4aa9-abbb-b92a0f50fa167.3.1fd612ede-d9d1-4b65-ad3a-b5714c4ec8cbSteering CommitteeSustain the senior-level steering committee, chaired by the Deputy Secretary, to direct a sustained effort to improve diversity.5cbb4629-1636-4406-b12e-a34155e35ee07.3.2Deputy Secretary of DHSDHS Workforce Diversity Steering Committee882de62c-b3fe-4eaa-95e7-9bc26363ff05Employee RecruitmentSustain 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-b155-7f85a33972a17.3.3WomenMinoritiesVeterans3f567632-cb39-4692-829e-9974bff32e51Exit SurveyDeploy 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-9332-4a6f10dc1a157.3.410d0000d-7d7f-4255-af66-66569c7d0299ContractorsReduce reliance on contractorsf4649660-a177-4c15-9388-4d2dd1027d8f7.41e492ac0-1fa0-4d63-bca3-7a88a4823b4bSkills IdentificationSustain 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-f900-4038-9027-8fd37abf18a17.4.12ef01b3d-c0a0-4392-b557-d0db9c8a6553Guidelines & ProceduresImplement 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-b4f3-951a8d255a0e7.4.2af8a3b31-dcf8-42e0-a791-9abaacc37840Intelligence, Information Sharing & OperationsEnhance Intelligence, Information Sharing, and Integrated Operations573de2ca-87db-4d99-91d2-27b3de8a653b7.5Institute optimal mechanisms to integrate the Department's intelligence elements, increase operational capability and harmonize operations.fe3820e7-71c1-4532-81df-13d41609d859CounterintelligenceStrengthen DHS counterintelligence capabilitiescbb21499-9cad-4893-8693-dab72c5078657.5.1b41dff55-7ca8-4787-8a89-c88edb89614cStructural ImpedimentsIdentify and resolve structural impediments to improving the counterintelligence function within the Department.510131a6-6cc1-493d-a6f9-49f2026c9fc17.5.1.1f75b686e-d339-4cf0-8aef-cebff4dbf9acIntegrationIntegrate currently separated counterintelligence activities into a unified Departmentwide counterintelligence program.72bf03ff-e88c-4647-bba3-21d5c98675827.5.1.2488881aa-f676-4c25-ad64-23f7d8627378Intelligence EnterpriseStrengthen and Harmonize DHS Intelligence Enterprisea54b6089-58c0-4033-a93e-95569199f7f27.5.2924b5c8e-6be9-41b1-9a5c-45e8bff4c2f5Establish Department Intelligence priorities, policies, processes, standards, guidelines, and procedures83dc74ee-4eaf-4b86-b24c-b2571acc27ac7.5.2.163ee5fb5-4e3b-4951-9148-2b6b7e4eca47EvaluationProvide an annual evaluation of Intelligence performance.1de22778-e431-48f1-a1f5-4a5d1dea42ab7.5.2.2Director of National IntelligenceThis 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-9e87-778e0be9fe30Workforce RequirementsAnalyze 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-7b1f468e8c247.5.2.3be7b6d98-1901-4394-88d2-e5b81f91e906Training & Development GuidelinesEstablish training and development guidelines for Intelligence professionals.18173ae8-d6cf-4349-8748-a48ea6411b7f7.5.2.4Intelligence Professionals2ae21040-d80c-4d3d-aaec-29d294f286acInformation Sharing EnvironmentEnhance Department Information Sharing Environment4d479754-cd2f-4ccd-ac08-ce219cc293bd7.5.3063264c2-ae70-461f-9760-41c66face57aICAM ServicesImplement 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-1ba2629961177.5.3.1248d5457-1541-41da-b4f6-c8882445059dCHISECreate 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-d2f94934bba27.5.3.2cc843f13-5ec5-4808-bbcb-d93f8c066c39Information Safeguarding CapabilitiesImplement information safeguarding capabilities within the DHS Information Sharing Environment (ISE) that allow for proactive oversight of our classified networks and information.227740af-f856-4047-a7e1-0ee55b93c5c47.5.3.350c07fa1-d8d0-49f4-8cd9-0fecf43f5c27Information SharingIncrease information sharing with federal, state, local, territorial, tribal, nongovernmental, private sector, and international partnersb1569e7e-a0c8-46b6-918e-5ae60399b2377.5.4Federal PartnersState PartnersLocal PartnersTerritorial PartnersTribal PartnersNongovernmental PartnersPrivate Sector PartnersInternational Partners9b86389a-7253-4db9-a19c-55b885dbd2eaInformation Collection & AccessEnhance 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-ef661c1440577.5.4.18a0b92ea-fb27-41d1-9916-8dd810f08146Fusion CentersEnhance 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-84cfc33a67317.5.4.2State PartnersLocal PartnersTribal PartnersTerritorial PartnersPrivate Sector Partnersdb699ca0-002c-4109-8ff0-cad521884bfaContinuity CapabilitiesStrengthen the Department's continuity capabilities702b7da4-71be-42ba-884d-568c8e836e797.5.5Ensure 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-ebd8f56c647eRegional ConfigurationsRationalize and harmonize component regional configurations8cdaa3b3-cc5d-47be-9ace-b8ab54922df57.5.6Joint Interagency Task ForcesHigh Intensity Drug Trafficking Areas (HIDTA)Organized Crime Drug Enforcement Task Forces (OCDETF)Air and Marine Operations CenterEl Paso Intelligence CenterExplore 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.65ab6054-95a7-4075-8184-6c52c036a56dInternational EngagementStrengthen and unify DHS international engagement2addacd5-87f7-4633-b4c0-b16e57b1389d7.6Improve the Department's international interactions via enhanced coordination and rigorous review of the DHS international footprint.09510625-5798-4a97-89bf-36e54c45631aCoordinationCoordinate international engagement47830b08-2b16-4805-b748-d10ccf6f3b047.6.143fa6478-c43b-4051-b059-2a426c0e92d3Mechanisms, Policies & ProceduresDevelop 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-6dbcf54b1eb57.6.1.11223f1aa-f8c5-4737-8b4a-2feb0e73cb3bReporting & Information SharingEstablish 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-c9cecd38888b7.6.1.2d18e6c14-ffaa-4970-8188-cf09bf04730dInternational FootprintReview the DHS international footprintd97be1da-bd73-4830-9d30-ad76e1d011c67.6.2a54da5fb-0304-4ef1-a8e4-777d3dd8ba02Permanent & Long-Term Temporary PositionsConduct a comprehensive review of all permanent and long-term temporary positions abroad.a935c692-6206-42a0-b2bd-71996bfc1bce7.6.2.1041b8f28-3008-46f6-bb9a-6e78a3d09ae0Biannual ReviewsEstablish and conduct subsequent biannual reviews.ebc1d5f3-8857-4289-a33e-e2423f2927f17.6.2.2f56f5615-b88d-47c2-bb65-0c10aa155b112012-02-282016-10-302013-07-06http://www.dhs.gov/xlibrary/assets/dhs-strategic-plan-fy-2012-2016.pdfOwenAmburOwen.Ambur@verizon.net