APPENDIX EUSSS Strategic Management ProcessThe United States Secret Service's Strategic Management Process is designed as a collaborative effort among all of the offices in the Secret Service. It is focused on developing a common understanding of our future challenges and opportunities and then strategically aligning our resources across organizational lines to meet those challenges and opportunities. The greatest value of the strategic plan is communicating our goals, objectives, strategies, and performance expectations to all Secret Service employees. The Director and the Executive Staff provided the initial direction for the Strategic Plan. A working group was established, composed of representatives from all of the offices in the Secret Service. The representatives not only worked with their management in developing ideas, but were also required to reach out to operational personnel for input and participation. The work focused on identifying strategic initiatives that would prepare the Secret Service for future challenges. It established goals, objectives, and strategies that plot and measure our progress. Based upon open communication, the working group discussed and debated the interaction of initiatives across organizational lines and collaboratively resolved competing issues. The working group participants presented the proposed plan to the Director and Executive Staff. After careful consideration and refinements, the plan was approved for submission to the Department of the Treasury. The collaborative effort resulted in a strategic plan that achieves consensus across organizational lines, sets coordinated strategic initiatives, and yielded a document that is supported by the entire organization. Strategic goals and objectives are reviewed frequently to assess whether accomplishments are consistent with annual performance goals. Modifications are occasionally made to the plan's strategic goals, objectives, and strategies when needs and priorities change. |