1300 Avenue. NW Washington. DC 20229 #7 U. S. Customs and Commissioner MEMORANDUM FOR: See Distribution FROM: R. Gil Keriikowg?gllk Commissioner SUBJECT: Commissioner?s Priorities for Fiscal Year 2016 This memorandum presents U.S. Customs and Border Protection?s (CBP) Commissioner?s priorities and key deliverables for Fiscal Year (FY) 2016. These priorities identify the outcomes detailed in the CBP Vision Strategy 2020 that are critical in FY 2016 to maintain and enhance the Agency?s ability to deliver safety, security, and prosperity to the American people. Our nation has placed its faith in the men and women of BP to carry out our mission, and we must honor that faith by holding ourselves to the highest levels of professionalism, honor, and above all, integrity as we safeguard our borders and promote prosperity. STRENGTHENING THE PUBLIC TRUST THROUGH A CULTURE OF INTEGRITY, TRANSPARENCY, AND ACCOUNTABILITY As a law enforcement agency it is our responsibility to maintain the public?s trust and confidence in our ability to keep the peace and secure our homeland. This means delivering safety, security, and prosperity to the American people, while maintaining the highest levels of organizational and personal integrity, transparency, and accountability. Integrity, a core value of CBP, is the cornerstone upon which we build this foundation of public trust. We must embody the highest ethical and moral principles, and our actions, on and off duty, must bring honor to ourselves and our agency. To strengthen our culture of integrity, we must continue to implement Integrity and Personal Accountability Strategy by enhancing our investigative capabilities and vigorously pursuing misconduct. Cultivating a culture of integrity across CBP also requires sustaining the highest levels of transparency and accountability. A transparent 8? culture fosters open and accessible communication and dialogue within CBP and with our external stakeholders. We demonstrated our commitment to transparency by publicly releasing our Use of'Force Policy Handbook. We must follow that bold act by providing meaningful, timely responses to complaints about CBP and our personnel. We must also promote an enviromnent where all CBP employees hold each other accountable for our actions. Strengthening this culture of accountability extends to ensuring that CBP serves as a good steward of the public?s tax?dollar investment in our agency. We cannot fully realize FY 2016 Priorities without the public?s trust and confidence. We must build integrity, transparency, and accountability into all ofCBP?s efforts to secure the global supply chain, our nation?s borders, and our homeland. Every single day I am inspired by our employees’ dedication and performance. I remain deeply committed to continuing to support our personnel by providing the leadership, training, and tools they need to secure the public’s trust and fulfill CBP’s mission. I. GOAL 1 - COUNTER TERRORISM AND TRANSNATIONAL CRIME Terrorist and transnational criminal organizations are complex networks that demand CBP lead development of a well-informed, agile, and seamless whole-of government and global counter-network response. Enhancing transparency and collaboration with our operational partners will strengthen our ability to collect, analyze, and share intelligence and information. We must integrate capabilities to provide actionable intelligence, both tactical and strategic, to CBP officers and agents and our operational partners. We must also continue to extend the U.S. zone of security by strengthening our strategic international partnerships to address threats to the homeland as far from our physical borders as possible. Priority Outcomes for Emphasis: • Threats detected earlier • Integrated and coordinated border enforcement capabilities • Intelligence and information shared effectively throughout the Department of Homeland Security • Increased integration of international enforcement capabilities II. GOAL 2 - ADVANCE COMPREHENSIVE BORDER SECURITY AND MANAGEMENT CBP’s frontline personnel work tirelessly to safeguard the border. We must support them with pragmatic solutions and innovative approaches to enhance their safety as well as CBP’s risk-based approach to operations. Situational awareness is a foundational component to CBP’s risk-based operations. To better respond to emerging and evolving threats and conditions in the border environment, CBP must enhance its mobility and adaptability through partnerships with Federal, state, local, tribal, territorial and international law enforcement agencies, as well as private industry. Priority Outcomes for Emphasis: • Resources deployed to high risk border regions • Integrated counter-network operations • Enhanced detection and interdiction of illicit activities • Comprehensive and balanced enforcement of trade laws III. GOAL 3 - ENHANCE U.S. ECONOMIC COMPETITIVENESS BY ENABLING LAWFUL TRADE AND TRAVEL Efficiently and effectively processing goods and people crossing our borders is crucial to promoting job growth and helping the private sector remain globally competitive today and in the future. CBP must continue streamlining processes to modernize and automate revenue collection, trade processes, passenger operations, and passport control. We must also 2 enhance business processes to reduce the emphasis on administrative tasks, allowing our Officers to focus more on critical law enforcement, security, and compliance functions. Priority Outcomes for Emphasis: • Cargo processed more efficiently with reduced costs and increased predictability for post-release transactions • Passengers processed more efficiently with an improved travel experience • More accurate data obtained earlier in the transit process IV. GOAL 4 - PROMOTE ORGANIZATIONAL INTEGRATION, INNOVATION, AND AGILITY Our people are CBP’s most valuable assets. We must continue to provide CBP’s entire workforce with the leadership, tools, and training they need. In addition, enhancing employee engagement as well as workforce diversity and inclusion are key enablers to fostering a culture of integrity that will sustain the public’s trust in CBP. For our leadership to effectively support our employees, we must optimize CBP’s decision making structures to enhance our agility. We must also support our employees’ health and safety with wellmaintained and modernized technology, systems, and infrastructure. Priority Outcomes for Emphasis: • Enhanced employee engagement, communications, professional development, and personal integrity • Streamlined senior leadership decision making and Agency efficiencies Distribution: All Assistant Commissioners Chief, U.S. Border Patrol Chief Counsel Executive Director, Privacy and Diversity Office Executive Director, Office of Policy and Planning Director, Office of Trade Relations Director, Office of the Executive Secretariat Director, State and Local Liaison Chief of Staff Deputy Chief of Staff Deputy Chief of Staff (Policy) 3 Attachment These priorities identify specific outcomes detailed in the CBP Vision & Strategy 2020 that must be pursued to ensure CBP continues to deliver safety, security, and prosperity to the American people. The deliverables listed below highlight specific tasks and projects that must be completed to deliver the priority outcomes. For each deliverable the primary offices that are accountable for implementing the deliverable are listed as either lead or support offices. The lead office is the primary office responsible for execution and coordination with the support offices. The support offices are the primary stakeholders without whom execution would not be feasible. Other offices may be involved in supporting the priority and deliverable, but their participation in execution is not critical and is not required for implementation planning. Assistant Commissioners and Executive Directors from the lead offices should detail how they will achieve these deliverables through implementation plans that must be coordinated with the support offices. Assistant Commissioners and Executive Directors from both the lead and support offices should reflect the portions of the implementation plan for which they are responsible in their office annual priorities. They should also be reflected in their individual Senior Executive Service (SES) performance plans for Fiscal Year 2016, as appropriate. Priority Objectives and Associated Deliverables I. COUNTERING TERRORISM AND TRANSNATIONAL CRIME THREATS DETECTED EARLIER Strategic Objective Activity or Deliverable 1A Develop a robust intelligence and targeting training program that ensures field officers, agents, and analysts have efficient, effective and consistent trainings on (1) Confidential Human Source techniques, (2) Strategic Analysis and Forecasting, and (3) Collections Management. Lead: OI Support: OFO, USBP, AMO, OTD, HRM, OCC 1A Implement data analysis and visualization tools, particularly within the Automated Targeting System, that enable intelligence analysis to focus on uncovering the patterns that exist within disparate sources of information Lead: OIT Support: OFO, OI, USBP, AMO, OT, OTIA Accountable Offices 4 INTEGRATED AND COORDINATED BORDER ENFORCEMENT CAPABILITIES Strategic Objective 1B Activity or Deliverable Responsible Offices Fully implement the CBP counter-network strategy by completing the establishment of the Counter-network Division at the National Targeting Center (NTC); establishing and expanding key partnerships with Federal, state, international, and local agencies; developing a comprehensive counter-terrorism policy document to synchronize efforts with partners to direct Lead: OFO targeting efforts and guide personnel; establishing Tactical Support: OI, USBP, Terrorism Response Teams (TTRTs); developing advanced AMO, OT, OTD counter-terrorism training, in collaboration with OTD, at the CBP Advanced Training Center; developing basic Counter Terrorism Training, in collaboration with OTD, at the CBP Field Office Academy; and identifying technology solutions to leverage available data. INTELLIGENCE AND INFORMATION SHARED EFFECTIVELY THROUGHOUT DHS Strategic Objective Activity or Deliverable 1A Increase collaboration and partnerships with operational components and the Intelligence Community and Law Enforcement Community by (1) supporting the Southern Border and Approaches Campaign (particularly as the executive agent of the Joint Task Force -West) with strategic intelligence assessments on Transnational Crime, Human Smuggling, Counter Narcotics, and emerging priority threats to the homeland; (2) developing a comprehensive Foreign Fighter Assessment; and (3) establishing a fully mission capable Field Support Division that is a conduit between initiatives and provides unified support to campaigns/operations. Responsible Offices Lead: OI Support: USBP, OFO, AMO, INA INCREASED INTEGRATION OF INTERNATIONAL ENFORCEMENT CAPABILITIES Strategic Objective 1B Activity or Deliverable Finalize the CBP Global Engagement Strategy and develop an implementation plan to maximize the effectiveness and efficiency of future CBP international engagement efforts that support CBP’s counter-network, counter-terrorism, economic security, and immigration enforcement strategic goals. Responsible Offices Lead: OC Support: INA, OFO, USBP, AMO, OT, OI 5 II. ADVANCE COMPREHENSIVE BORDER SECURITY AND MANAGEMENT RESOURCES DEPLOYED TO HIGH RISK BORDER REGIONS Strategic Objective Activity or Deliverable 2A Refine and expand geo-spatial intelligence capabilities along the Northern Border to validate risk and threat assessments of specific border areas. Strengthen CBP’s ability to use qualitative assessments of specified border areas to deploy enforcement capabilities to prioritized threats or higher activity areas. Responsible Offices Lead: USBP Support: AMO, OI, OTIA INTEGRATED COUNTER-NETWORK OPERATIONS Strategic Objective Activity or Deliverable 2B Institutionalize integrated counter-network operations to identify and target Trans-national Criminal Organizations (TCOs) and illicit networks. Refine the process that provides actionable targets to conduct operations, while supporting JTF-W’s targets. Disrupt and degrade targeted organizations through integrated enforcement operations against prioritized, sector, corridor, and JTF-W targets. Enhance Northern Border collaboration, targeting, and resource sharing to operate against illicit networks. Responsible Offices Lead: USBP Support: AMO, OI ENHANCED DETECTION AND INTERDICTION OF ILLICIT ACTIVITIES 1 Strategic Objective Activity or Deliverable Lead: HRM 1, IA 2B Aggressively pursue the hiring of CBPOs and BPAs to meet the Congressionally appropriated staffing levels of 23,775 CBP Officers, 21,370 Border Patrol Agents and other frontline personnel, while building the capacity to sustain CBP mission critical occupations. Lead: OFO 2B Expand the Biometrics Promotion Program to prevent individuals from entering the United States undetected should they assume another biometric identity. Complete Automated Biometric Identification System (ABIS) secondary expansions and expand the number of Pre-Verify Key Hotlist ports. Responsible Offices Support: OFO, USBP, AMO, OA, OTD Support: OIT, OCC, OI, INA, OTIA HRM will be the primary lead for coordinating the implementation plan and performance reporting. 6 2B Identify, deploy, and support border security solutions; analyze, select, and obtain technology solutions. 2B Analyze and target maritime criminal activity in the Customs waters of the United States for enforcement action. Expand CBP’s understanding of criminal networks, their methods and vectors, through investigation (including confidential human source development), covert operations, expanded maritime domain awareness, and increased collection and analysis of discoverable information. Lead: USBP Support: OTIA, OIT, OFO, AMO Lead: AMO Support: OFO, OI, OTIA, OIT COMPREHENSIVE AND BALANCED ENFORCEMENT OF TRADE LAWS Strategic Objective Activity or Deliverable 2C Optimize trade enforcement resources across the government to increase predictability, enhance economic security and competitiveness, and level the playing field through improvements in interagency collaboration, optimization of the Single Window, full implementation of the Integrated Trade Targeting Network, and the development of a strategy to address counter-networks. 2C Enhance and expand the scope of the Integrated Trade Targeting Network (ITTN) to improve communications, coordinate actions, and standardize procedures for more effective trade targeting; support CBP’s Priority Trade Issues (PTIs); and develop and implement a Counter Networks strategy for trade enforcement. 2C Implement Non-Intrusive Inspection (NII) imaging technology and Radiation Detection Equipment (RDE) modernization and recapitalization improvements to expand automation and integration at ports of entry (POE) and U. S. Border Patrol (USBP) checkpoints. The NII Recapitalization Strategy focuses on sustaining the NII/RDE inventory through recurring maintenance and repair efforts while completing acquisition and deployment activities to replace aged equipment with improved commercially-available technology. Responsible Offices Lead: OT Support: OIT, OFO, OTR Lead: OFO Support: OT, OIT, OTR Lead: OFO Support: OIT, OA, USBP 7 III. ENHANCE U.S. ECONOMIC COMPETITIVENESS BY ENABLING LAWFUL TRADE AND TRAVEL CARGO PROCESSED MORE EFFICIENTLY WITH REDUCED COSTS AND INCREASED PREDICTABILITY FOR POST-RELEASE TRANSACTIONS Strategic Objective Activity or Deliverable 3A Deliver core functionality for the Automated Commercial Environment (ACE) by the Agency’s deadlines and meet the requirements outlined in Executive Order 13659 for Partner Government Agencies (PGAs). 3A Achieve full functionality for post-release trade processes for all ten Centers of Excellence and Expertise in order to move these processes from a test environment to permanent operating state to support transformational approaches to trade processing. 3A Automate and centralize the collection and administration of duties, taxes and fees. CBP collects approximately $48 billion annually, including $1.5 billion collected via 4 million individual, manual transactions. Transitioning these 4 million manual transactions to electronic means will result in more secure, accurate and efficient processing, and will enable the approximately 180 CBPOs and 136 non-uniform personnel engaged in these transactions at the Ports of Entry to focus on enforcement and facilitation of legitimate trade and travel. In addition to realizing cost savings through more efficient processing, the net economic impact of redirecting these CBP personnel to trade facilitation and enforcement duties is potentially $360 million. Responsible Offices Lead: OT Support: OIT, OFO, OTIA Lead: OFO Support: OT, OIT Lead: OA Support: OFO, OT, OIT, OTIA PASSENGERS PROCESSED MORE EFFICIENTLY WITH AN IMPROVED TRAVEL EXPERIENCE Strategic Objective 3A Activity or Deliverable Mature the Travel and Tourism Strategy to enhance passenger processing activities, increase processing efficiency, and make improvements to the overall passenger travel experience. Responsible Offices Lead: OFO Support: OIT, INA, OA 8 MORE ACCURATE DATA OBTAINED EARLIER IN THE TRANSIT PROCESS Strategic Objective Activity or Deliverable 3B The Customs-Trade Partnership Against Terrorism (C-TPAT) will expand outreach to other countries, including development of an automated data exchange process between the South Korean Authorized Economic Operator (AEO) and C-TPAT programs that automates suspensions/removals and reduces overall processing time, development of a joint work-plan towards mutual recognition with India, and implementation of mutual recognition benefits with South Korea, Israel, and Mexico. 3B Strengthen collaboration with the trade community, PGAs, and international partners to simplify import, export, and revenue collection processes by aligning CBP and business process, integrating customs requirements internationally, and leveraging technology and innovative solutions. 3B Expand partnership and information sharing programs with the Department of State, other DHS components, and the traveling public that enhance visa security and advanced vetting capabilities to improve risk segmentation of travelers. Responsible Offices Lead: OFO Support: OIT, INA Lead: OT Support: OFO, OTR, OA, OIT, INA, OTIA Lead: OFO Support: OIT, OCC, OI, INA IV. PROMOTE ORGANIZATIONAL INTEGRATION, INNOVATION, AND AGILITY ENHANCED EMPLOYEE ENGAGEMENT, COMMUNICATIONS, PROFESSIONAL DEVELOPMENT, AND PERSONAL INTEGRITY Strategic Objective Activity or Deliverable 4C Continued development and refinement of CBP’s Use of Force (UoF) Program utilizing recommendations and results provided by the Police Executive Research Forum (PERF) report, DHS Office of Inspector General and CBP UoF reviews as well as the Homeland Security Advisory Council (HSAC) Interim Report. 4C Enhance CBP’s employment engagement strategy by addressing three corporate initiatives that focus on: 1) employee development and advancement; 2) communication; and 3) performance management. Responsible Offices Lead: OTD Support: USBP, OFO, AMO, OCC Lead: HRM Support: OTD, OPA, OIT*, USBP* *co-chairs of the EESC subgroups 9 4C Continue implementation of CBP’s Integrity and Personal Accountability Strategy by bolstering CBP’s criminal investigative capability, increasing analysis of corruption/misconduct trends, and promoting information sharing regarding corruption and misconduct throughout CBP. 4C Strengthen CBP’s response to use of force incidents by maturing the Use of Force Incident Teams, enhancing tools to review and investigate use of force incidents, increasing interagency coordination to enhance CBP’s use of force review processes, and increasing proactive reporting to the media and public inquiries. This must include appropriate implementation of recommendations from the multi-phased feasibility study of body-worn camera technology in CBP law enforcement operations. 4C Enhance trade expertise across CBP to attract, engage, and retain the talent needed to promote the enforcement and facilitation of legitimate trade in the 21st Century by reassessing career ladders Lead: OT for trade personnel, identifying critical areas for training and Support: OFO, curriculum development, and providing employees enhanced HRM, OTD, OCC opportunities for networking and collaboration in a mobile work environment. Lead: IA Support: HRM, OI, OPA, LER, OCC Lead: IA Support: HRM, USBP, OFO, AMO, OI, PDO, OCC, OPA, INA, OTD STREAMLINED SENIOR LEADERSHIP DECISION MAKING AND AGENCY EFFICIENCIES Strategic Objective Activity or Deliverable 4B Implement recommendations from the CBP Organizational Realignment Initiative to optimize CBP’s organizational effectiveness. 4A Integrate and advance CBP's strategic resource management framework while strengthening and aligning the Planning, Programming, Budgeting, and Accountability (PPBA) processes and implementing enterprise governance. Conduct a PPBA workforce assessment in order to detail requisite education, skills, and experience levels of personnel to fully operationalize the framework. Ensure the development of analytic capabilities to improve decision-making by unifying performance measures and integrating strategic intelligence and risk management. Strengthen Line of Business portfolio management through formal governance bodies to ensure resource options and decisions are weighed and vetted by leadership in the context of Agency strategic goals and operational priorities. Responsible Offices Lead: OC Support: All offices Lead: OA Support: OPP, OTIA, OC, OI, HRM 10