FPS Career and Professional Development Guide

Career and Professional Development

Guide

Department of Homeland Security

Federal Protective Service

Office of the Deputy Director for Training and Professional Development

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TABLE OF CONTENTS

Foreword

1.0 Goal of this Guide ............................................................................................................................ 5

2.0 Expectations for FPS Leaders ......................................................................................................... 6

3.0 Building a Workforce Centered on Protection .................................................................................. 9

4.0 How to Use this Guide ..................................................................................................................... 13

List of Tables

1 Key FPS Responsibilities

2 Protection Concepts

3 Topics for IDPs

List of Figures

1 Goals of this Guide

2 FPS Mission, Vision, and Purpose

3 FPS Capabilities, Impacts, and Effects

4 Protection Professional

5 Categories of Career Development

6 Career Development Process

Attachments

1 Self-Assessment and Development Worksheets

2 Individual Development Plan

3 Overview of DHS Academic Programs

4 Competency Catalog

5 Reading List for Protection Professionals

6 Critical and Mission Essential Task List

7 List of Acronyms

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FOREWARD

This guide serves as a professional development tool for all members of the Federal Protective Service

(FPS) workforce. It describes a spectrum of development opportunities an employee can leverage to enjoy

a successful career. This guide also serves as a mentoring tool for all FPS leaders and is an important

employee management tool for Regional Directors and the Executive Leadership Team.

FPS has undergone tremendous organizational change during its existence. It continues to grow and hone

its capabilities, maintain its cultural identity, and provide federal facilities with the protection required to

meet the ever growing and dynamic nature of tomorrow’s threat. To enhance these efforts, the Agency has

created this Career and Professional Development Guide (CPDG) “Guide” to help employees create, track,

and guide their individual career paths. With this Guide, the FPS now has enterprise-level continuity to align

the workforce and strategic human capital direction.

It helps prepare the workforce for the challenges of tomorrow. Nothing is more important for FPS than to

have a fully prepared workforce to address all the changes and issues facing the law enforcement

community. The FPS workforce is extremely dynamic, fast-paced, and rapidly-changing due to challenges

like shifting threats, technology advances, and societal differences. FPS addresses these challenges

through a variety of initiatives and efforts to adapt to its customers’ needs. However, to concurrently meet

its workforce’s needs, FPS must also provide the right learning opportunities. A well-prepared workforce

can increase the security of protected buildings, create greater efficiencies in our processes, raise morale,

and decrease attrition. Most importantly, it will benefit the quality of security provided to customers.

Individuals and leaders at all levels are responsible for the planning and career development of FPS

employees. During the creation of this Guide, many employees and leaders discussed the issues they see

inhibiting their ability to successfully plan a career. This Guide answers several important questions about

career development within FPS:

• What are the clear, concise ways for employees and leaders to focus on career development that

will be benefit FPS, its customers, and the future of FPS to ensure the most secure and protected

facilities under our responsibility?

• How can supervisors assess and implement career development within the current staffing process

and manpower allocation to integrate current posture with future needs?

• What actions can FPS take to get leaders to think like the field and the field to think like leaders

when it comes to career development? What actions will foster career development while

increasing buy-in to the needs of FPS?

• How can FPS balance the combination of mentor focused efforts with individual responsibility in

reaching their career goals? What are the actions FPS can take to recruit, train, and use

exceptional mentors who focus on developing others?

• What tools will enable employees to manage their own career development and engage their

supervisors in the process? What organization tools will allow employees to take charge of their

own career development plan?

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• How can supervisors learn to avoid common pitfalls in career development discussions and utilize

the performance review process to facilitate career development? How can these development

discussions help employees see the alternatives in their development path focused on professional

development over simple promotion or advancement?

• How can employees, supervisors, and FPS, learn to understand their own motivations so they can

develop their own career development plans more effectively?

A career development focus supports FPS’ mission, vision, culture, and strategic initiatives. When FPS

proactively helps employees develop and influence the direction of their careers, the prevailing culture and

the future direction of the agency are improved.

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1.0 Goal of this Guide

The goal of this guide is for all employees to find the needed assistance for continuing career growth and

achieve success. All agencies need a well-articulated career path that helps employees plan for their

careers appropriately. The breadth of a career path allows the FPS workforce to connect training,

education, competencies and skills to their personal desires and career objectives. Outside of the Agency’s

primary mission to protect federal facilities and all who visit them, FPS’ focus is to maintain a well-trained

and motivated workforce.

Figure 1: Goals of this Guide

A vital component includes clearly stating expectations for employees and mechanisms to follow for them

to achieve their career goals. As such, this guide will enhance motivation and help train employees via four

major goals (see Figure 1):

1. Clarify position training and experience at each grade. In conjunction with FPS standardized

Performance Work Plans (PWP), Position Descriptions (PD), and existing human resource policies,

the workforce will be able to use this guide as a reference to the training and experience

recommended at each grade. The organization is making a concerted effort to ensure a

progression throughout the GS pay grades.

2. Provide employees and supervisors with a reference for development. Both supervisors and

employees can use this guide for career planning and overall employee development. It contains

material to help protection professionals develop their careers as well as sections focused on

individual development to meet various competencies within the workforce.

3. Define a career path for the FPS workforce. Regardless of their current grade within FPS, all

Inspectors may use this guide to achieve a better perspective on the route they wish to pursue for

a successful career within FPS. Whether just beginning a career as an Inspector or considering the

1801 Inspector position as a different assignment, this guide will help plan a career to achieve

success and ensure continuity across the workforce.

4. Foster a culture that develops a protection centered workforce. FPS doesn’t separate the

functions of law enforcement and physical security. As the organization continues to mature, it is

essential that it embraces and cultivates the concept of protection across its workforce. This guide

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is an integral part in fostering a culture that embraces protection as an integrated function of law

enforcement and physical security.

2.0 Expectations for FPS Leaders

This Guide does not negate a supervisor’s role in leading, mentoring and coaching employees to fulfill

mission requirements and efficiently plan their careers. All FPS supervisors are required to adhere to FPS,

DHS, and OPM policy, directives, procedures, and guidelines regarding federal employment.

Leaders within FPS are empowered to coach and mentor subordinates to reach their professional

goals. This Guide will help to design a career plan (e.g., training, education, and skills) to fit individual

career aspirations using a number of resources and references. Leaders must assess individual capabilities

of employees:

1. Have a thorough understanding of the requirements, competencies and future of the protection

workforce;

2. Conduct an accurate assessment of an employee’s current level of capability;

3. Collaboratively assist employees with the creation of an IDP that defines achievable and

measurable immediate individual development goals which coincide with long-term goals;

4. Schedule quarterly reviews of the IDP to ensure the employee is aligning actions and behaviors

with intended outcomes; and

5. Use the IDP to assist yearly reviews and performance appraisals to ensure accountability.

A vital responsibility for Leaders is to develop and assist others with developing a valuable career.

Employee development is a shared responsibility among employees and leaders. Employees interested in

achieving a remarkable career must share in the costs of their own development by doing activities on their

own time, outside of work. When an employee has to make some meaningful investment, they meet

commitments and develop faster and more effectively. Sharing in the development creates buy-in and

commitment while driving individual accountability.

When Agencies and their leaders take responsibility for career development, they are more likely to

retain high-potential employees and discover skills within their Agency they never knew existed.

Supervisors need to provide employees room to grow, to develop their employees to understand and find

pathways to achieve their goals. As employees continually experience and achieve what they set out to

accomplish, the skill sets and capability of FPS will continue to grow exponentially. Leaders should

encourage and express appreciation for those employees who take responsibility of their own careers.

Leaders should be focusing development on critical activities to help ensure we achieve the most effective

career development program:

• Articulate the vision and shared values of FPS to establish a basis for career development. At

the senior leadership level, this should include a clear strategy for the staffing, structure and

systems that will be utilized to carry out the FPS vision.

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• Identify your most skilled and talented coaches and mentors, both formal and informal.

These are usually individuals who are already highly developed and have shown a talent for

developing others. They have a deep sense for learning, are servant leaders, and gain great

personal satisfaction in helping others reach their potential. These mentors must be able to break

down barriers and move along the development of others.

• Identify and set aside critical positions throughout the organization into which you can place

those who will benefit the agency and fulfill a career development need. Ensure that only high

potential employees occupy these important positions. Every area, district, branch or division has

critical positions where the action happens and decisions are made, and that require the most

expertise. This critical activity seems obvious; put the best people in the most important jobs, but

many organizations don’t take the time to structure their organization in a way to make this happen.

It requires fluidity, cooperation, and buy-in from all levels of leadership to share their talent.

• Continue an ongoing development program. This program includes encouraging supervisors to

lead in their own area, district, branch, or division and orienting senior leaders to the FPS

development process. Further, these efforts may include other activities like mentoring, working

group assignments, cross-region taskings, and formal training opportunities.

• Measure, recognize, and reward those who lead. To foster a development culture, advancement

and rewards must be evident to everyone to demonstrate those who value career development will

be promoted and rewarded.

• Use performance evaluations, informal discussions, formal counseling and other tools to

continuously let employees know where they stand. These activities create a high element of trust

in the process and increase transparency.

2.1 DHS Mission and Vision

As a member of the Department of Homeland Security our mission reads:

This mission includes preventing terrorism and enhancing security; managing our borders; administering

immigration laws; securing cyberspace; and ensuring disaster resilience.

The vision of homeland security is to ensure a homeland that is safe, secure, and resilient against terrorism

and other hazards. Three key concepts form the foundation of our national homeland security strategy to

achieve this vision: Security, Resilience, and Customs and Exchange.

With honor and integrity, we will safeguard the American

people, our homeland, and our values.

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2.2 The FPS Mission, Vision, and Purpose

Since its creation in 1971, FPS has been at the forefront of securing the homeland. As the challenges to

our nation have evolved over decades, so has the mission and scope of the agency. Today, with

responsibility for over 9,000 federal facilities and the safety of millions of federal workers and visitors, FPS

not only provides law enforcement protection of individual facilities and the people who work, visit, and

conduct business there, but also ensures the resilience of our government and the continuity of the

American way of life.

Figure 2: FPS Mission, Vision, and Purpose

The mission is simply stated yet requires an extremely dynamic and complex execution to ensure success;

prevent, protect, respond to and recover from acts of terrorism and other hazards threatening the U.S.

Government’s critical infrastructure and essential services.

The facilities that FPS protects represent a key node in our nation’s critical infrastructure. As the Sector

Specific Agency co-leading efforts for the Government Facilities Sector with the General Services

Administration (GSA), the agency integrates the concepts of risk management in all its decisions, from

assessments and countermeasures to resource allocation.

For those they protect, each other, and the Nation, FPS must to evolve the organization and establish a

workforce aligned to its mission while preparing for the future. FPS continues to build upon its successes

and needs everyone’s support to continue the momentum forward. FPS charges its employees with three

vitally important ideas to build tomorrow’s workforce in support of its mission:

• Trust each other and the organization while continually striving to improve your personal and

professional self.

• Be responsible and engaged with the development of yourself and others.

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• Continue to build powerful relationships and expand your network to enhance your personal

development and the collective development of the organization.

3.0 Building a Law Enforcement Workforce Centered on Protection

One of the critically-important characteristics of FPS is that FPS is the only federal agency totally dedicated

to a protection mission and with the blending of security and law enforcement skills that allow the agency to

own the protection of facilities from cradle-to-grave. This blending of skills into a core workforce is unique

and will help FPS rise to world-wide recognition as subject matter experts in protection of facilities and

those who work in or visit them.

Figure 3: FPS Capabilities, Impacts, and Effects

Armed with an understanding to synchronize protection efforts and with the future in mind, FPS employees

can best plan their careers by aligning their training, education and development needs to the concept of

protection. As employees and supervisors plan careers, it is essential to always keep the core FPS

responsibilities in mind whether aligning training and education, improving on competencies and natural

attributes or seeking external education. See Table 1.

FPS defines protection as the preservation of the effectiveness and survivability of United States facilities

related to all personnel, equipment, infrastructure, information, capabilities, functioning of government

services, and the continuity of the American way of life. FPS synchronizes, integrates, and organizes its

capabilities and resources to preserve federal facilities while mitigating the risk and inherent threats against

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them. Protection is a continual activity integrating law enforcement and physical security capabilities to

safeguard the homeland.

Table 1: Key FPS Responsibilities

Focus Area Responsibility

Law

Enforcement

Provide uniformed police response and investigative follow-up.

Conduct K9 explosive detection operations.

Security and

Law

Enforcement

Provide critical security services and logistical support at high-profile public events.

Coordinate vital emergency services and disaster response during and after natural disasters.

Engage federal facility tenants through crime prevention seminars, facility security surveys, intelligence

gathering operations and more.

Security

Conduct comprehensive security assessments of vulnerabilities at facilities.

Develop and implement security countermeasures based on the latest risk management tools and

technology.

Oversee the installation of alarm systems, x-ray and metal detection equipment, and entry control systems.

Monitor security countermeasure systems at federal facilities for proper performance and security breaches.

Perform hazardous materials preparedness and response operations.

Business

Contract for, and conduct, oversight of Protective Security Officers.

Engage with federal stakeholders to meet security needs and financial obligations.

The most vital concept to understand is law enforcement responsibilities directly impact and feed into

physical security duties, and vice versa. To be successful in FPS, an employee must understand and make

development efforts focused on improving within both domains. Relegating oneself to either a law

enforcement officer or a physical security professional will not maximize success. A protection professional

utilizes techniques found on both sides and recognizes the value each brings to the other. The mission

support personnel must understand not only the FPS mission set, but how to achieve levels of information

and development to best enhance the operational mission through excellence in mission support services.

The FPS workforce knows the important balance

required between law enforcement and physical

security elements of their protection duties.

Employees are encouraged to learn more about the

fundamental tenets of protection (principles, forms,

and tasks) so their career development aligns with

the strategic direction of FPS’ future.

An employee can utilize these concepts in everyday

activities and use Table 2 as a reference to further

develop skill sets.

Figure 4: Protection Professional

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Table 2: Protection Concepts

Principles of Protection Forms of Protection Tasks of Protection

• Comprehensive understanding of law

enforcement duties and physical

security applications

• Enduring overt and passive security

and policing operations

• Integration of law enforcement

activities with physical security risk

management operations

• Layered operations that provide

physical security overlap

• Redundant countermeasures and law

enforcement presence

• Active security and policing

• Deterrence through active overt

counter measure application

• Mitigation of risk

• Passive defense and observation

• Prevention via risk mitigation, law

enforcement operations and

tenant awareness

• Anti-Terrorism

• Contractor Oversight & Training

• Cyber Security

• HAZMAT Awareness

• Information Protection

• Law Enforcement

• Operational Security

• Physical Security

• Public Safety

• Stakeholder Education

• Threat Mitigation

3.1 The Workforce of the Future

Today’s FPS workforce has one of the most critical responsibilities in the nation: to protect the employees

and physical assets of the federal government while also preparing the leaders and protective services

force of tomorrow to meet an ever-changing set of complex challenges coming the nation’s way. An

essential component of this preparation of leaders and workforce is career planning and development and

a realistic understanding of the future.

As FPS continues to understand what the future has in store, the most important trends will be in law

enforcement and physical security and integration of various domains such as information security, cyber

security, and integrated systems security under a single protection umbrella. . This challenges the FPS

workforce to quickly and efficiently employ the best security and law enforcement practices within each

domain to achieve protection.

Employees at all levels should be considering the following major topics when developing the collective

workforce and associated individual development plans:

• Convergence of physical with cyber security

• Technical skills for protecting data and the physical space where it resides

• Biometric technology application to security

• Cloud and mobile based systems within federal facilities

• Society’s view of law enforcement

• Rapid technology proliferation and delay to federal agencies

• The integration of biotechnologies with society and its implication for threat actors

• Intelligence functions for physical security

• Shifting focus of expertise in business and contracting skills

• Increase of violent extremism and lone actors

• Behavior indicators associated with criminal or terrorist related acts.

Given the likely issues that FPS face in the future of security, it is essential to begin mapping necessary

competencies to ensure the workforce is focused on the appropriate developmental activities. These are

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the fundamental competencies protection professionals must attain and consistently demonstrate,

regardless of work environment, to meet the needs of tomorrow:

Enterprise risk management. There is a trend toward a holistic approach to enterprise risk management,

which breaks down silos between physical and technological security and provides comprehensive risk

management solutions. Examples include using technology such as video cameras and computerized entry

systems in conjunction with Protective Security Officers who protect physical buildings and property

perimeters.

Business and financial management. Security personnel need business acumen to successfully deploy

security strategies within agencies. Security professionals who speak the same language as agency

leadership can also contribute to succession planning and an overall risk management strategy that aligns

with agency goals.

Diverse leadership and communication. Security professionals must have strong interpersonal skills,

including leadership and team-building strengths, to successfully collaborate with diverse groups of

employees and engage them in best practices. Security team members are often charged with teaching

others how to maintain security systems and follow protocols, which requires strong communication and

presentations kills. Security personnel must demonstrate leadership abilities that will inspire confidence in

emergency situations as well as everyday operations. Well-honed external communication skills are also

essential because security professionals may be called upon to interact with other law enforcement and

public safety officials in crisis situations.

Anticipatory and strategic thinking. Identifying new and merging risks and effectively responding to them

are essential responsibilities. Security professionals must have the vision to create a comprehensive risk

management strategy to combat these imminent threats. Excellence in risk assessments means

understanding the components of any crisis situation, including the systems and property affected. Once a

risk is properly assessed, countermeasures must be determined, and mitigation must be planned. When an

event does occur, security professionals must assemble resources and implement action plans under

pressure and in volatile environments, while thinking clearly and being decisive.

STEM. With the convergence of physical and informational security, and with increasingly sophisticated

technology, security professionals need a strong background in STEM areas: sciences, technology,

engineering, and math. Security systems in a variety of settings often rely on biometrics, radio frequency

identification systems, satellite-based surveillance and tracking, and hybrid technology cards. Security

professionals must be able to work with these technologies and understand emerging IT security solutions

and systems integration processes.

Protection. One of the most vital competencies of the FPS workforce is the ability to protect and the

statutory authorities that establishes it. Protection concept is a blending of physical security and law

enforcement skills to affect the safety of federal facilities. In the past, many in the security profession failed

to integrate the two functions into one specific skill set. A person in the protection field should understand

the relationship between physical security and law enforcement to achieve a comprehensive perspective. A

successful protection professional will leverage both domains to accomplish his or her duties.

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4.0 How to Use the Guide

This FPS Career and Professional Development Guide is a combination of employee resources and

initiatives geared toward enhancing the career path of the workforce. It is an important piece of an

employee’s overall career development plan.

Each employee should consider the four major categories of career development in their plan to achieve a

successful career at FPS:

Figure 5: Categories of Career Development

• Job Requirements. Every position comes with its standard requirements that drive expectations

for performance. An employee who cares about success will take into account the various job

tasks, competencies, attributes and skills prescribed by the agency and the Office of Personnel

Management (OPM) at large. As employees create their IDP each year, the first place to look is at

the competencies and attributes for the correct GS level. An employee should question whether he

or she is meeting those requirements and/or what he or she needs to do to improve or make it to

the next level of standards.

• Institutional Training. FPS has robust offerings and standards for training. For example, an

Inspector must complete certain basic courses during his or her career. In addition, there are

optional courses available that an employee can attend to enhance their professional development.

Institutional training is only a part of a larger picture to enhance skill sets. Often the institutional

training only meets the basic levels of requirements for job related skills. A successful employee

knows that to be more successful, and hence more competitive throughout a career, it requires

augmenting institutional training with professional development.

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• Personal Development. Career development is a shared responsibility between an employee and

his or her Agency. An employee may ask “What should I be doing on my own to further develop my

career?” There are recommendations throughout the guide, which may include suggestions like

receiving a certification or getting a master’s degree, but it is up to the individual to determine what

will be most beneficial to his or her career. An employee should continually be honing his or her

skills and increasing knowledge.

• FPS Career Guide. The final piece of the FPS career development is this Guide. It contains

resources and aligns specific job requirements, institutional training standards, and

recommendations for professional development. Employees should use the guide as a resource

and reference it periodically as they plan their career.

This Guide provides the FPS workforce with specific insight, guidance, and information to advance and

foster a successful career within the organization. It is intended to be used as a reference and in

conjunction with FPS policy. It does not replace the vital role of leadership with helping employees craft

their careers. It is also important to note that this guide is not a sole source in developing a career,

conducting employee performance reviews, or as a checklist for determining success. This guide is

intended to be used as a resource for employees to help in creating, tracking, and guiding their individual

career paths. FPS employees are encouraged to take personal responsibility for their professional

development.

Figure 6 provides a simple process for considering professional development needs.

Figure 6: Career Development Process

1. Understand the requirements and expectations of your position. Use this Guide to learn about

what FPS values for the various positions and align your long-term development with your career

aspirations.

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2. Conduct a Self-Assessment. A good self-assessment that measures your abilities against the

established competencies and skills identified by their Agency. Evaluate how well you perform your

job at your given level and identify potential areas for improvement as well as identify areas to

improve to meet competencies of the next higher position you are striving for.

3. Use Formal and Informal Feedback from you supervisors and peers. Often those around us have

a better perspective on our development areas. Ask others how you are doing in particular

competencies. Talk to your peers about your leadership capabilities. These types of discussions

will help you build upon your self-assessment.

4. Identify Your Long-Term Goals. An employee who doesn’t know where they want to go will

inevitable achieve very little from their career. Consider what types of positions you would like to fill

in 10 years. Think about the type of leader you would like to be. The more clarity you have

concerning where you want to be will make it easier to plan a pathway to get there.

5. Create Your Individual Development Plan. Once you have identified your long-term career goals

and identified your development priorities, you should create an IDP. The importance of completing

an IDP cannot be overstated. The IDP is like a roadmap by which you set specific goals for learning

and job search activities. An IDP is an individually tailored action plan that links the skills and

knowledge areas identified in your long-term career path to the learning and developmental activities

you need to pursue to reach your goals.

6. Solicit Input and Advice from your Supervisor. Spend time with your supervisor reviewing your

IDP and how you intend to meet the objectives you set out to achieve. He or she will be a valuable

asset to assist you in getting to training, allowing flexibility to complete self-study, and can afford you

on-the-job learning opportunities. One of the most important and fulfilling roles of a leader is to help

others achieve their goals.

7. Conduct Quarterly Reviews. Conduct quarterly reviews of your IDP as a mechanism for driving

forward to accomplish goals. The employees who routinely achieve their goals do have quarterly

meetings with their supervisors to check progress and identify new tactics in succeeding in their

goals.

8. Manage Your Career. The responsibility of achieving successful career goals resides with the

employee. It is up to that person to manage their own career and routinely engage in the cyclical

nature of career planning and development. As soon as you meet a goal, determine what your next

objective is and seek to accomplish it.

IDP Self-Assessment and Development Worksheets

One of the most important steps in determining capabilities and interests is an assessment. Assessment is

a tool you can use to know your “work” self and make better career choices. You may have assessed your

skills, values, interests and abilities when you first entered the workforce. Assessment provides you the

opportunity to reevaluate, at this point in your career, how you can make the most of the time you devote to

work. This tool is intended for voluntary self-assessment purposes and will not be used by managers to

assess your annual performance. In addition, this tool is neither necessary nor sufficient to establish your

qualification for promotion.

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Self-assessment is a process that includes exploring who you are, where you are, what you want, where

you want to go and how you can get there. It encourages you to identify and explore your values,

personality, interests and skills. The more insight gained from self-assessment, the more informed and

focused your career decisions will be.

Some considerations for your self-assessment

Constructively link your competencies, knowledge, skills, abilities, interests, and values with the job or

developmental activity you are seeking:

 Describe what environment you learn best in;

 Describe the supervisory style you are most comfortable with;

 Identify your areas of strength and weakness;

 Explain your beliefs, attitudes and values that you bring to the job; and

 Identify your needs (What do you want from the job - security, advancement, money, challenge...).

Why is self-assessment important to my career?

Self-assessment will help you reassess where your strengths and interests lie and find out what your work

values and skill sets are right now. It will also help you in your competencies analysis and identify areas

you may want to focus on to develop. The worksheets in Attachment 2 will help you formulate some initial

thoughts about where you are currently in your career and where you want to go:

Worksheet 1 Identifying your Career Goals - As a first step, it can be helpful to identify where

you are in relation to where you may want to move in your professional path.

Worksheet 2 Identifying your Strengths and Development Opportunities - Now think about

your current competencies and development opportunities. You may not necessarily have a

strength and development opportunity in every competency area below; however, as you continue

to self-assess each year, you will find your areas of strengths and development opportunities will

change, so there is no need to identify or accomplish everything at once.

Worksheet 3 Aligning your Career Goals with the Agency’s Goals - Now you’ve developed a

clearer sense of yourself in terms of what you have to offer professionally, both now and in the

future. It’s now time to think about how this relates in your current role and what is needed to move

forward. It’s also important to consider where DHS or your sub-component is going so that you can

seek opportunities to grow and develop in your role now, and in the future.

This information can then be used to have your IDP discussion with your supervisor.

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Attachment 1: Self-Assessment and Development Worksheets

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Worksheet 1: Identifying your Career Goals

As a first step, it can be helpful to identify where you are in relation to where you may want to move in your

professional path. To gain a better understanding of where you are, answer the following questions:

1. Are you new in your role, or new to the organization? Yes No

2. Do you need to master essential competencies critical for your success? Yes No

3. Are you thinking about developing existing skills into significant strengths? Yes No

4. Are you thinking about preparing for a new role which may require different skills? Yes No

5. Are you experienced in your role, and looking to maintain full engagement and enthusiasm by taking on

additional challenges? Yes No

6. Are you experienced in your role, and looking to obtain competencies that are needed to meet

changing work demands? Yes No

7. Are you experienced in your role, and looking to mentor others? Yes No

Use the following questions to further analyze your values and career goals.

1. What gives me the greatest sense of satisfaction and reward?

_____________________________________________________________________________________

2. What do I care most about in my work?

_____________________________________________________________________________________

3. What do I want to do that I am not currently doing?

_____________________________________________________________________________________

4. How will these goals and motives help me deliver results in my current position?

_____________________________________________________________________________________

5. What work experiences do I need to help me develop in my career development?

_____________________________________________________________________________________

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_____________________________________________________________________________________

6. Where do my career goals and aspirations align most with the needs of DHS or FPS?

_____________________________________________________________________________________

7. What are the immediate needs of DHS or to FPS? What are the necessary competencies I need to

contribute to DHS or to FPS?

_____________________________________________________________________________________

8. What are the future needs of DHS or to FPS? What are the necessary competencies I need in order to

contribute?

_____________________________________________________________________________________

9. Do I see myself changing roles? If so, when, and what does that next role look like?

_____________________________________________________________________________________

10. How might my role change in the future? What skill sets do I need to be ready?

_____________________________________________________________________________________

FPS Directive 15.11.4.4 Att. A Page 20 of 50 Career and Professional Development Guide

Worksheet 2: Identifying your Strengths and Development Opportunities

Now think about your current competencies and development opportunities. You may not necessarily have

a strength and development opportunity in every competency area below; however, as you continue to self-

assess each year, you will find your areas of strengths and development opportunities will change, so there

is no need to identify or accomplish everything at once. List your strengths and areas for development for

the following competencies:

1. COMMUNICATION - Examples: Actively listens and attends to nonverbal cues when responding to

questions, ideas, and concerns of others; communicates in an influential or persuasive manner; writes in a

clear and concise manner; orally communicates in a clear and concise manner; tailors communication to

the audiences’ level of understanding; etc.

Strength

_____________________________________________________________________________________

Development opportunity

_____________________________________________________________________________________

2. CUSTOMER SERVICE – Examples: Communicates with customers to understand their needs; works

with customers to set expectations and keeps them informed of issues or problems; provides timely,

flexible, and responsive services to customers; etc.

Strength

_____________________________________________________________________________________

Development opportunity

_____________________________________________________________________________________

3. REPRESENTING the AGENCY – Examples: represents the agency and its interest in interactions with

external parties; ensures that interactions with and information provided to outside parties reflect positively

on the agency; enhances trust and credibility in the agency and its mission through effective professional

interactions with others outside the organization; deals professionally and tactfully with external parties in

difficult, tense, or emergency situations; etc.

Strength

FPS Directive 15.11.4.4 Att. A Page 21 of 50 Career and Professional Development Guide

_____________________________________________________________________________________

Development opportunity

_____________________________________________________________________________________

4. TEAMWORK and COOPERATION – Makes positive contributions to achieving team goals; develops

and maintains collaborative working relationships with others; builds effective partnerships that facilitate

working across boundaries, groups, or organizations; respects and values individual difference and

diversity by treating everyone fairly and professionally; works constructively with others to reach mutually

acceptable agreements to resolve conflicts; etc.

Strength

_____________________________________________________________________________________

Development opportunity

_____________________________________________________________________________________

5. TECHNICAL PROFICIENCY – Demonstrates and applies relevant knowledge and skills to perform work

in accordance with applicable guidelines; Acquires, develops, and maintains relevant and appropriate job

skills through training or other opportunities for learning and development; Stays up-to-date on

developments related to own work; Demonstrates an understanding of the organization’s mission,

functions, and systems; Makes sound, well-informed, and timely decisions or recommendations; Identifies

and utilizes innovative or creative methods and solutions to accomplish work, as appropriate; Maintains an

awareness of available resources and the process for acquiring resources; etc.

Strength

_____________________________________________________________________________________

Development opportunity

_____________________________________________________________________________________

FPS Directive 15.11.4.4 Att. A Page 22 of 50 Career and Professional Development Guide

6. ASSIGNING, DEMONSTRATING, and EVALUATING WORK (Supervisory positions only) – Sets and

communicates clear expectations for the work and behavior of others; Coordinates and monitors the work

of others; Evaluates the performance of others and follows up to ensure that performance is on track;

Recognizes and rewards employee contributions or performance; Addresses employee performance and

conduct problems in a timely and appropriate manner; Gives timely and constructive feedback to others;

Identifies developmental needs of others and ensures they receive needed developmental or training

opportunities; etc.

Strength

_____________________________________________________________________________________

Development opportunity

_____________________________________________________________________________________

7. LEADERSHIP (Supervisory positions only) – Sets and clearly communicates expectations for the work

and behavior of subordinates; Coordinates and monitors the work of subordinates; Evaluates the

performance of others and follows up to ensure that performance is on track; Recognizes and rewards

employee contributions or performance; Addresses employee performance and conduct problems in a

timely and appropriate manner; Gives timely and constructive feedback to others; Identifies developmental

needs of others and ensures they receive needed development or training; etc.

Strength

_____________________________________________________________________________________

Development opportunity

_____________________________________________________________________________________

FPS Directive 15.11.4.4 Att. A Page 23 of 50 Career and Professional Development Guide

Worksheet 3: Aligning Your Career Goals with the Agency’s Goals

Now you’ve developed a clearer sense of yourself in terms of what you have to offer professionally, both

now and in the future. It’s now time to think about how this relates in your current role and what is needed

to move forward. It’s also important to consider where DHS or FPS is going so that you can seek

opportunities to grow and develop in your role now, and in the future.

Answer the items below to identify what is currently going on around you and in FPS:

1. What will be important for me to perform at the maximum level in my current position?

_____________________________________________________________________________________

2. Where is FPS going and what do I need to do to grow with it?

_____________________________________________________________________________________

3. What future roles or positions are exciting to me?

_____________________________________________________________________________________

4. What competencies will be important to prepare for future roles?

_____________________________________________________________________________________

You’re now ready to plan!!

Use the information you’ve compiled to focus on two to three areas of importance and identify both short-

and long-term professional development goals. Look to see if there are any recurring themes that exist

throughout your worksheets.

Answer the below to use as an IDP discussion tool when you meet with your supervisor to finalize this

year’s IDP.

1. Where do I see myself in the future (my career development plan) in 3, 5, 10 years, and beyond?

_____________________________________________________________________________________

FPS Directive 15.11.4.4 Att. A Page 24 of 50 Career and Professional Development Guide

2. What do I see as my strengths and talents?

_____________________________________________________________________________________

3. What do I see as my areas that need improvement and what are my developmental opportunities?

_____________________________________________________________________________________

4. What do I see as a possible action plan for my development and growth?

_____________________________________________________________________________________

FPS Directive 15.11.4.4 Att. A Page 25 of 50 Career and Professional Development Guide

Attachment 2: Individual Development Plan

FPS Directive 15.11.4.4 Att. A Page 26 of 50 Career and Professional Development Guide

FPS

Individual Development Plan (IDP) Form

Name

Division

Position

Section I – CAREER GOALS

Short-Term Goals (1-2 years)

Long-Term Goals (2-5 years)

Section II – OBJECTIVES

Developmental Objectives

aligned with Core /

Technical Competencies

(choose 3)

Ways in which Objectives

will be achieved

(Developmental

Activities)

Timeline for achieving Objectives

Section III – FORMAL TRAINING

Type of training / program

Comments

Projected

Cost

Targeted

Completion

Actual

Completion

Employee’s Signature and

Date:

Supervisor’s Signature

and Date:

Note: This IDP is subject to change

depending on availability of funds,

courses, and candidate’s

requirements.

FPS Directive 15.11.4.4 Att. A Page 27 of 50 Career and Professional Development Guide

Attachment 3: Overview of DHS Academic Program Offerings

Academic programs cultivate creative homeland security strategic analysis and decision-making skills

through high-quality, fully-accredited graduate degree programs. Many academic programs offer DHS

employees the opportunity to earn a fully-funded degree; or to attend a professional development program

that offers graduate credits toward a degree. The following is a list of some program offerings:

Center for Homeland Defense and Security (CHDS)

• Two programs offered, twice a year

o CHDS Master’s degree program

o Executive Leaders Program

• M.A. Security Studies (Homeland Security and Defense)

o 18 months with 2-week in-residence each quarter

o Monterey, CA or Harpers Ferry, WV

o GS-12 through SES, and some exceptional GS-11

o Applications www.chds.us

o Requires component approval

o Requires continuing service agreement of 24 months

o Fully funded through a FEMA grant (travel, tuition, books, per-diem)

o Remain a full-time employee

• Executive Leaders Program

o 4 one-week sessions during a year

o Monterey, CA

o GS-15 and SES

o www.chds.us

o Requires Component Approval

o Requires a Continuing Service Agreement of 12 months

National Intelligence University

• Two programs offered

o Master of Science of Strategic Intelligence

o Master of Science of Technology Intelligence

• 10-month in residence at Bolling Air Force Base, Washington, D.C.

• Requirements

o GS-12 through SES, and some exceptional GS-11

o Two applications required (DHS and NIU)

o Must be a federal employee who has been with DHS for at least one year at the time of

application

o Applicant must have achieved a “Meets Expectations” or equivalent on their most recent

review, and must be in good standing

o TS/SCI

o Tuition and fees are funded through an arrangement between DHS and NIU

o Travel or moving costs, lodging, per diem, and other incidental expenses are the

responsibility of the applicant’s component

o Participants are required to sign a 30 month Continuing Service Agreement

o NIU has final selection

FPS Directive 15.11.4.4 Att. A Page 28 of 50 Career and Professional Development Guide

Department of Defense Senior Service Schools

• MOU with National Defense University

o National War College

o Dwight D. Eisenhower School for National Security and Resource Strategy

o College of International Security Affairs

• Invited to the following schools (no Memoranda of Understanding)

o Joint Forces Staff College

o Naval War College

o U.S. Air War College

o U.S. Army Command and General Staff College

o U.S. Army War College

o U.S. Marine Corps University

• Requirements

o GS-14 or above

o Minimum of a year within DHS

o Achieved “meets expectations” or equivalent

o Secret Clearance

o Must have earned a bachelor’s degree from an accredited institution

o Tuition and fees are funded through arrangement between DHS and the DoD

o Travel or moving costs, lodging, per diem, and other incidental expenses are the

responsibility of the applicant’s component

o Participants are required to sign a 30 month Continuing Service Agreement

o Selection is done through DHS Graduate Education Nomination Panel

Federal Bureau of Investigation National Academy (FBINA)

• Open to GS-13 to GS-15

• A professional development course to improve the administration of justice in police departments

and agencies and to raise law enforcement standards, knowledge, and cooperation worldwide

• Sessions of approximately 220 officers take undergraduate and/or graduate courses at the FBI

campus in Quantico, Virginia.

o Classes are offered in the following areas: law, behavioral science, forensic science,

understanding terrorism/terrorist mindsets, leadership, communication, and health/fitness

National Defense University

• Supports the joint warfighter by providing rigorous Joint Professional Military Education to develop

leaders who have the ability to operate and creatively think in an unpredictable and complex world

• Program for Emerging Leaders is sponsored and funded by the Department of Defense

o Degree: Certificate in Weapons of Mass Destruction (WMD) Studies

o Duration: Over the course of three years, PEL members must take part in a minimum of

three in-class day-long group exercises (Summer Immersion and two Winter Workshops)

with three post-exercise presentations. PEL members must accumulate a minimum of 90

contact hours in PEL activities. The 90 contact hours can be completed by attending the

Summer Immersion (40 hours), three Winter Workshops (48 hours), and at least one

seminar or site visit. PEL members must submit two written deliverables.

o Location: Washington, DC

FPS Directive 15.11.4.4 Att. A Page 29 of 50 Career and Professional Development Guide

o Eligibility: Early to mid-career federal employees at the GS-11 through GS-13 level

Department of Homeland Security Rotation Program

• Sponsored by the Office of the Chief Human Capital Officer, Workforce Development Strategy has

been established to allow employees to cultivate leadership qualities, while fulfilling critical mission

assignments:

o Must be a permanent full-time Federal employee;

o Must have one year of DHS employment and received at least a “Proficient” or “Achieved

Expectations” rating on his/her most recent performance evaluation unless part of a

student/development program; and

o Have no outstanding disciplinary actions or grievances pending against him/her.

Federal Acquisition Institute

• Certification Programs are:

o Certification in Contracting (FAC-C) Program

o Certification-Contracting Officer's Representatives (FAC-COR) Program

o Certification in Program and Project Managers (FAC-P/PM)

• Continuous Learning Opportunities in the following Teaching Schools

o Federal Acquisition Institute

o Defense Acquisition University

o Department of Homeland Security

o Treasury Acquisition Institute

o Health and Human Services

o Department of Energy

o Environmental Protection Agency

o General Services Administration

o Veterans Affairs

Emergency Management Institute

• To support the Department of Homeland Security and FEMA’s goals by improving the

competencies of the U.S. officials in Emergency Management

o Provides training to strengthen emergency management core competencies for

professional, career-long training.

o Directly supports the implementation of the National Incident Management System (NIMS),

the National Response Framework (NRF), the National Disaster Recovery Framework

(NDRF), and the National Preparedness Goal (NPG).

o Located at the National Emergency Training Center (NETC) in Emmitsburg, MD.

• Course Catalog

• Independent Study

Miscellaneous Offerings

• Understanding the Interagency: PT 331

o One-week course

o Hosted by Department of State

o Geared towards National Security Professionals

o GS-12 or GS-13 with fewer than 10 years of experience

FPS Directive 15.11.4.4 Att. A Page 30 of 50 Career and Professional Development Guide

• National Security Execute Leadership Seminar

o 5 Modules and Capstone over a 6-month period

o Hosted by Department of State

o Geared towards National Security Professionals

o Rising leaders at the GS-15 level

• Army Senior Leader Seminar

o One-week course

o Hosted by U.S. Army War College, Carlisle, PA

o Funded by U.S. Army War College

o GS-15 or equivalent working at the National level

o Lives in the NCR

o Secret Clearance

• HR University Course Catalog

Definition of “Exceptional GS” according to DHS Academic Programs Office

• Has demonstrated the ability to supervise or lead a team (such as assigning and monitoring work;

maintaining workflow);

• Is responsible for strategic and operational planning;

• Has the ability to prepare reports, correspondence, and other communications materials;

• Has demonstrated the ability to work effectively under time constraints and in stressful situations;

and

• Has the ability to communicate well, both written and orally.

FPS Directive 15.11.4.4 Att. A Page 31 of 50 Career and Professional Development Guide

Attachment 4: Competency Catalog

Foundational attributes and competencies are important for employees at all levels and disciplines. When

working to advance your career, use these as a guide for where you could develop and improve. When

focusing on your specific job or function, use your IDP as a guide toward which competencies would be of

greatest benefit in your situation. Protection Professional functional competencies detail specific areas of

expertise you need to perform your Protection Professional responsibilities. This Guide also recognizes

your need for depth and breadth across each Protection Professional competency depending on your level.

FPS Foundational Attributes Definitions

Independent

Not influenced or controlled by others in matters of opinion or conduct; is able to act in

accordance with policy and regulations without interference.

Courageous

Possesses the ability to enter willingly into threatening situations for the welfare and

betterment of others.

Transparent

Willingly makes information accessible to teammates and organization.

Confident

Shows assurance and self-reliance in the performance of their duties.

Curious

Eagerly seeks information, solutions, or the experience of learning to better

themselves or others.

Inquisitive

Driven to research, ask questions, and seek knowledge.

Detailed Oriented

Able to discern information and organize complex topics into logical understanding.

Critical Thought

Actively and skillfully conceptualize, analyze, and synthesize information.

Objective

Possesses the ability to view situations without being influence by others or bias.

Focused

Adept at prevailing in the midst of chaos or complex situations.

Business Savvy

Demonstrates perception, comprehension, intelligence in practical manners.

Customer Focused

Driven by the needs and expectations of the people they serve.

Passionate

Shows genuine care and feelings toward their work.

Engaged

Committed and focused on their work, needs of the organization, and connects

information to larger strategic picture.

Committed

Dedication and loyalty to their role within FPS.

Sound Judgment

The capacity to assess situations or circumstances shrewdly and draw sound

conclusions.

Maturity

The quality of placing Agency needs above individual.

Action Oriented

Willingness to drive solutions to deal with given situations.

Knowledgeable

Well informed and understands the technical complexity of their role.

Corporate Minded

Thinks, behaves, and makes decisions with larger enterprise welfare in mind.

Collaborative

Actively seeks the opportunity to share information with others.

Selfless

Cares more about the needs and desires of others than their own.

Drives Results

Encourages others to perform effectively and meet objectives.

Selflessness & Humility

Places the needs of others in front of their own while recognizing fault and true ability.

Corporate vs. Parochial

Thinking

Engages in action and thinking aligned with long-term enterprise strategy rather than

having a narrow outlook or focused on individual department.

Challenges the Process

& Drives Results

Encourages others to perform effectively and meet objectives while fostering a culture

that active seeks to find better ways of execution.

Strategic Thinking

Applies innovative, long-term perspective to planning and decision making.

Enterprise Management

Supports continuity of management functions and resourcing to ensure the necessary

functions of the Agency are met.

Inspires Shared Vision

Passionately aligns Agency employees to envision a better future and excite others to

act in a manner to achieve the future end state

FPS Directive 15.11.4.4 Att. A Page 32 of 50 Career and Professional Development Guide

Common Workplace Competencies

Accountability

Holds self and others accountable for measurable high-quality, timely and cost-

effective results: determines objectives, sets priorities and delegates work; accepts

responsibility for mistakes; complies with established control systems and rules.

Administration and

Management

Applies business and management principles involved in strategic planning, resource

allocation, and coordination of resources in support of organizational operations.

Administrative

Procedures and Tasks

Performs administrative responsibilities following guidelines and procedures;

provides guidance to others; coordinates services, researches problems and

recommends changes.

Attention to Detail

Is thorough and precise when accomplishing a task with concern for all aspects of

the job involved’ double-checks the accuracy of information and work products to

provide consistently accurate and high-quality work.

Coaching and Mentoring

Provides clear, behaviorally-specific performance feedback; makes suggestions for

improvement in a manner that builds confidence and preserves self-esteem; works

with individuals to develop improvement plans and achieve performance goals.

Conflict Management

Encourages creative tension and differences of opinions; anticipates and takes steps

to prevent counter-productive confrontations; manages and resolves conflicts and

disagreements in a constructive manner.

Conscientiousness

Demonstrates responsible and dependable behavior; takes responsibility for

personal performance through a high level of effort and commitment.

Continual Learning

Assesses and recognizes own strengths and weaknesses; pursues self-

development.

Contract Management

Applies knowledge of various types of contracts, techniques for contracting or

procurement, and contract administration.

Creativity and Innovation

Develops new insights into situations; questions conventional approaches;

encourages new ideas and innovations; designs and implements new or cutting-

edge programs/processes.

Critical Thinking

Analyzes and evaluates information gathered by observation, experience, reflection,

reasoning, or communication to draw conclusions and acts on them; processes and

generates information to guide behavior; assess surroundings and identifies potential

risks.

Customer Service

Anticipates and meets the needs of both internal and external customers. Delivers

high-quality products and services; is committed to continuous improvement.

Works with customers to assess their needs, provide information or assistance,

resolve their problems, or satisfy their expectations; knows about available products

and services; is committed to providing quality products and services.

Decisiveness (Decision

Making)

Makes well-informed, effective and timely decisions, even when data are limited or

solutions produce unpleasant consequences; perceives the impact and implications

of decisions.

Developing Others

Develops the ability of others to perform and contribute to the organization by

providing ongoing feedback and by providing developmental opportunities to learn

through formal and informal methods.

Diversity Awareness

Recognizes variations among cultures and treats all people with respect; establishes

and maintains working relationships with people from different backgrounds;

demonstrates sensitivity to differences and treating others fairly; values and

encourages varied perspectives, unique skills, and talents.

Entrepreneurship

Positions the organization for future success by identifying opportunities; builds the

organization by developing or improving products or services; takes calculated risks

to accomplish organizational objectives.

FPS Directive 15.11.4.4 Att. A Page 33 of 50 Career and Professional Development Guide

Common Workplace Competencies

External Awareness

Understands and keeps up-to-date on local, national, and international policies and

trends that affect the organization and shape stakeholders’ views; is aware of the

Agency’s impact on the external environment.

Flexibility

Is open to change and new information; rapidly adapts to new information, changing

conditions or unexpected obstacles.

Incident Management

Applies skills used to address situations that threaten the integrity of operations

and/or the safety and security of people and significant assets.

Influencing/Negotiating

Persuades others; builds consensus through give and take; gains cooperation from

others to obtain information and accomplish goals.

Information Analysis

Applies knowledge of research and analysis methods and techniques to analyze,

evaluate, and interpret the significance and validity of data, distribute the data

accordingly, provide storage and maintenance, if required.

Integrity/Honesty

Behaves in an honest, fair and ethical manner; shows consistency in words and

actions; models high standards of ethics.

Interpersonal Skills

Treats others with courtesy, sensitivity, and respect; considers and responds

appropriately to the needs and feelings of different people in different situations.

Shows understanding, friendliness, courtesy, tact, empathy, concern, and politeness

to others; develops and maintains effective relationships with others; may include

effectively dealing with individuals who are difficult, hostile, or distressed; relates well

to people from varied backgrounds and different situations; is sensitive to cultural

diversity, race, gender, disabilities, and other individual differences.

Leadership

Inspires, influences, and guides others toward goal accomplishments; coaches,

mentors, and encourages others to maximize potential; adjusts leadership styles to

support a diverse workforce; models high standards of honesty, integrity, trust,

openness, and respect for individuals by applying these values to daily behaviors.

Leveraging Diversity

Fosters an inclusive workplace where diversity and individual differences are valued

and leverage to achieve the vision and mission of the organization.

Managing/Organizing

Information

Gathers and systematically maintains data; determines its importance, accuracy, and

effectiveness; and presents it by using in a variety of methods to meet a specific

need.

Multitasking

Manages a high volume of work by balancing competing deadlines and priorities

effectively amongst a variety of diverse tasks.

Oral Communication

Makes clear and convincing oral presentations; listens effectively; clarifies

information as needed. Expresses information to individuals or groups effectively,

taking into account the audience and nature of the information; makes clear and

convincing oral presentations; listens to others, attends to nonverbal cues, and

responses appropriately.

Organizational Awareness

Demonstrates commitment to the Agency’s mission, functions, policies, and

procedures, and interfaces with other stakeholders to operate effectively. Knows the

FPS mission and functions, and how its social, political, and technological systems

work and operates effectively within them; includes FPS programs, policies,

procedures, rules, and regulations of the .

Partnering

Develops networks and builds alliances; collaborates across boundaries to build

strategic relationships and achieve common goals.

Planning and Evaluating

Determines objectives and strategies to meet goals; organizes work, sets priorities,

and determines resource requirements; anticipates opportunities and assesses

potential threats to project/program completion; monitors and evaluates the progress

and outcomes of projects/programs.

FPS Directive 15.11.4.4 Att. A Page 34 of 50 Career and Professional Development Guide

Common Workplace Competencies

Political Savvy

Identifies the internal and external politics that impact the work of the Agency; sees

organizational and political reality and acts accordingly.

Problem Solving

Identifies and analyzes problems; weighs relevance and accuracy of information;

generates and evaluates alternative solutions; makes recommendations.

Program Management

Directs and facilitates the resources, planning, organization, monitoring and

completion of all aspects of an ongoing program to achieve established objectives

within agree upon time, cost, and performance criteria.

Project Management

Directs and facilitates the planning, organization, monitoring and completion of a

defined project to achieve established objectives within agreed upon time, cost, and

performance criteria.

Public Service Motivation

Shows a commitment to serve the public; ensures that actions meet public needs;

aligns organizational objectives and practices with public interests.

Reading

Understands and interprets written material, including technical material, rules,

regulations, instructions, reports, charts, graphs, or tables; applies what is learned

from written material to specific situations.

Self-Management

Sets well-defined and realistic personal goals; displays a high level of initiative, effort,

and commitment towards completing assignments in a timely manner; works with

minimal supervision; is motivated to achieve; demonstrates responsible behavior.

Situational Awareness

Recognizes that the environment is both complex and constantly changing;

maintains engagement with team and environment while performing individual

duties.

Strategic Thinking

Formulates objectives and priorities and implements plans consistent with the long-

term business and competitive interests of the Agency in a global environment;

capitalizes on opportunities and manages risks.

Team Building

Inspires and fosters team commitment, spirit, pride and trust; facilitates cooperation

and motivates team members to accomplish group goals.

Teamwork

Works co-operatively with others to achieve shared goals; openly shares information,

knowledge, and expertise with the team; puts team goals ahead of

individual/personal goals.

Time Management

Concentrates efforts on the most important priorities; makes effective decisions

within specified timeframes and takes appropriate action; allocates time effectively to

reach goals.

Vision

Takes a long-term view and builds a shared vision with others; acts as catalyst for

organizational change; influences others to translate vision into action.

Written Communication

Writes in a clear, organized, and convincing manner for the intended audience.

Recognizes or uses correct English grammar, punctuation, and spelling;

communications information in a succinct and organized manner; produces written

information, which may include technical material that is appropriate for the intended

audience.

Application of Standard

Operating Procedures

Retains and implements knowledge of all applicable Standardized Operating

Procedures related to current positions.

Data Analysis

Collects information to determine the validity and application of various types of data;

applies different strategies for acquiring data; analyzes information and makes

responsible inferences or draws well-supported conclusions.

Financial Management

Understands the Agency’s financial processes; prepares, justifies, and administers

the program budget; oversees procurement and contracting to achieve desired

results; monitors expenditures and uses cost-benefit thinking to set priorities.

Government

Administrative Systems

Determines compliance with government policies and procedures; and cooperates

with inspections and audits.

FPS Directive 15.11.4.4 Att. A Page 35 of 50 Career and Professional Development Guide

Common Workplace Competencies

Human Capital

Management

Builds and manages workforce based on Agency goals, budget considerations and

staffing needs; ensures employees are appropriately recruited, selected, appraised

and rewarded; takes action to address performance problems; manages a multi-

sector workforce and a variety of work situations.

Investigative Skills

Recognizes, collects and presents evidence that reconstructs events, sequences,

and time elements; and establishes relationships, responsibilities, legal liabilities, and

conflicts of interest, in a manner that meets requirements for presentation.

Law Enforcement

Proficiency

Applies administrative and criminal investigative techniques and procedures;

demonstrates knowledge of criminal statutes, rules of evidence, precedent court

decisions, legal aspects of investigations, interviewing techniques and examination

of evidentiary documents or material and the functions and jurisdictions of other

Federal, State, and local law enforcement agencies.

Occupational Safety and

Health Policies and

Procedures

Applies knowledge of occupational safety and health protocols and requirements

such as lifting techniques, blood borne pathogens, and safety hazard identification.

Operations Management

Directs all aspects of a program to ensure that work progresses toward achieving

goals and objectives; assesses short and long term resource requirements and

advises leadership on ways to address these requirements; evaluates overall

program effectiveness and adjusts strategies to ensure performance standards are

met.

Program Evaluation

Applies knowledge of quantitative/qualitative evaluation methods and techniques,

including metrics and fact-finding to conduct studies and analyses of organizational

effectiveness, efficiency, and productivity.

Requirements

Management/Metrics

Monitors contract performance, takes any necessary action, and applies remedies to

protect the rights of the Government. Uses metrics to evaluate performance of

processes, workflow requirements, and outputs against goals.

Resilience

Deals effectively with pressure; remains optimistic and persistent, even under

adversity; recovers quickly from setbacks.

Respecting Privacy and

Preserving Freedoms

Ensures systems, processes and practices are effectively established and

implemented to respect and protect the privacy of individuals affected by FPS

activities.

Risk Management

Demonstrated ability to access, critically analyze, evaluate, and apply risk

information to the decision making process in support of organizational goals and

objectives.

Security Components/

Programs in DHS and

Other Organizations

Applies knowledge of security programs and activities in other components of DHS

and other government agencies the impact, are impacted by, or otherwise related to

FPS operations and programs.

Security Directives and

Regulations

Applies knowledge of FPS security policies, directives, and regulations, including on-

going regulations and new directives, as well as understanding of how to implement

the policies, directives and regulations of operations.

Security Equipment

Proficiency

Operation of security equipment.

Technical Credibility

Understands and appropriately applies principles, procedures, requirements,

regulations and policies related to specialized expertise.

Technology Application

Uses a variety of electronic products and equipment, such as computers, wireless

devices, and two-way radios; uses job specific software systems and databases to

communicate and analyze information in the appropriate format.

FPS Directive 15.11.4.4 Att. A Page 36 of 50 Career and Professional Development Guide

Common Workplace Competencies

Technology Management

Keeps up-to-date on technological developments, makes effective and accurate use

of technology to achieve results; ensures personnel access to and security of

technology systems.

Training Development

Applies learning theories, methods and principles of adult education to one or more

the five phases of the Instructional System Design process to create and/or review

training programs.

Training Instruction

Delivers or facilitates training use a combination of training delivery techniques and

technical subject matter expertise; applies adult learning methodology to implement

educational techniques which best compliment the curriculum and the audience.

Visual Observation

Notices details and pays attention to instructions, demonstrations, and other

activities; takes in and recalls incoming visual sensory information and uses it to

make predictions, comparisons, and/or evaluations; recognizes differences or

similarities, or sense challenges in circumstances of event; discerns between

relevant visual cues or information and irrelevant or distracting information; visually

inspects persons, property, or requirements.

Building Coalitions

This core qualification involves the ability to build coalitions internally and with other

Federal agencies, State and local governments, nonprofit and private sector

organizations, foreign governments, or international organizations to achieve

common goals.

Business Acumen

This core qualification involves the ability to manage human, financial, and

information resources strategically.

Leading Change

This core qualification involves the ability to bring about strategic change, both within

and outside the organization, to meet organizational goals; inherent to this is the

ability to establish an organizational vision and to implement it in a continuously

changing environment.

Leading People

This core qualification involves the ability to lead people toward meeting the

Agency’s vision, mission, and goals. Inherent to this is the ability to provide an

inclusive workplace that fosters the development of others, facilitates cooperation

and teamwork, and supports constructive resolution of conflicts.

Results Driven

This core qualification involves the ability to meet Agency goals and customer

expectations. Inherent to this is the ability to make decisions that produce high-

quality results by applying technical knowledge, analyzing problems, and calculating

risks.

Common Leadership Competencies

Business Perspective

Understands the perspectives of different functional areas in the Agency; has a firm

grasp of external conditions affecting FPS.

Strategic Planning

Develops long-term objectives and strategies; translates vision into realistic business

strategies.

Organizational Decision

making

Makes timely decisions; readily understand complex issues; develops solutions that

effectively address problems.

Managers Conflicting

Perspectives

Recognizes that every decision has conflicting interests and consequences and

balances short-term pay-offs with long-term improvement.

Acting Systemically

Understands the political nature of the organization and works appropriately within it;

effectively establishes collaborative relationships and alliances throughout the

organization.

Influences Across the

Organization

Good at inspiring and promoting vision; able to persuade and motivate others; skilled

at influencing superiors; delegates effectively.

FPS Directive 15.11.4.4 Att. A Page 37 of 50 Career and Professional Development Guide

Common Leadership Competencies

Builds Collaborative

Relationships

Builds productive working relationships with co-workers and external parties.

Promotes organizational

Transition

Supports strategies that facilitate organizational change initiatives and position the

business for the future.

Adapts to New Conditions

Can adapt to changing business conditions and is open to new ideas and new

methods.

Initiates Organizational

Innovation

Visionary; seizes new opportunities and consistently generates new ideas;

introduces and creates needed change even in the face of oppositions.

Demonstrates Vision

Understands, communicates, and stays focused on the Agency’s vision.

ASIS Catalog of Security Competencies

Aligning Organizational

Objectives

Identifies and implements security-related goals that align with overall corporate goals

and comply with regulatory standards.

Anticipatory Thinking

Proactively seeks to identify potential security industry risks and develops and

implements strategic plans to address long- and short-term goals to ensure

organizational preparedness to mitigate and respond to risks.

Balancing Priorities

Takes actions that demonstrate appropriate balance between security needs and the

rights of individuals.

Business and Financial

Literacy

Exhibits sufficient business, financial, and legal understanding to speak the language of

company executives, make the case for the ROI of the security function, develop

meaningful security related business recommendations, and successfully deploy

security strategies that align with corporate goals.

Collaboration

Accomplishes security-related work activities and goals by effectively working with a

diverse group in a team environment and engaging in best practices.

Critical thinking

Gathers and analyzes data, using logic and reasoning, to make sound short- and long-

term security-related business decisions.

Decision Making

Makes sound, fact-based, and timely security-related decisions, even when under

pressure, that reflect the long- and short-term security interests of the organization.

Enterprise Risk

Assessment

Proactively uses knowledge of risk assessment theories and crisis indicators to

effectively recognize crisis situations or potential disasters.

Enterprise Risk

Management

Takes a holistic approach to risk management, working to break down silos between

physical and technological security and provide comprehensive risk management

solutions.

Global Awareness

Understand global security issues and how the organization will compete to successfully

achieve security-related business objectives worldwide.

International and

Multicultural

Competence

Seeks understanding of perspectives, traditions, values, and practices of culturally

diverse individuals and applies understanding to perform security-related tasks

effectively.

Maximizing

Performance of Others

Supports, encourages, and helps other security professionals achieve their full potential,

coaching and providing effective learning resources and experiences to help them

maintain security systems and follow protocols.

Message Development

Develops and delivers appropriate messages that need to be communicated to

stakeholders (e.g., to media, law enforcement, public safety officials), especially in

emergency situations.

Multicultural Versatility

Adapts own behavior to demonstrate proper and culturally appropriate behavior when

dealing with others from different cultures and countries on security-related issues.

Oral Communication

Expresses thoughts verbally in a clear, succinct, logical, and organized manner.

FPS Directive 15.11.4.4 Att. A Page 38 of 50 Career and Professional Development Guide

ASIS Catalog of Security Competencies

Organizational

Compliance

Develops, follows, and enforces standards security operating procedures

crisis/emergency protocols (e.g., using direction, control, and warning).

Persuasive

Influencing

Uses compelling communication to persuade others (e.g., organizational executives) to

listed and commit to, and act on, security-related issues.

Public Speaking

Delivers polished and persuasive presentations, confidently and credibly, when

addressing diverse groups of people within and outside the organization.

Security Related

Literacy

Stays abreast of security industry trends and best practices and maintains access to

current industry data to inform organizational decision-making and operations.

Self-Regulation

Remains in control and calm when under pressure to identify resources and lead others

when responding to and receiving from emergency situations.

Succession Planning

Anticipates long-range security staffing needs and develops the internal talent necessary

to support the organization’s strategy.

Technological

Excellence

Proactively seeks to maintain and expand hard science, technology, engineering, and

math knowledge needed to perform tasks involving security-related technologies (e.g.,

biometrics, radio frequency identification systems, satellite-based surveillance and

tracing systems, hybrid technology cards) and understand emerging IT security solutions

and systems integration processes.

FPS Directive 15.11.4.4 Att. A Page 39 of 50 Career and Professional Development Guide

Attachment 5: Reading List for Protection Professionals

This reading list was compiled by informal discussions with senior leaders as well as from interviews

conducted with the field during this Guide’s development. The list is separated into two categories:

protection professional expertise and general professional development. Books were selected with a variety

of goals, to improve supervisory skills, to provide insight into innovation and personal effectiveness and

improving knowledge, skills, and abilities in your specific line of work.

Protection Professional Expertise

• Entry Level

– Khairallah, Michael. The Design and Implementation of Electronic Security Systems.

– FPS National Training Academy Physical Security Systems Handbook.

– Patterson, David G. Implementing Physical Protection Systems: A Practical Guide. ASIS

(American Society for Industrial Security) International.

– Fennelly, Lawrence. J. Effective Physical Security. Butterworth-Heinemann

– Knoke, Michael E., and Mary Lynn Garcia. Protection of Assets: Physical Security. ASIS

(American Society for Industrial Security) International.

– Smith, Clifton L., and David J. Brooks. Security Science: The Theory and Practice of Security.

Butterworth-Heinemann.

– Ellis, Lee, Richard D. Hartley, and Anthony Walsh. Research Methods in Criminal Justice and

Criminology. Rowman & Littlefield.

– Baker, Paul. R. PhD., and Daniel J. Benny, PhD. The Complete Guide to Physical Security.

CRC Press.

– Fischer, Robert J., Edward P. Halibozek, and David C. Walters. Introduction to Security.

Butterworth-Heinemann

– Bullock, Jane A., George D. Haddow, and Damon P. Coppola. Introduction to Homeland

Security. Butterworth-Heinemann

– Garcia, Mary Lynn. Vulnerability Assessment of Physical Protection Systems. Butterworth-

Heinemann

– Curtis, George E., and Bruce R. McBride. Proactive Security Administration. Pearson Prentice

Hall

– Kozlow, Christopher, and John P. Sullivan. Jane’s Facility Security Handbook. Jane’s

Information Group.

– Philpott, Don, and Shuka Einstein. The Integrated Physical Security Handbook II. Government

Training.

– Fray, John J. Encyclopedia of Security Management. Butterworth-Heinemann

• Journeyman

– Crowe, Timothy D. revised by, Lawrence J. Fennelly. Crime Prevention Through

Environmental Design. Butterworth-Heinemann

– Perdikaris, John. Physical Security and Environmental Protection. CRC Press

FPS Directive 15.11.4.4 Att. A Page 40 of 50 Career and Professional Development Guide

– Bracken, Paul, Ian Bremmer, and David Gordon. Managing Strategic Supervise: Lessons from

Risk Management and Risk. Cambridge University Press

– Atlas, Randall. I. 21st Century Security and CPTED: Designing for Critical Infrastructure

Protection and Crime Prevention. CRC Press.

– Broder, James F., and Gene Tucker. Risk Analysis and Security Survey. Butterworth-

Heinemann

– Morton, John Fass. Next-Generation Homeland Security Network Federalism and the Course

of National Preparedness. Naval Institute Press

• Advanced

– Smith, Mark S. A. Security in the Boardroom: The Impact of Physical and Network Security on

Corporations and What Executives Need. Outsource Channel Executives.

– Hopper, Leonard J., Droge Hopper, and J. Marth. Security and Site Design: A Landscape

Architectural Approach to Analysis, Assessment and Design Implementation. University of

Michigan

– Vellani, Karim. Strategic Security Management: A Risk Assessment Guide for Decision

Makers. CRC Press.

– Office of Homeland Security, US National Security Strategy. Department of Homeland Security

– National Response Framework. Department of Homeland Security.

– National Preparedness Guidelines. Department of Homeland Security.

General Professional Development

• Communication

– Dale, Carnegie. How to Win Friends and Influence People. Simon and Schuster.

– Grenny, Joseph, and Kerry Patterson. Crucial Conversations: Tools for Talking When Stakes

Are High. Second Ed. McGraw-Hill Companies.

– Patton, Bruce, and Douglas Stone. Difficult Conversations: How to Discuss What Matters Most.

Penguin Group.

– Appleman, Jack E. 10 Steps to Successful Business Writing. ASTD (American Society for

Training and Development).

– Morel, Mary. emails@work: How to write effective business emails. Kindle Ed.

– Harvard Business Review. Harvard Business Review on Communicating Effectively. Harvard

Business School Publishing Corporation.

• Interpersonal Effectiveness

– Dale, Carnegie. How to Win Friends and Influence People. Simon and Schuster.

– Cialdini, Robert B. Influence: The Psychology of Persuasion. Revised Ed.

– Covey, Stephen R. The 8th Habit: From Effectiveness to Greatness. Free Press.

• Critical Thinking

– Gilovich, Thomas. How We Know What Isn’t So: The Fallibility of Human Reason in Everyday

Life. Free Press.

FPS Directive 15.11.4.4 Att. A Page 41 of 50 Career and Professional Development Guide

– Paul, Richard. Critical Thinking: Tools for Taking Charge of Your Professional and Personal

Life. Second ed. (Kindle). Pearson Education.

– Browne, Neil M., and Stuart M. Keeley. Asking the Right Questions. Eleventh ed. Longman.

• Organizational Stewardship

– Connors, Roger, Craig Hickman, and Tom Smith. The OZ Principal: Getting Results Through

Individual and Organizational Accountability. Kindle ed. Portfolio.

– Connors, Roger, and Tom Smith. How Did That Happen? Holding People Accountable for

Results the Positive, Principled Way. Portfolio.

– Grenny, Joseph, Kerry Patterson, et al. Crucial Accountability: Tools for Resolving Violated

Expectations, Broken Commitments, and Bad Behavior. Second ed. McGraw-Hill.

– Cloud, Henry. Integrity: The Courage to Meet the Demands of Reality. Harper Business.

• Customer Focus

– Gitomer, Jeffrey. Customer Satisfaction is Worthless Customer Loyalty is Priceless: How to

make customers love you, keep them coming back, and tell everyone they know. Kindle Ed.

– Hyken, Shep. The Amazement Revolution: Seven Customer Service Strategies to Create an

Amazing Customer (and Employee) Experience. Kindle ed. Greenleaf Book Group.

– Bacal, Robert. Defusing Hostile Customers Workbook: A Self-Instructional Workbook for Public

Sector Employees. Third ed. CreateSpace Independent Publishing Platform.

• Personal Mastery

– Rath, Tom. Strengths Finder 2.0. First ed. Gallup Press.

– Martin, Roger L. Opposable Mind: Winning Through Integrative Thinking. Harvard Business

Review Press.

– Gladwell, Malcolm. The Tipping Point: How Little Things Can Make a Big Difference. Back Bay

Books.

– Goleman, Daniel. Emotional Intelligence. 10th Anniversary ed. (Kindle). Bantam.

– Hill, Napolean. Think and Grow Rich. Free PDF.

• Leading Change

– Goldsmith, Marshall, and Mark Reiter. What Got You Here Won't Get You There: How

Successful People Become Even More Successful. New York, NY: Hyperion, 2007.

– Cialdini, Robert B. Influence: The Psychology of Persuasion. Rev. Ed.; 1st Collins Business

Essentials Ed. New York: Collins, 2007.

– Reynolds, Garr. Presentation Zen Simple Ideas on Presentation Design and Delivery. 2nd ed.

Berkeley, CA: New Riders, 2012.

• Global Perspective

– Friedman, Stewart D. Total Leadership: Be a Better Leader, Have a Richer Life. Boston, MA:

Harvard Business Press, 2008.

– Medina, John. Brain Rules: 12 Principles for Surviving and Thriving at Work, Home, and

School. Seattle, WA: Pear Press, 2008.

– Lencioni, Patrick. The Five Dysfunctions of a Team: A Leadership Fable. Hoboken, NJ: Wiley.

• Results Driven

FPS Directive 15.11.4.4 Att. A Page 42 of 50 Career and Professional Development Guide

– Bradt, George B. and Jayme A. Check. The New Leader's 100-day Action Plan How to Take

Charge, Build Your Team, and Get Immediate Results. Third Edition. Hoboken, NJ: John Wiley

& Sons, 2011.

– Loehr, Jim, and Tony Schwartz. The Power of Full Management: Managing Energy, Not Time,

Is the Key to High Performance and Personal Renewal.

– Keller, Gary, and Jay Papasan. The One Thing: The Surprisingly Simple Truth behind

Extraordinary Results. Austin, TX: Bard Press, 2012.

– Kendrick, Tom. Results without Authority Controlling a Project When the Team Doesn't Report

to You. New York: AMACOM, 2006.

• Business Acumen

– Wagner, Rodd, and James K. Harter. 12: The Elements of Great Managing. New York, NY:

Gallup Press, 2006.

– Adler, Lou. Hire with Your Head: Using Performance-based Hiring to Build Great Teams. 3rd

ed. Hoboken, NJ: John Wiley & Sons, 2007.

– Klein, Gary A. Sources of Power How People Make Decisions. 2nd MIT Press Pbk. ed.

Cambridge, MA: MIT Press, 1999.

• Leading People

– Patterson, Kerry. Crucial Conversations: Tools for Talking When Stakes Are High. New York:

McGraw-Hill, 2002.

– Andersen, Erika. Growing Great Employees: Turning Ordinary People into Extraordinary

Performers. New York: Portfolio, 2006.

• Building Coalitions

– McKeown, Leavitt. Finding Allies, Building Alliances: 8 Elements that Bring and Keep People

Together.

FPS Directive 15.11.4.4 Att. A Page 43 of 50 Career and Professional Development Guide

Attachment 6: Critical and Mission Essential Task List

All employees should be aware of the FPS mission essential tasks. As a protection centered workforce,

FPS field members and leaders should be continuously reflecting on their capabilities within a given task.

As an employee creates a yearly development plan, which includes a detailed look at necessary training,

he or she should consider the impact to achieving proficiencies within FPS mission essential tasks. A

development plan should include the selection of one more tasks, identifies collective and individual needs

based upon current abilities, and plans ways to enhance capability of the given task. Development focused

on mission-essential tasks should take priority above other personal or desired requirements. An FPS

employee who is not developing their skills aligned with mission essential tasks or a leader who isn’t

guiding a subordinate’s development toward these tasks is failing the Agency to meet necessary

requirements.

A mission essential task is any activity that must be accomplished to ensure the success of the

organization’s mission. Individuals and leaders utilize the mission essential task list to define training and

priorities for improvement.

Mission Task

Subordinate Task

Law Enforcement

Response

Incident Response

Conduct Initial Incident Response

Conduct an Arrest

Conduct LE Liaison & Coordination

Provide Emergency Response

K-9 Program

Management

K-9 Training

Conduct K-9 Certification

Execute K-9 Tasking & Deployment

Conduct K-9 Sweep

Conduct LE Liaison & Coordination for EOD response

Other K-9 Program Management

Traffic Citation

Management

Manage Traffic and Parking Case Disposition/Adjudication

Crime Prevention &

Awareness Training

Conduct Training

HAZMAT Response

Conduct Chemical, Biological, Radiological and Nuclear (CBRNE)

Training

Respond to HAZMAT incidents

Proactive Patrol

Conduct Surveillance/Monitoring of Suspicious Activity

Other - LE Response

Other – Law Enforcement Response

FSA/Pre-Lease

Conduct Pre-Lease Survey (Security Level/Level of Protection

Determination)

Conduct Pre-Lease Stakeholder Meeting

Conduct Assessment for New Construction Modernization

Conduct Assessment for Pre-Lease Survey

Conduct New Facility Advisement

FSC Meeting

Management

Schedule Regular Meetings

Document and Report FSC Activities and Taskings

Other-FSC Meeting Management

Risk Management

FSA

Conduct FSA / Generate FSL 1 Report

Conduct FSA / Generate FSL 2 Report

FPS Directive 15.11.4.4 Att. A Page 44 of 50 Career and Professional Development Guide

Mission Task

Subordinate Task

Conduct FSA / Generate FSL 3 Report

Conduct FSA / Generate FSL 4 Report

Special Facility Assessment

Review and Approve FSA

Conduct FSA Training

Other – Facility Security Assessment

OEP – Preparedness &

Resilience

Planning

Plan and Conduct Occupant Emergency Preparedness (OEP)

Exercise

High Visibility

Policing / Operation

Shield

Plan and Conduct High Visibility Policing Activity

Document and Report Results

Identify, Track, and Implement Corrective Actions

Other – High Visibility Policing

Countermeasure

Management

Determine Countermeasure Requirements

Design Countermeasure

Implement and Verify Effectiveness of Countermeasures

Technical Countermeasure Operator Training & Certification

Countermeasure Oversight

Countermeasure Assessment Exercise

Countermeasure Performance Management / Measure of

Effectiveness

Repair of Security Systems

Video Surveillance

Upgrade Alarm Systems and Security Fixtures

Design and Install Exterior and Interior Alarms for Building-specific

Service

Maintain Security Systems

Track status of Technical Countermeasures

Technical Countermeasures Employment Policy & Operation

Other – Countermeasure Management

Other – Risk

Management

Other – Risk Management

Access Control

Program

PSO Contract

Management

Perform Regional Contracting Officer Representative (COR) Duties

Provide Administrative Support to PSO Program

Manage Post Inspections

Conduct Post Inspection – FSL 1 Facilities

Conduct Post Inspection – FSL 2 Facilities

Conduct Post Inspection – FSL 3 Facilities

Conduct Post Inspection – FSL 4 Facilities

PSO Training

Oversight and

Compliance

Management

Oversee Initial PSO Certification Training

Manage & Conduct Development of PSO Training Curriculum

Certify PSO Training Compliance

Oversee Recurring and Sustainment PSO Training

Conduct and Oversee Technical Countermeasures, Operator

Training and Certifications

PSO Operational

Oversight

Oversee PSO Access Control Operations

Oversee PSO Screen Operations

Oversee PSO Initial Incident Response

FPS Directive 15.11.4.4 Att. A Page 45 of 50 Career and Professional Development Guide

Mission Task

Subordinate Task

Oversee PSO Reporting

PSO Guard Services

Provide PSO Guard Services to Meet Mission Requirements – Basic

Security

Upgrade / Modify PSO Guard Service – Building Specific

Upgrade / Modify PSO Guard Service – Agency Specific

Other–PSO Program

Other – PSO Program

Communications

MegaCenter

Management

Manage MegaCenter Contracts

Conduct Communications Requirements Planning

Manage Communications Infrastructure

Other – MegaCenter Management

Dispatch Operations

Receive Calls for Service

Monitor Alarms Activations and Telephone Reports

Document and Record Services Calls

Document and Record Alarm Activations – Reimbursable

Dispatch Resources and Track Status – GSA Facilities

Dispatch Resources and Track Status – Non-GSA Facilities

Track MegaCenter Taskings and Mission Status

Reports and

Notifications

Prepare Spot Report to FPS HQ

Prepare and Communicate SARs

Prove MegaCenter Alerts, Warnings, Notifications

Document Incident Activity (3155)

Crisis

Communications

Conduct Crisis Communications Planning

Conduct Crisis Communications Exercises

Manage Crisis Communications Exercises

Contingency

Operations

Disaster and

Emergency

Response

Conduct Contingency Planning

Conduct Occupant Emergency Planning (OEP) and Exercises

Operate the FPS Incident Management Center (IMC)

Conduct Disaster Response-Protective Support to FEMA

Conduct Regional Exercise Planning

Continuity of

Operations

(COOP)

Conduct GSA COOP Coordination

Conduct GSA COOP Planning

Special Operations

Coordinate Mobilization and Response to Terror Threat with Federal,

State, and Local Authorities

Conduct Tactical Response

Other Special Events

Plan and Exercise for Special Event

Conduct Special Event Support

Other Special Event Operations

Liaison

Federal

Stakeholders Liaison

Conduct GSA Liaison

Conduct FEMA Liaison

Conduct Law Enforcement Liaison

Conduct US Marshal Liaison

Participate with Interagency Security Committee

Conduct Stakeholder Training

Participate with State and Local Tribal and Territorial Working Group

(SLTTWG)

Other – Federal Stakeholders Liaison

Plan and Conduct Regular Meetings and Engagement

FPS Directive 15.11.4.4 Att. A Page 46 of 50 Career and Professional Development Guide

Mission Task

Subordinate Task

Government

Facilities Sector SSA

Lead Government

Coordinating

Council

Document and Report on GCC Activities

Prepare Sector Annual

Report

Establish and lead a working group for preparing the sector annual

report.

Assemble, coordinate, and publish Sector Annual Report.

Coordinate Sector &

Information

Requirements

Oversee sector requirements elicitation and validation.

Coordinate sector requirements with DHS S&T and provide input to

Sector Annual Report.

Monitor non-GSA

controlled federal

facilities ISC standards

adoption

Conduct regular agency liaison with non-GSA controlled facilities

managers on ISC standards and practices.

Special Skills and

Equipment Training

Special Skills

Defensive Tactics

K-9 (Explosive Detector Canine - EDC)

Threat Analysis

Alarm Certification

Crowd Control/Crowd Management

Tactics Training (Patrol Response)

Hazardous Materials Technician

CBRNE/WMD Awareness

Incident Command Systems

National Incident Command Management Systems

Breaching

Equipment Training

Vehicles

Door Breaching Equipment

Pepper Ball

Equipment Training

Standards

Communications (radio, computer)

Firearms – Pistol

Firearms – Shotgun

Firearms – M4 Carbine

Intermediate Weapons – TASER

Intermediate Weapons – FN303

Intermediate Weapons – Baton

Intermediate Weapons – OC Spray

Crowd Control Equipment

Personal Protective Equipment

Respirator

Preventive Radiological Nuclear Detection

Weapons Qualifications

Standards

TASER Qualifications

National Weapons and Detection Program

Interagency Security Committee

Firearms Instructor Certification

Defense Tactics Instructor Certification

Contracting Officer’s Representative Certification

Acquisition Certification

Active Shooter Instructor Certification

FPS Directive 15.11.4.4 Att. A Page 47 of 50 Career and Professional Development Guide

Mission Task

Subordinate Task

Armorer Certification

Field Force Extrication

Confined Space Operations

Respiratory Protection

Bloodborne Pathogens

Critical Incident Communication

Hazard Communications

Hazardous Materials Awareness Certification

Hazardous Materials Operations Certification

Hazardous Materials Technician Certification

FPS Directive 15.11.4.4 Att. A Page 48 of 50 Career and Professional Development Guide

Attachment 7: List of Acronyms

Area Commander

ADFO

Assistant Director for Field Operations

AITP

Advanced Individual Training Program

ALERT

Agency Law Enforcement Refresher Training

ASIS American Society for Industrial Security

ATAP Association of Threat Assessment Professionals

CBRNE Chemical, Biological, Radiological/Nuclear, and Explosive

CFR

Code of Federal Regulation

CHDS

Center for Homeland Defense and Security

Criminal Investigator

CITP

Criminal Investigator Training Program

Custody and Management

COOP

Continuity of Operations

COR Contracting Officer’s Representative

CPDG Career and Professional Development Guide

CPP Certified Protection Professional

CPTED

Crime Prevention Through Environmental Design

DAU

Defense Acquisition University

District Commander

DHS

Department of Homeland Security

DOD Department of Defense

DRD Deputy Regional Director

EO Executive Order

EDC

Explosive Detection Canine

ETA

Employment and Training Administration

FAI

Federal Acquisition Institute

FBI

Federal Bureau of Investigation

FBINA

Federal Bureau of Investigation National Academy

FEMA

Federal Emergency Management Agency

FLETC Federal Law Enforcement Training Center

FPS Federal Protective Service

FSA Facility Security Assessment

FSC

Facility Security Committee

FSL

Facility Security Level

FTEP

Field Training and Evaluation Program

GAO

Government Accountability Office

FPS Directive 15.11.4.4 Att. A Page 49 of 50 Career and Professional Development Guide

GCC

Government Coordinating Council

GS Government Service

GSA General Services Administration

IG Inspector General

HAZMAT

Hazardous Materials

HITS

High Impact Technology Solutions

Headquarters

HSPD

Homeland Security Presidential Directive

Intel Analyst

IACP

International Association of Chiefs of Police

ICAF Industrial College for the Armed Forces

IDP Individual Development Plan

IMC Incident Management Center

ISC

Interagency Security Committee

JTTF

Joint Terrorism Task Force

L90X

Supervisor Onboarding

Law Enforcement

LEITP

Law Enforcement Instructor Training Program

LESPM Law Enforcement Security Program Manager

MOU Memorandum of Understanding

NCR National Capital Region

NDRF

National Disaster Recovery Framework

NETC

National Emergency Training Center

NIMS

National Incident Management Center

NIPP

National Infrastructure Protection Plan

NIST

National Institute of Standards and Technology

NIU National Intelligence University

NPG National Preparedness Goal

NRF National Response Framework

Oleoresin Capsicum (Pepper)

OEP

Occupant Emergency Plan

OMB

Office of Management and Budget

OPM

Office of Personnel Management

OPSEC

Operations Security

PCI

Professional Certified Investigator

PD Position Description

PEL Program for Emerging Leaders

FPS Directive 15.11.4.4 Att. A Page 50 of 50 Career and Professional Development Guide

PIP

Protective Investigations Program

PSO Protective Security Officer

PSOPM Protective Security Office Program Manager

PSTP Physical Security Training Program

PWP

Performance Work Plan

Regional Director

RMB

Risk Management Branch

RPF

Rapid Protection Force

RTPM

Regional Training Program Manager

SABT

Special Agent Basic Training

S&T Science and Technology

SCERS Seized Computer Evidence Recovery Specialist

SES Senior Executive Service

SWA

Security Work Authorization

TMB

Threat Management Branch

TPD

Training and Professional Development

UPTP

Uniformed Police Training Program

WMD

Weapons of Mass Destruction