National
Intelligence
Strategy2023

From the Director of National Intelligence
Following the attacks of September 11, 2001, and in the wake of the Intelligence
Reform and Terrorism Prevention Act passed by Congress in 2004, Director of
National Intelligence John D. Negroponte signed out the Intelligence Community’s(IC) first National Intelligence Strategy. The strategy explained that the Intelligence
Community’s clear charge was to:• Integrate the domestic and foreign dimensions of U.S. intelligence so that
there are no gaps in our understanding of threats to our national security;• Bring more depth and accuracy to intelligence analysis; and• Ensure that U.S. intelligence resources generate future capabilities
as well as present results.
Now, almost twenty years after our first strategy was issued, the Intelligence
Community’s charge remains just as clear, even as the strategic environment
has changed dramatically. The United States faces an increasingly complex andinterconnected threat environment characterized by strategic competition between
the United States, the People’s Republic of China (PRC), and the Russian Federation,
felt perhaps most immediately in Russia’s ongoing aggression in Ukraine. In addition
to states, sub-national and non-state actors—from multinational corporations totransnational social movements—are increasingly able to create influence, compete
for information, and secure or deny political and security outcomes, which provides
opportunities for new partnerships as well as new challenges to U.S. interests. In
addition, shared global challenges, including climate change, human and healthsecurity, as well as emerging and disruptive technological advances, are converging inways that produce significant consequences that are often difficult to predict.
As Director of National Intelligence, I have the privilege of leading an Intelligence
Community that provides decision-makers and citizens crucial insights on this diverseand complex landscape. Our support to policymakers, operators, and warfighters is
critically dependent on our ability to look beyond the immediate horizon to ensure theIntelligence Community is well postured to address emerging threats, promote national
resilience and innovation, defend our competitive advantage, and promote sharedprosperity. This National Intelligence Strategy, therefore, lays out the Intelligence
Community’s role in supporting the priorities outlined in the President’s National
Security Strategy and serves as the Community’s direction for the next four years as weseek to better serve the Nation.
The six goals outlined in this National Intelligence Strategy have emerged as ourunderstanding of the kinds of information, technology, and relationships needed to beeffective in the future has expanded. Whether we are successful in achieving these goals
will depend on whether we can maintain a talented and diverse workforce, and whether
we can adapt, increase resilience, and sustain our focus on overcoming the challenges ofa rapidly changing environment. I believe we have the capacity, will, and talent to do so.

Avril D. Haines
Director of National Intelligence

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The National Intelligence Strategyof the United States of America
IC Vision
An Intelligence Community that embodies America’s values
and is sufficiently agile, integrated, innovative, and resilient
to inform national security and foreign policy decisions,
resulting in a Nation that is secure and prosperous.

IC Mission
The U.S. Intelligence Community provides timely, rigorous,
apolitical, and insightful intelligence and support to inform
national security decisions and protect our Nation and its interests.

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Our success as a Community is measured as much by our defense of America’s
values as it is by the execution of our intelligence mission. The 2023 National
Intelligence Strategy recognizes that a purposeful and clear set of ethics serves
as a cornerstone of the United States Intelligence Community’s mission.

Principles of Professional Ethics
for the Intelligence Community
As members of the intelligence profession, we conduct ourselves in accordancewith certain basic principles. These principles are stated below, and reflect thestandard of ethical conduct expected of all Intelligence Community personnel,
regardless of individual role or agency affiliation. Many of these principles
are also reflected in other documents that we look to for guidance, such as
statements of core values, and the Code of Conduct: Principles of Ethical Conduct
for Government Officers and Employees; it is nonetheless important for theIntelligence Community to set forth in a single statement the fundamental ethicalprinciples that unite us—and distinguish us—as intelligence professionals.

■ Mission

We serve the American people, and understand that our mission requires
selfless dedication to the security of our Nation.

■ TruthWe seek the truth; speak truth to power; and obtain, analyze, andprovide intelligence objectively.

■ Lawfulness

We support and defend the Constitution, and comply with the laws of theUnited States, ensuring that we carry out our mission in a manner that
respects privacy, civil liberties, and human rights obligations.

■ Integrity

We demonstrate integrity in our conduct, mindful that all our actions, whether
public or not, should reflect positively on the Intelligence Community at large.

■ Stewardship

We are responsible stewards of the public trust; we use intelligence authorities
and resources prudently, protect intelligence sources and methods diligently,
report wrongdoing through appropriate channels; and remain accountable toourselves, our oversight institutions, and through those institutions, ultimately
to the American people.

■ Excellence

We seek to improve our performance and our craft continuously, share
information responsibly, collaborate with our colleagues, and demonstrate
innovation and agility when meeting new challenges.

■ Diversity

We embrace the diversity of our Nation, promote diversity and inclusion
in our workforce, and encourage diversity in our thinking.

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GOAL

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GOAL 1: Position the IC for Intensifying Strategic Competition
Strategic competition from powers that layer authoritarian governance with arevisionist foreign policy is a principal challenge to a free, open, secure, andprosperous world. The PRC is the only U.S. competitor with both the intent toreshape the international order and, increasingly, the economic, diplomatic,
military, and technological power to do so. Russia poses an immediate andongoing threat to the regional security order in Europe and Eurasia and isa source of disruption and instability globally, but it lacks the across-thespectrum capabilities of the PRC.
Leadership in technology and innovation has long underpinned our economic
prosperity and military strength, and will be critical to outcompeting our rivals,
advancing our interests, and safeguarding democracy. The United States must
be able to identify the applications and implications of emerging technologies,
understand supply chains, and use economic statecraft tools—in coordination
with our allies and partners—to ensure strategic competitors are not able toundermine our competitiveness and national security.
The IC must deepen and expand its expertise, strengthen its collection andanalytic capabilities, and embrace new partnerships and external perspectives
to address policymaker needs in this more competitive environment. The IC
will invest in developing innovative methods and cultivating new sources, andwork more systematically with allies and partners and public and private sector
partners to facilitate a common understanding of technological and other risks
and how to address them. Given the global nature of strategic competition, theIC will establish methods and systems that promote greater interoperability andunderstanding across traditional and distinct geographic and functional areas.
These efforts are essential to the IC’s success as a key element of national powerin this competition.
The IC will improve its ability to provide timely and accurate insights into
competitor intentions, capabilities, and actions by strengthening capabilities
in language, technical, and cultural expertise and harnessing open source,“big data,” artificial intelligence, and advanced analytics. The IC also mustenhance its ability to understand how countries in every region of theworld perceive, are implicated by, and seek to navigate this new landscape,and assess their opportunities to enhance strategic relationships with theUnited States. At the same time, the IC will improve its understanding of
how non-state actors might use their growing resources and capacity to exert
unilateral and collective influence in a way that could support or undermine
U.S. national security. And above all else, the IC will use its authorities
and capabilities in ways that strengthen our democratic foundations andprinciples as we seek to counter increasingly autocratic competitors.

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GOAL

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GOAL 2: Recruit, Develop, and Retain a Talented and Diverse
Workforce that Operates as a United Community
The IC’s future success depends on its ability to attract and retain a highly
technical and talented workforce that draws on one of our country’s unmatchedreservoirs of strength: our diversity. Varied backgrounds, perspectives, andexperiences strengthen our workforce, our ability to deliver on our Mission,and the trust of the American public.
The Community must overcome long-standing cultural, structural,bureaucratic, technical, and security challenges to reimagine and deliver
the IC workforce of the future.
The IC will modernize recruiting, hiring, and vetting processes to ensure its
ability to competitively and rapidly recruit and onboard a diverse, trusted,agile, and expert IC workforce. The IC will also build on efforts to implement
continuous monitoring and security clearance reciprocity so the Community
can operate in new ways, rapidly redistributing and better integrating expertise
where and when it is most needed, taking advantage of greater workplace
flexibilities, and leveraging skills from across the Community regardless oforganizational affiliation.
Enhanced professional development opportunities at every level of theworkforce are critical to building a shared strategic awareness of the IC’s fullcapabilities, its missions, and its challenges and ensuring greater literacy andexpertise in emerging disciplines and fields. The IC must also incentivize,
reward, and offer opportunities for regular joint duty rotations to produce
officers more capable of formulating holistic and integrated solutions tointelligence problems.
Diversity, equity, inclusion, accessibility, and other human capital initiatives
will only succeed if they are subjected to rigorous and continuous analysis,
evaluation, transparency, and learning. These efforts will build a workforce
that fosters a shared commitment to U.S. national security and enhance
its resilience.

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GOAL

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GOAL 3: Deliver Interoperable and Innovative Solutions at Scale
Promoting technical and tradecraft competitiveness and innovation for theIntelligence Community requires sustained investment and rapid adaptationof interoperable solutions at scale.
The Community will remove barriers by establishing unified IC procurement
authorities, centralized solicitation systems, and a Community-wide contracting
system, all bolstered by automation tools. A Community-wide, data-centric
approach based on common standards is crucial to realizing the full promiseof new capabilities. In response to changing mission needs, the IC will
foster a culture that embraces innovation and the application of tools, data,processes, and standards necessary to transform labor- and time-intensive
work into more efficient and productive human-machine partnerships. These
efforts will include initiatives to improve the discoverability, accessibility, andstandardization of our data.
The IC will also pursue complementary efforts to anticipate adversaries’
over-the-horizon plans, capabilities, and intentions to inform Community
research and development initiatives, guide capability development decisions,and avoid strategic surprise. The IC will also maximize the chances fortechnical breakthroughs and enhanced mission effectiveness by sustaining
predictable funding for the research and development of new capabilities.
This will require enhanced integration between the Community’s science andtechnology enterprise and its collection and analysis communities to optimize
resource allocation through coordinated investments.
The IC’s emphasis on enterprise-wide solutions will benefit from expanded
and diversified partnerships that the Community will leverage to develop andimplement solutions that identify and anticipate capability gaps. These
relationships will also allow the IC to harness state-of-the-art technology
deliberately, lawfully, and ethically, in service of the Nation’s security.

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GOAL

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GOAL 4: Diversify, Expand, and Strengthen Partnerships
Our unmatched network of alliances and partnerships around the world is
our most important strategic asset—and a force multiplier for our intelligencemission. Our ability to leverage and work in concert with a broad set of partners
enhances our operational capabilities, sharpens our insights, and strengthens
the foundation for strategic relationships and common action between
our governments.
That is why the Intelligence Community, like other members of the national
security community, is committed to reaffirming, expanding, and enhancing
our alliances and partnerships across regions and issues to meet the challenges
and seize the opportunities of the future.
The IC has traditionally been organized and postured to understand theplans, intentions, and impacts of nation states and, following the 9/11 attacks,
asymmetric threats from terrorist organizations. The series of interconnected
and transnational threats facing the United States and its allies and partners
requires a greater and more synchronized effort to enhance intelligencesharing across a broader swathe of issues and with a more diverse array ofregional and local partners.
Even as we continue to invest in existing partnerships like those with ourFive-Eyes partners and forge new ones, the evolving set of challenges—fromcyberattacks and climate change to pandemics and foreign malign influence—
also require investing in new and more diverse partnerships, especiallywith non-state and sub-national actors. From companies to cities to civilsociety organizations, these actors’ ideas, innovations, resources, and actions
increasingly shape our societal, technological, and economic futures.
The IC must rethink its approach to exchanging information and insights with
non-state actors that either have the responsibility to act or are the entities
best postured to do so in defense of U.S. national security interests. This isespecially true of non-state actors positioned to detect and defend against cyberthreats to critical infrastructure. The IC must adopt new approaches that takefull advantage of non-state actor expertise and insights that are necessary for
the Community to fulfill its mission. To these ends, the IC must build new andrestructure existing collaborative mechanisms with non-state actors and findways to enhance the flow of information to and from these actors in ways thatsafeguard our national security and prosperity.

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GOAL

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GOAL 5: Expand IC Capabilities and Expertiseon Transnational Challenges
A highly connected and complex world means that transnational andtransboundary challenges are having increasingly broad implications for
U.S. interests in every region and in multiple domains. The world is facing
more frequent and intense crises due to the effects of climate change,
narcotics trafficking, financial crises, supply chain disruptions, corruption,
new and recurring diseases, and emerging and disruptive technologies.
Moreover, these cross-border challenges are increasingly interactingwith and compounding traditional state-based political, economic, andsecurity challenges with unexpected second consequences, from food andenergy insecurity to irregular migration, and civil unrest to conflict.
The National Security Strategy makes it clear that these intensifying
transnational challenges are at the core of national and international security.
Accordingly, the IC is determined to improve its ability to understand,anticipate, and provide early warning about transnational threats, as well as
identify opportunities for the United States, its allies, and partners. The IC
will recruit, develop, and integrate expertise across a range of disciplines,
such as climate and environmental security, global public health, biosecurity,
science, and technology, to ensure it provides decision-makers actionablestrategic foresight.
The IC must work across organizational boundaries and collaborate with othergovernment agencies—both federal and local—to better integrate research,expertise, and data, and build the capacity to model and forecast potential
cascading effects of these transnational challenges. The IC will build enduring
partnerships with foreign partners, the private sector, academia, and others toleverage their unique capabilities and expertise and to augment its own ability
to identify and prepare for challenges in both the near and long terms. The IC
will leverage and enhance the tools, techniques, and procedures developed forother missions, such as counterterrorism, and apply lessons learned and bestpractices from these areas to evolving, transnational issues.

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GOAL

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GOAL 6: Enhance Resilience
The IC has an expanding role in supporting the resilience of the Nation,
its allies, and its partners, particularly in a world still emerging from the
COVID-19 pandemic. In this increasingly complex environment, risk assumed
by one is effectively assumed by all, resulting in the need for a multifaceted,layered, and distributed approach that adapts as the threat evolves. Protecting
the IC’s and the Nation’s critical infrastructure from complex threats requiresa deeper understanding of the implications of destabilizing trends, andimproved early warning to improve the Nation’s recovery and response.
Resilience also includes defending the Nation’s economic security andprosperity. That is why the IC is expanding its role in understanding
threats and vulnerabilities to supply chains and helping to mitigate threats
to government and industry partners’ infrastructure. And it is why theCommunity will enhance transparency with federal, state, local, tribal,
and territorial governments; non-state actors; and allies with a stakein the Nation’s critical infrastructure. The Community will normalize
information exchanges and research and development collaboration withgovernmental and non-state actors responsible for safeguarding criticalinfrastructure and systems that are vital to the Nation’s prosperity.
The IC’s resilience will be supported through modernization and hardeningof its own infrastructure for adaptability, durability, redundancy,
and interoperability. These efforts will ensure the Community has acontinued ability to accomplish its mission and sustain its focus on themost important long-term threats in the face of inevitable crises such as
pandemics, cyberattacks, climate shocks, and terrorist attacks. Equallyimportant, the IC must sustain its counterintelligence capabilities andexpertise against espionage and other damaging intelligence activities
conducted by our foreign adversaries. Resilience will also involve
safeguarding the IC workforce and upholding our sacred obligation
to protect and care for officers and their families in harm’s way.

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Organization of the Intelligence Community
The Intelligence Community is an integrated enterprise comprised of 18 Executive
Branch agencies and organizations (generally referred to as “IC elements”) that
conduct a variety of intelligence activities and work together to promote national
security. The Director of National Intelligence (DNI) is the leader of the IC and sets
IC strategic priorities through the National Intelligence Strategy. Each IC member
contributes through the execution of its organization’s mission in accordance withstatutory responsibilities.

The IC is Comprised of the Following 18 Elements:
TWO INDEPENDENT AGENCIES
1. The Office of the Director of National
Intelligence (ODNI)
2. The Central Intelligence Agency (CIA)NINE DEPARTMENT OF DEFENSE ELEMENTS

SEVEN ELEMENTS OF OTHER
DEPARTMENTS AND AGENCIES
1. The Department of Energy’s Office ofIntelligence and Counterintelligence2. The Department of Homeland Security’s
Office of Intelligence and Analysis and

The following elements also receive
guidance and oversight from theUnder Secretary of Defense forIntelligence and Security (USD I&S)—

3. The intelligence and counterintelligenceelements of the U.S. Coast Guard

1. The Defense Intelligence Agency (DIA)

5. The Drug Enforcement Administration’s
Office of National Security Intelligence2. The National Security Agency (NSA)
3. The National Geospatial-Intelligence
Agency (NGA)
4. The National Reconnaissance Office(NRO)

4. The Department of Justice’s Federal
Bureau of Investigation and6. The Department of State’s Bureau
of Intelligence and Research
7. The Department of the Treasury’s Officeof Intelligence and Analysis

5. U.S. Air Force Intelligence
6. U.S. Navy Intelligence
7. U.S. Army Intelligence
8. U.S. Marine Corps Intelligence
9. U.S. Space Force Intelligence
In addition to collection, analysis, and production, IC elements serve in other roles.
Functional managers oversee and coordinate a specific intelligence discipline orcapability and advise the DNI on the performance of their functions within and across
IC elements. Program managers are IC element heads responsible for the execution of
their element’s mission and budget. ODNI leads intelligence integration across theseelements to deliver the most insightful intelligence and make the Nation more secure.
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