OFFICE OF THE DIRECTOR OF NATIONAL INTELLIGENCE 

United States Intelligence Community (IC) 

100 Day Plan for INTEGRATION and COLLABORATION 
DIRECTOR OF NATIONAL INTELLIGENCE

WASHINGTON DC, 20511

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INTRODUCTION: 

Today, as in the past, the United States and our allies face dangerous challenges to our security, freedom, and 

way of life. The current global environment, however, is more interconnected, complex, and dynamic than the 

bipolar world of the Cold War. The advance of globalization has enabled, amplified, and accelerated threats 

stemming from international terrorism, weapons of mass destruction (WMD) proliferation, failed states, and 

illegal drug trafficking. These threats, among others, move at increasing speeds due to technology and across 

geographic and organizational boundaries, blurring the distinction between foreign and domestic threats, and 

between strategic and tactical events. Radical extremist movements use global terrorism to further their causes 

by attacking innocent people without regard to national boundaries and state and non-state actors continue to 

demonstrate their intent to acquire WMD through illicit means. One of the greatest concerns is the potential 

for extremist groups to succeed in obtaining WMD for devastating terrorist attacks. 

To confront today’s threats, exemplified by the terrorist attacks of 11 September 2001, the United States has 

made many changes in the way we conduct intelligence, law enforcement, homeland security, diplomatic, and 

defense activities. Drawing on in-depth studies—such as the 9/11 Commission Report, the WMD Commission 

Report, internal Executive Branch reviews and reports by both houses of Congress—the Intelligence Reform 

and Terrorism Prevention Act of 2004 (IRTPA) was enacted to improve our effectiveness alongside several 

Executive Orders aimed at providing specific Administration direction. 

Significant progress has been made in enhancing the effectiveness of the Intelligence Community. Much more, 

however, must be accomplished to counter today’s threats effectively. To serve better the nation and our 

principal customers—from the President, the Congress, and the warfighter to state and local authorities—the IC 

must become more agile and effective by enhancing integration and collaboration. 

This 100 Day Plan builds on the foundation established by the National Intelligence Strategy (NIS). The 

initiatives contained herein map to the strategic objectives—both mission and enterprise—addressed in the 

NIS. The 100 Day Plan represents specific initiatives and tasks to be accomplished according to the priorities 

of the Director of National Intelligence (DNI). The goal of the 100 Day Plan is to demonstrate short-term 

progress and build momentum for integration and transformation across the Community. This plan will be 

followed by the drafting of a 500 Day Implementation Plan that aligns and synchronizes on-going and planned 

activities not included in the initial 100 Day Plan. 

The 100 Day Plan is aligned to six integration and transformation Focus Areas: 

1. Create a Culture of Collaboration 

2. Foster Collection and Analytic Transformation 

3. Build Acquisition Excellence and Technology Leadership 

4. Modernize Business Practices 

5. Accelerate Information Sharing 

6. Clarify and Align DNI’s Authorities 

Each area addresses the imperative for change and the initiatives associated with introducing the change. Each 

objective was developed to achieve rapid and significant performance gains by increasing integration and 

facilitating collaboration throughout the IC and with public and private sector partners. 
DIRECTOR OF NATIONAL INTELLIGENCE

WASHINGTON DC, 20511

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FOCUS AREA 1: Create a Culture of Collaboration 

Imperative for Change: Few transformation efforts have been successful when they did not address culture, 

attitudes, and day-to-day behaviors. To address these cultural issues, we must integrate IC personnel practices 

and create a culture of collaboration. Specifically, the Plan advances valuable human resources programs, 

modeled after the Department of Defense’s transformational Goldwater-Nichols Act, which will integrate the 

IC’s workforce by promoting “jointness” through recruitment, training, exercises, education, retention, 

assignments, and career and leadership development. 

1.A Initiative: Begin the implementation of Joint Duty. 

Deliverable: Disseminate briefing materials to the IC workforce about the new Joint Duty program. 

Outcome: Encourages, incentivizes, and instutionalizes collaborative/joint behavior. 

1.B Initiative: Publish IC-wide performance appraisal system requirements, including a 360- 

degree feedback component. 

Deliverable: Publish an IC Directive on performance management. 

Outcome: Creates results that are outcome-focused and performance-based.

1.C Initiative: Publish IC Equal Employment Opportunity and Diversity (EEOD) Cross Cutting 

Emphasis Area Plan. 

Deliverable: Publish an EEOD plan (DNI/EEOD) and publish a recruiting strategy (DNI/CHCO 

and DNI/EEOD). 

Outcome: Manages diversity to gain and sustain a competitive advantage against our adversaries. 

Moves toward creating a workforce that looks like America. 
DIRECTOR OF NATIONAL INTELLIGENCE

WASHINGTON DC, 20511

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FOCUS AREA 2: Foster Collection and Analytic Transformation 

Imperative for Change: We need to foster collection and analytic transformation by strengthening 

integration, collaboration, and tradecraft. This focus area emphasizes the radical transformation of analysis 

through integration of analytic workspaces, analytic products, analytic tools, and the analytic direction of 

intelligence collection. It also focuses on ways to bolster penetration of and collection against our hardest 

targets. At its root, this effort’s success depends on increased transparency and collaboration between analysts 

and collectors. In order to realize a mission-centric approach to intelligence, we also must consolidate and 

synchronize requirements data from across the Community. The ultimate objective is to strengthen collection 

and analysis to ensure that primary customers receive the most timely, accurate, and relevant information 

possible to face our most critical challenges. 

2.A Initiative: Accelerate the implementation of the Intelligence Community Analysis and 

Requirements System (ICARS) to ensure full development of a systemic analysis 

and collection requirements tracking capability. 

Deliverable: Develop and coordinate within the IC an ICARS implementation plan. 

Outcome: Creates a single mechanism by which we can manage and adjudicate analysis 

requirements. 

2.B Initiative: Develop an operating construct that examines the different Mission Manager 

models and provides a consistent and flexible operating framework around 

integrated collection and analysis. 

Deliverable: Create a whitepaper on an IC-wide integrated operating model. 

Outcome: Narrows the options around competing operating models and provides the foundation 

for a larger, IC-wide concept of operations. 

2.C Initiative: Provide a collaborative IC-wide analytic Information Technology (IT) 

environment encompassing current initiatives, such as A-Space, the Library of 

National Intelligence, and Catalyst. These initiatives integrate IC efforts to 

address the challenges of information overload, collaboration, and information 

sharing. 

Deliverable: Develop and coordinate throughout the IC an implementation plan for an IC-wide 

analytic IT environment with milestones and metrics. 

Outcome: Provides our personnel with collaborative capabilities that will improve analytic 

quality. 

2.D Initiative: Adopt Intelligence Community analytic, sourcing, and evaluation standards. 
DIRECTOR OF NATIONAL INTELLIGENCE

WASHINGTON DC, 20511

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Deliverable: Issue policies and guidelines to strengthen analytic tradecraft by ensuring that the 

Intelligence Community applies a common set of rigorous standards. 

Outcome: Develops skills, build trust, and encourages collaboration. Contributes, also, to unit 

cohesion and, as such, strongly enhances Community performance. 

2.E Initiative: Finalize an ICD on the revised National Intelligence Priorities Framework (NIPF) 

process. 

Deliverable: Issue and implement a revised NIPF ICD. 

Outcome: Fosters implementation and Community acceptance by embedding the NIPF with 

analysis and collection. 

2.F Initiative: Expand integrated collection strategies on key hard targets based on customer 

needs and analytic direction from the IC. 

Deliverable: Identify the requisites of a plan to penetrate the most difficult targets to meet our most 

critical intelligence needs. 

Outcome: Optimizes our limited collection resources against our most difficult targets.
DIRECTOR OF NATIONAL INTELLIGENCE

WASHINGTON DC, 20511

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FOCUS AREA 3: Build Acquisition Excellence and Technology Leadership 

Imperative for Change: During the Cold War, the Intelligence Community was able to create and acquire 

cutting-edge technology to penetrate and observe the nation’s adversaries. Today, acquisition processes have 

not kept pace with the need to address adversaries whose capabilities evolve rapidly and in unpredictable ways. 

To meet this challenge, we must incentivize IC leadership to achieve acquisition excellence, streamline 

acquisition policies and processes applied to IC practices, and enhance the professional capabilities of the 

acquisition workforce. Our goal is to shorten development timelines and produce more reliable systems. 

3.A Initiative: Modify current acquisition processes to enhance the efficiency and effectiveness 

of our collection systems, taking full advantage of special DNI authorities for 

acquisition. 

Deliverable: Establish a DDNI for Acquisition and prepare a draft strategy for review by the DNI, 

the Executive Committee, and the IC. 

Outcome: Articulates the Director’s intent and commitment to leadership, resources, and 

capability development. 

3.B Initiative: Review existing acquisition authorities and determine an action plan for shortfall 

corrections. 

Deliverable: Develop an acquisition authorities recommendation and implementation plan. 

Outcome: Creates an action plan to meet IRTPA goals requiring the DNI to ensure the effective 

execution of the annual intelligence budget and to ensure the elimination of 

unnecessary duplication within the IC for acquisition of major systems funded by the 

NIP. 

3.C Initiative: Create a robust advanced research capability emphasizing speed, surprise, and 

synergy. 

Deliverable: Draft an IARPA Implementation Plan. 

Outcome: Creates synergy and innovation across the IC by harnessing technology in new ways to 

create strategic advantage (similar to the use and activities of the Defense Advanced 

Research Projects Agency in the Department of Defense). Demonstrates recognition 

of the changing nature of the technical landscape with a strong commitment to 

technical innovation via IARPA. Works across agency boundaries, in the “white 

spaces” between agencies, on activities that agencies may miss based on current 

business models, and on “blue sky” concepts too “distant” for agencies consumed with 

current operations. 
DIRECTOR OF NATIONAL INTELLIGENCE

WASHINGTON DC, 20511

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FOCUS AREA 4: Modernize Business Practices 

Imperative for Change: We need to adopt proven best practices in both industry and government around 

enterprise management. Applying modern management practices includes working aggressively to reform the 

security clearance system to speed processes. It also means capturing agility by improving financial 

management and instituting auditable statements for Intelligence Community components. We need to move 

from our current input-focused, budget-driven approach towards an output-focused, capability-driven model. 

We also need to embrace fully a performance-based culture that measures and rewards performance. 

Metrics to measure progress: We have an obligation to share with Executive and Legislative branches how 

we are doing in our work to reform and to strengthen intelligence. 

4.A Initiative: Develop and implement security clearance process improvements, both within the 

IC and at the national level. 

Deliverable: Prepare a validated proof of concept pilot proposal for the development of an 

alternative security clearance process. 

Outcome: Establishes incentives for the IC to more quickly attract and hire highly qualified 

Americans to include first-generation Americans whose native language skills and 

cultural experiences are indispensable to facing current and future national security 

challenges. Secures support by senior government officials of security clearance 

reforms, led by the OMB. Where possible, extend lessons learned and expedited 

procedures to the industry base supporting the IC. 

4.B Initiative: Establish a Senior Advisory Group to advise the Director and the DNI Executive 

Committee (EXCOM) on policy, industry best practices, technology 

breakthroughs, and best-in-class solutions. 

Deliverable: Develop the Senior Advisory Group’s Terms of Reference and a meeting schedule and 

plan. 

Outcome: Provides an outside group looking in at the enterprise, encouraging innovation and 

informing decisions. 

4.C Initiative: Identify budgetary resources for strategic priorities. 

Deliverable: Identify lowest priorities and construct five percent “trade space.” 

Outcome: Furnish concrete options to address strategic priorities flexibly. 

4.D Initiative: Improve financial management across the IC. 
DIRECTOR OF NATIONAL INTELLIGENCE

WASHINGTON DC, 20511

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Deliverable: Create a comprehensive financial management improvement plan, establish an ODNIled governance board, and hold first major review. 

Outcome: Provides for enhanced fiscal accountability and auditable statements across the 

Community. 

4.E Initiative: Advance budget performance integration. 

Deliverable: Consolidate the performance metrics system, outline the FY 2009 performance budget, 

and rollout the outline to the IC. 

 

Outcome: Rationalizes performance metrics and ensures Community support. 
DIRECTOR OF NATIONAL INTELLIGENCE

WASHINGTON DC, 20511

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FOCUS AREA 5: Accelerate Information Sharing 

Imperative for Change: The IC needs to press ahead with a comprehensive evaluation of information 

sharing, to include classification rules and Program Management behaviors that have accumulated over more 

than half a century. In conjunction with the government-wide efforts of the Program Manager for the 

Information Sharing Environment (PM-ISE), we will move from a “need to know” to a “responsibility to 

provide” culture and mindset among our collectors and analysts. This will require bold rethinking of 

classification rules and standards as well as changes to cultural behaviors that lead to thinking of oneself as a 

“data owner” over information, thereby inhibiting sharing. This issue must be approached from a cost-benefit 

standpoint. Ultimately, we will rewrite policies in a way that, while protecting sensitive information, 

objectively weighs the risk of compromise with the risk to intelligence collection and analysis of not providing 

information to those who need it. The Plan includes objectives related to enhancing information sharing within 

the IC as well as the formalization of fusion centers that are in the process of being developed. It is understood 

that exact behaviors cannot be proscribed. The intent is to shift from the current “need to know” mindset to 

create appropriate tension in the system to more effectively balance the “responsibility to provide” while still 

addressing the requisite need to protect sources and methods. 

5.A Initiative: Improve internal IC information sharing by revising standard policy guidance 

for defining, handling, and disseminating sensitive compartmented information. 

Deliverable: Develop and disseminate revised standard policy guidance throughout the IC. 

Outcome: Introduces workforce efficiencies and information sharing by reducing administrative 

overhead while protecting sources and methods.

5.B Initiative: Move from a “need to know” model to a “responsibility to provide” collaborative 

environment by developing an implementation plan for an IC-wide identity 

structure with attribute-based access, such as clearance level, project affiliation, 

or other such attributes. 

Deliverable: Provide universal identity access across the Intelligence Community to increase 

information sharing and collaboration capabilities based on attributes and operational 

needs. 

Outcome: Enables information sharing while providing accountability if compromises were to 

occur.

5.C Initiative: Support PM-ISE, FBI, and DHS efforts to share with state, local, tribal, and 

private sector entities. 

Deliverable: Publish and disseminate guidelines. 

Outcome: Provides actionable intelligence to the domestic, front-line customers. 

5.D Initiative: Develop plans to move the IC collection and analytic communities from a “need 
DIRECTOR OF NATIONAL INTELLIGENCE

WASHINGTON DC, 20511

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to know” model to a “responsibility to provide” collaborative environment by 

developing an approach and implementation plans for an IC-wide impact. 

Deliverable: Sign an implementing plan and directive on sharing intelligence with all appropriate 

U.S. consumers.

Outcome: Provides an environment to enhance collaboration between our national agencies while 

supplying a venue to share more information with U.S. consumers at all levels. 

5.E Initiative: Forge closer intelligence relationships with foreign partners. 

Deliverable: Sign an implementing directive on sharing intelligence with foreign partners. 

Outcome: Provides an environment to enhance collaboration between our national agencies while 

providing a venue to share more information with our coalition partners. 
DIRECTOR OF NATIONAL INTELLIGENCE

WASHINGTON DC, 20511

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FOCUS AREA 6: Clarify and Align DNI’s Authorities 

Imperative for Change: While the IRTPA made great progress in clarifying and strengthening the DNI’s 

authorities to lead the Intelligence Community, more is required to realize fully the intended benefits. We need 

to delineate clearly the roles and responsibilities of the heads of Intelligence Community components, as well 

as to clarify DNI authority regarding national intelligence agencies. 

6.A Initiative: Address the definition of roles, responsibilities, and relationships within the IC to 

determine if and what changes may be needed.

Deliverable: Propose appropriate revisions to existing statutes, regulations, and directives. 

Outcome: Provides the foundation for lasting transformation within the Community by clarifying 

the roles, responsibilities, and dependencies across agencies. 

6.B Initiative: Assess DNI authorities with regard to declassification processes. 

 

Deliverable: Move from a “need to know” to a “responsibility to provide” paradigm and address the 

third agency rule. 

Outcome: Enables the ready-realization of information sharing. 

6.C Initiative: Establish an Executive Committee to advise the DNI in the discharge of his 

responsibility for coordination of all intelligence activities that, together, 

constitute the foreign and domestic intelligence efforts of the United States. 

 

Deliverable: Approve the Terms of Reference for the EXCOM with defined representation, roles, 

and responsibilities. 

Outcome: Provides common guidance on the development, implementation, and evaluation of 

activities of the IC.