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PRIVACY AND CIVIL LIBERTIES OVERSIGHT BOARD

STRATEGIC PLAN

2016 - 2018

July 31, 2015
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CONTENTS

MESSAGE FROM THE BOARD........................................................................................................................4

EXECUTIVE SUMMARY.....................................................................................................................................5

AGENCY OVERVIEW...........................................................................................................................................6

VISION, MISSION, AND VALUES................................................................................................................. 10

2016-2018 STRATEGIC GOALS ................................................................................................................. 11

STRATEGIC GOAL 1......................................................................................................................................... 12

STRATEGIC GOAL 2......................................................................................................................................... 14

STRATEGIC GOAL 3......................................................................................................................................... 16

STRATEGIC GOAL 4......................................................................................................................................... 18

CONCLUSION ...................................................................................................................................................... 21
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MESSAGE FROM THE BOARD

We are pleased to present the

Privacy and Civil Liberties Oversight

Board’s (“Board") Strategic Plan for the

fiscal years 2016-2018. This plan will be

the foundation for our initiatives to help

ensure that the executive branch’s

counterterrorism actions appropriately

protect privacy and civil liberties.

More than a decade after the

September 11, 2001 terrorist attacks, the

United States continues to face threats of

terrorism. The executive branch’s efforts

to combat such threats are the focus of

our work. While recognizing the critical

importance of these counterterrorism

activities, we also recognize the risk that

some of these efforts may impact

individuals’ privacy and civil liberties. Our

agency’s mission is rooted in the belief

that our nation can simultaneously

protect both our security and our

liberties.

This Strategic Plan builds on three

years of this Board’s experience. In our

initial years, we have placed a priority on

building our internal systems. Our status

as an independent agency means that we

must develop our own operational

capacities, rather than relying on a parent

agency’s existing infrastructure. In the

same period, however, we have

vigorously pursued our mission. We

focused our initial efforts on the privacy

and civil liberties implications of two

counterterrorism programs that involved

collecting communications data. In 2014,

we completed comprehensive studies of

these two programs and announced a

short-term agenda.

We now look ahead to plan for

2016 through 2018. We establish goals

for our oversight reviews, our advice to

the President and other elements of the

executive branch, and our strategies to

inform Congress, the President, and the

public. As a young agency, our Strategic

Plan also reflects our continued focus on

refining our own capabilities and internal

procedures.

We thank the Board’s staff for their

efforts to develop this plan, and look

forward to addressing together the

critical issues before us.

David Medine

Chairman of the Board

Rachel L. Brand

Board Member

Elisebeth B. Collins

Board Member

James X. Dempsey

Board Member

Patricia M. Wald

Board Member
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EXECUTIVE SUMMARY

The Privacy and Civil Liberties

Oversight Board is an independent agency

within the executive branch. First

established by statute in 2007, the Board

began operations in 2012, after the

Senate confirmed the Board’s initial four

members.

The Board’s mission is to conduct

oversight and provide advice to ensure

that efforts by the executive branch to

protect the nation from terrorism are

appropriately balanced with the need to

protect privacy and civil liberties. Three

key values guide the Board’s activities:

integrity, transparency, and rigor. The

Board anchors its work in the vision of a

nation that simultaneously counters

terrorism and protects privacy and civil

liberties.

With this plan, the Board

establishes four strategic goals to support

the agency’s mission and guide its efforts

through 2018:

Strategic Goal 1: Conduct

effective oversight through

reviews of executive branch

counterterrorism authorities and

activities to ensure appropriate

protections for privacy and civil

liberties.

Strategic Goal 2: Provide effective

advice regarding the consideration

of privacy and civil liberties in the

development and implementation

of counterterrorism legislation,

regulation, and policies.

Strategic Goal 3: To the extent

consistent with the protection of

classified information, promote

transparency regarding Board

activities and the aspects of

executive branch counterterrorism

efforts that impact privacy and

civil liberties.

Strategic Goal 4: Continue

establishing the Board’s

administrative, management, and

governance capabilities.

This strategic plan describes the

objectives associated with each goal, as

well as the strategies the Board will use to

achieve such objectives.
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AGENCY OVERVIEW

History

The Privacy and Civil Liberties

Oversight Board was created upon the

recommendation of the 9/11

Commission, whose 2004 report declared

that preventing terrorism does not

require sacrificing the values that make

us strong. Liberty and security, the

Commission wrote, need not be in

opposition but instead can be mutually

reinforcing:

We must find ways of

reconciling security with

liberty, since the success of

one helps protect the other.

The choice between security

and liberty is a false choice,

as nothing is more likely to

endanger America’s

liberties than the success of

a terrorist attack at home.

Our history has shown us

that insecurity threatens

liberty. Yet, if our liberties

are curtailed, we lose the

values that we are

struggling to defend.1

Legal changes adopted after the

September 11 attacks, the Commission

noted, “vested substantial new powers” in

1THE 9/11 COMMISSION REPORT: FINAL REPORT OF

THE NATIONAL COMMISSION ON TERRORIST

ATTACKS UPON THE UNITED STATES, at 395 (2004). 2 Id. at 394. 3 Id. at 395. 4 Id. at 395. 5 See Pub. L. No. 110-53, § 801(a), 121 Stat. 266, 352-58

(2007). Under the Act, the new Board replaced an

the government’s investigative agencies,

prompting “concerns regarding the

shifting balance of power to the

government.”2 The Commission found,

however, that “there is no office within

the government whose job it is to look

across the government at the actions we

are taking to protect ourselves to ensure

that liberty concerns are appropriately

considered.”3

To fill that gap, the 9/11

Commission unanimously recommended

the creation of what is now the Board. In

the words of the Commission: “At this

time of increased and consolidated

government authority, there should be a

board within the executive branch to

oversee adherence to the guidelines we

recommend and the commitment the

government makes to defend our civil

liberties.”4

In 2007, Congress responded to

this proposal through the Implementing

Recommendations of the 9/11

Commission Act, which established the

Board as an independent agency within

the executive branch.5 The agency is led

by a bipartisan, five-member Board,

comprised of a full-time chairman and

four part-time Board members, all of

whom are appointed by the President,

earlier agency with the same name that was situated

within the Executive Office of the President. See

Intelligence Reform and Terrorism Prevention Act of

2004, Pub. L. No. 108-458, § 1061(b), 118 Stat. 3638,

3684 (2004).
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with the advice and consent of the Senate,

for staggered six-year terms. No more

than three Board members may be from

the same political party, and the President

must consult with the congressional

leadership of the opposing party before

appointing members who are not from

the President’s political party.6

Although the Board’s authorizing

statute was enacted in 2007, the Board

did not come into existence as a practical

matter until August 2012, when the

Board’s four part-time members were

confirmed by the Senate, providing the

Board with a quorum to begin activity.

The Board’s chairman, who is vested by

statute with the exclusive power to hire

staff, was confirmed in May 2013,

enabling the Board to become fully

operational.7

Since then, the Board has been

building its operations and infrastructure

while simultaneously pursuing its

statutory mission — most notably playing

a lead role in addressing pressing

questions about the scope of surveillance

carried out by the Intelligence

Community.

Authority

The Board has two purposes under

its authorizing statute:

(1)[To] analyze and

review actions the executive

branch takes to protect the

nation from terrorism,

ensuring that the need for

6 See 42 U.S.C. § 2000ee(h)(2). 7 See id. § 2000ee(j)(1). Before the chairman’s Senate

confirmation, the Board relied on a small number of

detailees from other federal agencies to begin standing

such actions is balanced

with the need to protect

privacy and civil liberties;

and

(2)[To] ensure that

liberty concerns are

appropriately considered in

the development and

implementation of laws,

regulations, and policies

related to efforts to protect

the nation against

terrorism.8

These purposes encompass

two core functions: (1) conducting

oversight and (2) providing advice.

In its oversight role, the

Board is authorized to continually

review the substance and

implementation of executive

branch regulations, policies,

procedures, and information

sharing practices relating to efforts

to protect the nation from

terrorism, in order to ensure that

privacy and civil liberties are

protected. The Board also is

authorized to continually review

any other actions of the executive

branch relating to efforts to

protect the nation from terrorism,

in order to determine whether

such actions appropriately protect

privacy and civil liberties and

whether they are consistent with

governing laws, regulations, and

policies regarding privacy and civil

liberties.9

up the Board as a functioning agency. See id.

§ 2000ee(j)(2). 8 See id. § 2000ee(c). 9 See id. § 2000ee(d)(2).
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In its advice role, the Board

is authorized to review proposed

legislation, regulations, and

policies related to efforts to

protect the nation from terrorism

(as well as the implementation of

new and existing policies and legal

authorities), in order to advise the

President and the elements of the

executive branch on ensuring that

privacy and civil liberties are

appropriately considered in the

development and implementation

of such legislation, regulations, and

policies.10

The Board is also

authorized, when appropriate, to

make recommendations to the

privacy and civil liberties officers

of certain agencies with

counterterrorism functions, and to

coordinate the activities of those

officers on relevant interagency

matters.11

Another duty of the Board

under its authorizing statute is to

inform the President, Congress,

and the public about its own

activities. Appearing and testifying

before Congress is one of the

Board’s statutory functions.12

Furthermore, the Board reports

semiannually to the appropriate

committees of Congress and the

President on its major activities,

findings, conclusions, and

recommendations resulting from

its advice and oversight

10 See id. § 2000ee(d)(1). 11 See id. § 2000ee(d)(3). 12 See id. § 2000ee(d)(4). 13 See id. § 2000ee(e). 14 See id. 2000ee(f).

functions.13 To promote

transparency to the public, the

Board is directed to make its

reports available to the public to

the greatest extent that is

consistent with the protection of

classified information and

applicable law, and to hold public

hearings and otherwise inform the

public of its activities.14

Furthermore, the Board conducts

its activities consistent with the

Government in the Sunshine Act

and the Freedom of Information

Act.15

When necessary to carry

out its statutory duties, the Board

is authorized to access all relevant

executive agency records,

documents, or other materials,

including classified information,

and to interview, take statements

from, or take public testimony

from any executive branch officer

or employee. In addition, the

Board may submit a written

request to the Attorney General

that the Attorney General require

by subpoena that persons outside

of the executive branch produce

relevant information to the

Board.16

In addition to the Board’s

authorizing statute, several other

authorities discuss the Board’s

activities. In 2013, Executive Order

13636 directed the Board to

consult with the Department of

15 See 5 U.S.C. § 552; id. § 552b; 42 U.S.C. § 2000ee(l)(1). 16 See 42 U.S.C. § 2000ee(g)(1).
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Homeland Security as it assesses

the privacy and civil liberties risks

associated with cybersecurity

activities undertaken by federal

agencies pursuant to that

executive order.17 A 2014

Presidential Policy Directive

(“PPD-28”) regarding signals

intelligence encouraged the Board

to provide the President with a

report that assesses the

implementation of any matters

contained within the directive that

fall within its mandate.18 In 2015, Congress passed the USA

FREEDOM Act, which allows

presiding judges of the Foreign

Intelligence Surveillance Court to

consider recommendations for

individuals to serve as amicus

curiae from any source, including

Board members.19

Challenges

Shaped by these statutory

and executive branch authorities,

the Board’s structure and

functions can create challenges. At

times, the Board may need to

reconcile its oversight function

and its advice function as they

relate to a particular agency.

Additionally, as a bipartisan body

with five independent members, the Board must coordinate

multiple viewpoints and that

coordination can lengthen the time

for making decisions. Also, in its

early years, the Board has faced

operational challenges as a small,

17 See Exec. Order No. 13636, Improving Critical

Infrastructure Cybersecurity, § 5 (Feb. 12, 2013). 18 See Presidential Policy Directive—Signals Intelligence

Activities, § 5(b) (PPD-28) (Jan. 17, 2004).

new, and independent agency

working to address significant

agency-building needs with four

part-time Board members and a

startup budget.

Opportunities

The Board’s structure and

functions also create distinct

opportunities for the Board to

ensure that civil liberties and

privacy are appropriately

considered and protected in the

government’s efforts to prevent

terrorism. The Board is uniquely

positioned as an independent,

bipartisan oversight and advice

board with access to classified

information. By offering its

independent but informed views

and analyses, the Board is able

both to assist the executive branch

in formulating policy regarding

counterterrorism efforts, and to

add an important voice to broader

discussions about striking the

right balance between liberty and

security in those efforts.

19 See Uniting and Strengthening America By Fulfilling

Rights and Ensuring Effective Discipline Over

Monitoring Act of 2015, Pub. L. No. 114-23 § 401, 129

Stat. 268, 279-281 (2015).
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VISION, MISSION, AND VALUES

VISION

A nation that simultaneously

counters terrorism and protects privacy

and civil liberties.

MISSION

The Board conducts oversight and

provides advice to ensure that efforts by

the executive branch to protect the nation

from terrorism are appropriately

balanced with the need to protect privacy

and civil liberties. VALUES

Three key values guide the Board’s

work:

Integrity – As an agency whose

power lies in its persuasiveness, the

Board regards the preservation of its

integrity and credibility as paramount.

The Board approaches its activities with

objectivity and good faith. The Board

strives to treat executive branch agencies

and other outside parties with

evenhandedness and respect, and to

evaluate a wide range of data, viewpoints,

and considerations.

Transparency – The Board aims

to foster understanding of the impact of

the executive branch’s counterterrorism

efforts on privacy and civil liberties and

help to inform debate about their proper

scope. In addition, the Board strives to

make its own activities as transparent as

possible, to foster confidence that it is

approaching its mission with the care that

this mission deserves. The Board

promotes transparency by holding public

hearings and issuing public reports, to the

greatest extent that is consistent with the

protection of classified information and

applicable law. Rigor – The Board strives for the

highest standard of quality in its analysis

and recommendations. When examining

counterterrorism efforts, the Board takes

care to understand those efforts in all of

their complexity. In assessing whether

such efforts are consistent with the law,

the Board strives to be thorough and

accurate. When recommending changes

to those efforts, the Board seeks to

consider fully the foreseeable impact of

its recommendations.
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2016-2018 STRATEGIC GOALS

Strategic Goal 1: Conduct effective oversight through reviews of executive branch

counterterrorism authorities and activities to ensure appropriate protections for

privacy and civil liberties.

Strategic Goal 2: Provide effective advice regarding the consideration of privacy and

civil liberties in the development and implementation of counterterrorism

legislation, regulation, and policies. Strategic Goal 3: To the extent consistent with the protection of classified

information, promote transparency regarding Board activities and the aspects of

executive branch counterterrorism efforts that impact privacy and civil liberties. Strategic Goal 4: Continue establishing the Board’s administrative, management, and

governance capabilities. The following sections explain the Board’s plan to accomplish these strategic goals.

Each section begins with a summary of the Board’s plan to accomplish one of the goals. Next, the sections state the Board’s strategic objectives, which provide additional detail

about the intended outcomes or anticipated impact related to a goal. Finally, the sections

specify the Board’s strategies to achieve its objectives over the next three years.
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STRATEGIC GOAL 1

Conduct effective oversight through reviews of executive branch

counterterrorism authorities and activities to ensure appropriate

protections for privacy and civil liberties.

SUMMARY

Through oversight, the Board reviews existing counterterrorism regulations,

policies, procedures, and activities to determine whether they are consistent with

governing laws, regulations, and policies regarding privacy and civil liberties and to ensure

the protection of privacy and civil liberties. When appropriate, the Board may recommend

steps to improve such protection.

Oversight is a critical mechanism for the Board to accomplish its mission. Recognizing both the constraints on its own resources and the impact of its inquiries on

other agencies’ resources, the Board will focus its oversight reviews on priority areas. At

the same time, the Board seeks to oversee a diverse set of issues and executive branch

agencies and components, so that the Board can develop and apply a range of knowledge

and expertise. To make its oversight effective, the Board aims to provide reviews and

recommendations that are credible, implementable, and constructive. Key strategies to

achieve this objective include applying the Board’s core values of integrity and rigor and

refining the Board’s oversight procedures.

OBJECTIVE 1.1

Review a portfolio of issues that focus on priority areas and are diverse. Strategies to Accomplish Objective 1.1

 Conduct regular outreach to the executive branch, Congress, other government and

non-government entities, and the public to assist the Board in identifying

authorities and activities for potential review.  Refine and apply the Board’s procedures for selecting oversight projects.  Ensure that the Board’s oversight reviews relate to agencies and components both

outside and inside the Intelligence Community.  Ensure that the Board’s oversight reviews relate to civil liberties concerns, in

addition to privacy concerns.
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OBJECTIVE 1.2

Provide oversight reviews and recommendations that are credible, implementable, and

constructive. Strategies to Accomplish Objective 1.2

 Review executive branch regulations, policies, procedures, and activities with rigor

and integrity.  Ensure that any Board recommendations are constructive by considering the

feasibility of implementation and communicating the recommendations clearly.  Promote and monitor implementation of Board recommendations.  Refine and apply written procedures that describe the Board’s approach to

conducting oversight reviews, including the Board’s means for designating

particular projects as “oversight” or “advice.”
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STRATEGIC GOAL 2

Provide effective advice regarding the consideration of privacy and

civil liberties in the development and implementation of

counterterrorism legislation, regulations, and policies. SUMMARY

The Board provides advice to the President and executive branch departments,

agencies, and elements to ensure that privacy and civil liberties are appropriately

considered in the development and implementation of legislation, regulations, and policies

related to efforts to protect the nation against terrorism. Especially if provided early in the

policymaking process, advice can be a particularly effective tool for assisting the executive

branch in balancing the need to protect the nation from terrorism with the need to protect

privacy and civil liberties.

Over the next three years, the Board seeks to increase its opportunities to provide

advice. Additionally, the Board aims to provide advice that is credible, implementable, and

constructive. Strategies to accomplish both of these objectives include conducting analyses

with rigor and integrity, providing advice that is timely, and developing written procedures

that describe how the Board provides advice.

As outlined in statute, the Board will also continue to support and provide guidance

to agency privacy and civil liberties officers. OBJECTIVE 2.1

Expand opportunities for the Board to provide advice to the President and executive

branch departments, agencies, and elements regarding the consideration of privacy and

civil liberties in the development and implementation of counterterrorism authorities.

OBJECTIVE 2.2

Provide credible, implementable, and constructive advice to the President and executive

branch departments, agencies, and elements. Strategies to Accomplish Objectives 2.1 and 2.2

 Develop the relationships necessary for the Board to engage with the executive

branch early in the consideration of new authorities or proposals to retain or

enhance existing governmental powers.  Conduct regular outreach to the executive branch, Congress, other government and

non-government entities, and the public to assist the Board in identifying potential

advice engagements.
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 Conduct analyses with rigor and integrity.  Provide timely responses to requests for advice.  Ensure that any Board recommendations are constructive by considering the

feasibility of implementation and communicating the recommendations clearly.  Promote and monitor implementation of Board recommendations.  Refine and apply written procedures that describe the Board’s approach to

providing advice, including the Board’s means for designating particular projects as

“oversight” or “advice” and its approach to handling pre-decisional, deliberative

information.

OBJECTIVE 2.3

Support and provide guidance to agency privacy and civil liberties officers.

Strategies to Accomplish Objective 2.3

 Continue providing guidance to agency privacy and civil liberty officers to help their

semiannual reports better inform Congress, agency heads, and the Board about

agency privacy and civil liberties activities.  Engage regularly with agency privacy and civil liberties officers to identify and

develop additional opportunities for inter-agency coordination or other

collaboration.
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STRATEGIC GOAL 3

To the extent consistent with the protection of classified

information, promote transparency regarding the Board’s activities

and the aspects of executive branch counterterrorism efforts that

impact privacy and civil liberties.

SUMMARY

Transparency is one of the three key values that guide the Board’s work. The Board

recognizes that national security concerns necessitate the protection of certain information

and that some of its reports may require classified annexes or need to be classified in their

entirety. At the same time, the Board promotes transparency by holding public hearings

and issuing public reports, to the greatest extent that is consistent with the protection of

classified information and applicable law. The Board will advance transparency both

through its own actions and by encouraging and supporting other agencies’ actions to

increase government transparency, in a manner consistent with national security. OBJECTIVE 3.1

Inform the public about the Board’s activities and promote transparency to the public

about federal counterterrorism authorities and activities, to the extent that is consistent

with national security.

Strategies to Accomplish Objective 3.1

 Conduct regular public hearings and public meetings regarding the Board’s

activities.  Conduct regular meetings with government and non-government entities regarding

the Board’s activities.  Make the Board’s reports publicly available to the greatest extent that is consistent

with the protection of classified information and applicable law.  Where appropriate, request “public interest” declassification of information

pursuant to Executive Order 13526 on Classified National Security Information.  In a manner consistent with the protection of classified information, identify

publicly the subjects of the Board’s oversight reviews.  Further develop the resources available to the public through the Board’s website.  Encourage and support other agencies’ efforts to increase transparency and inform

the public about federal counterterrorism authorities and activities to the extent

consistent with national security.
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OBJECTIVE 3.2

Regularly inform Congress and the President about the Board’s activities. Strategies to Accomplish Objective 3.2

 Maintain open communication regarding the Board’s activities, including its

oversight and advice functions.  Provide regular briefings, as well as semiannual reports, appearances, and

testimony.
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STRATEGIC GOAL 4

Continue establishing the Board’s administrative, management, and

governance capabilities. SUMMARY

The Board’s success depends on a strong organizational foundation. As the Board

matures, a critical priority is strengthening its core operating practices. To achieve this

objective, the Board will continue developing and applying internal policies and

procedures. These policies and procedures will ensure that the Board can operate

effectively, efficiently, and in a manner that respects its bipartisan, multi-member

structure; arrive at clear decisions that reflect the judgment of the Board; and comply with

applicable statutes and regulations.

The Board’s need to review and analyze counterterrorism authorities and activities

requires that it conduct its work in a secure environment with access to classified

information and resources. Thus, the Board has identified two strategic objectives that

focus on institutionalizing risk-based security policies and ensuring compliance with

mandated requirements and best practices for physical security and cybersecurity.

A skilled and motivated workforce and effective use of the Board’s limited resources

are also essential for the Board to achieve its mission. Through two other strategic

objectives, the Board will continue to focus on developing its workforce and strategically

managing its resources.

The Board’s last strategic objective regards its required relocation. The Board’s

current office space is scheduled for demolition in late 2016. Thorough planning for a

seamless relocation will ensure continuity in the Board’s operations.

OBJECTIVE 4.1

Strengthen the Board’s core operating practices.

Strategies to Accomplish Objective 4.1

 Continue identifying ways in which the Board can accomplish its mission more

effectively and efficiently.  Continue refining and applying key internal policies and procedures that will guide

Board members and staff as they carry out the Board’s mission.
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OBJECTIVE 4.2

Continue to identify, develop, and maintain best practices for the security and protection of

the Board’s facilities, personnel, and information.

Strategies to Accomplish Objective 4.2

 Coordinate with the appropriate agencies to maintain an accredited facility for the

processing, storage, use, and discussion of classified information, including Sensitive

Compartmented Information.  Maintain and advance a Personnel Security Program.  Coordinate with the Intelligence Community and adhere to all security

requirements to ensure classified information systems are protected in accordance

with established policies and procedures.  Continue to develop and implement staff training and education regarding physical,

personnel, and information security requirements.

OBJECTIVE 4.3

Deliver reliable, effective, and secure technology solutions needed to fulfill the Board’s

mission. Strategies to Accomplish Objective 4.3

 Create a resilient, agile, and secure infrastructure through the Federal Risk

Management Framework.  Acquire cost-effective technology using strategically sourced tools leveraging

federal Lines of Business services and General Services Administration (“GSA”) and

other contracts and purchase agreements.  Advance knowledge management, collaboration, and information sharing through

information technology to facilitate the Board’s business and records management.  Mature and expand access to secure mobile and cloud-based services in support of

the Office of Management and Budget’s Cloud First Initiative.  Reduce risk through compliance, risk assessment, vulnerability management,

continuous monitoring, threat analysis, and on-going user education awareness and

training.  Collaborate with federal partners on cybersecurity solutions, threat indicators, and

best practices.  Implement training, awareness, and education programs to promote an enriched

information technology and cybersecurity environment.
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OBJECTIVE 4.4

Recruit and retain talent, develop a diverse, highly qualified workforce, and promote a

culture dedicated to mission success. Strategies to Accomplish Objective 4.4

 Recruit highly qualified permanent staff and detailees from other federal agencies.  Promote adaptation to new priorities.  Develop and implement personnel policies, guidance, and workforce plans that

inspire and motivate employees and support mission success. OBJECTIVE 4.5

Effectively and efficiently manage Board resources. Strategies to Accomplish Objective 4.5

 Strategically align resources with current and future goals and objectives.  Continue agency-wide planning that is linked and responsive to the budget

development process.  To ensure that the Board’s operations are maintained without interruption, implement shared services agreements with other agencies, as appropriate, for

support services that are not managed “in-house.” OBJECTIVE 4.6

Relocate the Board’s staff, property, and operations to a new physical location in 2016.

Strategies to Accomplish Objective 4.6

 Procure and, if necessary, build-out a new location that meets security standards

and requirements.  Physically relocate staff, property, and business operations in a manner that

minimally impacts the Board’s mission, including by working with GSA and/or other

appropriate agencies in setting up the necessary agreements or contracts.  Transition classified and unclassified technology and other systems utilizing

agreements with the appropriate agencies.
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CONCLUSION

This plan will guide the Board’s

efforts to advance its mission effectively

and efficiently. Through its 2016-2018

goals and objectives, the Board aims to

focus on oversight, advice, and

transparency priorities, while managing

institutional risks and challenges. This document outlines the

challenges and the opportunities that the

Board’s structure and functions create.

The Board also faces the risk that

unanticipated circumstances or events

may require modification of its goals and

priorities. The Board seeks to maintain

the flexibility to adapt to any such

external changes, including changes in the

law, the development of new

counterterrorism activities, or new

information regarding existing

counterterrorism activities.

Through prioritization and

flexibility, the Board intends to deliver

analyses and recommendations that the

executive branch can apply to

counterterrorism authorities and

activities. The Board’s ability to advance

its mission through these analyses and

recommendations depends, in large part,

on its credibility and ability to gain the

cooperation of the executive branch. Thus, the Board will continue developing

its relationships with executive branch

agencies and other entities. To ensure a

strong foundation for its activities, the

Board will also continue building the

agency’s operational underpinnings. These efforts will include developing key

policies and procedures and finding new

office space.

Over the next three years, the

Board looks forward to further input from

and collaboration with the executive

branch, Congress, other government and

non-government entities, and the public

as it works to accomplish its strategic

goals and objectives.
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July xx, 2015