A STRATEGIC PLAN FOR THE

DEFENSE INTELLIGENCE AGENCY

A STRATEGIC PLAN FOR THE

DEFENSE INTELLIGENCE AGENCY

e Nation 

e Nation
VEC

PAGE:

 1 The Future Threat

 3 Vision

 4 DIA Mission

 5 Military Intelligence Mission

 

6 Values

 

 8 Defense Intelligence Architecture

15 The Current System

20 The Future System

23 DIAÕs Areas of Emphasis

32 The Road Ahead

Vector 21 is a strategic plan for the Defense Intelligence Agency. This

plan reflects our vision, mission, values, organization and goals. Vecto

21 embodies the direction and guidance of the National Military Strategy

and Joint Vision 2010.

Comments should be directed to the Plans, Programs and Operations

Staff (PO), Defense Intelligence Agency, Washington, DC 20340.

This document was created with FrameMaker 4.0.2
VECTOR 21 

that is unlikely to stabilize soon; an

unprecedented explosion of technology,

carrying with it the potential to alter radically personal and institutional relationships and to change the nature and

conduct of warfare; and, persistent global and transnational problems, some of

which seem solvable and others that

seem very difficult to solve. These challenges will compel the Defense

Intelligence Agency (DIA) and U.S. Military Intelligence to perform our combat

support mission in ways that, in many

cases, will be revolutionary.

These circumstances confront not only the

Defense Intelligence Agency, but senior

policymakers and military commanders.

Their concerns and responses dictate our

own. Already, this decade has seen an

increase in the frequency of limited

employment of our military forces, unilaterally and in temporary, multinational

coalitions, for operations other than war.

These operations focused principally on

humanitarian assistance, peacekeeping,

and deterrence, require an in-depth

understanding of the threat and the operational environment. The fact of a smaller

military force, coupled with rapid

advances in weaponry and related technology, has, in part, caused defense planners to shift emphasis to joint operations,

precision weapons, and information dominance as the hallmarks of our fighting

force. Our national security policy of

engagement and enlargement has caused

us to redouble our efforts to solve global

problems, such as proliferation of weapons of mass destruction, international terrorism, international narcotics trafficking,

organized crime, and threats to our information infrastructure and related systems.

These global challenges and our nation’s

responses provide insight into what the

focus of Defense Intelligence will be at the

beginning of the 21st century: regional orientation, the application of sophisticated

technology and a rapidly adaptive approach

to all aspects of developing policy and conducting military operations. In support of

these goals, the DIA, a Department of

Defense Combat Support Agency and

member of the United States Intelligence

Community, has a plan, to guide our future.

That plan is Vector 21. ■

C O M M U N I T Y O F N A T I O N S

E M E R G E N C Y C O N D I T I O N S

Non-Compliant

Competitors

Renegade

Adversaries

Toward

An

Uncertain

Future

Time

U.S. Interests

and Concerns
2 VEC

Toward

An

Uncertain

Future

GLOBAL

INTERDEPENDENCE

EMERGING

GLOBAL

SECURITY

ENVIRONMENT

ADVANCED

TECHNOLOGY/

WEAPONS

PROLIFERATION

Rising

Crime

Cultural

Societal

Concerns

THREATENING

CONDITIONS

INCREASED

RISK

POLITICAL

DECONFLICTION

DIMINISHED

EFFECTS OF TIME

AND SPACE

INFORMATION

TECHNOLOGY

AGE

MultiPolar

Regional

Power

Centers

Renegade

States

Economic

Determinism

Critical

Uncertainties

Ethno-Linguistic

Pan-Nationalism

TIME
VECTOR 21 

BATTLESPACE

DOMINANCE

WARFIGHTER REQUIREMENTS

ADVANCED

TECHNOLOGIES

FUSED

TAILORED

INTELLIGENCE

LEADERSHIP

JOINT EDUCATION

PROFESSIONAL EXPERIENCE

JOINT

DOCTRINE

MILITARY INTELLIGENCE

DEPARTMENT OF THE AIR FORCE

MCMXLVII

UNITED STATES OF AMERICA

NATIONAL

POLICY

and

DEFENSE INTELLIGENCE AGENCY

UNITED STATES OF AMERICA

COM

U.S.

MAND

PACIFIC

HEADQUARTERS

United States European Command

U S 

UNITED STATES

ATLANTIC COMMAND

 A C O M

UNITED STATES

SOUTHERN COMMAND

UNITED STATES

SPECIAL OPERATIONS COMMAND

UNITED STATES

SPACE COMMAND

UNITED STATES

TRANSPORTATION COMMAND

UNITED STATES

CENTRAL COMMAND

THIS WE'LL DEFEND

DEPARTMENT OF THE ARMY

UNITED STATES OF AMERICA

1775

UNITED STATES MARINE CORPS

DEPARTMENT OF THE NAVY

SEMPER FIDELIS

■ Guided by Joint Doctrine and National Policy

■ Empowered by World Class Leadership, Joint Education and Professional Experience

■ Strengthened by Advanced Technologies

■ Rapidly Deployable Worldwide — Mobile and Agile — Virtually Poised To

Bring the Full Force of Intelligence To Bear 

■ Focused on Fused, Tailored Intelligence Essential to Battlespace Dominance
4 VEC

and the U.S. Government.
VECTOR 21 

UNITED STATE

S

OF AMERICA

TH

I

S

W

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'LL

DEFEND

DEPARTMEN

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F

THE ARMY

UNITED STATE

S

MARINE CORPS

DEPARTMEN

T

OF

THE NAVY

NATIONAL

SE

C

U

RITY AGENCY

UNITED

STATE

S

OF

AMERICA

M

C

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X

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V

I I

UNITED

STAT

E

S

OF

AMERICA

DEPARTMENT

O

F

THE AIR FORCE
6 VEC

can people and that we must keep

their trust by serving their interests,

conserving their resources, and

responding appropriately to elected

representatives and appointed authorities in accordance with our constitutional oath.

In providing the finest, on-time intelligence to American warfighters and

peacekeepers, to Defense planners, and

to the leaders whose daily decisions

affect the fate of our nation.

In executing our mission, approaching

every task with dedication and strength

of purpose, knowing that American lives

and the well-being of the nation depend

on it being done right.

In actively engaging our cons

anticipating their requirements, m

their changing needs, and unfa

delivering quality products any

anytime.

In ensuring the absolute integrity 

intelligence products and service

in abiding by the highest ethica

dards of personal and professiona

duct.

In demonstrating sound manag

and leadership, based on princip

empowerment and inclusion; open

est, effective communications; 

building; coordination; cor

decisionmaking; and the full p

sional development of each and 

member of our organization.

In maximizing our individual and 

tive potential, by encouraging cre

initiative, and the free exchange of 

by taking personal responsibili

exploiting all available profe

growth and development opportu
VECTOR 21 

and by promoting collegiality and cooperation — with the aim always of

improving the quality of everything we

do as individuals, as team members, and

as a Combat Support Agency.

In fostering harmony in our professional

relations, creating an atmosphere that

promotes fairness and openness in all personnel practices, nurtures self-esteem and

individual worth, and respects human

cultural diversity and the rights of others.

In promoting teamwork as a “way of

life,” mission accomplishment as a

shared responsibility and individual

and organizational commitment for

the greater good.

In leading innovative change in the

nature and conduct of intelligence

activities by anticipating, envisioning,

and adopting concepts, doctrine, strategies, technologies, and processes that

undergird full-spectrum dominance.

In providing total commitment to the

betterment of Defense Intelligence and

the U.S. Intelligence Community and

ultimately to the security of the United

States of America. ■
8 VEC

he Defense Intelligence architecture

provides the overall structure for

intelligence support. While not

strictly hierarchical, formal relationships

exist among the national, theater, and

task force intelligence organizations and

elements. These relationships facilitate

eceowtout obstuctg te 

flow of intelligence to an informatio

connecting all echelons. The n

intelligence agencies maintain sy

and organizations that respond d

and provide intelligence, to any e

for time-sensitive support. 

CIA

NIMA

National

Level

Support

JCS

J2/NMJIC

CINC

THEATER

J2/JIC

Service Communications

Joint Task Force

J2/JIC

GCCS

Standards

Air Force

Combat Intelligence

System (CIS)

Army All Source

Analysis System

(ASAS)

Department of the Navy

Joint Maritime Command

Information System

(JMCIS)

Special Operati

SOF Intelligence Ve

Man Transporta

SOCRATES

Defense Intelligence Architectu

Defense Intelligence Architectu

DIA

JDISS

National &

Tactical Sensors

Marine Corps

Intelligence Analysis

System (IAS)

B

r

o

a

d

c

a

s

t

G

l

o

b

a

l

Coalition

Partners

JWICS

NSA

T
VECTOR 21 

Theater

Support

National

Support

Joint Intelligence Organizations Joint Intelligence Organizations

National

Support

Theater

Support

Clarendon Situation Room

(DHS/CMO)

Joint Intelligence Center

Joint Intelligence

Support Element

National

Intelligence

Support Team

DIA Rep

CIA Rep

NSA Rep

DIA

CIA

NSA

NIMA

Military Services

Department

Of State

JTF J2

Theater J2

Tactical Units/Elements

OICC

National Military Joint

Intelligence Center

Joint Staff J2 NSA Rep

CIA Rep

Military Service

Reps

Other
10 VEC

perform common functions, while the

JISEs are tailored for the specific missions of the JTF. The JIC concept fuses

the main intelligence support capabilities of the military services, the Combat

Support Agencies, and combat units

into a one-stop shopping center for

intelligence support. A particular JIC

cannot be expected to satisfy every

intelligence requirement completely;

however, it can coordinate support

from other intelligence organizations

above and below its echelon. Because

the JIC is the focal point for intelligence

operations, the JIC may draw upon

additional resources (including military

reserves) in coordination with the Joint

Staff, DIA and the military services. A

subordinate joint force, when established, forms a JISE as a tailored subset

of the theater JIC. JISEs are established

to meet the particular needs of subordinate joint forces and therefore do not

replicate every facet of JIC operations.

The JIC and JISE, by design, can expand

to meet the needs of the Joint Forces

Commander (JFC). During non-crisis

periods, JIC manning normally is

retained at the minimum level required

to perform essential functions, such as

Indications and Warning (I&W), current

intelligence, collection management,

general military intelligence production,

support to the commander and support

to the intelligence readiness of theater

applied to the crisis and in supp

theater operations orders, plans

joint tasking. Liaison with intell

production agencies and comm

tions staffs identifies critical sho

and corrective actions are taken. 

Organization: 

Defense Intelligenc

Agency

At the national level, to meet the 

of the warfighter, decisionmake

policymaker, the Defense Intell

Agency is organized along major 

tional lines of collection operations

ysis and production, dissemi

systems, services, and policy and a

istrative support. The Agency is le

three-star general or flag officer 

senior civilian executive as deput

Chief of Staff is a senior civilian 

tive who oversees the operations 

staff of the headquarters element.

The headquarters or command el

of DIA consists of several staff

offices. For the Director’s Defense 

ligence Community responsibiliti

Director, Military Intelligence 

(DM), provides plans, policies, an

grams to manage the resources tha

port the Defense Intelligence A
VECTOR 21 

ARMED FORCES MEDICAL

INTELLIGENCE CENTER

(MA)

MISSILE & SPACE

INTELLIGENCE CENTER

(MS)

DEFENSE HUMINT SERVICE

(DHS)

SR. ENLISTED

ADVISOR

(EA)

EXECUTIVE

SECRETARIAT

(ES)

JOINT MILITARY

 INTELLIGENCE

COLLEGE

(MC)

DEFENSE INTELLIGENCE

OFFICERS

(DIOs)

CENTRAL MASINT OFFICE

(CMO)

DIRECTORATE FOR

INTELLIGENCE

PRODUCTION

(DI)

DIRECTORATE FOR

INTELLIGENCE, JOINT

STAFF

(J2)

()

CHIEF OF STAFF (CS)

DIRECTORATE FOR

POLICY SUPPORT

(DP)

DIRECTORATE FOR

INTELLIGENCE

OPERATIONS

(DO)

COUNTERINTELLIGENCE &

SECURITY ACTIVITY

(DAC)

JOINT MILITARY

INTELLIGENCE

TRAINING CENTER

(JMITC)

DIRECTORATE FOR

ADMINISTRATION

(DA)

NATIONAL MILIT

JOINT INTELLIGENCE 

(NMJIC)

GENERAL

COUNSEL

(GC)

INSPECTOR

GENERAL

(IG)

DIRECTOR

OF MILITARY

INTELLIGENCE

STAFF

(DM)

PLANS, PROGRAMS

& OPERATIONS

(PO)

DIVERSITY

MANAGEMENT

(MD)

COMPTROLLER

(OC)

DIS

U

DEFENSE

FOREIGN LIAISON

(PO-FL)

LEGISLATIVE

LIAISON

(PO-LL)

PUBLIC

AFFAIRS

(PO-PA)

DIRECTORATE FOR

INFORMATION SYSTEMS &

SERVICES

(DS)

This document was created with FrameMaker 4.0.2
12 VEC

Services, and Unified Commands. This

management or coordination of programs includes the General Defense

Intelligence Program (GDIP) and part of

the Joint Military Intelligence Program

(JMIP). DM also provides support to the

Military Intelligence Board (MIB) and

manages the Reserve forces assigned to

Defense Intelligence. The Plans, Programs, and Operations Staff (PO) is

responsible for internal planning and

programming, liaison with Congress,

the press and the public, and foreign

attaches. 

The Command Element’s immediate support staff is the Executive Secretariat (ES).

ES provides administrative, staff and service support to the Command Element;

facilitates effective communications/support links between and among the Command Element and all subordinate line

and staff elements; and maintains and

manages the Agency-wide Automated

Tasking System.

The Command Element also contai

offices for legal, fiscal, and ov

responsibilities as a Federal Agenc

Office of the General Counsel provi

Director and all Agency personnel 

on the application of law to Defens

ligence Agency operations. The Ins

General’s office was established 

Director as an independent office 

the DIA for internal audit, inspectio

investigation. The Comptroller ex

the Director’s authority and respon

for planning, organizing, directin

implementing an integrated progr

financial management, budgeting

force structure management. The D

maintains an office for Diversity M

ment (MD). This office provides 

responsibility for development and 

mentation of DIA civilian and m

diversity management policies, 

dures, and programs. The Senior E

Advisor and the Small and Disadva

Business Office advise the Director o

cific issues.
VECTOR 21 

Defense, Joint Staff, and Unified Com

mands as the national focal point for crisis intelligence support to military

operations and DoD indications and

warning (I&W). The J2 also coordinates

joint intelligence doctrine and architecture, and serves as the Director of the

Joint Requirements Oversight Council’s

Intelligence, Surveillance and Reconnaissance Joint Warfighting Capabilities

Assessment. As components of the

National Military Joint Intelligence Center (NMJIC), J2’s alert center provides

real-time I&W assessments and targeting support to key decisionmakers,

while the Defense Intelligence Network

globally disseminates timely and accurate all-source crisis intelligence via

multi-media formats.

Under the Directorate for Intelligence

Production (DI), the Operational Intelligence Crisis Center (OICC) manages crisis-related military intelligence

production, including joint intelligence

preparation of the battlespace. DI also

produces or manages the production of

all-source military intelligence to support the operational, planning, and policy requirements of the U.S. armed

forces, as well as the Services, the Unified Commands, DoD policymakers, and

national-level agencies. As the DoD Production Functional Manager, DI ensures

that DoD intelligence production

requirements are articulated and

resources are programmed and executed

y p,

scientific and technical, missile, medical,

estimative, military production and

geography, intelligence databases, and

operational support and targeting intelligence for tactical, theater, and national

consumers. 

To address the needs of the Office of the

Secretary of Defense (OSD) and other

national-level policymakers, the Directorate for Policy Support (DP) provides

direct intelligence support through

DIA’s senior analysts, the Defense Intelligence Officers (DIOs), as well as managing special access programs.

Additionally, DP provides assistance

with foreign disclosure and agreements. 

The Directorate for Operations is responsible for the centralized management of

DoD all-source intelligence collection.

These responsibilities include directing
14 VEC

che System (DAS).

DIA, through the Directorate of Operations, also serves as the Director of Central Intelligence (DCI) Executive Agent

for Measurement and Signatures Intelligence (MASINT) and the DoD MASINT

collection manager. The Central MASINT Office (CMO) carries out this

responsibility.

For the management of DIA’s information technology and services, the Directorate for Information Systems and

Services (DS) performs several key functions. Specifically, DS provides automated data processing engineering,

development and operations support,

information and library services, hardcopy and electronic publication and dissemination, imagery processing, storage

and retrieval, and video and visual

information services. DS also is the lead

for the Department of Defense Intelligence Information System (DODIIS)

Management Board (DMB), which functions as the board of directors for the

DODIIS Community, providing engineering support, systems integration,

and life-cycle management support.

The Directorate for Administration

(DA) provides a wide range of services,

training, and support to both DIA and

external customers in the continental

United States and overseas. The Directorate establishes policies, implements

ment, logistic services and fac

management, procurement and 

tracting, and records managemen

also contains the Counterintelli

and Security Activity, which serv

the focal point for issues on coun

telligence and for assessments o

threat posed by foreign intelli

activities. The Activity provides 

terintelligence (CI) staff support 

Chairman, Joint Chiefs of Staff an

combatant commands. Other fun

include the DoD CI collection re

ments manager; CI staff support 

DoD HUMINT Manager; the cond

all-source CI analysis of foreign i

gence activity; the production 

assessments, studies, estimates, an

ished products; and the coordinat

the CI production programs of al

CI components.

The Joint Military Intelligence C

(MC) is a unique joint service i

gence educational institution a

rized by Congress to awar

accredited Master of Science of Str

Intelligence degree. It prepares m

and federal civilian professionals 

throughout the Intelligence Comm

to satisfy intelligence requiremen

full partners in safeguarding 

advancing the nation’s interests

College also conducts and dissem

relevant intelligence research. ■
VECTOR 21 

success. Since the Agencys inception,

DIA personnel have been involved in every

major military crisis. As a reflection of this

culture of excellence in defense of the

nation, DIA has been awarded the Joint

Meritorious Unit Award three times in the

past 10 years for its performance. This commitment to the mission of the Agency by all

employees has clearly established DIA as a

premier Combat Support Agency. 

The increasing tempo of events and quantity of information; instability in global

affairs; the expanded potential for worldwide, short-notice U.S. military involvement; and the technologies available to

decision makers and operating forces to

influence international activities, demand

a more flexible, highly skilled and experienced work force than ever before. The

very complex geo-political and battlespace environments of the future will

compel our people not only to keep pace

with, but to anticipate, expanding and

demanding requirements, and to fuse

rapidly, apply, “visualize,” and disseminate a full range of intelligence support.

Although the quality and dedication of

our people have never been better, downsizing and the retirement of many of our

seasoned veterans mandate recapitalizing

our intellectual base by recruiting or

retraining skilled people across a spectrum of disciplines and activities.

DIA’s continued successes are due, in

part, to the outstanding education and

training afforded all members of Defense

Intelligence. Resident within DIA, the

Joint Military Intelligence College sees to

the education of intelligence professionals who will be called upon to provide

foreign military and military-related

intelligence as part of military operations

in peacetime, crisis, and combat; force

planning and weapons system acquisition; and defense policymaking. Offering

personnel from each of the Services and

the Intelligence Community a high-quality professional and fully accredited

academic education at the graduate and

undergraduate levels, the College prepares them for senior command, staff,

and policymaking positions throughout

the Intelligence Community. The premier

T
16 VEC

professional development opportunity

for DIA’s personnel is the JMIC’s PostGraduate Intelligence Program, which

offers the Master of Science of Strategic

Intelligence (MSSI) degree, the only such

degree available anywhere in the country.

For training, the Joint Military Intelligence Training Center (JMITC) within the

Directorate for Administration manages

the General Intelligence Training System

for the Department of Defense. The

JMITC ensures that the necessary training

for all Defense Intelligence is provided in

a timely, efficient manner any time or

place there is a demand. Training is provided in management, analysis, collection

management, and automated systems as

well as basic skills training for all positions within the Defense Intelligence

Agency.

Systems

The Defense Intelligence architecture

includes an information and communications network known as JWICS (Joint

Worldwide Intelligence Communications System) with interoperable systems

Intelligence Support Elements, dep

intelligence elements, Service 

gence, and national intelligence org

tions in a global grid. All intell

made available to the network is co

nicated to users throughout the s

The data are stored and accessed 

DoD standards-compliant auto

system that interfaces with the com

cations network.

To provide tailored intelligence s

to the Joint Force Commande

NMJIC can deploy a National Intell

Support Team (NIST) for support 

a crisis or operation. A NIST will b

posed of representatives from DIA

CIA, and any other intelligence org

tion requested by the Unified 

mander. A NIST deploys with it

intelligence support capability, usi

joint force’s existing communicatio

tems. A NIST, acting as a liaison el
VECTOR 21 

provides key on-site support to the joint

force J2 to ensure the receipt of national

intelligence.

The Defense Intelligence architecture is a

dynamic, flexible structure providing global access to an information grid that consists of all intelligence sources at all

echelons. The architecture facilitates the

capability of the Military Intelligence

Community to focus on supporting the

Joint Force Commander and subordinate

components, and to integrate support

from non-Defense agencies and non-governmental organizations, as required. The

Defense Intelligence architecture is configured to provide access to all intelligence

sources from anywhere on the globe and

to provide essential data that the Joint

Forces Commanders will need to support

their joint operations.

Integrated System

The Defense Intelligence architecture is a

network of integrated workstations, file

servers, and communications links.

These elements must work together, con

USER REQUIREMENTS

RESPONSIVE

TECHNICAL

INSERTION

STRATEGIES

NEW CAPABILITIES

RESEARCH AND

DEVELOPMENT CENTERS GOVERNMENT

INDUSTRY LABS JOURNALS

JOINT INTELLIGENCE

VIRTUAL ARCHITECTURE
18 VEC

sistent with common DoD standards, to

create the interoperable information

environment required to support military operations, defense planners, and

policymakers. The network includes

direct connectivity by communications

links and broadcast capability to support

time-sensitive needs. The Military Intelligence Community has established an

information grid that allows data collected by various means to be communicated directly to a user, processing site,

or collection platform by the most efficient path. An important aspect of the

information grid is its ability to m

intelligence, including direct col

to-user information, accessible via 

dardized file servers to standard

pliant work stations. 

Connectivity

To maximize the utility of the ar

ture, all systems must meet standa

connectivity using DoD standard 

munications protocols and sta

security devices available at all ech

The Joint Worldwide Intelligence 

WHITE HOUSE

SERVICE

OPS CENTERS

CIA

COALITION

FORCES

STATE

NSA

UNIFIED

COMMANDS

NATIONAL MILITARY

COMMAND CENTER

Defense Collection

Coordination Center

(Pentagon)

OICC

(DIAC)

NMJIC

Clarendon Situation

Room (DHS/CMO)

OTHER U.S.

GOVERNMENT AGENCIES

NIMA

Armed Forces

Medical

Intelligence

Missile and Space

Intelligence Center

(OPS CTR)
VECTOR 21 

ments for secure, high-speed,

multimedia transmission services for

intelligence information down to the JIC

level. JWICS incorporates advanced networking technologies that permit theater

throughput and capacity, making possible the use of applications that take

advantage of multimedia technologies,

including video teleconferencing. The

JDISS, a transportable automation workstation, works with existing communications to electronically extend a JIC to a

JTF or to other subordinate forces.

All-source intelligence dissemination

employs a variety of means to deliver

high-quality, relevant intelligence to consumers. In support of joint operations at

the national, theater, and subordinate

joint force levels, dissemination will be

via JWICS and JDISS. These systems support the production, dissemination, and

display of fused intelligence critical to

theater battle management. The Joint

Intelligence Architecture provides access

to data from national, theater, and tactical

intelligence organizations and sources

primarily from a “brilliant push-smart

pull” system. The “smart pull” refers to

the consumer’s ability to query or select

from intelligence databases relevant intelligence based on their mission and need

for information. The “smart pull” capability is designed to prevent communications circuit saturation while permitting

multiple users access to important information. Additionally, intelligence will be

“brilliant pushed” to selected consumers

in response to established requirements

and essential elements of information.

The up-, down-, and across-echelon interface among strategic, operational, and

tactical intelligence organizations is the

backbone for Defense Intelligence dissemination. ■

Brillant

Push

Data

Bases

Local

Holdings

Smart

Pull

Mission

Systems

C

Fee

JIC

NMJIC JISE

Tactical

Force

A SYSTEM OF SYSTEMS
20 VEC

optempo, information-rich environment.

This future architecture will ensure transparent, virtual, and seamless electronic connectivity from national, theater, or tactical

levels in support of both decisionmakers

and warfighters. The objective is to better

enable the intelligence consumer to understand the environment and synthesize relevant facts from a complex information

domain. For the Intelligence Community,

the goal is to significantly accelerate and

make the intelligence cycle more meaningful. Advanced knowledge-based tools will

dictive analysis and virtual collab

with multiple users. This evolutio

eliminate the physical limitations po

location, classification levels, and m

requirements, while using the capabi

a more capable world-class analyt

associated support workforce. Th

Intelligence Virtual Architecture (JIV

also provide the foundation for futur

nology and very advanced applic

The following illustrates subcomp

key to the architecture of the future sy

Framework and Key Aspects of the

Joint Intelligence Virtual Architectu

Communications

Architecture

(DISA/J6)

Training

INTEL

CYCLE

Collection

(Sensors/Sources/

Methods)

External

Information

FEEDBACK

FEEDBACK

Near Term (3-5 Yrs)

Long Term (5-10 Yrs)

Doctrine

Key Aspects

Advanced

Technology

Evaluation

(Feedback Mechanism)

System Support/

Sustainment

Cognitive

Tools

Automation

Architecture

MISSION JIVA

Operational

Environment

Decisionmaker

Commander

Policy/

Procedure

Production

Analytic

Methodology

Dissemination

DOMINANT BATTLESPA

KNOWLEDGE

PROCESS AND ANALYSIS

KNOWLEDGE MANAGEMENT

SYSTEM OF SYSTEMS

Framework and Key Aspects of the

Joint Intelligence Virtual Architectu
VECTOR 21 

DIA is firmly committed to utilizing its

most valuable asset, its people, by

developing and maintaining a diverse,

well-trained cadre with the talent,

energy, and vision necessary to meet

the challenges of our dynamic support

requirements in the future. Our analysts, collectors, and information technologists can perform all-source fusion

of complex information using knowledge-based tools. They are people who

possess solid knowledge and understanding of the military art, science, and

operations of U.S. and key foreign

forces. They are also people with expert

technical knowledge, including an

understanding of automated data processing and telecommunications

required to collect, process, produce,

and disseminate intelligence to users

and consumers. New talent will be

gained by recruiting, developing, training and retraining the highest quality

analysts. Senior specialists will be

developed from within the Agency by

providing rewarding and well defined

career paths from the entry level to the

most senior technical, analytical, and

managerial levels. By demanding professional certification, offering professional development opportunities in all

intelligence fields and throughout the

intelligence community, providing currency-training, sponsoring active mentorship programs, and promoting crosstraining and rotational assignments, we

will achieve and maintain this future

cadre.

Information 

Integration 

DIA will maintain an open systems architecture that will allow the rapid integration of knowledge-based tools and that

will achieve the blending of discrete activities of the intelligence cycle into a homogenous Defense Intelligence infosphere.

JIVA will help to create a collaborative

electronic workspace for information

technologists to eliminate the physical

limitations imposed by location, classification level, and mobility requirements.

DIA is committed to the DoD Common

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22 VEC

gy 

The Agency will recapitalize its technology in leading-edge information and

communications capabilities by carefully

managing technological change. This

requires an awareness of technological

developments, users’ requirements, fiscal

restraints, and technological insertion

strategies that translate into new technical capabilities. The Agency, in the context of JIVA and other DIA and

community initiatives, will actively support the standards and open systems

goals of the Intelligence Community, the

Defense Information Infrastructure, and

national commercial best practices to

ensure compatibility and interoperability

with all customers. Successful technology

insertion requires a proactive customer

requirements awareness and management process to anticipate new mission

needs that will drive applications for new

technology. A revolving, rapid recapitalization based on a periodic cycle (3-5

years) is required to stay ahead of technology obsolescence.

Systems Security

The Agency has implemented a technical

risk-management rather than a risk-avoidance policy that guarantees the security,

integrity, and availability of national intelligence assets and capabilities. This policy

will evolve to a multiple-level security system in which appropriate information can

be accessed from a single workstat

a single physical communication

work. Information dominance will 

pivotal cog, for the virtual architectu

for technical risk management. The 

cal environment will feature adv

security technologies, such as biom

high- speed data encryption card

data labeling.

Advanced 

Knowledge-Based 

Tools

Practical virtual integration of the 

gence cycle will occur when the Ag

professionals have sophisticated in

tion and communication tools to en

significantly accelerated intelligence 

providing early, predictive intelligen

accurate estimates. Knowledge

tools are the keystones for this effor

will allow the analysts to achieve rap

tlespace awareness and compreh

and contribute to the military ope

achievement of battlespace dominan
VECTOR 21 

1.0 MILITARY 

INTELLIGENCE 

Emphasize the users’ needs through modernization and continuous improvement of our

collection operations, analysis and production, and dissemination to allow military

operators, policymakers, and decisionmakers

to attain and maintain dominant battlespace

knowledge in their operating environment.

We will continually evaluate and re-evaluate

our processes in the intelligence cycle to

ensure currency and relevance in a rapidly

changing world.

1.1 Mission 

Lead Defense Intelligence in fulfilling our

mission of intelligence support to the warfighter, decisionmaker, and policymaker.

Goal: Strengthen the Military Intelligence Board process and use this forum

to engage in the corporate business of

Defense Intelligence.

Goal: Exploit advanced technology to

collect, process, and analyze information and to disseminate needed intelligence worldwide.

Goal: Conduct a review of operational

plans to identify personnel, equipment,

and systems apportionment requirements and shortfalls.

Goal: Associate and integrate with

NIMA, CIA, NSA, INR, FBI, and other

intelligence community elements to

ensure the best possible military intelligence support.

Planning

and

Direction

Collection

Processing

and

Exploitation

Analysis

and

Production

Dissemination

and

Integration

MISSION

EVALUATION

The Intelligence

Cycle

The Intelligence

Cycle

FEEDBACK
24 VEC

peace, crisis, and conflict. 

Goal: Create flexible procurement,

replacement, and insertion strategies

that will keep pace with technological

change and innovation.

Goal: Plan and develop an interactive,

interoperable fully automated personnel

data base that responds to demographic,

mission, and skills-based queries on personnel and is compatible with the Intelligence Community’s needs.

Goal: Identify the appropriate future composition of Military Intelligence Service

personnel within the Unified Commands.

Goal: Identify current and potential

future work force shortfalls based on

changes in the Unified Command Plan,

expanded missions and requirements,

and systems/technology.

Goal: Provide intelligence resources at all

Joint Reserve Intelligence Connectivity

Program sites to ensure Reserve components are effectively integrated into the

active infrastructure.

Goal: Strengthen and streamline Military

Intelligence Board processes to expedite

decisionmaking on key intelligence issues.

Goal: Implement and sustain a total quality

program that will build a work environment where ideas and innovation are

encouraged and efficiency and effectiveness of Agency operations are improved.

1.3 Collection 

Ensure the timely and prioritized “br

coordination and tasking of national co

systems. Complement the managemen

lection requirements with the coordina

collection operations. Continually mon

results of national systems tasking to 

that subordinate organizations rece

proper priority for their requests and 

responses to their intelligence requir

Pursue nontraditional sources of infor

and intelligence.

Goal: Support warfighter and DoD r

ments at the national level for collec

include evaluation of requirements t

submitted and recommendations fo

native collection means.

Goal: Enhance Defense HUMIN

vice (DHS) collection capabiliti

focusing DHS field collection on 

fighter and DoD requirements; im

DHS internal capabilities and pro

expand joint capabilities and oper

Goal: Operationalize MASINT su

to the warfighter by establishin

sustaining the U.S. MASINT S

supporting consumers during 

natural disaster, crisis, or war, and 

oping appropriate resource and te

ogy solutions.
VECTOR 21 

Anticipate requirements and respond with

the best intelligence service support in the

world. The standard measure is to ensure

delivery of any intelligence product to the

warfighter, analyst, or decisionmaker within

two hours.

Goal: Standardize products, processes,

and formats as required to allow seamless transfer to facilitate the intelligence

process and to support analysts, policymakers, and warfighters.

Goal: Provide all products and databases

online and in alternate media, where possible, to meet the requirements of 21st

century battlespace dominance.

Goal: Improve customer service to

ensure a responsive, quality-oriented

organization. 

1.5 Analysis and Production 

Lead as the focal point for fused, national allsource military intelligence, including indications and warning, current, general military, scientific and technical, and targeting

intelligence analysis, production, and reporting and coordinating national- and Servicelevel intelligence resources. 

Goal: Establish an Intelligence Analyst

Development Program that provides

entry-, mid-, and senior-level training and

education to prepare military analysts for

the defense issues of the 21st century.

ing process of military operators, planners

and policymakers.

Goal: Surge analytic efforts to provide

immediate, focused 24-hour support to

deployed forces and detailed analysis to

support targeting and other planning

needs.

Goal: Develop validated futures-threat

intelligence tailored to the needs of force

modernization programs and policy

requirements designed, in part, to avoid

technological and operational surprise on

the battlefield.

Goal: Develop and maintain detailed,

online, interactive, inter-relational intelligence knowledge bases specifically correlated to the functional, operational, and

concept plans tasked by the JCS Joint Strategic Capabilities Plan.

Goal: Create a modernized intelligence

operating environment for the 21st century.

Goal: Integrate diverse systems and programs hardware and software purchases to
26 VEC

build a virtual analysis and production

capability from the national, to the Joint

Task Force, to the military component in any

theater, including key allies and potential

coalition partners.

Goal: Facilitate and coordinate production

of intelligence by multiple, physically separate organizations collaborating in a

dynamic real-time environment.

Goal: Develop a “virtual” DIA crisis center connected electronically to the JTF and

its engaged components, NMJIC, OICC,

military intelligence analytic organizations, and others to use all crisis-relevant

analytic expertise throughout the Defense

Intelligence Community

Goal: Integrate and leverage production

and analysis from non-traditional

sources such as academia, research institutions, and labs.

Goal: Establish a focused and clearly

defined analytic career development program to posture military intelligence analysts for the future.

softcopy, hardcopy and mixed 

including graphical and audio-video 

gence reporting. Disseminate thes

through multimedia formats wor

maintain extensive archives; ensu

information is accessible to the war

and responds to the warfighter’s need

Goal: Implement a dissemination 

tecture that integrates hardcop

softcopy intelligence products for 

wide dissemination to U.S., Allie

coalition military forces.

Goal: Develop an overarching mig

and data standardization strate

managing intelligence across the 

tary services, Unified Command

Defense agencies.

Goal: Steer the development of 

gence systems to comply with D

Information Infrastructure and Co

Operating Environment Standards
VECTOR 21 

gpg 

requires the information.

1.7 Feedback and Evaluation

Constantly review and assess our processes

to ensure we are meeting the needs of the

consumers of intelligence.

Goal: Evaluate the General Intelligence

Training System to ensure that military

and civilian intelligence training is consistent with knowledge, skills, and abilities necessary to meet the challenges of

the 21st century.

Goal: Assess the output of the collective

analytical process to ensure consonance

with the Defense Planning Guidance, the

Joint Strategic Capabilities Plan, and

related implementing documents.

Goal: Conduct periodic Intelligence Preparedness Assessment reviews to ensure

correlation and relevance of intelligence

production to the deliberate planning

process and objectives. 

Goal: Do what is necessary to ensure that

we are meeting the needs of the users and

consumers we support.

2.0 People

Attract, recruit, train, educate, and retain the

highest caliber workforce, while emphasizing

personal and professional development for

military and civilian members of the Defense

Intelligence Agency team.

The men and women of the Defense Intelligence Agency are our most important asset.

We will ensure that all personnel, military and

civilian, active duty and reserve, are provided

the opportunity to fulfill their potential. Our

Vision Force 2010 demands that we recruit and

train only the most highly skilled and experienced people willing to accept the challenge of

the Defense Intelligence Agency’s mission. 

Goal: In concert with the recommendations of Vision Force 2010, recapitalize

and rejuvenate the intellectual base of

the workforce by developing a recruitment plan for individuals with the

unique range of skills and expertise

required to support modern warfare.

Goal: Educate future leaders of the Intelligence and National Security Communities so they can anticipate and tailor

the intelligence required at the national,

theater and tactical levels.

Goal: Continue emphasizing the recruitment and career development of diverse,

multicultural personnel who represent

the population of our country.
28 VEC

Goal: For uniformed military intelligence professionals, develop and institutionalize standards and programs for

Joint Military Intelligence Officer and

Noncommissioned Officer specialties.

Goal: Develop quality-of-life initiatives

that capitalize on the diversity of our

people, making the Defense Intelligence

Agency the employer of choice. 

Goal: Develop and implement an

employee retraining and reassignment

program that emphasizes developing

key future skills in priority mission

areas, building on the findings in Vision

Force 2010.

3.0 Technology 

Capitalize on future technological innovation to develop synergistic intelligence systems for the 21st century.

The Defense Intelligence Agency’s vision for

the 21st century is highly systems-centered.

Advances in sensor, information processing,

and communications technologies will lead

to capabilities that will enable the United

States to achieve and maintain information

dominance. All media, whether voice, data,

graphics, maps, or video, will be available to

Defense Intelligence users at every level.

Automated data processing and telecommunications systems are resource multipliers,

providing the Intelligence Community the

ability to connect reliably, direct

instantly, to knowledge, resources an

bilities, at all levels, in support of th

ighter, decisionmaker, and policymake

Goal: Recapitalize systems using le

edge automated information proc

analysis, and dissemination techno

to meet the needs of the 21st c

warfighter.

Goal: Working through the Joint R

ments Oversight Council process, d

innovative technical solutions and s

that have the flexibility, global reac

capability to meet the needs of m

users and policymakers in support o

ational requirements in the 21st cent

Goal: Develop and implement 

cycle plan for managing and upg

the joint intelligence architecture.

Goal: Examine technologies to fa

linking into the Defense Intell

architecture national-level intell

agencies; selected U.S. and Allied 
VECTOR 21 

4.0 INFRASTRUCTURE 

Use innovative concepts, organizational processes, and technologies to provide a productive, modern, secure and safe working

environment for all Defense Intelligence

Agency professionals.

We will invest in the future by recapitalizing

our existing facilities. DIA will take advantage

of initiatives in construction technologies,

energy conservation, environmental protection, and information systems to maintain,

repair, alter, build, and occupy facility space in

the most efficient manner consistent with

policies to ensure our people, information, facilities, and operational capabilities are protected from harm. 
30 VEC

areas.

Goal: Consolidate widely dispersed

operations in the National Capital

Region by completing the Defense Intelligence Analysis Center at Bolling Air

Force Base through the construction of

additional modules coincident with or

adjacent to the existing building. 

Goal: Ensure that the recapitalization of

the Pentagon meets the needs of DIA

and corrects existing safety and health

deficiencies.

5.0 READINESS

Assure all consumers that the Defense Intelligence Agency is continuously engaged to

alert policymakers and warfighters to

impending threats and is ready to participate

as a Combat Support Agency in military

operations...anywhere, anytime.

The Defense Intelligence Agency must be

fully committed to contribute to the military

operational commander’s need for dominant

battlespace awareness and knowledge. Working through the Joint Monthly Readiness

Review (JMRR) process, we will highlight

deficiencies in our training, systems, equipment and personnel in support of military

contingency operations or crisis. This process will assure the Joint Chiefs of Staff, the

combatant commands and joint task forces

that DIA will provide rapid and complete

support. We will be prepared, p

manned, trained, and equipped to exec

mission.

Goal: Ensure that military (activ

reserve) and civilian intelligence p

nel are trained to meet our su

requirements for contingency oper

or major regional conflicts.

Goal: Procure and maintain the sy

and equipment necessary to supp

levels of conflict.

Goal: Create and maintain an 

gence readiness architecture and p

capable of rapid transition from a 

erate planning support posture to 

rapid, adaptive response to con

requirements during crises and wa
VECTOR 21 

6.0 RELATIONSHIPS 

Support U.S. national security priorities by

working closely and effectively with our

allies and coalition partners, and with other

U.S. Executive Branch agencies, the Legislative Branch, and the private sector.

The Defense Inelligence Agency must

address a wide range of threats and dangers

in diverse regions of the world, and support a

large audience, foreign and domestic. To provide vital intelligence to national security

customers any place, anytime, we will

strengthen partnerships with all members of

the Intelligence Community and, externally,

with industry and foreign governments.

Additionally, we will ensure that the Congress and, to the extent possible, the American public, remain fully informed of our

activities.

Goal: Revise or eliminate longstanding

security restrictions, where possible, to

make intelligence data more readily

available and useful to intelligence consumers.

Goal: Create interactive intelligence

relationships with friendly foreign

intelligence services.

Goal: Reinvigorate and sustain productive and supportive cooperation among

all members of the United States Intelligence Community. 

Goal: Use the Defense and joint intelligence architectures as the framework

for building a coalition intelligence

architecture.

Goal: Plan with the Intelligence Community and its foreign partners – and

test and exercise – procedures that provide for the full exchange of all relevant

intelligence to the extent permissible. 

Goal: Professionally associate and integrate with DoD agencies and elements,

such as ASD/C3I, Defense Information

Systems Agency, C4I Integration Support Activity, National Imagery and

Mapping Agency and NSA, and with

CIA, INR, FBI and other elements of

the intelligence and communications

communities to perform more effectively and efficiently our missions and

to support these organizations in their

work. ■

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32 VEC

Vector 21 is the vision and strategic road

for DIA in preparation for the 21st century

will continue to review our vision and g

for relevancy, currency, and applicability. 

directorate of DIA will create the objec

and processes to implement this plan. D

vision and goals are a guide for all membe

Defense Intelligence.

U N ITE D STATES O F A M E R I C A

DEPARTMENT OF DEFENSE

UNITED STATES MARINE CORPS

DEPARTMENT OF THE NAVY

M C M X L V I I

UNITED STATES OF AMERICA

DEPARTMENT OF THE AIR FORCE

UNITED STATES OF AMERICA

THIS WE'LL DEFEND

DEPARTMENT OF THE ARMY
Dedicated to the Members of DIA and the Defen

Intelligence Community Who Gave Their

Lives Defending Our Nation

Dedicated to the Members of DIA and the Defen

Intelligence Community Who Gave Their

Lives Defending Our Nation
A STRATEGIC PLAN FOR THE

DEFENSE INTELLIGENCE AGENCY

A STRATEGIC PLAN FOR THE

DEFENSE INTELLIGENCE AGENCY

e Nation 

e Nation