Stra2007–Leadin

2007–Leading 
Mission

Provide timely, objective, and cogent military intelligence to warfi ghters, defense planners, and defense and national security policymakers.VisionIntegration of highly skilled intelligence professionals with leading edge technology to discover information and create knowledge that provides warning, identifi es opportunities, and delivers overwhelming advantage to our warfi ghters, defense planners, and defense and national security policymakers.ValuesWe are committed to...

• Service to our community and our fellow citizens.• Dedication, strength, and urgency of purpose to provide for our 

nation's defense.

• Customer-focus in the products and services we provide. • Integrity and accountability in all of our actions and activities.• Inquiry, truth, and continuous learning. • Creativity and innovation in solving problems, discovering facts, and 

creating knowledge.

• Teamwork through international and external partnerships.• Leadership at all levels within defense intelligence and the Intelligence 

C
Strategic Plan 2007–2012

1	 Director’s Letter

	 2	 Introduction

	 5	 Goals and Objectives

	 29	 Summary

Table of Contents
ii Strategic Plan 2007–2012

Our nation is engaged in a long war against terrorism 

and violent extremism. Providing support to our 

Soldiers, Sailors, Airmen, and Marines engaged in 

insurgencies in Iraq and Afghanistan and the Global 

War on Terrorism is our first priority.

– Lieutenant General Michael D. Maples, US Army, DIA Director

Strategic Plan 2007–2012

The Intelligence Reform and Terrorism Prevention Act, the National Security Strategy, the

National Defense Strategy, the Quadrennial Defense Review, the formation of the Office of the

Director of National Intelligence (ODNI), and the National Intelligence Strategy (NIS) represent an

extraordinary period of change for intelligence.

A critical outcome of this transition will be the creation of a highly integrated and interconnected

Defense Intelligence Enterprise. This construct will serve as a critical link between defense

and national priorities, and will horizontally integrate the people, systems and processes that

comprise the individual components of intelligence.

Introduction

Leading the Defense Intelligence Enterprise
Strategic Plan 2007–2012 

Irregular Warfare — a form of warfare that has 

as its objective the credibility and/or legitimacy 

of the relevant political authority with the goal 

of undermining or supporting that authority. 

Irregular warfare favors indirect approaches, 

though it may employ the full range of military 

and other capabilities to seek asymmetric 

approaches, in order to erode an adversary's 

power, influence, and will. 

Plan and Support Defense Operations

Achieving a new level of integration between

the intelligence professional and the operator

will be accomplished nationally through the

Defense Joint Intelligence Operations Center

(DJIOC) and regionally through combatant

command (COCOM) JIOCs including allsource intelligence campaign planning (ICP)

capabilities.

The JIOCs will form the basis of a

collaborative, interactive relationship

with national and defense intelligence

agencies, COCOM JIOCs, COCOM analytical

and collection elements, military service

intelligence organizations, and the Joint

Functional Component Command for

Intelligence, Surveillance, and Reconnaissance

(JFCC-ISR).

Defense Intelligence Enterprise — the Defense 

Intelligence Community (organizations within 

the Department of Defense (DoD) that have an 

intelligence mission and/or function), plus all of 

their stakeholders. Stakeholders — entities and 

interests that are involved in creating, sustaining, 

and enhancing the mission capacity, either 

voluntarily or involuntarily, of the enterprise. 

Enterprise — the nodal element within a network 

of interrelated stakeholders.

To achieve this, DIA and its partners must

work together to achieve a shared vision

encompassing five fundamental imperatives: 

Sustain the Fight in the Global War

on Terrorism

The primary focus of DIA at this time is

to prevail in the Global War on Terrorism

(GWOT) by providing insight, knowledge,

and actionable intelligence to leaders

and operators. To do so well requires the

continuous renewal and adaptation of

our resources and capabilities to ensure

we achieve persistent penetration of the

adversary.

The GWOT, and our increased focus on

irregular warfare capabilities, moves

intelligence to the operational center. It

requires the intelligence professional and

operator to be integrated and fully engaged

in collection, analysis, and production of

actionable intelligence in the fight against

terrorists and to prevent the proliferation of

weapons of mass destruction.
 Strategic Plan 2007–2012

The Defense Joint Intelligence Operations 

Center — established to integrate and 

synchronize military and national intelligence 

capabilities. The DJIOC will plan, prepare, 

integrate, direct, manage, and synchronize 

continuous, full-spectrum defense intelligence 

operations in support of the combatant 

commands.

Achieve Defense Intelligence Unity

of Effort

Achievement of true unity of effort among

members of the Defense Intelligence

Enterprise will come through the joint

creation of policies, processes, and systems

that encourage and facilitate access, sharing,

and interoperability. DIA will lead this effort

by coordinating capabilities and resources in

ways aimed at better serving the customer.

The drive towards coordination includes

building new programs as needed and

the integration of the defense intelligence

initiatives already underway, including

the DoD Intelligence Information System

(DoDIIS) Way Ahead, the Defense Intelligence

Analysis Program (DIAP), the Defense HUMINT

Management Office (DHMO), and others.

Support the Office of the Director of

National Intelligence

As a provider of all-source defense

intelligence, DIA is uniquely positioned

to serve as a critical link between national

and defense capabilities and priorities. This

strategic plan lays the groundwork for this

through the development of goals and

objectives aligned in support of the NIS.

In the years ahead, DIA will seek to develop

and support initiatives that establish a

collaborative, interactive relationship with

the ODNI to ensure that defense and national

priorities are managed in a coordinated and

synchronized approach. The desired outcome

will be the continuously more efficient use of

resources.

Develop the Defense Intelligence

Enterprise 

DIA is committed to transforming defense

intelligence into an enterprise thatsupports

integration and synchronization of collection,

analysis, planning, and management activities.

The resultant Defense Intelligence Enterprise

construct will enable accessto the totality of

intelligence resources and more effectively

meet the needs of national and defense

customers.

Complex global operations, transnational

threats, and the evolution of an enhanced

national intelligence structure will require

new organizing principles. The Defense

Intelligence Enterprise will take shape as a

central organizing principle, particularly as

theDefense and COCOM JIOC components are

refined in the years ahead.

The culmination of our efforts will be to achieve

human and technological platformsthat

can deliverfaster, better, and more efficient

intelligence to consumers.The purpose ofthis

strategic plan isto identify the necessary goals

and objectives centralto achieving this vision

forDIA and an integratedDefense Intelligence

Enterprise.
Strategic Plan 2007–2012 

Section I:	 Enhance Mission Management

Goal 1 	 Transform the Defense Intelligence Enterprise.

Goal 2		 Achieve next generation collection capabilities.

Goal 3		 Produce the right intelligence for the right customer at the right time.

Goal 4		 Create a knowledge-based culture.

Section II: 	 Enhance Enterprise Management

Goal 5 	 Attract, develop, and retain a results-focused workforce.

Goal 6 	 Provide superior resource and organization management.

Goal 7 	 Sustain a culture of continuous improvement.

Goal 8 	 Provide the optimal work environment.

Goals
 Strategic Plan 2007–2012

Goal 1

Transform the Defense Intelligence Enterprise.

DIA’s commitment to the Nation is to prevail in the Global War on Terrorism, prevent and 

counter the spread of weapons of mass destruction, bolster the growth of democracy, and 

anticipate developments of strategic concern and opportunity. This requires a collective 

effort. To achieve this, the Agency is committed to transforming individual capabilities 

into a cohesive, integrated Defense Intelligence Enterprise. 

DIA’s Director will lead this effort nationally through the Defense Joint Intelligence 

Operations Center and regionally through the combatant command Joint Intelligence 

Operations Centers. The Agency will sustain integration through co-location of 

multi-agency resources, implementation of interoperable technology, a global force 

management (GFM) capability, and all-source intelligence campaign planning (ICP) at 

the national and theater levels. 
Strategic Plan 2007–2012

Objective 1.1

Enable the DJIOC and COCOM JIOCs to fully

implement Horizontal Integration through

the Defense Intelligence Enterprise.

DIA will use the DJIOC to synchronize

assessments, planning, deconfliction,

and execution of intelligence activities

across agencies and theaters, creating a

horizontally integrated enterprise. The

DJIOC will form the basis of a collaborative,

interactive relationship between national

and defense intelligence agencies, COCOM

JIOCs, COCOM analytical and collection

elements, Service intelligence organizations,

and the Joint Functional Component

Command for Intelligence, Surveillance,

and Reconnaissance. The Agency will

institutionalize a fully integrated Defense

Intelligence Enterprise, networked and

enabled by an enterprise Information

Technology (IT) architecture. DIA will:

• 		Improve national-level operational

support to the COCOMs through a

centrally coordinated all-source DJIOC

providing collection, processing, and

planning services involving both defense

and national intelligence assets.

• 		Improve theater-level operational support

to the COCOMs through regionally

focused all-source JIOCs, providing

collection, processing, and planning

services involving both defense and

national intelligence assets.

• 		Achieve an integrated and interoperable

IT infrastructure for the Defense

Intelligence Enterprise that incorporates

the Department of Defense Intelligence

Information System (DoDIIS) architecture

and ensures seamless integration between

all strategic, operational and tactical

intelligence components.

• 		Identify innovative practices and

technologies developed in support of

the DJIOC and COCOM JIOCs that can

be implemented across the Defense

Intelligence Enterprise to enhance

integration and unity of effort. 

Objective 1.2

Build a full range of Intelligence Campaign

Planning capabilities to promote a

cohesive, integrated approach to

intelligence campaign development.

DIA will support an ICP process that will

identify, plan, and apply all defense and

national intelligence capabilities against

policy, strategic, operational, and target

objectives. An effective ICP process will yield

actionable plans directing the synchronized

and sequenced application of intelligence

assets. This process will encompass the full

range of intelligence requirements from

strategic to tactical, will identify intelligence

gaps and vulnerabilities, and will exploit

intelligence targets to support operational

objectives. DIA will: 

• 	Develop a rigorous, integrated ICP process

to produce plans for the synchronized

and sequenced application of intelligence

assets against objectives.

• 	Evaluate and monitor the effectiveness

of intelligence plans, operations, and

processes, and adjust as needed to

achieve desired results.
 Strategic Plan 2007–2012

Objective 1.3

Develop and implement a comprehensive

Global Force Management approach to

achieve unity of effort across the Defense

Intelligence Enterprise.

DIA’s approach to GFM supports the DoD

methodology for force and resource

apportionment, assignment, and allocation. 

In addition, the approach will provide

increased visibility into force availability and

an improved mechanism for the assessment

of risk. The combination will allow DIA to

harness resources and capabilities better

worldwide and across defense intelligence

programs, resulting in a more agile and

responsive decision making environment. 

DIA will:

• 	 Develop a process and associated

applications, data and services to

provide the DJIOC with the ability to

identify available Blue Force capabilities

including: highlighting those that are

interchangeable between theaters,

allocating them against priority

requirements, and providing the means to

mitigate intelligence capability shortfalls.

• 	 Through implementation of GFM, instill

in the Defense Intelligence Enterprise

the ability to become more efficient and

effective stewards of defense intelligence

assets.

• 	 Hone our partner relationships across

public and private sectors, at home

and abroad, engaging our collective

capabilities to address today’s complex

security challenges.
Strategic Plan 2007–2012 

DIA will advance its ability to provide unique capabilities to operators and 

leaders by addressing collection shortfalls across the Defense Intelligence 

Enterprise. The Agency will increase investment in the development of 

innovative human intelligence (HUMINT) and technical collection capabilities 

to achieve a higher degree of persistent surveillance and warning capability 

through improved collection techniques resulting in the precise penetration of 

current and emerging targets. 

Goal 2

Achieve next generation collection capabilities.
10 Strategic Plan 2007–2012

Objective 2.2

Leverage a federated community of

defense scientific and technology

intelligence (S&TI) capabilities.

DIA will serve as a hub across the Defense

Intelligence Enterprise for the development

of S&TI capabilities. The Agency will research,

develop, and deploy new MASINT capabilities

and other innovative collection technologies

aimed at improving the ability to provide

early warning. DIA will:

•	 Realize close-access technical collection

operations by developing a multilayer/multi-sensor architecture using

comprehensive MASINT data archives

and phenomenology, signature, and

environmental effects libraries.

•	 Expand the ability of the Defense

Intelligence Enterprise to exploit the full

range of scientific research in pursuit of

national security objectives.

•	 Exploit technological advances and

develop countermeasures to mitigate

the human and materiel damage caused

to US and allied forces by improvised

explosive devices (IEDs) and other

irregular warfare weapons. 

Objective 2.3

Increase the awareness, availability, and

use of open source information, to ensure

all-source collection and analysis.

DIA will increase open source information

capabilities to advance the Defense

Intelligence Enterprise’s exploitation

of material available from the Internet,

databases, press, radio, television, video,

geospatial data, photos, and commercial

imagery. The Agency will improve integration

of these resources enabling it to better utilize

Objective 2.1

Develop a horizontally integrated,

adaptive set of collection capabilities to

achieve persistent surveillance.

DIA’s responsibility to develop an overarching

DoD collection management architecture,

plan, and process — that already includes

imagery intelligence, signals intelligence,

geospatial intelligence, and measurement

and signature intelligence (MASINT) — will

be further strengthened with the integration

of HUMINT and newly-developed collection

strategies. The Agency will enhance its

capabilities through increasing the strength

and integration of its HUMINT and technical

collection assets. The GWOT and the increased

focus on irregular warfare have underscored

the need for HUMINT collection in order

to achieve true persistent surveillance.

The ability to gain and exploit battlefield

awareness is critical to achieving warning

and tactical advantage against the nation’s

adversaries. DIA will:

•	 Improve foreign language proficiencies

and expertise to better assess, explain,

and exploit the cultural landscape in

which collectors operate.

•	 Integrate HUMINT and MASINT with

other capabilities across the Defense

Intelligence Enterprise to achieve

persistent surveillance of the Nation’s

adversaries.
Strategic Plan 2007–2012 11

relevant open source collection and analysis

to gain a more complete picture for leaders

and operators. DIA will:

•	 Develop a coherent management

construct to consolidate and clarify open

source strategies, policies, training, and

functional IT requirements across the

Defense Intelligence Enterprise. 

•	 Ensure properly administered unclassified

holdings are available to customers.

•	 Integrate defense and national open

source capabilities to eliminate

duplication of effort and explore

opportunities for collaboration among

components of the Intelligence

Community (IC).

Objective 2.4

Improve counterintelligence (CI) collection

management and analysis to better

identify, neutralize, and exploit foreign

threats. 

DIA personnel must be aware of the methods

and intentions of foreign intelligence,

subversive, or terrorist elements. To ensure

the protection of the Defense Intelligence

Enterprise and its forces, DIA will seek

to increase capabilities in the areas of CI

operations and investigations, analysis and

assessments, technology development and

protection, and force protection. DIA will:

•	 	Integrate the DoD CI management role

for production, collection, and operations

requirements with the intelligence

collection community to bring all-source

information to bear against foreign

intelligence threats.

•	 Support collectors with flexible services,

customized on short notice to take

advantage of unplanned opportunities.

•	 	Integrate CI planning with available

ICP processes to expand its role in joint

military operations.

Objective 2.5

Collaborate with customers, industry, and

Agency partners to discover and capture

emerging intelligence concepts, processes,

and technologies. 

DIA is committed to leveraging relationships

with partners in government and industry

to rapidly discover and exploit advances in

learning and technology. The Agency will seek

out best practices and emerging technologies

to ensure operational capabilities are more

advanced and versatile than the threats

confronting the nation. To this end, DIA will

speed assimilation and deployment of these

technologies through proactive collaboration

with a range of partners to ensure continuous

improvement. DIA will:

•	 Position DIA resources as a link between

customers, industry partners, national and

defense intelligence components, and

non-traditional organizations to maintain

awareness of emerging and future

technologies, capabilities, and practices.

•	 Through innovative partner relationships,

modernize and sustain HUMINT

information operations and improve

unconventional MASINT operations.

•	 Exploit emerging capabilities and

technologies through the establishment

of a formal program to speed discovery,

development, and deployment.
12 Strategic Plan 2007–2012

Produce the right intelligence for the right customer 

at the right time.

DIA continually seeks better ways to support its customers by providing tailored 

analytic output that is precise, timely, and actionable. Proximity to the customer 

and the integration of the Defense Intelligence Analysis Program (DIAP) will 

enhance the allocation of analytic resources across the Defense Intelligence 

Enterprise. Risk management of analytic resources, increased analytic rigor and 

training, and the promotion of critical thinking and long-term strategic analysis 

are vital to this effort. DIA will ensure DIAP, ICPs, and defense intelligence 

priorities are aligned and integrated to best support military and national 

intelligence integration, collection strategies, and adaptive planning.

Goal 3
Strategic Plan 2007–2012 13

Objective 3.1

Link risk-managed all-source analysis to

customer requirements.

DIA will link risk-managed all-source analysis

to customer needs by providing customers

tailored access to all relevant and archival

data on demand via technologies that can

organize, analyze, and display correlated

information. DIA will:

•	 Develop and sustain the criteria and

methodology for establishing levels of

analytic effort based on guidance from

key intelligence customers.

• 	 Assign clearly defined all-source analytical

responsibilities to defense intelligence

analytic organizations within General

Defense Intelligence Program (GDIP) and

DIA Military Intelligence Program, based

on capabilities, workforce characteristics,

and mission requirements.

• 	 Develop and track measures of

effectiveness for analytic performance and

customer satisfaction.

Objective 3.2

Strengthen analytic tradecraft training and

professional development at all levels to

improve the quality and rigor of defense

intelligence. 

DIA will improve analytic practices across

the Defense Intelligence Enterprise,

ensuring greater rigor through the use of

creative analytic techniques and research

methodologies. The Agency will acquire,

maintain, and improve the analytic skills

necessary to achieve aggressive all-source

analysis against the full spectrum of enduring

and emerging challenges. DIA will:

• 	 Design and maintain a cradle-to-grave

analytic development and leadership

program that fosters collaboration

throughout the IC to ensure the

capabilities to meet defense intelligence

requirements are in place.

• 	 Develop formal analytic requirements

and programs that will lead to a better

understanding and application of

methodologies, structured techniques,

and creative and critical thinking skills.

Objective 3.3

Foster critical thinking and promote

long-term strategic analysis and warning

through the use of advanced research

methods and techniques.

DIA will develop expertise in the use of

advanced analytic methods and techniques

that build on past knowledge. This includes

the integration of critical thinking models

and diverse perspectives in the development

of analytic output. The Agency will provide

customers with analytic judgments that

clearly identify opportunities, vulnerabilities,

and uncertainties. DIA will: 

• 		Create an environment for analysts to

use critical thinking and basic structured
14 Strategic Plan 2007–2012

analysis techniques to mitigate bias,

understand mindsets, and incorporate

competing views to help guide the

national dialogue regarding threats to the

United States and its interests. 

• 	Institutionalize forward-looking strategic

analytic methods and techniques to

increase long-term strategic analytic

production to ensure warning of future

threats. 

Objective 3.4

Promote all-source analysis through the

integration of collectors and analysts with

access to information at the earliest point

of consumability.

DIA believes collaboration between collectors

and analysts is critical to tearing down walls

that limit the ability to collect, process, and

share information quickly. DIA will accomplish

enhanced collaboration through co-location

and training of the collector and analyst

workforce, implementation of interoperable

systems, and creation of an informationsharing culture. DIA will:

• 	 Build teams, design processes, provide

collaboration tools, and develop

innovative approaches to improve

information sharing and timely access to

data. 

• 	 Support on-demand, simultaneous

access to shared data across security

domains for the IC workforce through IT

implementation of Horizontal Integration.

• 	 Establish an intelligence solution

repository to maintain critical data in an

easily accessible structured format.
Strategic Plan 2007–2012 15

Goal 4

Create a knowledge-based culture.

DIA is committed to becoming a highly effective knowledge-based organization 

by establishing a culture where information is proactively shared among Agency 

personnel and IC partners. The Agency will implement new strategies to develop 

and exploit knowledge wherever it exists. This includes initiatives to strengthen 

cooperation with foreign partners, broaden information access through 

interoperable technology, and build innovative knowledge creation practices and 

sharing techniques. 
16 Strategic Plan 2007–2012

Objective 4.1

Cooperate with foreign partners to

increase global situational awareness and

close critical intelligence gaps.

DIA will seek out and build relationships

with knowledgeable and capable foreign

partners to enhance access to information

and perspectives otherwise unavailable to

our intelligence analysts. The Agency will

work with its partners to focus on the intent

of foreign leaders and adversaries to provide

the intelligence required to prevent—rather

than respond to—potential crises around the

world. DIA will:

• 	Coordinate with other members of the

IC to leverage existing and emerging

intelligence relationships to greater

advantage.

•	 Provide timely foreign exchange and

disclosure policy guidance to support

improved information access for foreign

partners and coalition members.

• 	Serve as the critical link and DoD focal

point for the foreign defense attaché

community, foreign embassy staffs, and

the defense and national intelligence

communities to leverage resources and

limit intelligence shortfalls.

Objective 4.2

Implement interoperable state-of-thepractice Information Management

(IM) technologies consistent with the

Information Sharing Environment.

DIA believes a flexible, centrally-managed

and locally-executed Defense Intelligence

Enterprise will provide customers with

enhanced interoperability and more costeffective IM services. Future solutions and

services will adhere to enterprise standards

and IM best practices. This will support the
Strategic Plan 2007–2012 17

level of access, timeliness, quality, agility, and

precision of information required for current

and future missions. It will also support

seamless horizontal and vertical integration

of DoDIIS applications and data by leveraging

multiple IM activities. DIA will:

• 	Promote, field, and maintain a horizontally

integrated knowledge environment

enabled by physical and virtual

collaboration in conjunction with the

intelligence and operator communities.

• 	Use data tagging best practices and

technologies to enable more efficient

search and retrieval of information,

enhance access to all data sources, and

refine data standards and data ownership.

•	Identify and implement technologies,

standards, and IM data policies that

enable all-source fusion across multiple

security domains in a user-friendly format.

• 	Incorporate Defense Intelligence

Enterprise-wide systems to reduce IT

costs using a widely coordinated“Service

Oriented Architecture”to promote reuse

and provide enterprise standards.

Objective 4.3

Implement innovative strategies to

discover, share, apply, and build upon

knowledge as a force multiplier across the

Defense Intelligence Enterprise.

DIA recognizes that new strategies for

building and communicating knowledge can

have an exponential impact on the Defense

Intelligence Enterprise’s mission. DIA will

identify innovative knowledge strategies

through interaction with leaders from

business, academia, partner agencies, and

other disciplines. The selected concepts will

be implemented by introducing changes in

culture, as well as processes and technology,

to create multi-dimensional and mutually

supporting approaches to improving

knowledge development. DIA will:

• 	Utilize innovative capabilities, techniques,

and socialization methodologies to

achieve improvement in knowledgebuilding and knowledge-sharing.

• 	Identify and apply best practices from

government, industry, and academic

sources to strengthen DIA’s knowledge

capabilities.

• 	Implement and manage concepts that

encourage a unified, knowledge-based

culture across the Defense Intelligence

Enterprise.

• 	Increase the frequency of outcomebased collaboration among employees to

facilitate knowledge-sharing. 

•	 Implement solutions combining culture,

process, and technological dimensions

that will promote the ability to learn from

challenges.
18 Strategic Plan 2007–2012

The people that constitute the DIA workforce are our most valuable resource. In light 

of this, DIA depends on the combined skills of its workforce to achieve the defense 

intelligence mission with excellence. Every member of the DIA workforce must have an 

equal opportunity to excel in their career through learning and performance improvement, 

mentoring, and access to engaging work opportunities. A results-focused workforce, 

possessing diverse global perspectives and a broad range of skills and capabilities is 

required to respond to the threats of the 21st century. DIA will ensure the requirement 

for diverse global perspectives and skills are met by executing thoughtful recruitment, 

development, and retention activities.

Goal 5

Attract, develop and retain a results-oriented workforce.
Strategic Plan 2007–2012 19

Objective 5.1

Recruit a highly qualified, diverse

workforce with an array of backgrounds

and life experiences that enhance the

range and depth of Agency capabilities.

DIA’s workforce must perform in an

increasingly dynamic, cross-functional, and

team-driven environment. The Agency will

hire highly qualified, intellectually diverse

candidates with a range of backgrounds and

skills, including knowledge of hard target

foreign languages and cultures. In addition,

DIA will strive to ensure successful placement

of new hires by accurately matching

employee skills, competencies, and career

desires to the appropriate position. DIA will:

• 	Ensure that all human capital support

conditions and resources are in place

to identify, attract, hire, staff, and retain

talented professionals.

• 	Increase directorate engagement

in staffing by building practices

and communications which enable

participation at all stages of the process.

• 	Partner with the military services to ensure

that assignments to DIA are highly desired

and professionally rewarding for active

and reserve military personnel. 

• 	Provide challenging developmental and

experiential work opportunities to sustain

passion and curiosity throughout the

workforce.

Objective 5.2

Shape the DIA workforce to ensure the

critical workforce skills and competencies

are in place to fulfill future mission

requirements.

DIA will foster an environment where all

members of the workforce can maximize

their contribution to the mission. The

civilian and military workforce must have

access to developmental and work-related

opportunities that will build attributes,

skills, and capabilities in line with future

expectations. This includes subject matter

expertise, core management capabilities, and

a well-rounded set of work experiences which

position employees for promotion within the

civilian or military ranks. DIA will:

• 		Ensure the entire DIA workforce —

regardless of grade, job series, or job

location — is provided the required

competency-based skills, tools, learning

opportunities, and resources to maximize

their ability to meet the changing

environment of the 21st century.

• 		Ensure the workforce is proficient in

general, specialist, and managerial

competencies to fulfill the Agency

mission, and is provided a range of

professional development and career

opportunities to achieve this.

• 		Ensure all personnel understand the core

mission and functions of DIA and possess

the requisite technical proficiencies and

communication skills necessary to fully

contribute to the Agency’s mission.

• 		Expand interagency rotational programs

to develop“jointness” across the IC and
20 Strategic Plan 2007–2012

build deeper understanding of methods,

requirements and capabilities.

•	 Create the conditions, relationships,

practices, tools, and support to develop

an effective foreign language capability

across the enterprise.

Objective 5.3

Implement a comprehensive set of

innovative learning strategies and

performance improvement services to

facilitate DIA’s global workforce.

DIA will refine and expand the range of

learning opportunities available to all

Agency employees in both technical and

non-technical disciplines. This will include

development of non-traditional learning

strategies in recognition of the fact that the

DIA workforce is increasingly global. The

Agency will design learning opportunities to

support increased agility and integration in

the workforce through the cross-application

of skills and deployment support. DIA will:

• 	Increase awareness of learning,

performance improvement, and

deployment opportunities to enhance

career and skill development. 

• 	Partner with the National Intelligence

University to expand, develop, and

integrate the capabilities of all-source

analysts and collectors.

• 	Maintain a fully incorporated, highly

skilled Reserve Component to support

Agency and IC mission and deployment

requirements.

• 	Build a comprehensive global learning

and performance service platform that

corresponds with the needs of a virtual

and deployed workforce.

Objective 5.4

Develop the next generation of leaders

through creative, innovative programs

that promote excellence in management

practices.

DIA seeks to build a management

development process that equips employees

with the skills and competencies necessary

to lead an integrated Defense Intelligence

Enterprise. Based on industry best practices,

the Agency’s leadership certificate program

will expose participants to a wide array of

organizational and people management

subjects. DIA will: 

• 	Continue implementation of a

leadership development program to

build capabilities at all managerial

levels, broaden the applicant pool, and

increase the skill depth of those seeking

promotion into leadership positions.

• 	Provide learning and performance

improvement opportunities to

supervisory personnel in order to

maximize employee performance and

retain high performers.
Strategic Plan 2007–2012 21

DIA requires effective managerial processes and accurate measures to assess 

progress and shortfalls within the Agency, particularly against key strategic 

priorities. To ensure the proper management framework and supporting 

business systems are in place, the Agency will continue to develop practices and 

procedures designed to improve oversight and accountability at all levels. 

Goal 6

Provide superior resource and organization management.
22 Strategic Plan 2007–2012

Objective 6.1

Build, defend, and account for DIA’s

financial and manpower resources across a

broad range of intelligence programs and

capabilities.

DIA will use effective stewardship of public

resources to achieve programmatic efficiency

and eliminate redundancy. The Agency

recognizes that effective stewardship and

managerial processes require transparency

and accuracy in financial data and manpower

authorizations for monitoring and assessing

resource decisions. Policies, procedures,

and systems must ensure the reliability of

management information, support regulatory

compliance, demonstrate strategic alignment,

and measure program effectiveness. DIA will:

• 		Demonstrate accountability to overseers

by issuing and communicating an

auditable financial statement and

receiving an unqualified (clean) opinion

issued by independent auditors.

• 		Implement an internal control program to

improve accountability and compliance to

support budget-performance integration

efforts.

• 		Integrate GDIP IT budgets, capabilities,

assets, and staff in a global enterprise

and establish a set of DoDIIS centralized

processes and methodology. 

• 		Integrate enterprise system and reporting

technologies to modernize Agency

purchasing, acquisition, finance and

logistics business processes.

Objective 6.2

Implement budget-performance

integration by linking DIA resource

allocations and performance measures to

strategic objectives.

DIA’s mission requires the careful allocation

of investments and resources at all levels. The

Agency recognizes that government resources

are finite and must make hard decisions when

balancing priorities and risks. Consequently,

DIA will use all relevant data to evaluate and

invest in those programs which are most likely

to yield products and results tied to strategic

objectives. DIA will:

• 		Assessthe current program development

processto evaluate how program

submissions are aligned againststrategic

objectives and/or may be improved to

further meet the mission needs of the

Agency.

• 	Utilize the Enterprise Architecture model

to align IT systems and technologies

againststrategic, operational, and tactical

objectives, key process areas, and identified

businessrequirements.

• 		Strengthen the linkages between

strategic objectives, business capabilities,

supporting services, and performance

measuresto understand business needs

and program performance measures when

defending or requesting resources.

• 		Evaluate directorate-level performance

outcomes against the accomplishment of

overall Agency strategic objectives and

metrics.

• 		Eliminate programsthat add little value

to accomplishing strategic objectives and

re-directsavingsto existing and emerging

strategic priorities.

• 		Implement a portfolio management

framework to manage risks, returns, and

performance of IT investmentsthroughout

their life cycle. 

•	 Utilize a centralized investment

management tool to facilitate

comprehensive programming, budgeting,

and reporting information on all IT

investments.
Strategic Plan 2007–2012 23

Objective 6.3

Enhance acquisition planning and

to support program management and

contract related workforce oversight.

DIA relies on the application of timely,

effective, and compliant acquisition and

contracting practicesto ensure the flow of

goods and services necessary to complete

the defense intelligence mission. Effective

acquisition program management practices

and oversight will ensure DIA securesthe

latest technologies and capabilitiesto support

strategic initiatives. The Agency will meet

customer needs by ensuring that contracting

staff are highly capable, use best practices, and

support a culture of excellence. DIA will:

• 	Provide timely and sound acquisition

guidance to DIA leadership, managers,

and workforce to ensure effective use of

contracting resources.

• 	Integrate initiatives to increase efficiency

and effectiveness through improvement

of acquisition tradecraft, management,

controls and processes.

• 	Improve acquisition and performance

management reporting to enable rapid

transition of leading edge technologies

from research and development phases to

all-source operations.

Objective 6.4

Strengthen outreach and communications

to build strategic relationships and raise

awareness of the Agency's mission and

contributions to national security.

DIA places a high value on outreach and

communication to provide variousstakeholder

audiences with insight into the wide range

of Agency activities and accomplishments.

DIA seeks to continuously improve the

quality, content, presentation, and delivery

of its communication products to ensure

customers, partners, the workforce, and

other stakeholders remain highly informed. 

In addition, the Agency will implement

a proactive engagement strategy and

communications plan to provide overseers

with consistent insight into DIA’s mission and

functions. DIA will:

• 	 Convey to external and internal Agency

audiences a consistent, compelling, and

tailored message allowing insight into the

activities and mission of DIA.

• 	 Inform Agency customers and

stakeholders of modifications to Agency

processes, including the rationale and the

necessity for the proposed changes.

• 	 Refine the corporate communications

initiatives and products of DIA through

feedback to ensure they meet the

information needs of customers,

stakeholders, and the workforce.

contracting using a portfolio approach	
24 Strategic Plan 2007–2012

DIA believes that a culture of continuous improvement, urgency, and efficiency 

is necessary to accomplish the defense intelligence mission with excellence. The 

Agency will establish and institutionalize a number of performance assessment 

tools and processes to better inform short- and long-range resource decisions. In 

addition, DIA will continue to assess the threat and operating environments, as 

well as stakeholder priorities and requirements, to identify adjustments to plans 

and policies. 

Goal 7

Sustain a culture of continuous improvement.
Strategic Plan 2007–2012 25

Objective 7.1

Centrally manage and sustain the

deployment of Lean Six Sigma as a tool for

continuous improvement. 

The Agency supports the DoD Continuous

Process Improvement Program through

the implementation of Lean Six Sigma

and will use this methodology to

eliminate redundancy and variation in

core processes. The initiative will increase

overall productivity and improve support to

combatant commanders and senior decision

makers. Also, DIA will use established key

performance indicators (KPI) to enable senior

leaders to make data-driven decisions aligned

with Agency strategic goals and objectives.

These measures will improve the ability of DIA

leadership to manage performance, execute

critical initiatives and resource decisions, and

enforce overall process owner accountability.

DIA will:

•	 Manage the deployment of Lean Six

Sigma as a change agent for performance

excellence through training, performance

evaluation, metric validation and project

selection.

•	 Implement, refine, and manage KPIs to

accurately measure DIA core processes

using the DIA Performance Dashboard.

•	 Coordinate, manage, and track critical

KPIs across directorates as a platform

for performance improvement,

project selection, and input to the DIA

Performance Plan.

Objective 7.2

Refine DIA’s strategic planning cycle to

adapt to the dynamic needs of customers.

DIA will refine its Agency-wide planning

construct to ensure resources are allocated

and utilized effectively to address strategic

priorities. The Agency will evaluate the

overall operating environment, including

the recommendations and mandates of

stakeholders. It will assess the efficacy of ongoing programs and identify emerging and

future threats, required changes in operations,

and potential resource or programmatic

needs. DIA will manage its strategic plan as

a “living document”— developing updates

as warranted and demonstrating linkages

to various integrated budget-performance

metrics. DIA will:

•	 Achieve a codified, coordinated strategic

planning and financial management

approach across DIA at the enterprise and

directorate levels.

•	 Institutionalize DIA’s strategic plan

throughout the Agency, to be reflected

in directorate plans, performance

assessments, and communications.
26 Strategic Plan 2007–2012

DIA recognizes the importance of providing a fair, modern, and secure work 

environment. The Agency will work to ensure all employees have an opportunity 

to excel in support of the mission. This is achieved through a culture that supports 

and leverages equality of opportunity, modernizes its facilities and infrastructure, 

and values constant awareness of security and CI threats. 

Goal 8

Provide the optimal work environment.
Strategic Plan 2007–2012 27

Objective 8.1

Eliminate barriers to employment and

ensure opportunities for training, upward

mobility, and career growth are provided

to all employees.

DIA is committed to the principle that every

member of the workforce be provided

an equal opportunity to excel. Equal

opportunity and a workplace free of

discrimination and harassment is essential to

attracting, developing, and retaining a highcaliber workforce. To that end DIA will be

free from prohibited discrimination through

encouraging managers and supervisors to

remove physical and social barriers, asking

employees to use a collaborative approach

to national security challenges, and valuing

diverse viewpoints. DIA will:

•	 Design and implement a model equal

employment opportunity program that

meets or exceeds federal standards and

achieves Federal Model Employer status.

•	 Provide conflict management options to

prevent, intervene, and resolve disputes;

improve productivity, and reduce

investigation and litigation costs.

•	 Develop appreciation for workforce

differences, support equality of

opportunity for all, and recognize

employee contribution to mission success.

Objective 8.2

Improve the physical infrastructure

to support workforce performance,

accommodation, safety, and security.

DIA employees deserve a safe and efficient

physical work environment, wherever

possible. The Agency’s physical infrastructure

must be effectively maintained and upgraded

to take advantage of new technologies and

processes in order to fully meet customer

requirements now and in the future. DIA will: 

•	 Establish a DIA facilities functional

management capability and administer

the increasing size of the DIA workforce

and additional locations using improved

processes and interagency cooperation.

•	 Develop standardized processes to

conduct and manage the inspection,

integration, and oversight of DIA facilities

and related field sites.

Objective 8.3

Continuously improve integrated security

policies, processes and practices to

facilitate a secure work environment and

enable aggressive CI actions.

DIA must protect the security of the work

environment as well as forms of intelligence

and information. This is accomplished by

carefully vetting employees to ensure they

meet the criteria for access and are fully

cognizant of the rules governing the Agency's

information and facilities. DIA must safeguard

data, provide authorized access, and serve
28 Strategic Plan 2007–2012

as the DoD authority on declassification and

Freedom of Information Act requests. DIA will:

•	 Improve timeliness of DoD security

clearance adjudication to ensure a fully

vetted workforce able to access and

process intelligence information in

support of mission requirements.

•	 Increase the frequency of sensitive

compartmented information facility

inspections to reduce accreditation

processing times.

•	 Improve Agency workforce knowledge

of security policies including Special

Access Programs, NATO Access Program,

sensitive compartmented information

and collateral policy through training and

communications.

•	 Improve the management and operation

of DIA’s Information Assurance program

to ensure the proper protection of the

confidentiality, integrity, and availability

of enterprise information assets.

Objective 8.4

Achieve a fully integrated and executable

mission assurance program.

DIA will strive to achieve a fully integrated

mission assurance program to mitigate risk

through proactive planning and preparation.

Successful execution will require coordination

with the IC, DoD, host site and military base

authorities as well as local governments. DIA

will:

•	 Refine continuity crisis policy and

leadership succession plan and

implement a multi-year strategic

management plan for resources in

support of mission assurance.

•	 Improve the crisis management

framework to execute a single,

streamlined crisis action plan and provide

hazard reduction, risk assessment, and

impact mitigation.

•	 Provide training to ensure full

organizational readiness and program

evaluation with implementation of

corrective actions.
Strategic Plan 2007–2012 29

Summary

The national security threats we face, among them insurgency, terrorism and 

weapons of mass destruction, are complex and multi-dimensional. They are steeped 

in perceptions of history and ideology, and intensified by the competition for scarce 

political and economic resources. Their global nature requires us to think and act with 

a diversity of mindset but with unity of purpose and vigilance towards the future. 

This strategic plan lays the groundwork for achieving an integrated, synchronized 

portfolio of highly capable individual components. All areas of defense intelligence, 

including collection, analysis, counterintelligence, technology, human capital, and 

management must be strong for the collective whole to achieve excellence. There can 

be no weak link in the chain — lest our adversaries find it. 

In the years ahead, we can expect an environment marked by the unexpected and the 

unpredictable. We must be ready. We must prepare for the rapid changes ahead by 

working in unison, shaping agile intelligence professionals, and building processes, 

and technologies that can anticipate and respond at will. Our mission requires it, the 

protection of the United States and its allies demand it.
30 Strategic Plan 2007–2012

Defense Intelligence Agency Desired Endstate

Integration of highly skilled intelligence professionals with 

leading edge technology to discover information and create 

knowledge that provides warning, identifies opportunities, and 

delivers overwhelming advantage to our warfighters, defense 

planners, and national security policymakers.
Stra2007–Leadin

2007–Leading