practices and transformed business systems, and improving the way the IC interacts with custom-
ers and citizens.

Clarify and Align DNI Authorities: Addressing the legal and policy barriers encountered by
Office of the Director of National Intelligence (ODNI) and other IC elements has been an ongoing
challenge. By clarifying roles and responsibilities, streamlining decision rights, and improving
information flow, the IC can achieve many of its integration and performance goals. Contributing
initiatives in this focus area included: delineating clear roles and responsibilities between and
across IC elements; clarifying IC decision rights; and providing guidance on issues such as security
clearances, classification, and information sharing.

Members from across the IC worked collaboratively and effectively across organizational and cultural bound-
aries to achieve the accomplishments and results outlined in this 500 Day Plan Follow-Up Report. The notable
activities and results described in this report will have lasting effects, and will continue to drive the IC toward
amore integrated and collaborative environment well into the future.



LE EL

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FO@US AREA 3

PROBLEM
The IC was not always successful in the past at socializing intelligence priorities provided by

customers, redirecting the intelligence collection enterprise, or effectively tapping the analytic
community when time was too short for traditional forms of coordination. No common business
processes existed to effectively administer collection requirements at a strategic level, which
made it difficult for the IC to develop and prosecute multi-INT strategies against high-priority
intelligence targets. Additional avenues for collection such as human intelligence (HUMINT),
foreign partner relationships, and open source were limited, and analytic quality was inconsistent
due to uneven and difficult-to-assess reporting processes. Analytic products were not consis-
tently available or objective, nor did they leverage the breadth and depth of critical thinking that
exists within the IC. S&T intelligence analytic shortfalls were growing, especially in emerging and
disruptive technologies due to lack of long-term investment.

The WMD Commission recommended that the ODNI “...create anew manage-
ment structure...that manages collection as an ‘integrated collection enter-
prise!” Both the Aspin-Brown Commission (1996) and the Markle Foundation
Report (2002) recommended building “virtual analytic communities” to
encourage real-time information sharing

oe ACTIVITY & RESULTS
Delivered the first versions of the Library of National Intelligence (LNI) and Analytic Space
(A-Space), leveraged emerging search capabilities as part of the A-Space debut, established
analytic evaluation programs within each analytic organization in the IC and set entry-level
analyst training standards, and created a plan to rebuild and strengthen the S&T analytic
workforce.

+ Stood up the National Intelligence Coordination Center (NIC-C) to provide the means to
manage Community collection as one enterprise. Expanded the development of multi-INT
collection strategies on hard targets, and identified foreign countries with whom to increase
intelligence cooperation and strategic partnerships.

+ Clarified IC HUMINT missions, roles, and responsibilities, and promulgated guidance for
HUMINT tradecraft, training, and reporting standards.

+ Enhanced the process for developing national intelligence priorities by improving the
dialogue with senior IC customers, opening the door to direct input by senior customers into
the NIPF process, and changing procedures to reduce the overall number of priorities in the
NIPF matrix.

+ Delivered a plan to strengthen S&T intelligence analysis by focusing on all-source analysis of
emerging and disruptive technologies.

IMPACT

...On the Intelligence Professional: You now have new collection management processes to
focus the IC’s collection assets, new analytic collaboration technologies to reach your peers
involved in collection and analysis, and strengthened relationships with foreign partners to help
you address hard targets. The IC is implementing augmented training standards for HUMINT
collectors and junior analysts, and is implementing new guidance on how HUMINT collection is
deconflicted, executed, reported, and disseminated.

...On the Mission: Focusing, adapting, and aligning our analytic and collection capabilities to
respond to customer priorities is easier with the new NIC-C and revised NIPF structure. Analytic
tradecraft across the IC is strengthened by improved collaboration tools and analysis standards,
furthering diversity of thought and the delivery of broader and deeper analytic content.

...On the Nation: By transforming collection management and analysis, we can quickly refocus
our nation’s collection assets on priority targets when needed, and keep our analysts concentrat-
ing on the most important threats. Having a stronger S&T analytic workforce allows the IC to fill a
critical gap in our nation’s understanding of key intelligence issues, and new standards and
increased focus on collection are helping to close the gaps on hard targets.



Challenge

The IC workforce does not currently
have the diversity to effectively
respond to the complex global
threats of the 21" century

Contributing initiative:

~ Diversity as 0 Strategic Mission

Imperative

Recruit/Hire/Retain Heritage

Americans

Improve Recruiting Relationships

with Colleges and Universities

UNDERSTANDING THE VALUE

Accomplishments

Drafted Intelligence Community Directive (ICD) 110, Equal Employment
Opportunity and Diversity, describing the expectations of the ODNI for
equal employment opportunity (EEO) and diversity programs for IC
agencies and components

Established mentoring, IC affinity groups, and other retention and career
development programs in the IC for Heritage Americans

Improved partnerships with a dozen colleges and universities

Established new partnerships with four universities to help the IC “win the
war for talent”

Collaborated with professors of national security studies to help shape

their intelligence curricula; dozens of IC subject matter experts

Participated in academic venues that increased student exposure to the

world of intelligence

Impact

Holds IC leaders and subordinates
accountable for excellence in EEO
and Diversity management

Expands the recruiting pipeline and
increases retention of diverse
applicants, fulfilling mission-
critical requirements in science
and technology, foreign
languages, and regional/cultural
expertise

Next Steps

Continue to emphasize/include EEO
and Diversity in strategies and
performance objectives

Execute and evaluate the EEO and
Diversity Implementation Plan
developed under the 500 Day
Plan

Expand and continue Heritage
‘American Affinity Groups,
opportunities for training, and
mentoring

Intelligence professionals did not
have the opportunity or incentive
to gain an enterprise-wide
perspective

Contributing Ini

~ Implement IC Joint Duty

~ Performance-Based Pay

Executed the Leadership Exchange Assignment Program pilot, filled over
50 full-time joint duty positions, formally kicked off the IC Civilian Joint
Duty Program, completed two pilot courses of JLDP

Released ICDs 650, 651, 653, 654, 656, providing policy guidance for the
National Intelligence Civilian Compensation Program

Established common performance management system requirements
across the IC

Completed the design, development, and began deployment of National
Intelligence Civilian Compensation Program for IC civilian employees

Creates a level playing field on
which to evaluate and reward
talent, and facilitates joint duty
assignments

Rewards high performers by linking
individual pay to performance,
and adjusts pay for market
conditions

Develops IC senior leaders with
enterprise perspective to
facilitate collaboration and

Sustain Joint Duty Program
momentum through awareness
and by increasing assignment
opportunities

Monitor operational metrics on joint
duty and collaboration to
evaluate program status

Convert the remaining IC civilian
workforce to performance-based
pay

Perspective
Contributing Initiatives:
+ Formalize NIU
Develop IC Exercise Program
Catalog IC Human Resources (HR)
Capabilities
Improve Foreign Language
Capability

Released ICD 103, Intelligence Enterprise Exercise Program

Developed formal requirements for new foreign language permanent
billets

f Identify and resolve pay disparities
integration across the IC
Provides 360° feedback to foster
improved mission success and
collaboration
IC education and training was Established NIU to leverage and share IC education and training assets __| Prepares the IC workforce to Establish a comprehensive
primarily agency-focused and —_| Developed an immediate short-term Critical Language Action Plan collaborate more effectively and |  Community-wide curricular
lacked an enterprise-wide bring relevant knowledge and architecture by incorporating

abilities to bear in cross-agency
teams

Allows the IC to integrate across
agencies when anticipating and
testing the impacts of disruptive
and incremental change

Improves foreign language
capabilities, analysis, and
provides a better understanding
of cultures

existing courses; establish the
Institute of National Intelligence
to produce and publish lessons-
learned IC case studies to benefit
all IC learning and professional
development programs

Implement the NIU Strategic Plan,
establishing the College for
‘Advancing National intelligence
and the Institute for National
Intelligence to improve learning
and development activities
across the Community

New employees are needed with
critical language, regional,
cultural, and technical knowledge
to fulfill current and future
missions

Contributing Initiatives:

+ Implement IC Joint Duty

- Improve Foreign Language
Capability

~ Improve Recruiting Relationships
with Colleges and Universities

Identified several Heritage American communities with mission-critical
skills, and created targeted outreach and recruitment activities to reach
them

Expanded recruitment in science and technology (S&T) focus areas at
colleges and universities, and developed new partnerships with their
faculty and students

Expands the recruiting pipeline for
applicants who are able to fulfil
mission-critical requirements

Contributes to “winning the war for
talent’ by building a workforce
with the analytic, technical,
linguistic, and regional/cultural
expertise that is critical to 21st
century requirements

Partner with the IC, NIU, and EEO.
and Diversity Office to improve
recruitment and retention
opportunities

Expand the number and types of
colleges and universities
participating in the Centers for
Academic Excellence program

Increase the presence of
intelligence professionals
resident in college programs, and
those parti ing in industry
and academic colloquia



FOCUS AREA 1

PROBLEM

In the past, intelligence professionals looked for promotions and career paths within their
individual agencies. Workforce performance, when linked to anything outside individual contri-
bution, was linked more to individual agency goals than to IC or national security goals. Finding
the right people within the IC to address these broader goals was hindered by insufficient recruit-
ing for diversity and specialized skills. Information silos were created among agencies, and
barriers to sharing and collaboration took shape under the “need to know” culture. “Jointness”
and opportunities for collaboration were achieved by individual task forces, but remained an
exception in the general IC culture. With the recognition that trust and relationships must be
developed horizontally across agencies, not just within agencies, the IC has recognized the need
to increase opportunities for joint duty service and the need to recruit and retain a broader, more
diverse workforce that represents the global community in which we serve.

Goldwater-Nichols style encouragement for interagency rotations were first
recommended to the IC in the 1991 Director of Central Intelligence Study Group

NOTABLE ACTIVITY & RESULTS

* Released the /C Equal Employment Opportunity and Diversity Strategy Implementation Plan,
providing a roadmap to promote diversity and inclusion throughout the IC.

+ Established and implemented the IC Civilian Joint Duty Program, which requires IC profes-
sionals to complete an interagency or comparable assignment as a prerequisite for promo-
tion to IC Senior Executive Service (SES) or equivalent rank. Identified and filled an initial set
of billets, and established a method for crediting past joint duty service. Harvard University
selected the Joint Duty Program as one of six winners of its prestigious Innovations in Ameri-
can Government Award in 2008.

+ Successfully piloted two courses in the IC Joint Leadership Development Program (JLDP),
one for new IC senior officers, and the other for IC mid-level managers and professionals.
JLOP will support and complement the Joint Duty Program.

+ Improved the IC's ability to recruit and retain a diverse workforce through: targeted recruit-
ing of Heritage Americans (1st and 2nd Generation Americans), outreach to colleges and
universities to increase the number of Centers of Academic Excellence (university programs
which provide curricula aligned to IC skill requirements), and overall participation in
academic and industry forums.

+ Created the National Intelligence Civilian Compensation Program (NICCP), the IC's common
evaluation and performance-based pay framework, for its civilian employees. Completed
nearly one quarter of the phased conversion of employees in IC elements from the General
Schedule into the NICCP.

* Encouraged collaboration via an Intelligence Enterprise Exercise Program, expanded on the
success of the Analytic Resources Catalogue by building an !C Capabilities Catalogue, and
developed learning and professional development opportunities through the new National
Intelligence University (NIU).

IMPACT

...On the Intelligence Professional: You are now evaluated against specific performance objec-
tives and common IC performance elements, and the IC pay structure is changing to better recog-
nize and reward high performers. You now have access to rotational assignments, expanded
training opportunities, a deeper talent pool, and technology to support your ability to find and
network with collaboration partners beyond your home office and agency.

...On the Mission: Joint duty experience allows the IC to succeed in delivering innovative,
full-spectrum approaches to solving the nation’s intelligence challenges while increasing the IC's
diversity, and yielding both a deeper and a richer talent pool for collection, analysis, support, and
research and development activities.

..On the Nation: Eliminating the human and cultural barriers to diversity and information
sharing in favor of a workforce with established relationships and trust within and across agencies
puts the IC in a better position to respond today, and prepares the IC for tomorrow's national
security threats.



Challenge

Existing policies, processes, culture,
and systems hamper information
sharing in the IC

Contributing Initiatives:

= Enhance Information Sharing

Policies and Processes

Implement Attribute-Based Access

& Discovery

Collaborative IT fornon-IC Partners

Greate Single Information

Environment

UNDERSTANDING THE VALUE

Accomplishments

Released ICD 501, Discovery and Dissemination or Retrieval of Information
within the Intelligence Community

Piloted IC Attribute, Authentication, and Authorization Services, and
drafted IC Policy Memorandum (ICPM) on Identity Management of IC
Personally Identifiable Information

Developed Agency Oversight Structures Responsiveness Plan to increase
awareness, arbitration, and Community-level coordination and
adjudication

Established policy, guidance, procedures, training, and an initial set of
‘metadata standards through the IC Reach and Metadata Collaboration
programs

Developed an IC technical architecture for portions of the analytic
transformation segment of the IC operational architecture

Issued five IC standards for e-mail (e.g, full-service directory, 20MB file size)
and two IC standards for networks (ONS standardization, network
routing and peering) to facilitate greater information sharing

Increases the availability, protection,
and accessibility of IC information
toanalysts, collectors, operators,
‘and domestic and foreign
customers

Provides the foundation for sharing
while providing accountability
with attribute-based access
control and discovery services,
standards and policies

Metadata standards will enable
better discovery of and access to
relevant intelligence information

Development of appropriate
business, application,
information, and technology
enterprise architectures will help
address critical IC requirements,
enable better information
systems acquisition, and improve
systems integration and
interoperability

Next Steps

Publish appropriate IC Policy
Guidance (ICPG) to support CD
501

Execute the multi-year IC
Information integration and
Management Strategy

Develop the iC-wide IT governance
structure, architecture, and
portfolio management to enable
a Single Information Environment

Begin rolling out IC-wide identity
management services

Develop additional metadata
standards, and integrate these
standards in information access
and discovery systems

Continue to expand development of
IC enterprise architecture
capabilities to enhance
integration, collaboration, and
information systems acquisition

Through the IC Information
Integration Program (12P), move
the IC toward more integrated
end-to-end capabilities

Fragmented IT decision making and
stove-piped networks and
applications inhibit an IT
environment that encourages
information sharing and
collaborative work

Contributing Initiatives:

- Create Single Information
Environment

= Collaborative IT for non-IC Partners

Rolled out integrated IT solutions and information sharing applications
including consolidated e-mail naming conventions and information
capabilities such as Intellipedia, iVideo, and Intelink

Developed MOA with the DOD establishing a joint license acquisition
strategy that enables net-centric licensing

Developed an acquisition model for commercial open source data that
eliminates redundant and costly data acquisition and provides
commercial open source data on Intelink-U

Established an Intelligence Technology Exchange Group that promoted
collaborative partnerships and exchanged innovative research and
enterprise information technologies between IC members

Delivered three pilot courses that emphasized multi-IC element teaming,
building local expertise, and leveraging scarce resources to rapidly field
technological innovations in a sharing environment

Frees resources for intelligence
priorities, enhances information
sharing through effective
enterprise solutions, optimizes IT
investment and sustaining costs,
and addresses continuity of
operations

Continue development and
deployment of integrated IT
capabilites for the IC, in
alignment with the IC I2P

Continue to develop common
information systems
infrastructure and applications

Classification, declassification, and
release standards were governed
by inconsistent IC policy,
guidance, and processes

Contributing Initiatives:

= Single Community Classification
Guide

Drafted iC Classification Guide, providing guidance and con:
classification markings in the IC

Enables a common framework,
controls, and process for
classifying and handling
information, increasing the trust
across organizational lines and
facilitating information sharing

Complete coordination and release
of policies associated with a
single classification guide

Conduct agency-specific
implementation, providing for
consistency in classification
marking, dissemination controls,
and improved information
sharing

Multiple IT Certification &
Accreditation (C&A) processes
prevent integration of
applications and information
sharing

Contributing Initiatives:

+ Improve IT C&A Process

Released ICD 503, ICIT Systems Security Risk Management, Certification, and
‘Accreditation, providing consistency of C&A processes and requiring
reciprocity of approved C&A findings across agencies

Establishes common standards,
reciprocally accepted C&A
decisions, and a single process to
manage risk to IT systems across
the IC enterprise

Conduct agency-specific
implementation of the ICD,
allowing for improved integration
of systems through consistent
C&A processes and reciprocity of
accreditation between agencies

One Network



UNITED STATES INTELLIGENCE COMMUNITY

500 DAYPLAN

INTEGRATION «° COLLABORATION

FOLLOW-UP REPORT



Be 5G

x
N
NR

Y

is POC Or PIPULDUTY. «

FOCUS AREA:2

Accelerate Information Sharin

PROBLEM

Collection, analysis, and dissemination of information are fundamental to the production of
intelligence; yet disconnected IT infrastructures, fragmented governance, and inconsistent
resource allocation within the IC have hampered the effective flow of information. Economies of
scale for common applications such as e-mail are not realized, and software and hardware
accreditations are being repeated at different agencies. These inefficiencies, along with IT
planning that is completed at an agency level rather than at the IC enterprise level, slows down
the process by which improved and integrated technologies are adopted and fielded across the
IC. The global nature of national security challenges requires information sharing not only within
the IC, but with domestic, allied, and foreign partners. This demands more flexible, effective
cross-domain solutions, which maintain pace with changes in technology.

The 9/11 Commission recommended replacing “need to know” with “need to
Share,” and the IRTPA requires the President to create an Information Sharing
Environment for terrorism information - both critical parts of the IC’s
collaboration and integration efforts

NOTABLE ACTIVITY & RESULTS

* Accelerated deployment of integrated IT solutions and information sharing applications,
including consolidated e-mail naming conventions and web-based information capabilities.

+ Rewrote information sharing policies to codify and clarify responsibility to provide,’ consoli-
dated security classification guidance into a single IC classification guide, developed
standards for transparent network connectivity across Top Secret/Sensitive Compartmented
Information networks, and created the policy framework to collaborate with non-IC Federal
departments, agencies, and organizations.

* Developed the underlying IT services supporting “persistent identity” and attribute-based
information discovery - two fundamental concepts necessary for implementing “responsi-
bility to provide” in the Community’s information environment.

* Created a uniform process to certify and accredit IT software/hardware, established Memo-
randums of Agreement (MOAs) with the Department of Defense (DOD) to centralize
procurement of common IT products and jointly pursue enterprise license acquisitions,
published IC guidance on data centers, established a Concept of Operations (CONOPS) for
unified e-mail across the IC, established foundational services and capabilities for federated
IC e-mail capability, inventoried Community-developed software and application services to
identify opportunities for re-use, and completed a common service registry pilot.

IMPACT

...On the Intelligence Professional: Your decisions on information sharing, discoverability,
access, and dissemination are now driven by a “responsibility to provide” Technology and policies
make it easier for you to identify and access information and to collaborate and share information.
You can now access Commercial Off-the-Shelf hardware and software more quickly than you
could in the past. The current classification guide you use will be revised in the coming months to
reflect new parameters for safely sharing intelligence with colleagues, customers, and partners.
...On the Mission: “Responsibility to provide,” and underlying IT services, open our ability to
deliver tailored, timely, accurate, and insightful intelligence products within the IC as well as with
domestic and foreign partners and customers. The use of shared services and infrastructures are
increasing, allowing agency IT staff to focus on serving their primary missions and customers. The
need for custom development is diminishing due to the promulgation of software and applica-
tion services inventories and an emphasis on re-use. Redundant work in areas such as certifica-
tion and accreditation is no longer necessary due to adoption of Community-centric IT practices.
...On the Nation: By eliminating the policy barriers to information sharing within the IC, the
Community is using information integration to realize the full potential of its workforce and create
decision advantage for traditional IC customers as well as non-IC Federal departments, agencies,
offices, and foreign partners. The IC is also leveraging its size for IT investments to reduce acquisi-
tion costs and improve system interoperability.



INTRODUCTION

Beginning in early 2007, Intelligence Community (IC) leaders undertook an aggres-
sive plan to address and resolve the long-standing challenges facing the IC described
in the 9/11 Commission Report, the Weapons of Mass Destruction (WMD) Commission
Report, and the Intelligence Reform and Terrorism Prevention Act (IRTPA). Between
April 2007 and October 2007, the Community completed ail 26 initiatives of the 100
Day Plan for Integration and Collaboration. Nearing its completion, IC leaders came
together again to develop a more comprehensive plan of action. Based on the
results of over 40 studies on the IC conducted over the past 60 years, IC leaders
agreed to pursue 42 initiatives addressing six focus areas. In August 2007, the Intelli-
gence Community's 500 Day Plan for Integration and Collaboration (the 500 Day Plan)
kicked off with the goal of addressing the complex and deeply seated organizational
challenges facing the IC.

The 500 Day Plan consisted of 10 core and 32 enabling initiatives aligned to six focus
areas:

+ Create a Culture of Collaboration: Creating a collaborative culture in our
21st century workforce requires a diverse workforce and an appropriate mix of
leadership development, incentives, trust-building measures, and skills to
create and sustain collaboration from the bottom up. Contributing initiatives
included: solidifying performance management systems; improving recruit-
ing, hiring, and retention programs; enhancing our linguistic capabilities; and
enhancing education and training efforts for integrated learning experiences.

- Accelerate Information Sharing: Accelerating the flow of information
among multiple collection disciplines and analytic communities is critical to
our success. Contributing initiatives addressed the need to: design and build
an integrated information technology (IT) environment, clarify policies on
information sharing, improve connectivity with partners, strengthen security
mechanisms, and provide common IT services across the Community.

+ Foster Collection and Analytic Transformation: Strengthening the IC's
collection and analysis capabilities yields more - and more accurate - intelli-
gence for our customers. Contributing initiatives in this focus area included:
fielding new technologies to improve analysis and product retrieval, develop-
ing strategies to improve penetration and collection against hard targets,
strengthening collection tradecraft, and improving the responsiveness of the
National Intelligence Priorities Framework (NIPF).

+ Build Acquisition Excellence and Technology Leadership: Keeping pace
with technological change across the globe, and ensuring critical technolo-
gies are acquired, is difficult for any government element, let alone one of the
IC's size and diversity. Contributing initiatives address: achieving acquisition
excellence by streamlining policies and processes, enhancing the profession-
alism of the technology and acquisition workforce, and moving the IC to the
forefront of advanced science and technology development.

+ Modernize Business Practices: To effectively manage the IC as a whole, we
must be able to anticipate future needs, align IC resources to strategic priori-
ties, and systematically measure progress. Contributing initiatives in this focus
area concentrated on: modernizing security clearance processes, building a
comprehensive end-to-end enterprise management system across the IC that
links strategy to capabilities to budget, strengthening fiscal stewardship of
government resources through collaborative financial management



* Creating additional analytic capabilities and access to intelligence products through the develop-
ment of Analytic Space (A-Space) and the Library of National Intelligence

+ Standing up the Joint Interagency Cyber Task Force to monitor and coordinate the implementa-
tion of the Comprehensive National Cyber Initiative across the IC

These accomplishments helped initiate the transformation we need. Moving forward, the Community
must sustain this momentum by executing annual implementation plans aligned with the National Intel-
ligence Strategy and the IC-SEM process.

| thank you all for your commitment to completing the initiatives identified in the 500 Day Plan, and for
embracing the changes we are making. | believe that transformation is an ongoing process, not just a
response to a report or study. Our progress to date has made our country safer than it was yesterday, and
our continued efforts will ensure a safer nation tomorrow and beyond.

Cmte Conn Al

J.M. McConnell



LETTER FROM THE DIRECTOR OF NATIONAL INTELLIGENCE
Intelligence Professionals:

The global geopolitical landscape continues to evolve at an unprecedented pace.
The challenge we face as intelligence professionals is to stay ahead of these
trends to help our customers — policy makers, law enforcement, homeland secu-
rity personnel, and war fighters ~ face current and future national security chal-
lenges armed with timely, accurate, and insightful intelligence. Providing
customers with this decision advantage will require us to accelerate our transfor-
mational efforts to improve integration and collaboration among all Intelligence
Community (IC) members.

1C leaders came together in April 2007 to develop the 100 Day Plan for Integration
and Collaboration (the 100 Day Plan) which was designed to jump-start the trans-
formation process and build momentum for change. The follow-on 500 Day Plan
for Integration and Collaboration (the 500 Day Plan) expanded the number of
initiatives under way and increased participation from IC members. The 500 Day
Plan consisted of 10 core and 32 enabling initiatives in six focus areas:

+ Create a Culture of Collaboration

+ Accelerate Information Sharing

+ Foster Collection and Analytic Transformation

+ Build Acquisition Excellence and Technology
Leadership

+ Modernize Business Practices

+ Clarify and Align DNI’s Authorities

The completed initiatives (39 within the 500 days) resulted in a number of signifi-
cant IC accomplishments, including:

+ Updating Executive Order 12333 to clarify and align DNI and IC authorities

+ Rewriting our information sharing policy to codify and clarify “responsibil-
ity to provide”

+ Implementing a Civilian Joint Duty Program to build trust and relation-

ships within and across agencies and the workforce

Recognizing diversity as a strategic mission imperative

+ Modernizing and improving the security clearance process to improve

clearance processing and reciprocity agreements

Aligning budget to priorities and strategy through the IC Strategic Enter-

prise Management (IC-SEM) system, using enhanced planning, program-

ming, and budgeting mechanisms

Establishing the National Intelligence Coordination Center, ensuring

greatly improved situational awareness on the collection enterprise's

health and status, and ensuring the IC is focused against the highest intelli-

gence priorities