DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON, DC 20511



Challenge

The current security clearance
process is outdated, takes too
long, is too expensive, and is not
responsive to current and
changing mission needs

Contributing Initiatives:

= Modemize Security Clearance
Process

UNDERSTANDING THE VALUE

Accomplishments

Prepared a proposal for Security and Suitability Process Reform, which was
accepted by the President

The President released E.0. 13467, Reforming Processes Related to Suitability,
Fitness for Contractor Employees, and Eligibility for Access to Classified
National Security Information

Decreases the time necessary to
bring new talent into the IC
without compromising security
standards, as well as provide

ity of clearances across

Next Steps

Continue deployment of security
clearance processes, consistent
with recommendations provided
to the President

Current ODNI and Community-wide
planning, budgeting,
programming and assessment
processes are fragmented and not
well-aligned, integrated or
synchronized. The ODNI needs a
well-integrated end-to-end
process to unify its staff and
mission functions and manage the
NIP proactively

Contributing Initiatives:

= Strategic Enterprise Management
System (IC-SEM)

+ Identify Common Core HRIS

Released ICD 106, Intelligence Community Strategic Enterprise Management,
which codifies the design of a strategic enterprise management system
that links strategy to capabilities to budget to oversight

Released a Terms of Reference document that contains additional detail on
the processes and procedures for the three primary IC-SEM functions:
Planning, Programming, and Budgeting

Released the FY11-FY15 Intelligence Planning Guidance, the first output of
IC-SEM's planning function

Developed key planning documents: Portfolio Management Framework,
Capability Gops Summary, Investment Priorities, and IC scorecards

Evaluated IC business systems, developed the first installment of the IC
Operational Business Systems Architecture, and established a Business
‘Systems investment Review process

Began implementing a common HR Information System (HRIS) platform to
realize efficiencies in HR through enterprise software licensing
agreements, IT support structures, and HR functional requirements and
business processes

Developed financial management strategies, competencies, and tools
needed to repon, evaluate, and standardize business processes
to auditability

ical

‘Allows the DNI to manage the NIP
with greater predictability,
simplicity, and transparency

Creates a strategy-driven budget
rather than a budget-driven
strategy to ensure the budget
teflects the nation’s intelligence
priorities

Promotes wider understanding of
the budget development process,
because agencies are involved
throughout the IC-SEM process,
from establishing priorities to
allocating resources

Supports cross-Community
strategic HR planning,
collaboration, career paths, and
shared HR service delivery ~ key
elements of an IC culture that
values and reinforces
collaboration

Promotes common IC business
practices that adhere to financial
management standards while
accommodating IC-unique
operational requirements

Stand up a Business Transformation
Office to further consolidate and
streamline business systems that
comply with iC enterprise data
standards and capabilities

Release FY11-15 Programming
Guidance in preparation for
development of the FY11 NIP
budget

Publish IC financial management
regulations in collaboration with
‘OMB and other Departments, and
submit IC-unique accounting
requirements to the Federal
Accounting Standards Advisory
Board for determination of
alternative accounting
procedures

‘Customer interactions are ad-hoc,
inconsistent, hindered by poor IT
connectivity, differences between
organizational cultures, and lack of
formal, rigorous mechanisms to
evaluate satisfaction

Contributing Initiatives:

~ Analyze & Improve IC-Client
Relationships

= Strengthen Foreign Intelligence

Relationships

Executed phase one of a first-ever IC Customer Segmentation Study te
inform IC planning for strengthening customer connections

Developed and began production of a video series to introduce federal
‘customer agency missions and needs to the IC

Developed a handbook of IC services and capabilities for customers which
was accepted for first-use by the White House Transition Team

Developed a Client Missions and Needs Familiarization Plan for IC elements

Designed a CONOPS and pilot for direct support to key agencies

Developed a proposal for a strategic approach to customer relationship
management, building on existing processes and initiatives

Consolidated multiple, fragmented classified IT connectivity protocols into
a single domain for non-Title 50 agencies, providing fee-for-service
support

Developed an ODNI orientation curriculum to prepare IC officers to serve
as DNI representatives

Increases understanding and
improves relationships across a
broad and diverse set of new and
existing IC customers; improves
the IC’s ability to anticipate and
meet customer needs

Provides the IC with a deeper
understanding of customer

ns and uses of intelligence

Improves customer understanding
of IC services and capabilities

Streamlines non-Title 50 agency
access to IC information systems,
thereby improving information
sharing and providing a
foundation for stronger
partnerships with key customers

Promulgate policy outlining roles
and responsibilities for oversight
and coordination of customer
relationships and outreach

Deploy reference tools and
materials for customers and the
IC regarding IC missions,
capabilities and limitations, and
customer missions requirements

Privacy and civil liberties protections
across the IC are customized to
missions and legal environments,
complicating effective integration
and information sharing

Contributing Initiatives:

~ Collaborate to Protect Privacy &
Civil Liberties

Developed the Privacy and Civil Liberties Implementation Manual for use by
the Program Manager, Information Sharing Environment, and other
federal, state, local, and tribal organizations using and sharing
information related to the prevention of terrorism

Increases the IC’s confidence that
appropriate end-to-end privacy
and civil iberties protections are
in place to safeguard rights
provided for in the Constitution
and US. laws

and civil liberties, based on recent
updates to £0. 12333 and
Attorney General Guidelines

One Ayproach



COD C

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NEXT STEPS
Through the IC’s 500 Day Plan, and as detailed in this report, the IC has made signifi-
cant progress in addressing the challenges of integration and collaboration in our
multi-department, multi-agency enterprise. While progress has been made since the
plan started on 1 August 2007, the Integration and Collaboration Diagnostic com-
pleted by the ODNI OIG clearly identified where continued effort will be required in
the six focus areas studied:

Create a Culture of Collaboration
Progress on the EEO & Diversity Implementation Plan, along with outreach
with academia, industry, and Heritage Americans, will continue to shape
the IC workforce to better represent and understand our global context.

Broader implementation of Joint Duty and pay-for-performance will
strengthen IC workforce relationships, and trust and reward excellent
workforce performance.

Accelerate Information Sharing
To address one of the key shortfalls identified in the OIG’s diagnostic, the
Information Integration Program will identify both near-term and long-
term information sharing deliverables, mission needs, and functional
requirements, and initiate the development of an IC-wide integrated infor-
mation sharing environment addressing technology, processes, informa-
tion, and policy.

Foster Collection and Analytic Transformation
The IC will continue to expand the use of analytic collaboration tools such
as A-Space and Intellipedia, and will increase the discoverability of intelli-
gence products through the LNI and Catalyst programs.

Continue to use the NIC-C as the nation's primary mechanism for the coor-
dination, collaboration, assessment, and efficient use of the total array of
US. intelligence collection capabilities to protect the nation from strategic
surprises, manage collection resources, and focus on the nation's top
priorities.

Build Acquisition Excellence and Technology Leadership
Completion of the /C Acquisition Improvement Plan, and the advancement
of IARPA and the S&T Transition Plan, will streamline IC acquisition and
improve the speed, synergy, and surprise required of the IC’s S&T commu-
nity.

Modernize Business Practices
To address one of the key shortfalls identified in the OIG’s diagnostic, the
DNI established the Business Transformation Office to standardize and
streamline IC business processes and begin planning, piloting and imple-
menting modernized business systems across the Community.

Clarify and Align DNI’s Authorities
ODNI will update those portions of the Intelligence Community Policy
System impacted by E.0. 12333, using policy as a means to communicate

intent, focus actions, and strengthen the IC's ability to support the nation
and its interests.



Challenge

The fundamental IC guidance
documents do not fully reflect
key changes in roles and
responsibilities that have
occurred over the years

Contributing Initiatives:

~ Update Policy Documents

Clarifying IC Authorities

Create IC Policy Lexicon

Foster IC Legal integration and

Collaboration

UNDERSTANDING THE VALUE

Accomplishments

The President signed revisions to E.0. 12333, strengthening the IC's al
to support the nation and its interests, and clarifying the DN''s
authorities to lead and integrate the IC

‘Completed ICD 101, intelligence Community Policy System, improving the
responsiveness and transparency of the IC policy process

Clarified IC element roles, responsibilities, decision rights, and DNI
authorities

Completed the IC Policy Lexicon

Held 2! Annual Intelligence Community Legal Conference and published
IC Legal Reference Book

Impact

Improves the IC's agility, and
provides customers with a
‘common understanding of
Community capabilities

Provides clarity of direction and
permits faster decision making

Improves understanding of terms,
definitions, and references

pacting the IC

Provides forum for discussing

items of common interest anda

‘common reference book for use

Next Steps

Draft and/or update IC policies to
implement the revised E.0.
12333 including but not limited
to:

* Functional Managers

‘+ Foreign Intelligence
Relationships

‘© Coordination of Intelligence
Collection Activities

* Information Sharing

= Revise and Enhance National
Intelligence Policy Process across the IC Legal Community
= Submit Annual Intelligence
‘Authorization Act Proposal
DOD charters and guidance do not_| Updated the charters for DIA, NSA, and NGA, clarifying roles within the IC | Removes bureaucratic barriers to | Continue to review relationships
accurately reflect post-9/11 and setting a strong foundation for cooperation collaboration, and helps IC between DOD IC components
legislation agencies adapt their 21st and IC enterprise
Contributing initiatives: century missions
| = Update DODIC Charters

| Handling and protection of US.
Person data must protect privacy
and civil liberties

Contributing Initiatives:

+ Harmonize Policy on "U.S.
Persons” information

Released ICD 102, Process for Developing Interpretive Principles and
Proposing Amendments to Attorney General Guidelines Governing the
Collection, Retention, and Dissemination of Information Regarding U.S.
Persons

Using clarified €.0. 12333 authorities, began the process of harmonizing
guidelines regarding the collection, retention, and dissemination of
U.S. Persons information

Creates a consistent mechanism to
protect the civil liberties and
ivacy interests of U.S. Persons

Use existing policy processes to
ensure guidance consistently
addresses and protects privacy
and civil liberties



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FOCUS AREA{6

PROBLEM

The DNI's ability to execute responsibilities assigned in IRTPA has been challenging due to gaps or
inconsistencies in law, policies, and regulations. Changes to roles and decision authorities within
the IC, which are mandated by Congress and the President, have led to confusion and resistance
due to overlap or lack of clarity. Outdated charters for the Defense Intelligence community reflect
a broader need to rework the policy underpinnings of the IC.

Both the Clark Task Force (1955) and the Church Committee (1976) recommended giving a
central figure in the IC the authority to manage the IC as a whole

NOTABLE ACTIVITY & RESULTS

+ Secured the President's approval of revisions to £.0. 12333, more closely aligning IC roles and
responsibilities with IRTPA, strengthening the role of the DNI as the leader of the IC, empha-
sizing collaboration to produce better intelligence, and enhancing civil liberties protections.

+ Working closely with Under Secretary of Defense for Intelligence, reviewed and revised DOD
IC element charters to accurately reflect relationship with the DNI.

+ Created an IC Policy Lexicon to support Community-wide policy-making, revised pre-DNI
policy documents to increase transparency and integration, amended policies and held
events to more closely integrate the IC legal community, and published IC-wide policy on
the development of uniform U.S. Persons principles.

IMPACT

...On the Intelligence Professional: IC policies are clearly linked to your mission, and ongoing
efforts to align all \C-wide policies and charters will result in greater clarity and focus for the IC
professional.

...On the Mission: DNI and agency decision-making authorities have been clarified in key areas
to align the intelligence enterprise. Policies communicate DNI intent, aligning action with national
goals and priorities.

.-.On the Nation: The IC now has a stronger legal foundation to be more unified, agile, and effec-
tive against emerging national threats. The DNI now has a role in reviewing and harmonizing rules
governing the collection, retention, and disemination of U.S. Persons information consistent with
recommendations in the WMD Commission Report. IC policies provide the means to guide the
Community as an enterprise in addressing national priorities.



immature. The Barometer shows, however, that the IC is not starting from scratch, and that IC integration
and collaboration efforts are having an impact. Continuing the work begun in the 500 Day Plan will help
improve integration and collaboration over time, and the OIG intends to conduct additional surveys in the
future.

As seen in Figure 1, the highest score was registered in Focus Area 6: Clarify and Align DNI’s Authorities
(2.40), followed closely by Focus Area 3: Collection and Analytic Transformation (2.26). The lowest scores
were registered in Focus Area 5: Modernize Business Practices (1.50) and Focus Area 2: Information Shar-
ing (1.61).

In addition to the OIG's study, the IC also tracked its progress towards completion of the 500 Day Plan's
initiatives in 100 day increment report cards. Each report card shows the IC's progress in the six focus
areas on the front and describes the key accomplishments of the period as well as the next steps to be
completed on the reverse. Copies of the 500 Day Plan and the 100 day increment report cards can be
found online.



UNDERSTANDING THE VALUE

MultINT strategies characterized
by collaboration are needed to
address today’s missions

Contributing Initiatives:

+ Create Collaborative Environment
for Analysts

= Develop Common HUMINT
Standards

Expand Hard Target Integrated
Collection

Strengthen Analytic Tradecraft

Launched A-Space and opened it to operational analysts on 22 September
2008

Introduced the LNI on 19 November 2007

Released ICD 304, Human intelligence

Developed approach to strengthen S&z intelligence analysis

Fostered a collaborative IC framework and established common standards
for improving the sharing and discovery of multi-source intelligence

products alongside the Catalyst program, which addresses standardized
extraction, translation, and correlation of data

Developed Analysis Course Detivery Report and Course Transition Plan

Dramatically improves access to
expertise and the use of
advanced tools to develop
coordinated intelligence products
supporting national security
needs

Improves analytic rigor across the
Community

Creates consistency in HUMINT
reporting and ensures that
HUMINT customers are able to
understand source validity

Improve the research tools within A-
Space by March 2009 and expand
its use within the analytic
community

Continue to expand the number of
agencies and components
contributing to LNI, and
implement attribute-based access
control on its holdings

Include standards established for
Catalyst in additional intelligence
products, and include the use of

= Strengthen S&T Analysis Provides clear guidance on these standards in new analytic
tradecraft expectations and Products and existing product
training needs, and improves updates
Information transparency and
sharing through the use of
consistent products
Enables a stronger S&T analyti.
workforce and improved training
requirements
The DNI needs a more effective and | Launched the NIC-C, enhancing situational awareness on the collecti Creates a primary mechanism for _| Continue to optimize collection to
efficient means to direct, ‘enterprise and on efforts against high priority targets coordinating, collaborating, satisfy the Nation’s most

collection assets against standing
and emergent U.S. strategic
intelligence priorities

Contributing Initiatives:
+ Establish NIC-C

~ Develop IC-Wide Collection
Management Tools

= Improve & Expand NIPF

Designed and implemented a unified strategy development framework
that ties together collection efforts of the entire intelligence enterprise

Conducted ground-breaking collection assessments

Implemented C-Space, a widely-praised communications portal that serves
as the IC's nexus for strategic collection situational awareness and
provides the primary linkage to A-Space

Improved the process by which the NIPF is developed and updated, and
expanded its use to include assessing the IC’s responsiveness

assessing, and efficiently using
the total array of U.S. intelligence
capabilities

Inputs from senior customers are
now received faster, creating an
NIPF more reflective of true
national priorities

Ensures that the direction and
management of collection
programs are more data-driven

important intelligence priorities

Continue to update NIPF topics and
priorities, addressing key
customer and national security
issues

The IC was not leveraging foreign
intelligence relationships
adequately

Contributing Initiatives:

+ Strengthen Foreign intelligence
Relationships

Identified 20 priority countries with which to improve intelligence
relationships and completed strategies for the majority

Developed information-sharing principles with select Commonwealth
partners

Developed foreign relationship management tool to enable the IC to
corporately manage key relationships

Released ICPM 2008-500-2, Connection of U.S. and Commonwealth Secure
Telephone Systems

Strengthens the IC’s posture against.
terrorism and other hard target
areas by leveraging the expertise
of our partners

Increases the number of
information-sharing mechanisms
between the IC and
‘Commonwealth partners

Continue to develop and/or expand
intelligence relationships with
foreign partners identified during
500 Day Pian

One Colla orlt-e Cease



The Community's march toward creating decision advantage by creating a more collab-
orative, integrated intelligence enterprise is continuing in a deliberate, focused, and
iterative manner. The IC cannot change overnight, but in 500 days we achieved signifi-
cant progress across many areas of our enterprise. We must continue developing the
interconnectedness described by the NIS and demanded by the national security
challenges of the 21st century.

At the beginning of the 500 Day Plan, we knew what had to be done, and we built the
structures to do it. We know what remains to be done, and we now have the structures
in place to continue to transform the Intelligence Community into an Intelligence Enter-
prise.



CONCLUSION

Over the past 60 years, many studies concluded that the key to transforming the IC is to ensure Commu-
nity components work together as a single integrated and collaborative enterprise across all mission
areas. In 2004, the President signed the IRTPA into law, creating the ODNI and charging the DNI with lead-
ing an IC that is“more unified, coordinated, and effective.’

Over the last 500 days, the Community has made significant progress on all 42 core and enabling initia-
tives of the 500 Day Plan. Many of the completed initiatives have established follow-on goals and activities
that will require our continued support. Work will continue to deepen and expand our ability to address
the longstanding challenges to our Community.

Results of initiatives started 500 days ago have already had an impact on the way the IC operates, and will
continue to transform the IC in the years to come:

* EO. 12333 reshapes the IC to respond to today’s changed threat environment, while enhancing our
ability to protect U.S. citizens and their privacy.

* Modernizing the security clearance process is making an impact today by shortening the clearance
process for new members of the intelligence workforce.

* Joint Duty will improve leadership's understanding of IC enterprise capabilities, and foster a more
collaborative and effective workforce.

* A-Space, the LNI, and the NIC-C continue to transform how the analytic and collection communities
operate, increasing collaboration and improving the quality of the IC’s products.

* The newly created IARPA, with the help of the /C Technology Transition Plan, is creating a process to
invest in advanced technologies and speeding them from research and development into the field.
Improved policies, and the beginnings of a single information environment and attribute-based

* information discovery and access, are increasing information sharing across the IC to the benefit of
collectors, analysts, and customers.

Progress on the initiatives of the 500 Day Plan came about through the hard work of many members of our
Community. Initiative stewards provided leadership and guidance, task force members and integrated
product teams provided courage and creativity, and IC professionals in every agency provided the means
and labor to accomplish these initiatives. The IC was built by thousands of collectors, analysts, and leaders,
and it will take just as much hard work to further shape the IC into what the American public and intelli-
gence professionals want it to be - an agile and adaptable force aligned to protect America’s national
security.

Effective change implementation is largely dependent on leaders who passionately communicate a
vision, demonstrate their personal commitment, and demand effective execution. The 500 Day Plan
would not have succeeded on any level without the leaders who stepped up to these challenges. Their
accountability to the IC Executive Committee, element leadership, and ODNI leadership demonstrated
their commitment to be involved in the implementation of the 500 Day Plan, the importance of the initia-
tives, and the importance of driving change throughout their respective communities.



MEASURING OUR PROGRESS
The DNI's Office of the Inspector General (OlG) conducted a study in early 2008 to
determine how well the iC has addressed integration and collaboration, establishing
a baseline maturity level for each of the six focus areas of the 500 Day Plan. They
scored the results on a scale from least mature (“0" — isolated/competitive) to most
mature ("5”— optimized and fully integrated). These levels of integration and collabo-
ration maturity are defined as:

+ Level 0 -Isolation/Competition (Stovepipe): Ad hoc; results are dependent on
individual actions, not IC priorities.

Level 1 - De-confliction (Common Language): Some organization-centric,
repeatable processes exist, but are not linked to IC priorities.

Level 2 — Coordination (Common Rules): Initial efforts toward standard
processes have been taken to establish consistency across organizations, but
these lack linkage to IC priorities.

Level 3 - Cooperation (Common Processes): Greater planning and coopera-
tion among organizations, but inconsistent definition, direction, and manage-
ment of IC priorities.

Level 4 - Collaboration (Common Criteria): Quantifiable metrics are estab-
lished and linked to IC priorities, goals, and objectives.

Level 5 - Optimization (Common Course): Quantitative and qualitative
process improvement objectives for the IC are established, reviewed,
adjusted, and revised to meet business objectives aligned with IC priorities.

The resulting baseline scores are illustrated in the IC Integration and Collaboration
Diagnostic Barometer (The Barometer) (Figure 1 below).

IC Integration and Collaboration Diagnostic Barometer
Optimization - 5
Collaboration - 4
Cooperation - 3
oF
Coordination - 2 —=4 34 161 750
So, ©
De-Confliction - 4
Isolation’
Create a Accelerate Modemize Clarify &
Culture of Information Business Align DNI's
Collaboration ‘Sharing Practices Authorities
@== Average of Survey and Interview Responses.

Figure 1. 1C Integration and Collaboration Diagnostic Barometer

The Barometer scores are based on a combination of interviews, focus groups, and
survey data, and give a sense of the overall maturity of integration and collaboration
in the IC. Given that the ODNI is still a fairly new organization, and that IC elements
are identifying their roles and responsibilities within the larger IC enterprise, the
scores indicate that the status of IC integration and collaboration is relatively



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PROBLEM

Business practices used by the IC did not support rapidly changing missions and priorities. Invest-
ment decision processes remained insular and input-based, leaning towards the basic program-
matics of spending money rather than the performance outcome and results focus characteristic
of high-performing enterprises. Similarly, reliable and consistent access to common business
information was limited to the agency level, making it difficult to identify and leverage specific
resources across the IC. Increased operational tempo, complex emerging threats, and the desire
to stay ahead of the technology curve require better decision-making, streamlined business
processes, and the means to eliminate duplication and redundancy.

The IRTPA states in the “Performance of Common Services" section that “The DNI
shall...coordinate the performance...of such services as are of common concern
to the IC’ and capitalize on opportunities for consolidation

NOTAEEE ACTIVITY & RESULTS
* Designed, tested, and launched an IC Strategic Enterprise Management (IC-SEM) system to
link strategy, capabilities, budgets, and outcomes in an integrated planning, programming,
and budgeting process that ultimately delivers a performance-based National Intelligence
Program (NIP) budget.

+ Under the initial direction of the Office of Management and Budget, and with the authority
of a newly signed E.0. 13467, the ODNI, DOD, and Office of Personnel Management jointly
established a new proof of concept security clearance process which leverages end-to-end
automation, maximizes speed for clean cases, builds on past
investigations without rework, and utilizes continuous risk
management and monitoring principles.

+ Issued additional policy guidance to standardize security
clearances across the IC and enable Heritage Americans
to be considered for clearances on an equal footing with
other applicants. Previously, Heritage Americans required
a waiver in order to be granted a security clearance.

+ Increased interface with customers by initiating an IC-

wide customer segmentation study, established the

role of DNI Representatives, and created a Concept of

Operations to provide direct support to key agencies.

Clarified the IC-wide privacy and civil liberties framework

to protect privacy and civil liberty rights, reduce misunder-

standings, and maintain public support for our mission.

IMPACT

«On the Intelligence Professional: You can expect, once fully implemented, the new security
clearance process will be more efficient and cost effective, saving the government time and
resources. The NIP management process will be more transparent. Intelligence professionals
involved with NIP planning, programming, and budgeting activities will be able to understand
their responsibilities and proactively react to key decision points and deadlines.

...On the Mission: Critical personnel who formerly required a waiver to obtain a clearance are
now able to apply on an equal footing with other applicants for positions within the IC. The
budget is now driven by our strategy, rather than vice-versa, and resource decisions are
evidence-based and more closely aligned to national mission priorities rather than parochial
agency interests. Duplicative or underperforming programs will be eliminated and breakthrough
strategies, ideas and technologies will be assessed in greater detail.

...On the Nation: The IC-SEM system provides the Nation better financial accountability of NIP
resources, transparency of processes and decision-making, and improved visibility of IC mission
performance and results. Clearer, more consistent, and more easily understood policies protect
the Constitutional rights and civil liberties of U.S. citizens.



UNDERSTANDING THE VALUE

Challenge

Accomplishments

Next Steps

The capabilities of our adversaries
are evolving rapidly, driving
legacy technology into
obsolescence

Contributing Initiatives:

~ Implement IC Acquisition
Improvement Plan

~ Build IC Technology Transition Plan
= Complete the Standup of JARPA
~ Establish the ADDNV/AE&!

Developed a plan to improve the efficiency and effectiveness of the IC's
acquisition program

Obtained SecDef signature on MOA for jointly-funded acqui
major acquisitions, and IC policy primacy

Released ICPG 801.1, Acquisition, to implement ICD 801, Acquisition, and to
provide guidance on management, processes and plans, program
reviews and assessments, and workforce development for acquisitions

Released ICPG 801.2, Contracting and Procurement Policy, to define and
implement the Strategic Sourcing Initiative

Completed stand-up of IARPA with requisite structures and authorities

Identified research priorities for IARPA: smart collection, incisive analysis,
and safe and secure operations

Developed IARPA procedures for soliciting and awarding advanced
research and development activ

Developed ADDNI/AE&l architecture visualization software, architecture
modeling and simulation software, and performance assessment
software

ions, non-

Enables a disciplined and agile
acquisition process to continually
refresh technology for critical
missions and meet cost, schedule,
and performance goals

Improves ODNY's evaluation,
integration, and ability to oversee
the IC's intelligence architecture
and engineering efforts

Improves the IC's ability to pursue
revolutionary capabilities, a goal
that requires the ability to
commit to a high-rish/high-payoff
idea for multiple years with
sufficient resources

Provides an incubator for novel
ideas insulated from the
exigencies of daily operational
needs

Provides cross-Community focus,
with programs that cut across
agencies and intelligence
disciplines

Complete the IC Acquisition
Improvement Plan, and continue
toimprove integration and
collaboration of acquisition
policies, programs, and decision
making between the IC, 00D, and
other Departments

Finalize the hiring of key personnel,
and proceed with initiation and
execution of cutting-edge
research programs

The IC does not have an integrated
strategy to acquire and broadly
apply the newest technology

Contributing Initiative:

+ Implement IC Acquisition
Improvement Plan

+ Build IC Technology Transition Plan

Developed a five-year Acquisition Workforce Plan which baselines the
current workforce, identifies gaps between current and future
requirements, and identifies strategies to fill he gaps which specifically
address recruiting, training, retaining and incentivizing the workforce

Signed an MOA to establish the DNI Cost Research Council and coordinate
research on cost estimating methods

Developed a list of priority intelligence needs that may be resolved by
technology, and developed S87 futures product inventory

Increases coordination and
integration efforts, and provides
for the transition of maturing
technology into acquisitions
against the IC’s highest priority
capability gaps

Continue activity identified in the /C
‘S&T Transition Plan, meeting
Congressional requirements to
advance S&T development and
transition within the IC



PROBLEM

As the rate of innovation and technology development accelerated, the IC fell behind in maintain-
ing a plan for technology growth, acquisition, and transition that would allow the IC to maintain
speed, surprise, and synergy in identifying new threats and opportunities. The IC was not adept
at pursuing longer-term, revolutionary, or disruptive solutions that cut across agencies or
missions, or those that enabled entirely new capabilities. Adding to these difficulties, IC agencies
did not adequately plan for transitioning new technologies into the formal acquisition process,
and did not share the results of technical capability development efforts with each other.

The WMD Commission Report recommended “the DNI take an active role in equipping the
Intelligence Community to develop new technologies”

NOTABLE ACTIVITY & RESULTS

+ Issued new policy and guidance for IC acquisitions, mandating the use of risk management

approaches for both major and non-major acquisitions; an IC Procurement Executive Coun-

cil to address and mitigate common IC contracting and procurement issues; the use of

independent cost estimates for major acquisitions; and more effective linkages to overall IC
architecture and engineering efforts.

* Stood up the Intelligence Advanced Research Projects Activity (IARPA) to produce scientific
and research advances by investing in a mix of high-risk, high-reward S&T programs, and
joint development efforts that agencies cannot support individually.

* Developed an IC Science and Technology Plan. This plan identifies future areas for IC research
and development, examines potential disruptive and surprise technologies, and extrapo-
lates their impacts on the IC. This plan is the first step in developing a longer range 10-year
S&T roadmap.

* Created an Associate Deputy Director of National
Intelligence (ADDNI) for Architecture Engineering
and Integration (AE&) to enable the IC to make
best-value investment decisions within the

FOE* YS by Pel « Mvibee

ff

S = IC’s planning, programming, and budget-

SS . 2 .
< ing framework using enterprise archi-
S << tecture and capability portfolios to
RELL address current and emerging
Oe needs.
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IMPACT

--.On the Intelligence Professional: You have access to newly identified technologies which are
acquired, transitioned, and fielded more rapidly and at lower cost. Additional management
support, technology, and professional opportunities now exist for acquisition professionals and IC
professionals involved in science, technology, and research.

...On the Mission: The linkage between mission requirements, advanced research, technology
acquisitions, and IC information architecture is strengthened, and the IC regains speed, synergy,
surprise in innovation, and the ability to identify and apply new approaches and technologies.
Shared acquisitions will allow the cost and benefits of new procurements to be distributed and
reach more personnel.

.-.On the Nation: The IC can now systematically weigh the risks of high-reward projects without

alll
< Ay Jeopardizing resources, enabling the IC to be a smarter consumer of advanced science and

technology, and opening the possibilities for overwhelming decision advantage through technol-
ogy surprise.



United States Intelligence Community

) Central Intelligence Agency

@ Defense Intelligence Agency

oO Department of Energy

& Department of Homeland Security

(2 Department of State

Department of the Treasury

iD)

Sy Drug Enforcement Administration

© Federal Bureau of Investigation
o National Geospatial-Intelligence Agency
© National Reconnaissance Office

© )) National Security Agency

© Office of the Director of National Intelligence

6 United States Air Force

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ow

a m.
eas

United States Army

©) United States Coast Guard

United States Marine Corps

United States Navy