Description
Outline relating to office of the director of national intelligence.
OFFICE OF THE DIRECTOR OF NATIONAL INTELLIGENCE
United States Intelligence Community (IC)
100 Day Plan for INTEGRATION and COLLABORATION
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 2
INTRODUCTION:
Today, as in the past, the United States and our allies face dangerous challenges to our security, freedom, and
way of life. The current global environment, however, is more interconnected, complex, and dynamic than the
bipolar world of the Cold War. The advance of globalization has enabled, amplified, and accelerated threats
stemming from international terrorism, weapons of mass destruction (WMD) proliferation, failed states, and
illegal drug trafficking. These threats, among others, move at increasing speeds due to technology and across
geographic and organizational boundaries, blurring the distinction between foreign and domestic threats, and
between strategic and tactical events. Radical extremist movements use global terrorism to further their causes
by attacking innocent people without regard to national boundaries and state and non-state actors continue to
demonstrate their intent to acquire WMD through illicit means. One of the greatest concerns is the potential
for extremist groups to succeed in obtaining WMD for devastating terrorist attacks.
To confront today’s threats, exemplified by the terrorist attacks of 11 September 2001, the United States has
made many changes in the way we conduct intelligence, law enforcement, homeland security, diplomatic, and
defense activities. Drawing on in-depth studies—such as the 9/11 Commission Report, the WMD Commission
Report, internal Executive Branch reviews and reports by both houses of Congress—the Intelligence Reform
and Terrorism Prevention Act of 2004 (IRTPA) was enacted to improve our effectiveness alongside several
Executive Orders aimed at providing specific Administration direction.
Significant progress has been made in enhancing the effectiveness of the Intelligence Community. Much more,
however, must be accomplished to counter today’s threats effectively. To serve better the nation and our
principal customers—from the President, the Congress, and the warfighter to state and local authorities—the IC
must become more agile and effective by enhancing integration and collaboration.
This 100 Day Plan builds on the foundation established by the National Intelligence Strategy (NIS). The
initiatives contained herein map to the strategic objectives—both mission and enterprise—addressed in the
NIS. The 100 Day Plan represents specific initiatives and tasks to be accomplished according to the priorities
of the Director of National Intelligence (DNI). The goal of the 100 Day Plan is to demonstrate short-term
progress and build momentum for integration and transformation across the Community. This plan will be
followed by the drafting of a 500 Day Implementation Plan that aligns and synchronizes on-going and planned
activities not included in the initial 100 Day Plan.
The 100 Day Plan is aligned to six integration and transformation Focus Areas:
1. Create a Culture of Collaboration
2. Foster Collection and Analytic Transformation
3. Build Acquisition Excellence and Technology Leadership
4. Modernize Business Practices
5. Accelerate Information Sharing
6. Clarify and Align DNI’s Authorities
Each area addresses the imperative for change and the initiatives associated with introducing the change. Each
objective was developed to achieve rapid and significant performance gains by increasing integration and
facilitating collaboration throughout the IC and with public and private sector partners.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 3
FOCUS AREA 1: Create a Culture of Collaboration
Imperative for Change: Few transformation efforts have been successful when they did not address culture,
attitudes, and day-to-day behaviors. To address these cultural issues, we must integrate IC personnel practices
and create a culture of collaboration. Specifically, the Plan advances valuable human resources programs,
modeled after the Department of Defense’s transformational Goldwater-Nichols Act, which will integrate the
IC’s workforce by promoting “jointness” through recruitment, training, exercises, education, retention,
assignments, and career and leadership development.
1.A Initiative: Begin the implementation of Joint Duty.
Deliverable: Disseminate briefing materials to the IC workforce about the new Joint Duty program.
Outcome: Encourages, incentivizes, and instutionalizes collaborative/joint behavior.
1.B Initiative: Publish IC-wide performance appraisal system requirements, including a 360-
degree feedback component.
Deliverable: Publish an IC Directive on performance management.
Outcome: Creates results that are outcome-focused and performance-based.
1.C Initiative: Publish IC Equal Employment Opportunity and Diversity (EEOD) Cross Cutting
Emphasis Area Plan.
Deliverable: Publish an EEOD plan (DNI/EEOD) and publish a recruiting strategy (DNI/CHCO
and DNI/EEOD).
Outcome: Manages diversity to gain and sustain a competitive advantage against our adversaries.
Moves toward creating a workforce that looks like America.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 4
FOCUS AREA 2: Foster Collection and Analytic Transformation
Imperative for Change: We need to foster collection and analytic transformation by strengthening
integration, collaboration, and tradecraft. This focus area emphasizes the radical transformation of analysis
through integration of analytic workspaces, analytic products, analytic tools, and the analytic direction of
intelligence collection. It also focuses on ways to bolster penetration of and collection against our hardest
targets. At its root, this effort’s success depends on increased transparency and collaboration between analysts
and collectors. In order to realize a mission-centric approach to intelligence, we also must consolidate and
synchronize requirements data from across the Community. The ultimate objective is to strengthen collection
and analysis to ensure that primary customers receive the most timely, accurate, and relevant information
possible to face our most critical challenges.
2.A Initiative: Accelerate the implementation of the Intelligence Community Analysis and
Requirements System (ICARS) to ensure full development of a systemic analysis
and collection requirements tracking capability.
Deliverable: Develop and coordinate within the IC an ICARS implementation plan.
Outcome: Creates a single mechanism by which we can manage and adjudicate analysis
requirements.
2.B Initiative: Develop an operating construct that examines the different Mission Manager
models and provides a consistent and flexible operating framework around
integrated collection and analysis.
Deliverable: Create a whitepaper on an IC-wide integrated operating model.
Outcome: Narrows the options around competing operating models and provides the foundation
for a larger, IC-wide concept of operations.
2.C Initiative: Provide a collaborative IC-wide analytic Information Technology (IT)
environment encompassing current initiatives, such as A-Space, the Library of
National Intelligence, and Catalyst. These initiatives integrate IC efforts to
address the challenges of information overload, collaboration, and information
sharing.
Deliverable: Develop and coordinate throughout the IC an implementation plan for an IC-wide
analytic IT environment with milestones and metrics.
Outcome: Provides our personnel with collaborative capabilities that will improve analytic
quality.
2.D Initiative: Adopt Intelligence Community analytic, sourcing, and evaluation standards.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 5
Deliverable: Issue policies and guidelines to strengthen analytic tradecraft by ensuring that the
Intelligence Community applies a common set of rigorous standards.
Outcome: Develops skills, build trust, and encourages collaboration. Contributes, also, to unit
cohesion and, as such, strongly enhances Community performance.
2.E Initiative: Finalize an ICD on the revised National Intelligence Priorities Framework (NIPF)
process.
Deliverable: Issue and implement a revised NIPF ICD.
Outcome: Fosters implementation and Community acceptance by embedding the NIPF with
analysis and collection.
2.F Initiative: Expand integrated collection strategies on key hard targets based on customer
needs and analytic direction from the IC.
Deliverable: Identify the requisites of a plan to penetrate the most difficult targets to meet our most
critical intelligence needs.
Outcome: Optimizes our limited collection resources against our most difficult targets.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 6
FOCUS AREA 3: Build Acquisition Excellence and Technology Leadership
Imperative for Change: During the Cold War, the Intelligence Community was able to create and acquire
cutting-edge technology to penetrate and observe the nation’s adversaries. Today, acquisition processes have
not kept pace with the need to address adversaries whose capabilities evolve rapidly and in unpredictable ways.
To meet this challenge, we must incentivize IC leadership to achieve acquisition excellence, streamline
acquisition policies and processes applied to IC practices, and enhance the professional capabilities of the
acquisition workforce. Our goal is to shorten development timelines and produce more reliable systems.
3.A Initiative: Modify current acquisition processes to enhance the efficiency and effectiveness
of our collection systems, taking full advantage of special DNI authorities for
acquisition.
Deliverable: Establish a DDNI for Acquisition and prepare a draft strategy for review by the DNI,
the Executive Committee, and the IC.
Outcome: Articulates the Director’s intent and commitment to leadership, resources, and
capability development.
3.B Initiative: Review existing acquisition authorities and determine an action plan for shortfall
corrections.
Deliverable: Develop an acquisition authorities recommendation and implementation plan.
Outcome: Creates an action plan to meet IRTPA goals requiring the DNI to ensure the effective
execution of the annual intelligence budget and to ensure the elimination of
unnecessary duplication within the IC for acquisition of major systems funded by the
NIP.
3.C Initiative: Create a robust advanced research capability emphasizing speed, surprise, and
synergy.
Deliverable: Draft an IARPA Implementation Plan.
Outcome: Creates synergy and innovation across the IC by harnessing technology in new ways to
create strategic advantage (similar to the use and activities of the Defense Advanced
Research Projects Agency in the Department of Defense). Demonstrates recognition
of the changing nature of the technical landscape with a strong commitment to
technical innovation via IARPA. Works across agency boundaries, in the “white
spaces” between agencies, on activities that agencies may miss based on current
business models, and on “blue sky” concepts too “distant” for agencies consumed with
current operations.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 7
FOCUS AREA 4: Modernize Business Practices
Imperative for Change: We need to adopt proven best practices in both industry and government around
enterprise management. Applying modern management practices includes working aggressively to reform the
security clearance system to speed processes. It also means capturing agility by improving financial
management and instituting auditable statements for Intelligence Community components. We need to move
from our current input-focused, budget-driven approach towards an output-focused, capability-driven model.
We also need to embrace fully a performance-based culture that measures and rewards performance.
Metrics to measure progress: We have an obligation to share with Executive and Legislative branches how
we are doing in our work to reform and to strengthen intelligence.
4.A Initiative: Develop and implement security clearance process improvements, both within the
IC and at the national level.
Deliverable: Prepare a validated proof of concept pilot proposal for the development of an
alternative security clearance process.
Outcome: Establishes incentives for the IC to more quickly attract and hire highly qualified
Americans to include first-generation Americans whose native language skills and
cultural experiences are indispensable to facing current and future national security
challenges. Secures support by senior government officials of security clearance
reforms, led by the OMB. Where possible, extend lessons learned and expedited
procedures to the industry base supporting the IC.
4.B Initiative: Establish a Senior Advisory Group to advise the Director and the DNI Executive
Committee (EXCOM) on policy, industry best practices, technology
breakthroughs, and best-in-class solutions.
Deliverable: Develop the Senior Advisory Group’s Terms of Reference and a meeting schedule and
plan.
Outcome: Provides an outside group looking in at the enterprise, encouraging innovation and
informing decisions.
4.C Initiative: Identify budgetary resources for strategic priorities.
Deliverable: Identify lowest priorities and construct five percent “trade space.”
Outcome: Furnish concrete options to address strategic priorities flexibly.
4.D Initiative: Improve financial management across the IC.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 8
Deliverable: Create a comprehensive financial management improvement plan, establish an ODNI-
led governance board, and hold first major review.
Outcome: Provides for enhanced fiscal accountability and auditable statements across the
Community.
4.E Initiative: Advance budget performance integration.
Deliverable: Consolidate the performance metrics system, outline the FY 2009 performance budget,
and rollout the outline to the IC.
Outcome: Rationalizes performance metrics and ensures Community support.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 9
FOCUS AREA 5: Accelerate Information Sharing
Imperative for Change: The IC needs to press ahead with a comprehensive evaluation of information
sharing, to include classification rules and Program Management behaviors that have accumulated over more
than half a century. In conjunction with the government-wide efforts of the Program Manager for the
Information Sharing Environment (PM-ISE), we will move from a “need to know” to a “responsibility to
provide” culture and mindset among our collectors and analysts. This will require bold rethinking of
classification rules and standards as well as changes to cultural behaviors that lead to thinking of oneself as a
“data owner” over information, thereby inhibiting sharing. This issue must be approached from a cost-benefit
standpoint. Ultimately, we will rewrite policies in a way that, while protecting sensitive information,
objectively weighs the risk of compromise with the risk to intelligence collection and analysis of not providing
information to those who need it. The Plan includes objectives related to enhancing information sharing within
the IC as well as the formalization of fusion centers that are in the process of being developed. It is understood
that exact behaviors cannot be proscribed. The intent is to shift from the current “need to know” mindset to
create appropriate tension in the system to more effectively balance the “responsibility to provide” while still
addressing the requisite need to protect sources and methods.
5.A Initiative: Improve internal IC information sharing by revising standard policy guidance
for defining, handling, and disseminating sensitive compartmented information.
Deliverable: Develop and disseminate revised standard policy guidance throughout the IC.
Outcome: Introduces workforce efficiencies and information sharing by reducing administrative
overhead while protecting sources and methods.
5.B Initiative: Move from a “need to know” model to a “responsibility to provide” collaborative
environment by developing an implementation plan for an IC-wide identity
structure with attribute-based access, such as clearance level, project affiliation,
or other such attributes.
Deliverable: Provide universal identity access across the Intelligence Community to increase
information sharing and collaboration capabilities based on attributes and operational
needs.
Outcome: Enables information sharing while providing accountability if compromises were to
occur.
5.C Initiative: Support PM-ISE, FBI, and DHS efforts to share with state, local, tribal, and
private sector entities.
Deliverable: Publish and disseminate guidelines.
Outcome: Provides actionable intelligence to the domestic, front-line customers.
5.D Initiative: Develop plans to move the IC collection and analytic communities from a “need
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 10
to know” model to a “responsibility to provide” collaborative environment by
developing an approach and implementation plans for an IC-wide impact.
Deliverable: Sign an implementing plan and directive on sharing intelligence with all appropriate
U.S. consumers.
Outcome: Provides an environment to enhance collaboration between our national agencies while
supplying a venue to share more information with U.S. consumers at all levels.
5.E Initiative: Forge closer intelligence relationships with foreign partners.
Deliverable: Sign an implementing directive on sharing intelligence with foreign partners.
Outcome: Provides an environment to enhance collaboration between our national agencies while
providing a venue to share more information with our coalition partners.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 11
FOCUS AREA 6: Clarify and Align DNI’s Authorities
Imperative for Change: While the IRTPA made great progress in clarifying and strengthening the DNI’s
authorities to lead the Intelligence Community, more is required to realize fully the intended benefits. We need
to delineate clearly the roles and responsibilities of the heads of Intelligence Community components, as well
as to clarify DNI authority regarding national intelligence agencies.
6.A Initiative: Address the definition of roles, responsibilities, and relationships within the IC to
determine if and what changes may be needed.
Deliverable: Propose appropriate revisions to existing statutes, regulations, and directives.
Outcome: Provides the foundation for lasting transformation within the Community by clarifying
the roles, responsibilities, and dependencies across agencies.
6.B Initiative: Assess DNI authorities with regard to declassification processes.
Deliverable: Move from a “need to know” to a “responsibility to provide” paradigm and address the
third agency rule.
Outcome: Enables the ready-realization of information sharing.
6.C Initiative: Establish an Executive Committee to advise the DNI in the discharge of his
responsibility for coordination of all intelligence activities that, together,
constitute the foreign and domestic intelligence efforts of the United States.
Deliverable: Approve the Terms of Reference for the EXCOM with defined representation, roles,
and responsibilities.
Outcome: Provides common guidance on the development, implementation, and evaluation of
activities of the IC.
doc_280023457.pdf
Outline relating to office of the director of national intelligence.
OFFICE OF THE DIRECTOR OF NATIONAL INTELLIGENCE
United States Intelligence Community (IC)
100 Day Plan for INTEGRATION and COLLABORATION
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 2
INTRODUCTION:
Today, as in the past, the United States and our allies face dangerous challenges to our security, freedom, and
way of life. The current global environment, however, is more interconnected, complex, and dynamic than the
bipolar world of the Cold War. The advance of globalization has enabled, amplified, and accelerated threats
stemming from international terrorism, weapons of mass destruction (WMD) proliferation, failed states, and
illegal drug trafficking. These threats, among others, move at increasing speeds due to technology and across
geographic and organizational boundaries, blurring the distinction between foreign and domestic threats, and
between strategic and tactical events. Radical extremist movements use global terrorism to further their causes
by attacking innocent people without regard to national boundaries and state and non-state actors continue to
demonstrate their intent to acquire WMD through illicit means. One of the greatest concerns is the potential
for extremist groups to succeed in obtaining WMD for devastating terrorist attacks.
To confront today’s threats, exemplified by the terrorist attacks of 11 September 2001, the United States has
made many changes in the way we conduct intelligence, law enforcement, homeland security, diplomatic, and
defense activities. Drawing on in-depth studies—such as the 9/11 Commission Report, the WMD Commission
Report, internal Executive Branch reviews and reports by both houses of Congress—the Intelligence Reform
and Terrorism Prevention Act of 2004 (IRTPA) was enacted to improve our effectiveness alongside several
Executive Orders aimed at providing specific Administration direction.
Significant progress has been made in enhancing the effectiveness of the Intelligence Community. Much more,
however, must be accomplished to counter today’s threats effectively. To serve better the nation and our
principal customers—from the President, the Congress, and the warfighter to state and local authorities—the IC
must become more agile and effective by enhancing integration and collaboration.
This 100 Day Plan builds on the foundation established by the National Intelligence Strategy (NIS). The
initiatives contained herein map to the strategic objectives—both mission and enterprise—addressed in the
NIS. The 100 Day Plan represents specific initiatives and tasks to be accomplished according to the priorities
of the Director of National Intelligence (DNI). The goal of the 100 Day Plan is to demonstrate short-term
progress and build momentum for integration and transformation across the Community. This plan will be
followed by the drafting of a 500 Day Implementation Plan that aligns and synchronizes on-going and planned
activities not included in the initial 100 Day Plan.
The 100 Day Plan is aligned to six integration and transformation Focus Areas:
1. Create a Culture of Collaboration
2. Foster Collection and Analytic Transformation
3. Build Acquisition Excellence and Technology Leadership
4. Modernize Business Practices
5. Accelerate Information Sharing
6. Clarify and Align DNI’s Authorities
Each area addresses the imperative for change and the initiatives associated with introducing the change. Each
objective was developed to achieve rapid and significant performance gains by increasing integration and
facilitating collaboration throughout the IC and with public and private sector partners.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 3
FOCUS AREA 1: Create a Culture of Collaboration
Imperative for Change: Few transformation efforts have been successful when they did not address culture,
attitudes, and day-to-day behaviors. To address these cultural issues, we must integrate IC personnel practices
and create a culture of collaboration. Specifically, the Plan advances valuable human resources programs,
modeled after the Department of Defense’s transformational Goldwater-Nichols Act, which will integrate the
IC’s workforce by promoting “jointness” through recruitment, training, exercises, education, retention,
assignments, and career and leadership development.
1.A Initiative: Begin the implementation of Joint Duty.
Deliverable: Disseminate briefing materials to the IC workforce about the new Joint Duty program.
Outcome: Encourages, incentivizes, and instutionalizes collaborative/joint behavior.
1.B Initiative: Publish IC-wide performance appraisal system requirements, including a 360-
degree feedback component.
Deliverable: Publish an IC Directive on performance management.
Outcome: Creates results that are outcome-focused and performance-based.
1.C Initiative: Publish IC Equal Employment Opportunity and Diversity (EEOD) Cross Cutting
Emphasis Area Plan.
Deliverable: Publish an EEOD plan (DNI/EEOD) and publish a recruiting strategy (DNI/CHCO
and DNI/EEOD).
Outcome: Manages diversity to gain and sustain a competitive advantage against our adversaries.
Moves toward creating a workforce that looks like America.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 4
FOCUS AREA 2: Foster Collection and Analytic Transformation
Imperative for Change: We need to foster collection and analytic transformation by strengthening
integration, collaboration, and tradecraft. This focus area emphasizes the radical transformation of analysis
through integration of analytic workspaces, analytic products, analytic tools, and the analytic direction of
intelligence collection. It also focuses on ways to bolster penetration of and collection against our hardest
targets. At its root, this effort’s success depends on increased transparency and collaboration between analysts
and collectors. In order to realize a mission-centric approach to intelligence, we also must consolidate and
synchronize requirements data from across the Community. The ultimate objective is to strengthen collection
and analysis to ensure that primary customers receive the most timely, accurate, and relevant information
possible to face our most critical challenges.
2.A Initiative: Accelerate the implementation of the Intelligence Community Analysis and
Requirements System (ICARS) to ensure full development of a systemic analysis
and collection requirements tracking capability.
Deliverable: Develop and coordinate within the IC an ICARS implementation plan.
Outcome: Creates a single mechanism by which we can manage and adjudicate analysis
requirements.
2.B Initiative: Develop an operating construct that examines the different Mission Manager
models and provides a consistent and flexible operating framework around
integrated collection and analysis.
Deliverable: Create a whitepaper on an IC-wide integrated operating model.
Outcome: Narrows the options around competing operating models and provides the foundation
for a larger, IC-wide concept of operations.
2.C Initiative: Provide a collaborative IC-wide analytic Information Technology (IT)
environment encompassing current initiatives, such as A-Space, the Library of
National Intelligence, and Catalyst. These initiatives integrate IC efforts to
address the challenges of information overload, collaboration, and information
sharing.
Deliverable: Develop and coordinate throughout the IC an implementation plan for an IC-wide
analytic IT environment with milestones and metrics.
Outcome: Provides our personnel with collaborative capabilities that will improve analytic
quality.
2.D Initiative: Adopt Intelligence Community analytic, sourcing, and evaluation standards.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 5
Deliverable: Issue policies and guidelines to strengthen analytic tradecraft by ensuring that the
Intelligence Community applies a common set of rigorous standards.
Outcome: Develops skills, build trust, and encourages collaboration. Contributes, also, to unit
cohesion and, as such, strongly enhances Community performance.
2.E Initiative: Finalize an ICD on the revised National Intelligence Priorities Framework (NIPF)
process.
Deliverable: Issue and implement a revised NIPF ICD.
Outcome: Fosters implementation and Community acceptance by embedding the NIPF with
analysis and collection.
2.F Initiative: Expand integrated collection strategies on key hard targets based on customer
needs and analytic direction from the IC.
Deliverable: Identify the requisites of a plan to penetrate the most difficult targets to meet our most
critical intelligence needs.
Outcome: Optimizes our limited collection resources against our most difficult targets.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 6
FOCUS AREA 3: Build Acquisition Excellence and Technology Leadership
Imperative for Change: During the Cold War, the Intelligence Community was able to create and acquire
cutting-edge technology to penetrate and observe the nation’s adversaries. Today, acquisition processes have
not kept pace with the need to address adversaries whose capabilities evolve rapidly and in unpredictable ways.
To meet this challenge, we must incentivize IC leadership to achieve acquisition excellence, streamline
acquisition policies and processes applied to IC practices, and enhance the professional capabilities of the
acquisition workforce. Our goal is to shorten development timelines and produce more reliable systems.
3.A Initiative: Modify current acquisition processes to enhance the efficiency and effectiveness
of our collection systems, taking full advantage of special DNI authorities for
acquisition.
Deliverable: Establish a DDNI for Acquisition and prepare a draft strategy for review by the DNI,
the Executive Committee, and the IC.
Outcome: Articulates the Director’s intent and commitment to leadership, resources, and
capability development.
3.B Initiative: Review existing acquisition authorities and determine an action plan for shortfall
corrections.
Deliverable: Develop an acquisition authorities recommendation and implementation plan.
Outcome: Creates an action plan to meet IRTPA goals requiring the DNI to ensure the effective
execution of the annual intelligence budget and to ensure the elimination of
unnecessary duplication within the IC for acquisition of major systems funded by the
NIP.
3.C Initiative: Create a robust advanced research capability emphasizing speed, surprise, and
synergy.
Deliverable: Draft an IARPA Implementation Plan.
Outcome: Creates synergy and innovation across the IC by harnessing technology in new ways to
create strategic advantage (similar to the use and activities of the Defense Advanced
Research Projects Agency in the Department of Defense). Demonstrates recognition
of the changing nature of the technical landscape with a strong commitment to
technical innovation via IARPA. Works across agency boundaries, in the “white
spaces” between agencies, on activities that agencies may miss based on current
business models, and on “blue sky” concepts too “distant” for agencies consumed with
current operations.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 7
FOCUS AREA 4: Modernize Business Practices
Imperative for Change: We need to adopt proven best practices in both industry and government around
enterprise management. Applying modern management practices includes working aggressively to reform the
security clearance system to speed processes. It also means capturing agility by improving financial
management and instituting auditable statements for Intelligence Community components. We need to move
from our current input-focused, budget-driven approach towards an output-focused, capability-driven model.
We also need to embrace fully a performance-based culture that measures and rewards performance.
Metrics to measure progress: We have an obligation to share with Executive and Legislative branches how
we are doing in our work to reform and to strengthen intelligence.
4.A Initiative: Develop and implement security clearance process improvements, both within the
IC and at the national level.
Deliverable: Prepare a validated proof of concept pilot proposal for the development of an
alternative security clearance process.
Outcome: Establishes incentives for the IC to more quickly attract and hire highly qualified
Americans to include first-generation Americans whose native language skills and
cultural experiences are indispensable to facing current and future national security
challenges. Secures support by senior government officials of security clearance
reforms, led by the OMB. Where possible, extend lessons learned and expedited
procedures to the industry base supporting the IC.
4.B Initiative: Establish a Senior Advisory Group to advise the Director and the DNI Executive
Committee (EXCOM) on policy, industry best practices, technology
breakthroughs, and best-in-class solutions.
Deliverable: Develop the Senior Advisory Group’s Terms of Reference and a meeting schedule and
plan.
Outcome: Provides an outside group looking in at the enterprise, encouraging innovation and
informing decisions.
4.C Initiative: Identify budgetary resources for strategic priorities.
Deliverable: Identify lowest priorities and construct five percent “trade space.”
Outcome: Furnish concrete options to address strategic priorities flexibly.
4.D Initiative: Improve financial management across the IC.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 8
Deliverable: Create a comprehensive financial management improvement plan, establish an ODNI-
led governance board, and hold first major review.
Outcome: Provides for enhanced fiscal accountability and auditable statements across the
Community.
4.E Initiative: Advance budget performance integration.
Deliverable: Consolidate the performance metrics system, outline the FY 2009 performance budget,
and rollout the outline to the IC.
Outcome: Rationalizes performance metrics and ensures Community support.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 9
FOCUS AREA 5: Accelerate Information Sharing
Imperative for Change: The IC needs to press ahead with a comprehensive evaluation of information
sharing, to include classification rules and Program Management behaviors that have accumulated over more
than half a century. In conjunction with the government-wide efforts of the Program Manager for the
Information Sharing Environment (PM-ISE), we will move from a “need to know” to a “responsibility to
provide” culture and mindset among our collectors and analysts. This will require bold rethinking of
classification rules and standards as well as changes to cultural behaviors that lead to thinking of oneself as a
“data owner” over information, thereby inhibiting sharing. This issue must be approached from a cost-benefit
standpoint. Ultimately, we will rewrite policies in a way that, while protecting sensitive information,
objectively weighs the risk of compromise with the risk to intelligence collection and analysis of not providing
information to those who need it. The Plan includes objectives related to enhancing information sharing within
the IC as well as the formalization of fusion centers that are in the process of being developed. It is understood
that exact behaviors cannot be proscribed. The intent is to shift from the current “need to know” mindset to
create appropriate tension in the system to more effectively balance the “responsibility to provide” while still
addressing the requisite need to protect sources and methods.
5.A Initiative: Improve internal IC information sharing by revising standard policy guidance
for defining, handling, and disseminating sensitive compartmented information.
Deliverable: Develop and disseminate revised standard policy guidance throughout the IC.
Outcome: Introduces workforce efficiencies and information sharing by reducing administrative
overhead while protecting sources and methods.
5.B Initiative: Move from a “need to know” model to a “responsibility to provide” collaborative
environment by developing an implementation plan for an IC-wide identity
structure with attribute-based access, such as clearance level, project affiliation,
or other such attributes.
Deliverable: Provide universal identity access across the Intelligence Community to increase
information sharing and collaboration capabilities based on attributes and operational
needs.
Outcome: Enables information sharing while providing accountability if compromises were to
occur.
5.C Initiative: Support PM-ISE, FBI, and DHS efforts to share with state, local, tribal, and
private sector entities.
Deliverable: Publish and disseminate guidelines.
Outcome: Provides actionable intelligence to the domestic, front-line customers.
5.D Initiative: Develop plans to move the IC collection and analytic communities from a “need
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 10
to know” model to a “responsibility to provide” collaborative environment by
developing an approach and implementation plans for an IC-wide impact.
Deliverable: Sign an implementing plan and directive on sharing intelligence with all appropriate
U.S. consumers.
Outcome: Provides an environment to enhance collaboration between our national agencies while
supplying a venue to share more information with U.S. consumers at all levels.
5.E Initiative: Forge closer intelligence relationships with foreign partners.
Deliverable: Sign an implementing directive on sharing intelligence with foreign partners.
Outcome: Provides an environment to enhance collaboration between our national agencies while
providing a venue to share more information with our coalition partners.
DIRECTOR OF NATIONAL INTELLIGENCE
WASHINGTON DC, 20511
Page 11
FOCUS AREA 6: Clarify and Align DNI’s Authorities
Imperative for Change: While the IRTPA made great progress in clarifying and strengthening the DNI’s
authorities to lead the Intelligence Community, more is required to realize fully the intended benefits. We need
to delineate clearly the roles and responsibilities of the heads of Intelligence Community components, as well
as to clarify DNI authority regarding national intelligence agencies.
6.A Initiative: Address the definition of roles, responsibilities, and relationships within the IC to
determine if and what changes may be needed.
Deliverable: Propose appropriate revisions to existing statutes, regulations, and directives.
Outcome: Provides the foundation for lasting transformation within the Community by clarifying
the roles, responsibilities, and dependencies across agencies.
6.B Initiative: Assess DNI authorities with regard to declassification processes.
Deliverable: Move from a “need to know” to a “responsibility to provide” paradigm and address the
third agency rule.
Outcome: Enables the ready-realization of information sharing.
6.C Initiative: Establish an Executive Committee to advise the DNI in the discharge of his
responsibility for coordination of all intelligence activities that, together,
constitute the foreign and domestic intelligence efforts of the United States.
Deliverable: Approve the Terms of Reference for the EXCOM with defined representation, roles,
and responsibilities.
Outcome: Provides common guidance on the development, implementation, and evaluation of
activities of the IC.
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