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The NationalIntelligence Strategy

August 2009

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ForewordTwenty years aer the Berlin Wall came down and eight years aer the tragedy of Sep-

tember 11, 2001, the United States has emerged from the post-Cold War world and

post-9/11 world. We know the type of world we face, the nature of the threats, chal-

lenges, and opportunies before us, and the role intelligence can play in supporng

policies that advance our naonal interests.

The United States faces a complex and rapidly shiing internaonal security landscape.

Events at home and abroad move quickly, oen in an interconnected fashion, driven by

the pace of technological change and internaonal communicaons. Naonal security

priories adapt as rapidly as these events unfold. The Intelligence Community (IC) must

keep a steady focus on enduring challenges in and among naon-states and persistent

transnaonal issues, and also be agile in adapng to emerging threats and harnessing

opportunies. The Naonal Intelligence Strategy (NIS) sets out the following guiding

principles: responsive and incisive understanding of global threats and opportunies,

coupled with an agility that brings to bear the Communitys capabilies.

The 2009 NIS represents several advances in the Director of Naonal Intelligences

(DNI) leadership of the Naonal Intelligence Program (NIP) and the IC. It reects a re-

ned understanding of the counterterrorism challenge and elevates the importance of

the challenges we face in the cyber domain and from counterintelligence threats. This

NIS also arms priories to focus IC plans and acons for the next four years, while

providing direcon to guide development of future IC capabilies. The NIS highlights

areas that demand our aenon, resources, and commitment. It also establishes the

basis for accountability, in conjuncon with an implementaon plan, to ensure that the

Community meets the goals of our strategy.

This document arms the vital role that intelligence plays in our Naons security.We will only succeed because of the extraordinary talent, courage, and patriosm of

our professionals.

Dennis C. Blair

Director of Naonal Intelligence

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VISIONFOR THEINTELLIGENCE COMMUNITY

The United States Intelligence Community must constantly strive for and

exhibit three characteriscs essenal to our eecveness. The IC must be

integrated: a team making the whole greater than the sum of its parts. We

must also be agile: an enterprise with an adapve, diverse, connually

learning, and mission-driven intelligence workforce that embraces innova-

on and takes iniave. Moreover, the IC must exemplify Americas values:

operang under the rule of law, consistent with Americans expectaons

for protecon of privacy and civil liberes, respecul of human rights, and

in a manner that retains the trust of the American people.

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THE STRATEGIC

ENVIRONMENT

The United States faces a complex and rapidly chang-

ing naonal security environment in which naon-

states, highly capable non-state actors, and other

transnaonal forces will connue to compete with

and challenge U.S. naonal interests. Adversaries are

likely to use asymmetric means and technology (ei-

ther new or applied in a novel way) to counter U.S.

interests at home and abroad. There may be oppor-

tunies for cooperave mullateral acon to meet

these challenges.

A number of naon-states have the ability to

challenge U.S. interests in tradional (e.g., military

force and espionage) and emerging (e.g., cyber op-

eraons) ways.

Iran poses an array of challenges to U.S. secu-

rity objecves in the Middle East and beyond

because of its nuclear and missile programs,

support of terrorism, and provision of lethal aid

to U.S. and Coalion adversaries.

North Korea connues to threaten peace and

security in East Asia because of its sustained

pursuit of nuclear and ballisc missile capabili-

es, its transfer of these capabilies to third

pares, its errac behavior, and its large conven-

onal military capability.

China shares many interests with the United

States, but its increasing natural resource-fo-

cused diplomacy and military modernizaon

are among the factors making it a complex

global challenge.

Russia is a U.S. partner in important iniaves

such as securing ssile material and combang

nuclear terrorism, but it may connue to seek

avenues for reasserng power and inuence in

ways that complicate U.S. interests.

There also may be opportunies for cooperaon with

many naon-states, including those cited above, in

support of common interests that include promong

rule of law, representave government, free and fair

trade, energy, and redress of troublesome transna-

onal issues.

Non-state and sub-state actors increasingly impact

our naonal security.

Violent extremist groups are planning to

use terrorismincluding the possible use of

nuclear weapons or devices if they can acquire

themto aack the United States. Working in

a number of regions, these groups aim to derail

the rule of law, erode societal order, aack U.S.

strategic partners, and otherwise challenge U.S.

interests worldwide.

Insurgents are aempng to destabilize vulner-

able states in regions of strategic interest to the

United States.

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GOALS ANDOBJECTIVES

The Intelligence Community has four strategic goals.

In order to meet them, we must operate eecvely

regardless of where the intelligence resides, with a

clear legal framework to guide us. The rst two goals,

supported by six Mission Objecves (MOs), speak

to the missions we must accomplish. The third and

fourth goals, supported by seven Enterprise Objec-

ves (EOs), describe what we will achieve as an intel-

ligence enterprise to support our Mission Objecves.

Enable wise naonal security policies by con-

nuously monitoring and assessing the interna-

onal security environment to warn policymak-

ers of threats and inform them of opportunies.

We will provide policymakers with strategic

intelligence that helps them understand coun-

tries, regions, issues, and the potenal out-

comes of their decisions. We will also provide

feedback to policymakers on the impact of

their decisions.

Support efecve naonal security acon. The

IC will deliver aconable intelligence to support

diplomats, military units, interagency organiza-

ons in the eld, and domesc law enforcement

organizaons at all levels. At mes, we will be

directed by the President to carry out covert

acvies that we will faithfully execute within

the bounds of U.S. law.

Deliver balanced and improving capabiliesthat leverage the diversity of the Communitys

unique competencies and evolve to support

new missions and operang concepts. We must

integrate Community capabilies to reap syner-

gies and eciencies, connuously reassessing

and adjusng our porolio so that we can pre-

pare for tomorrows challenges while

performing todays missions.

Operate as a single integrated team, employing

collaborave teams that leverage the full range

of IC capabilies to meet the requirements of

our users, from the President to deployed

military units.

Mission ObjectivesMO1: Combat Violent Extremism

MO2: Counter WMD ProliferaonMO3: Provide Strategic Intelligence

and Warning

MO4: Integrate Counterintelligence

MO5: Enhance Cybersecurity

MO6: Support Current Operaons

Enterprise Objectives EO1: Enhance Community

Mission Management

EO2: Strengthen Partnerships

EO3: Streamline Business ProcessesEO4: Improve Informaon Integraon

& Sharing

EO5: Advance S&T/R&D

EO6: Develop the Workforce

EO7: Improve Acquision

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MO 1: Combat ViolentExtremismUnderstand, monitor, and disrupt violent extremist

groups that acvely plot to inict grave damage

or harm to the United States, its people, interests,

and allies.

Violent extremist groupsprimarily al-Qaida and its

regional aliates, supporters, and the local terrorist

cells it inspireswill connue to pose a grave threat

to U.S. persons and interests at home and abroad.

The Intelligence Community supports the whole-of-

U.S. Government eorts to protect the homeland,

defeat terrorists and their capabilies, counter the

spread of violent extremism, and prevent terrorists

from acquiring or using weapons of mass destruc-

on. The ICs mission is to idenfy and assess violent

extremist groups; warn of impending aacks; and

develop precise intelligence to cut o these groups

nancial support and to disrupt, dismantle, or defeat

their operaons.

We will build on the ICs signicant progress since

September 11, 2001. We must connue improving

our capabilies to enhance the quality of our sup-

port and the responsiveness to customers needs.

Provide warning. Provide mely and aconablewarning of terrorist aacks.

Disrupt plans. Penetrate and support the dis-

rupon of terrorist organizaons and the nexus

between terrorism and criminal acvies.

Prevent WMD Terrorism. Support U.S. eorts to

prevent terrorists acquision and use of weap-

ons of mass destrucon.

Counter radicalizaon. Idenfy terrorists radi-

calizaon eorts and provide opportunies for

countering violent extremism.

MO 2: Counter WMDProliferationCounter the proliferaon of weapons of mass de-

strucon and their means of delivery by state and

non-state actors.

The Intelligence Community must support ve en-

during policy objecves for countering the prolifera-

on of WMD and their means of delivery: dissuade,

prevent, roll back, deter, and manage consequences.

The IC will work with partners inside and outside the

U.S. Government to improve capabilies needed to

support acon across all ve WMD objecves.

Mission Objectives

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The IC must connue enhancing its capabilies in thefollowing areas:

Enhance dissuasion. Idenfy opportunies and

levers that the United States and its allies can

use to discourage interest in WMD.

Support prevenon. Increase support to

policymakers in prevenng WMD proliferaon

by enhancing capabilies that contribute to

U.S. Government eorts to prevent the ow of

WMD-related materials, technologies, funds,

and experse.

Enable rollback. Idenfy opportunies and

levers that the United States and its allies can

use to end or roll back WMD or capabilies that

raise serious concerns.

Enhance deterrence. Improve capabilies to

understand adversaries WMD plans, intenons,

and doctrines and to deny the impact of their

capabilies.

Manage consequences. Reinforce U.S. Govern-

ment eorts to migate or manage the conse-

quences of WMD use by supporng the charac-

terizaon of adversaries WMD capabilies and

the development of countermeasures against

WMD use, and by improving the ability to sup-

port mely aribuon of WMD used against the

United States, its allies, or friends.

MO : Provide StrategicIntelligence and WarningWarn of strategic trends and events so that policy-

makers, military ocials, and civil authories can

eecvely deter, prevent, or respond to threats and

take advantage of opportunies.

The issues and trends that will shape the future secu-

rity environmenteconomic instability, state failure,

the ebb and ow of democrazaon, emergence of

regional powers, changing demographics and social

forces, climate change, access to space, pandemic

disease, and the spread of disrupve technologies,

to name just a fewwill test the Intelligence Com-

munitys ability to provide strategic warning and

avoid surprise. Most of the ICs analyc cadre focus

on assessing ongoing and near-term events of signi-

cance. The IC must improve its ability to ancipate

and idenfy emerging challenges and opportunies.

To accomplish this objecve, the Community must

beer integrate long-range and trend analysis, strate-

gic warning, and opportunity idencaon. This will

enable mulple objecves, including long-range poli-

cy planning, strategy development, and policy formu-

laon. We must idenfy the gaps in our knowledge

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on the Naons highest priories to focus analysis,drive collecon strategies, and produce deep insight.

We must connuously review and adjust Commu-

nity analyc resources, capabilies, tradecra, and

performance to ensure proper coverage of strategic

analyc priories. Expanded use of techniques such

as red-teaming can help ensure quality and integrity

in analyc products, and potenally produce fresh

insights into our toughest challenges.

In parcular, the IC must:

Broaden experse. Provide greater scope,

depth, and quality of intelligence analysises-

pecially in economics, energy and natural

resources, and non-military technologies.

Deepen understanding. Build and access deep

understanding of the cultural, polical, religious,

economic, ethnic, and tribal factors in opera-

onal theaters.

Enhance outreach. Conduct strategic outreach

to key external centers of knowledge and exper-

se.

Improve collaboraon. Develop and eld new

techniques and capabilies to enhance collabo-

raon and promote a Community-wide culture

of sound strategic analysis.

Increase language skills. Increase the quanty

and uency of our foreign language capability.

MO 4: IntegrateCounterintelligenceProvide a counterintelligence capability that is inte-

grated with all aspects of the intelligence process to

inform policy and operaons.

Foreign enes, including state and non-state ac-

tors, violent extremist groups, cyber intruders, and

criminal organizaons, are increasingly undermining

U.S. interests in myriad and growing ways. Globaliza-

on of the marketplace and the openness of modern

informaon networks have enabled our adversaries

goals. At the strategic level, these actors are aempt-

ing to manipulate U.S. policy and diplomac eorts,

disrupt or migate the eecveness of our military

plans and weapon systems, and erode our economic

and technological advantage. At the taccal level,

they are intent on penetrang our crical infrastruc-

ture, informaon systems, and leading industries.

Our counterintelligence (CI) community must lead a

consistent, comprehensive, and collaborave eort

across the U.S. Government, employing both oen-

sive and defensive CI measures to idenfy, deceive,

exploit, disrupt, and protect against these threats.

The CI community must serve both the policymaker

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and operator. Tasks include: penetrang and exploit-

ing adversaries, migang the insider threat, provid-

ing input to strategic warning, validang sources of

intelligence, contribung to cyber defense, and eval-

uang acquision risk.

Our CI community must build on its current eorts

and focus in four areas:

Detect insider threats. Detect insiders who seek

to exploit their authorized access in order to

harm U.S. interests.

Penetrate foreign services. Penetrate hosle

foreign intelligence services to determine their

intenons, capabilies, and acvies.

Integrate CI with cyber. Employ CI across the

cyber domain to protect crical infrastructure.

Assure the supply chain. Assure the naonal

security communitys supply chain from foreign

intelligence exploitaon.

MO : Enhance CybersecurityUnderstand, detect, and counter adversary cyber

threats to enable protecon of the Naons infor-

maon infrastructure.

The architecture of the Naons digital infrastructure,based largely upon the Internet, is neither secure

nor resilient. Naon-states and non-governmental

enes are compromising, stealing, changing, or

destroying informaon, and have the potenal to

undermine naonal condence in the informaon

systems upon which our economy and naonal se-

curity rests. The Intelligence Community plays an

integral role in enhancing cybersecurity both by in-

creasing our ability to detect and aribute adversary

cyber acvity and by expanding our knowledge of

the capabilies, intenons, and cyber vulnerabilies

of our adversaries.

The IC has made progress in implemenng the inia-

ves and developing the enabling capabilies need-

ed to meet naonal cybersecurity guidance. We must

quickly add to these eorts through the following:

Leverage partnerships. Integrate cyber exper-

se throughout the IC, as well as with allied

intelligence services, industry, and theacademic community.

Protect U.S. infrastructure. Idenfy, priorize,

and close the gaps in our collecon capability

and analyc knowledge base on threats to our

cybersecurity.

Combat cyber threats to non-tradional

targets. Focus more resources on idenfying

and neutralizing cyber threats to non-tradional

intelligence customers.

Manage the cyber mission. Strengthen Commu-

nity-wide processes for mission management,

specically processes for enabling collaborave

planning and execuon and for providing a scal-

able, foundaonal capability to conduct

cyber operaons.

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MO 6: Support CurrentOperationsSupport ongoing diplomac, military, and law en-

forcement operaons, especially counterinsur-

gency; security, stabilizaon, transion, and re-

construcon; internaonal counternarcocs; and

border security.

Intelligence will connue to be a crical factor in a

range of ongoing missions: defeang the Taliban inAfghanistan, stabilizing Iraq, curbing drug cartels, en-

suring the free and lawful ow of people and goods

into and out of the homeland, and dealing with new

conngencies as they arise. These ongoing opera-

ons have greatly expanded the Intelligence Com-

munitys missions and placed heavy demands on its

resources and analyc eorts.

The IC has made notable progress in bringing ac-

onable intelligence to bear in mulple complex

and dangerous environments. However, we need to

connue to develop new approaches; eliminate orreduce barriers to eciency and eecveness; and

sustain technical, analyc, linguisc, and operaonal

excellence to support a wide range of military, law

enforcement, and civilian operaons. We must also

connue to improve our ability to collaborate be-

tween intelligence and law enforcement to detect

and respond to threats to the homeland. Three areas

deserve focus:

Monitor me-sensive targets. Sustain mul-

discipline, high-delity collecon on, and analy-

sis of, me-sensive targets.

Forward deploy collecon and analyc

presence. Embed Community analysts in opera-

onal sengs as part and parcel of an integrat-

ed enterprise approach.

Share informaon. Enhance the ability to share

intelligence with foreign governments; federal

civil agencies; and state, local, tribal, and pri-

vate-sector partners.

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Enterprise Objectives

EO 1: Enhance CommunityMission ManagementAdopt a mission approach as the expected construct

for organizing and delivering intelligence support

on high-priority challenges.

The IC is at its best when it integrates its eorts

across the enterprise to meet specic mission needs.

Mission management provides a mechanism for fo-

cusing Community eorts against missions of high

priority; it does not direct agencies how to perform

their funcons. Mission management leadership

brings greater integraon of analysis and collecon

so that priority intelligence gaps are idened, inte-

grated soluons are developed and executed, and

addional insights are provided to analysts, policy-

makers, and operators.

We must capture the best pracces of mission man-

agement from recent years, nd ways to nurture their

development, integrate them across the Community,

and encourage Community leadership at all levels to

take the iniave and apply these pracces. Mission

management must be the norm, not the excepon,

for approaching our most important challenges.

The principles of Community mission management are:

Create unity of eort. Work together, under

common direcon, as integrated, cross-cleared,

mul-intelligence discipline teams to ensure

the full range of IC capabilies are marshaled

against the challenge. Community mission

management leads to unied strategies that

idenfy required acons, resources, and policies

needed to accomplish the mission. IC elements

are collaborave partners that share informa-

on, capabilies, and resources to achieve

mission success.

Ensure accountability. Designate an individual,

team, center, or execuve agency to act on the

DNIs behalf to manage a naonal-level mission

for the Community.

Tailor support. Allow mission management to

take many forms. We require a exible ap-

proach that allows tailored support where no

single soluon ts all. Some forms of mission

management require establishing a majorcenter with a large sta, similar to the Naonal

Counterterrorism Center; others can be less

formal, smaller arrangements similar to the

Strategic Interdicon Group.

Foster agility. Inculcate a mission approach in

all we do and encourage iniave at all levels in

response to mission needs. Our construct must

allow the IC to respond to complex challenges

of highest naonal importance, including ones

that arise suddenly and that require extraor-

dinary eort from across the Community. The

mission centers must move quickly to idenfy

and meet intelligence needs, stay in touch with

a wide range of policy and operaonal organiza-

ons, and provide mely and relevant

intelligence support.

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Deepen relaonships. Foster intense interacvelinks with users, whether they are policymakers

or operators in the eld. Mission centers must

have direct relaonships with users, while keep-

ing IC components and the Oce of the Direc-

tor of Naonal Intelligence (ODNI) informed of

developments and requirements.

Foster mission management. Establishing

mission teams for complex challenges oen

requires signicant changes in assignments,

tasking, analyc producon, and informa-

on-sharing arrangements. The IC must work

cooperavely to encourage leaders at all levels

to adopt a mission management approach,

ensure that mission teams have the instuonal

support and resources needed, and connually

review the impact of establishing such teams or

centers and the gains achieved through

doing so.

EO 2: Strengthen PartnershipsStrengthen exisng and establish new partnerships

with foreign and domesc, public and private en-

es to improve access to sources of informaon and

intelligence, and ensure appropriate disseminaon

of Intelligence Community products and services.

The IC must leverage partnerships to obtain the ac-

cess, experse, and perspecve required to succeed

at our missions. Partnerships are parcularly impor-

tant for transnaonal issues that cross tradional

organizaonal lines. In some cases, this means deep-

ening exisng tradional liaison relaonships; in oth-

ers, forging non-tradional relaonships.

Our approach must align with broader naonal policy

and be harmonized across the IC through policy that

delineates roles, responsibilies, and authories.

Partnerships vary in scope, depth, and duraon to re-

ect the type of requirement, the expected benets,

and the ancipated risks. Partnership characteriscs

may also vary across mission area, me, and inten-

sity. To address these mulple and somemes con-

icng demands, we will idenfy and priorize which

partnerships to form, when and under what condi-

ons; coordinate IC interacon to advance common

goals and use resources opmally; and assess the

eecveness of partnerships individually and collec-

vely and adjust them accordingly.

To enhance our partnerships, we must focus in the

following areas:

Build familiarity. Deepen partners knowledge

of the IC and its capabilies and capacity,

as well as IC understanding of the benets

partners provide.

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Expand partnerships. Codify new relaonshipswith a variety of partners, and between the

partners themselves, to drive collaboraon and

informaon sharing.

Establish new partnerships. Build mutual trust

and a shared understanding of needs, capabili-

es, and missions with partners, parcularly

those with whom the IC has tradionally not

had a relaonship.

EO : Streamline BusinessProcessesStreamline IC business operaons and employ com-

mon business services to deliver improved mission

support capabilies and use taxpayer dollars more

eciently and eecvely.

The Intelligence Community faces several crical

challenges related to its business and security sys-

tems environments: redundant and non-interop-

erable systems and infrastructure; the inability to

achieve clean nancial audits as a result of poor data

quality and integrity; and disparate, inecient, ill-de-

ned business and security clearance processes with

unclear outcomes. We need more mely access tocrical informaon, as well as easier aggregaon of

specic informaon at the enterprise level.

To address these challenges, eliminate wasteful re-

dundancies, and transform enterprise business and

security operaons, the Intelligence Community

must:

Modernize business operaons. Transform

business operaons and processes using in-

novave approaches, collaborave fora, and

recognized best pracces that inform senior IC

leaders of the status of crical assets and issues.

Adopt standards and processes. Develop and

employ enterprise business standards and pro-

cesses, modernize operaons and services, and

improve them through established performance

goals and targets.

Implement a shared business/mission environ-

ment. Implement a shared environment with

improved business operaons and services that

enhances mission capabilies and simplies IC

leader access to business informaon and op-

mizes use of taxpayer money.

Integrate security pracces. Ensure security

pracces are streamlined and then integrated

into transformed business processes to protect

naonal intelligence and intelligence sources

and methods.

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Demonstrate sound nancial management.Achieve nancial management transparency,

accountability, and auditability, compliant with

applicable laws and Oce of Management and

Budget (OMB) guidelines.

Promote robust consultaon and oversight.

Support eecve consultaon with, and over-

sight by, inspectors general, general counsels,

and agency ocials responsible for privacy and

civil liberes protecon, with respect to pro-

cesses, operaons, and services.

EO 4: Improve InformationIntegration & SharingRadically improve the applicaon of informa-

on technologyto include informaon manage-

ment, integraon and sharing pracces, systems

and architectures (both across the IC and with an

expanded set of users and partners)meeng theresponsibility to provide informaon and intel-

ligence, while at the same me protecng against

the risk of compromise.

The Intelligence Community faces an explosivegrowth in type and volume of data, along with an

exponenal increase in the speed and power of pro-

cessing capabilies. Threats to our networks and the

integrity of our informaon have proliferated. Our

partners and users increasingly expect us to discov-

er, access, analyze, and disseminate intelligence in-

formaon in compressed me frames. We have the

responsibility to share informaon, while protecng

sources and methods and respecng the privacy and

rights of U.S. cizens.

Informaon policies, processes, and systems must

cope with these circumstances, while providing a

trusted and reliable environment to support opera-

ons, even when under aack. Iniaves and pro-

grams ed to informaon sharing and systems must

accelerate and synchronize delivery of informaon

enterprise capabilies. In addion, we must keep

pace with changes in technology and mission needs.

The Community must focus on the following areas:

Assure the environment. Develop a world-class,

Community-wide, assured informaon environ-

ment based on a common, eecve, reliable,

and secure infrastructure capable of providing

informaon wherever IC elements or their cus-

tomers are posioned.

Raonalize soluons. Enable the rapid imple-

mentaon of simple, logical, eecve, cross-

cung soluons (materiel and non-materiel),

recognizing the need to terminate and eliminate

legacy systems.

Enable informaon ow. Integrate assured and

authorized discovery and access of informaon

to the IC workforce, while ensuring mely and

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tailored disseminaon of informaon at appro-

priate classicaon levels.

Improve informaon aggregaon and analysis.

The IC must narrow the gap between our capac-

ity to sense data and our capabilies to make

sense of data in handling an exponenally

increasing volume and variety of data

and informaon.

Maintain cyber security awareness. Improve

cyber security awareness and training through-

out the IC enterprise, including IC partners

and customers.

EO : Advance S&T/R&DDiscover, develop, and deploy Science & Technolo-

gy/Research & Development advances in sucient

scale, scope, and pace for the IC to maintain, and

in some cases gain, advantages over current and

emerging adversaries.

The explosive pace in the development of technol-

ogy oers opportunies to improve the ICs produc-

vity, eecveness, and agility even if its increasing

availability may also benet our adversaries. History

proves that riding the leading edge of technology is

crical to the ICs ability to deliver beer intelligence.

The focus of the ICs Science & Technology (S&T)enterprise rests on several factors. Our adaptaon,

adopon, and development of technology will be

guided by a combinaon of technology push, ca-

pabilies pull, and mission pull. The range of mis-

sions we face demands innovave approaches in

many areas, from major long-term collecon systems

to advanced analycal techniques, and clandesne

sensors to secure, reliable networks and communica-

ons systems. Our Research & Development (R&D)

program must balance the larger, longer-term, and

oen higher-risk iniaves that promise dramacally

improved or completely unexpected capabilies with

smaller, incremental improvements in capability that

can be brought into use rapidly, then adapted and

improved as they are used.

We must coherently manage the S&T/R&D eort

across the IC to accelerate technology development,

enhance collaboraon, develop new and unexpected

soluons, and protect high risk/big payo projects

such as those in the Intelligence Advanced Research

Projects Acvity. Other specic areas of focus include:

Transion new technologies. Improve the tran-

sion of S&T soluons to the operaonal user

and into major system acquision, as appropriate.

Expand partnerships. Engage the academic

community, industry, U.S. and partner-naon

governments, mission customers, and non-

governmental centers of technical excellence

and innovaon.

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Scan for trends. Assess global technology trendsto nd emerging and potenal breakthroughs

and new technology for integraon into

IC capabilies.

EO 6: Develop the WorkforceAract, develop, and retain a diverse, results-

focused, and high-performing workforce capable

of providing the technical experse and excep-

onal leadership necessary to address our Naons

security challenges.

People are at the core of building an agile and ex-ible intelligence enterprise and promong a culture

of collaboraon. We must connue to build a diverse

workforce with technical, linguisc, and cultural un-

derstanding and experse that can work across or-

ganizaonal boundaries and meet the wide-ranging

requirements of our mission objecves.

To meet this objecve, the Community must:

Build a diverse and balanced workforce.

Employ, develop, and retain a workforce thatreects diversity in its broadest contextcul-

ture, ethnicity, ancestry, race, gender, language,

and experiencesproperly balanced among its

military, civilian, and contractor components.

Enhance professional development. Develop,

reward, and retain technical experse and pro-

fessional leadership, including in S&T.

Culvate relevant experse. Educate and trainthe workforce to align with naonal security

and intelligence priories.

Support an entrepreneurial ethos. Encourage

iniave, innovaon, collaboraon, resourceful-

ness, and resilience.

Deploy integrated, agile teams. Integrate and

deploy cross-funconal and cross-organizaonal

teams of personnel to meet mission objecves.

Build a culture of leadership excellence. Create

and sustain a culture of personal, professional,

technical, and managerial leadership at all orga-

nizaonal levels.

EO : Improve AcquisitionImprove cost, schedule, performance, planning, ex-

ecuon, and transparency in major system acquisi-

ons, while promong innovaon and agility.

Acquision excellence requires a combinaon of agiledecisionmaking and disciplined execuon to leverage

technology while meeng cost, schedule, and perfor-

mance expectaons. Major system acquisions pro-

vide important new capabilies to meet future mis-

sions. Being able to deliver capability cost-eecvely

when it is needed improves mission eecveness,

provides leadership with exibility in making invest-

ments, and precludes gaps in necessary capabilies.

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ROLE OF THE DNI INIMPLEMENTING

THE NIS

By law and execuve order, the DNI has sole author-

ity to lead the Intelligence Community and manage

the NIP. A principal vehicle through which the DNI ex-

ecutes responsibility on behalf of the President and

the Naonal Security Council is the Naonal Intelli-

gence Strategy. The DNIs role in leading the Com-

munity to implement the NIS includes:

Establish priories with clear and measurable

goals and objecves. The DNI sets the intel-

ligence agenda. The DNI will translate user re-

quirements into intelligence priories by which

IC resources can be managed and progress

measured and assessed.

Provide leadership on cross-cung issues. The

DNI will exercise leadership to align incenves

and enforce compliance on the coordinaon of

issues that cross IC organizaonal boundaries.

Set direcon through policy and budgets. The

DNI will issue policy direcves to clarify roles

and responsibilies so IC elements can eecve-

ly carry out NIS goals and objecves. Of parcu-

lar importance is policy that enables or induces

collaboraon to meet DNI direcon. The DNI

will also determine the NIP budget request to

the President and oversee execuon of budget-

ary resources to properly fund naonal-level

priories.

Acquision delivery melines must be shortened toallow for innovaon and maximum exploitaon of

new technologies. Agile decisionmaking and disci-

plined execuon require that we:

Develop qualied acquision professionals.

Provide experse in leading the planning and

execuon of major IC acquision programs. The

IC acquision workforce must be experienced,

educated, and trained in the best pracces of

acquision by parent organizaons, with sup-

port from the ODNI.

Employ eecve acquision processes. Ap-

ply the best pracces of systems engineering,

contracng, technology maturaon, cost es-

mang, and nancial management in acquisi-

on execuon. IC elements must demonstrate

discipline in documenng and execung these

processes. The ODNI will ensure that the best

pracces are applied across the Community.

Align with complementary processes. Synchro-

nize the planning, programming, and execu-

on of major acquision programs with other

IC and Department of Defense processes. The

requirements process must generate clearly

dened user expectaons; cost esmates must

beer align with the development of the annual

budget; and human resources processes must

provide personnel needed for successful execuon.

Empower decisionmaking at lower levels.

Empower acquision execuves and program

managers to manage programs and be held ac-countable for the results. In order to streamline

decisionmaking, the DNI will delegate statutory

milestone decision authority to the maximum

extent possible when IC elements demonstrate

a track record of successful performance, main-

tain transparency, and freely provide informa-

on to oversight enes.

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Promote integraon of agency capabilies. The

DNI will promote a joint perspecve for how

capabilies can be combined or integrated to

achieve synergies and eciencies so that the

sum of the IC is greater than its parts. While

some natural alignment occurs, the DNI has

parcular interest in reducing unwanted or un-

necessary redundancy and increasing our

shared eecveness.

Monitor agency and leadership performance.

The DNI will establish and enforce performance

expectaons by reviewing IC elements strategic

plans for alignment with the NIS, assessing ele-

ment and IC-wide progress against NIS objec-

ves, and rafying personal performance agree-

ments that specify how the IC elements leaders

are accountable for implemenng the NIS.

IC components have a similar responsibility todevelop plans, capabilies, programs, and policies

that explicitly support the objecves laid out in this

strategy.

CONCLUSIONThe Naonal Intelligence Strategy presents a way

ahead for the Intelligence Community to focus on

the missions the Naon requires, enhance the enter-

prises agility, and improve understanding and sup-

port to our users. We must now translate this strat-

egy into iniaves, plans, and capabilies. Decisions

about program, budgeng, policy, and acquision, as

well as the operaon of the IC, will reect this docu-

ment. The objecves in this NIS shall be incorporatedinto the Intelligence Planning Guidance and cas-

caded into direcon given for development of inte-

grated program and budget opons and recommen-

daons. The development of measures and targets

for the NISs objecves will ensure we can assess our

progress and adapt our approach during implemen-

taon as appropriate. Only as we become a unied

enterprise can we meet the unprecedented number

of challenges we face and seize opportunies to en-

hance the security of the United States along withthat of its allies, friends, and like-minded naons.

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