Intelligence Reform And Terrorism Prevention Act of 2004
FY2016-2020 IC S&T Executive Order 12333 (1981) Industrial R&D Funding Begins Exceeding Government R&D STRATEGIC PLAN Funding in the US (Circa 1980) MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE
National Security Act of 1947
Office of Strategic Services Disbanded (1945)
1 About the Cover: The cover uses a red and blue double helix to represent multiple concepts relating to the Intelligence Community’s (IC’s) science and technology (S&T) efforts. For example, starting at the bottom and moving up the image on the cover one observes—in chronological order—a number of key “red” challenges and “blue” technological achievements in the history of the IC. The use of this construct was not chosen randomly, however. Akin to how the base pairs in strands of deoxyribonucleic acid (DNA) correspond to one another, researchers and technologists within the IC S&T enterprise aspire to create capabilities that link to the threat environment of today—and in the future. Lastly, and perhaps most importantly, the choice of a DNA strand is meant to convey the critical importance of basic research to the IC’s mission. Contents
Foreword...... iii
Vision, Mission, and Guiding Principles for Intelligence Community Science and Technology Enterprise Investments...... v
Chapter 1 — Introduction...... 1 The Need for a Comprehensive, Rational, and Defensible IC-wide Science and Technology Strategic Plan...... 1
Chapter 2 — The IC S&T Strategic Framework...... 3
Chapter 3 — ODNI Application of the IC S&T Strategic Framework...... 7 Anticipate IC-Wide Mission Needs...... 7 Leverage the Strengths and Resources of Partners...... 9 Inform Stakeholders of New Technology Opportunities...... 10 Strengthen Integration across the IC S&T Enterprise...... 11 Develop and Protect Disruptive Capabilities To Meet IC Needs...... 12 Shape Resources...... 13
Chapter 4 — Application of the IC S&T Strategic Framework to the IC Elements and Partners...... 19
Chapter 5 — Conclusions and Next Steps...... 21 Responsibly Managing Risk across the IC S&T Enterprise...... 21
Appendices
Appendix A Acronyms...... 23 Appendix B Efforts For Ensuring the Health and Sufficiency of the IC S&T Enterprise Workforce...... 25
i FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE
Figures
Figure 2.1 The Intelligence Community Science and Technology Strategic Framework...... 5 Figure 3.1 Landscape selection process for assigning Needs to various Performers...... 8 Figure 3.2 The Intelligence Science and Technology Partnership (In-STeP)...... 11 Figure 3.3 Down-select process for identifying initial In-STeP challenge areas...... 14-15 Figure 3.4 Roadmap: Enhanced Processing and Management of Data from Disparate Sources...... 16-17
ii Foreword FROM THE PRINCIPAL DEPUTY DIRECTOR OF NATIONAL INTELLIGENCE: The FY2016-2020 IC S&T Strategic Plan advances the Office of the Director of National Intelligence’s ability to manage risk across the National Intelligence Program, and is the charter document guiding the Intelligence Community’s (IC’s) science and technology (S&T) activities. The Strategic Plan is comprehensive in its approach, rational in its prescriptions, and defensible in its justification for action. In short, it is exactly what we need to ensure our nation’s future intelligence advantage at a time when technological democratization, unauthorized disclosures, and fiscal constraints threaten to erode the IC’s capabilities and advantages. This plan is a new way of doing business for the IC S&T enterprise, and this presents its own unique risks. But the benefits of success far outweigh any perils, making now the time for the IC to implement this novel approach. The Honorable Stephanie L. O’Sullivan Principal Deputy Director of National Intelligence Office of the Director of National Intelligence FROM THE DEPUTY DIRECTOR OF NATIONAL INTELLIGENCE FOR INTELLIGENCE INTEGRATION: Innovation—to include technological advancements as well as improved business practices—is critical to maintain the IC’s role as the nation’s first line of defense and to our ability to provide the strategic and tactical intelligence advantage required by policymakers and warfighters. As the principal means of envisioning the IC’s “after next” mission challenges, I will continue to actively support this Strategic Plan, which will be critical to ensure the IC and our partners are able to meet future intelligence needs and better promote a mutual understanding of our requirements and capabilities. Mr. Michael P. Dempsey Deputy Director of National Intelligence for Intelligence Integration Office of the Director of National Intelligence FROM THE DIRECTOR OF SCIENCE AND TECHNOLOGY: To meet its vision of ensuring intelligence advantage, the IC and its S&T enterprise must know where it is headed—and it will need its partners’ help in charting the best course forward. ‘Partnership’ is not a buzzword in the Strategic Plan; rather, it is its defining principle. We designed the Strategic Plan to be useful, flexible, enduring, and inclusive. I am particularly excited about involving our partners in generating technical roadmaps to solve current and anticipated intelligence challenges—an ongoing effort to keep the IC pointed in the right direction regardless of the challenges it faces. Feedback on this document can be provided to [email protected] (JWICS) or [email protected]—my staff and I look forward to hearing from you. Dr. David A. Honey Director of Science and Technology Office of the Director of National Intelligence
iii This page intentionally left blank. FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE
Vision Ensure intelligence advantage
Mission Apply science and technology to solve intelligence problems
Guiding Principles for Intelligence Community Science and Technology Enterprise Investments Protect innovation at the edge. Make S&T investment choices at the “bench” level, where technical expertise is deepest.
Develop R&D plans that are rational, traceable, and defensible. Fully address Heilmeier Questions with milestones and metrics.
Acquire and develop talented technical professionals and leaders. Staff the IC S&T enterprise with able researchers, managers, and leaders.
Ensure all work is subject to scrutiny. Require conflict of interest-free peer review for all programs, projects, and strategies.
Leverage collaboration and enable integration. Realize transparency through information sharing.
Challenge assumptions regarding the best performer or solution. Pursue open competition—avoid sole source awards of research grants and contracts.
Deny adversaries access to our hard-earned advantages. Build counterintelligence efforts and safeguards into every program.
Meet requirements efficiently. Influence “build or buy” (lead, influence, adapt, adopt) decisions that conserve funding and meet mission requirements.
v This page intentionally left blank. CHAPTER 1 Introduction The Need for a Comprehensive, Rational, and Defensible IC-wide Science and Technology Strategic Plan Faced with growing budgetary pressures at home while struggling to stay ahead of changes resulting from an increasingly open and fast-moving global environment, the US Intelligence Community (IC) must innovate in the way it surveys, develops, and accelerates the adoption of new technologies and methods to ensure continued US intelligence advantage. To do so, the IC needs an improved understanding of the threats that our nation and its allies are likely to face as well as an improved means of addressing them. As the primary means for developing the often unique tools required for meeting these threats, the IC science and technology (S&T) enterprise must address the IC’s strategic priorities, support and leverage external partners’ efforts, and ensure that prospective technical advances and newly-developed capabilities are shared with the appropriate stakeholders. Each of the IC’s technical challenges is likely to have within it a number of technologies that are required to deliver a system solution. Given the fiscal constraints that the IC faces it is neither possible nor desirable for the IC to be a world leader in all of those technologies all of the time. As technology matures the US Government’s market share often decreases to the point where it becomes available as commercial-off-the- shelf (COTS), lowering acquisition cost while simultaneously increasing yield, uniformity, and reliability. Choosing where to apply S&T investments so as to get the right technology at the right time at the right cost requires careful analysis and monitoring of the development of the technologies of interest. Although COTS items can be a great cost savings, changes in commercial markets can rapidly lead the development of items of interest into a new direction that does not meet IC needs, or in some cases lead to obsolescence and the need to identify and procure an alternative solution. Informing IC elements’ acquisition strategies from any S&T strategic plan requires the planning and management of technologies in which the IC must choose whether to lead, influence, adapt, and adopt, taking interagency and industry progress and cooperation into account:
■■ Lead. Focused, sustained investment is required to advance these technology areas and realize benefits. The IC needs to define the performance goals, provide the vision, and specify the potential products or capabilities.
■■ Influence. Investments in these fields are required to understand and influence the fundamentals of new technologies. Industry will generally lead development but the IC needs to be closely involved to be assured that its needs are met.
■■ Adapt. Commercial industry is pushing technology forward with expertise and research funding levels with which the IC should not or cannot compete. In many of these fields, the IC needs to apply commercial advances to intelligence tools.
■■ Adopt. Commercial industry is driving intelligence-related technologies and the IC needs to simply follow the world leaders. Without making significant investments, the IC should maintain our understanding of what the leaders are doing in order to make knowledgeable decisions about procurements.
1 FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE
At the heart of the Community’s acquisition decisions is the need for senior IC leaders to rationally and defensibly manage risk. This includes the risks in pursuing uncertain yet high payoff technologies and approaches as well as the risks in determining the optimal allocation of limited resources. The tools and methods required to comprehensively manage these risks across the IC S&T enterprise do not exist today. To remedy this deficiency, the FY2016-2020 IC S&T Strategic Plan establishes an enduring mechanism to inform acquisition decisions and further integrate and align the IC S&T enterprise. It takes its direction from the White House’s National Security Strategy and the Office of the Director of National Intelligence’s (ODNI’s) 2014 National Intelligence Strategy of the United States of America (NIS). The Strategic Plan aligns with numerous NIS Enterprise Objectives—such as optimizing capabilities and activities across the IC to achieve unity of effort and effect; developing, implementing, and managing IC-oriented approaches to improve integration and interoperability of IC enabling capabilities; finding and deploying new scientific discoveries and technologies; and strengthening partnerships—to generate technical solutions to IC challenges. The Strategic Plan lays the foundation for generating meaningful, clearly articulated thrusts in areas critical for aligning IC S&T enterprise and partners’ pursuits with future intelligence and national security Needs. Following such a flexible yet enduring platform through 2020 positions the IC S&T enterprise to achieve its vision of ensuring intelligence advantage.
2 CHAPTER 2 The IC S&T Strategic Framework
The IC S&T enterprise will continue to be called upon to solve many of our nation’s most pressing challenges, often necessitating the development of novel technologies and approaches. Only by working closely with a number of key stakeholders and customers—such as those with wide-ranging mission needs like the National Intelligence Managers (NIMs)1 —can the IC S&T enterprise understand the full scope of intelligence challenges that our nation faces, thereby allowing senior IC leaders to effectively guide investment decisions and manage risk. Given this new reality, the IC S&T Strategic Framework reflects an enduring method for capturing and solving IC mission needs by integrating the Community’s strengths and activities. When applied across the Community, such a process will further align R&D investments across the IC to avoid duplication and achieve synergies across the National Intelligence Program (NIP). Although most of the resources to meet IC S&T needs come from within the NIP, additional resources exist within the US Government—such as the Military Intelligence Program (MIP), the Department of Energy (DOE) National Laboratories, the Department of Defense (DOD) Laboratories, and the Defense Advanced Research Projects Agency—that can provide research synergies. Additionally, improved cooperation in research with less traditional partners, such as the National Science Foundation, the National Aeronautics and Space Administration, and the Department of Health and Human Services—particularly the National Institutes of Health, the Biomedical Advanced Research and Development Authority, and the Centers for Disease Control and Prevention—can be mutually beneficial. However, this expanded mission comes with additional obstacles—access to classified information can be a significant problem for many working within the basic research community. JWICS and even SIPRNET terminals are rare commodities even at DOD laboratories, and are not likely to become more accessible in the foreseeable future. Further complicating communication is the lack of cleared personnel. Finally, reporting requirements and travel restrictions imposed on individuals who hold high security clearances are viewed by most researchers and program managers as antithetical to the open, and often, international nature of the basic research they are engaged in; simply put, they do not want to be exposed to classified information. An important function, then, of the IC S&T enterprise is to be a selectively permeable information conduit between these two very dissimilar worlds while staying ahead of security challenges and foreign counterintelligence activities—no easy feat.
1 Constituted under the auspices of the ODNI Office of the Deputy Director for Intelligence Integration (DDII), NIMs oversee and integrate all aspects of the IC’s collection and analytic efforts against a particular region or function. Each NIM serves as single focal point within the ODNI for the integration of all activities related to the particular region or function, as well as being the DNI’s personal representative on the issue. NIMs maintain senior-level contacts with the intelligence, policymaking and warfighting communities so that a full range of intelligence requirements for a particular function or region are met on a daily basis. Lastly, NIMs set strategic guidance to improve IC collection and analysis over the long term.
3 FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE
Going forward, empowering disparate stakeholders with their own voice in the direction of meeting Community challenges will be key to ensuring that senior IC leadership can make the informed resource decisions needed to anticipate, inform, shape, strengthen, leverage, and develop as well as protect disruptive S&T-related activities across the IC and beyond. As such, the IC will apply S&T to solve intelligence problems and effectively manage risk by
■■ Developing and protecting disruptive capabilities,
■■ Anticipating mission needs,
■■ Informing stakeholders of S&T-related developments,
■■ Shaping S&T investments and efforts,
■■ Strengthening integration, and
■■ Leveraging partners and resources outside of the NIP to solve problems of interest. The Strategic Plan reflects enduring IC mission needs and integrates IC element strengths and activities. Because a strategic plan is only as real as the resources supporting it, the IC must integrate IC Program Managers’ and Functional Mangers’ S&T investment plans. Only then can IC S&T leaders create a rigorous and comprehensive S&T strategy with set priorities and commit to an investment plan. This document represents that leadership commitment to enduring research critical to mission support.
4 Figure 2.1 — The Intelligence Community Science and Technology Strategic Framework.
5 FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE
To accomplish these goals, the Strategic Plan articulates the Director of National Intelligence’s (DNI’s) vision for meeting IC-wide challenges—now and in the future—by expanding upon the process outlined in the FY2015-2019 IC S&T Investment Landscape.2 Accordingly, the Strategic Plan will better align the IC S&T enterprise by:
■■ Providing the Community and its partners with insight into where S&T resources are being expended— and not expended—to better manage Community risk while ensuring the health and sufficiency of the national security research enterprise,
■■ In concert with the Landscape, completing the development of a comprehensive, defensible, transparent, and traceable process for aggregating and solving intelligence challenges,
■■ Institutionalizing new mechanisms to coordinate “pre-operational” R&D efforts related to cross- Community challenges, thereby freeing up Functional Managers’ (FM) resources to confront additional challenges within their functional areas, and
■■ Through ODNI’s Director of Science and Technology (DS&T), establishing initiatives to identify “new science” problems that engage both the IC S&T enterprise as well as partners elsewhere in the US Government, academia, and industry.
2 The first iteration of the FY2015-2019 IC S&T Investment Landscape, is located at: https://rspace.dodiis.ic.gov/rspace/docs/DOC-1162
6 CHAPTER 3 ODNI Application of the IC S&T Strategic Framework
Fully engaging all of the IC’s resources is critical to maintaining our mission success. The realities of the marketplace and the reduced share of the nation’s R&D that originates in government laboratories requires the IC to closely examine the areas in which it must continue to lead, where it must influence partners’ R&D investments, and where it must acquire new capabilities or procure commercially-available technology. As the principal means to structure and to stress the importance of these activities, the DS&T has developed the Intelligence Science and Technology Partnership (In-STeP). Anticipate IC-Wide Mission Needs To help envision the future technical challenges the IC is likely to face, ODNI/DS&T is leading the IC S&T enterprise with the Landscape and In-STeP. In-STeP will influence IC S&T investments and inform industry’s independent research and development (IRAD) and cooperative research and development agreement (CRADA) investments through FY2020 and beyond, and provides a set of precepts to guide decisions over subsequent program and budget cycles. The Landscape— which will be updated periodically at the direction of the DNI— “The Landscape—which will be serves as the principal mechanism to aggregate, relay, and updated periodically at the direction champion across the Community and its partners those of the DNI—serves as the principal anticipated IC-wide Needs that do not map directly to mechanism to aggregate, relay, and individual IC elements’ functional responsibilities. Although a champion across the Community and variety of disparate sources are used to capture the breadth of its partners those IC-wide Needs that future IC challenges, the Landscape draws heavily from Deputy do not map directly to individual IC Director of National Intelligence for Intelligence Integration elements’ functional responsibilities.” (DDNI//II) products. A critical part of crafting the FY2015-2019 IC S&T Investment Landscape was to identify and aggregate intelligence Needs from across the IC. To accomplish this objective in a manner calculated to reasonably catalogue most of the Community’s Needs, DS&T staff used a variety of sources with differing perspectives: Subject Matter Expert, Program Management, Specialized Customers, and Field End-Users. Because of the pivotal role the DDNI//II NIMs3 play in driving ODNI integration policy, In-STeP is significantly influenced and driven by their representation and assessment of Needs.
3 A cornerstone of the DNI’s National Intelligence Strategy to integrate the operations of the Community is the appointment, designation, and empowerment of ODNI National Intelligence Managers (NIMs) from amongst IC agencies’ subject matter experts. NIMs oversee and integrate all aspects of the IC’s collection and analytic efforts against a particular region or function and serve as the single focal point within the ODNI for the integration of all activities related to the particular region or function. Lastly, NIMs set strategic guidance to improve IC collection and analysis over the long term, and are responsible for the development, planning, execution and success of the Unifying Intelligence Strategies (UIS) and generally the orchestration of UIS activities by managing the policies and relationships among Community agencies.
7 FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE
Once IC-wide Needs were aggregated, they were filtered into various categories based largely on which IC Functional Manager(s) or other entities would be best positioned to solve the IC Need. This method of basing decisions on performers was selected to avoid the “binning” that often occurs when Needs are subdivided into various topical areas. The process of collecting and filtering these Needs is shown schematically in Figure 3.1.
CCMD FM Plans IPL NIM UISs and others
Surveying and Aggregating User Needs and Challenges
Analysis Needs Categorizing and N/A Assigning Needs By Performer(s)
CATEGORY0 CATEGORY1 CATEGORY2 CATEGORY3 NIP funded
Analytic Tool Needs Best Served Needs Best “New Science” Needs — funded Multi-source Needs by a Single Functional Served by Challenge Problems Unlikely Manager (FM) Multiple FMs To Be Solved by the NIP Alone
DS&T Advises DS&T Delegates DS&T Coordinates DS&T Champions
Figure 3.1 — Landscape selection process for assigning Needs to various Performers. Note that from Category Zero to Category Three Needs, the role of the DS&T increases commensurately, moving from advising to ultimately championing S&T-related activities within the IC.
8 To aid in future revisions of the Landscape, IC-wide products—such as DDNI/II’s Unifying Intelligence Strategies (UISs)—should be prepared with the intent of encouraging interaction between the originators of these products and the IC S&T enterprise. By fostering these connections, FMs’ S&T endeavors will be focused on pursuing IC-wide Needs, in addition to those of the elements. Such contact will have the added benefit of providing a mechanism for the IC S&T enterprise to keep disparate IC officials—such as the NIMs as well as the acquisition and procurement communities—apprised of S&T-related developments that may directly impact their missions. Leverage the Strengths and Resources of Partners Individual IC elements and their contractors are well-positioned to solve many needs in the Landscape, but for a significant number of others it will be insufficient to rely exclusively on established R&D capabilities and will require the expanded community of DOD, DOE, US industry, industry associations, foreign partners, and academia. In addition to these resources, an active global campaign of investigation, collection, and outreach is required. To address a number of needs it is essential that the IC leverage outside and non-traditional resources to achieve new levels of scientific understanding. To access and leverage these opportunities, DS&T-led IC initiatives will be developed with the ODNI’s Office of Partner Engagement “Understanding the technical (PE) to build on overtures to S&T leaders across the Government to solutions that industry is pursuing, organize, plan, and execute coordinated efforts. Moreover, the DNI combined with insight into current has personally reached out to the Director of the Office of Science programs gleaned from the portfolio and Technology Policy (OSTP) to request help in bridging efforts review and summary processes, will across the nation’s S&T enterprise in areas of mutual benefit and empower IC leadership to align R&D to create an online research library for accessing interim and final resources to better manage cross- reports of US Government-funded research. DS&T will actively Community risk.” participate in the DOD’s Reliance 21 effort, and at the DNI’s direction has invited the Under Secretary of Defense for Intelligence to participate in Director of National Intelligence Science and Technology Committee (NISTC) activities. Lastly, to better leverage the considerable S&T resources of DOE’s National Laboratories, DS&T is working to align its efforts with innovative programs throughout DOE’s Field Intelligence Enterprise. Making the Landscape available to cleared industrial partners and requesting continuous feedback, such as through ODNI-RFI-14-02, will drive an increasingly open dialogue with our partners to inform and learn from their efforts. These proprietary partner responses are provided to the NISTC membership for discussion, evaluation, and distribution within the elements, and form the basis of the Partner Response to the FY2015-2019 IC S&T Investment Landscape. As such, the Partner Response provides a high-level matching of public- and private-sector partners’ existing, funded programs to the Needs captured in the Landscape. Understanding the technical solutions that industry is pursuing, combined with insight into current programs gleaned from the portfolio review and summary processes, will empower IC leadership to align R&D resources to better manage cross-Community risk.
9 FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE
Inform Stakeholders of New Technology Opportunities Ensuring that current anticipated IC needs align with promising technology development activities is an important consideration in prioritizing S&T investments, but it is not the only one. Investment decisions on new technological capabilities should not be driven solely by user requirements, but should also be informed by new technical developments—regardless of where they originate. In particular, decision-makers require knowledge of, and exposure to, global R&D trends that could affect US national security or undermine the US Government’s R&D efforts. S&T forecasting processes led by DS&T feed the ongoing development of an enterprise S&T Strategic Plan. Forecasts and products such as the S&T Estimate4 are used to inform IC customers and the NISTC5 of novel and prospective developments that could ultimately impact IC operations. The Estimate highlights technology sectors with the potential to impact the IC enterprise during the next ten years or which are expected to show rapid evolution. By identifying these key sectors, the Estimate provides a starting point for enterprise-level strategic planning, informs inquiry to subject matter experts within and outside of the IC S&T community, and establishes context to explore potential threats to current and projected capabilities. It is available to all executive branch agencies as well as any cleared contractor, federally funded research and development center (FFRDC) or university-associated research center (UARC) via the R-Space website. This broad availability will allow synergies and integration among government agencies and informs industry investment planning. Combined with inputs from the elements, the S&T forecasting process will influence the Intelligence Planning, Programming, Budgeting and Evaluation (IPPBE) process and IC element R&T investment activities through integrating forecast projections and findings into the DNI’s Consolidated Intelligence Guidance (CIG). To further inform industry partners’ investment decisions, DS&T uses non-proprietary summary data from the Partner Response and its associated RFI to provide feedback to the respondents as well as R-Space participants. This information includes a preliminary market analysis of current and future opportunities based on the Landscape Needs. In addition to affirming the DS&T commitment to building partnerships across the public- and private-sectors, this outreach to industry is critical to the development of In-STeP (See Figure 3.2).
4 The most recent iteration of the Estimate, the Science and Technology Estimate: 2012-2022, is located at: http://intelshare. intelink.ic.gov/sites/acquisitiontechnology/sciTech/Products%20Repository/SandT%20Estimate_FINAL-PRINT.pdf (JWICS) 5 By statute, the NISTC is designated to be the standing body for the coordination and communication of S&T priorities and R&D investments across the IC. The NISTC is chaired by the DS&T, and its members include the principal science advisors of the elements of the National Intelligence Program. The Intelligence Reform and Terrorism Prevention Act of 2004 establishes and broadly describes the duties and functions of the DS&T and the NISTC.
10 ODNI periodically issues Requests for Information (RFIs) on the NRO and NSA Acquisition Resource Centers as well as other means to solicit partner efforts against the Landscape Needs.
The IC S&T Investment The Partner Response to Intelligence Reform And Terrorism Prevention Act of 2004 Landscape identifies the IC S&T Investment
(U) FY2015-2019 IC S&T Executive Order 12333 (1981) Industrial R&D Funding Begins Exceeding Government R&D IC mission Needs Landscape aggregates INVESTMENT LANDSCAPE Funding in the US (Circa 1980) (U) ENSURING FUTURE CAPABILITIES ALIGN TO MISSION NEEDS and technology public- and private- opportunities to sector RFI responses influence and inform against the Landscape Classi ed By: 2352903 Derived From: Multiple Sources Declassify On: 25X1, 20631231
National Security Act of 1947 internal investments Needs and provides O ce of Strategic Services 14240681 | ID 4-14 Disbanded (1945) and the activities of them to IC experts for partner organizations. evaluation and aiding investment decisions.
Prior to initiating To meet anticipated the next cycle of intelligence Needs, intelligence Needs DS&T works with aggregation, DS&T its partners to outbriefs insights to identify the IC’s key all stakeholders while future capabilities, providing partners an technologies, and ongoing opportunity to research challenges. engage the IC.
Figure 3.2 — The Intelligence Science and Technology Partnership (In-STeP)
As shown in Figure 3.1, In-STeP uses these documents—the Landscape and the Partner Response—and the associated RFI, culminating in In-STeP outreach activities with IC partners and IC colleagues from the S&T, acquisition, and partner engagement communities. In-STeP outreach includes regular meetings between IC partners, DS&T staff, members of the NISTC, and representatives from the IC’s acquisition and procurement communities. Strengthen Integration across the IC S&T Enterprise While the IC elements each contribute to the collective S&T resources of the enterprise, they also serve unique functions within their own customer communities. Having “Accordingly, DS&T and the evolved to serve unique purposes, the IC gains strength from the NISTC will move in FY2016 to integration of their S&T efforts, while recognizing that they also retain institutionalize new mechanisms unique specialization developed over time to serve the needs of their to coordinate pre-operational primary customers. R&D efforts related to cross- Community challenges, thereby As noted in the Landscape, the DS&T’s breakdown of IC-wide S&T freeing up FMs’ resources to needs shows that it is essential for FMs to coordinate their R&D accelerate current programs or activities based on their competencies. As many needs are cross- confront additional challenges disciplinary—touching at least several elements and/or FMs— within their functional areas.” DS&T will play a stronger role to ensure that they are adequately resourced and addressed, including coordination of related R&D
11 FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE
activities across participating IC elements. Accordingly, DS&T and the NISTC will move in FY2016 to institutionalize new mechanisms to coordinate pre-operational R&D efforts related to cross-Community challenges, thereby freeing up FMs’ resources to accelerate current programs or confront additional challenges within their functional areas. The Landscape and the Partner Response provide unprecedented insight into both IC-wide challenges and potential technical solutions, and will inform IC S&T strategic planning and the discussions during the annual element portfolio reviews. A primary goal of future portfolio reviews will be to inform IC enterprise- level program planning in support of the Needs listed in the Landscape. This may include informing the IPPBE process, identifying and resolving cross-program dependencies, recommending budget changes, and evaluating execution ability and performance. Ultimately, basing the annual portfolio reviews on the Landscape Needs will help ensure that IC element S&T investment portfolios combine to form a more comprehensive, integrated IC investment portfolio. Develop and Protect Disruptive Capabilities To Meet IC Needs In-STeP is designed to capture Community-wide Needs and assign responsibility to the relevant FMs to provide a solution, as aided by partners. However, additional organizations and non-requirements driven entities are also needed to provide the flexibility to operate outside of this mainstream process. This measure of flexibility enables these entities to develop truly disruptive solutions that may not be possible within a larger organization with traditional business models. ODNI’s Intelligence Advanced Research Projects Activity (IARPA) is one way to collaborate across the IC to develop novel methods and technologies to ensure its research addresses relevant future needs. This Community-wide focus ensures IARPA’s ability to address cross-agency challenges, leverage cross-IC operational and R&D expertise, and coordinate transition strategies with our agency partners.
DS&T Strategic Studies
In addition to identifying technical challenges for individual IC FMs—as well as those challenges on which they need to collaborate—the first iteration of the Landscape identified a number of “new science” Needs that will be the focus of future DS&T-led initiatives to organize, plan, and execute coordinated efforts. The majority of these new areas of understanding will require leveraging partners outside of the NIP, such as the National Science Foundation and the National Academies of Science. These efforts will build on current or previous DS&T efforts to “change the business model” in a variety of areas, such as video analytics and identity intelligence.
A key challenge for the IC S&T enterprise when developing disruptive technologies is balancing the often necessary need for open, unrestricted scientific collaboration with the global research community and the needs of national security. Security and counterintelligence must play a significant role in all aspects of the IC S&T research enterprise if the US is to exploit its hard-earned technical advantages. The Research and Technology Protection (RTP) process, developed and implemented at IARPA, represents a best practice for achieving this balance. The RTP process provides a systematic and reproducible comprehensive security and technology protection framework for all funded research activities. It identifies threats to S&T initiatives which could compromise research, place the US at a technological disadvantage, or compromise our national security. Moreover, determining the protection framework at the very onset of a research activity ensures appropriate, consistent, classification decisions and defines the extent to which participation from non- traditional sources such as academia, small businesses, and international organizations can be allowed.
12 Shape Resources Insights gleaned from future S&T portfolio reviews will directly influence S&T IPPBE engagement, resulting in S&T investment portfolios with meaningful, higher-priority technical investments. This engagement process leverages the interaction of the NISTC with the DS&T to dramatically increase the application of advanced technical capabilities to the challenging problems of the future. Additionally, DS&T analysis of the Landscape Needs and partners’ associated RFI responses are driving the identification of specific mission goals and technical objectives that will be critical for ensuring intelligence advantage, particularly as they relate to the IC’s “new science” Needs. Partner-reported data from ODNI RFI 14-02 were used to explore linkages between the Landscape needs and the results suggest that its challenges are strongly connected. In fact, of the 302 S&T Needs in the Landscape, only 35 were not connected in any way. As shown in Figure 3.3, analysis of partner responses against the S&T Needs enabled the identification of six initial “new science” challenge areas, which acted as the basis for creating preliminary technology roadmaps. These roadmaps were intended to discern and denote the key capabilities, technologies, and basic research challenges for the IC and the broader US Government. Ultimately, such roadmaps allow for engagement on a rational, defensible basis with external partners in the US Government’s basic research funding agencies. These roadmaps were further developed—up to the limits of proprietary information—with the help of industrial partners whose base of expertise complemented the IC’s in key emerging technical areas. These roadmaps also form the basis of proprietary one-on-one discussions with partners working in these technical areas. Going forward, DS&T staff analysis of the Landscape Needs and RFI responses will afford the IC an enduring mechanism for engaging with industry partners to identify additional specific capabilities and technologies, as will IC partners’ own efforts. Moreover, the roadmaps will be used by the IC’s acquisition community as the basis for developing actionable plans for developing the technologies essential to IC’s future missions. With buy-in from both the IC and its partners, these plans will provide the prioritization and guiding principles of investment for the technologies identified in the roadmaps. An example of one of these roadmaps is presented in Figure 3.4. Using specific research insights identified through the initial six In-STeP-derived roadmaps, the IC S&T enterprise will work internally and with the US Government’s basic research community—in close collaboration with the private sector—to ensure that the capabilities and technologies required to solve future IC Needs are ultimately put into users’ hands. Going forward, this method will continue to provide IC leaders with a better understanding of where the IC should bolster, leverage, or reallocate S&T resources as investment decisions related to the Lead-Influence-Adapt-Adopt construct are made. Lastly, as a complement to In-STeP and other US Government basic research funding efforts, DS&T in FY2016 will pursue initiating a new effort—Intelligence Ventures in Exploratory Science and Technology (In-VEST)—to champion “new science” opportunities identified through industry-led roadmap activities. In-VEST will utilize DS&T and element expert identification of projects and leverage the elements’ or service labs’ contracting offices and program managers to manage identified projects for ensuring continued intelligence advantage.
13 FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE
Figure 3.3 — DS&T Down-Select Process for Identifying Initial In-STeP-derived Challenge Areas Linkages between the Landscape S&T-related needs, as derived from data provided by IC partners through the RFI responses, were used to identify the initial six clusters for industry-led roadmap activities. Future activities using this process will develop roadmaps in additional areas of interest to the IC, the broader US Government, and the private sector. For example, as the Landscape Category Two Needs are cross- disciplinary in nature—by definition impacting several IC elements and FMs—a coordination of activities 18 - 3 114 - 3 266 - 3 across participating IC elements would be beneficial.
135 - 3 Space 396 - 3
370 - 2
17 - 3 301 - 1G 367 - 1G Capability 70 - 3 303 - 1G 159 - 1G 188 - 1G 362 - 3 207 - 1G Resilience 323 - 3 365 - 1G 368 - 3 131 - 3 69 - 3 132 - 3 397 - 3 272 - 1M 368 - 3 133 - 1G 311 - 1G 265 - 2 307 - 0
394 - 1M 247 - 1G 65 - 2 320 - 1M 361 - 1G 232 - 1S Novel 85 - 2 298 - 0 127 - 1G 130 - 3 153 - 3 389 - 3 186 - 1G 300 - 1S 379 - 3 357 - 1S 63 - 2 Sensors 374 - 1G 52 - 2 128 - 1G 372 - 3 266 - 3 392 - 3 185 - 3 391 - 3 To Reveal 36 - 1G 193 - 1G 373 - 2 353 - 1G 385 - 3 351 - 2 58 - 3 363 - 1G 38 - 1G 125 - 1G 22 - 3 3 - 3 27 - 3 364 - 2 297 - 0 Adversary 187 - 1G 137 - 2 23 - 2 341 - 1S 57 - 3 206 - 2 209 - 1G 362 - 3 Enhanced Processing 68 - 2 61 - 3 189 - 1G 324 - 1H Activities 191 - 3 190 - 1G 144 - 1G 80 - 2 86 - 3 40 - 3 83 - 2 and Management of Data184 - 3 56 - 1G 329 - 2 82 - 2 170 - 1G 249 - 3 258 - 3 354 - 1G 92 - 2 115 - 3 195 - 1G 78 - 2 108 - 2 280 - 1M 95 - 0 Consistent with From Disparate Sources 94 - 2 275 - 2 182 - 3 323 - 3 392 - 3 126 - 2 285 - 1G 369 - 3 84 - 1H 81 - 2 136 - 2 274 - 2 91 - 3 58 - 3 194 - 1G 163 - 0 30 - 0 DS&T’s primary focus 330 - 3 223 - 0 335 - 1H 282 - 0 372 - 3 319 - 2 253 - 0 73 - 3 93 - 2 281 - 0 192 - 2 309 - 2 on the Category 3 27 - 3 59 - 3 89 - 2 88 - 2 182 - 3 360 - 2 110 - 0 91 - 3 318 - 2 310 - 0 161 - 3 151 - 2 168 - 2 31 - 3 185 - 3 219 - 0 283 - 3 Needs, initial roadmap 25 - 1H 2 - 2 184 - 3 62 - 3 28 - 3 31 - 3 72 - 3 344 - 2 342 - 1S 158 - 2 156 - 0 167 - 0 352 - 0
199 - 2 59 - 3 efforts concentrated on 19 - 3 Maximizing 183 - 3 179 - 0 267 - 2 132 - 3 Autonomous 29 - 3 395 - 1M 240 - 0 146 - 3 257 - 2 87 - 3 252 - 1H 279 - 2 90 - 2 161 - 3 174 - 0 165 - 0 180 - 0 71 - 3 181 - 2 major challenges within Analytic Insight 379 - 3 19 - 3 Discovery243 - 3 of Structure, 16 - 0 399 - 2 299 - 0
350 - 1H 162 - 0 147 - 1H 347 - 0 269 - 1H From Fused 315 - 2 183 - 3 7 - 1S 178 - 0 that category. Planned 248 - 3 55 - 2 Vulnerabilities, and 86 - 3 176 - 0 239 - 1S 53 - 0 153 - 3 124 - 2 166 - 0 66 - 2 60 - 3 Datasets 359 - 0 155 - 2 356 - 0 60 - 3 efforts will build on this Malicious Functionality1 - 3 123 - 2 327 - 1H 397 - 3 175 - 0 390 - 1S 40 - 3 74 - 1H 325 - 3 288 - 0 250 - 0 54 - 0 346 - 0 111 - 0 177 - 0 approach, expanding 198 - 1H In Software 150 - 2 366 - 2 191 - 3 39 - 3 205 - 1S 355 - 2 224 - 3 226 - 3 228 - 1H 238 - 0 69 - 3 208 - 1S 224 - 3 375 - 0 And Firmware 20 - 3 377 - 2 345 - 0 to include additional 273 - 1S 172 - 0 200 - 3 349 - 1H
317 - 2 96 - 1S 236 - 1S 204 - 1S 338 - 1H 371 - 0 384 - 2 61 - 3 386 - 2 283 - 3 138 - 0 categories and 220 - 0 57 - 3 337 - 1H 154 - 2 29 - 3 302 - 0 146 - 3 391 - 3 11 - 1S 331 - 2 79 - 2 306 - 0 328 - 1H 376 - 2 276 - 1H 169 - 0 stakeholders. 39 - 3 313 - 1S 326 - 3 339 - 1H 173 - 0 148 - 2 157 - 2 135 - 3 243 - 3 1 - 3 14 - 1S
242 - 1S 37 - 1G 340 - 1H 234 - 2 304 - 3 4 - 2 149 - 2 226 - 3 326 - 3 322 - 1H 278 - 1H 160 - 2 305 - 0 389 - 3
114 - 3 15 - 1S 203 - 1S 171 - 1S 381 - 2 8 - 1S 258 - 3 115 - 3 241 - 1S 245 - 1S 251 - 2 131 - 3 200 - 3 369 - 3 22 - 3 130 - 3 28 - 3 225 - 1H 333 - 1H 235 - 1S
382 - 1S 332 - 1H 164 - 2 12 - 1S 13 - 1S 237 - 1S 383 - 1S 17 - 3 314 - 2 Anticipating, Discerning, 334 - 1H 270 - 2 18 - 3 227 - 1S 336 - 1H 325 - 3 277 - 1H 142 - 2 And Characterizing Global 348 - 1S 308 - 1S 396 - 3 70 - 3
316 - 1S 393 - 1M 221 - 1H 312 - 1S Proliferation Activities 358 - 2 244 - 1S 248 - 3 321 - 1H 73 - 3 143 - 2 152 - 1S 202 - 3 72 - 3 116 - 2 71 - 3
20 - 3 231 - 1S 202 - 3
3 - 3 304 - 3 229 - 2 385 - 3
249 - 3 62 - 3
330 - 3 87 - 3
IC partners reported technical solutions that addressed multiple Landscape Needs. DS&T analysis of the partner-reported linkages between the 67 Category 3 “new science” Needs allowed for These responses were used to drive a preliminary network analysis of the 302 S&T- the identification of six initial clustered challenge areas. Industry partners used these challenge areas as a related Categories 0-3 Needs within the FY2015-2019 IC S&T Investment Landscape. basis for creating detailed technical roadmaps for meeting key aspects of these challenge areas through 2030.
14 15 FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE
Figure 3.4 — Roadmap: Enhanced Processing and Management of Data from Disparate Sources Event Correlation Ultra High Speed Processing Photonic Computing
Complex data processing Massive Vector Room Temperature LEGEND algorithms Correlation Quantum Computing Challenge Area Data structures optimized for searching Bio Quantum Computing Major Thrust Area
Capabilities Enhanced Processing and Cloud Technology Wire speed, Massive Elastic Storage Coping with Scale Storage Supporting Technologies Management of Data from Basic Research Challenges Recombinant evaluation Recombinant Sensor Disparate Sources of information Processing
Advanced Analytics Convolutional Neural Interval Queries • Looking “to the right” of the sensor and Networks “left” of fusion • Data Conditioning / Preparation Auto Generated Geospatial Analytics Index Structure for Algorithms Geospatial Multilingualism • Sensor/ Source agnostic data Geo-spatial matching Automated ontology • Make use of information / insights from Network Analytics Wire speed data tagging mapping other large sources Common Approach to Robust, User Friendly tool Capturing Metadata • Data facilitating automated Traffic Pattern Analysis Forensics on temporal and Correlation relationships Knowledge and event Natural language processing/exploit store vocabularies and processing techniques structural models System level information requirement fulfillment strategies Technologies to tag and Data finds the analyst route data across the Immersive Virtual cloud based enterprise World User Experience Wire speed data tagging Gaming Inspired HCI Interactive Visualization Metadata relationships Entity Extraction Relationship discovery via Innovative Approaches Markov logic to Visualization Dynamic, Smart Latent semantic analysis Semantic Graphing Trust and Web-based Metadata influence tags 4D Visualization information fusion Graphical discovery Smart caching and platform tools anticipatory discovery Online market research Leverage online Automated geo location tools marketing capabilities Multiresolution Geoname Extraction Visualization Wire speed, automated, Automated data tagging Processing at the edge precision camera and exchange modeling Very Large Dataset Advanced Visualization Math Models for Geotagging Visualization Visualization Automated 3D scene reconstruction Automatic Feature Extraction
Timestamps as Multi-INT fusion analysis and Pattern of life modeling Cyber Situation Awareness an indicator reporting tool Dynamic Metadata Open Standards Standards ID, Associations, and De-anonymization geolocation in the presence of encryption Multi-lingual textual data Wire speed language Machine translation processing platform recognition Sensor Priority Processing Sentiment Analysis Antagonistic biometrics Service Oriented Information Source-agnostic Data Providers Selection Visual Analytics Neural Processing Asymmetric Dynamic Behavior Model Optimal Movement of Data , Advanced Analytics Bring tools to the data Data access management Tool, and GUI Social Media Analytics Behavior Models Determining Moderator Bias Optimized data movement Data Standards Data trust and provenance Intra-cloud software defined Adaptive data filtering tracking networking Machine Learning Object-based production Data Relationships Predicting the Filtering of and Governance Data Mining Information
ABAC Security Anomaly Detection Automated change Auto generated tips and Human Assisted Machine detection techniques cues Learning Homomorphic encryption ID & access management Advanced Encryption Mission Learning Human Assisted Machine Game Theory Learning Auto Tradecraft Discovery Constructive key management Analyst on the Loop Tradecraft Analysis Tradecraft Sharing
16 17 This page intentionally left blank. CHAPTER 4 Application of the IC S&T Strategic Framework to the IC Elements and Partners
The IC elements’ contributions are critical to the collective S&T resources of the enterprise.6 They serve unique functions and retain specialization in key areas that have developed over time to serve the needs of policymakers and warfighters. Accordingly, the goal of this Strategic Plan is neither to radically refocus the direction of the elements nor to dilute their core competencies, but rather to provide a basis for ensuring that IC-wide Needs are efficiently met. Such an approach also allows the elements to better utilize their resources against FM-specific challenges. To meet these goals, beginning in FY2016 ODNI/DS&T will ensure that IC element S&T investments combine to form a more comprehensive, integrated IC R&T investment portfolio. Accordingly, a primary goal of the National Intelligence R&T program review7 will be to inform and influence IC enterprise-level program planning—to include CIG alignment, cross-program dependencies, budget changes, execution ability and performance—in accordance with the Needs listed in the Landscape. This review process will identify gaps for the following year’s cycle of the IPPBE process. The IC S&T portfolio review8 will complement and supplement the subsequent fiscal year’s R&T program review with program details and interactive NISTC member discussion, enabling a fuller picture of Community-wide R&T efforts. Additionally, working with ODNI’s Chief Financial Officer (CFO) and the Office of Systems & Resource Analyses (SRA), the review will assess success and identify gaps, overlaps, and other areas for improvement in the next IPPBE cycle. The results of the two reviews will be combined into a portfolio summary provided to the DNI and the Principal Deputy Director of National Intelligence (PDDNI), and made available to the NISTC for further dissemination within the elements’ S&T enterprises. Only through a rigorous portfolio review process can senior leadership gain the insights needed to ensure that the IC’s S&T investment portfolio contains meaningful, high-priority technical investments that are suitably funded—or to rationally and defensibly request additional top-line funding from the Office of Management and Budget (OMB). This engagement process will leverage interactions of the NISTC with the DS&T to dramatically increase the extent of collaboration and accelerate the application of advanced technical capabilities to meet future challenges.
6 See Appendix B for a review of IC efforts to ensure the health and sufficiency of the IC S&T enterprise. 7 The DS&T conducts an annual program review of NIP R&T activities to assess progress against IC S&T planning objectives and critical intelligence problems as part of his role in assisting the DNI in formulating a long-term strategy for scientific advances in the field of intelligence and on the science and technology elements of the budget. 8 The IC S&T portfolio review will be a comprehensive, cross-agency review of the currently executing S&T programs funded by the NIP, enabling de-confliction and collaboration between programs and agencies as well as overall coordination of programs and projects. The focus will be to review current research activities and assess the IC S&T portfolio for effectiveness and progress in addressing mission requirements and challenge problems.
19 FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE
These efforts will ensure that the IC S&T enterprise is able to expand and build upon the contributions from non-traditional partners such as small firms and academia—including through the IC Postdoctoral Research Fellowship Program—that can play a role in creating future IC capabilities and developing human capital. Smaller firms and universities that do not traditionally collaborate with or contract with the US Government present their own unique challenges, but they provide unique capabilities and skills for the IC. The IC S&T enterprise will therefore move to incorporate, to the extent practicable, the methods employed by In-Q-Tel, IARPA and others to engage small businesses and academic partners. Accordingly, it is essential for FMs to work together to exploit IC competencies in key areas exclusively within the realm of the NIP. Similar to DS&T analysis of the “new science” Needs, NISTC analysis of the RFI responses will allow for the identification of specific mission goals and technical objectives that will be critical going forward for ensuring intelligence advantage, particularly as they relate to cross-Community Needs. Recognizing that IC working groups already exist and cover many of these challenges, DS&T will lend its processes and industry association connections to these bodies for creating and acting on roadmaps under the auspices of the NISTC.
20 CHAPTER 5 Conclusions and Next Steps Responsibly Managing Risk across the IC S&T Enterprise Given the budgetary and operational challenges the IC is likely to continue facing in the coming years, the conditions are now right for “By implementing this Strategic the IC to focus on enhancing its utility with policymakers, warfighters, Plan, the DS&T and the NISTC and other IC stakeholders using the same or fewer resources. Using will make informed investment the comprehensive process outlined in this Strategic Plan, the DS&T recommendations to the DNI and and the NISTC will provide IC stakeholders with sufficient insight and the PDDNI, as well as to the White transparency to ensure that the most promising means of generating House regarding the allocation intelligence advantage are pursued. By implementing this Strategic of resources to manage risk more Plan, the DS&T and the NISTC will make informed investment effectively across the IC: a task recommendations to the DNI and the PDDNI, as well as to the White that the Community is challenged House regarding the allocation of resources to manage risk more to accomplish in a rational and effectively across the IC: a task that the Community is challenged defensible way with the tools and to accomplish in a rational and defensible way with the tools and practices currently available.” practices currently available. The challenges facing the IC S&T enterprise are daunting, but not insurmountable. In-STeP enables DS&T to champion creative, collaborative, IC-wide R&D efforts and investments, recognizing the value of bottoms-up, grassroots innovation across the Community and beyond. DS&T will use In-STeP as a means for interacting with and expanding partnerships across the US Government, industry, and academia.
21 This page intentionally left blank. APPENDIX A Acronyms
CFO Chief Financial Officer NIM National Intelligence Manager CIA Central Intelligence Agency NIP National Intelligence Program CIG Consolidated Intelligence Guidance NIS 2014 National Intelligence Strategy of the United States of America COTS Commercial-off-the-shelf NISTC Director of National Intelligence Science DDNI/II ODNI Deputy Director of National and Technology Committee Intelligence for Intelligence Integration NRO National Reconnaissance Office DIA Defense Intelligence Agency NSA National Security Agency DOD Department of Defense ODNI Office of the Director of National DOE Department of Energy Intelligence DNI Director of National Intelligence OMB White House Office of Management DS&T ODNI Director of Science and Technology and Budget FFRDC Federally Funded Research and OSTP White House Office of Science and Development Center Technology Policy FM Functional Manager PDDNI Principal Deputy Director of National Intelligence IARPA Intelligence Advanced Research Projects Activity PECASE Presidential Early Career Award for Science and Engineering IC Intelligence Community R&D Research and Development IC CAE IC Centers of Academic Excellence in National Security Studies RTP Research and Technology Protection In-STeP Intelligence Science and Technology RFI Request for information Partnership S&T Science and Technology; Scientific In-VEST Intelligence Ventures in Exploratory and Technological Science and Technology SRA ODNI Systems and Resources Analyses IPL Integrated Priority List STEM Science, Technology, Engineering, IPPBE Intelligence Planning, Programming, and Mathematics Budgeting, and Evaluation UARC University-affiliated Research Center IRAD Independent Research & Development UIS(s) Unifying Intelligence Strategy(ies) MIP Military Intelligence Program UTAP Undergraduate Training and NGA National Geospatial-Intelligence Agency Assistance Program
23 This page intentionally left blank. APPENDIX B Efforts For Ensuring the Health and Sufficiency of the IC S&T Enterprise Workforce
The Intelligence Community (IC) requires a highly-skilled talent pool to perform its myriad technical missions. Although it is understood that each IC element recruits and draws its science and technology (S&T) talent from identified and vetted pipeline sources in alignment with its established requirements, the below initiatives illustrate how organizational practices and community programs can strengthen and broaden an S&T employee’s career development, provide an IC showcase for demonstrating the value and recognition of S&T talent; and augment and expand the IC’s S&T workforce as necessary to meet critical mission needs through collaborative academic and industry partnering. The Presidential Early Career Award for Science and Engineering (PECASE) Awards Program ODNI recently established an IC mechanism for participation in the PECASE Awards Program administered by the White House Office of Science and Technology Policy (OSTP). PECASE recognizes outstanding scientists and engineers at the outset of their independent research careers who show exceptional potential for leadership in advancing scientific knowledge. DNI S&T Fellows Program Since 2006, the Office of the Director of National Intelligence (ODNI) Science and Technology Fellows Award has been granted to 46 exemplary IC researchers, scientists and technologists. DNI S&T Fellows are top S&T officers, who receive research funding to pursue novel and high-impact technical research that directly addresses IC mission needs. IC S&T Awards Program The annual IC S&T Awards Program recognizes one individual and one team throughout the IC enterprise who made exceptional contributions in basic and/or applied research, or advanced technology development in such a way as to enhance the IC’s ability to meet its mission. IC Centers of Academic Excellence in National Security Studies (IC CAE) The IC has the ability to access a cadre of future S&T talent by directly engaging more than 30 colleges and universities through the IC Centers of Academic Excellence in National Security Studies. IC Postdoctoral Research Fellowship Program The IC’s connection to ground-breaking research being conducted in academia and the national laboratories has been strengthened through the IC Postdoctoral Research Fellowship Program. Since 2000, the IC Postdoc Program has funded 266 Fellows from more than 90 institutions who are conducting unclassified basic research in areas of strategic interest to the IC.
25 FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE
Efforts For Ensuring the Health and Sufficiency of the IC S&T Enterprise Workforce (Continued) The Undergraduate Training and Assistance Program (UTAP) UTAP is supported by the Central Intelligence Agency (CIA), Defense Intelligence Agency (DIA), National Geospatial-Intelligence Agency (NGA), and the National Security Agency (NSA). It provides college students, particularly women and minority students majoring in computer science and engineering with a research experience and annual salary. The National Reconnaissance Office (NRO) Technology Fellowship Program The NRO’s Technology Fellowship Program objectives include stimulating industry participation in R&D areas critical to the NRO and the IC, supporting the development of future technology leaders, and forging strategic relationships. The National Geospatial-Intelligence Agency STEM Career and Professional Development Roadmap NGA recently established a Science, Technology, Engineering, and Mathematics (STEM) Career and Professional Development Roadmap as a framework for providing knowledge of long-term career pathways. The program helps S&T employees craft an individual development plan that includes training and education, mentoring, diverse assignments, and experiences.
26 The Intelligence Science and Technology Partnership
For more information, please contact [email protected]
Key In-STeP documents include:
TOP SECRET//SI/TK//NOFORN
Intelligence Reform And FY2015-2019 IC S&T Investment Landscape — TS/SCI version Terrorism Prevention Act of 2004 • Projects the science and technology (S&T) Needs of disparate stakeholders —
(U) FY2015-2019 IC S&T Executive Order 12333 (1981) Industrial R&D Funding Begins Exceeding Government R&D INVESTMENT LANDSCAPE Funding in the US (Circa 1980) (U) ENSURING FUTURE CAPABILITIES ALIGN TO MISSION NEEDS including the National Intelligence Managers, the combatant commands, and other IC customers and specialty groups, and
Classified By: 2352903 • Provides an auditable, rational structure within which both industry and IC Derived From: Multiple Sources Declassify On: 25X1, 20631231 National Security Act of 1947 elements link S&T investments to customer needs Office of Strategic Services 14240681 | ID 4-14 Disbanded (1945) TOP SECRET//SI/TK//NOFORN February 2014
Intelligence Reform And FY2015-2019 IC S&T Investment Landscape — SECRET//REL TO USA, Terrorism Prevention Act of 2004 FVEY version (U) FY2015-2019 IC S&T Executive Order 12333 (1981) Industrial R&D Funding Begins Exceeding Government R&D INVESTMENT LANDSCAPE Funding in the US (Circa 1980) (U) ADVANCING PARTNER ENGAGEMENT TO MEET ALLIANCE MISSION NEEDS • Further facilitates the sharing of the Landscape Needs with the combatant into Anticipated Technical Needs Anticipated Technical into Translate Intelligence Challenges Translate commands and foreign partners, and
Classified By: 5082552 • Provides a basis for leveraging allied capabilities and resources Derived From: Multiple Sources Declassify On: 20401231
National Security Act of 1947
Office of Strategic Services Disbanded (1945)
April 2015
Intelligence Reform And Partner Response to the FY2015-2019 IC S&T Investment Landscape Terrorism Prevention Act of 2004 — TS/SCI version (U) PARTNER RESPONSE Executive Order 12333 (1981) Industrial R&D Funding Begins TO THE FY2015-2019 IC S&T Exceeding Government R&D
Funding in the US (Circa 1980) INVESTMENT LANDSCAPE (U) MITIGATING RISK BY INFORMING DECISION-MAKING • Provides a high-level matching of public- and private-sector partners’ existing, funded programs to the IC-wide Needs captured in the Landscape,
Classified By: 2352903 • Enables IC developers to achieve unprecedented insight into the commercial Derived From: Multiple Sources Declassify On: 25X1, 20651231
National Security Act of 1947
Office of Strategic Services solution marketplace, and Disbanded (1945)
February 2015 • Extensive database of proprietary efforts available to US Government personnel
Intelligence Reform And Industry Snapshot – Summary of Partner Responses to the FY2015-2019 Terrorism Prevention Act of 2004 IC S&T Investment Landscape — UNCLASSIFIED version
INDUSTRY SNAPSHOT Executive Order 12333 (1981) Industrial R&D Funding Begins Exceeding Government R&D SUMMARY OF PARTNER RESPONSES Funding in the US (Circa 1980)
to Inform Decisions TO THE FY2015-2019 IC S&T INVESTMENT LANDSCAPE • Provides a preliminary, non-proprietary market analysis of partner-proposed solutions to the Landscape Needs, and
Survey Partners’ Funded Efforts Survey Partners’ • Offers a resource for industry and US Government-wide S&T planning as well as
National Security Act of 1947
Office of Strategic Services procurement and acquisition decision-making Disbanded (1945)
March 2015
Intelligence Reform And FY2016-2020 IC S&T Strategic Plan — TS/SCI and UNCLASSIFIED versions Terrorism Prevention Act of 2004
• Acts as the charter document guiding the IC’s S&T activities, (U) FY2016-2020 IC S&T Executive Order 12333 (1981) Industrial R&D Funding Begins Exceeding Government R&D STRATEGIC PLAN Funding in the US (Circa 1980) (U) MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE • Advances the IC’s ability to manage risk across the National Intelligence Program, • Incorporates insights from Landscape Needs-driven, industry-led S&T
Classified By: 2352903 Derived From: Multiple Sources Declassify On: 25X1, 20651231 roadmap activities, and
National Security Act of 1947
Office of Strategic Services Disbanded (1945) • Informs IC elements’ acquisition investment decisions Advantage May 2015 Ensure Intelligence SORD 15275931 152660 | ID 6-15