Forum post - organizational leadership

Introduction

The Intelligence Community Chief Information Officer (IC CIO) is accountable for overall formulation, development, and management of the IC Information Technology (IT) Enterprise (hereinafter referred to as the “IC IT Enterprise”). Contributions of the IC ITE to achieving intelligence mission success cannot be overstated; the IC ITE is the enabling foundation for intelligence missions from the White House to the foxhole. It is imperative that information technology provide intelligence professionals, wherever they are, with the ability to efficiently and effectively discover, access, and exploit data. Additionally, the IC ITE must provide exceptional data protection and offer innovative methods for organizing and managing intelligence information such that appropriate analysts, and ultimately decision-makers, are able to exploit data critical to the intelligence mission.

This IC ITE Strategy aligns with the National Intelligence Strategy objective to “radically improve the application of information technology [to] meet the responsibility to provide information and intelligence, while at the same time protect against compromise.” (NIS, Enterprise Objective 4). This IC ITE Strategy focuses on enabling greater integration, greater information sharing and safeguarding, and on reducing operational costs by implementing a new IC IT architecture. This architecture presents an opportunity to emphasize rigor and standardization across program planning activities to prioritize, inform, and resource National Intelligence Program (NIP) investment decisions.

Workforce analysis and investment are essential to meet evolving intelligence mission requirements. We must assess our existing programmatic and technical expertise, and attract and hire (or grow) an agile, high-performance workforce that understands the depth and breadth of the intelligence mission to more effectively identify and implement seamless, secure enterprise solutions to mission requirements. We must develop new avenues for increased educational and career-broadening opportunities to promote and sustain this workforce.

The IC ITE implementation challenges we face require committed, integrated, community-wide efforts:

• to design, develop, and deploy needed mission capabilities; • to enable secure information sharing; and • to engage and sustain a highly skilled, innovative, and high-performance, workforce.

This Intelligence Community Information Technology Enterprise Strategy will guide the IC IT community during the next five years. It describes a vision, strategic goals, objectives, and implementation approach to move us from a collection of agency-centric enterprises to a single, secure, coherent, mutually-operated, and integrated IC IT Enterprise.

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Vision

An Integrated Intelligence Enterprise

Mission

To enable intelligence collection, analysis, and sharing through innovative, robust, and secure IT capabilities

Operating Principles

· Mission First. Make decisions based on intelligence mission needs.

· Lead. Provide strategic leadership to the IC.

· Partner. Achieve unity of effort through teamwork, collaboration, and transparency.

· Innovate. Leverage technology to increase effectiveness and drive ef ciency.

· Achieve. Deliver to the highest mission priorities with an integrated systems view.

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Strategic Goals

Strategic Goal 1: Fortify the Foundation: De ne, develop, implement, and sustain a single, standards-based, interoperable, secure, and survivable IC IT Enterprise architecture that accomplishes mission objectives, and yet substantially increases ef ciencies and safeguards across the enterprise, encompassing all security domains.

Strategic Goal 2: Deliver User-Focused Capabilities: Provide seamless, secure enterprise solutions for trusted collaboration - people to people, people to data, and data to data - delivering user experiences that enhance mission success while ensuring protection of intelligence assets and information.

Strategic Goal 3: Operate as an IC Enterprise: Adopt an operating model that employs standards, common business practices, commodity IT, and joint Community teams to deliver and sustain common enterprise services and capabilities across the IC.

Strategic Goal 4: Establish Effective Governance and Oversight: De ne and implement transparent IT governance and oversight processes that are driven by data.

Strategic Goal 5: Forge Strategic Partnerships: Enhance trusted partnerships to better leverage innovative capabilities and integrate intelligence missions.

Fortify the Foundation

De ne, develop, implement, and sustain a single, standards- based, interoperable, secure, and survivable IC IT Enterprise architecture that accomplishes mission objectives, and yet substantially increases ef ciencies and safeguards across the enterprise, encompassing all security domains.

Intelligence integration is our highest priority. Implementing the new architecture will establish an IC IT Enterprise with essential components needed to enhance intelligence integration. The IC IT Enterprise will transform from its current state of duplicative agency-centric infrastructures to one characterized

by common, secure enterprise capabilities and services. In addition, a plan to continually infuse the IC IT workforce with evolving, relevant expertise to deliver and maintain the new IC IT Enterprise will be implemented. Investing in the IT workforce must include opportunities bene ting both the individual and the IC, such as IT career paths with growth potential, access to career broadening IC- wide assignments, and rst-in-class educational and training opportunities.

Objectives:

1.1. Enterprise Architecture. De ne and implement the IC IT Enterprise architecture. 1.2. Enterprise Services. Deliver key IC enterprise services based on mission priorities.

1.3. Common Standards. Develop or re ne policies and standards to implement the new IC IT Enterprise.

1.4. Workforce Management. Implement an IC IT workforce management strategy that supports the new IC IT Enterprise.

1.5. Safeguards. Implement safeguards and protections (e.g. audit, smart data, defense, and identity) to deliver a more defensible IC IT Enterprise.

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Deliver User-Focused Capabilities

Provide seamless, secure enterprise solutions for trusted collaboration - people to people, people to data, and data to data - delivering user experiences that enhance mission success while ensuring protection of intelligence assets and information.

Those who need access to critical information must be able to get it, regardless of technical or organizational boundaries. Access, discovery, and exploitation of intelligence information must be improved. At the same time, analytic and collection communities must trust that their intelligence

assets and information are protected against compromise. The new IC IT Enterprise must provide intelligence customers and stakeholders access to information required to make informed decisions. As a result, the IC will provide ef cient, coordinated, and timely delivery of the IC’s most insightful intelligence possible.

Objectives:

2.1. Secure Collaboration. Develop or enhance secure collaboration capabilities across the IC IT Enterprise.

2.2. Data Discovery and Organization. Enhance integrated, mission-focused capabilities to improve discovery, access, and exploitation of intelligence information.

2.3. Data Transformation. Develop or enhance IC IT Enterprise capabilities to correlate and synthesize large volumes of disparate data.

Operate as an IC Enterprise

Adopt an operating model that employs standards, common business practices, commodity IT, and joint Community teams to deliver and sustain common enterprise services and capabilities across the IC.

Implementing an operating model that enables an “integrated intelligence enterprise” requires us to transcend the boundaries of any one IC element and reinforce unity of effort as we deliver sustainable enterprise services and capabilities. Driven by strategic requirements, the IC IT Community must quickly adopt a new Enterprise business model: integrating efforts, operating jointly, and leveraging the unique strengths of each IC Element to achieve

the vision. This integrated approach, over time, will enable delivery of cost-effective, demand-driven enterprise services and capabilities that keep pace with the needs of the intelligence mission. A strategic shift from multiple federated agency-centric enterprises to an IC enterprise that employs joint community teams, uni ed strategies, common business practices, and standardized IT solutions has begun. This shift must continue until a new mode of operation emerges that consistently makes the most of investments in IT and tangibly maximizes the bene ts of IT to the mission.

Objectives:

3.1. Enterprise Service Delivery Models. Designate IC service providers and business models for delivering and sustaining IC IT Enterprise services and capabilities.

3.2. Ef cient Business Operations. Implement integrated business operations and back- of ce functions across the IC using common processes, practices, data standards, and technologies that enhance enterprise-wide ef ciencies.

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Establish Effective Governance

and Oversight

De ne and implement transparent IT governance and oversight processes that are driven by data.

Decision-making processes that support integrated planning, assessment, implementation, and monitoring of the IC IT Enterprise will be established. Innovative acquisition approaches that modernize the IC IT Enterprise, while identifying or eliminating duplication and unwarranted redundancies, will be implemented. Additionally, portfolio-management processes that recommend investments based on their potential contributions to achieving

intelligence mission strategies and priorities will be institutionalized. Processes and approaches will support Intelligence Planning, Programming, Budgeting, and Execution (IPPBE) activities.

Objectives:

4.1. IC-Level Strategic Oversight. Implement a decision-making framework for implementation of IC IT Enterprise strategic goals and priorities.

4.2. Performance Management. Implement performance measures to assess IC IT Enterprise progress, as well as, ensure compliance with applicable policies and standards.

4.3. Portfolio and Investment Management. Institutionalize collaborative IT enterprise portfolio and investment management processes that focus on applying resources to the highest priorities of the intelligence mission.

Forge Strategic Partnerships

Enhance trusted partnerships to better leverage innovative capabilities and integrate intelligence missions.

Delivering innovative and integrated IC IT Enterprise capabilities requires leveraging partnerships within the ODNI and the IC, with DoD and other U.S. Government entities, and with industry and Allied partners. To enhance intelligence integration, judicious, risk-managed information sharing and safeguarding must be promoted. Innovative solutions that strengthen partnerships to enrich intelligence collection and analysis must be implemented. Policies, guidelines, and standards to promote collaboration

will be harmonized. Ultimately, enhanced information sharing will address the importance of protecting national intelligence information, sources and methods, as well as privacy and civil liberties.

Objectives:

5.1. Strategic Engagement. Implement a strategic partner engagement framework that improves collaboration and information sharing with partners.

5.2. Communications and Outreach. Implement a strategic communications plan fostering IC-wide collaboration with mission stakeholders and oversight organizations.

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