DOD-Defense Intell Strategy 080501

8/3/2019 DOD-Defense Intell Strategy 080501

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A Message from theUnder Secretary of

Defense for Intelligence

We are entering an era marked by pace, scope andcomplexity o change that will challenge the minds and

resources o the Deense Intelligence Enterprise. Te

challenge to provide the inormation, insight, and warning that allow our national military

and civilian leaders to make better decisions both in Washington and on the elds o battle

has never been greater or more urgent. It will require a concerted, collective eort by the

Department o Deense intelligence, counterintelligence and security communities (DeenseIntelligence Enterprise) to protect our military and intelligence assets against all orms and

domains o attack and transorm the Deense Intelligence Enterprise into one that is agile,

global, and diverse.

We have embarked on a undamental change to the concept o deense intelligence

one that balances the unique role o support to the war ghter with the recognition

that todays security environment crosses traditional organizational domains. Te deep

integration o deense intelligence into the larger Intelligence Community, the evolution

o our collaboration with homeland deense counterparts, and the ostering o committedinternational partnerships are all outcomes o this undamental change. Te Intelligence

Community understands that urther transormation o the larger national security

inrastructure is required to build eectively or the uture.

Also undergoing a undamental change is our concept o engagement around the world.

As Secretary o Deense Robert Gates noted, Te real challenges we have seen emerge

since the end o the Cold Warrom Somalia to the Balkans, Iraq, Aghanistan and

elsewheremake clear we in Deense need to change our priorities to be better able to deal

with asymmetric warare. For deense intelligence proessionals, this means our missionswill be diverse and multidimensional, punctuated by persistent regional engagements

requiring a range o military, humanitarian, and diplomatic capabilities and assets to be

used simultaneously. Cultural awareness, social modeling, and language prociency will

be as important as new intelligence systems and technologies. We will need to develop a

sizeable cadre o immediately deployable experts with disparate skills. And as the Director

o National Intelligence, Michael McConnell, has stated, diversity must be treated as a

strategic mission imperative i we are to operate well in this environment.


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As we begin to understand that the threats we will ace in the coming decades cannot be

addressed by any single government agency, we must not only leverage the capabilities o

our partners but also improve our ability to ingest and archive large amounts o data, and

extract and disseminate to our customers and partners all relevant inormation. Tis data

will come rom people and sensors deployed worldwide, with the capacity to penetrate areas

that have proven difcult to date. Because data management and inormation extractionwill be done increasingly in a networked environment, more research on availability,

condentiality, and the integrity o data is vital.

Our otal Force, comprising o government, active and reserve military and contract

deense intelligence proessionals, displays a dedication to duty every day as it meets

the needs both o our national policymakers and the war ghter on the ront lines. Te

undamental changes we detail in the ollowing pages, and the intelligence challenges

they portend, compel us to prepare careully or the uture to ensure current and uture

generations o intelligence proessionals have the knowledge, tools, and perspective

required to succeed. Tis urgent need to prepareand do so in a logical, thoughtul, and

considered manneris the impetus or development o a Deense Intelligence Strategy.

Its purpose is to ensure that the coalition o those involved in protecting the nations

security understand the direction and priorities o deense intelligence as part o a larger

universe o military and intelligence communities.

As Secretary Gates recently observed, Governments o all stripes seem to have great

difculty summoning the will and the resources to deal even with threats that are obvious

and likely inevitable, much less threats that are more complex or over the horizon. Tis

Deense Intelligence Strategy provides the guidance and tools necessary to address thecomplex threats that are only beginning to come into ocus. I am pleased to provide this

strategy to you and look orward to our common eorts in achieving its strategic goals

and objectives.

James R. Clapper

Under Secretary o Deense (Intelligence)


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MISSIONof the

Defense Intelligence Enterprise

Support our national, deense and

international partners with knowledge

rich all-source deense intelligence,

counterintelligence, and security.


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VISIONof the

Defense Intelligence Enterprise

A proessional and ully integrated

and seamless Enterprise, providing the

best intelligence, counterintelligence,

and security under any condition or

circumstance, whenever and wherever,

in support o the war fghter and

the Nation.


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Strategic Environment

21st Century Geopolitical EnvironmentDeense intelligence today operates in a world markedly dierent rom the one in which it

developed. Te emergence o a highly interconnected global economy is reshaping interna-tional alliances, speeding the adoption o technologies, and giving rise to the development onew economic centers. Tis interconnected world, while oering opportunities to many, alsopresents signicant national security risks. Regional instability resulting rom the spread oreligious undamentalism, massive population shis, and competition or natural resourcesand other actors will oster new requirements or deense intelligence. Te complex andinterrelated orces at work will transorm societies and recast the intelligence priorities, strate-gies, and methods necessary to meet the unique demands o a dynamic 21st century.

Transition to Modernity: Te global economy, marked by the growing inuence o amiddle class supported by the rapid adoption o new technology, will redene economicand security parameters between the developing and developed worlds. Many societieswill embrace the benets o such progress, although a backlash may occur rom thosewhose expectations are not met or do not have access to resources and technology. Tisunprecedented acceleration o change and widening o the gap between leaders andlaggards may threaten ragile governance institutions. Faced with this highly asymmetricand dynamic ramework, intelligence proessionals will be called on to consider a securityenvironment marked by regional, economic, resource, and ideological competition.

Shifing Geopolitical Landscape: Te international community is in a state o con-siderable ux. Te economic and military development o China and the reenergizing

o the Russian military are predominant actors among large state actors over the nextdecades. Chinas Gross Domestic Product (GDP), growing at an estimated 8% annually,is slated to become second only to the United States GDP. In Russia, deense spendingduring 20012007 has quadrupled and the military has stated plans to replace 45% othe armys hardware by2015. Te strengtheningo the European Unionsalliance o 27 countrieswill also give rise to animportant new regional

strategic identity. Tesedevelopments, and othersaround the world, willchange the geopoliticallandscape intelligenceproessionals analyzeon a daily basis.


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Urban Population Migration: By 2020, it is anticipated that two-thirds o the worldspopulation will have migrated to urban environments. High population growth andurban migration will create new demands or housing, inrastructure, health care,education and employment, raising the specter o instability in some regions thatcould be urther exacerbated by a youth bulge emerging in the developing world.Tese patterns, combined with ease o travel and anonymity o communications, could

acilitate the spread o terrorism based on violent extremism. Tis requires deenseintelligence proessionals to understand cultural dynamics, weapons, operations,nances, recruiting, training and propaganda particularly as terrorist organizations seekthe acquisition and use o weapons o mass destruction (WMD).

Competition or Natural Resources: Demand or oil in Asia is expected to double by2020, with OPEC accounting or production o nearly 50% o the worlds oil supplyby 2025. Demand or Arican crude will also rise, signicantly changing the economyin some areas. Industrial activity in the developing world will create important globalclimate and security considerations. In the Artic region, sea ice has receded by 40%

since 1979, causing new territorial disputes. Scarcity o clean, non-toxic water will alsobe a major concern. By 2025, in approximately 54 countries, housing nearly hal theworlds population, supply will all short o water demands. Tese signicant resourceissues will underlie regional actions and jeopardize stability, creating an important ocuso work or deense intelligence as it expands to contextualize the breadth o worldevents. Coordinated attacks on economies and oil and natural gas could mitigate U.S.military strengths and agility.

Spread and Miniaturization o Technology: Globalization is accelerating the pace otechnology advancement, which will increasingly penetrate the developing world. Whileproviding new opportunities to many, the interconnection o systems via the Internet

also raises the risk o cyber-attack against the national security apparatus. Security andcounterintelligence proessionals will need to partner with scientic, educational andcommercial interests to continuously deny an adversarys ability to acquire and use cyberattack capabilities. Te development o new micro-electromechanical machines willoer deense applications, as will the advance o nanotechnology with sel-replicating

systems, bio-weapons,super-automationcapabilities, andarticial intelligence.Tese developments,

while likely to enhanceoperational support toU.S. war ghters andadvance inormationanalysis, may also posenew threats in the handso adversaries.


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Changing Workorce Demographics: echnologically based mobility will changethe workorce demographics giving rise to outsourcing and contingent or transientworkorces. Managers may be increasingly called upon to supervise a blendedworkorce comprising o traditional employees working alongside contractors,temporary workers or virtual employees. For deense intelligence, this blended workorcewill oer increased reach in meeting the extended demand or a culturally diverse and

language-enabled workorce, while challenging traditional security and organizationalmodels. In addition, in developed countries including the United States, trends towardsan aging population will result in a shortage o workers. For the deense intelligencecommunity, this will require a planned approach to knowledge transer, ensuring ormaland inormal data sets are not lost with departing workers.

Irregular Warare Challenge: Te threat o national and transnational insurgenciespresents a challenge to many nations and international organizations. In many regions,the irregular challenge shapes the way nations congure their military and securityorces, lead their people, and deal with other states in the region. Some irregular

movements align themselves with global terror networks, calling upon these groups orguidance, support and legitimacy as they seek to supplant legitimate governments andreplace them with dictatorships and theocratic states. Many will seek to align themselveswith radicalized states who sponsor irregular warare and asymmetrical attacks againstthe United States and like-minded states and interests.

Te eects o globalization and the transition towards modernity will reshape the locuso development away rom a traditional western viewpoint. Tey will require us to takesignicant action to transorm the intelligence enterprise in our critical directions: toextend the ull advantage o the U.S. intelligence enterprise to all deense users to ensuretimely and accurate decisions, as well as ensure deense intelligence is available to the

broader U.S. intelligence enterprise under any condition or circumstance; to enhance allservices and capabilities provided by the U.S. intelligence enterprise to satisy changingdeense intelligence user needs; to explore concepts, technologies, and strategies to addresscustomer requirements and emerging threats; and, to enable us to counter and denyadversary capabilitiesto acquire and exploitour technologies orknowledge o thebattle space. Teseactions are required to

prepare not only orthe strategic shis wecan envision, butequally importantthe strategic shockswe cannot.


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Te StrategyDeense intelligence is a critical component o the U.S. intelligence enterprise.It has two missions: rst, to respond to the unique policy, operational and acquisitionrequirements o the Department o Deense, and second, to respond to national intelligence

missions assigned to the Department o Deense. It comprises the Under Secretary o Deense(Intelligence); national and deense intelligence agencies represented by the NGA, NSA,NRO and DIA; deense organizations such as DSS and CIFA; Service and agency intelligence,counterintelligence and security elements; and joint intelligence components, including thoseo the Joint Sta and the Combatant Commands. Its customer demands are diverse; rom theCommander in Chie and Secretary o Deense to the operational commander and engagedwarriors.

NSSNational

Security Strategy

NMSNational Military

Strategy

NMSNational Intelligence

Strategy

NDSNational Defense

Strategy

Guidance forDevelopmentof the Force

(GDF)

ISR Roadmap

Defense National

Def & Natl

ICA-IntelligenceCollection Architecture

DISDefense Intelligence

Strategy

DefenseIntelligence

Guidance (DIG)

ICPlanning Guidance

Guidance forEmploymentof the Force

(GEF)

Figure 1. Strategy Hierarchy


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As depicted in Figure 1, this rst Deense Intelligence Strategy seeks to integrate the twomissions by demonstrating how, where and why deense intelligence, counterintelligence, andsecurity activities support the National Intelligence Strategy and respond to requirements othe U.S. military and the Department o Deense. Te Deense Intelligence Enterprise mustt seamlessly into a larger network o activities that serves the entire U.S. Government anddevelops people and systems that also can integrate easily and quickly into the larger network.

Tis new strategy highlights the ollowing our strategic goals (our Es):

Extend the ull advantage o the U.S.intelligence enterprise to all deense users toensure timely and accurate decisions, as wellas ensure deense intelligence is available tothe broader U.S. intelligence enterprise.

Enhance all services and capabilitiesprovided by the U.S. intelligence enterprise

to satisy the changing needs o deenseintelligence users.

Explore concepts, technologies, andstrategies to address customer requirementsand emerging threats.

Enable us to counter and deny adversarycapabilities to acquire and exploit ourtechnologies or knowledge o the battle space.

Ultimately, this strategy will allow all members o the Deense Intelligence Enterprise to seetheir role in the larger network and every Department o Deense intelligence customer to seehow the enterprise will improve its service to them.


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Strategic Goals,

Strategic Objectives,

and Priorities


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Strategic Goal I. Extend the ull advantage o the U.S. intelligenceenterprise to all deense users to ensure timely and accuratedecisions, as well as ensure deense intelligence is available to thebroader U.S. intelligence enterprise.

Strategic Objective I.1.

Extend intelligence to all who need it in order to win the war on terrorism,support military operations, enhance or promote regional security, andencourage stability.

A proactive approach to collaboration is critical to retaining advantage in the war onterrorism, supporting operational requirements, and ensuring the security o criticaland dynamic regions around the world. Te Deense Intelligence Enterprise will sup-port this methodology through integration o operations and intelligence coordination

centers, development o new and enhanced orms o all-source intelligence collectionand analysis, and broadening the collaborative scope o sensitive deense operationalprograms while concurrently ensuring the integrity o policy and security requirements.

Priorities:

I.1.A. Develop, promote, and support an all-source collection and analysisstrategy with national and international partners that is ocused ontransnational threats, such as terrorism, arms trafcking, other illicitactivities and high-threat countries.

I.1.B. Strengthen interaction between the Deense Intelligence Operations

Coordination Center (DIOCC) and the Joint Intelligence OperationsCenters (JIOCs) and collaborate with the National IntelligenceCoordination Center (NIC-C) and other national mission centers toensure the broadest possible application o all aspects o U.S. intelligencecapability to satisy national and deense requirements.

I.1.C. Accomplish operational integration and collaboration o Special AccessPrograms and other sensitive activities to eectively support policyormulation, strategic decision making, planning, and operationalexecution while concurrently promoting respect, security, and trust.

I.1.D. Focus all-source collection and analysis eorts on penetrating

hard targets in denied areas to identiy, tag, track, and locate targets(personnel, acilities, nancial, and weapons/technology).

I.1.E. Establish close collaboration between Deense Human Intelligence andCounterintelligence in key areas o common concern, to include sourceregistration and asset validation.

I.1.F. Leverage Open Source intelligence to the greatest extent possible as ameans to provide the needed inormation to the widest audience at thelowest level o classication.

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Create, promote, and reinorce an inormation-sharing culture that exempliesthe responsibility to provide and writes or release while protecting sourcesand methods in the dissemination o intelligence across the Department oDeense and the Intelligence Community and with international partners.

Te Director o National Intelligence has afrmed that the creation o a culture ocollaboration is a top priority or transormation o the Intelligence Community.Tis posture recognizes the need to balance access to critical inormation with therequirement to protect sources and methods. It also creates a culture that embracesand practices operations security and risk management. An interdepartmentaland interagency cooperative approach is essential to reduce inormation voids,conrm sources, and provide enhanced intelligence clarity. Tis requires a holisticassessment o Deense Intelligence Enterprise inormation technology requirementsin order to achieve the strategic goal o sharing inormation. Furthermore, this

integrated approach is essential to eective policy ormulation and successul missionexecution. Te Deense Intelligence Enterprise will ocus eorts to improve andincrease cooperation and interoperability with all deense, domestic, national andinternational homeland deense partnersas well as seek new means to work withinternational entities. Inormation developed by operational orces and tacticalcollectors must be rapidly processed or use at every applicable level, rom tactical tostrategic, among the Intelligence Community and its partners.

Priorities:

I.2.A. Encourage development o systems, tools, capabilities, training and

supporting policies that allow the war ghter and allies at the lowestechelon possible to access all relevant national intelligence data andanalysis while simultaneously providing intelligence rom elded orcesto higher-level organizations and regional intelligence centers.

I.2.B. Optimize the Deense Intelligence Enterprises interoperability,cooperation and collaboration by oering access to all intelligenceinormation, tools and processes across multiple agency and operationaldatabases through validated Communities o Interest.

I.2.C. Exchange pertinent deense intelligence with allies and warghting

partners, promote common understanding at every level o the tacticalto strategic environment, and build long-term international partnershipsthat encourage cultural and regional awareness.

I.2.D. Provide users with a tailored common intelligence operational picture(CIOP) and situational awareness concerning the status and availabilityo intelligence support.

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Facilitate Homeland Deense through all-domain (maritime, air, space, land,and cyber) awareness, integration and collaboration with national, homelanddeense, law enorcement and international partners.

Te National Security Strategy establishes homeland security as the rst priority othe nation and its deenses. New policy and doctrinal concepts must ully leveragedeense and national intelligence resources. Innovative tools and methodologiesmust be created that exploit technological advances and prevent U.S. and alliedcapabilities rom being exploited. Tese concepts must be incorporated and applieduniormly across organizations and embedded in readiness planning as well asdeensive practices.

Priorities:

I.3.A. Promote cooperation with national state, local, tribal and international

entities to provide timely intelligence products and services in support ohomeland deense.

I.3.B. Encourage and promote robust cyber countermeasures and awarenessacross the deense inrastructure.

I.3.C. Improve counterintelligence support to computer network operationsto acilitate eortsto anticipate, detect,trace, attribute, andcounter eorts to

exploit and attackU.S. governmentinormation systems.

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Strategic Goal II. Enhance all services and capabilities providedby the U.S. intelligence enterprise to satisy the changing needs odeense intelligence users.

Strategic Objective II.1.Implement collection and analytical transormations to meet in-depth andtime-sensitive requirements against all threats, while orecasting and enablingrapid response to emerging events. Innovative approachesresh thinking thatadds value to our investment decisions will be essential in an environmentcharacterized by emerging threats, expanding requirements, and nite resources.

Te National Intelligence Strategy, authored by the Director o National Intelligence,identies two o its top objectives as the needs to strengthen analytic expertise,methods and practices and optimize collection capabilities. Tese are the very core

o the ability to provide indications, insight, warning, and context in an increasinglycomplex global environment. We require more advanced automated tools orcollection management and Intelligence, Surveillance and Reconnaissance (ISR)operations management to plan, manage, integrate and synchronize national andtheater ISR assets. Te Deense Intelligence Enterprise, in concert with the overallIntelligence Community, will seek to implement transormations that enhancethese core missions to improve our analytic communitys agility, eectiveness,and responsiveness, improve persistent surveillance and situational agility, exploitautomation technology, and assess emerging requirements.

Priorities:

II.1.A. Balance investment and divestment between collection and analyticunctions against the ull range o intelligence challenges.

II.1.B. Optimize automation o deense intelligence processes to cue analyststo concentrate on critical inormation, monitor collection trends, andminimize the time required to disseminate value-added inormation.

II.1.C. Optimize the registration and tracking o requirements and the utility orequirements management systems to enhance efciencies and preventunintentional duplication.

II.1.D. Capitalize on scientic and technological advances made in academiaand industry that enable rapid processing, screening, and analysis olarge volumes o data, inormation tagging, archival, and retrieval.

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Strategic Objective II.2.

ransorm security to streamline processes and protect inormation.

Personnel recruiting requirements place strenuous demands on the speed and qualityo the security clearance process. Current best practices must be examined and

studied to identiy, then introduce, appropriate, relevant methodologies, tacticsand techniques to rapidly ll critical and essential intelligence billets withoutcompromising or jeopardizing security. Inormation and operations security bestpractices must be identied and developed to protect critical intelligence inormationand techniques that will deny adversaries the opportunity to exploit inormationagainst U.S. and allied operations.

Priorities:

II.2.A. Standardize physical security access control systems and proceduresor each level o security in order to ensure interoperability within the

Department o Deense and ensure compliance with ederal mandateswhile concurrently recognizing the need or exibility in developingsolutions tailored to meet unique requirements.

II.2.B. Improve the security clearance cycle time by automating the end-to-endprocessing o investigations.

II.2.C. Adopt common national standards or certication and accreditation oinormation technology systems processing classied data.

II.2.D. Ensure security classica-tion guidance is up-to-date and users are suf-ciently trained to use it soas to protect the Depart-ment o Deense missionand national security.

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Strategic Goal III. Explore concepts, technologies, and strategies toaddress customer requirements and emerging threats.

Strategic Objective III.1.

Explore the ormation o new, and improve utilization o existing, DeenseIntelligence Enterprise proessional and sustainment programs to acquire,retain, develop, train, educate, equip, and employ the total workorce eectivelyand efciently in support o deense and national intelligence requirements.

Tere is a direct relationship between the skills o the deense and national intelligenceworkorce and the quality o intelligence production. Emerging demographicprojections and occupational competition will increase competition or employeeswhen building or retaining a quality workorce. Deense intelligence must recognizeand understand the motivating actors that draw potential employees to the mission,inspire them to stay and persuade them to leave. Applying human resource tools,

incentives, and opportunities is essential i the Intelligence Community is to remaincompetitive in attracting and retaining persons with critical skills. Tese eorts shouldbe coupled with the necessary technology in order to enhance the eectiveness o ourpersonnel and expand our services and capabilities.

Priorities:

III.1.A. ransorm the Deense Intelligence Enterprise workorce throughcontinuous comparative analysis o workorce capabilities againstmission requirements and utilize Deense Civilian Intelligence PersonnelSystem (DCIPS) and industry best practices.

III.1.B. Establish analytic and collection tradecra standards and best practicesand apply them across all levels o the Deense Intelligence Enterprise.

III.1.C. Create a deense intelligence workorce training program that providesthe skills and exibility to leverage all intelligence and securitycapabilities against the ull range o mission requirements.

III.1.D. Maximize the application o technology to identiy and reduceredundancy in collection, analysis, and production activities.

III.1.E. Optimize the integration

o all components o thetotal deense intelligenceworkorceactiveand reserve military,ederal civilians andcontractorstooptimally leveragethe unique strengthseach oers.

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Strategic Goal IV. Enable us to counter and deny adversarycapabilities to acquire and exploit our technologies or knowledge othe battle space.

Strategic Objective IV.1.Overcome the challenges posed by the prolieration o weapons o massdestruction (WMD) across the entire cycle rom development through transportand, when unable to prevent their use, the aermath.

Te Joint Chies o Sta, writing in the National Military Strategy to Combat theWeapons of Mass Destruction, identied intelligence as the primary enabler in theexecution o a military strategy intended to deeat and deter WMD. Te challengeto the Deense Intelligence Enterprise is to understand the capabilities and intentionso state and non-state actors who seek development knowledge, production materials,and delivery systems. Te Deense Intelligence Enterprise must combat this threatthrough ocused intelligence that identies potential threat sources, methodologies,and threat-based protective measures. It must also develop accurate and timely riskassessments or military and civilian planning, decision making and operational use.

Priorities:

IV.1.A. Develop and integrate comprehensive intelligence on illicit research,development, transport, threat, potential targets, and post-useconsequences.

IV.1.B. Encourage and promote Deense Intelligence Enterprise situationalawareness o regional WMD activities through expanded bilateral andmultilateral oreign relationships that are ocused specically on WMDissues.

IV.1.C. Identiy and leverage national technical means to assist in implementingthe Department o Deenses National Military Strategy to CombatWeapons o MassDestruction,ConsequenceManagement,

and ForeignConsequenceManagement.

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Strategic Objective IV.2.

Develop and employ countermeasures to identiy, exploit, and eliminate threatsto the Department o Deense and intelligence personnel, technology and assets.

Enhanced global communications oers unrestricted movement o inormation

across international domains and raises the likelihood o threats in and/or romthese spheres o inuence. Likewise, the exploitation o readily accessible dual-usetechnology enables our adversaries to develop tools and tactics that can deeat orundermine the strategies o U.S. and allied orces. Intelligence and counterintelligencemust respond to current threats and anticipate uture events by working with nationalsecurity and commercial counterparts to stay abreast o and communicate potentiallyharmul technology developments and increase threat awareness across Departmento Deense domains.

Priorities:

IV.2.A. Neutralize illicit wide nets cast to collect specic inormation throughan improved cross-ow o inormation across the counterintelligencecommunity; quickly assess emerging threat trends. Structurecounterintelligence to interace seamlessly across deense, industry, otherederal departments, and state and municipal entities.

IV.2.B. Anticipate advances in improvised explosive device (IED) technology(triggering devices, warheads, and placement techniques) andanticipate new enemy and adversary tactics, techniques, proceduresand technology thatcould be expectedollowing success incountering IEDs.

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Identiy, deny, disrupt and exploit Foreign Intelligence and Security Service(FISS) activities targeting those interests and share inormation with national-level partners. Support the protection o U.S. and Department o Deensepersonnel, acilities, technologies, sources and methods.

Te Department o Deense Counterintelligence StrategyFiscal Years 20082013 signed by the Under Secretaryo Deense or Intelligence on January 2, 2008 charts thecourse or counterintelligence in the Department. Usingthe best available methods and technology, the Departmento Deense will make every eort to eectively protectits people and interests. As international relationshipsand cyber activities become more prolic and complex,the sophistication o protection eorts must keep pace

and neutralize the threats posed by our adversaries.Te Department o Deense will develop and share bestpractices with its national and international counterpartsto ensure all those involved in the intelligence mission areprotected.

Priorities:

IV.3.A. Develop counterintelligence trainingand certication standards andcompetencies or counterintelligence

proessionals and oster a cooperative andcollaborative environment with HUMIN,Special Operations, Law Enorcement, andnational and international partners.

IV.3.B. Identiy, deny, disrupt and exploit FISS, international terrorists andtheir intelligence elements, and insider threats targeting Department oDeense interests.

IV.3.C. In partnership with the ONCIX and FBI, establish security andcounterintelligence outreach to the private sector and academia to share

inormation on oreign intelligence threats to emerging U.S. technology.

IV.3.D. Te counterintelligence components should develop and sustainintegrated and synchronized counterintelligence support to protectCritical Program Inormation (CPI) with the Department o Deense.

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Eliminate any advantage held by our adversaries to operate rom and within thespace and cyber domains.

Te anticipated increase in global

military and commercial space andcyber activities ensures that the ocuso deense intelligence proessionalsemployed in these domains will growexponentially. Te potential or thedeployment o weapons by near-peercompetitors and increasing dependenceon space-based assets or militaryand civilian technologies makes thesedomains increasingly important. As

stated in the U.S. National Space Policy, the ocus o deense intelligence in spacewill be to ensure ull situational awareness or military and civilian decision-makers,support military planning initiatives, and satisy operational requirements. Asaddressed within the Comprehensive National Cybersecurity Initiative, cyberspacehas become a vital national interest economically, militarily and culturally, andthe current patchwork o passive deense is likely to ail in the ace o greater

vulnerabilities and more sophisticated threats. Deense intelligence must do itspart to deeat this critical threat.

Priorities:

IV.4.A. Pursue and support enhanced space situational awareness to include theprotection o U.S. and partners space assets and interests in all domains.

IV.4.B. Expand our ability to operate rom and within the space domain bydesigning and operating a seamless, ully integrated next generationspace enterprise.

IV.4.C. Focus on developing capabilities to attain cyberspace superiority andto protect cyberspacesystems with bothdeensive and oensive

countermeasures.

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Te Way Ahead Tese strategic goals, objectives and priorities, inconjunction with the objectives o the National Intelligence Strategy, will guideDeense Intelligence Enterprise choices as reected in policy, planning, analysis,collection, operations, programming, acquisition, budgeting and execution actions.Tey will be monitored in accordance with Ofce o Management and Budget

and Congressional mandates by the Ofce o the Under Secretary o Deense orIntelligence and will be implemented through Deense Intelligence Guidance andrelated counterintelligence and security guidance. Te Ofce o the Under Secretaryo Deense or Intelligence will aggressively work to improve existing Department oDeense perormance eedback systems including the Deense Readiness ReportingSystem, the Biennial Review and the Combat Support Agency Review process. Finally,the Deense Intelligence Enterprise will continue to monitor its eectiveness throughparticipation in Director o National Intelligence perormance management programs.

External Considerations Te eectiveness o this strategy, like anylong-range document, will ultimately be determined not only by how it is implementedbut by those uture actors that we can theorize about, but whose impact we cannot ullypredict. Tese include such things as changing leadership, the possibility o legislativeaction requiring unexpected realignment o budget priorities, expanded conict, orlarge-scale disasters, either natural or man-made, that would alter the priorities o theDepartment and the nation, as well as technological and orce structure changes.

Te community and its leadership must continually reevaluate the strategy in light othis changing environment in order to ensure not only the satisactory accomplishmento its Strategic goals and objectives, but also to ensure its continued relevance.

Organizational Strategy As mandated in the GPRA and stressed as aDepartment o Deense priority, perormance appraisals or Senior Executive Servicepersonnel must be based upon both individual and organizational perormance. omeet those requirements, the Deense Intelligence Strategy will serve as the UnderSecretary o Deense or Intelligences Organizational Strategy. Consequently, oursenior leaders perormance review will be based upon their success in achievingspecic, measurable strategic goals and objectives under their purview.

Conclusion As stated by Secretary o Deense Robert Gates, As we consider thesecurity challenges o today, we must be ever cognizant that the choices we make will ormany years weigh heavily on the ate o our peoples. o meet great expectations, we mustall be willing to take risksor peace, or security, and or the uture o our children.

Te Deense Intelligence Enterprise must be poised at all times to provide our national,military and civilian leaders inormation sufcient to ully enable their anticipation,knowledge, understanding, management and when possible, mitigation o the risksassociated with their choices. Tis Deense Intelligence Strategy provides us with theramework to meet these challenges.

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For Information Contact

POLICY, STRATEGY AND DOCTRINE DIRECTORATE

Ofce o the Under Secretary o Deense or Intelligence


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Documents

DOD-Defense Intell Strategy 080501