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UNCLASSIFIED DEFENSE SCIENCE BOARD | DEPARTMENT OF DEFENSE standup of the Strategic Defense Initiative Organization (SDIO) at DoD in the early 1980s. The POET was populated by successive generations of some of the top talent from the Federally Funded Research and Development Centers (FFRDCs) and national laboratories; individuals were independent of specific acquisition programs. The POET reported directly to the SDIO director and had sufficient influence to establish the baseline threat assessment and balanced architecture options, as well as more specific assessments of proposed technical capabilities. Adapting the POET model into an interagency environment will require some variant of either a lead agency with accountability to partnering agencies (e.g., a “board of directors”), or governance by a special interagency board, chaired by the appropriate lead in the NSS or selected on a rotating basis among the participating agencies. The Task Force realizes that this approach is highly unusual, but also believes that other options fall short given the complexity of the problem, the need to think through new and innovative solutions, and the number of agencies and interfaces that are needed to make progress. 4.7. Recommendations: Addressing the Problem Whole As the lead agencies, State/ASD/AVC, DoD/ASD/NCB, DOE/NNSA and IC/NCPC should create the processes and oversee the following steps: • Establish the “White Team” whose charter is to characterize the comprehensive Monitoring and Verification Framework, relating threat events and actions to <strong>monitoring</strong> requirements, both cooperative and unilateral. o The White Team should be assigned to a “home” agency, but supported and governed by an interagency “board” whose members have sufficient authority to influence any needed changes in strategy and program directions at their home agencies. • Ensure a common understanding among agency leads for addressing all aspects of the framework, including policy, diplomacy, operations, and RDT&E. o It is critical that those agencies involved in implementing M&V capabilities maintain a high degree of unanimity on how M&V problems and challenges are characterized, and how they will be addressed in order for the White Team to be both effective and sustainable. The adoption of common frameworks (such as that proposed in this chapter and report) can contribute to developing a common understanding of national strategy, goals, and pathways to accomplishing those goals. The foundation established with the two steps above leads to the following implementation steps, again under the charge of the leading agencies: DSB TASK FORCE REPORT Chapter 4: Address the Problem | 50 Nuclear Treaty Monitoring Verification Technologies UNCLASSIFIED
UNCLASSIFIED DEFENSE SCIENCE BOARD | DEPARTMENT OF DEFENSE • Adapt or create integrated implementation plans. No single agency has purview over the totality of the responsibilities in the M&V mission, but integration “across the seams” is required. o The NSS, with support from OSTP, should assess progress annually. • Establish an institutionalized interagency planning process that evolves with the threat. o The nature of the M&V problem and solution spaces has changed considerably over the past decades. Undoubtedly, the challenges and proposed solutions will continue to evolve in the coming years. Therefore, not only must the analytical framework used by the White Team evolve, but the plans and priorities across the government must evolve as well. • Enlist a wide range of contributors. o Historic contributors such as the DOE national laboratories remain critical to addressing the nonproliferation problem. However, the Task Force believes that the agencies should enlist a wider array of performers (other labs, contractors, academia) to address the full complexity of this problem space that will call for new, as well as improved, tools. DSB TASK FORCE REPORT Chapter 4: Address the Problem | 51 Nuclear Treaty Monitoring Verification Technologies UNCLASSIFIED
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• Even “traditional” nuclear
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