2012-2017-DIA-Strategic-Plan

MissionDIA is first in all-source defense intelligence to prevent strategic surprise and deliver a decision advantage towarfighters, defense planners, and policymakers. We deploy globally alongside warfighters and interagencypartners to defend America’s national security interests.VisionOne Defense Intelligence Team of highly skilled, agile, and accountable professionals, equipped with leading-edgetraining and technology, strengthened by partnerships, and able to adapt operationally to provide all-source defenseintelligence, whenever and wherever required, in support of the warfighter and the Nation.ValuesWe are committed to:Teamwork: Partnering at all levels and across organizational boundaries for mission accomplishment.Integrity: Adherence to the highest legal and ethical principles in our responsibilities.Excellence: Unrivaled defense intelligence expertise.Service: Putting the welfare of the Nation and commitment to our mission before oneself.1

‣ Cyber attacks against the United States will continueto increase with more sophisticated methods. Cyberattackers intending to cause major damage anddisruption to U.S. and global systems will haveopportunities and widely available technologicalcapabilities at their disposal.‣ Iran will continue to actively oppose U.S. nationalsecurity goals and be a destabilizing force. Its regionalmilitary strength, support of terrorism, lethal aid toU.S. adversaries, and nuclear and missile programswill prompt regional states to seek new and greatersecurity cooperation with the United States.‣ North Korea will continue to attempt to counter U.S.and South Korean conventional arms superiority byimproving its strategic deterrence and conductingcoercive military activities to achieve diplomaticleverage. Further, Pyongyang’s nuclear program andpossibly unstable transition of power pose risks to nonproliferationefforts and regional stability.‣ China will continue to foster economic developmentand specific security policies centered on securingits borders, modernizing and enhancing its militarycapabilities, increasing its sphere of influence, andcounterbalancing U.S. global influence and theinfluence of growing regional Asian powers.Sustaining U.S. military superiority and influence in anera of persistent conflict and enduring fiscal constraintswill challenge DIA intelligence capabilities and capacitiesmore than any period in its previous 50 years of service.The Agency’s evolution from primarily supporting seniorpolicymakers during the Cold War to globally supportingwarfighters, defense planners, as well as policymakers ina post-9/11 world illustrates the extent to which DIA hasbeen groomed for what lies ahead.‣ Russia is pursuing a more cooperative approach torelations with the United States and the West and isseeking access to foreign investments, technology, andmarkets. Moscow has concerns about how long thepositive trend in U.S.-Russian relations will last, and seesthe new Strategic Arms Reduction Treaty agreement as akey element of the evolving bilateral relationship.5

Goal 1: Prevent Strategic Surprise andSupport Contingency OperationsObjective 1.1: Provide Strategic WarningDevelop and implement an integrated defenseintelligence warning capability to prevent strategicsurprise, deter conflict, and identify opportunities.The ability to consistently provide accurate, precise,and timely defense intelligence is mastered byfielding a highly skilled, diverse, appropriatelyresourced, and integrated team of DIA Officers whoaggressively collect, process, exploit, and analyzeinformation using established and proven tradecraft.Leaders and subordinates must be empowered toadapt operations swiftly, avoiding practices thatneedlessly impede mission capabilities and degradethe relevance of Agency expertise. To accomplish itsOne Mission, DIA collection and analytical capabilitieswill be united under One Team to prevent strategicsurprise, deter conflict, identify opportunities, andrapidly respond to support multiple, concurrentmilitary contingency operations.Contingency Operations: A military operationthat is designated by the Secretary of Defense as anoperation in which members of the Armed Forces areor may become involved in military actions, operations,or hostilities against an enemy of the United States oragainst an opposing force.Effective warning relies on close collaboration amongcollectors, collection managers, analysts, planners, andpolicymakers, together focused on identifying potentialevents and conditions that may pose a threat to theUnited States and its vital interests. Considering themyriad challenges posed by the strategic environment,DIA will continue enhancing its ability to perform longtermstrategic analysis, including analysis of current andpotential adversaries’ scientific, technological, and weaponscapabilities, and improve the integration of all intelligencecapabilities to better anticipate, monitor, and conveywarning intelligence and policy-related opportunities. Toprovide strategic warning, DIA will:‣ Develop and implement an integrated intelligencewarning capability leveraging necessary collectionand forward-looking analytic methods and techniques,interagency capabilities, proximity to customers, andmission partnerships to ensure warning is conveyedaccurately and in a timely manner.‣ Advance all-source analysis through the physical and/or virtual integration of collectors and analysts withaccess to all collected information at the earliest pointof availability.‣ Enhance the operational environment in whichcollectors and analysts use structured andunstructured data, and apply advanced analytictechniques to foster critical thinking and improve thequality of defense intelligence.‣ Strengthen analysis of current and potentialadversaries’ scientific, technological, andweapons capabilities.6

Objective 1.2: Operate as One TeamIntegrate collection, analysis, counterintelligence,science and technology, and resources to operate asone defense intelligence team.Operating as an integrated and networked defenseintelligence team will focus broad expertise, fostercomprehensive understanding, and enhance intra- andinteragency collaboration and information sharing in allU.S.-only and coalition environments. An agency-wide,integrated mission management approach will be used toleverage and focus all DIA capabilities to support militaryand national intelligence integration, collection strategies,and adaptive planning, as well as contribute to missionrelatedresource decisions. To forge one team, DIA will:‣ Support cross-directorate initiatives to integrate crossfunctionalcompetencies and capabilities to reinforcepriority mission areas.‣ Designate Defense Intelligence Officers (DIOs) to beresponsible for the development, implementation, andrefinement of joint and interagency collection andanalysis strategies focused on prioritized geographicand transnational areas and functions. Directorates andselect special offices will assign senior representativesand experts to the DIOs’ working groups and developunifying intelligence strategies.‣ Enhance and establish new DIA representation tonational security plans and policy organizations forintegrating defense intelligence reporting and analysis.‣ Develop common processes, collaborative tools, andinnovative approaches to improve horizontal andvertical information sharing and timely access to data.Objective 1.3: Rapidly Respond to SupportDevelop and implement a unified contingencyresponse to facilitate rapid transition to supportmultiple, concurrent military contingency operations.Speed matters in getting actionable intelligence to DIAcustomers when crisis or conflict occurs. The Agency willimprove its ability to rapidly build a comprehensive andintegrated defense intelligence team that supports thedesignated crisis management authority(ies). To supportcontingency area operations, DIA will train, equip, deploy,and embed DIA Officers forward to operate alongsidewarfighters or within operational settings at combatantcommands and other U.S. Government entities. To build aunified contingency response, DIA will:‣ Develop, implement, and lead an integratedcontingency response that rapidly transitions DIAcapabilities to support military contingency operations.‣ Achieve common goals with other contingencyresponse approaches throughout the Enterprise, the IC,the Joint Staff, and coalition partners.‣ Provide expert teams from identified directoratesand special offices that are integrated within anoperational setting on a temporary or permanentbasis to focus DIA capabilities on planned or ongoingcontingency operations.‣ Empower deployed DIA Senior Officers withcontingency area authorities to represent the Director,DIA, to the supported warfighting commander, ensuringunity of mission for all DIA actions to enable theAgency’s defense intelligence support.7

Goal 2: Strengthen CoreMission CapabilitiesObjective 2.1: Reinforce Core Mission CapacityResource DIA core mission capabilities formaximum versatility by continually pursuingefficiencies to improve intelligence operations andbusiness processes.To reinforce core mission capacity, DIA will:DIA’s One Team will strengthen its core missioncapabilities to achieve maximum versatility inaddressing defense intelligence requirementsacross the full spectrum of possible U.S. militarycontingency operations. To do so, DIA will focus onits core mission priorities and redirect resourcesas appropriate from non-core, lesser performing,and redundant operations. Further, core missioncapacity will be improved by training and shapingthe workforce to ensure critical competenciesare either in place or available for augmentation.Additionally, DIA will target recruitment, training,and retention approaches to achieve optimalperformance from multiple workforce generations,with diverse backgrounds, possessing various levelsof technological and social networking skills.‣ Evaluate cross-directorate efficiencies to reduce oreliminate wasteful redundancy and increaseshared effectiveness.‣ Evaluate directorate-level organizational constructsand manning to streamline operations and businessprocesses, promote integration, and implementefficiencies.‣ Reinforce core mission capabilities by redirectingresource savings from non-core, lesser performing, andredundant programs.Objective 2.2: Shape the WorkforceRecruit, train, and shape an agile workforce thatstrengthens DIA core capabilities.DIA’s workforce must perform in an increasinglycomplex, dynamic, and highly integrated team-drivenenvironment. To achieve this, the Agency will hire highlyqualified, intellectually diverse candidates with a range ofbackgrounds and skills, including proven proficiency inhard target languages. DIA will strive to ensure successfulplacement of new hires by accurately matching employeeskills, competencies, and career desires to the appropriateposition. To shape the workforce composition, DIA will:‣ Recruit a highly qualified and diverse workforce withvaried backgrounds and life experiences to enhancethe range and depth of DIA capabilities.8

‣ Promote and lead interagency rotational assignmentsto deepen “jointness” across the IC and buildunderstanding of leadership attributes, businessmethods, requirements, and capabilities.‣ Enhance innovative learning strategies andperformance-improving services to increase agility andintegration in the workforce.Objective 2.3: Chart the Course for the WorkforceFirmly embed career management practices withinthe culture, systems, and processes by developinga comprehensive, Agency-wide career developmentprogram coupled with training, education, androtational opportunities to improve workforceperformance, agility, and retention.Effective career management involves planning andshaping the progression or movement of employees byaligning mission requirements and employees’ skillsand preferences. DIA will offer a comprehensive careerdevelopment program in response to a critical needidentified by the workforce in order to build the Agency’score mission and mission support capabilities. Theprogram will assist all DIA Officers in developing thecompetencies, skills, and experience needed to satisfy jobrequirements, achieve professional goals, and broadencareer opportunities. To embed career managementpractices, DIA will:‣ Develop a comprehensive training module addressingDIA’s consolidated career management programand field it in new employee orientation programs,supervisory training courses, and the Joint IntelligenceVirtual University.‣ Pursue career development approaches, includingexperience and work-based learning, leadershipprograms, mentoring/coaching, job shadowing,advanced schooling, and assessments to retain andpromote top DIA talent.‣ Consolidate existing career management programsinto a single Agency-wide program by incorporatingoccupation-specific career learning roadmaps, careermobility and developmental opportunities, and careermanagement tools.9

Goal 3: Partner and Innovate toGain AdvantageObjective 3.1: Combine ForcesLead or join whole-of-government initiativesto leverage interagency capabilities supportingcivilian-military integration, and share experienceand information.Appreciating the increasing scope and complexity of futureintelligence requirements to support military contingencyoperations, DIA will foster partnerships with fellowDepartment of Defense (DoD) and other national agenciesto understand methods, requirements, and processes, andto access information and capabilities which complementits defense intelligence mission. To leverage whole-ofgovernmentopportunities, DIA will:‣ Enhance existing and build new interagency missionpartnerships to benefit from available experience,expertise, and capabilities associated with sharedrequirements and business practices.‣ Solicit active participation by interagency missionpartners in the DIOs’ working groups and othersubstantive forums.DIA’s One Team will improve informationdissemination and access to interagency capabilitiesby leading or joining U.S. whole-of-governmentnetworks while strengthening and establishingnew mission partnerships with other elements ofthe U.S. Government, academia, the private sector,and foreign partners. Long-term, interagencycollaboration with agencies whose missions havesignificant global components is particularly vital.Given the expansive, open-source environment—combined with social media, rapidly developing newtechnologies, and growing mission partnerships inan era of diminishing resources—DIA will becomeincreasingly dependent on outside sources ofknowledge to succeed in its mission.‣ Foster information integration and sharing efforts withinteragency partners to capture relevant information atthe earliest point of collection.‣ Encourage and enable DIA Officers to participate inacademic, private sector, and international forumsrelated to their competencies and positions.Whole-of-Government: Denotes government agencieswork across portfolio boundaries to achieve a sharedgoal and an integrated government response to particularissues. Approaches can be formal or informal, focusingon policy development and program management.10

Objective 3.2: Empower PartnershipsStrengthen existing and build new relationships withforeign partners to prevent strategic surprise andimprove collection and analytical opportunities.DIA will build and strengthen mutually beneficialrelationships with knowledgeable foreign partners toenhance access to information and perspectives otherwiseunavailable to DIA Officers on matters of common concern.To empower partnerships, DIA will:‣ Strengthen existing links with foreign partners andidentify new partners with the potential to provideotherwise unavailable information and analytical insights.‣ Provide timely foreign exchange and disclosure policyguidance to improve information sharing with foreignpartners and coalition members.‣ Serve as the critical link and DoD focal point for foreigndefense intelligence exchanges and U.S. defense andnational intelligence communities to leverage resourcesand limit intelligence shortfalls.Objective 3.3: Mission and Process Drive TechnologyExploit Science and Technology/Research andDevelopment (S&T/R&D) advances to improveAgency operations.‣ Expand outreach and partnerships with U.S. andpartner-nation agencies, the scientific community,and industry to learn of S&T/R&D advances thatsignificantly benefit defense intelligence operations.‣ Decide on acquisition and long-term investments ofnew S&T/R&D advances based on comprehensiveassessments of Agency-wide requirements andperformance gains.‣ Identify and transition new technologies in a timelymanner to strengthen DIA capabilities.Future S&T solutions and services will enable access tonecessary levels of information and improve timeliness,quality, agility, and sharing of information required forcurrent and future DIA missions. DIA will gain awarenessof leading-edge S&T/R&D advances and transitionstrategies through interagency, industry, and internationalpartnerships, as well as opportunities to leverage IC-widedevelopment efforts. Regarding intelligence operations, DIAmust rapidly implement new and innovative approaches inorder to outpace the application of low technology advancesby our Nation’s adversaries. To exploit the right technologyand development, DIA will:11

Goal 4: Optimize Performance RelevanceObjective 4.1: Sustain Strategy DisciplineInstill a culture of performance accountability byestablishing specific performance measures thatimprove mission performance, reduce redundancies,and drive change as necessary.Decisions at all levels regarding operations, recruiting,training, programming, budgeting, policy, and acquisitionwill reflect DIA strategic goals and objectives. The Agencywill create and manage performance measures to organizeinformation, coordinate activities, and support resourcerelateddecisionmaking. DIA will develop systems, designprocesses, and furnish resources to measure performance,develop action plans, and ultimately improve performance.To instill a culture of performance accountability, DIA will:DIA’s performance management program willconduct end-to-end performance assessments toraise product and service standards. Performancemanagement will be used to institutionalize aculture that encourages workforce behavior toimprove products and delivery of services, increasetransparency and accountability at all levels, andestablish methods that use hard data and othercriteria for meaningful assessment.‣ Institutionalize the strategy and correspondingannual implementation plans by reflecting them indirectorate-level plans, performance assessments,and communications.‣ As necessary, refine the strategic planning cycle toadapt to the dynamic requirements of customersinformed by DIA fiscal realities.‣ Align performance management efforts and timelinesto develop consistent and reliable results.‣ Eliminate needless duplication of effort by enforcingexisting standards, identifying best practices throughlessons learned, and sharing information acrossthe workforce.‣ Integrate rigorous feedback mechanisms fromperformance measures to foster the continuousimprovement needed to address current andfuture challenges.12

Objective 4.2: Streamline Business ProcessesTransform business management practices to supportkey strategic priorities at the lowest cost whileimproving oversight and accountability at all levels.As an effective steward of public resources, DIA recognizesstrong stewardship and business management requiretransparency and accuracy in financial data, manpowerauthorizations, and acquisition for monitoring andassessing resource decisions. Disciplined and routinelyupdatedpolicies, procedures, and systems will ensure thereliability of management information, support regulatorycompliance, demonstrate strategic alignment, andmeasure program effectiveness. To strengthen businessmanagement, DIA will:‣ Demonstrate accountability to overseers and facilitatedata-driven resource management decisions byestablishing and sustaining processes, controls, andfinancial systems capable of achieving an unqualifiedfinancial statement audit opinion.‣ Consolidate all business management within thebusiness reference model to ensure improvementsare efficiently designed and executed, and businesssystems and applications investments are based onstrategic needs and customer requirements.‣ Maintain proper management control of DIA operationalresults and integrity by sustaining management of theManagers’ Internal Control Program.Objective 4.3: Reward EffectivenessImplement resource-performance integration bylinking DIA resource allocations and performancemeasures to strategic objectives.DIA must mitigate adverse impact from U.S. fiscalconstraints on core mission capabilities; security ofthe work environment; physical infrastructure; andperformance, certainty, and satisfaction across theworkforce. DIA will use all relevant data to evaluateand invest in programs that yield output tied to strategicobjectives. To link resources and performance to strategicobjectives, DIA will:‣ Establish a planning process to align programsubmissions to strategic objectives and mission needs.‣ Strengthen linkages among strategic objectives, businesscapabilities, supporting services, and performancemeasures to determine future investments.‣ Evaluate directorate-level performance outcomesagainst the accomplishment of strategic objectives.‣ Identify and eliminate programs without strategicrelevance, such as non-core and lesser performingprograms, reward high performance programs, andredirect savings and other resources to existing andemerging strategic priorities.‣ Communicate timely and sound acquisition guidanceto DIA leadership, managers, and the workforce toensure only relevant, appropriate, and cost-effectivetechnologies and capabilities are acquired to supportstrategic initiatives.‣ Integrate security practices into business processes toprotect national intelligence and intelligence sourcesand methods.13

ConclusionThe second decade of the 21st Century is emerging as one of the most challenging periods in our Nation’s history.DIA will provide premium defense intelligence support to win today’s conventional and unconventional wars, preventstrategic surprise, and deter conflict, while continually preparing to support the full spectrum of military contingencyoperations that may be necessary to protect America’s national security interests in the coming years.The 2012−2017 strategy focuses DIA on accomplishing its One Mission of defense intelligence, the breadth anddepth of One Team’s capacity to adapt to ongoing and emerging operations, and One Agency’s commitment todefense, partnerships, innovation, and effective performance. In support of this strategy, each of the 12 objectiveswill be incorporated into an implementation plan for execution by the entire DIA workforce, with the goal of creating aworkforce known for its Teamwork, Integrity, Excellence, and Service.14

We are first in all-source defense intelligence to preventstrategic surprise and deliver a decision advantage towarfighters, defense planners, and policymakers.We deploy globally alongside warfighters and interagencypartners to defend America’s national security interests.15

COMMITTED TO EXCELLENCE IN DEFENSE OF THE NATIONOne Mission. One Team. One Agency.PCN 23800