masterspy fy2016-2020 ic sci-tech strategic plan.pdf

7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf

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Executive Order

12333 (1981)

National Security Act of 1947

Industrial R&D Funding Begin

Exceeding Government R&DFunding in the US (Circa 1980

Office of Strategic Services

Disbanded (1945)

Intelligence Reform And

Terrorism Prevention Act

FY2016-2020

IC S&T

MANAGING RISK TO ENSURE

INTELLIGENCE ADVANTAGE

STRATEGIC PLAN


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About the Cover:

The cover uses a red and blue double helix to represent mulple concepts relang to theIntelligence Communitys (ICs) science and technology (S&T) eorts. For example, starng at the

boom and moving up the image on the cover one observesin chronological ordera 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 capabilies that link to the threat environment of todayand in

the future. Lastly, and perhaps most importantly, the choice of a DNA strand is meant to convey

the crical importance of basic research to the ICs mission.


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Contents

Foreword ............................................................................................................................................ iii

Vision, Mission, and Guiding Principles for Intelligence CommunityScience and Technology Enterprise Investments ........................................................................... v

Chapter 1 Introducon ............................................................................................................. 1

The Need for a Comprehense, Raonal, and Defensble IC-wde Scence and

Technology Strategc Plan............................................................................................................................ 1

Chapter 2 The IC S&T Strategic Framework ............................................................................... 3

Chapter 3 ODNI Applicaon of the IC S&T Strategic Framework............................................... 7

Ancpate IC-Wde Msson Needs ..............................................................................................................7

Leerage the Strengths and Resources of Partners .....................................................................................9

Inform Stakeholders of New Technology Opportunes ...........................................................................10

Strengthen Integraon across the IC S&T Enterprse ................................................................................11

Deelop and Protect Dsrupe Capables To Meet IC Needs ................................................................12

Shape Resources .......................................................................................................................................13

Chapter 4 Applicaon of the IC S&T Strategic Frameworkto the IC Elements and Partners ............................................................................. 19

Chapter 5 Conclusions and Next Steps .................................................................................... 21

Responsbly Managng Rsk across the IC S&T Enterprse .........................................................................21

Appendices

Appendix A Acronyms .................................................................................................................................23

Appendix B Eorts For Ensurng the Health and Sucency of the IC S&T Enterprse Workforce .................25


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FY2016-2020ICS&TSTRATEGICPLAN:MANAGINGRISKTOENSUREINTELLIGENCEADVANTAGE

Figures

Figure 2.1 The Intellgence Communty Scence and Technology Strategc Framework. ............................5Figure 3.1 Landscapeselecon process for assgnng Needs to arous Performers. ................................8

Figure 3.2 The Intellgence Scence and Technology Partnershp (In-STeP). .............................................11

Figure 3.3 Down-select process for denfyng nal In-STeP challenge areas. ................................. 14-15

Figure 3.4 Roadmap: Enhanced Processng and Management of Data from Dsparate Sources ............. 16-17


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Foreword

FROM THE PRINCIPAL DEPUTY DIRECTOR OF NATIONAL INTELLIGENCE:

The FY2016-2020 IC S&T Strategic Planadances the Oce of the Drector of Naonal Intellgences ablty tomanage rsk across the Naonal Intellgence Program, and s the charter document gudng the Intellgence

Communtys (ICs) scence and technology (S&T) aces. The Strategic Planis comprehensive in its

approach, raonal n ts prescrpons, and defensble n ts juscaon for acon. In short, t s exactly what

we need to ensure our naons future ntellgence adantage at a me when technologcal democrazaon,

unauthorzed dsclosures, and scal constrants threaten to erode the IC s capables and adantages.

Ths plan s a new way of dong busness for the IC S&T enterprse, and ths presents ts own unque rsks.

But the benets of success far outwegh any perls, makng now the me for the IC to mplement ths noel

approach.

The Honorable Stephanie L. OSullivan

Principal Deputy Director of Naonal Intelligence

Oce of the Drector of Naonal Intellgence

FROM THE DEPUTY DIRECTOR OF NATIONAL INTELLIGENCE FOR INTELLIGENCE

INTEGRATION:

Innoaonto nclude technologcal adancements as well as mproed busness praccess crcal

to mantan the ICs role as the naons rst lne of defense and to our ablty to prode the strategc

and taccal ntellgence adantage requred by polcymakers and warghters. As the prncpal means of

ensonng the ICs aer next msson challenges, I wll connue to acely support ths Strategic Plan,

whch wll be crcal to ensure the IC and our partners are able to meet future ntellgence needs and beer

promote a mutual understandng of our requrements and capables.

Mr. Michael P. Dempsey

Deputy Director of Naonal Intelligence for Intelligence Integraon


FROM THE DIRECTOR OF SCIENCE AND TECHNOLOGY:

To meet ts son of ensurng ntellgence adantage, the IC and ts S&T enterprse must know where t

s headedand t wll need ts partners help n charng the best course forward. Partnershp s not a

buzzword n the Strategic Plan; rather, t s ts denng prncple. We desgned the Strategic Planto be

useful, exble, endurng, and ncluse. I am parcularly excted about nolng our partners n generang

techncal roadmaps to sole current and ancpated ntellgence challengesan ongong eort to keep the

IC ponted n the rght drecon regardless of the challenges t faces. Feedback on ths document can be

proded to S&[email protected] (JWICS) or S&[email protected] sta and I look forward to

hearng from you.

Dr. David A. Honey

Director of Science and Technology



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v


VisionEnsure intelligence advantage

MissionApply science and technology to solve intelligence problems

Guiding Principles for Intelligence Community

Science and Technology Enterprise InvestmentsProtect innovaon at the edge. Make S&T nestment choces at the bench

leel, where techncal experse s deepest.

Develop R&D plans that are raonal, traceable, and defensible. Fully address

Helmeer Quesons wth mlestones and metrcs.

Acquire and develop talented technical professionals and leaders. Staff the

IC S&T enterprse wth able researchers, managers, and leaders.

Ensure all work is subject to scruny. Requre conct of nterest-free peer

reew for all programs, projects, and strateges.

Leverage collaboraon and enable integraon. Realze transparency through

nformaon sharng.

Challenge assumpons regarding the best performer or soluon. Pursue open

compeonaod sole source awards of research grants and contracts.

Deny adversaries access to our hard-earned advantages. Buld counterntellgence

eorts and safeguards nto eery program.

Meet requirements eciently. Inuence buld or buy (lead, nuence, adapt,

adopt) decsons that consere fundng and meet msson requrements.


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CHAPTER 1

Introduction

The Need for a Comprehensive, Raonal, and Defensible IC-wide Science and TechnologyStrategic Plan

Faced wth growng budgetary pressures at home whle strugglng to stay ahead of changes resulng

from an ncreasngly open and fast-mong global enronment, the US Intellgence Communty (IC) must

nnoate n the way t sureys, deelops, and accelerates the adopon of new technologes and methods

to ensure connued US ntellgence adantage. To do so, the IC needs an mproed understandng of the

threats that our naon and ts alles are lkely to face as well as an mproed means of addressng them. As

the prmary means for deelopng the oen unque tools requred for meeng these threats, the IC scence

and technology (S&T) enterprse must address the ICs strategc prores, support and leerage external

partners eorts, and ensure that prospece techncal adances and newly-deeloped capables are

shared wth the approprate stakeholders.

Each of the ICs techncal challenges s lkely to hae wthn t a number of technologes that are requred

to deler a system soluon. Gen the scal constrants that the IC faces t s nether possble nor desrable

for the IC to be a world leader n all of those technologes all of the me. As technology matures the US

Goernments market share oen decreases to the pont where t becomes aalable as commercal-o-the-

shelf (COTS), lowerng acquson cost whle smultaneously ncreasng yeld, unformty, and relablty.

Choosng where to apply S&T nestments so as to get the rght technology at the rght me at the rght cost

requres careful analyss and montorng of the deelopment of the technologes of nterest. Although COTS

tems can be a great cost sangs, changes n commercal markets can rapdly lead the deelopment of tems

of nterest nto a new drecon that does not meet IC needs, or n some cases lead to obsolescence and

the need to denfy and procure an alternae soluon. Informng IC elements acquson strateges from

any S&T strategc plan requres the plannng and management of technologes n whch the IC must choose

whether to lead, nuence, adapt, and adopt, takng nteragency and ndustry progress and cooperaon nto

account:

Lead.Focused, sustaned nestment s requred to adance these technology areas and realze

benets. The IC needs to dene the performance goals, prode the son, and specfy the potenal

products or capables.

Inuence.Inestments n these elds are requred to understand and nuence the fundamentals of

new technologes. Industry wll generally lead deelopment but the IC needs to be closely noled to

be assured that ts needs are met.

Adapt.Commercal ndustry s pushng technology forward wth experse and research fundng

leels wth whch the IC should not or cannot compete. In many of these elds, the IC needs to apply

commercal adances to ntellgence tools.

Adopt.Commercal ndustry s drng ntellgence-related technologes and the IC needs to smply

follow the world leaders. Wthout makng sgncant nestments, the IC should mantan our

understandng of what the leaders are dong n order to make knowledgeable decsons about

procurements.


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At the heart of the Communtys acquson decsons s the need for senor IC leaders to raonally and

defensbly manage rsk. Ths ncludes the rsks n pursung uncertan yet hgh payo technologes and

approaches as well as the rsks n determnng the opmal allocaon of lmted resources. The tools and

methods requred to comprehensely manage these rsks across the IC S&T enterprse do not exst today.

To remedy ths decency, the FY2016-2020 IC S&T Strategic Planestablshes an endurng mechansm to

nform acquson decsons and further ntegrate and algn the IC S&T enterprse. It takes ts drecon from

the Whte Houses Naonal Security Strategyand the Oce of the Drector of Naonal Intellgences (ODNIs)

2014 Naonal Intelligence Strategy of the United States of America(NIS). The Strategic Planalgns wth

numerous NIS Enterprse Objecessuch as opmzng capables and aces across the IC to achee

unty of eort and eect; deelopng, mplemenng, and managng IC-orented approaches to mproe

ntegraon and nteroperablty of IC enablng capables; ndng and deployng new scenc dscoeres

and technologes; and strengthenng partnershpsto generate techncal soluons to IC challenges.

The Strategic Planlays the foundaon for generang meanngful, clearly arculated thrusts n areas crcal

for algnng IC S&T enterprse and partners pursuts wth future ntellgence and naonal securty Needs.

Followng such a exble yet endurng plaorm through 2020 posons the IC S&T enterprse to achee ts

son of ensurng ntellgence adantage.


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CHAPTER 2

The IC S&T Strategic Framework

The IC S&T enterprse wll connue to be called upon to sole many of our naons most pressng challenges,oen necesstang the deelopment of noel technologes and approaches. Only by workng closely wth

a number of key stakeholders and customerssuch as those wth wde-rangng msson needs lke the

Naonal Intellgence Managers (NIMs)1can the IC S&T enterprse understand the full scope of ntellgence

challenges that our naon faces, thereby allowng senor IC leaders to eecely gude nestment decsons

and manage rsk.

Gen ths new realty, the IC S&T Strategc Framework reects an endurng method for capturng and

solng IC msson needs by ntegrang the Communtys strengths and aces. When appled across the

Communty, such a process wll further algn R&D nestments across the IC to aod duplcaon and achee

synerges across the Naonal Intellgence Program (NIP).

Although most of the resources to meet IC S&T needs come from wthn the NIP, addonal resources exstwthn the US Goernmentsuch as the Mltary Intellgence Program (MIP), the Department of Energy

(DOE) Naonal Laboratores, the Department of Defense (DOD) Laboratores, and the Defense Adanced

Research Projects Agencythat can prode research synerges. Addonally, mproed cooperaon n

research wth less tradonal partners, such as the Naonal Scence Foundaon, the Naonal Aeronaucs

and Space Admnstraon, and the Department of Health and Human Sercesparcularly the Naonal

Instutes of Health, the Bomedcal Adanced Research and Deelopment Authorty, and the Centers for

Dsease Control and Preenoncan be mutually benecal.

Howeer, ths expanded msson comes wth addonal obstaclesaccess to classed nformaon can be

a sgncant problem for many workng wthn the basc research communty. JWICS and een SIPRNET

termnals are rare commodes een at DOD laboratores, and are not lkely to become more accessble

n the foreseeable future. Further complcang communcaon s the lack of cleared personnel. Fnally,reporng requrements and trael restrcons mposed on ndduals who hold hgh securty clearances

are ewed by most researchers and program managers as anthecal to the open, and oen, nternaonal

nature of the basc research they are engaged n; smply put, they do not want to be exposed to classed

nformaon. An mportant funcon, then, of the IC S&T enterprse s to be a selecely permeable

nformaon condut between these two ery dssmlar worlds whle stayng ahead of securty challenges and

foregn counterntellgence acesno easy feat.

1 Constuted under the auspces of the ODNI Oce of the Deputy Drector for Intellgence Integraon (DDII), NIMs oersee

and ntegrate all aspects of the ICs collecon and analyc eorts aganst a parcular regon or funcon. Each NIM seres as

sngle focal pont wthn the ODNI for the ntegraon of all aces related to the parcular regon or funcon, as well as beng

the DNIs personal representae on the ssue. NIMs mantan senor-leel contacts wth the ntellgence, polcymakng and

warghng communes so that a full range of ntellgence requrements for a parcular funcon or regon are met on a daly

bass. Lastly, NIMs set strategc gudance to mproe IC collecon and analyss oer the long term.


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Gong forward, empowerng dsparate stakeholders wth ther own oce n the drecon of meeng

Communty challenges wll be key to ensurng that senor IC leadershp can make the nformed resource

decisions needed to ancipate, inform, shape, strengthen, leverage, and develop as well as protect

dsrupe S&T-related aces across the IC and beyond. As such, the IC wll apply S&T to sole ntellgenceproblems and eecely manage rsk by

Deelopng and protecng dsrupe capables,

Ancpang msson needs,

Informng stakeholders of S&T-related deelopments,

Shapng S&T nestments and eorts,

Strengthenng ntegraon, and

Leeragng partners and resources outsde of the NIP to sole problems of nterest.

The Strategic Planreects endurng IC msson needs and ntegrates IC element strengths and aces.

Because a strategc plan s only as real as the resources supporng t, the IC must ntegrate IC ProgramManagers and Funconal Mangers S&T nestment plans. Only then can IC S&T leaders create a rgorous

and comprehense S&T strategy wth set prores and commt to an nestment plan. Ths document

represents that leadershp commtment to endurng research crcal to msson support.


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Figure 2.1 The Intellgence Communty Scence and Technology Strategc Framework.


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To accomplsh these goals, the Strategic Planarculates the Drector of Naonal Intellgences (DNIs)

son for meeng IC-wde challengesnow and n the futureby expandng upon the process outlned n

the FY2015-2019 IC S&T Investment Landscape2. Accordngly, the Strategic Planwll beer algn the IC S&T

enterprse by:

Prodng the Communty and ts partners wth nsght nto where S&T resources are beng expended

and not expendedto beer manage Communty rsk whle ensurng the health and sucency of the

naonal securty research enterprse,

In concert with the Landscape, compleng the deelopment of a comprehense, defensble,

transparent, and traceable process for aggregang and solng ntellgence challenges,

Instuonalzng new mechansms to coordnate pre-operaonal R&D eorts related to cross-

Communty challenges, thereby freeng up Funconal Managers (FM) resources to confront addonal

challenges wthn ther funconal areas, and

Through ODNIs Drector of Scence and Technology (DS&T), establshng naes to denfy new

scence problems that engage both the IC S&T enterprse as well as partners elsewhere n the USGoernment, academa, and ndustry.

2 The rst teraon of the FY2015-2019 IC S&T Investment Landscape, s located at: hps://rspace.dods.c.go/rspace/docs/DOC-1162


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CHAPTER 3

ODNI Application of the IC S&T Strategic Framework

Fully engagng all of the ICs resources s crcal to mantanng our msson success. The reales of themarketplace and the reduced share of the naons R&D that orgnates n goernment laboratores requres

the IC to closely examne the areas n whch t must connue to lead, where t must nuence partners R&D

nestments, and where t must acqure new capables or procure commercally-aalable technology. As

the prncpal means to structure and to stress the mportance of these aces, the DS&T has deeloped

the Intelligence Science and Technology Partnership (In-STeP).

Ancipate IC-Wide Mission Needs

To help enson the future techncal challenges the IC s lkely to face, ODNI/DS&T s leadng the IC S&T

enterprise with the Landscape and In-STeP. In-STeP wll nuence IC S&T nestments and nform ndustrys

ndependent research and deelopment (IRAD) and cooperae research and deelopment agreement

(CRADA) nestments through FY2020 and beyond, and prodes a set of precepts to gude decsons oer

subsequent program and budget cycles. The Landscape

whch wll be updated perodcally at the drecon of the DNI

seres as the prncpal mechansm to aggregate, relay, and

champon across the Communty and ts partners those

ancpated IC-wde Needs that do not map drectly to

nddual IC elements funconal responsbles. Although a

arety of dsparate sources are used to capture the breadth of

future IC challenges, the Landscapedraws healy from Deputy

Drector of Naonal Intellgence for Intellgence Integraon

(DDNI//II) products.

A crcal part of crang the FY2015-2019 IC S&T Investment Landscapewas to denfy and aggregate

ntellgence Needs from across the IC. To accomplsh ths objece n a manner calculated to reasonably

catalogue most of the Communtys Needs, DS&T sta used a arety of sources wth derng perspeces:

Subject Maer Expert, Program Management, Specalzed Customers, and Feld End-Users. Because of the

potal role the DDNI//II NIMs3play n drng ODNI ntegraon polcy, In-STeP s sgncantly nuenced and

dren by ther representaon and assessment of Needs.

3 A cornerstone of the DNIs Naonal Intellgence Strategy to ntegrate the operaons of the Communty s the appontment,

desgnaon, and empowerment of ODNI Naonal Intellgence Managers (NIMs) from amongst IC agences subject maer experts.

NIMs oersee and ntegrate all aspects of the ICs collecon and analyc eorts aganst a parcular regon or funcon and sere

as the sngle focal pont wthn the ODNI for the ntegraon of all aces related to the parcular regon or funcon. Lastly, NIMs

set strategc gudance to mproe IC collecon and analyss oer the long term, and are responsble for the deelopment, plannng,

execuon and success of the Unfyng Intellgence Strateges (UIS) and generally the orchestraon of UIS aces by managng the

polces and relaonshps among Communty agences.

The Landscapewhich will be

updated periodically at the direcon

of the DNIserves as the principal

mechanism to aggregate, relay, and

champion across the Community and

its partners those IC-wide Needs that

do not map directly to individual IC

elements funconal responsibilies.


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Once IC-wde Needs were aggregated, they were ltered nto arous categores based largely on whch

IC Funconal Manager(s) or other enes would be best posoned to sole the IC Need. Ths method

of basng decsons on performerswas selected to aod the bnnng that oen occurs when Needs

are subdded nto arous topcal areas. The process of collecng and lterng these Needs s shownschemacally n Fgure 3.1.

DS&T CoordinatesDS&T DelegatesDS&T Advises DS&T Champions

Needs Best

Served by

Mulple FMs

Needs Best Served

by a Single Funconal

Manager (FM)

Analyc Tool

Needs

NIP

funded

Mult-sourcefunded

New Science Needs

Challenge Problems Unlikely

To Be Solved by the NIP Alone

0CATEGORY 1CATEGORY 2CATEGORY 3CATEGORY

N/A

CCMDIPL NIM UISs

FM Plansand others

AnalysisNeeds

Surveying

and Aggregang

User Needs andChallenges

Categorizing andAssigning Needs By

Performer(s)

Figure 3.1 Landscapeselecon process for assgnng Needs to arous Performers. Note that from Category Zero to Category Three

Needs, the role of the DS&T ncreases commensurately, mong from adsng to ulmately champonng S&T-related aces wthn

the IC.


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To aid in future revisions of the Landscape, IC-wde productssuch as DDNI/IIs Unfyng Intellgence

Strateges (UISs)should be prepared wth the ntent of encouragng nteracon between the orgnators

of these products and the IC S&T enterprse. By fosterng these connecons, FMs S&T endeaors wll be

focused on pursung IC-wde Needs, n addon to those of the elements. Such contact wll hae the addedbenet of prodng a mechansm for the IC S&T enterprse to keep dsparate IC ocalssuch as the NIMs

as well as the acquson and procurement communesapprsed of S&T-related deelopments that may

drectly mpact ther mssons.

Leverage the Strengths and Resources of Partners

Inddual IC elements and ther contractors are well-posoned to sole many needs n the Landscape, but

for a sgncant number of others t wll be nsucent to rely exclusely on establshed R&D capables and

wll requre the expanded communty of DOD, DOE, US ndustry, ndustry assocaons, foregn partners, and

academa. In addon to these resources, an ace global campagn of nesgaon, collecon, and outreach

s requred. To address a number of needs t s essenal that the IC leerage outsde and non-tradonal

resources to achee new leels of scenc understandng.

To access and leerage these opportunes, DS&T-led IC naes

wll be deeloped wth the ODNIs Oce of Partner Engagement

(PE) to buld on oertures to S&T leaders across the Goernment to

organze, plan, and execute coordnated eorts. Moreoer, the DNI

has personally reached out to the Drector of the Oce of Scence

and Technology Polcy (OSTP) to request help n brdgng eorts

across the naons S&T enterprse n areas of mutual benet and

to create an onlne research lbrary for accessng nterm and nal

reports of US Goernment-funded research. DS&T wll acely

parcpate n the DODs Reliance 21eort, and at the DNIs

drecon has nted the Under Secretary of Defense for Intellgence to parcpate n Drector of Naonal

Intellgence Scence and Technology Commee (NISTC) aces. Lastly, to beer leerage the consderableS&T resources of DOEs Naonal Laboratores, DS&T s workng to algn ts eorts wth nnoae programs

throughout DOEs Feld Intellgence Enterprse.

Makng the Landscapeaalable to cleared ndustral partners and requesng connuous feedback, such

as through ODNI-RFI-14-02, wll dre an ncreasngly open dalogue wth our partners to nform and

learn from ther eorts. These propretary partner responses are proded to the NISTC membershp for

dscusson, ealuaon, and dstrbuon wthn the elements, and form the bass of the Partner Response to

the FY2015-2019 IC S&T Investment Landscape. As such, the Partner Responseprodes a hgh-leel matchng

of publc- and prate-sector partners exsng, funded programs to the Needs captured n the Landscape.

Understandng the techncal soluons that ndustry s pursung, combned wth nsght nto current programs

gleaned from the porolo reew and summary processes, wll empower IC leadershp to algn R&D

resources to beer manage cross-Communty rsk.

Understanding the technical

soluons that industry is pursuing,

combined with insight into current

programs gleaned from the porolio

review and summary processes, will

empower IC leadership to align R&D

resources to beer manage cross-

Community risk.


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Inform Stakeholders of New Technology Opportunies

Ensurng that current ancpated IC needs algn wth promsng technology deelopment aces s an

mportant consderaon n prorzng S&T nestments, but t s not the only one. Inestment decsons on

new technologcal capables should not be dren solely by user requrements, but should also be nformed

by new techncal deelopmentsregardless of where they orgnate. In parcular, decson-makers requre

knowledge of, and exposure to, global R&D trends that could aect US naonal securty or undermne the US

Goernments R&D eorts.

S&T forecasng processes led by DS&T feed the ongong deelopment of an enterprseS&T Strategic Plan.

Forecasts and products such as the S&T Esmate4are used to nform IC customers and the NISTC5of novel

and prospece deelopments that could ulmately mpact IC operaons.

The Esmatehghlghts technology sectors wth the potenal to mpact the IC enterprse durng the next

ten years or whch are expected to show rapd eoluon. By denfyng these key sectors, the Esmate

prodes a starng pont for enterprse-leel strategc plannng, nforms nqury to subject maer experts

wthn and outsde of the IC S&T communty, and establshes context to explore potenal threats tocurrent and projected capables. It s aalable to all execue branch agences as well as any cleared

contractor, federally funded research and deelopment center (FFRDC) or unersty-assocated research

center (UARC) a the R-Space webste. Ths broad aalablty wll allow synerges and ntegraon among

goernment agences and nforms ndustry nestment plannng.

Combned wth nputs from the elements, the S&T forecasng process wll nuence the Intellgence

Plannng, Programmng, Budgeng and Ealuaon (IPPBE) process and IC element R&T nestment aces

through ntegrang forecast projecons and ndngs nto the DNIs Consoldated Intellgence Gudance (CIG).

To further nform ndustry partners nestment decsons, DS&T uses non-propretary summary data from

the Partner Responseand ts assocated RFI to prode feedback to the respondents as well as R-Space

parcpants. Ths nformaon ncludes a prelmnary market analyss of current and future opportunesbased on the LandscapeNeeds. In addon to armng the DS&T commtment to buldng partnershps

across the publc- and prate-sectors, ths outreach to ndustry s crcal to the deelopment of In-STeP

(See Fgure 3.2).

4 The most recent teraon of the Esmate, the Science and Technology Esmate: 2012-2022, s located at: hp://ntelshare.

ntelnk.c.go/stes/acqusontechnology/scTech/Products%20Repostory/SandT%20Esmate_FINAL-PRINT.pdf (JWICS)

5 By statute, the NISTC s desgnated to be the standng body for the coordnaon and communcaon of S&T prores and R&D

nestments across the IC. The NISTC s chared by the DS&T, and ts members nclude the prncpal scence adsors of the

elements of the Naonal Intellgence Program. The Intellgence Reform and Terrorsm Preenon Act of 2004 establshes and

broadly descrbes the dues and funcons of the DS&T and the NISTC.


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11

ODNI periodically issues Requests for Information(RFIs) on the NRO and NSA Acquisition ResourceCenters as well as other means to solicit partnerefforts against the Landscape Needs.

The IC S&T InvestmentLandscape identifiesIC mission Needsand technologyopportunities toinfluence and informinternal investmentsand the activities ofpartner organizations.

The Partner Response tothe IC S&T InvestmentLandscape aggregatespublic- and private-sector RFI responsesagainst the LandscapeNeeds and providesthem to IC experts forevaluation and aidinginvestment decisions.

Prior to initiatingthe next cycle ofintelligence Needsaggregation, DS&Toutbriefs insights toall stakeholders whileproviding partners anongoing opportunity toengage the IC.

To meet anticipatedintelligence Needs,DS&T works withits partners toidentify the ICs keyfuture capabilities,technologies, andresearch challenges.

Executive Order

12333 (1981)


Industrial R&D Funding BeginsExceeding Government R&DFunding in the US (Circa 1980)

Office of Strategic ServicesDisbanded (1945)

Classified By:2352903Derived From:MultipleSources

DeclassifyOn:25X1,20631231

Intelligence Reform AndTerrorism Prevention Act of 2004

(U) FY2015-2019IC S&T

(U) ENSURING FUTURE CAPABILITIES

ALIGN TO MISSION NEEDS

INVESTMENT LANDSCAPE

14246

1| I4-14

Figure 3.2 The Intellgence Scence and Technology Partnershp (In-STeP)

As shown n Fgure 3.1, In-STeP uses these documentsthe Landscape and the Partner Responseand the

assocated RFI, culmnang n In-STeP outreach aces wth IC partners and IC colleagues from the S&T,

acquson, and partner engagement communes. In-STeP outreach ncludes regular meengs between

IC partners, DS&T sta, members of the NISTC, and representaes from the ICs acquson and

procurement communes.

Strengthen Integraon across the IC S&T Enterprise

Whle the IC elements each contrbute to the collece S&T resources of the enterprse, they also sere

unque funcons wthn ther own customer communes. Hang

eoled to sere unque purposes, the IC gans strength from the

ntegraon of ther S&T eorts, whle recognzng that they also retanunque specalzaon deeloped oer me to sere the needs of ther

prmary customers.

As noted n the Landscape, the DS&Ts breakdown of IC-wde S&T

needs shows that t s essenal for FMs to coordnate ther R&D

aces based on ther competences. As many needs are cross-

dscplnarytouchng at least seeral elements and/or FMs

DS&T wll play a stronger role to ensure that they are adequately

resourced and addressed, ncludng coordnaon of related R&D

Accordingly, DS&T and the

NISTC will move in FY2016 to

instuonalize new mechanisms

to coordinate pre-operaonal

R&D eorts related to cross-

Community challenges, thereby

freeing up FMs resources to

accelerate current programs or

confront addional challenges

within their funconal areas.


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12


aces across parcpang IC elements. Accordngly, DS&T and the NISTC wll moe n FY2016 to

nstuonalze new mechansms to coordnate pre-operaonal R&D eorts related to cross-Communty

challenges, thereby freeng up FMs resources to accelerate current programs or confront addonal

challenges wthn ther funconal areas.

The Landscape and the Partner Responseprode unprecedented nsght nto both IC-wde challenges

and potenal techncal soluons, and wll nform IC S&T strategc plannng and the dscussons durng the

annual element porolo reews. A prmary goal of future porolo reews wll be to nform IC enterprse-

leel program plannng n support of the Needs lsted n the Landscape. Ths may nclude nformng the

IPPBE process, denfyng and resolng cross-program dependences, recommendng budget changes,

and ealuang execuon ablty and performance. Ulmately, basng the annual porolo reews on the

Landscape Needs wll help ensure that IC element S&T nestment porolos combne to form a more

comprehense, ntegrated IC nestment porolo.

Develop and Protect Disrupve Capabilies To Meet IC Needs

In-STeP s desgned to capture Communty-wde Needs and assgn responsblty to the releant FMs toprode a soluon, as aded by partners. Howeer, addonal organzaons and non-requrements dren

enes are also needed to prode the exblty to operate outsde of ths manstream process. Ths

measure of exblty enables these enes to deelop truly dsrupe soluons that may not be possble

wthn a larger organzaon wth tradonal busness models.

ODNIs Intellgence Adanced Research Projects Acty (IARPA) s one way to collaborate across the

IC to deelop noel methods and technologes to ensure ts research addresses releant future needs.

Ths Communty-wde focus ensures IARPAs ablty to address cross-agency challenges, leerage cross-IC

operaonal and R&D experse, and coordnate transon strateges wth our agency partners.

DS&T Strategic StudiesIn addon to denfyng techncal challenges for nddual IC FMsas well as those challenges on whch

they need to collaboratethe rst teraon of the Landscapedened a number of new scence

Needs that wll be the focus of future DS&T-led naes to organze, plan, and execute coordnated

eorts. The majorty of these new areas of understandng wll requre leeragng partners outsde of the

NIP, such as the Naonal Scence Foundaon and the Naonal Academes of Scence. These eorts wll

buld on current or preous DS&T eorts to change the busness model n a arety of areas, such as

deo analycs and denty ntellgence.

A key challenge for the IC S&T enterprse when deelopng dsrupe technologes s balancng the oen

necessary need for open, unrestrcted scenc collaboraon wth the global research communty and the

needs of naonal securty. Securty and counterntellgence must play a sgncant role n all aspects of the

IC S&T research enterprse f the US s to explot ts hard-earned techncal adantages. The Research and

Technology Protecon (RTP) process, deeloped and mplemented at IARPA, represents a best pracce for

acheng ths balance. The RTP process prodes a systemac and reproducble comprehense securty and

technology protecon framework for all funded research aces. It denes threats to S&T naes

whch could compromse research, place the US at a technologcal dsadantage, or compromse our naonal

securty. Moreoer, determnng the protecon framework at the ery onset of a research acty ensures

approprate, consstent, classcaon decsons and denes the extent to whch parcpaon from non-

tradonal sources such as academa, small busnesses, and nternaonal organzaons can be allowed.


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13

Shape Resources

Insghts gleaned from future S&T porolo reews wll drectly nuence S&T IPPBE engagement, resulng n

S&T nestment porolos wth meanngful, hgher-prorty techncal nestments. Ths engagement process

leerages the nteracon of the NISTC wth the DS&T to dramacally ncrease the applcaon of adanced

techncal capables to the challengng problems of the future.

Addonally, DS&T analyss of the LandscapeNeeds and partners assocated RFI responses are drng the

dencaon of specc msson goals and techncal objeces that wll be crcal for ensurng ntellgence

adantage, parcularly as they relate to the ICs new scence Needs. Partner-reported data from ODNI

RFI 14-02 were used to explore lnkages between the Landscape needs and the results suggest that ts

challenges are strongly connected. In fact, of the 302 S&T Needs n the Landscape, only 35 were not

connected n any way.

As shown n Fgure 3.3, analyss of partner responses aganst the S&T Needs enabled the dencaon of sx

nal new scence challenge areas, whch acted as the bass for creang prelmnary technology roadmaps.

These roadmaps were ntended to dscern and denote the key capables, technologes, and basc researchchallenges for the IC and the broader US Goernment. Ulmately, such roadmaps allow for engagement on a

raonal, defensble bass wth external partners n the US Goernments basc research fundng agences.

These roadmaps were further deelopedup to the lmts of propretary nformaonwth the help of

ndustral partners whose base of experse complemented the ICs n key emergng techncal areas. These

roadmaps also form the bass of propretary one-on-one dscussons wth partners workng n these techncal

areas. Gong forward, DS&T sta analyss of the LandscapeNeeds and RFI responses wll aord the IC an

endurng mechansm for engagng wth ndustry partners to denfy addonal specc capables and

technologes, as wll IC partners own eorts.

Moreoer, the roadmaps wll be used by the ICs acquson communty as the bass for deelopng

aconable plans for deelopng the technologes essenal to ICs future mssons. Wth buy-n from both theIC and ts partners, these plans wll prode the prorzaon and gudng prncples of nestment for the

technologes dened n the roadmaps. An example of one of these roadmaps s presented n Fgure 3.4.

Usng specc research nsghts dened through the nal sx In-STeP-dered roadmaps, the IC S&T

enterprse wll work nternally and wth the US Goernments basc research communtyn close

collaboraon wth the prate sectorto ensure that the capables and technologes requred to sole

future IC Needs are ulmately put nto users hands. Gong forward, ths method wll connue to prode IC

leaders wth a beer understandng of where the IC should bolster, leerage, or reallocate S&T resources as

nestment decsons related to the Lead-Inuence-Adapt-Adopt construct are made.

Lastly, as a complement to In-STeP and other US Goernment basc research fundng eorts, DS&T n FY2016

wll pursue nang a new eortIntelligence Ventures in Exploratory Science and Technology (In-VEST)to

champon new scence opportunes dened through ndustry-led roadmap aces. In-VEST wll ulzeDS&T and element expert dencaon of projects and leerage the elements or serce labs contracng

oces and program managers to manage dened projects for ensurng connued ntellgence adantage.


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IC partners reported technical soluons that addressed mulple LandscapeNeeds.

These responses were used to drive a preliminary network analysis of the 302 S&T-

related Categories 0-3 Needs within the FY2015-2019 IC S&T Investment Landscape.

Figure 3.3 DS&T Down-Select Process for Idenfying Inial In-STeP-derived Challenge Areas

Linkages between the LandscapeS&T-related needs, as derived from data provided by IC partners through

the RFI responses, were used to idenfy the inial six clusters for industry-led roadmap acvies. Future

acvies using this process will develop roadmaps in addional areas of interest to the IC, the broader

US Government, and the private sector. For example, as the LandscapeCategory Two Needs are cross-

disciplinary in natureby denion impacng several IC elements and FMsa coordinaon of acvies

across parcipang IC elements would be benecial.

DS&T analysis of the partner-reported linkages between the 67 Category 3 new science Needs allowed fo

the idencaon of six inial clustered challenge areas. Industry partners used these challenge areas as a

basis for creang detailed technical roadmaps for meeng key aspects of these challenge areas through 203

Consistent with

DS&Ts primary focus

on the Category 3

Needs, inial roadmap

eorts concentrated on

major challenges within

that category. Planned

eorts will build on this

approach, expanding

to include addional

categories and

stakeholders.

SpaceCapabilityResilience

NovelSensors

To Reveal

Adv ersaryAct iv iti esEnhanced Processingand Management of DataFrom Disparate Sources

Aut onomousDiscovery of Structur e,

Vulnerabilities, andMalicious Functionality

In SoftwareAnd Firm ware

MaximizingAnal yti c Ins igh t

From FusedDatasets

Ant ici pati ng, Di scerni ng,And Charac teri zing Glob al

Proliferation Activities


23/34


24/34



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19

CHAPTER 4

Application of the IC S&T Strategic Framework to the IC Elements and Partners

The IC elements contrbuons are crcal to the collece S&T resources of the enterprse6. They sereunque funcons and retan specalzaon n key areas that hae deeloped oer me to sere the needs of

polcymakers and warghters. Accordngly, the goal of ths Strategic Plans nether to radcally refocus the

drecon of the elements nor to dlute ther core competences, but rather to prode a bass for ensurng

that IC-wde Needs are ecently met. Such an approach also allows the elements to beer ulze ther

resources aganst FM-specc challenges.

To meet these goals, begnnng n FY2016 ODNI/DS&T wll ensure that IC element S&T nestments combne

to form a more comprehense, ntegrated IC R&T nestment porolo. Accordngly, a prmary goal of

the Naonal Intellgence R&T program reew7wll be to nform and nuence IC enterprse-leel program

plannngto nclude CIG algnment, cross-program dependences, budget changes, execuon ablty and

performancen accordance wth the Needs lsted n the Landscape. Ths reew process wll denfy gaps

for the followng years cycle of the IPPBE process.

The IC S&T porolo reew8wll complement and supplement the subsequent scal years R&T program

reew wth program detals and nterace NISTC member dscusson, enablng a fuller pcture of

Communty-wde R&T eorts. Addonally, workng wth ODNIs Chef Fnancal Ocer (CFO) and the Oce

of Systems & Resource Analyses (SRA), the reew wll assess success and denfy gaps, oerlaps, and other

areas for mproement n the next IPPBE cycle. The results of the two reews wll be combned nto a

porolo summary proded to the DNI and the Prncpal Deputy Drector of Naonal Intellgence (PDDNI),

and made aalable to the NISTC for further dssemnaon wthn the elements S&T enterprses.

Only through a rgorous porolo reew process can senor leadershp gan the nsghts needed to ensure

that the ICs S&T nestment porolo contans meanngful, hgh-prorty techncal nestments that are

sutably fundedor to raonally and defensbly request addonal top-lne fundng from the Oce ofManagement and Budget (OMB). Ths engagement process wll leerage nteracons of the NISTC wth

the DS&T to dramacally ncrease the extent of collaboraon and accelerate the applcaon of adanced

techncal capables to meet future challenges.

6 See Appendx B for a reew of IC eorts to ensure the health and sucency of the IC S&T enterprse.

7 The DS&T conducts an annual program reew of NIP R&T aces to assess progress aganst IC S&T plannng objeces and

crcal ntellgence problems as part of hs role n asssng the DNI n formulang a long-term strategy for scenc adances n

the eld of ntellgence and on the scence and technology elements of the budget.

8 The IC S&T porolo reew wll be a comprehense, cross-agency reew of the currently execung S&T programs funded by

the NIP, enablng de-concon and collaboraon between programs and agences as well as oerall coordnaon of programs

and projects. The focus wll be to reew current research aces and assess the IC S&T porolo for eeceness and

progress n addressng msson requrements and challenge problems.


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20


These eorts wll ensure that the IC S&T enterprse s able to expand and buld upon the contrbuons from

non-tradonal partners such as small rms and academancludng through the IC Postdoctoral Research

Fellowshp Programthat can play a role n creang future IC capables and deelopng human captal.

Smaller rms and unerses that do not tradonally collaborate wth or contract wth the US Goernmentpresent ther own unque challenges, but they prode unque capables and sklls for the IC. The IC S&T

enterprse wll therefore moe to ncorporate, to the extent praccable, the methods employed by In-Q-Tel,

IARPA and others to engage small busnesses and academc partners.

Accordngly, t s essenal for FMs to work together to explot IC competences n key areasexclusively

within the realm of the NIP. Smlar to DS&T analyss of the new scence Needs, NISTC analyss of the

RFI responses wll allow for the dencaon of specc msson goals and techncal objeces that wll be

crcal gong forward for ensurng ntellgence adantage, parcularly as they relate to cross-Communty

Needs. Recognzng that IC workng groups already exst and coer many of these challenges, DS&T wll lend

ts processes and ndustry assocaon connecons to these bodes for creang and acng on roadmaps

under the auspces of the NISTC.


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21

CHAPTER 5

Conclusions and Next Steps

Responsibly Managing Risk across the IC S&T Enterprise

Gen the budgetary and operaonal challenges the IC s lkely to

connue facng n the comng years, the condons are now rght for

the IC to focus on enhancng ts ulty wth polcymakers, warghters,

and other IC stakeholders usng the same or fewer resources. Usng

the comprehensive process outlined in this Strategic Plan, the DS&T

and the NISTC wll prode IC stakeholders wth sucent nsght and

transparency to ensure that the most promsng means of generang

ntellgence adantage are pursued. By mplemenng ths Strategic

Plan, the DS&T and the NISTC wll make nformed nestment

recommendaons to the DNI and the PDDNI, as well as to the Whte

House regardng the allocaon of resources to manage rsk moreeecely across the IC: a task that the Communty s challenged

to accomplsh n a raonal and defensble way wth the tools and

pracces currently aalable.

The challenges facng the IC S&T enterprse are daunng, but not nsurmountable. In-STeP enablesDS&T to

champon creae, collaborae, IC-wde R&D eorts and nestments, recognzng the alue of booms-up,

grassroots nnoaon across the Communty and beyond. DS&T wll use In-STeP as a means for nteracng

wth and expandng partnershps across the US Goernment, ndustry, and academa.

By implemenng this Strategc

Plan, the DS&T and the NISTC

will make informed investment

recommendaons to the DNI and

the PDDNI, as well as to the White

House regarding the allocaon

of resources to manage risk more

eecvely across the IC: a task

that the Community is challenged

to accomplish in a raonal anddefensible way with the tools and

pracces currently available.


28/34



29/34

23

APPENDIX A

Acronyms

CFO Chef Fnancal Ocer

CIA Central Intellgence Agency

CIG Consoldated Intellgence Gudance

COTS Commercal-o-the-shelf

DDNI/II ODNI Deputy Drector of Naonal

Intellgence for Intellgence Integraon

DIA Defense Intellgence Agency

DOD Department of DefenseDOE Department of Energy

DNI Drector of Naonal Intellgence

DS&T ODNI Drector of Scence and Technology

FFRDC Federally Funded Research and

Deelopment Center

FM Funconal Manager

IARPA Intellgence Adanced Research

Projects Acty

IC Intellgence Communty

IC CAE IC Centers of Academc Excellence n

Naonal Securty Studes

In-STeP Intellgence Scence and Technology

Partnershp

In-VEST Intellgence Ventures n Exploratory

Scence and Technology

IPL Integrated Prorty Lst

IPPBE Intellgence Plannng, Programmng,

Budgeng, and Ealuaon

IRAD Independent Research & Deelopment

MIP Mltary Intellgence Program

NGA Naonal Geospaal-Intellgence Agency

NIM Naonal Intellgence Manager

NIP Naonal Intellgence Program

NIS 2014 Naonal Intellgence Strategy of

the Unted States of Amerca

NISTC Drector of Naonal Intellgence Scence

and Technology Commee

NRO Naonal Reconnassance Oce

NSA Naonal Securty Agency

ODNI Oce of the Drector of Naonal

Intellgence

OMB Whte House Oce of Management

and Budget

OSTP Whte House Oce of Scence and

Technology Polcy

PDDNI Prncpal Deputy Drector of

Naonal Intellgence

PECASE Presdenal Early Career Award forScence and Engneerng

R&D Research and Deelopment

RTP Research and Technology Protecon

RFI Request for nformaon

S&T Scence and Technology; Scenc

and Technologcal

SRA ODNI Systems and Resources Analyses

STEM Scence, Technology, Engneerng,and Mathemacs

UARC Unersty-alated Research Center

UIS(s) Unfyng Intellgence Strategy(es)

UTAP Undergraduate Tranng and

Assstance Program


30/34



31/34

25

APPENDIX B

Efforts For Ensuring the Health and Sufficiency of the IC S&T Enterprise Workforce

The Intellgence Communty (IC) requres a hghly-sklled talent pool to perform ts myrad techncal mssons.Although t s understood that each IC element recruts and draws ts scence and technology (S&T) talent

from dened and eed ppelne sources n algnment wth ts establshed requrements, the below

naes llustrate how organzaonal pracces and communty programs can strengthen and broaden an

S&T employees career deelopment, prode an IC showcase for demonstrang the alue and recognon

of S&T talent; and augment and expand the ICs S&T workforce as necessary to meet crcal msson needs

through collaborae academc and ndustry partnerng.

The Presidenal Early Career Award for Science and Engineering (PECASE) Awards Program

ODNI recently establshed an IC mechansm for parcpaon n the PECASE Awards Program admnstered by

the Whte House Oce of Scence and Technology Polcy (OSTP). PECASE recognzes outstandng scensts

and engneers at the outset of ther ndependent research careers who show exceponal potenal for

leadershp n adancng scenc knowledge.

DNI S&T Fellows Program

Snce 2006, the Oce of the Drector of Naonal Intellgence (ODNI) Scence and Technology Fellows Award

has been granted to 46 exemplary IC researchers, scensts and technologsts. DNI S&T Fellows are top

S&T ocers, who recee research fundng to pursue noel and hgh-mpact techncal research that drectly

addresses IC msson needs.

IC S&T Awards Program

The annual IC S&T Awards Program recognzes one nddual and one team throughout the IC enterprse

who made exceponal contrbuons n basc and/or appled research, or adanced technology deelopment

n such a way as to enhance the ICs ablty to meet ts msson.

IC Centers of Academic Excellence in Naonal Security Studies (IC CAE)

The IC has the ablty to access a cadre of future S&T talent by drectly engagng more than 30 colleges and

unerses through the IC Centers of Academc Excellence n Naonal Securty Studes.

IC Postdoctoral Research Fellowship Program

The ICs connecon to ground-breakng research beng conducted n academa and the naonal laboratores

has been strengthened through the IC Postdoctoral Research Fellowshp Program. Snce 2000, the IC Postdoc

Program has funded 266 Fellows from more than 90 nstuons who are conducng unclassed basc

research n areas of strategc nterest to the IC.


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26


Efforts For Ensuring the Health and Sufficiency of the IC S&T

Enterprise Workforce (Continued)

The Undergraduate Training and Assistance Program (UTAP)

UTAP s supported by the Central Intellgence Agency (CIA), Defense Intellgence Agency (DIA), Naonal

Geospaal-Intellgence Agency (NGA), and the Naonal Securty Agency (NSA). It prodes college students,

parcularly women and mnorty students majorng n computer scence and engneerng wth a research

experence and annual salary.

The Naonal Reconnaissance Oce (NRO) Technology Fellowship Program

The NROs Technology Fellowshp Program objeces nclude smulang ndustry parcpaon n R&D

areas crcal to the NRO and the IC, supporng the deelopment of future technology leaders, and forgng

strategc relaonshps.

The Naonal Geospaal-Intelligence Agency STEM Career and Professional Development Roadmap

NGA recently establshed a Scence, Technology, Engneerng, and Mathemacs (STEM) Career and

Professonal Deelopment Roadmap as a framework for prodng knowledge of long-term career pathways.

The program helps S&T employees cra an nddual deelopment plan that ncludes tranng and

educaon, mentorng, derse assgnments, and experences.


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Key In-STeP documents include:

Executive Order12333 (1981)




ClassifiedBy: 2352903DerivedFrom:MultipleSources

DeclassifyOn: 25X1,20631231


(U) FY2015-2019IC S&T

(U) ENSURING FUTURE CAPABILITIES

ALIGN TO MISSION NEEDS


EC E // I/ //

EC E // I/ //

1

1

|

I

-1

February 2014

FY2015-2019 IC S&T Investment Landscape TS/SCI version

Projects the science and technology (S&T) Needs of disparate stakeholders including the National Intelligence Managers, the combatant commands, and othIC customers and specialty groups, and

Provides an auditable, rational structure within which both industry and ICelements link S&T investments to customer needs





ClassifiedBy: 5082552

DerivedFrom:MultipleSourcesDeclassifyOn: 20401231


(U) FY2015-2019IC S&T

(U) ADVANCING PARTNER ENGAGEMENT

TO MEET ALLIANCE MISSION NEEDS


Apr il 2015

FY2015-2019 IC S&T Investment Landscape SECRET//REL TO USA,

FVEY version Further facilitates the sharing of the LandscapeNeeds with the combatant

commands and foreign partners, and

Provides a basis for leveraging allied capabilities and resources






DerivedFrom:MultipleSourcesDeclassifyOn: 25X1,20651231


(U) PARTNER RESPONSETO THEFY2015-2019 IC S&TINVESTMENT LANDSCAPE(U) MITIGATING RISK BY INFORMING

DECISION-MAKING

February 2015

Partner Response to the FY2015-2019 IC S&T Investment Landscape TS/SCI version

Provides a high-level matching of public- and private-sector partners existing,

funded programs to the IC-wide Needs captured in the Landscape,

Enables IC developers to achieve unprecedented insight into the commercialsolution marketplace, and

Extensive database of proprietary efforts available to US Government personnel






INDUSTRY SNAPSHOTSUMMARY OF PARTNER RESPONSES

TO THEFY2015-2019 IC S&TINVESTMENT LANDSCAPE

March 2015

Industry Snapshot Summary of Partner Responses to the FY2015-2019IC S&T Investment Landscape UNCLASSIFIED version

Provides a preliminary, non-proprietary market analysis of partner-proposedsolutions to the LandscapeNeeds, and

Offers a resource for industry and US Government-wide S&T planning as well as

procurement and acquisition decision-making






DerivedFrom:MultipleSourcesDeclassifyOn: 25X1,20651231


(U) FY2016-2020IC S&T

(U) MANAGING RISK TO ENSURE

INTELLIGENCE ADVANTAGE

STRATEGIC PLAN

May 2015

FY2016-2020 IC S&T Strategic Plan TS/SCI and UNCLASSIFIED version

Acts as the charter document guiding the ICs S&T activities,

Advances the ICs ability to manage risk across the National Intelligence Program

Incorporates insights from LandscapeNeeds-driven, industry-led S&Troadmap activities, and

Informs IC elements acquisition investment decisions

The Intelligence Science and

Technology Partnership

For more information, please contact S&[email protected]

Transla

teIntelligence

Cha

llenges

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masterspy fy2016-2020 ic sci-tech strategic plan.pdf

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