7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
1/34
1
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
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
2/34
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
3/34
i
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
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
4/34
ii
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
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
5/34
iii
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
Oce of the Drector of Naonal Intellgence
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
Oce of the Drector of Naonal Intellgence
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
6/34
This page intenonally lef blank.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
7/34
v
FY2016-2020ICS&TSTRATEGICPLAN:MANAGINGRISKTOENSUREINTELLIGENCEADVANTAGE
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
8/34
This page intenonally lef blank.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
9/34
1
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
10/34
2
FY2016-2020ICS&TSTRATEGICPLAN:MANAGINGRISKTOENSUREINTELLIGENCEADVANTAGE
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
11/34
3
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
12/34
4
FY2016-2020ICS&TSTRATEGICPLAN:MANAGINGRISKTOENSUREINTELLIGENCEADVANTAGE
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
13/34
5
Figure 2.1 The Intellgence Communty Scence and Technology Strategc Framework.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
14/34
6
FY2016-2020ICS&TSTRATEGICPLAN:MANAGINGRISKTOENSUREINTELLIGENCEADVANTAGE
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
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
15/34
7
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
16/34
8
FY2016-2020ICS&TSTRATEGICPLAN:MANAGINGRISKTOENSUREINTELLIGENCEADVANTAGE
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
17/34
9
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
18/34
10
FY2016-2020ICS&TSTRATEGICPLAN:MANAGINGRISKTOENSUREINTELLIGENCEADVANTAGE
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
19/34
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)
National Security Act of 1947
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
20/34
12
FY2016-2020ICS&TSTRATEGICPLAN:MANAGINGRISKTOENSUREINTELLIGENCEADVANTAGE
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
21/34
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
22/34
FY2016-2020ICS&TSTRATEGICPLAN:MANAGINGRISKTOENSUREINTELLIGENCEADVANTAGE
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
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
23/34
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
24/34
This page intenonally lef blank.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
25/34
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
26/34
20
FY2016-2020ICS&TSTRATEGICPLAN:MANAGINGRISKTOENSUREINTELLIGENCEADVANTAGE
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
27/34
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
28/34
This page intenonally lef blank.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
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
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
30/34
This page intenonally lef blank.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
32/34
26
FY2016-2020ICS&TSTRATEGICPLAN:MANAGINGRISKTOENSUREINTELLIGENCEADVANTAGE
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.
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
33/34
Key In-STeP documents include:
Executive Order12333 (1981)
National Security Act of 1947
Industrial R&D Funding BeginsExceeding Government R&DFunding in the US (Circa 1980)
Office of Strategic ServicesDisbanded (1945)
ClassifiedBy: 2352903DerivedFrom: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
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
Executive Order12333 (1981)
National Security Act of 1947
Industrial R&D Funding BeginsExceeding Government R&DFunding in the US (Circa 1980)
Office of Strategic ServicesDisbanded (1945)
ClassifiedBy: 5082552
DerivedFrom:MultipleSourcesDeclassifyOn: 20401231
Intelligence Reform AndTerrorism Prevention Act of 2004
(U) FY2015-2019IC S&T
(U) ADVANCING PARTNER ENGAGEMENT
TO MEET ALLIANCE MISSION NEEDS
INVESTMENT LANDSCAPE
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
Executive Order12333 (1981)
National Security Act of 1947
Industrial R&D Funding BeginsExceeding Government R&DFunding in the US (Circa 1980)
Office of Strategic ServicesDisbanded (1945)
ClassifiedBy: 2352903
DerivedFrom:MultipleSourcesDeclassifyOn: 25X1,20651231
Intelligence Reform AndTerrorism Prevention Act of 2004
(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
Executive Order12333 (1981)
National Security Act of 1947
Industrial R&D Funding BeginsExceeding Government R&DFunding in the US (Circa 1980)
Office of Strategic ServicesDisbanded (1945)
Intelligence Reform AndTerrorism Prevention Act of 2004
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
Executive Order12333 (1981)
National Security Act of 1947
Industrial R&D Funding BeginsExceeding Government R&DFunding in the US (Circa 1980)
Office of Strategic ServicesDisbanded (1945)
ClassifiedBy: 2352903
DerivedFrom:MultipleSourcesDeclassifyOn: 25X1,20651231
Intelligence Reform AndTerrorism Prevention Act of 2004
(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
intoAn
tic
ipa
tedTec
hn
ica
lNee
ds
Survey
Partners
Fun
de
dEffort
s
toInform
Dec
isions
En
sure
Intelligence
Advan
tage
7/23/2019 Masterspy FY2016-2020 IC Sci-Tech Strategic Plan.pdf
34/34