Masterspy FY2016-2020 IC Sci-Tech Strategic Plan PDF

Intelligence Reform And
Terrorism Prevention Act of 2004
FY2016-2020 IC S&T
STRATEGIC PLAN
Executive Order
12333 (1981)
MANAGING RISK TO ENSURE

INTELLIGENCE ADVANTAGE
Industrial R&D Funding Begins

Exceeding Government R&D
Funding in the US (Circa 1980)
National Security Act of 1947
Office of Strategic Services

Disbanded (1945)
About the Cover:

The cover uses a red and blue double helix to represent multiple concepts relating to the
Intelligence Communitys (ICs) science and technology (S&T) efforts. For example, starting at the
bottom 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 capabilities 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 critical importance of basic research to the ICs mission.
Contents
Foreword............................................................................................................................................. iii
ision, Mission, and Guiding Principles for Intelligence Community
V
Science and Technology Enterprise Investments............................................................................ v
Chapter 1 Introduction.............................................................................................................. 1
The Need for a Comprehensive, Rational, and Defensible IC-wide Science and
Technology Strategic Plan.............................................................................................................................1
Chapter 2 The IC S&T Strategic Framework................................................................................ 3

Chapter 3 ODNI Application of the IC S&T Strategic Framework................................................ 7
Anticipate IC-Wide Mission Needs...............................................................................................................7
Leverage the Strengths and Resources of Partners......................................................................................9
Inform Stakeholders of New Technology Opportunities............................................................................10
Strengthen Integration across the IC S&T Enterprise.................................................................................11
Develop and Protect Disruptive Capabilities To Meet IC Needs.................................................................12
Shape Resources........................................................................................................................................13
Chapter 4 Application of the IC S&T Strategic Framework

to the IC Elements and Partners.............................................................................. 19
Chapter 5 Conclusions and Next Steps..................................................................................... 21
Responsibly Managing Risk across the IC S&T Enterprise..........................................................................21
Appendices
Appendix A
Appendix B
Acronyms..................................................................................................................................23
Efforts For Ensuring the Health and Sufficiency of the IC S&T Enterprise Workforce..................25
FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE
Figures
Figure 2.1
Figure 3.1
Figure 3.2
Figure 3.3
Figure 3.4
ii
The Intelligence Community Science and Technology Strategic Framework..............................5

Landscape selection process for assigning Needs to various Performers..................................8
The Intelligence Science and Technology Partnership (In-STeP)...............................................11
Down-select process for identifying initial In-STeP challenge areas................................... 14-15
Roadmap: Enhanced Processing and Management of Data from Disparate Sources.............. 16-17
Foreword
FROM THE PRINCIPAL DEPUTY DIRECTOR OF NATIONAL INTELLIGENCE:
The FY2016-2020 IC S&T Strategic Plan advances the Office of the Director of National Intelligences ability to
manage risk across the National Intelligence Program, and is the charter document guiding the Intelligence
Communitys (ICs) science and technology (S&T) activities. The Strategic Plan is comprehensive in its
approach, rational in its prescriptions, and defensible in its justification for action. In short, it is exactly what
we need to ensure our nations future intelligence advantage at a time when technological democratization,
unauthorized disclosures, and fiscal constraints threaten to erode the ICs capabilities and advantages.
This plan is a new way of doing business for the IC S&T enterprise, and this presents its own unique risks.
But the benefits of success far outweigh any perils, making now the time for the IC to implement this novel
approach.
The Honorable Stephanie L. OSullivan
Principal Deputy Director of National Intelligence
Office of the Director of National Intelligence
FROM THE DEPUTY DIRECTOR OF NATIONAL INTELLIGENCE FOR INTELLIGENCE

INTEGRATION:
Innovationto include technological advancements as well as improved business practicesis critical

to maintain the ICs role as the nations first line of defense and to our ability to provide the strategic
and tactical intelligence advantage required by policymakers and warfighters. As the principal means of
envisioning the ICs after next mission challenges, I will continue to actively support this Strategic Plan,
which will be critical to ensure the IC and our partners are able to meet future intelligence needs and better
promote a mutual understanding of our requirements and capabilities.
Mr. Michael P. Dempsey
Deputy Director of National Intelligence for Intelligence Integration
FROM THE DIRECTOR OF SCIENCE AND TECHNOLOGY:
To meet its vision of ensuring intelligence advantage, the IC and its S&T enterprise must know where it
is headedand it will need its partners help in charting the best course forward. Partnership is not a
buzzword in the Strategic Plan; rather, it is its defining principle. We designed the Strategic Plan to be
useful, flexible, enduring, and inclusive. I am particularly excited about involving our partners in generating
technical roadmaps to solve current and anticipated intelligence challengesan ongoing effort to keep the
IC pointed in the right direction regardless of the challenges it faces. Feedback on this document can be
provided to S&TInvestment@dnits.ic.gov (JWICS) or S&TInvestment@dni.govmy staff and I look forward to
hearing from you.
Dr. David A. Honey
Director of Science and Technology
iii
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Vision
Ensure intelligence advantage
Mission
Apply science and technology to solve intelligence problems
Guiding Principles for Intelligence Community

Science and Technology Enterprise Investments
Protect innovation at the edge. Make S&T investment choices at the bench
level, where technical expertise is deepest.
Develop R&D plans that are rational, traceable, and defensible. Fully address
Heilmeier Questions with milestones and metrics.
Acquire and develop talented technical professionals and leaders. Staff the
IC S&T enterprise with able researchers, managers, and leaders.
Ensure all work is subject to scrutiny. Require conflict of interest-free peer
review for all programs, projects, and strategies.
Leverage collaboration and enable integration. Realize transparency through
information sharing.
Challenge assumptions regarding the best performer or solution. Pursue open
competitionavoid sole source awards of research grants and contracts.
Deny adversaries access to our hard-earned advantages. Build counterintelligence
efforts and safeguards into every program.
Meet requirements efficiently. Influence build or buy (lead, influence, adapt,
adopt) decisions that conserve funding and meet mission requirements.
CHAPTER 1
Introduction
The Need for a Comprehensive, Rational, and Defensible IC-wide Science and Technology
Strategic Plan
Faced with growing budgetary pressures at home while struggling to stay ahead of changes resulting
from an increasingly open and fast-moving global environment, the US Intelligence Community (IC) must
innovate in the way it surveys, develops, and accelerates the adoption of new technologies and methods
to ensure continued US intelligence advantage. To do so, the IC needs an improved understanding of the
threats that our nation and its allies are likely to face as well as an improved means of addressing them. As
the primary means for developing the often unique tools required for meeting these threats, the IC science
and technology (S&T) enterprise must address the ICs strategic priorities, support and leverage external
partners efforts, and ensure that prospective technical advances and newly-developed capabilities are
shared with the appropriate stakeholders.
Each of the ICs technical challenges is likely to have within it a number of technologies that are required
to deliver a system solution. Given the fiscal constraints that the IC faces it is neither possible nor desirable
for the IC to be a world leader in all of those technologies all of the time. As technology matures the US
Governments market share often decreases to the point where it becomes available as commercial-off-theshelf (COTS), lowering acquisition cost while simultaneously increasing yield, uniformity, and reliability.
Choosing where to apply S&T investments so as to get the right technology at the right time at the right cost
requires careful analysis and monitoring of the development of the technologies of interest. Although COTS
items can be a great cost savings, changes in commercial markets can rapidly lead the development of items
of interest into a new direction that does not meet IC needs, or in some cases lead to obsolescence and
the need to identify and procure an alternative solution. Informing IC elements acquisition strategies from
any S&T strategic plan requires the planning and management of technologies in which the IC must choose
whether to lead, influence, adapt, and adopt, taking interagency and industry progress and cooperation into
account:
Lead. Focused, sustained investment is required to advance these technology areas and realize
benefits. The IC needs to define the performance goals, provide the vision, and specify the potential
products or capabilities.
Influence. Investments in these fields are required to understand and influence the fundamentals of
new technologies. Industry will generally lead development but the IC needs to be closely involved to
be assured that its needs are met.
Adapt. Commercial industry is pushing technology forward with expertise and research funding
levels with which the IC should not or cannot compete. In many of these fields, the IC needs to apply
commercial advances to intelligence tools.
Adopt. Commercial industry is driving intelligence-related technologies and the IC needs to simply
follow the world leaders. Without making significant investments, the IC should maintain our
understanding of what the leaders are doing in order to make knowledgeable decisions about
procurements.
At the heart of the Communitys acquisition decisions is the need for senior IC leaders to rationally and
defensibly manage risk. This includes the risks in pursuing uncertain yet high payoff technologies and
approaches as well as the risks in determining the optimal allocation of limited resources. The tools and
methods required to comprehensively manage these risks across the IC S&T enterprise do not exist today.
To remedy this deficiency, the FY2016-2020 IC S&T Strategic Plan establishes an enduring mechanism to
inform acquisition decisions and further integrate and align the IC S&T enterprise. It takes its direction from
the White Houses National Security Strategy and the Office of the Director of National Intelligences (ODNIs)
2014 National Intelligence Strategy of the United States of America (NIS). The Strategic Plan aligns with
numerous NIS Enterprise Objectivessuch as optimizing capabilities and activities across the IC to achieve
unity of effort and effect; developing, implementing, and managing IC-oriented approaches to improve
integration and interoperability of IC enabling capabilities; finding and deploying new scientific discoveries
and technologies; and strengthening partnershipsto generate technical solutions to IC challenges.
The Strategic Plan lays the foundation for generating meaningful, clearly articulated thrusts in areas critical
for aligning IC S&T enterprise and partners pursuits with future intelligence and national security Needs.
Following such a flexible yet enduring platform through 2020 positions the IC S&T enterprise to achieve its
vision of ensuring intelligence advantage.
CHAPTER 2
The IC S&T Strategic Framework
The IC S&T enterprise will continue to be called upon to solve many of our nations most pressing challenges,
often necessitating the development of novel technologies and approaches. Only by working closely with
a number of key stakeholders and customerssuch as those with wide-ranging mission needs like the
National Intelligence Managers (NIMs)1 can the IC S&T enterprise understand the full scope of intelligence
challenges that our nation faces, thereby allowing senior IC leaders to effectively guide investment decisions
and manage risk.
Given this new reality, the IC S&T Strategic Framework reflects an enduring method for capturing and
solving IC mission needs by integrating the Communitys strengths and activities. When applied across the
Community, such a process will further align R&D investments across the IC to avoid duplication and achieve
synergies across the National Intelligence Program (NIP).
Although most of the resources to meet IC S&T needs come from within the NIP, additional resources exist
within the US Governmentsuch as the Military Intelligence Program (MIP), the Department of Energy
(DOE) National Laboratories, the Department of Defense (DOD) Laboratories, and the Defense Advanced
Research Projects Agencythat can provide research synergies. Additionally, improved cooperation in
research with less traditional partners, such as the National Science Foundation, the National Aeronautics
and Space Administration, and the Department of Health and Human Servicesparticularly the National
Institutes of Health, the Biomedical Advanced Research and Development Authority, and the Centers for
Disease Control and Preventioncan be mutually beneficial.
However, this expanded mission comes with additional obstaclesaccess to classified information can be
a significant problem for many working within the basic research community. JWICS and even SIPRNET
terminals are rare commodities even at DOD laboratories, and are not likely to become more accessible
in the foreseeable future. Further complicating communication is the lack of cleared personnel. Finally,
reporting requirements and travel restrictions imposed on individuals who hold high security clearances
are viewed by most researchers and program managers as antithetical to the open, and often, international
nature of the basic research they are engaged in; simply put, they do not want to be exposed to classified
information. An important function, then, of the IC S&T enterprise is to be a selectively permeable
information conduit between these two very dissimilar worlds while staying ahead of security challenges and
foreign counterintelligence activitiesno easy feat.
Constituted under the auspices of the ODNI Office of the Deputy Director for Intelligence Integration (DDII), NIMs oversee
and integrate all aspects of the ICs collection and analytic efforts against a particular region or function. Each NIM serves as
single focal point within the ODNI for the integration of all activities related to the particular region or function, as well as being
the DNIs personal representative on the issue. NIMs maintain senior-level contacts with the intelligence, policymaking and
warfighting communities so that a full range of intelligence requirements for a particular function or region are met on a daily
basis. Lastly, NIMs set strategic guidance to improve IC collection and analysis over the long term.
Going forward, empowering disparate stakeholders with their own voice in the direction of meeting
Community challenges will be key to ensuring that senior IC leadership can make the informed resource
decisions needed to anticipate, inform, shape, strengthen, leverage, and develop as well as protect
disruptive S&T-related activities across the IC and beyond. As such, the IC will apply S&T to solve intelligence
problems and effectively manage risk by
Developing and protecting disruptive capabilities,
Anticipating mission needs,
Informing stakeholders of S&T-related developments,
Shaping S&T investments and efforts,
Strengthening integration, and
Leveraging partners and resources outside of the NIP to solve problems of interest.
The Strategic Plan reflects enduring IC mission needs and integrates IC element strengths and activities.
Because a strategic plan is only as real as the resources supporting it, the IC must integrate IC Program
Managers and Functional Mangers S&T investment plans. Only then can IC S&T leaders create a rigorous
and comprehensive S&T strategy with set priorities and commit to an investment plan. This document
represents that leadership commitment to enduring research critical to mission support.
Figure 2.1 The Intelligence Community Science and Technology Strategic Framework.
To accomplish these goals, the Strategic Plan articulates the Director of National Intelligences (DNIs)
vision for meeting IC-wide challengesnow and in the futureby expanding upon the process outlined in
the FY2015-2019 IC S&T Investment Landscape.2 Accordingly, the Strategic Plan will better align the IC S&T
enterprise by:
Providing the Community and its partners with insight into where S&T resources are being expended
and not expendedto better manage Community risk while ensuring the health and sufficiency of the
national security research enterprise,
In concert with the Landscape, completing the development of a comprehensive, defensible,
transparent, and traceable process for aggregating and solving intelligence challenges,
Institutionalizing new mechanisms to coordinate pre-operational R&D efforts related to crossCommunity challenges, thereby freeing up Functional Managers (FM) resources to confront additional
challenges within their functional areas, and
Through ODNIs Director of Science and Technology (DS&T), establishing initiatives to identify new
science problems that engage both the IC S&T enterprise as well as partners elsewhere in the US
Government, academia, and industry.
The first iteration of the FY2015-2019 IC S&T Investment Landscape, is located at: https://rspace.dodiis.ic.gov/rspace/docs/DOC-1162
CHAPTER 3
ODNI Application of the IC S&T Strategic Framework
Fully engaging all of the ICs resources is critical to maintaining our mission success. The realities of the
marketplace and the reduced share of the nations R&D that originates in government laboratories requires
the IC to closely examine the areas in which it must continue to lead, where it must influence partners R&D
investments, and where it must acquire new capabilities or procure commercially-available technology. As
the principal means to structure and to stress the importance of these activities, the DS&T has developed
the Intelligence Science and Technology Partnership (In-STeP).
Anticipate IC-Wide Mission Needs

To help envision the future technical challenges the IC is likely to face, ODNI/DS&T is leading the IC S&T
enterprise with the Landscape and In-STeP. In-STeP will influence IC S&T investments and inform industrys
independent research and development (IRAD) and cooperative research and development agreement
(CRADA) investments through FY2020 and beyond, and provides a set of precepts to guide decisions over
subsequent program and budget cycles. The Landscape
The Landscapewhich will be
which will be updated periodically at the direction of the DNI
updated periodically at the direction
serves as the principal mechanism to aggregate, relay, and
of the DNIserves as the principal
champion across the Community and its partners those
mechanism to aggregate, relay, and
anticipated IC-wide Needs that do not map directly to
individual IC elements functional responsibilities. Although a
champion across the Community and
variety of disparate sources are used to capture the breadth of
its partners those IC-wide Needs that
future IC challenges, the Landscape draws heavily from Deputy
do not map directly to individual IC
Director of National Intelligence for Intelligence Integration
elements functional responsibilities.
(DDNI//II) products.
A critical part of crafting the FY2015-2019 IC S&T Investment Landscape was to identify and aggregate
intelligence Needs from across the IC. To accomplish this objective in a manner calculated to reasonably
catalogue most of the Communitys Needs, DS&T staff used a variety of sources with differing perspectives:
Subject Matter Expert, Program Management, Specialized Customers, and Field End-Users. Because of the
pivotal role the DDNI//II NIMs3 play in driving ODNI integration policy, In-STeP is significantly influenced and
driven by their representation and assessment of Needs.
A cornerstone of the DNIs National Intelligence Strategy to integrate the operations of the Community is the appointment,
designation, and empowerment of ODNI National Intelligence Managers (NIMs) from amongst IC agencies subject matter experts.
NIMs oversee and integrate all aspects of the ICs collection and analytic efforts against a particular region or function and serve
as the single focal point within the ODNI for the integration of all activities related to the particular region or function. Lastly, NIMs
set strategic guidance to improve IC collection and analysis over the long term, and are responsible for the development, planning,
execution and success of the Unifying Intelligence Strategies (UIS) and generally the orchestration of UIS activities by managing the
policies and relationships among Community agencies.
Once IC-wide Needs were aggregated, they were filtered into various categories based largely on which
IC Functional Manager(s) or other entities would be best positioned to solve the IC Need. This method
of basing decisions on performers was selected to avoid the binning that often occurs when Needs
are subdivided into various topical areas. The process of collecting and filtering these Needs is shown
schematically in Figure 3.1.
CCMD
IPL
NIM UISs
FM Plans
and others
Surveying
and Aggregating
User Needs and
Challenges
Analysis
Needs
Categorizing and
Assigning Needs By
Performer(s)
CATEGORY
CATEGORY
CATEGORY
NIP funded
CATEGORY
Analytic Tool
Needs
Needs Best Served

by a Single Functional
Manager (FM)
Needs Best
Served by
Multiple FMs
New Science Needs

Challenge Problems Unlikely
To Be Solved by the NIP Alone
DS&T Advises
DS&T Delegates
DS&T Coordinates
DS&T Champions
Multi-source funded
N/A
Figure 3.1 Landscape selection process for assigning Needs to various Performers. Note that from Category Zero to Category Three
Needs, the role of the DS&T increases commensurately, moving from advising to ultimately championing S&T-related activities within
the IC.
To aid in future revisions of the Landscape, IC-wide productssuch as DDNI/IIs Unifying Intelligence
Strategies (UISs)should be prepared with the intent of encouraging interaction between the originators
of these products and the IC S&T enterprise. By fostering these connections, FMs S&T endeavors will be
focused on pursuing IC-wide Needs, in addition to those of the elements. Such contact will have the added
benefit of providing a mechanism for the IC S&T enterprise to keep disparate IC officialssuch as the NIMs
as well as the acquisition and procurement communitiesapprised of S&T-related developments that may
directly impact their missions.
Leverage the Strengths and Resources of Partners

Individual IC elements and their contractors are well-positioned to solve many needs in the Landscape, but
for a significant number of others it will be insufficient to rely exclusively on established R&D capabilities and
will require the expanded community of DOD, DOE, US industry, industry associations, foreign partners, and
academia. In addition to these resources, an active global campaign of investigation, collection, and outreach
is required. To address a number of needs it is essential that the IC leverage outside and non-traditional
resources to achieve new levels of scientific understanding.
To access and leverage these opportunities, DS&T-led IC initiatives
will be developed with the ODNIs Office of Partner Engagement
Understanding the technical
(PE) to build on overtures to S&T leaders across the Government to
solutions that industry is pursuing,
organize, plan, and execute coordinated efforts. Moreover, the DNI
combined with insight into current
has personally reached out to the Director of the Office of Science
programs gleaned from the portfolio
and Technology Policy (OSTP) to request help in bridging efforts
review and summary processes, will
across the nations S&T enterprise in areas of mutual benefit and
empower IC leadership to align R&D
to create an online research library for accessing interim and final
resources to better manage crossreports of US Government-funded research. DS&T will actively
Community risk.
participate in the DODs Reliance 21 effort, and at the DNIs
direction has invited the Under Secretary of Defense for Intelligence to participate in Director of National
Intelligence Science and Technology Committee (NISTC) activities. Lastly, to better leverage the considerable
S&T resources of DOEs National Laboratories, DS&T is working to align its efforts with innovative programs
throughout DOEs Field Intelligence Enterprise.
Making the Landscape available to cleared industrial partners and requesting continuous feedback, such
as through ODNI-RFI-14-02, will drive an increasingly open dialogue with our partners to inform and
learn from their efforts. These proprietary partner responses are provided to the NISTC membership for
discussion, evaluation, and distribution within the elements, and form the basis of the Partner Response to
the FY2015-2019 IC S&T Investment Landscape. As such, the Partner Response provides a high-level matching
of public- and private-sector partners existing, funded programs to the Needs captured in the Landscape.
Understanding the technical solutions that industry is pursuing, combined with insight into current programs
gleaned from the portfolio review and summary processes, will empower IC leadership to align R&D
resources to better manage cross-Community risk.
Inform Stakeholders of New Technology Opportunities

Ensuring that current anticipated IC needs align with promising technology development activities is an
important consideration in prioritizing S&T investments, but it is not the only one. Investment decisions on
new technological capabilities should not be driven solely by user requirements, but should also be informed
by new technical developmentsregardless of where they originate. In particular, decision-makers require
knowledge of, and exposure to, global R&D trends that could affect US national security or undermine the US
Governments R&D efforts.
S&T forecasting processes led by DS&T feed the ongoing development of an enterprise S&T Strategic Plan.
Forecasts and products such as the S&T Estimate4 are used to inform IC customers and the NISTC5 of novel
and prospective developments that could ultimately impact IC operations.
The Estimate highlights technology sectors with the potential to impact the IC enterprise during the next
ten years or which are expected to show rapid evolution. By identifying these key sectors, the Estimate
provides a starting point for enterprise-level strategic planning, informs inquiry to subject matter experts
within and outside of the IC S&T community, and establishes context to explore potential threats to
current and projected capabilities. It is available to all executive branch agencies as well as any cleared
contractor, federally funded research and development center (FFRDC) or university-associated research
center (UARC) via the R-Space website. This broad availability will allow synergies and integration among
government agencies and informs industry investment planning.
Combined with inputs from the elements, the S&T forecasting process will influence the Intelligence
Planning, Programming, Budgeting and Evaluation (IPPBE) process and IC element R&T investment activities
through integrating forecast projections and findings into the DNIs Consolidated Intelligence Guidance (CIG).
To further inform industry partners investment decisions, DS&T uses non-proprietary summary data from
the Partner Response and its associated RFI to provide feedback to the respondents as well as R-Space
participants. This information includes a preliminary market analysis of current and future opportunities
based on the Landscape Needs. In addition to affirming the DS&T commitment to building partnerships
across the public- and private-sectors, this outreach to industry is critical to the development of In-STeP
(SeeFigure 3.2).
4
5
10
The most recent iteration of the Estimate, the Science and Technology Estimate: 2012-2022, is located at: http://intelshare.
intelink.ic.gov/sites/acquisitiontechnology/sciTech/Products%20Repository/SandT%20Estimate_FINAL-PRINT.pdf (JWICS)
By statute, the NISTC is designated to be the standing body for the coordination and communication of S&T priorities and R&D
investments across the IC. The NISTC is chaired by the DS&T, and its members include the principal science advisors of the
elements of the National Intelligence Program. The Intelligence Reform and Terrorism Prevention Act of 2004 establishes and
broadly describes the duties and functions of the DS&T and the NISTC.
ODNI periodically issues Requests for Information

(RFIs) on the NRO and NSA Acquisition Resource
Centers as well as other means to solicit partner
efforts against the Landscape Needs.

(U) FY2015-2019 IC S&T

INVESTMENT LANDSCAPE
Executive Order
12333 (1981)

(U) ENSURING FUTURE CAPABILITIES

ALIGN TO MISSION NEEDS
14240681 | ID 4-14
Classified By: 2352903

Derived From: Multiple Sources
Declassify On: 25X1, 20631231

Disbanded (1945)
The IC S&T Investment

Landscape identifies
IC mission Needs
and technology
opportunities to
influence and inform
internal investments
and the activities of
partner organizations.
The Partner Response to

the IC S&T Investment
Landscape aggregates
public- and privatesector RFI responses
against the Landscape
Needs and provides
them to IC experts for
evaluation and aiding
investment decisions.
Prior to initiating
the next cycle of
intelligence Needs
aggregation, DS&T
outbriefs insights to
all stakeholders while
providing partners an
ongoing opportunity to
engage the IC.
To meet anticipated
intelligence Needs,
DS&T works with
its partners to
identify the ICs key
future capabilities,
technologies, and
research challenges.
Figure 3.2 The Intelligence Science and Technology Partnership (In-STeP)
As shown in Figure 3.1, In-STeP uses these documentsthe Landscape and the Partner Responseand the
associated RFI, culminating in In-STeP outreach activities with IC partners and IC colleagues from the S&T,
acquisition, and partner engagement communities. In-STeP outreach includes regular meetings between
IC partners, DS&T staff, members of the NISTC, and representatives from the ICs acquisition and
procurement communities.
Strengthen Integration across the IC S&T Enterprise

While the IC elements each contribute to the collective S&T resources of the enterprise, they also serve
unique functions within their own customer communities. Having
Accordingly, DS&T and the
evolved to serve unique purposes, the IC gains strength from the
NISTC will move in FY2016 to
integration of their S&T efforts, while recognizing that they also retain
institutionalize new mechanisms
unique specialization developed over time to serve the needs of their
to coordinate pre-operational
primary customers.
R&D efforts related to crossAs noted in the Landscape, the DS&Ts breakdown of IC-wide S&T
Community challenges, thereby
needs shows that it is essential for FMs to coordinate their R&D
freeing up FMs resources to
activities based on their competencies. As many needs are crossaccelerate current programs or
disciplinarytouching at least several elements and/or FMs
confront additional challenges
DS&T will play a stronger role to ensure that they are adequately
within their functional areas.
resourced and addressed, including coordination of related R&D
11
activities across participating IC elements. Accordingly, DS&T and the NISTC will move in FY2016 to
institutionalize new mechanisms to coordinate pre-operational R&D efforts related to cross-Community
challenges, thereby freeing up FMs resources to accelerate current programs or confront additional
challenges within their functional areas.
The Landscape and the Partner Response provide unprecedented insight into both IC-wide challenges
and potential technical solutions, and will inform IC S&T strategic planning and the discussions during the
annual element portfolio reviews. A primary goal of future portfolio reviews will be to inform IC enterpriselevel program planning in support of the Needs listed in the Landscape. This may include informing the
IPPBE process, identifying and resolving cross-program dependencies, recommending budget changes,
and evaluating execution ability and performance. Ultimately, basing the annual portfolio reviews on the
Landscape Needs will help ensure that IC element S&T investment portfolios combine to form a more
comprehensive, integrated IC investment portfolio.
Develop and Protect Disruptive Capabilities To Meet IC Needs

In-STeP is designed to capture Community-wide Needs and assign responsibility to the relevant FMs to
provide a solution, as aided by partners. However, additional organizations and non-requirements driven
entities are also needed to provide the flexibility to operate outside of this mainstream process. This
measure of flexibility enables these entities to develop truly disruptive solutions that may not be possible
within a larger organization with traditional business models.
ODNIs Intelligence Advanced Research Projects Activity (IARPA) is one way to collaborate across the
IC to develop novel methods and technologies to ensure its research addresses relevant future needs.
This Community-wide focus ensures IARPAs ability to address cross-agency challenges, leverage cross-IC
operational and R&D expertise, and coordinate transition strategies with our agency partners.
DS&T Strategic Studies

In addition to identifying technical challenges for individual IC FMsas well as those challenges on which
they need to collaboratethe first iteration of the Landscape identified a number of new science
Needs that will be the focus of future DS&T-led initiatives to organize, plan, and execute coordinated
efforts. The majority of these new areas of understanding will require leveraging partners outside of the
NIP, such as the National Science Foundation and the National Academies of Science. These efforts will
build on current or previous DS&T efforts to change the business model in a variety of areas, such as
video analytics and identity intelligence.
A key challenge for the IC S&T enterprise when developing disruptive technologies is balancing the often
necessary need for open, unrestricted scientific collaboration with the global research community and the
needs of national security. Security and counterintelligence must play a significant role in all aspects of the
IC S&T research enterprise if the US is to exploit its hard-earned technical advantages. The Research and
Technology Protection (RTP) process, developed and implemented at IARPA, represents a best practice for
achieving this balance. The RTP process provides a systematic and reproducible comprehensive security and
technology protection framework for all funded research activities. It identifies threats to S&T initiatives
which could compromise research, place the US at a technological disadvantage, or compromise our national
security. Moreover, determining the protection framework at the very onset of a research activity ensures
appropriate, consistent, classification decisions and defines the extent to which participation from nontraditional sources such as academia, small businesses, and international organizations can be allowed.
12
Shape Resources
Insights gleaned from future S&T portfolio reviews will directly influence S&T IPPBE engagement, resulting in
S&T investment portfolios with meaningful, higher-priority technical investments. This engagement process
leverages the interaction of the NISTC with the DS&T to dramatically increase the application of advanced
technical capabilities to the challenging problems of the future.
Additionally, DS&T analysis of the Landscape Needs and partners associated RFI responses are driving the
identification of specific mission goals and technical objectives that will be critical for ensuring intelligence
advantage, particularly as they relate to the ICs new science Needs. Partner-reported data from ODNI
RFI 14-02 were used to explore linkages between the Landscape needs and the results suggest that its
challenges are strongly connected. In fact, of the 302 S&T Needs in the Landscape, only 35 were not
connected in any way.
As shown in Figure 3.3, analysis of partner responses against the S&T Needs enabled the identification of six
initial new science challenge areas, which acted as the basis for creating preliminary technology roadmaps.
These roadmaps were intended to discern and denote the key capabilities, technologies, and basic research
challenges for the IC and the broader US Government. Ultimately, such roadmaps allow for engagement on a
rational, defensible basis with external partners in the US Governments basic research funding agencies.
These roadmaps were further developedup to the limits of proprietary informationwith the help of
industrial partners whose base of expertise complemented the ICs in key emerging technical areas. These
roadmaps also form the basis of proprietary one-on-one discussions with partners working in these technical
areas. Going forward, DS&T staff analysis of the Landscape Needs and RFI responses will afford the IC an
enduring mechanism for engaging with industry partners to identify additional specific capabilities and
technologies, as will IC partners own efforts.
Moreover, the roadmaps will be used by the ICs acquisition community as the basis for developing
actionable plans for developing the technologies essential to ICs future missions. With buy-in from both the
IC and its partners, these plans will provide the prioritization and guiding principles of investment for the
technologies identified in the roadmaps. An example of one of these roadmaps is presented in Figure 3.4.
Using specific research insights identified through the initial six In-STeP-derived roadmaps, the IC S&T
enterprise will work internally and with the US Governments basic research communityin close
collaboration with the private sectorto ensure that the capabilities and technologies required to solve
future IC Needs are ultimately put into users hands. Going forward, this method will continue to provide IC
leaders with a better understanding of where the IC should bolster, leverage, or reallocate S&T resources as
investment decisions related to the Lead-Influence-Adapt-Adopt construct are made.
Lastly, as a complement to In-STeP and other US Government basic research funding efforts, DS&T in FY2016
will pursue initiating a new effortIntelligence Ventures in Exploratory Science and Technology (In-VEST)to
champion new science opportunities identified through industry-led roadmap activities. In-VEST will utilize
DS&T and element expert identification of projects and leverage the elements or service labs contracting
offices and program managers to manage identified projects for ensuring continued intelligence advantage.
13
Figure 3.3 DS&T Down-Select Process for Identifying Initial In-STeP-derived Challenge Areas
Linkages between the Landscape S&T-related needs, as derived from data provided by IC partners through
the RFI responses, were used to identify the initial six clusters for industry-led roadmap activities. Future
activities using this process will develop roadmaps in additional areas of interest to the IC, the broader
US Government, and the private sector. For example, as the Landscape Category Two Needs are crossdisciplinary in natureby definition impacting several IC elements and FMsa coordination of activities
across participating IC elements would be beneficial.
18 - 3
114 - 3
135 - 3
370 - 2
17 - 3
301 - 1G
367 - 1G
70 - 3
303 - 1G
159 - 1G
188 - 1G
207 - 1G
365 - 1G
272 - 1M
311 - 1G
133 - 1G
362 - 3
397 - 3
368 - 3
307 - 0
265 - 2
Novel
Sensors
To Reveal
Adversary
Activities
247 - 1G
65 - 2
320 - 1M
232 - 1S
361 - 1G
85 - 2
298 - 0
130 - 3
127 - 1G
153 - 3
357 - 1S
396 - 3
131 - 3
69 - 3
132 - 3
394 - 1M
Space
Capability
Resilience
323 - 3
368 - 3
266 - 3
389 - 3
186 - 1G
63 - 2
379 - 3
300 - 1S
374 - 1G
128 - 1G
52 - 2
372 - 3
266 - 3
392 - 3
391 - 3
193 - 1G
36 - 1G
373 - 2
353 - 1G
385 - 3
351 - 2
38 - 1G
363 - 1G
58 - 3
125 - 1G
22 - 3
364 - 2
137 - 2
185 - 3
3-3
297 - 0
27 - 3
Enhanced Processing
and Management of Data
From Disparate Sources
187 - 1G
23 - 2
341 - 1S
57 - 3
206 - 2
209 - 1G
362 - 3
61 - 3
68 - 2
80 - 2
191 - 3
324 - 1H
189 - 1G
190 - 1G
144 - 1G
86 - 3
56 - 1G
82 - 2
170 - 1G
249 - 3
78 - 2
258 - 3
354 - 1G
115 - 3
195 - 1G
108 - 2
94 - 2
92 - 2
280 - 1M
95 - 0
275 - 2
126 - 2
84 - 1H
81 - 2
274 - 2
285 - 1G
136 - 2
91 - 3
58 - 3
194 - 1G
330 - 3
223 - 0
282 - 0
253 - 0
319 - 2
73 - 3
93 - 2
281 - 0
192 - 2
27 - 3
88 - 2
89 - 2
182 - 3
360 - 2
110 - 0
318 - 2
168 - 2
151 - 2
25 - 1H
185 - 3
28 - 3
72 - 3
219 - 0
31 - 3
342 - 1S
344 - 2
158 - 2
156 - 0
59 - 3
199 - 2
87 - 3
279 - 2
179 - 0
161 - 3
379 - 3
19 - 3
399 - 2
350 - 1H
7 - 1S
147 - 1H
315 - 2
248 - 3
55 - 2
239 - 1S
180 - 0
16 - 0
299 - 0
162 - 0
269 - 1H
347 - 0
178 - 0
53 - 0
124 - 2
66 - 2
174 - 0
165 - 0
181 - 2
71 - 3
352 - 0
240 - 0
252 - 1H
90 - 2
167 - 0
183 - 3
267 - 2
257 - 2
310 - 0
283 - 3
184 - 3
2-2
62 - 3
395 - 1M
30 - 0
163 - 0
335 - 1H
309 - 2
176 - 0
166 - 0
60 - 3
359 - 0
356 - 0
155 - 2
397 - 3
327 - 1H
123 - 2
175 - 0
40 - 3
390 - 1S
74 - 1H
325 - 3
250 - 0
205 - 1S
355 - 2
150 - 2
69 - 3
177 - 0
39 - 3
191 - 3
228 - 1H
288 - 0
346 - 0
54 - 0
111 - 0
198 - 1H
366 - 2
238 - 0
208 - 1S
224 - 3
377 - 2
375 - 0
345 - 0
172 - 0
273 - 1S
349 - 1H
204 - 1S
317 - 2
338 - 1H
371 - 0
386 - 2
138 - 0
337 - 1H
220 - 0
154 - 2
29 - 3
302 - 0
146 - 3
11 - 1S
331 - 2
376 - 2
236 - 1S
96 - 1S
384 - 2
328 - 1H
306 - 0
79 - 2
276 - 1H
169 - 0
313 - 1S
326 - 3
339 - 1H
243 - 3
242 - 1S
340 - 1H
4-2
234 - 2
149 - 2
322 - 1H
392 - 3
372 - 3
59 - 3
Maximizing
Analytic Insight
From Fused
Datasets
Autonomous
Discovery of Structure,
Vulnerabilities, and
Malicious Functionality
In Software
And Firmware
132 - 3
19 - 3
146 - 3
243 - 3
29 - 3
183 - 3
86 - 3
226 - 3
20 - 3
200 - 3
61 - 3
283 - 3
57 - 3
391 - 3
39 - 3
326 - 3
389 - 3
305 - 0
258 - 3
8 - 1S
241 - 1S
200 - 3
245 - 1S
22 - 3
28 - 3
369 - 3
115 - 3
225 - 1H
333 - 1H
235 - 1S
12 - 1S
237 - 1S
314 - 2
Anticipating, Discerning,
And Characterizing Global
Proliferation Activities
382 - 1S
332 - 1H
164 - 2
13 - 1S
383 - 1S
17 - 3
270 - 2
334 - 1H
18 - 3
227 - 1S
325 - 3
336 - 1H
277 - 1H
142 - 2
396 - 3
308 - 1S
348 - 1S
316 - 1S
393 - 1M
221 - 1H
312 - 1S
321 - 1H
143 - 2
152 - 1S
72 - 3
71 - 3
116 - 2
20 - 3
231 - 1S
3-3
229 - 2
385 - 3
70 - 3
248 - 3
73 - 3
244 - 1S
358 - 2
202 - 3
202 - 3
304 - 3
249 - 3
62 - 3
330 - 3
IC partners reported technical solutions that addressed multiple Landscape Needs.

These responses were used to drive a preliminary network analysis of the 302 S&Trelated Categories 0-3 Needs within the FY2015-2019 IC S&T Investment Landscape.
14
153 - 3
60 - 3
1-3
224 - 3
91 - 3
161 - 3
31 - 3
304 - 3
278 - 1H
171 - 1S
381 - 2
130 - 3
182 - 3
369 - 3
15 - 1S
203 - 1S
131 - 3
37 - 1G
226 - 3
114 - 3
251 - 2
323 - 3
1-3
14 - 1S
160 - 2
Consistent with
DS&Ts primary focus
on the Category 3
Needs, initial roadmap
efforts concentrated on
major challenges within
that category. Planned
efforts will build on this
approach, expanding
to include additional
categories and
stakeholders.
173 - 0
148 - 2
157 - 2
135 - 3
40 - 3
184 - 3
83 - 2
329 - 2
87 - 3
DS&T analysis of the partner-reported linkages between the 67 Category 3 new science Needs allowed for
the identification of six initial clustered challenge areas. Industry partners used these challenge areas as a
basis for creating detailed technical roadmaps for meeting key aspects of these challenge areas through 2030.
15
Figure 3.4 Roadmap: Enhanced Processing and Management of Data from Disparate Sources
Event Correlation
Complex data processing
algorithms
Ultra High Speed

Processing
Massive Vector
Correlation
Coping with Scale
Challenge Area
Looking to the right of the sensor and

left of fusion
Data Conditioning / Preparation
Sensor/ Source agnostic data
Make use of information / insights from
other large sources
Data facilitating automated
processing/exploit
Gaming Inspired HCI
4D Visualization
Web-based
information fusion
platform
Interactive
Visualization
Graphical discovery
tools
Bio Quantum Computing

Elastic Storage
Recombinant evaluation
of information
Recombinant Sensor
Processing
Advanced Analytics
Convolutional Neural
Networks
Interval Queries
Auto Generated
Algorithms
Geospatial Analytics
Index Structure for

Geospatial
Network Analytics
Wire speed data tagging
Traffic Pattern Analysis

and Correlation
Forensics on temporal
relationships
Advanced Visualization
Supporting Technologies
Basic Research Challenges
Automated ontology
mapping
Innovative Approaches
to Visualization
Smart caching and
anticipatory discovery
Dynamic, Smart
Metadata
Math Models for

Visualization
Multilingualism
Geo-spatial matching
Robust, User Friendly tool
Common Approach to
Capturing Metadata
Knowledge and event
store vocabularies and
structural models
Natural language
processing techniques
Data finds the analyst
Technologies to tag and

route data across the
cloud based enterprise
Metadata relationships
Entity Extraction
Relationship discovery via

Markov logic
Latent semantic analysis
Semantic Graphing
Trust and
influence tags
Online market research

tools
Leverage online
marketing capabilities
Automated data tagging

and exchange
Processing at the edge
Immersive Virtual
World User Experience
Multiresolution
Visualization
Very Large Dataset
Visualization
Major Thrust Area

Capabilities
Wire speed, Massive

Storage
Cloud Technology
LEGEND
Room Temperature
Quantum Computing
Data structures
optimized for searching
Enhanced Processing and

Management of Data from
Disparate Sources
Photonic Computing
System level information

requirement fulfillment
strategies
Wire speed data tagging
Automated geo location

Geoname Extraction
Geotagging
Wire speed, automated,

precision camera
modeling
Automated 3D scene
reconstruction
Automatic Feature
Extraction
Timestamps as
an indicator
Multi-INT fusion analysis and

reporting tool
De-anonymization
ID, Associations, and

geolocation in the presence
of encryption
Sentiment Analysis
Antagonistic biometrics
Visual Analytics
Neural Processing
Asymmetric Dynamic
Behavior Model
Social Media Analytics
Behavior Models
Determining Moderator Bias
Machine Learning
Object-based production
Data Relationships
Predicting the Filtering of

Information
Anomaly Detection
Automated change
detection techniques
Auto generated tips and

cues
Human Assisted Machine

Learning
Mission Learning
Human Assisted Machine

Learning
Auto Tradecraft Discovery
Game Theory
Analyst on the Loop
Tradecraft Analysis
Tradecraft Sharing
Cyber Situation Awareness

Open Standards
Sensor Priority Processing
Data Standards
and Governance
Dynamic Metadata
Standards
Multi-lingual textual data
processing platform
Machine translation
Service Oriented Information

Providers
Source-agnostic Data
Selection
Bring tools to the data
Data access management
Optimal Movement of Data ,

Tool, and GUI
Data trust and provenance

tracking
Intra-cloud software defined

networking
Adaptive data filtering
Optimized data movement
ABAC Security
Wire speed language

recognition
Advanced Analytics
Data Mining
Homomorphic encryption
ID & access management
Advanced Encryption
Constructive key
management
16
Pattern of life modeling
17
CHAPTER 4
Application of the IC S&T Strategic Framework to the IC Elements and Partners
The IC elements contributions are critical to the collective S&T resources of the enterprise.6 They serve
unique functions and retain specialization in key areas that have developed over time to serve the needs of
policymakers and warfighters. Accordingly, the goal of this Strategic Plan is neither to radically refocus the
direction of the elements nor to dilute their core competencies, but rather to provide a basis for ensuring
that IC-wide Needs are efficiently met. Such an approach also allows the elements to better utilize their
resources against FM-specific challenges.
To meet these goals, beginning in FY2016 ODNI/DS&T will ensure that IC element S&T investments combine
to form a more comprehensive, integrated IC R&T investment portfolio. Accordingly, a primary goal of
the National Intelligence R&T program review7 will be to inform and influence IC enterprise-level program
planningto include CIG alignment, cross-program dependencies, budget changes, execution ability and
performancein accordance with the Needs listed in the Landscape. This review process will identify gaps
for the following years cycle of the IPPBE process.
The IC S&T portfolio review8 will complement and supplement the subsequent fiscal years R&T program
review with program details and interactive NISTC member discussion, enabling a fuller picture of
Community-wide R&T efforts. Additionally, working with ODNIs Chief Financial Officer (CFO) and the Office
of Systems & Resource Analyses (SRA), the review will assess success and identify gaps, overlaps, and other
areas for improvement in the next IPPBE cycle. The results of the two reviews will be combined into a
portfolio summary provided to the DNI and the Principal Deputy Director of National Intelligence (PDDNI),
and made available to the NISTC for further dissemination within the elements S&T enterprises.
Only through a rigorous portfolio review process can senior leadership gain the insights needed to ensure
that the ICs S&T investment portfolio contains meaningful, high-priority technical investments that are
suitably fundedor to rationally and defensibly request additional top-line funding from the Office of
Management and Budget (OMB). This engagement process will leverage interactions of the NISTC with
the DS&T to dramatically increase the extent of collaboration and accelerate the application of advanced
technical capabilities to meet future challenges.
6
7
8
See Appendix B for a review of IC efforts to ensure the health and sufficiency of the IC S&T enterprise.
The DS&T conducts an annual program review of NIP R&T activities to assess progress against IC S&T planning objectives and
critical intelligence problems as part of his role in assisting the DNI in formulating a long-term strategy for scientific advances in
the field of intelligence and on the science and technology elements of the budget.
The IC S&T portfolio review will be a comprehensive, cross-agency review of the currently executing S&T programs funded by
the NIP, enabling de-confliction and collaboration between programs and agencies as well as overall coordination of programs
and projects. The focus will be to review current research activities and assess the IC S&T portfolio for effectiveness and
progress in addressing mission requirements and challenge problems.
19
These efforts will ensure that the IC S&T enterprise is able to expand and build upon the contributions from
non-traditional partners such as small firms and academiaincluding through the IC Postdoctoral Research
Fellowship Programthat can play a role in creating future IC capabilities and developing human capital.
Smaller firms and universities that do not traditionally collaborate with or contract with the US Government
present their own unique challenges, but they provide unique capabilities and skills for the IC. The IC S&T
enterprise will therefore move to incorporate, to the extent practicable, the methods employed by In-Q-Tel,
IARPA and others to engage small businesses and academic partners.
Accordingly, it is essential for FMs to work together to exploit IC competencies in key areas exclusively
within the realm of the NIP. Similar to DS&T analysis of the new science Needs, NISTC analysis of the
RFI responses will allow for the identification of specific mission goals and technical objectives that will be
critical going forward for ensuring intelligence advantage, particularly as they relate to cross-Community
Needs. Recognizing that IC working groups already exist and cover many of these challenges, DS&T will lend
its processes and industry association connections to these bodies for creating and acting on roadmaps
under the auspices of the NISTC.
20
CHAPTER 5
Conclusions and Next Steps
Responsibly Managing Risk across the IC S&T Enterprise
Given the budgetary and operational challenges the IC is likely to
continue facing in the coming years, the conditions are now right for
the IC to focus on enhancing its utility with policymakers, warfighters,
and other IC stakeholders using the same or fewer resources. Using
the comprehensive process outlined in this Strategic Plan, the DS&T
and the NISTC will provide IC stakeholders with sufficient insight and
transparency to ensure that the most promising means of generating
intelligence advantage are pursued. By implementing this Strategic
Plan, the DS&T and the NISTC will make informed investment
recommendations to the DNI and the PDDNI, as well as to the White
House regarding the allocation of resources to manage risk more
effectively across the IC: a task that the Community is challenged
to accomplish in a rational and defensible way with the tools and
practices currently available.
By implementing this Strategic

Plan, the DS&T and the NISTC
will make informed investment
recommendations to the DNI and
the PDDNI, as well as to the White
House regarding the allocation
of resources to manage risk more
effectively across the IC: a task
that the Community is challenged
to accomplish in a rational and
defensible way with the tools and
practices currently available.
The challenges facing the IC S&T enterprise are daunting, but not insurmountable. In-STeP enables DS&T to
champion creative, collaborative, IC-wide R&D efforts and investments, recognizing the value of bottoms-up,
grassroots innovation across the Community and beyond. DS&T will use In-STeP as a means for interacting
with and expanding partnerships across the US Government, industry, and academia.
21
APPENDIX A
Acronyms
CFO
Chief Financial Officer
NIM
National Intelligence Manager
CIA
Central Intelligence Agency
NIP
National Intelligence Program
CIG
Consolidated Intelligence Guidance
NIS
COTS
Commercial-off-the-shelf
014 National Intelligence Strategy of

2
the United States of America
DDNI/II
DNI Deputy Director of National

O
Intelligence for Intelligence Integration
NISTC
irector of National Intelligence Science

D
and Technology Committee
DIA
Defense Intelligence Agency
NRO
National Reconnaissance Office
DOD
Department of Defense
NSA
National Security Agency
DOE
Department of Energy
ODNI
ffice of the Director of National

O
Intelligence
DNI
Director of National Intelligence
OMB
DS&T
ODNI Director of Science and Technology
hite House Office of Management

W
and Budget
FFRDC
F ederally Funded Research and

Development Center
OSTP
hite House Office of Science and

W
Technology Policy
FM
Functional Manager
PDDNI
IARPA
rincipal Deputy Director of

P
National Intelligence
Intelligence Advanced Research

Projects Activity
PECASE
IC
residential Early Career Award for

P
Science and Engineering
Intelligence Community
IC CAE
R&D
Research and Development
IC Centers of Academic Excellence in

National Security Studies
RTP
Research and Technology Protection
In-STeP
Intelligence Science and Technology

Partnership
RFI
Request for information
S&T
Intelligence Ventures in Exploratory

Science and Technology
Science and Technology; Scientific

and Technological
SRA
ODNI Systems and Resources Analyses
IPL
Integrated Priority List
STEM
IPPBE
Intelligence Planning, Programming,

Budgeting, and Evaluation
Science, Technology, Engineering,

and Mathematics
UARC
University-affiliated Research Center
IRAD
Independent Research & Development
UIS(s)
Unifying Intelligence Strategy(ies)
MIP
Military Intelligence Program
UTAP
NGA
National Geospatial-Intelligence Agency
Undergraduate Training and

Assistance Program
In-VEST
23
APPENDIX B
Efforts For Ensuring the Health and Sufficiency of the IC S&T Enterprise Workforce
The Intelligence Community (IC) requires a highly-skilled talent pool to perform its myriad technical missions.
Although it is understood that each IC element recruits and draws its science and technology (S&T) talent
from identified and vetted pipeline sources in alignment with its established requirements, the below
initiatives illustrate how organizational practices and community programs can strengthen and broaden an
S&T employees career development, provide an IC showcase for demonstrating the value and recognition
of S&T talent; and augment and expand the ICs S&T workforce as necessary to meet critical mission needs
through collaborative academic and industry partnering.
The Presidential Early Career Award for Science and Engineering (PECASE) Awards Program
ODNI recently established an IC mechanism for participation in the PECASE Awards Program administered by
the White House Office of Science and Technology Policy (OSTP). PECASE recognizes outstanding scientists
and engineers at the outset of their independent research careers who show exceptional potential for
leadership in advancing scientific knowledge.
DNI S&T Fellows Program

Since 2006, the Office of the Director of National Intelligence (ODNI) Science and Technology Fellows Award
has been granted to 46 exemplary IC researchers, scientists and technologists. DNI S&T Fellows are top
S&T officers, who receive research funding to pursue novel and high-impact technical research that directly
addresses IC mission needs.
IC S&T Awards Program

The annual IC S&T Awards Program recognizes one individual and one team throughout the IC enterprise
who made exceptional contributions in basic and/or applied research, or advanced technology development
in such a way as to enhance the ICs ability to meet its mission.
IC Centers of Academic Excellence in National Security Studies (IC CAE)

The IC has the ability to access a cadre of future S&T talent by directly engaging more than 30 colleges and
universities through the IC Centers of Academic Excellence in National Security Studies.
IC Postdoctoral Research Fellowship Program

The ICs connection to ground-breaking research being conducted in academia and the national laboratories
has been strengthened through the IC Postdoctoral Research Fellowship Program. Since 2000, the IC Postdoc
Program has funded 266 Fellows from more than 90 institutions who are conducting unclassified basic
research in areas of strategic interest to the IC.
25
fforts For Ensuring the Health and Sufficiency of the IC S&T

E
Enterprise Workforce (Continued)
The Undergraduate Training and Assistance Program (UTAP)
UTAP is supported by the Central Intelligence Agency (CIA), Defense Intelligence Agency (DIA), National
Geospatial-Intelligence Agency (NGA), and the National Security Agency (NSA). It provides college students,
particularly women and minority students majoring in computer science and engineering with a research
experience and annual salary.
The National Reconnaissance Office (NRO) Technology Fellowship Program

The NROs Technology Fellowship Program objectives include stimulating industry participation in R&D
areas critical to the NRO and the IC, supporting the development of future technology leaders, and forging
strategic relationships.
The National Geospatial-Intelligence Agency STEM Career and Professional Development Roadmap
NGA recently established a Science, Technology, Engineering, and Mathematics (STEM) Career and
Professional Development Roadmap as a framework for providing knowledge of long-term career pathways.
The program helps S&T employees craft an individual development plan that includes training and
education, mentoring, diverse assignments, and experiences.
26
The Intelligence Science and

Technology Partnership
For more information, please contact S&TInvestment@dni.gov
Key In-STeP documents include:

(U) FY2015-2019 IC S&T
Executive Order
12333 (1981)

(U) ENSURING FUTURE CAPABILITIES

ALIGN TO MISSION NEEDS

14240681 | ID 4-14
Translate Intelligence Challenges

into Anticipated Technical Needs
TOP SECRET//SI/TK//NOFORN
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 other
IC customers and specialty groups, and
Provides an auditable, rational structure within which both industry and IC
elements link S&T investments to customer needs

Disbanded (1945)
TOP SECRET//SI/TK//NOFORN
February 2014

(U) FY2015-2019 IC S&T
Executive Order
12333 (1981)
(U) ADVANCING PARTNER ENGAGEMENT

TO MEET ALLIANCE MISSION NEEDS

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

FVEY version
Further facilitates the sharing of the Landscape Needs with the combatant
commands and foreign partners, and
Provides a basis for leveraging allied capabilities and resources

Declassify On: 20401231

Disbanded (1945)
April 2015

Survey Partners Funded Efforts

to Inform Decisions
(U) PARTNER RESPONSE

TO THE FY2015-2019 IC S&T
Executive Order
12333 (1981)

(U) MITIGATING RISK BY INFORMING

DECISION-MAKING


Disbanded (1945)
February 2015

INDUSTRY SNAPSHOT
SUMMARY OF PARTNER RESPONSES
TO THE
Executive Order
12333 (1981)
FY2015-2019 IC S&T


Disbanded (1945)
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 commercial
solution marketplace, and
Extensive database of proprietary efforts available to US Government personnel
Industry Snapshot Summary of Partner Responses to the FY2015-2019

IC S&T Investment Landscape UNCLASSIFIED version
Provides a preliminary, non-proprietary market analysis of partner-proposed
solutions to the Landscape Needs, and
Offers a resource for industry and US Government-wide S&T planning as well as
procurement and acquisition decision-making
March 2015
Ensure Intelligence
Advantage

(U) FY2016-2020 IC S&T
STRATEGIC PLAN
FY2016-2020 IC S&T Strategic Plan TS/SCI and UNCLASSIFIED versions

Acts as the charter document guiding the ICs S&T activities,
Executive Order
12333 (1981)
(U) MANAGING RISK TO ENSURE

INTELLIGENCE ADVANTAGE

Advances the ICs ability to manage risk across the National Intelligence Program,
Incorporates insights from Landscape Needs-driven, industry-led S&T
roadmap activities, and


Disbanded (1945)
May 2015
Informs IC elements acquisition investment decisions
SORD 15275931 152660 | ID 6-15

Masterspy FY2016-2020 IC Sci-Tech Strategic Plan PDF

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Masterspy FY2016-2020 IC Sci-Tech Strategic Plan PDF

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Intelligence Reform And

Terrorism Prevention Act of 2004

MANAGING RISK TO ENSURE

Industrial R&D Funding Begins

National Security Act of 1947

Office of Strategic Services

About the Cover:

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

Chapter 4 Application of the IC S&T Strategic Framework

FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE

The Intelligence Community Science and Technology Strategic Framework..............................5

FROM THE DEPUTY DIRECTOR OF NATIONAL INTELLIGENCE FOR INTELLIGENCE

Innovationto include technological advancements as well as improved business practicesis critical

FROM THE DIRECTOR OF SCIENCE AND TECHNOLOGY:

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FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE

Ensure intelligence advantage

Apply science and technology to solve intelligence problems

Guiding Principles for Intelligence Community

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FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE

FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE

Developing and protecting disruptive capabilities,

Anticipating mission needs,

Informing stakeholders of S&T-related developments,

Shaping S&T investments and efforts,

Strengthening integration, and

FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE

Anticipate IC-Wide Mission Needs

FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE

Needs Best Served

New Science Needs

Leverage the Strengths and Resources of Partners

FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE

Inform Stakeholders of New Technology Opportunities

ODNI periodically issues Requests for Information

Intelligence Reform And

(U) FY2015-2019 IC S&T

Industrial R&D Funding Begins

(U) ENSURING FUTURE CAPABILITIES

Classified By: 2352903

National Security Act of 1947

Office of Strategic Services

The IC S&T Investment

The Partner Response to

Figure 3.2 The Intelligence Science and Technology Partnership (In-STeP)

Strengthen Integration across the IC S&T Enterprise

FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE

Develop and Protect Disruptive Capabilities To Meet IC Needs

DS&T Strategic Studies

FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE

IC partners reported technical solutions that addressed multiple Landscape Needs.

FY2016-2020 IC S&T STRATEGIC PLAN: MANAGING RISK TO ENSURE INTELLIGENCE ADVANTAGE

Ultra High Speed

Coping with Scale

Looking to the right of the sensor and

Gaming Inspired HCI

Bio Quantum Computing

Index Structure for

Wire speed data tagging

Traffic Pattern Analysis

Math Models for

Chapter 4 Application of the IC S&T Strategic Framework

014 National Intelligence Strategy of

DNI Deputy Director of National

irector of National Intelligence Science

ffice of the Director of National

hite House Office of Management

F ederally Funded Research and

hite House Office of Science and

rincipal Deputy Director of

Intelligence Advanced Research

residential Early Career Award for

IC Centers of Academic Excellence in

Intelligence Science and Technology

Intelligence Ventures in Exploratory

Science and Technology; Scientific

Intelligence Planning, Programming,