EFTA00147638.pdf

Deputy Assistant Director FBI-CID Branch I —"Operational Design' Strategic Planning Initiative Opening Remarks & Initial Staff Guidance 1 EFTA00147638 Opening Remarks FBI CID Eira.nth - "OpefabOnal Dc;:ign" Strateg.< Plann O Welcome • Why Are We Here? • Valuable work at breakneck speed • Shortened planning horizon of (at best) 12 months leads to "crisis- action" planning • Leads to: • Increased stress on staff • Decreased potential for long-term continuity. • Decreased potential to harmonize: • Program guidance • Procurement and fielding of innovative technologies. • Intel/Cps Integration • Personnel and financial resource alignment 2 My comprehensive review of CID Branch I internal strategic planning techniques, processes, and procedures has revealed there is a significant amount of valuable work being accomplished by our Branch I staff at all levels. We process a continuous stream of voluminous and complex material , keep our leadership appropriately informed, and remain dedicated to supporting the needs of the field. It is concerning to me as the leader of Branch I, however, that we have a shortened planning horizon of approximately 12 months. The result of short term, and continuous "crisis-action" planning, by our staff has the potential for: • Increased stress on the staff • Decreased effectiveness and reduced efficiency of planning and staffing processes and initiatives • Decreased potential for long-term continuity and an enduring foundation of Branch I plans and initiatives • Decreased potential for Branch Ito harmonize FBI senior executive expectations with the needs of the field in the areas of: program management and guidance procurement and fielding of innovative technologies • integration of intelligence and operations • resource alignment • Increased risk for misalignment of funding, materiel and resources, and human capital 2 EFTA00147639 Opening Remarks CO What Can CID Branch I Do To Address These Concerns? Branch "strategic review • Section by section strategic review Improve knowledge and strategy planning capability Incorporate ideas and best practices from outside of FBIHQ • Conduct a comprehensive internal review of consolidated Branch I strategic planning techniques, processes, procedures, and guidance to continue, and where necessary improve, Branch l's vertical integration of FBI executive programmatic guidance/requirements with field office guidance/requirements. • Conduct comprehensive internal reviews — by Section — of Program-specific strategic planning techniques, processes, and procedures to continue, and where necessary improve, nesting of planning efforts with Branch I consolidated guidance, planning rigor, horizontal integration with associate FBI programs and initiatives, and effective integration with departments, agencies, and organizations external to the FBI • Leverage, and where necessary improve, internal strategic planning capability and professional knowledge of the Branch I • Consider, and where necessary leverage, the incorporation and employment of strategic and operational planning best practices used by other government agencies, the private sector, etc. 3 EFTA00147640 Opening Remarks ;BIC D e.c4nCh I- 'Occrauccal De StratcycPlanc.r.z mJtuuec : . . CID Branch I Strategic Planning Environment in 2019 • 12-18 month planning horizon • Lack of long-term guidance from EM • Branch and section strategic planning lack horizontal planning integration 0.1 • Planning horizon of approximately 12-18 months • Minimal provision and/or availability of long-range strategic planning documents and guidance from CID and FBI senior executive leadership • Section strategic planning initiatives conducted independently with minimal/negligible horizontal planning integration • Planning initiatives conducted with potential insufficient input from other FBI Divisions/Programs, U.S. Government Interagency partners, and/or other agencies, non-profit organizations, etc. external to the FBI 4 EFTA00147641 Opening Remarks PIM COBranch I - .0perstIcoal Design. StrategIc Planntyg In/tatIm DPD. CID Bondi I Veoon lot Sxa•.ega Planning - PWS I CID Branch I Strategic Planning Environment in 2022 • 3-year planning horizon • Vertical and horizontal integration • Continuously updates to ensure "readiness and relevancy" • Sufficient time, resources, processes, and guidance necessary for Section leadership to make adjustments to Section-specific enduring strategic plans and development of new strategic plans (as required) • Maximum integration • Strategic planning horizon of approximately 3-years • Vertically and horizontally (as appropriate) integrated strategic plans for Branch I and subordinate Sections • Formalized planning processing and guidance based on a 3-year revision requirement • Continuous review of strategic plans and guidance to ensure plans are "ready and relevant" to both FBI-HQ senior executive leaders and field office leadership • Scheduled mechanisms for planning quality control and input/review by FBI-HQ senior 5 EFTA00147642 • executive leaders and field office leadership • Sufficient time, resources, processes, and guidance necessary for Section leadership to make adjustments to Section-specific enduring strategic plans and development of new strategic plans (as required) • Maximum integration of other FBI Divisions/Programs, U.S. Government Interagency partners, and/or other agencies, non-profit organization, etc. external to the FBI 5 EFTA00147643  Opening Remarks 18/ CD Branch I -"Operatice.al Delyr,,n4 9ralcg,: Planning I nit attee Key Components of the CID Branch I Strategic Planning Vision • CID Branch I Sections and Programs will, in the course of developing their strategic and operational plans, account for and sufficiently address the following themes: • Accelerate Technology Innovation • Improve Program Management/Guidance • Intelligence and Operations Integration • Resource Alignment • Threat-to-Life (Support) • Space Allocation Utilize a 3-year planning horizon Develop Section-level strategic plans that look "over the horizon" and allow FBI CID Branch I programs to remain relevant and ready to address current-generation and next-generation threats t.??.LAttz, Key Components of the CID Branch I Strategic Planning Vision • CID Branch I Sections and Programs will, in the course of developing their strategic and operational plans, account for and sufficiently address the following themes: • (** When briefing to Section leadership, concisely explain where the themes originated from — i.e. CID Strategic Plan, Senior Leader Guidance from CID or higher, DAD personal assessments after engaging with FBI-HQ and Field personnel, etc.) • Accelerate Technology Innovation • Improve Program Management/Guidance • Intelligence and Operations Integration • Resource Alignment • Utilize a 3-year planning horizon • Develop Section-level strategic plans that look "over the horizon" and allow FBI CID Branch I programs to remain relevant and ready to address current-generation and next-generation threats • (*Insert the most critical "Branch I Action Items" and "Field Support Action Items" that all Section Chiefs must include in their Operational Approaches and Subsequent Strategic Plans) 6 EFTA00147644  1.1.1.455IIEWOOLO Opening Remarks F81OO &and,' - "Operatlanal Desire N•t•Blc Planning Inicada: DAD, ao Bond,' V.. Sot Stgazeg,c Planning-Part2 Critical Actions Taken to Realize the CID Branch I Strategic Planning Vision • Precursive planning effort to frame Branch I and Section problem sets • Underpin follow-on strategic planning initiatives • Synchronize "Lines of Operation" and "Lines of Effort" that drives the Section to a realistic 3-year "Next State" • Review and validate current strategic and operational plans • Develop measures of performance and effectiveness Critical Actions Taken to Realize the CID Branch I Strategic Planning Vision • Consider the use of "Operational Design" methodology as a precursive planning effort to frame Branch I and Section problem sets and underpin follow-on strategic planning initiatives • Develop and operational approach framework with integrated and synchronized "Lines of Operation" and "Lines of Effort" that drives the Section to a realistic 3-year "Next State" • Review and validate current Branch I strategic and operational plans and 7 EFTA00147645 initiatives to assess for continuation, modification, or elimination • Develop Branch I and Section measures of performance and measures of effectiveness to allow for continuous assessment of strategic and operational plans 7 EFTA00147646 Opening Remarks a FBI OD Branch I —'0paraticaal Dasisn' Strategic Planning 'Sieve: DAD, CID Branch I lemon far Strategic Planning - Part 2 Final Thought ... • If you started from scratch and had to design the perfect (TOC-E, TOC-W, VCAC, SSGU, VIC-D program), how would you do it? What relationships would you require, what key tasks would you require, how would you structure your resources (and why), how would you define success (tactically and culturally)? utiOASUFE0//lOtd EFTA00147647 Opening Remarks Pal 00 en nch I- "Operational Desk" S.rateRlc Fla nning Intuit/it Reccenersreled DAD Opening Remarks IANPants Accelerate Innovation • ❑D ShOuld proactively develop technologkal solutions through a deliberate process and should serve as a force multiplier to solve technology and IT barriers impacting the field's effectiveness. • Mapped toDeployInnovativeSolutions O Improve Program Management/Guidance • CD Should provide substantial and refined sub.program guidance about Impact on Threat and Quality of Work to the field so the field can effectively use their resources. • Mapped OS Improve Stewards/Up 0 Resources O Intelligence and Operations Integration • CID ShOuld continue to work toward tactical intelligence and strategic operational Intelligence integration with the operational sections and unit. • Mapped to Incorporate Interngence in AB We Do 3 Resource Alignment • cio ShOuld focus on core program management functions and remain agile by continuously understanding the deeds of the field, by evaluating Its resource allocation at the program and threat level, and by understanding other functional priorities which need to be completed tr, • Mapped to Improve Stewards/Hp of Resources emaASSeCti/Ko3 9 EFTA00147648  LIPICIASSIIED Expectations v.c to ensure comment and dear cetpecunons of CID Branch I personnel. bahleadership and general commons ham been outlined Debar. Leadership General 0 Be Trustworthy, Fair, and Honest (7) Make Good Decisions 0 Encourage Innovation O Individual Ownership & Focus C,) Take Care of Everyone 0 Teamwork 0 Be Self Aware O Be Present - internal facing, not external facing O Hire Well O Have a Plan O Teach, Don't Tell LOCLASSIf tWIFCCO 10 EFTA00147649 CID Branch I FY19 Plan 7 be follow% copc“,ent too ceiceity Brant. I action 'toms in the CID Eanch I FY19 4the Nom (VOA tan • Estatash clew Otto sot SAM< pflareses rid ge, • DOnot, 4•N/CC0, 4, ati:n(cererottec, techn.451 swank and impact:4as frani2orshp to bcortha IcecocivatOn Nagbp forum.] stratryaus and inn of olive Iv., tc. PAsa oc Ro-orginm. 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