Attachment_13_IT_Service_Design_Supplemental_Information_Package.pdf

DTRA Agency-Wide Information Technology Support Services IT Service Design Contract –

HDTRA1-18-R-0045

Attachment 13

Supplemental Information Package

The following supplemental information package has been prepared in response to industry questions and SME observations, and is intended to support proposal preparations in response to the IT Service Design RFP. This package includes documents identified in the SOO and PWSs Applicable Documents sections, and other information deemed relevant to the scope of work defined in the IT Service Design SOO.

Table of Contents:

1) DTRA Strategic Plan, 2018 - 2022

2) DTRA J6, CIO Information Operations Strategic Plan 2017 – 2020

3) DTRA Knowledge Management Strategy, March 2016

4) DTRA Cloud Strategy

5) DTRA Directive 5200.1R; DTRA Information Security Program

6) Labor Category Summary

7) Draft RFP Questions and Responses

8) Notional Contract Activities Timeline – For Planning Purposes

D E F E N S E T H R E A T R E D U C T I O N A G E N C Y

STRATEGIC PLAN

FY 2018-2022

DEFENSE THREAT REDUCTION AGENCY

Message from the Director

Our Nation and the Department of Defense (DoD) face an increasingly complex and uncertain geopolitical threat environment, which includes accelerating diverse, dynamic, and growing proliferation risks and weapons of mass destruction (WMD) and improvised threat employment. As the Combat Support Agency responsible for enabling the DoD and the U.S. Government to anticipate, prevent, and respond to these threats, we must be agile, innovative, and provide timely responses and a quick reaction capability. In order to ensure success, we will identify and address changes necessary to confront not only today’s challenges, but those we may face in the future.

DTRA’s FY 2018-2022 Strategic Plan provides the transformation roadmap needed to meet these challenges. Informed by higher level strategies – including the National Security Strategy, the National Defense Strategy, and the Nuclear Posture Review – and aligned against four Agency Strategic Goals, we have identified eight Strategic Objectives (SO) that cross-cut the Agency. Our commitment to the mission – to enable DoD and the U.S. Government to prepare for and combat weapons of mass destruction and improvised threats and to ensure nuclear deterrence – is supported by the approach we have adopted and the objectives we have chosen.

As we look forward to meeting the needs of our stakeholders, establishing and maintaining effective relationships, and encouraging an innovative climate – we will empower our workforce so we can embrace future uncertainty and deliver the solutions needed to overcome complex threats. Our success is derived from every member of our team.

Mission

DTRA enables DoD and the U.S. Government to prepare for and combat weapons of mass destruction and improvised threats and to ensure nuclear deterrence.

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Values

• Trustworthy. Do the right thing, the right way, for the right reasons, regardless of circumstances or consequences.

• Empowered. Foster a capable workforce trusted to take personal initiative, enabled and supported by leadership.

• Agile. Be risk-tolerant and operate at the speed of relevancy.

VAYL OXFORD

Director, Defense Threat Reduction Agency

• Mission-Focused. Understand and meet the operational needs of those we support.

• Innovative. Boldly develop creative solutions to tough problems with license to fail, learn, and succeed along the way.

• Selfless. Collaborate with and support our partners and each other, always putting the mission first.

VAYL OXFORD

Director, Defense Threat Reduction Agency

Operational Link

Through the execution of multiple diverse programs, we accomplish our mission and generate the following effects1 in support of the Combatant Commands and other key stakeholders:

Anticipate and understand future threats, the networks and pathways that lead to their development, and identify proactive measures to counter the threats.

Provide situational understanding of current and emerging threats, threat networks, associated risks, and all measures that can be brought to bear to defeat them.

Enable a safe, secure, reliable, and effective Nuclear Deterrent.

Support DoD and USG efforts to counter the facilitation, proliferation, and use of WMD and improvised threats.

Provide innovative solutions to protect against and combat WMD and improvised threats.

Prepare for and enable responses to crises involving WMD;

and prepare for, and adapt to, battlefield surprise involving weapons of strategic influence.

Enable Nuclear Deterrent

Anticipate & Understand Future Threats

Provide Situational Understanding

Prepare for and Respond to Crisis

Counter Proliferation & Facilitation

Innovate Capability Solutions

1. “Effect” – the result, outcome, or consequence of an action (Joint Publication 3-0, Joint Operations).

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Methodology DTRA’s Strategic Plan is the result of a methodology that accounts for, analyzes, and draws conclusions from a number of varied sources that balances policy, risk, and opportunity, including:

• Analysis of national security and defense strategies, priorities, and policies;

• Scenario based planning to help anticipate a wide spectrum of evolving threats that inform our strategic perspective of how to mitigate unanticipated strategic and technological surprise;

• Interviews, focus groups, and crowdsourcing with our workforce, leaders, and external stakeholders, to gather feedback on our organization as it functions today and on the organization we need to become; and

• Strengths, weaknesses, opportunities, and threats workshops to analyze, assess, and prioritize internal and external factors affecting mission accomplishment.

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Strategy Map Preparing DTRA to execute our continuing mission requires identifying the changes necessary to achieve future success. The strategy map is a visual representation of the linkage between our future vision and the strategic objectives that will take us there.

GOAL 1: Improve focus on our Combat Support Agency Mission

We will restore focus on our combat support responsibilities and work in partnership with the Combatant Commands to best meet their needs.

SO 1: Tailor support to stakeholder requirements We will proactively engage the Combatant Commands and other key stakeholders to identify and understand their current and emerging requirements and more effectively allocate and prioritize agency-wide resources to better meet their needs.

SO 2: Improve speed of support to stakeholders We will improve the speed of support to Combatant Commands and other key stakeholders by delivering the right capability and solution at the right time. We will be proactive, rapid, and efficient by making improvements in requirements definition, contracting, capability transition, and the delivery of information to meet the stakeholder’s critical operational needs.

GOAL 2: Leverage and expand our collaboration with the interagency and international partners

We will broaden and further build partnership capabilities both within and outside the U.S. Government and work with the interagency to leverage capabilities and authorities.

SO 3: Establish new relationships, to include non-traditional partners In order to expose and infuse the agency with new ideas and capabilities, we will develop targeted relationships with non-traditional partners (e.g., industry, universities, think tanks, and research organizations, among others). And, we will engage in collaborative idea generation, research, and analysis in order to broaden and mature these relationships.

SO 4: Increase effectiveness of partner relationships We will partner with other DoD organizations, the interagency, and international partners to maximize opportunities for mutual success in accomplishing our mission. We will improve information sharing and embrace the Community of Action model to work towards common goals.

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Build a more lethal force

DTRA Goals DTRA Objectives

Reform the Department

Strengthen alliances & attract new partners Attack the Network

Build Partnership Capacity

Information Sharing

Develop Capabilities

Lines of Effort Strategic Imperatives

Improve focus on our Combat Support

Mission

Leverage & expand collaboration with interagency & international partners

Facilitate innovation

Empower DTRA leadership & staff

Tailor support to stakeholder requirements

Establish new relationships, including non-traditional partners

Create a risk tolerant, innovative climate

Improve speed of support to stakeholders

Increase effectiveness of partner relationships

Encourage new and different solutions

Reduce barriers to managing DTRA talent

Delegate decision authorities to lowest possible levels

SECRETARY OF DEFENSE

DEFENSE THREAT REDUCTION AGENCY

GOAL 3: Facilitate innovation We will set the conditions and environment for creative thinking and problem solving to flourish; incentivizing cross-agency collaboration and information sharing will be critical to our success and our ability to better respond to operational needs.

SO 5: Create a risk-tolerant, innovative climate As a mission-focused Agency, we will transform to a more risk-tolerant organization with a more balanced approach that is proactive, agile, and flexible in meeting enduring, emerging, and future challenges. We will exercise failure-tolerant leadership and value innovation and diversity of ideas.

SO 6: Encourage new and different solutions We will institutionalize horizon-scanning capabilities to think about the tough problems we will face today and in the future. We must explore the full range of alternative tools, processes, and relationships to solve critical problems. The development and employment of a novel quick reaction capability and approach will be key.

GOAL 4: Empower DTRA leadership and staff We will empower Agency leadership and staff to focus on our combat support mission.

SO 7: Reduce barriers to managing DTRA talent Performing our mission requires a diverse and agile workforce with the competence (knowledge, skills, and abilities) to meet rapidly changing challenges. We must make it easier to manage human capital and leverage all available authorities and resources to ensure we have the right people in the right jobs at the right time.

SO 8: Delegate decision authorities to the lowest possible levels We will make decisions at the speed of relevance by improving communication and information sharing and developing practices that facilitate empowered decision-making at the appropriate levels.G

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Build a more lethal force

DTRA Goals DTRA Objectives

Reform the Department

Strengthen alliances & attract new partners Attack the Network

Build Partnership Capacity

Information Sharing

Develop Capabilities

Lines of Effort Strategic Imperatives

Improve focus on our Combat Support

Mission

Leverage & expand collaboration with interagency & international partners

Facilitate innovation

Empower DTRA leadership & staff

Tailor support to stakeholder requirements

Establish new relationships, including non-traditional partners

Create a risk tolerant, innovative climate

Improve speed of support to stakeholders

Increase effectiveness of partner relationships

Encourage new and different solutions

Reduce barriers to managing DTRA talent

Delegate decision authorities to lowest possible levels

SECRETARY OF DEFENSE

DEFENSE THREAT REDUCTION AGENCY

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Defense Threat Reduction Agency

8725 John J. Kingman Road, Stop 6201 Fort Belvoir, Virginia 22060-6201 www.dtra.mil

DEFENSE THREAT REDUCTION AGENCY (DTRA)

J6, CIO Information Operations

Strategic Plan 2017 – 2020

DTRA, Information Operations Strategic Plan March 15, 2017

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Purpose of this Document

The purpose of this document is not to provide a technology roadmap, or to identify and articulate tactical Information Operations (J6) initiatives focused on provisioning and managing IT or infrastructure. This document outlines the strategy J6 will lead for the Agency to operationalize information technology and knowledge resources in order to achieve the Agency’s strategic objectives and become a mission partner.

CIO’s Foreword

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Table of Contents Purpose of this Document

CIO’s Foreword

Information Operations Mission and Vision

Information Operations Strategy

Information Operations Strategy Map

Strategic Outcome: Transform how the Agency utilizes information to accomplish its CWMD Mission 9

Mission Performance

Goal 1: Evolve information technology in support of CWMD mission performance

Objective 1.1: Understand the unique needs of the Counter WMD mission space, driven by internal and external mission partner requirements

Objective 1.2: Advance information sharing, synthesis and collaboration technologies to keep pace with the needs of CWMD mission

Objective 1.3: Achieve economies in CWMD information sharing and systems management

Knowledge Management

Goal 2: Enhance knowledge sharing and communications across workforce

Objective 2.1: Institutionalize Knowledge Management practices within workforce

Objective 2.2: Provide training on emerging technologies and concepts

Objective 2.3: Develop a workforce that can capitalize on the evolving role of information

Enterprise Information Environment

Goal 3: Enable and maintain robust and efficient communications and computing capabilities

Objective 3.1: Optimize the use and value of information technology to support the dynamic mission of the agency

Objective 3.2: Protect and defend our critical information systems, technologies and resources

Objective 3.3: Mature a professional, motivated and high-performing information technology workforce

Governance

Goal 4: Establish information technology Governance to effectively track and utilize our resources.. 19

Objective 4.1: Identify and align information technology investments with mission priorities

Objective 4.2: Resource information technology investments in an informed and defensible manner

Objective 4.3: Oversee and guide information technology investments through all phases of the lifecycle

Information Operations Mission and Vision Mission Statement: Project the Agency’s knowledge and capabilities in order to counter the threat of Weapons of Mass Destruction.

Vision Statement: The J6/CIO will lead an Agency-wide information technology transformation, enabling our workforce to be the premier DoD provider of CWMD expertise and solutions

Information Operations Strategy The Defense Threat Reduction Agency (DTRA) works collaboratively within the Department of Defense (DoD) and across Federal, State and local Governments; United States (US) allies, coalition and foreign partners; Non-DoD U.S. Government organizations; other non-governmental organizations; first responders; and industry and academia on counter-proliferation, nonproliferation and WMD threat reduction issues. To that end, DTRA characterizes the WMD threat and proliferation situation for national defense decision makers through the rapid integration, management, and display of information -- and the conversion of that information to knowledge -- with one goal in mind: Making the World Safer.

The Information Operations Strategy provides a framework that connects DTRA’s mobile, multi-disciplined workforce with a secure information-rich environment, enhancing the Agency’s ability to share information and collaborate as a team. The resulting integrated and accessible information environment also enables the Agency’s ability to share information and collaborate with Interagency, international, and DoD partners, including industry and academia in support of United States Government (USG) Counter Weapons of Mass Destruction (CWMD) goals. The projected effect of the strategy provides a foundation of information that enables the Agency to integrate, synchronize, and provide CWMD expertise, technologies, and capabilities. It also serves as a framework by which every information technology professional within J6, as well as those in other Directorates, may define objectives and tie their performance to outcomes articulated in the Agency’s strategic plan.

The Information Strategy promotes increased value by leveraging information that will ultimately, affect better decision making. We seek to guide the Agency toward capabilities that provide situational awareness and support the full-spectrum of the Department’s CWMD mission space by focusing on information, analysis and timely collaboration enabled by technology.

The strategy provided herein provides direction in the form of actionable goals, objectives, and performance indicators to aid the Agency’s strategic and budget planning, and execution efforts. The strategy embodies higher-level Federal, Department and Agency guidance including: DoD CIO Information Technology Enterprise Strategy & Roadmap, DoD Cloud Computing Strategy, DoD Information Enterprise Architecture 2.0, and the DTRA Strategic Plan for 2016-2020. Through these aids, the strategy enables Agency decision makers to adjust policies, align investments and synchronize resources to ensure authorized DTRA’s personnel, global partners, and customers can access any information, from anywhere, at any time1.

1 U.S. Department of Defense, “Strategic Management Plan, The Business of Defense FY2014 – FY2015; Goal 3:

Build Agile and Secure Information Capabilities.”

Information Operations Strategy Map The Information Operations Strategy provides DTRA a foundation that enhances the Agency’s ability to make informed decisions while safeguarding the US and its allies from global WMD threats. When fulfilled, the goals and objectives within the strategy will: connect the Agency world-wide; provide access to a multi-disciplined and mobile user base, including the workforce, Warfighters, mission partners, and customers; as well as facilitate the sharing of protected information amongst our user base to enable the integration, synchronization, and provisioning of expertise, technologies, and capabilities. The integrated and interoperable information environment ensures DTRA’s personnel, global partners, and customers have the information they need, when they need it, and where they need it to counter threats posed by

WMD.

The Information Operations Strategy map aligns to the structure and defined drivers of strategic outcomes outlined in the overarching DTRA Strategic Plan.

Organizational Intelligence refers to the organization’s ability to comprehend and create knowledge relevant to the Agency’s mission. It is achieved by increasing the shared intellectual capacity of the DTRA workforce through shared purpose. Organizational Intelligence is the overarching strategic outcome of this strategy, and speaks to the internal and external stakeholder expectations for information-enabled capabilities supporting DTRA and the CWMD Battlespace. (SE3, SE4) Mission Performance, Knowledge Management, Enterprise Information Environment and Governance each align to the “perspectives” illustrated in the DTRA Strategic Plan Map, and are defined here as follows:

• Perspective: Mission Performance

Identifies the strategic capabilities needed, and the changes the organization must address for framing requirements, sharing information, and enabling new technology resources to create enhanced value within the Agency’s strategic context. (DTRA Strategic Objective IF4)

• Perspective: Knowledge Management Defines the need to communicate, train, and evolve the workforce into creators, consumers, and sharers of knowledge in order to achieve our stated strategic outcomes. (DTRA Strategic Objective

IF4)

• Perspective: Enterprise Information Environment Defines the need to maintain an effective information technology infrastructure, ensure its security, and the security of its users, as well as grow an IT workforce across the Agency capable of implementing, maintaining, and exploiting technology to meet the ever-changing operational cyberspace terrain. These are fundamental objectives that enable the higher-order mission-specific objectives of this strategy and other subordinate Agency strategies. (DTRA Strategic Objective RE1)

• Perspective: Governance Identifies the foundational objectives necessary for defining and managing investments in information and information technology to ensure they result in capabilities that meet mission requirements in an efficient and innovative manner. (DTRA Strategic Objective RE1)

These perspectives lead to strategic goals for J6, and support alignment to the Agency’s Strategic Plan.

Each perspective and goal includes clearly defined, measurable objectives that outline what needs to be accomplished, how it will be accomplished, and why it is important. Each objective supports the achievement of one or more strategic outcome.

Strategic Outcome: Transform how the Agency utilizes information to accomplish its CWMD Mission The fundamental outcome of Organizational Intelligence is to provide the Agency’s leaders, subject matter experts, and workforce easy access to the information they need to make timely and effective decisions, create high-value, dynamic and low-overhead information products, and collaborate freely within the context of a shared and transparent knowledge and information model. Realization of Organizational Intelligence within the Agency will also enable us to persistently and more effectively project our CWMD expertise to the battlespace; thereby allowing our mission partners to enhance their own situational awareness and decision making effectiveness.

Organizational Intelligence is an inevitable outcome of embedding Knowledge Management (KM) principles within our organizational processes. Leveraging KM capabilities will continually improve the performance and efficiency of our mission and business functions. The widely disparate functions of the Agency will function in unison and with a high degree of coherence, not only within our Joint Directorates, but from the Command Group through all levels and facets of our organization. This outcome will be visible throughout DTRA as it becomes a Mature Knowledge-Enabled Organization, driven by Timely, Transparent and Sound Decision Making, which will ultimately Deepen Our Reach and Impact within the CWMD community.

Outcome: A Mature, Knowledge-Enabled Organization

The CWMD mission space is an ever-changing environment of information requirements. In order to keep pace, the Agency must rapidly evolve the KM capabilities and principles articulated in this strategy to better understand the level of KM maturity required to be a premier provider or CWMD expertise within the DoD, as well as the Federal Government.

Once Organizational Intelligence and the desired level of KM maturity are reached, Agency leaders will use KM to inform strategic direction and drive innovation; our workforce will build KM into its performance objectives and will utilize KM tools to monitor, measure, and report performance; and key processes will be mapped across the Agency, as well as shared visibility within and between processes.

Program performance will also be available to the full spectrum of our workforce, including leadership, supervisors, managers, and performers.

KM will become a foundational capability throughout the Agency, and evolve into a dynamic force that will enable the workforce to increase the speed at which they access contextually-relevant data, and share information. This will lead to more timely and effective analysis of data, higher value information, and greater employee engagement and empowerment.

Outcome: Timely, Transparent and Sound Decision Making A more distributed organizational decision framework will be enabled throughout the Agency through the application of KM tools, techniques and principles. Information Technology and KM will pave the way for our senior leaders to capitalize on the expertise of the Agency’s workforce, and allow them to utilize their skills and vision to share in the decision making and management of our dynamic operating environment.

DTRA will become a more agile, effective, and accountable Agency, and ultimately the premier provider of CWMD expertise and solutions to the USG because of the collective creativity, ingenuity, and talent of our workforce combined with our complex mission space.

KM will also provide the mechanisms in place to track, measure, and evaluate decisions over time, in order to build upon our successes and learn from our mistakes. We will eliminate recurring errors and, over time, reflexively improve our decision-making calculus. Decision making will also be informed by transparent insight into individual, programmatic, and organizational performance against goals, objectives, and activities defined in the DTRA Strategic Plan and other guiding documents, such as the Director’s Planning Guidance (DPG).

Outcome: Deepen Our Reach and Impact within the CWMD community Our vision of becoming the USG’s preeminent provider for all CWMD knowledge and activity hinges upon our ability to project CWMD expertise beyond our organizational boundaries and network perimeters.

The Agency has long been, and will continue to be known for its technical reach-back capabilities. We must seek new opportunities to proactively "reach out" with our expertise, in order to shape theater and global environments to counter the threat of WMDs.

The CIO will be integrally involved in brokering information-sharing agreements and other engagements with external partners in the CWMD community, in order to, not only understand information needs, but also the systems and analytic methods used to process that information. This will allow us to target and implement information delivery and exchange systems tailored to our role in the CWMD mission space.

This will also result in efficiencies, both functionally and fiscally, as we proactively anticipate and shape our mission partners’ information needs, preempting information requests and streamlining technologies we use to support our mission essential functions. Furthermore, our internal information sharing culture will extend to our supported customers and mission partners across the DoD and USG, as well as our allied partners, as we share our expertise in ways that benefit the broader CWMD community.

Mission Performance Mission Performance refers to not only the change in perspective we must embrace in order to optimize our information-based efforts towards mission accomplishment, but to enable a CWMD information service within the Joint Information Environment (JIE)2, a federation within the USG and a coalition across our global partner environment.

Goal 1: Evolve information technology in support of CWMD mission performance Traditionally, there is tension between information system design and mission need, as well as dissonance between implementation and operator. DTRA is driven to deliver information technology solutions more tightly coupled to the mission space. The CIO must lead the Agency, not only to identify and contextualize the unique information needs of the CWMD mission, but by establishing a shared CWMD situational awareness-environment across the DoD and Interagency.

We must trace the specific CWMD information needs of our Global Combatant Commanders through all phases of joint operational planning; achieve economies in our IT investments by consolidating CWMD systems, simplifying their architectures, and integrating CWMD services into the larger JIE; and, affect change across the Agency in order to deliberately decouple mission performance from management of infrastructure.

Objective 1.1: Understand the unique needs of the CWMD mission space, driven by internal and external mission partner requirements Developing, curating, and evolving steady-state awareness of the CWMD environment is predominantly a Phase 0 activity focused on shaping the Global WMD threat environment; however, DTRA’s role within the CWMD mission space is broader than maintaining situational awareness of the WMD threat environment, and its capabilities to counter the threat. We must extend our operational reach, projecting the knowledge, expertise, and capabilities of the Agency into all phases of joint operational planning.

Unfortunately, there are many challenges to maintaining and providing a functional common operating picture of the CWMD environment. Phase 0 requirements are not well defined in this mission space, as acknowledged by its mission proponents. Information tools, techniques, and processes required to support a move from Phase 0 into subsequent Phases of joint operations are even less defined. This is the domain of operational art, more than operational planning, and the Agency’s projected capabilities must be heavily tailored to the supported command; therefore, while the CWMD information activities may be similar, regardless of supported command, the information products may vary significantly even within the same operational domain and joint operational phase.

The broad scope of information and technology requirements to support planning relative to the diverse threats of chemical, biological, nuclear, radiological, and high-yield explosive (CBRNE) weapons present different challenges within each operational phase. The information requirements will not only increase, 2 Joint Chiefs of Staff, “Joint Information Environment White Paper,” January 22, 2013.

but change during transition from steady-state to crisis upon the activation of an order that requires the Agency to mobilize its efforts in support of one or more of our Global Combatant Commands in their efforts to deny, deter, dominate, or defeat a WMD-enabled adversary.

We must proactively understand and anticipate the information needs of this mission space in the form of requirements traceable to actions in each supported customer in each operational phase. We cannot assume the information required to maintain CWMD situational awareness will support the full spectrum of joint operations.

Additionally, as the preeminent provider of CWMD expertise within the Federal Government, DTRA potentially represents the most pressing demand signal for CWMD-related information, in particular:

access to datasets, information products, analytical tools, and collaboration and visualization systems.

We must thoroughly capture and understand the unique needs of the Agency, its leadership, and its workforce as part of any effort focused on enumerating the requirements of the CWMD mission space.

The requirements identified will be used to develop and position information systems and analytical products that will enable DTRA to support the heavy information demands of military action against a WMD actor or state, or to respond to an incident, event, or persistent threat against the homeland.

Objective 1.2: Advance information sharing, synthesis, and collaboration technologies to keep pace with the needs of CWMD mission The DTRA Strategic Plan indicates we must, “provide robust, redundant, and secure communications and information technology capabilities” to provide situational awareness to the global CWMD community.

We will continuously improve communications and collaboration capabilities, and access to Agency knowledge by the CWMD community regardless of role or locality. We will focus the Agency’s limited information resources on CWMD requirements that DTRA is uniquely postured to address, and leverage core system components and services from partner organizations wherever practicable. We will engineer future systems to maximize the sharing and re-use of data, objects, and applications in order to maximize usability, regardless of initial fit and function, in our analytical efforts.

We will become a Mission Partner by collaborating with stakeholders and partners to develop enterprise services that best support our CWMD mission; enabling DTRA capabilities that promote and ensure the global CWMD community has the ability to seamlessly discover, access, utilize, and understand DTRA’s information resources from any device, at any time, and across any application from anywhere in the world.

To achieve such functionality, we will envision and acquire next generation capabilities, and guide the Agency toward the power and versatility of flexible, data-centric, service-oriented architectures, which enable seamless access to information at the point of need.

We will turn our attention to industry to assist the Agency to: identify and implement cybersecurity solutions to allow for bi-directional sharing of information across foreign and domestic mission partners;

protect information and ensure data provenance, pre- and post-transmission across multiple domains and partner environments; dynamically adjust data, information and network defenses based upon threat intelligence, changes to our risk profile, or other aforementioned undefined information protection issues that will inevitably arise as CWMD information sharing and analysis requirements are refined.

In order to support the Agency's mission of "integrating, synchronizing, and providing expertise, technologies and capabilities" to the USG and its allies, we will take a leadership role in synchronizing information-sharing efforts across the Interagency, as well as in establishing CWMD situational awareness across our partner environments. We will work within the DoD to influence and codify policy related to data sharing and use of publically available and private sector information. We will expand our network of information-sharing agreements across the Interagency, and promote standards, such as for metadata, that ensure our information, and that of our partners’, maintains context and value as it is transmitted and consumed across the CWMD community.

Ultimately, we will develop shared knowledge and situational awareness of the CWMD environment, and deliver that knowledge in a contextualized and synthesized fashion, allowing our Agency partners to derive meaning and mission value from the information presented.

Objective 1.3: Achieve economies in CWMD information sharing and systems management To lead the provisioning of situational awareness for the broader CWMD community, DTRA must achieve efficiencies in the development and sustainment of related information-based activities and computational information technology systems. We will accomplish this through clear articulation of system capabilities versus requirements, and by adopting a normative value approach towards approving, developing, and fielding information systems.

We will integrate CWMD situational awareness in to the JIE, not only to consolidate our system’s footprint, but to standardize CWMD services across the DoD. Increased adoption of the JIE and its tenets across all systems and services will provide the Agency and its mission partners with access to robust knowledge resources, collaboration capabilities, and will support rapid, yet informed decision making. It will enable us to share information with any mission partner when necessary, regardless of location, device, or service provider. Just as importantly, through operationalization of DTRA information systems within the JIE, we will transform the Agency’s perspective of information systems from one of an array of discretely defined, utilitarian systems, to an integrated service that functions as a core mission service architecture for the DoD.

From a planning perspective, integration with the JIE is critical as the DoD faces increasingly novel and escalating, asymmetric threats against the background of an austere and uncertain fiscal environment.

We must improve, not only our ability to share data, applications and services, but our appetite to do so.

Increased adoption of JIE tenets will simultaneously reduce “real” information technology resource demands, thereby allowing the Agency to realign its increasingly constrained resources toward mission capabilities.

We will also look to widen the aperture into our Agency’s expertise by bringing its information-centric CWMD programs into strategic and functional alignment in order to ensure coherence between efforts, availability of information, and interoperability of our products. By exposing and blending the various information sets managed and curated by DTRA to each other, we may provide greater contextual knowledge to our mission partners.

Within this context, we will collaborate with mission stakeholders and partners to develop enterprise services that best support our CWMD mission within the JIE framework, and strive to produce efficiencies across the DoD's CWMD information technology portfolio. We will also forge partnerships within DoD and the Intelligence Community in order to increase awareness of capability requirements and information needs.

Knowledge Management Knowledge Management requires us to discover and define the Agency’s data assets, as well as the processes for managing, sharing and exposing that data. It must not only normalize and rationalize our Agency's data, but it must drive a strategic and fundamental change in the cognitive structures of the Agency. KM is an essential competency that must be realized before we are able to achieve the higher order outcome of “Organizational Intelligence”.

Goal 2: Enhance knowledge sharing and communications across workforce KM involves a set of activities associated with the creation, management, sharing, and discovery of information contained in internal and external data repositories. Through promoting KM best practices and activities within the organization, we will galvanize the Agency around this mission critical capability and drive greater participation toward enhancing the value and utility of existing knowledge, resident both within the Agency and across the CWMD community.

To truly be successful, we will promote the baseline premise that everyone has a role in maturing CWMD knowledge. Additionally, we will establish a KM Advisory Board comprised of Knowledge Champions from across the organization to direct, review, and approve KM initiatives and activities. We will develop a subject matter expert (SME) knowledge capture program to identify key individuals with specialized knowledge, allowing them to be rapidly found and engaged when needed to support the mission of the Agency.

Cultural change is critical to organizational transformation and is an organization’s most difficult challenge. While leadership has conveyed the importance of a knowledge management and information sharing culture, the need to institutionalize knowledge management and information sharing behaviors while maintaining information assurance and operations security still remains. To achieve the necessary balance, we will define incentives to advance knowledge management and information sharing, policies to remove impediments, education, and training opportunities to promote the value of knowledge management and sharing information, and processes to promote and enforce the appropriate knowledge creation and information sharing practices.

Objective 2.1: Institutionalize Knowledge Management practices within workforce Effective communication increases awareness of information technology improvements and capabilities to the DTRA workforce to ensure personnel are fully aware of the capabilities currently available, understandable, and easy to use. The J6 will develop and issue KM guidance (policy, guidance, or instruction) to the CWMD community to communicate the goals, objectives, initiatives, and plans to mature KM across the workforce. The J6 will launch a communication campaign to educate the workforce on current capabilities, as well as utilize communication techniques to launch and promote KM initiatives.

For example, we will implement a mechanism to enable DTRA staff to submit both questions and suggestions to J6, triggering a response back to the user community.

In conjunction with our Human Resources directorate, we will establish a performance management and tracking capability for all Agency civilian and military employees that allows real-time insight and analytics into individual performance within the context of metrics used to measure mission performance. We aim to inextricably link knowledge management capabilities with an organizational outcome that enables our leaders and managers to make evidence-based, rather than subjective assessments, of both program and individual performance.

In addition to enabling more robust performance management and analytics, our knowledge management architecture will provide advanced decision-making tools and capabilities to all members of the Agency. A new portal will seamlessly enable access to rich search and expert system heuristics; and provide self-service analytics, templated dashboard, and visualization capabilities (including individual and program performance information) via a single pane of glass tailored to the information each individual Agency performer needs to perform his or her job better.

Objective 2.2: Provide training on emerging technologies and concepts We will create training on available technologies to effectively evolve DTRA into a learning organization.

The J6 will continue to evolve and offer a full suite of knowledge capabilities, and will focus on adapting and training personnel in effective use existing capabilities to support their needs. We will continuously identify high-priority pain points and gaps across the Agency, identify existing or new capabilities that will fulfill the requirements, and develop and deploy training to the workforce annually.

Objective 2.3: Enhance and enable workforce access to capitalize on the evolving role of information Collaboration is a key activity in the capture and production of CWMD knowledge; it promotes organizational learning by combining the skills of multiple CBRNE, non-proliferation, counter-proliferation, and consequence management experts, and enables a more holistic response to requests for information. To truly deliver on the promise of KM within the global CWMD community, we must provide Agency knowledge workers the computing and data storage services required to support their role in organizational processes and the CWMD mission – regardless of whether they work at Agency owned sites, are deployed within National and International Partner footprints, or are forward deployed in areas of conflict.

From an information technology perspective, our shift toward knowledge management and projecting out CWMD expertise into the battlespace serves to drive a shift in the focus of our technical workforce.

While challenges in understanding the ever-evolving and increasingly complex array of technologies available remain, powerful solutions are becoming increasingly commoditized. Utilizing them to their full potential however, requires we evolve our workforce to support the creation and sharing of knowledge through shared services, Communities of Interest, cross-project/mission exchanges, education, and training efforts. To that end, we will promote greater Agency participation in collaborative networking user forums, and focus our technical assistance, guidance, training tools, and associated communications artifacts toward assisting our user communities to better leverage and embrace knowledge and information sharing.

Enterprise Information Environment Enterprise Information Environment (EIE) refers to the common, integrated information computing, and communications environment. The EIE is composed of assets that operate as, provide transport for, and/or assure local-area networks, campus-area networks, tactical operational and strategic networks, metropolitan-area networks, and wide-area networks. The EIE includes computing infrastructure for the automatic acquisition, storage, manipulation, management, control, and display of data or information, with a primary emphasis on DoD enterprise hardware, software operating systems, and hardware/software support that enable the enterprise. The EIE also includes a common set of enterprise services, called Core Enterprise Services, which provide awareness of, access to, and delivery of information.3

Goal 3: Enable and maintain robust and efficient communications and computing capabilities In order for the Agency to accomplish its global mission, we must provide reliable and innovative technology solutions that support our key mission and business functions. We count Federal, State, Local, and Tribal governments; the DoD, its allies, and coalition partners; the global scientific and academic communities; first responders; and the public among our many customers. Our information technology capabilities must be sound, engineered for not only functionality and security, but for usability, availability, and sustainability across a broad and diverse customer base.

Objective 3.1: Optimize the use and value of information technology to support the dynamic mission of the Agency As we enable and support mission requirements of others, we will focus on improving and sustaining effective customer-focused processes in accordance with the DTRA Strategic Plan. We must operate within and across DTRA, the DoD, Interagency, coalition Partner environments, mobile platforms, test ranges, and incident environments; we will operate from the joint command center, to Ground Zero, and everywhere in between.

These unique characteristics require our solutions meet the needs of the mission, and not a “one-size-fits-all solution.” We will engage Program and Directorate leadership and staff to in the development of new systems and information capabilities, regardless of the cognizant Directorate or Program Manager. We will drive economies of scale and efficiencies in operations and maintenance of our information technology resources by adopting a rational “cloud first” approach to provisioning and life-cycling our information systems.

In order to achieve these efficiencies, we must conduct an architectural design study to determine the current suitability of our information systems and data to JIE-compliant cloud offerings, across all operational domains, from public to Secret, and above. As part of our design strategy, we shall investigate the utilization of cloud-based services, service-oriented architectures, and micro-services.

In particular, we will investigate leveraging and sharing micro-service architectures to the greatest extent possible when developing new information capabilities, especially in bi-directional information sharing with our CWMD mission partners to enable greater standardization and interoperability between data and applications across the mission space. This “cloud strategy” will influence the requirements and approach for many information operations activities, most notably scoping the requirements for the 2018 acquisition of our Agency-wide Information Technology Support Services contract.

3 Definition extracted from DoD Instruction 8115.02 established October 30, 2006 for Information Technology Portfolio Management Implementation

As we maintain our presence on the JIE and a network hub for the DTRA user base, we must focus on end-to-end user and service architectures. Over the next three years we will divest ourselves of significant administrative and engineering control over the infrastructure and platforms, so our engineering approach must be matured and soundly focused on mission outcomes. In order to achieve this change, we must develop and publish a new system development and engineering process for the Agency.

To begin with we will establish service level agreements with our supported mission critical, essential, and support customers, and tailor our service catalog to the mission and business functions identified as either critical or essential to the Agency’s performance. Prior to establishing and operating under these service agreements, it is essential to achieve economies in our ability to deliver IT services to our supported customers.

Three critical factors drive our ability to achieve these economies. First, we must eliminate complexity in our engineered solutions. This may be accomplished in equal parts by publishing the aforementioned systems engineering process by having a deep understanding of the mission requirements we are supporting, and through advanced training and skill development of our civilian and military workforce.

Secondly, we must eliminate recurring problems. Our root-cause analysis must be both sufficiently broad and thorough in order to identify the problems that may manifest as a variety of different incidents across our networks and systems. Increasing the ratio between incidents and problems will lead to higher degrees of stability on our core infrastructure and allow us to craft more realistic service agreements with our customers and service providers.

Third, we will begin tracking and reporting our service metrics relative to service or functional uptime as opposed to aggregate server or device uptime. This will result in a more reflective baseline of J6’s performance relative to mission needs and provide valuable information that may be used to continually enhance our value to the Agency.

Objective 3.2: Protect and defend our critical information systems, technologies and resources A key role of J6 is to ensure the safety and security not only of DTRA’s information systems, but of the CWMD knowledge of the organization. The J6 will maintain strong relationships with Cyber Command, the DoD CIO and other DoD governing bodies regarding data and systems security. We will continue to ensure systems comply with mandated cybersecurity requirements, as well as appropriate safeguards are in place to counter the accepted vulnerabilities and threat vectors. Additionally, J6 will stand ready to support partner systems in implementing and managing cybersecurity controls across the spectrum of our operational enclaves.

As the Agency strives to safeguard the US and its allies from the threat of WMD, the need continually grows for reliable, timely, and accurate information to support increasingly complex decision making in the CWMD arena.