全球智库信息集成服务系统

The Intelligence Community Continues to Progress in Workforce Planning

• The chief human capital officer in the Office of the Director of National Intelligence made considerable headway in the past half decade in identifying community-wide workforce issues and identifying tools to facilitate more-effective workforce planning in the future.
• The intelligence community must continue to build and sustain its workforce, even as resources decline, making wise and effective decisions on how to prioritize investments.
• The elements of the intelligence community should continue to use the workforce planning tools described in this report in order to maintain a workforce capable of meeting the challenges that lie ahead.

The U.S. intelligence community has a continuing and important role to play in providing the best intelligence and analytic insight possible to aid the nation's leaders in making decisions and taking action. Executing this role will require unprecedented collaboration and information sharing. The personnel throughout the intelligence agencies are essential to accomplishing these tasks. The intelligence community has made significant progress during the past decade in rebuilding its workforce and developing capabilities lost during the 1990s. As decisionmakers look ahead to a future most certainly defined by constrained budgets, it will be important to avoid repeating the post–Cold War drawdown experience and losing capability in a similar way because the consequences of such actions can be long lasting.

This report chronicles intelligence community efforts over more than half a decade to improve community-wide workforce planning and management. It describes workforce planning tools that will help decisionmakers maintain a workforce capable of meeting the challenges that lie ahead, even as budgets decline. In addition, the community's collective efforts to take a more strategic approach to workforce planning point to a number of important considerations that serve as guideposts for the future: (1) rebuilding lost capability takes time, (2) resource flexibility is needed, (3) risk is an essential element in workforce planning, (4) systematic planning shores up requirements, and (5) the supply of military personnel is likely to decline. These lessons learned through an era of workforce rebuilding can inform resource decisions today and in the years to come.

• Chapter One

  Introduction

• Chapter Two

  Intelligence Community Reform and Workforce Planning

• Chapter Three

  Strategic Workforce Planning

• Chapter Four

  Understanding Supply

• Chapter Five

  Forecasting Demand

• Chapter Six

  Looking Ahead: Considerations and Guideposts

• Appendix

  An Analysis of Department of Defense Military Intelligence Personnel