Deputy Assistant Director FBI-CID Branch | — “Operational Design” Strategic Planning Initiative Opening Remarks & Initial Staff Guidance January 2019 EFTA00147638

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Opening Remarks e 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/Ops Integration * Personnel and financial resource alignment UNCLASSIFIED//FOUO * My comprehensive review of CID Branch | internal strategic planning techniques, processes, and procedures has revealed there is a significant amount of valuable work being accomplished by our Branch | 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. * Itis 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 | to 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 EFTA00147639

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Opening Remarks © what can CID Branch | Do To Address These Concerns? Branch 1 strategic review Section by section strategic review Improve knowledge and strategy planning capability Incorporate ideas and best practices from outside of FBIHQ UNCLASSIFIED /FOUO * Conduct a comprehensive internal review of consolidated Branch | strategic planning techniques, processes, procedures, and guidance to continue, and where necessary improve, Branch I'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 | 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 | * 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. EFTA00147640

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Opening Remarks rational Design” Strategic Planning initiative © cipBranch! 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 UNCLASSIFIED//FOUO * — 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 EFTA00147641

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Opening Remarks FAI CID Branch |- “Operational Design” Strategic Planning Ini (s) CID Branch | 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 | 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 EFTA00147642

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* 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 EFTA00147643

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Opening Remarks Strategic Planning Initiative: © key Components of the CID Branch | Strategic Planning Vision ¢ CID Branch | 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 | programs to remain relevant and ready to address current-generation and next-generation threats Key Components of the CID Branch | Strategic Planning Vision * — CID Branch | 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 | programs to remain relevant and ready to address current-generation and next-generation threats * (*Insert the most critical “Branch | Action Items” and “Field Support Action Items” that all Section Chiefs must include in their Operational Approaches and Subsequent Strategic Plans) EFTA00147644

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Opening Remarks FI CIO Branch | - “Operational Design” Strategic Planning Initiative © Critical Actions Taken to Realize the CID Branch | Strategic Planning Vision * Precursive planning effort to frame Branch | 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 | Strategic Planning Vision * Consider the use of “Operational Design” methodology as a precursive planning effort to frame Branch | 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 | strategic and operational plans and EFTA00147645

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initiatives to assess for continuation, modification, or elimination * Develop Branch | and Section measures of performance and measures of effectiveness to allow for continuous assessment of strategic and operational plans EFTA00147646

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Opening Remarks FBI CID Branch | - “Operational Design egic Planning Initiative: 6 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)? UNCLASSIFIED /FOUO EFTA00147647

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Opening Remarks )perational rategic Planning Initiative (1) Accelerate Innovation * CID should proactively develop technological solutions through a deliberate process and should serve as a force multiplier to solve technology and IT barriers impacting the field’s effectiveness. * Mapped to Deploy Innovative Solutions (2) Improve Program Management/Guidance * CID 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 to Improve Stewardship of Resources (3 ] 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 intelligence in A! We Do oO Resource Alignment * CID should facus on core program management functions and remain agile by continuously understanding the needs of the field, by evaluating its resource allocation at the program and threat level, and by understanding other functional pricrities which need to be completed by CID. * Mapped to improve Stewardship of Resources UNCLASSIFIED//FOUO EFTA00147648

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Expectations Leadership General Be Trustworthy, Fair, and Honest @ Make Good Decisions Encourage Innovation @ Individual Ownership & Focus Take Care of Everyone @ Teamwork Be Self Aware Be Present = internal facing, not external facing Hire Well Have a Plan @ @ ‘) @ ‘O) © @ Teach, Don't Tell UNCLASSIFIED//FOUO 10 EFTA00147649

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1 Establish clear three year strategic prionmes and performance DOJ Anti-Gang Coordi prattee Request HSI standards and expectations sanberstip to deconfict task force crwaton ’ S-Vina Process: Re-anginwer, cleus backlog Veredran Vorndran ‘Abwad of the Theat Study: Finalise findings and may forward 1 incude swction and unt suieg = include OTD SSA in Wedraselay UC meatings to share tool ard pay capabilky updates © Develop standing Group 1 F2F ard Online UOOs so subject's can ‘easily be mitten in and out of tha UCD. Ensure we are off TOCE Veendran Vorndran Pore Vorndran a P Vorndran 4 Work with DO! to expedite AG Exemption approvals for Work with OD 10 enaure compliance mith ALAT cargar board Toe 4, jeuanigations which haw bowen designated as priority caves fie MOU, deconfikt ops orders, Ola/source polices, and funding — TAN DETF, PT Gain clarity on authority and meet with DOI about USM Verndrany’ prosecuting HS! cases 5. Kel Additonal CID Branch | Action mems + £0 -13773: Lewwrage this EO in an effort te support NIP funding. (Vormdean) OCDETF Strike Force: Engage FBINYand Cl. (Note: Engage Ray Donovan). {TOC-W) HOLS Funds: Werk with Branch Il to allow for easier access of ICLS funds for nan-J72 caries, training fal apores, engaging ALISAS, and preniding stratogie Grection from HQ. (TOC-W/TOC-E) Routine calls to Ambassador/DCM where we have or want CD OCONUS presence. Coordinate with KOO. {Vorndran} UNCLASSIFIED//FOUO 11 EFTA00147650

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Program Guidance: Provide offices with consiston work and impact on threat Iesight: Work with OTD to mitigate challenges caused by accessing OPWAN to create disconary disks. Saltions: save tes from insight inta folders arganized by phone number and product type; change GUI ta be cross searchable by product type; return Insight computors to the fiald; reviaw comparable DEA data systema. META/Scales of Justice: Work with (TAOD to increase usability and accuracy of too! FO Traming: Develop o standardized traming model and mcorporate FBI systems training fe.g.. Sentine, Delta, database searches) into onboarding, Mobile Biometric App/Fingerprint Scanner: Expedite the process for pushing these devices out to the field Tast Force Fleet: Determine # LS platform rental program can be expanded to replace "bumed’ cars Ths request was made by Fa CE ‘dthional Fd Sueport Action ems STE Polcy: Work with OTD to revise policy far daploymnent of sources OCOMUS with recording devices [EM Team) Transmitters: Work with OTD to deploy remaining Casper licenses to the field. and report feedback on Scarecrow functionality. (Womdran) Advanced Narcotics Testing Systern: Merl funds to purchase DEA system thas conducts prewmnptive test miheut & samele, agents dan't haw to handle the drug [Momdrant Spanish-sowahiry Agents: Work with HRD to priaritim placemat in offices ewue southam berdor and/or create incentive program fer b Neh-need areas. Evaluate whether its possible to Incentive Spenish speaking agents for thesalynment. {lesue for TOC-W and CAST (TOCAW) Vehicle Tracker Palicy: Work mith OTD to revise policy ta allow nen-TTAS to apply "sap-ce” GPS trackers. (Vomdran) UNCLASSIFIED//FOUO 12 EFTA00147651