Information Sharing Strategy, Department of Defense Information Sharing Strategy, Department of Defense DoD/ISS _a7b5a0f0-9672-4bf4-9bb5-143b16b6f50b Deliver the power of information to ensure mission success through an agile enterprise with freedom of maneuverability across the information environment. _49d5a1de-a44b-43da-ab06-6ca10a4d9771 Provide the common vision, goals and approaches that guide the many information sharing initiatives and investments for the Department. _5012ed8e-2b22-43a1-b267-bb3eacc8b9f6 Sharing Promote, encourage, and incentivize sharing. _eebabef2-bee2-41db-a40c-b4ad3534f2fa 1 Successful information sharing necessitates a mindset where information is continually shared as a normal course of work. It begins when organizational leaders set the example and demonstrate their commitment by advocating for information sharing, and will be realized when the dissemination of information is supported at all organizational levels. Leaders shall align individuals to the common information sharing vision and encourage the adoption of the new mindset and culture. A common set of unifying approaches to DoD Information Sharing will be developed, requirements validated, and individuals trained on the proper tools, techniques and procedures so that this common set of information sharing practices is used at all levels throughout the Department. Recognition and Leverage Recognize and leverage the Information Sharing Value Chain. _eec2ebf5-1d35-4542-9cf5-f63cf39dea36 1.1 The Information Sharing Value Chain articulates the “opportunity” of information sharing to support informed decision making, shared situational awareness and improve knowledge at every level of the DoD. The risks encountered at each step of the information sharing value chain must be managed to mitigate negative consequences. Throughout history, the supply of and demand for information triggers the inter-related processes of information collection, processing, analysis, and integration to make informed decisions, increase situational awareness, or improve and manage knowledge. Regardless of the mission domain, community or organization‟s unique processes for managing information, the universal Information Sharing Value Chain ... remains the same – to discover and collect information and continuously add value at each stage to best inform a decision maker. The strategic shift (opportunity) for the Department‟s information sharing is to create the governance, policy, technology, culture and economics that promote all aspects of the Information Sharing Value Chain and facilitate the access, sharing and integration of information such that the DoD has freedom of maneuverability. 7687a8ec-4f3a-4262-b69e-41b2d8dfd337 301ab369-368b-45eb-971d-f0b1cd0d1d6b Federated Community Promote a federated Information Sharing Community/Environment. _75ca6a63-6a58-4035-a0b4-e918d6e76dd1 1.2 Governance, policy and cultural considerations establish the required multi-lateral relationships working in a regulated, risk management environment that ensures information security, privacy, and trust. The federated approach establishes and maintains a trusted community of information sharing that promotes collaboration, leverages the information integrators in the community and reduces the “seams” between organizations, domains and functions. DoD operates with a federated approach to information sharing with external partners. This approach establishes the relationship between legally autonomous entities and provides a binding framework for information sharing and collaboration. Federated information sharing includes trust mechanisms, standards, procedures and audit regimes to establish and maintain trust and compliance with the federation agreements. 812f51b8-e3b7-4f89-92aa-b0dd63eecf5a c037208d-2520-47ea-8903-dc116fd13514 Economics Address the economic reality of information sharing. _cc0ce9ad-b63e-49cf-813d-06786341a452 1.3 Create guidance and incentives within the budgeting and resource allocation process to encourage organizations to share information that promotes informed decision making, improves situational awareness, establishes economies of knowledge, and creates unity of effort. Orchestrating funding and resource investments is critical for the successful implementation of information sharing and achievement of unity of effort. Existing initiatives, resources and evolving requirements must be integrated to efficiently use scarce resources. The requirements, acquisition and Planning, Programming, and Budgeting System (PPBS) processes must be synchronized to efficiently provide funding and resources. A risk management approach will determine resource allocation and investment. Measures of effectiveness will determine return on investment and the effectiveness of the DoD information sharing initiative. 5d7d4426-3e7d-4111-b5f5-02c4b13d0b91 558df848-68f4-4edc-9548-9cedadd0bf50 Enterprise Achieve an extended enterprise. _6d1558ef-769b-44a4-b6c3-aaabde602bc0 2 The extended enterprise refers to all internal and external participants required to ensure mission success. This facilitates collaborative and coordinated decision making, shared situational awareness and improved knowledge at every level. The extended enterprise requires the alignment of plans, processes, and systems across organizational and functional boundaries. Force Multiplier Make information a force multiplier through sharing. _75880b63-4d05-4dfa-922d-5dcb43f7f261 2.1 Information as a force multiplier refers to exploiting relative information advantages against our adversaries and to support effective, unified disaster response. Sharing is inherent in information becoming a force multiplier and results in increased operational effectiveness. The following factors are challenges that must be addressed to enable information sharing to serve as a force multiplier: Volume - The amount of data that exists that could support the specific mission need or event. As information sharing improves, the volume of data available to analyze for decision making will continue to grow. Veracity - The ability to create relevance and de-conflict potentially conflicting data received from a number of sources. While analysts and decision-makers may receive more information, more quickly, and from more directions, its accuracy, consistency, authority, currency and completeness must be validated. Velocity - The timeliness of information required as compared to the ability to obtain, transfer, and share information. Analysts and decision makers can receive a multitude of information from a variety of sources, in real- or near-real-time. Vector - Information sharing is increasingly multidirectional and crosses domains and boundaries (e.g., mission, functional, organizational, security, classification). 722e3e94-1347-4038-8681-fcc06f6b7998 6a21c33c-fa08-45f6-9f0c-ad0ddb0975c2 Agility Strengthen agility, in order to accommodate unanticipated partners and events. _7da4e2fe-e436-4210-bed0-c84182dac7d3 3 Though it is important that the DoD continue to proactively plan for information sharing with anticipated partners and events, it is also critical to prepare for unanticipated partners and events. To accomplish information sharing in diverse and disadvantaged situations, the DoD shall enact and implement adaptive policies, guidance, practices, protections, and technologies. Information Mobility Forge information mobility. _9ed03481-65a1-453a-9f03-795e41c8ecda 3.1 Information mobility is the dynamic availability of information which is promoted by the business rules, information systems, architectures, standards, and guidance/policy to address the needs of both planned and unanticipated information sharing partners and events. Information mobility provides the foundation for shared and user-defined situational awareness. Trusted information must be made visible, accessible, and understandable to any authorized user in DoD or to external partners except where limited by law or policy. Information mobility is both the foundation and core of the DoD Information Sharing capability. There are five elements of information mobility, as described by the following functional areas: Technology – enables the flow, management and processing of information. Technology includes architecture, core enterprise services, and information communications and technology infrastructure. Technology must support information mobility by requiring trusted information to be visible, accessible, and understandable to any authorized user in DoD or to external partners except where limited by law or policy. Workforce Information Sharing Competence – the workforce's ability to share information across the enterprise. Workforce competence will be promoted through leadership examples, shifts in cultural norms, and training on tactics, techniques and procedures. Social Networks – the ability to form and join social networks and communities of practice. Trust relationships often begin with individual interactions that reinforce a shared mental model of the decision environment. Opportunities and norms to establish these networks, build trust in, and accommodate the individual‟s operating practices will be developed through the federated information sharing community approach. Policies – that enable information mobility across operational domains, clarifies roles and responsibilities, defines relationships, harmonizes rules and procedures, and creates a risk managed environment that protects privacy and personal liberties. Spans entire information life cycle process from discovery to disposition. Security – that promotes information protection and sharing with assurance and trust of information availability, integrity, authentication, confidentiality, and non-repudiation. ee99b8e5-e58a-4335-a27f-8fb147d83d1f 82e6eaa0-96aa-4d92-abb0-a2a9db19c9a1 Trust Ensure trust across organizations. _64f4cdce-8701-4dab-bf77-bb4ee38d273d 4 A cornerstone of information sharing is trust - trust in the partner organizations including, but not limited to, their policies, procedures, systems, networks, and data. The DoD shall develop methods to promote and establish trust. These methods will take into account and remain agile to accommodate differing levels of trust based on the environment, situation, and extended enterprise. 27f56301-4a78-4b35-a4ec-db02e9019599 3747ff52-21ae-4c2e-8362-2dfff4bb8cc9 27b90c64-6c68-410f-abd6-2e0d5274d42f 2007-05-04 2010-02-08 Arthur Colman ( Submit error.