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020 9780833083272|q(electronic bk.)
020 0833083279|q(electronic bk.)
035 (OCoLC)858404588
037 22573/ctt4cxxtb|bJSTOR
040 AWC|beng|erda|epn|cAWC|dAWC|dOCLCO|dCOO|dJSTOR|dOCLCA
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043 n-us---
049 CKEA
050 4 JK468.I6|bN46 2013
082 04 353.1/7262340973|223
088 RR-114-ODNI
100 1 Nemfakos, Charles,|eauthor.
245 10 Workforce planning in the intelligence community :|ba
retrospective /|cCharles Nemfakos, Bernard D. Rostker,
Raymond E. Conley, Stephanie Young, William A. Williams,
Jeffrey Engstrom, Barbara Bicksler, Sara Beth Elson,
Joseph Jenkins, Lianne Kennedy-Boudali, Donald Temple.
264 1 Santa Monica, CA :|bRAND Corporation,|c[2013]
264 4 |c©2013
300 1 online resource (xiv, 76 pages) :|bcolor illustrations.
336 text|btxt|2rdacontent
337 computer|bc|2rdamedia
338 online resource|bcr|2rdacarrier
347 text file|bPDF|2rda
490 1 Rand Corporation research report series ;|vRR-114-ODNI
500 "National Defense Research Institute."
500 "Prepared for the Office of the Director of National
Intelligence."
504 Includes bibliographical references (pages 73-76).
505 0 Introduction -- Intelligence community reform and
workforce planning -- Strategic workforce planning --
Understanding supply -- Forecasting demand -- Looking
ahead : considerations and guideposts.
520 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.
588 0 Online resource; title from PDF caption (RAND, viewed
September 17, 2013).
610 10 United States.|bOffice of the Director of National
Intelligence|xPersonnel management.
610 10 United States.|bDepartment of Defense|xPersonnel
management.
650 0 Intelligence service|zUnited States|xPersonnel management.
650 7 POLITICAL SCIENCE|xSecurity (National & International)
|2bisacsh
651 0 United States.
710 2 National Defense Research Institute (U.S.),|eissuing body.
710 2 Rand Corporation,|epublisher.
830 0 Research report (Rand Corporation) ;|vRR-114-ODNI.
914 ocn858404588
994 92|bCKE
