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LEADER 00000cam  2200565Ii 4500 
001    ocn858404588 
003    OCoLC 
005    20170927054537.7 
006    m     o  d         
007    cr mn||||||||| 
008    130917t20132013caua    ob    000 0 eng d 
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
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 
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 
650  0 Intelligence service|zUnited States|xPersonnel management.
650  7 POLITICAL SCIENCE|xSecurity (National & International)
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 
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