- Oversee the IC’s foreign language programs.
- Develop and manage the IC’s Foreign Language Strategic Plan (FLSP.)
- Develop and retain a skilled foreign language workforce.
- Improve and incorporate human language technology.
- Develop and deploy foreign language capabilities to meet changing intelligence requirements.
- Lead Foreign Language Executive Committee (FLEXCOM) efforts.
- Provide direction and support to FLEXCOM Expert Group meetings.
- Build strong partnerships with the IC’s senior language advisors, foreign language community, and National Intelligence Managers.
- Participate in and help manage IC language training and education programs such as STARTALK, LEARN, etc.
- Lead yearly efforts to define the IC’s foreign language capabilities.
The DNI’s Foreign Language Program Office (FLPO) works with the Intelligence community (IC) to integrate and synchronize initiatives to enhance its foreign language capabilities. These efforts include support for language skill development, human language technology development, language education and training, language proficiency assessment, and related policies and programs to ensure the IC has the foreign language capabilities, processes, and policies to achieve mission objectives.
IC Human Capital
Workforce Planning & Worklife
Workforce Planning
The ADNI/HC provides IC enterprise strategic workforce planning guidance, oversight and venues for sharing best practices. The goal of the organization is to help agencies and elements develop mature systems that ensure the right person with the right skills, experience, education and training is at the right place at the right time and at a supportable cost. The ADNI/HC is providing pilot programs to provide workforce planning for small IC elements with limited resources. One focus is to assist IC mission partners to identify requirements, capabilities, and gaps, and to have enterprise-level visibility of the state of the IC workforce to potentially manage human resources corporately.
The Workforce Planning team collects and consolidates data for all 17 IC agencies to perform Federal Activities Inventory Reform (FAIR) Act reporting. This identifies which IC activities are inherently governmental and thus must be performed by government employees, along with a service contractor invertory to provide an opportunity for integrate the two inventories to support balanced workforce analyses. The IC CHCO workforce planning organization also conducts IC-wide employee climate surveys to provide IC leadership insight into workforce attitudes and job satisfaction levels.
WorkLife, Family Support and Benefits Programs
Worklife is the name given to a set of programs designed to help employees better manage their work and family responsibilities. Traditionally, the goal of Worklife programs is to assist employees in achieving balance between personal and professional responsibilities. Worklife programs are designed to help employees better manage their work, personal and professional lives and include Worklife, Family Support and Benefits services.
Worklife Programs within the ODNI and IC are designed to:
- Build a collaborative, competitive and comprehensive benefits program to attract, recruit and retain employees
- Address issues and concerns of workers in the 21st century to help the IC “Win the War for Talent”
- Continue to develop and offer "best practice" programs provided by other government agencies and industry to attract America's best and brightest talent
- Strengthen the sense of “Community” across the intelligence enterprise to facilitate interagency shared practices, movement and mobility
These unique opportunities for U.S. undergraduate and graduate students offer important language-related components to their education.
Boren Scholarships provide unique funding opportunities of up to $20,000 for U.S. undergraduate students to study less commonly taught languages in world regions critical to U.S. interests and underrepresented in study abroad, including Africa, Asia, Central and Eastern Europe, Eurasia, Latin America, and the Middle East. In exchange for funding, Boren Scholars commit to working in the federal government for at least one year after graduation.
Boren Fellowships provide unique funding opportunities of up to $24,000 for U.S. graduate students to study less commonly taught languages in world regions critical to U.S. interests and underrepresented in study abroad, including Africa, Asia, Central and Eastern Europe, Eurasia, Latin America, and the Middle East. In exchange for funding, Boren Fellows commit to working in the federal government for at least one year after graduation.
These grants are awarded to U.S. universities recognized as leaders in the field of language education. They are designed to support university infrastructure to enhance student achievement of superior-level proficiency in critical languages.
Intelligence Community Centers of Academic Excellence (IC CAE)
IC CAE was congressionally mandated with the mission to increase intelligence community job applicants who are multi-disciplinary, as well as culturally and ethnically diverse. IC CAE provides grants to competitively accredited U.S. four-year colleges and universities to support the design and development of intelligence-related curricula.
English for Heritage Language Speakers Scholarship Program
A scholarship program for naturalized U.S. citizens fully proficient in critical languages seeking to apply their professional knowledge in a federal government career. The program held at Georgetown University in Washington, D.C., combines advanced English language training with professional communications skills and strategies.
Chief Human Capital Office
Policy and Strategy
Policy
The IRTPA of 2004 directs the DNI to “prescribe, in consultation with the heads of other agencies or elements of the intelligence community, and the heads of their respective departments, personnel policies and programs” governing IC human capital matters.
The policy function in the Assistant Director for Human Capital (ADNI/HC) supports the ADNI/HC (the accountable ODNI official for human capital related issues), with developing, coordinating, and adjudicating IC policy issuances – including IC Directives (ICDs), IC Implementing Guidance (ICPGs), IC Standards (ICSs), and other policy documents – in coordination with the Office of the ADNI for Policy and Strategy. The ADNI/HC is also responsible for all human capital related legislative issues for the IC. Additionally, the ADNI/HC is charged with providing support to the Office of Personnel Management (OPM) for human capital Initiatives.
IC Human Capital Vision 2020
The 2014 National Intelligence Strategy (NIS), directed by the Director of National Intelligence (DNI), established a mandate for the Intelligence Community (IC) to integrate, transform and strengthen its support to national security. The Assistant Director of National Intelligence for Human Capital (ADNI/HC) is responsible for meeting the Workforce Enterprise Objective: Our People – “Build a more agile, diverse, inclusive, and expert workforce.” To accomplish this objective, the IC Chief Human Capital Office (CHCO) developed IC Human Capital Vision 2020 — a strategic human capital framework that enables the IC to attract, engage and retain a diverse and innovative workforce.
Building on the guidance provided within the 2014 NIS and The IC Human Capital Vision 2020, describes the human capital Initiatives established by the IC CHCO Council and IC HC Working Groups to achieve the NIS Workforce Enterprise Objective.
The HC initiatives are organized into the following high-level Vision 2020 focus areas:
Shape an Effective Workforce – The IC will share information and advocate for new/revised policies, processes and technologies to better attract, retain and recognize personnel. Implications: To better align workforce capabilities with emerging mission requirements.
Embrace Continuous Learning – The IC will sustain a learning culture that drives continuous improvement in performance while providing the means to share critical knowledge across IC organizations. Implications: Resulting in a workforce better able to maintain and sustain current and emerging mission successes.
Embed Agility, Innovation, and Engagement – The IC will become more responsive by changing how it manages human capital. Improved organizational designs promote and facilitate collaboration, which leads to increased agility. Implications: To more effectively deploy the impactful policies, processes and technologies that enable mission success.