The children of families who were affected by the massive earthquake which devastated large parts of south-west Haiti in August this year are receiving free hot meals at school as part of an initiative by the UN’s World Food Programme (WFP) to support the recovery of the country’s most vulnerable communities.
General Joseph L. Votel (Ret.) joined BENS as CEO & President in January 2020 following a 39-year military career where he commanded special operations and conventional forces at every level; last serving as the Commander of U.S. Central Command (CENTCOM) where he was responsible for U.S. and coalition military operations in the Middle East, Levant, and Central and South Asia. General Votel’s career included combat in Panama, Afghanistan, and Iraq and he led the 79-member coalition that successfully liberated Iraq and Syria from the Islamic State Caliphate. General Votel preceded his assignment at CENTCOM with service as the Commander of U.S. Special Operations Command and the Joint Special Operations Command.
The Cipher Brief: Did you ever envision that the U.S. would pull out so quickly or completely leaving the Afghan military on its own without U.S. air support?
General Votel: I did not anticipate this during my time – but once the President sets a hard departure date – then a fast withdrawal is inevitable. No Commander wants to accept unnecessary risk with troops on the ground when you are up against a clearly articulated departure date.
The Cipher Brief: Intelligence assessments wildly missed the mark on how fast Kabul would fall, what factors contributed most directly to this?
General Votel: Certainly, the departure of our own capabilities is a big part of this; the lack of direct contact with Afghan leaders is another important factor; and, of course, once it was clear that we were departing (and took our Commander out) — we lost priority and access with our normal and reliable Afghan intelligence sources.
The Cipher Brief: U.S. personnel are facing a deteriorating security situation at the Kabul airport while U.S. forces are still deploying for the contingency operation, another sign that the administration underestimated how fast the Taliban would reach Kabul. The U.S. could have chosen to slow the Taliban advance using airpower, why didn’t it happen, do you think?
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General Votel: I think it is very clear that this was no longer a priority for our Government. The mission right now, at least articulated over the weekend, is about supporting evacuation of the diplomats and helping with the departure of those Afghans who assisted the US and meet the criteria for evacuation. While I don’t know this for certain — I believe what we were trying to do with over the horizon air support in a rapidly developing situation, was not optimal or overly effective. It doesn’t seem to have done much – if anything.
The Cipher Brief: The U.S. has allowed U.S. supplied military hardware, weapons and technology to fall into the hands of the Taliban, a group responsible for the deaths of U.S. personnel and thousands of innocent Afghans. The U.S. government holds private citizens and corporations accountable for far lesser violations of export violations involving dual-use technology or military equipment, etc. How should Americans think about this situation now, where the Taliban will use equipment, paid for the by the U.S. taxpayer, to potentially perpetrate acts of violence against U.S. interests, and erode democratic values that the U.S. tried to introduce to Afghanistan?
General Votel: Not sure on this. Unfortunately, it is not the first time we have seen this — remember ISIS in 2014, in Mosul? I suspect these will be more trophy pieces than they will be hard military capability – with the exception of small arms, mortars, and artillery. Most of this will be difficult for the Taliban to sustain – and they probably prefer their own gear, anyway.
The Cipher Brief: There is a lot of anger among the national security community right now. What would you say to individuals who have suffered because of the U.S. role in Afghanistan, who may be feeling anger and rage?
General Votel: I can’t really comment on anger in the national security community — I am sure that exists, but the sentiment that seems more strong to me, is disappointment. No one wants what we are seeing now. I think most security professionals can accept a decision to depart by the Commander in Chief — that is well within his authority, and everyone understands this; what is harder to accept is the manner in which this happened, and how it has played out. It was hard for me to watch Taliban sitting at a conference table that I once sat at with the Afghan President. In a number of public engagements, I have participated in lately – people have asked me if this whole effort was a waste. My response has been consistent. American military personnel, members of the IC and the diplomatic corps conducted themselves honorably throughout this war. They responded when the Nation called and did their best for our Country, each other, and the Afghan people. There will be plenty of time to place the blame – but the vast, vast majority of Americans who participated in some aspect of the Afghan War did so nobly and to the best of their ability. We should not lose sight of this. That this did not turn out the way we all hoped — is not their fault … and I would not want anyone (especially families of our wounded and killed) to think these efforts were in vain. That is not how I thought about them at the time, and it is not how I think about them now. They answered when the Nation called.
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Once you’ve reached optimal cat lady status, there comes a time in your life where you think it’s necessary to start massaging your cat’s head. Luckily, someone has already created a cat head massager, and it is most likely the most specific niche product you could think of. You can get it on Amazon or AliExpress.
If your cat didn’t love you before, rest assured he will love you now. Your cat will be so thankful for the head massage that he might even ignore you for less time throughout the day, and if you’re really lucky, your cat may even acknowledge your existence. …Or you can use it on yourself if you have a particularly small head.
In case you feel like you should have this thing in your (and your cat’s) life, you can get it on Amazon or AliExpress.
Protesters thronged the streets of Australian cities on Saturday, demanding an end to what they called the “tyranny” and “oppression” of lockdowns, vaccine mandates, and the proposed expansion of the government’s pandemic powers.
In Melbourne, Sky News reporter Sophie Elsworth described “tens of thousands of people streaming through the streets.” The march came after a week of smaller protests aimed at Victoria Premier Dan Andrews’ controversial pandemic bill, which if approved by the state’s legislature would allow Andrews and Health Minister Martin Foley to declare an indefinite state of emergency and issue public health orders by decree – including “any order… that the minister believes is reasonably necessary to protect public health.”
Tens of thousands of people keep streaming through the streets. Many I’ve spoken to are concerned about the state govt, Premier, vaccine mandates, the pandemic bill & what future holds for their kids. #melbourneprotestpic.twitter.com/smexulQ4ts
Should the bill pass, it would allow Andrews to target certain classes of people with these orders, categorizing them by age, occupation, or vaccination status. Fines for noncompliance would range from up to AU$21,800 for people and AU$109,000 for businesses.
Alternative media sources claimed that more than 100,000 people showed up to protest. However, the demonstration remained free of the violent clashes seen at protests in Melbourne in recent months.
“Australia has been willing to send troops to all parts of the world to help people become free,” one military veteran told a crowd of listeners during the protest. “To now be fighting oppression here in our own country, it’s saddening.”
Melbourne Australia 🇦🇺
An Aussie veteran is calling former servicemen and cops who have sworn an oath to Australia to stand up against the tyranny 👊 pic.twitter.com/4RsoRMjoJE
Huge numbers of protesters also turned out in Sydney, and although more than 600 police officers were deployed to watch over the gathering, no arrests were made, 9News reported.
Holding signs decrying state “tyranny,” the demonstrators chanted “freedom” and called for the firing of state politicians who have implemented a two-tier system where the unvaccinated are denied many of the privileges extended to the fully jabbed.
Similarly massive gatherings took place in Adelaide, Brisbane, and Perth, with no notable incidents of violence or police action. Further afield, protests are taking place in more than 120 cities around the world this weekend, in a loosely coordinated event dubbed the ‘Worldwide Rally For Freedom’ by activists.
Thousands of people have descended across Rundle Park today as part of an Adelaide freedom rally. Some of those in the crowd say they have lost their job as a result of mandated vaccinations in their sector. @9NewsAdelpic.twitter.com/YdzvxYJhqF
Japan’s fifth wave of Covid-19 has virtually disappeared so dramatically that some scientists are puzzled as to why it happened. One team suggests the highly infectious Delta strain mutated into extinction on the island nation.
In mid-August, Japan experienced a peak in Covid-19 infections, recording over 23,000 new cases per day. Now the metric is just around 170, with deaths attributed to the disease mostly remaining in single digits this month.
The decline has been attributed by many to high vaccination rates, public acceptance of masks, and other factors, but some researchers say the drop was uniquely significant, compared to other nations with similar conditions.
Ituro Inoue, a geneticist at the National Institute of Genetics, believes that Japan had the good fortune of witnessing the Delta strain mostly rooting out other variants of the SARS-CoV-2 virus before then eradicating itself. He explained his team’s theory to the Japan Times newspaper this week.
For some time now, Inoue and his fellow scientists were researching mutations of SARS-CoV-2 and how they are affected by the protein nsp14, which is crucial for the reproduction of the virus.
RNA viruses, like the one causing Covid-19, tend to have a very high mutation rate, which helps them quickly adapt to changes in the environment. However, this opens the door for a so-called “error catastrophe,” when bad mutations pile up and finally cause the full extinction of a strain. The protein nsp14 appears to offer a form of error proofreading that helps the virus genome to stay below the threshold of the “error catastrophe.”
In the case of Japan’s fifth wave of Covid-19, the Delta variant’s nsp14 failed at this job, Inoue believes, based on the genetic study of specimens collected from June to October. Contrary to his team’s expectations, there was a lack of genetic diversity, while many samples had many genetic changes in the site called A394V, which is linked to the error-fixing protein.
“We were literally shocked to see the findings,” the researcher told the Japan Times. “The Delta variant in Japan was highly transmissible and [was] keeping other variants out. But as the mutations piled up, we believe it eventually became a faulty virus and it was unable to make copies of itself.”
The theory could be relevant to the previous SARS strain, which was identified in 2003, explaining why it didn’t cause a pandemic. But that would be hard to confirm, since the outbreak ended relatively quickly and didn’t result in the massive collection of genetic data necessary to test the hypothesis.
It’s not clear why Japan had this lucky turn of events, but nothing comparable happened in other East Asian countries like South Korea, where populations are genetically close to that of Japan. Virus mutations similar to those flagged by the scientists have been discovered in at least 24 countries, Inoue said. He and his team plan to publish a paper detailing their findings by the end of November.
Even if the natural extinction theory is confirmed, it is at best a temporary reprieve for the Japanese people. New, more successful strains are likely to eventually find their way into the country, though quarantine measures and immigration control could delay the emergence of new variants in Japan, Inoue believes.
Meanwhile, Tokyo is bracing for a new wave of Covid-19 this winter and is preparing to live with the virus. The government reportedly plans to ease travel restrictions by increasing the number of people it allows to enter the country per day from 3,500 to 5,000.
Two climate activists in Australia have brought the world’s busiest coal port to a halt, strapping themselves to a massive piece of machinery and refusing to come down. The stunt follows more than a week of similar actions.
Blockade Australia, a climate group focused on “strategic direct action,” declared that two of its members had clambered atop equipment at the Port of Newcastle and stopped work there late Tuesday night, sharing footage captured by the activists as they suspended themselves from a large loading machine.
“Zianna and Hannah have shut down Newcastle coal port, abseiling from coal handling machinery. The port cannot resume operations until the pair are removed by police,” the group said, identifying the activists by their first names only, adding “This is the tenth consecutive day of disruption to Newcastle coal port and its supply rail network.”
The protest stunt follows at least 16 similar actions over the last week or so, the group said, some targeting the rail line near the port, the world’s largest for coal exports.
Another demonstration carried out on Tuesday saw a second pair of activists breach the port and “hit emergency stop buttons” on machines before strapping themselves to a different piece of equipment. They were brought down and arrested after “several hours” and are expected to appear in court in the coming days.
The disruptions have drawn the ire of state officials, with New South Wales Environment Minister Matt Kean calling them “completely out of line” and urging police to “throw the book” at the protesters, at least 19 of whom have already been arrested so far this month, according to ABC.
“Pull your heads in, get out of the way and stop hurting other people going about their lives, running their businesses,” the minister said during a radio interview on Wednesday. “There are hundreds of ways to make your views known and advocate for change, but risking the lives of rail workers is definitely not one of them.”
The activists could face charges that carry maximum sentences of 25 years in prison, NSW police commissioner Mick Fuller said, noting that local law enforcement has created a “strike force” to deal with future disturbances at the port.
The longest lunar eclipse in over 500 years will occur in the early hours of November 19, lasting several hours.
The peak of the partial eclipse will take place in the predawn hours on Friday when 97% of the moon will be eclipsed by the Earth’s shadow. The previous longest partial eclipse took place in 2018 and lasted less than two hours, while this will last for several hours.
LONGEST PARTIAL ECLIPSE of the CENTURY to occur in the Pre-dawn hours of November 19th. Maximum eclipse is at 4:03 AM EST when 97% of the Moon will be eclipsed. At that time it will be high in our western sky. This will also be the longest partial lunar eclipse in 580 years! pic.twitter.com/Xa9ciXLp3V
The eclipse will be visible from all 50 US states, Canada, and Mexico, as well as parts of South America, Polynesia, Australia, and China, according to NASA.
The moon will be at its farthest point from Earth during the eclipse, slowing its orbit and extending the time it takes to move out of the darkest part of the planet’s shadow, known as the umbra, as the moon, Earth, and sun will all be aligned. The Holcomb Observatory has released a video detailing what the eclipse will look like.
Movie of the “NEAR TOTAL ECLIPSE.” LONGEST PARTIAL LUNAR ECLIPSE in 580 years occurs on morning of November 19th. 1st parts of the eclipse begin at 1:02AM EST. Max eclipse occurs at 4:02 AM when 97% of MOON in darkest part of Earth’s shadow. pic.twitter.com/2HwPpqPbbd
The event will begin shortly after midnight and unlike a solar eclipse, no one will need special eyewear to view the phenomenon.
When the eclipse occurs, the moon will take on a reddish hue, with only a sliver of the actual moon visible. The event will last for several hours, making it the longest of its kind in 580 years, with the next lunar eclipse not occurring until May of 2022.
The Islamic State terrorist group is tearing a path across Afghanistan, establishing itself in “nearly all” of its provinces while increasing attacks more than five-fold in the past year, the UN’s envoy to the country has warned.
Addressing the UN Security Council on Wednesday, the body’s special representative for Afghanistan Deborah Lyons spoke of a major Islamic State (IS, formerly ISIS) surge through the war-torn country, claiming the jihadist group has now expanded nationwide.
“Once limited to a few provinces and the capital, ISKP now seems to be present in nearly all provinces, and increasingly active,” Lyons said, referring to the group’s Afghanistan-based ‘Khorasan’ faction. She added that so far in 2021, IS has carried out 334 attacks, up from just 60 last year.
The envoy’s comments came just hours after an Islamic State bombing erupted in a Shiite Muslim neighborhood of the Afghan capital, killing one and wounding six others, according to Reuters.
Since taking over as the government following a chaotic US withdrawal and the outright collapse of the American-backed administration in Kabul last summer, the Taliban has struggled to keep the terrorist group at bay, Lyons said. Though she noted that the Taliban insists it is “waging a concerted campaign” against IS and is making “genuine efforts to present itself as a government,” she said its response “appears to rely heavily on extrajudicial detentions and killings.”
Despite the rise in IS attacks in recent months, however, Lyons said the overall security situation in Afghanistan has improved since the end of the US war, which stretched on for two decades.
In addition to the terrorism issue, the UN representative also cited broader concerns for the country in the coming months, warning of a looming “humanitarian catastrophe” driven by a litany of causes, including foreign sanctions – which she said have “paralyzed” the local banking system – as well as growing levels of food shortages due to famine and a failing economy, among other factors.
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Corin Stoneis a Scholar-in-Residence and Adjunct Professor at the Washington College of Law. Stone is on leave from the Office of the Director of National Intelligence (ODNI) where, until August 2020, she served as the Deputy Director of National Intelligence for Strategy & Engagement, leading Intelligence Community (IC) initiatives on artificial intelligence, among other key responsibilities. From 2014-2017, Ms. Stone served as the Executive Director of the National Security Agency (NSA).
(Editor’s Note: This article was first published by our friends at Just Security and is the third in a series that is diving into the foundational barriers to the broad integration of AI in the IC – culture, budget, acquisition, risk, and oversight.)
OPINION — As I have written earlier, there is widespread bipartisan support for radically improving the nation’s ability to take advantage of artificial intelligence (AI). For the Intelligence Community (IC), that means using AI to more quickly, easily, and accurately analyze increasing volumes of data to produce critical foreign intelligence that can warn of and help defuse national security threats, among other things. To do that, the IC will have to partner closely with the private sector, where significant AI development occurs. But despite the billions of dollars that may ultimately flow toward this goal, there are basic hurdles the IC still must overcome to successfully transition and integrate AI into the community at speed and scale.
Among the top hurdles are the U.S. government’s slow, inflexible, and complex budget and acquisition processes. The IC’s rigid budget process follows the standard three-year cycle for the government, which means it takes years to incorporate a new program and requires confident forecasting of the future. Once a program overcomes the necessary hurdles to be included in a budget, it must follow a complex sequence of regulations to issue and manage a contract for the actual goods or services needed. These budget and acquisition processes are often considered separately as they are distinct, but I treat them together because they are closely related and inextricably intertwined in terms of the government’s purchasing of technology.
Importantly, these processes were not intended to obstruct progress; they were designed to ensure cautious and responsible spending, and for good reason. Congress, with its power of the purse, and the Office of Management and Budget (OMB), as the executive branch’s chief budget authority, have the solemn duty to ensure wise and careful use of taxpayer dollars. And their roles in this regard are vital to the U.S. government’s ability to function.
Unfortunately, despite the best of intentions, as noted by some in Congress itself, the budget process has become so “cumbersome, frustrating, and ineffective” that it has weakened the power of the purse and Congress’ capacity to govern. And when complicated acquisition processes are layered on top of the budget process, the result is a spider web of confusion and difficulty for anyone trying to navigate them.
The Need for Speed … and Flexibility and Simplicity
As currently constructed, government budget and acquisition processes cause numerous inefficiencies for the purchase of AI capabilities, negatively impacting three critical areas in particular: speed, flexibility, and simplicity. When it comes to speed and flexibility, the following difficulties jump out:
The executive branch has a methodical and deliberate three-year budget cycle that calls for defined and steady requirements at the beginning of the cycle. Changing the requirements at any point along the way is difficult and time-consuming.
The IC’s budgeting processes require that IC spending fit into a series of discrete sequential steps, represented by budget categories like research, development, procurement, or sustainment. Funds are not quickly or easily spent across these categories.
Most appropriations expire at the end of each fiscal year, which means programs must develop early on, and precisely execute, detailed spending plans or lose the unspent funds at the end of one year.
Government agencies expend significant time creating detailed Statements of Work (SOWs) that describe contract requirements. Standard contract vehicles do not support evolving requirements, and companies are evaluated over the life of the contract based on strict compliance with the original SOW created years earlier.
These rules make sense in the abstract and result from well-intentioned attempts to buy down the risk of loss or failure and promote accountability and transparency. They require the customer to know with clarity and certainty the solution it seeks in advance of investment and they narrowly limit the customer’s ability to change the plan or hastily implement it. These rules are not unreasonably problematic for the purchase of items like satellites or airplanes, the requirements for which probably should not and will not significantly change over the course of many years.
However, because AI technology is still maturing and the capabilities themselves are always adapting, developing, and adding new functionality, the rules above have become major obstacles to the quick integration of AI across the IC. First, AI requirements defined with specificity years in advance of acquisition – whether in the budget or in a statement of work – are obsolete by the time the technology is delivered. Second, as AI evolves there is often not a clear delineation between research, development, procurement, and sustainment of the technology – it continuously flows back and forth across these categories in very compressed timelines. Third, it is difficult to predict the timing of AI breakthroughs, related new requirements, and funding impacts, so money might not be spent as quickly as expected and could be lost at the end of the fiscal year. Taken together, these processes are inefficient and disruptive, cause confusion and delay, and discourage engagement from small businesses, which have neither the time nor the resources to wait years to complete a contract or to navigate laborious, uncertain processes.
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Simply put, modern practices for fielding AI have outpaced the IC’s decades-old approach to budgeting and acquisition. That AI solutions are constantly evolving, learning, and improving both undermines the IC’s ability to prescribe a specific solution and, in fact, incentivizes the IC to allow the solution to evolve with the technology. The lack of flexibility and speed in how the IC manages and spends money and acquires goods and services is a core problem when it comes to fully incorporating AI into the IC’s toolkit.
Even while we introduce more speed and agility into these processes, however, the government must continue to ensure careful, intentional, and appropriate spending of taxpayer dollars. The adoption of an IC risk framework and modest changes to congressional oversight engagements, which I address in upcoming articles, will help regulate these AI activities in the spirit of the original intent of the budget and acquisition rules.
As for the lack of simplicity, the individually complex budget and acquisition rules are together a labyrinth of requirements, regulations, and processes that even long-time professionals have trouble navigating. In addition:
There is no quick or simple way for practitioners to keep current with frequent changes in acquisition rules.
The IC has a distributed approach that allows each element to use its various acquisition authorities independently rather than cohesively, increasing confusion across agency lines.
Despite the many federal acquisition courses aimed at demystifying the process, there is little connection among educational programs, no clear path for IC officers to participate, and no reward for doing so.
The complexity of the budget and acquisition rules compounds the problems with speed and flexibility, and as more flexibility is introduced to support AI integration, it is even more critical that acquisition professionals be knowledgeable and comfortable with the tools and levers they must use to appropriately manage and oversee contracts.
Impactful Solutions: A Target Rich Environment
Many of these problems are not new; indeed, they have been highlighted and studied often over the past few years in an effort to enable the Department of Defense (DOD) and the IC to more quickly and easily take advantage of emerging technology. But to date, DOD has made only modest gains and the IC is even further behind. While there are hundreds of reforms that could ease these difficulties, narrowing and prioritizing proposed solutions will have a more immediate impact. Moreover, significant change is more likely to be broadly embraced if the IC first proves its ability to successfully implement needed reforms on a smaller scale. The following actions by the executive and legislative branches – some tactical and some strategic – would be powerful steps to ease and speed the transition of AI capabilities into the IC.
Statements of Objectives
A small but important first step to deal with the slow and rigid acquisition process is to encourage the use of Statements of Objectives (SOO) instead of SOWs, when appropriate. As mentioned, SOWs set forth defined project activities, deliverables, requirements, and timelines, which are used to measure contractor progress and success. SOWs make sense when the government understands with precision exactly what is needed from the contractor and how it should be achieved.
SOOs, on the other hand, are more appropriate when the strategic outcome and objectives are clear, but the steps to achieve them are less so. They describe “what” without dictating “how,” thereby encouraging and empowering industry to propose innovative solutions. SOOs also create clarity about what is important to the government, leading companies to focus less on aggressively low pricing of specific requirements and more on meeting the ultimate outcomes in creative ways that align with a company’s strengths. This approach requires knowledgeable acquisition officers as part of the government team, as described below, to ensure the contract includes reasonable milestones and decision points to keep the budget within acceptable levels.
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New Authorities for the IC
Two new authorities would help the IC speed and scale its use of AI capabilities: Other Transaction Authority (OTA) and Commercial Solutions Openings (CSO). Other Transaction Authority allows specific types of transactions to be completed outside of the traditional federal laws and regulations that apply to standard government procurement contracts, providing significantly more speed, flexibility, and accessibility than traditional contracts. While OTA is limited in scope and not a silver bullet for all acquisition problems, OTA has been used to good effect since 1990 by the Defense Advanced Research Projects Activity (DARPA), DOD’s over-the-horizon research and development organization, among others.
CSOs are a simplified and relatively quick solicitation method to award firm fixed price contracts up to $100 million. CSOs can be used to acquire innovative commercial items, technologies, or services that close capability gaps or provide technological advances through an open call for proposals that provide offerors the opportunity to respond with technical solutions of their own choosing to a broadly defined area of government interest. CSOs are considered competitively awarded regardless of how many offerors respond.
Both OTA and CSO authority should be immediately granted to the IC to improve the speed and flexibility with which the IC can acquire and transition AI into the IC.
Unclassified Sandbox
The predictive nature of the IC’s work and the need to forecast outcomes means the IC must be able to acquire AI at the point of need, aligned to the threat. Waiting several years to acquire AI undermines the IC’s ability to fulfill its purpose. But with speed comes added risk that new capabilities might fail. Therefore, the IC should create an isolated unclassified sandbox, not connected to operational systems, in which potential IC customers could test and evaluate new capabilities alongside developers in weeks-to-months, rather than years. Congress should provide the IC with the ability to purchase software quickly for test and evaluation purposes only to buy down the risk that a rapid acquisition would result in total failure. The sandbox process would allow the IC to test products, consider adjustments, and engage with developers early on, increasing the likelihood of success.
Single Appropriation for Software
DOD has a pilot program that funds software as a single budget item – allowing the same money to be used for research, production, operations, and sustainment – to improve and speed software’s unique development cycle. AI, being largely software, is an important beneficiary of this pilot. Despite much of the IC also being part of DOD, IC-specific activities do not fall within this pilot. Extending DOD’s pilot to the IC would not only speed the IC’s acquisition of AI, but it would also increase interoperability and compatibility of IC and DOD projects.
No-Year Funds
Congress should reconsider the annual expiration of funds as a control lever for AI. Congress already routinely provides no-year funding when it makes sense to do so. In the case of AI, no-year funds would allow the evolution of capabilities without arbitrary deadlines, drive more thoughtful spending throughout the lifecycle of the project, and eliminate the additional overhead required to manage the expiration of funds annually. Recognizing the longer-term nature of this proposal, however, the executive branch also must seek shorter-term solutions in the interim.
A less-preferable alternative is to seek two-year funding for AI. Congress has a long history of proposing biennial budgeting for all government activities. Even without a biennial budget, Congress has already provided nearly a quarter of the federal budget with two-year funding. While two-year funding is not a perfect answer in the context of AI, it would at a minimum discourage parties from rushing to outcomes or artificially burning through money at the end of the first fiscal year and would provide additional time to fulfill the contract. This is presumably why DOD recently created a new budget activity under their Research, Development, Test and Evaluation (RDT&E) category, which is typically available for two years, for “software and digital technology pilot programs.”
AI Technology Fund
Congress should establish an IC AI Technology Fund (AITF) to provide kick-starter funds for priority community AI efforts and enable more flexibility to get those projects off the ground. To be successful, the AITF must have no-year funds, appropriated as a single appropriation, without limits on usage throughout the acquisition lifecycle. The AITF’s flexibility and simplicity would incentivize increased engagement by small businesses, better allowing the IC to tap into the diversity of the marketplace, and would support and speed the delivery of priority AI capabilities to IC mission users.
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ICWERX
To quickly take advantage of private sector AI efforts at scale, the IC must better understand the market and more easily engage directly with the private sector. To do so, the IC should create an ICWERX, modeled after AFWERX, an Air Force innovation organization that drives agile public-private sector collaboration to quickly leverage and develop cutting-edge technology for the Air Force. AFWERX aggressively uses innovative, flexible, and speedy procurement mechanisms like OTA and the Small Business Innovation Research and Small Business Technology Transfer programs (SBIR/STTR) to improve the acquisition process and encourage engagement from small businesses. AFWERX is staffed by acquisition and market research experts who are comfortable using those authorities and understand the market. While the IC’s needs are not identical, an ICWERX could serve as an accessible “front door” for prospective partners and vendors, and enable the IC to more quickly leverage and scale cutting-edge AI.
De-mystify Current Authorities
While there is much complaining about a lack of flexible authorities in the IC (and a real need for legal reform), there is flexibility in existing rules that has not been fully utilized. The IC has not prioritized the development or hiring of people with the necessary government acquisition and contracts expertise, so there are insufficient officers who know how to use the existing authorities and those who do are overworked and undervalued. The IC must redouble its efforts to increase its expertise in, and support the use of, these flexibilities in several ways.
First, the IC should create formal partnerships and increase engagement with existing U.S. government experts. The General Services Administration’s Technology Transformation Services (TTS) and FEDSIM, for example, work across the federal government to build innovative acquisition solutions and help agencies more quickly adopt AI. In addition, DOD’s Joint AI Center has built significant acquisition expertise that the IC must better leverage. The IC also should increase joint duty rotations in this area to better integrate and impart acquisition expertise across the IC.
Second, the IC must prioritize training and education of acquisition professionals. And while deep acquisition expertise is not necessary for everyone, it is important for lawyers, operators, technologists, and innovators to have a reasonable understanding of the acquisition rules, and the role they each play in getting to successful outcomes throughout the process. Collaboration and understanding across these professions and up and down the chain of command will result in more cohesive, speedy, and effective outcomes.
To that end, the Office of the Director of National Intelligence (ODNI) should work with the many existing government acquisition education programs, as well as the National Intelligence University, to develop paths for IC officers to grow their understanding of and ability to navigate and successfully use acquisition rules. The ODNI also should strengthen continuing education requirements and create incentive pay for acquisition professionals.
Third, the IC should prioritize and use direct hire authority to recruit experts in government acquisition, to include a mix of senior term-limited hires and junior permanent employees with room to grow and the opportunity for a long career in the IC. Such a strategy would allow the IC to quickly tackle the current AI acquisition challenges and build a bench of in-house expertise.
Finally, practitioners should have an easily accessible reference book to more quickly discover relevant authorities, understand how to use them, and find community experts. A few years ago, the ODNI led the creation of an IC Acquisition Playbook, which describes common IC acquisition authorities, practices, and usages. The ODNI should further develop and disseminate this Playbook as a quick win for the IC.
Incentivize Behavior
To encourage creative and innovative acquisition practices, as well as interdisciplinary collaboration, the IC must align incentives with desired outcomes and create in acquisition professionals a vested interest in the success of the contract. Acquisition officers today are often brought into projects only in transactional ways, when contracts must be completed or money must be obligated, for example. They are rarely engaged early as part of a project team, so they are not part of developing the solutions and have minimal investment in the project’s success. Reinforcing this, acquisition professionals are evaluated primarily on the amount of money they obligate by the end of the fiscal year, rather than on the success of a project.
Therefore, to start, project teams should be required to engage acquisition officers early and often, both to seek their advice and to ensure they have a good understanding of the project’s goals. In addition, evaluation standards for acquisition officers should incorporate effective engagement and collaboration with stakeholders, consideration of creative alternatives and options, and delivery of mission outcomes. If an officer uses innovative practices that fail, that officer also should be evaluated on what they learned from the experience that may inform future success.
Lastly, the ODNI should reinvigorate and highlight the IC acquisition awards to publicly reward desired behavior, and acquisition professionals should be included in IC mission team awards as a recognition of their impact on the ultimate success of the mission.
Conclusion
Between the government’s rigid budget and acquisition processes and confusion about how to apply them, there is very little ability for the IC to take advantage of a fast-moving field that produces new and updated technology daily. Tackling these issues through the handful of priority actions set forth above will begin to drive the critical shift away from the IC’s traditional, linear processes to the more dynamic approaches the IC needs to speed and transform the way it purchases, integrates, and manages the use of AI.
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