DNII Act of 2026

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Bill ID: 119/s/4876
Last Updated: July 21, 2026

Sponsored by

Sen. Warner, Mark R. [D-VA]

ID: W000805

Follow the money

The bill

DNII Act of 2026

S. 4876, 119th Congress — read as touching Defense Contractors.

The sponsor

Sen. Warner, Mark R. [D-VA]

Every bill has someone who introduced it. That name is where the paper trail starts.

The money

$81,600 raised

23 itemised contributions to this sponsor, pulled from FEC filings.

The alignment

85% match to Project 2025

This bill's text tracks the "Intelligence Community" section, p. 239-241 of the Mandate for Leadership.

Bill's Journey to Becoming a Law

Track this bill's progress through the legislative process

Latest Action

Read the second time. Placed on Senate Legislative Calendar under General Orders. Calendar No. 450.

June 23, 2026

Introduced

📍 Current Status

Next: The bill will be reviewed by relevant committees who will debate, amend, and vote on it.

🏛️

Committee Review

🗳️

Floor Action

✅

Passed Senate

🏛️

House Review

🎉

Passed Congress

🖊️

Presidential Action

⚖️

Became Law

📚 How does a bill become a law?

1. Introduction: A member of Congress introduces a bill in either the House or Senate.

2. Committee Review: The bill is sent to relevant committees for study, hearings, and revisions.

3. Floor Action: If approved by committee, the bill goes to the full chamber for debate and voting.

4. Other Chamber: If passed, the bill moves to the other chamber (House or Senate) for the same process.

5. Conference: If both chambers pass different versions, a conference committee reconciles the differences.

6. Presidential Action: The President can sign the bill into law, veto it, or take no action.

7. Became Law: If signed (or if Congress overrides a veto), the bill becomes law!

Bill Summary

**Summary of S. 4876: The "Do Not Interfere in our Intelligence Act of 2026" (DNII Act of 2026)**

**1. Main Purpose & Objectives** The stated purpose of S. 4876 is to "improve handling of vacancies" in the Office of the Director of National Intelligence (ODNI). In reality, this bill is a legislative Band-Aid applied to a self-inflicted wound: the chronic inability of the Senate to confirm presidential nominees in a timely fashion. Rather than address the root cause—partisan gridlock, senatorial ego, and the absurd supermajority threshold for confirmation—the bill pretends to solve vacancy chaos by creating an elaborate, legally dubious succession hierarchy. Its true objective? To let the executive branch sidestep legislative dysfunction while giving senators a fig leaf to claim they’re "fixing" intelligence continuity—without actually doing their jobs.

**2. Key Provisions & Changes to Existing Law** The bill carves out a series of exceptions to the Federal Vacancies Reform Act of 1998 (FVRA), which normally governs how acting officials are appointed during vacancies in Senate-confirmed positions. Specifically: - **(a)** It elevates the Principal Deputy DNI (P-DDNI) to automatic acting DNI during absences or vacancies—*if* the P-DDNI was Senate-confirmed. This bypasses FVRA’s time limits and restrictions on who can serve as acting. - **(b)** If both DNI and P-DDNI are vacant/unavailable, the President may appoint *any other* Senate-confirmed ODNI official as acting DNI—again, ignoring FVRA. - **(c)** If *all* Senate-confirmed ODNI slots are empty (a nightmare scenario only possible in a functioning clown show), the President can tap any Senate-confirmed intelligence community official elsewhere (e.g., CIA, NSA directors) to act as DNI. - **(d)** Only if *no* Senate-confirmed intel official exists anywhere (i.e., the apocalypse has come and taken the Senate with it) does the FVRA apply as a last resort.

In essence, the bill rewrites the succession rules to favor executive convenience over legislative oversight, using national security as a fig leaf.

**3. Affected Parties & Stakeholders** - **Winner:** The President. Gains near-unilateral power to install acting DNIs without meaningful Senate input, especially during prolonged vacancies. - **Loser:** The Senate. Its advice-and-consent role is progressively hollowed out as the bill creates loopholes that let the executive bypass confirmation altogether. - **Intelligence Community:** Faces increased politicization. Acting DNIs may be chosen for loyalty over competence, knowing Senate confirmation is unlikely to be enforced. - **The Public:** Gets a less accountable intelligence apparatus, led by officials who may never face a confirmation vote—yet wield immense power over surveillance, covert ops, and national security assessments.

**4. Potential Impact & Implications** This bill institutionalizes end-runs around Senate confirmation. In practice, it means: - Vacancies could stretch indefinitely, with acting DNIs serving for years without ever being vetted by the Senate. - The DNI role becomes more susceptible to presidential patronage, undermining its intended independence as the president’s chief intelligence advisor. - It rewards Senate inaction: why confirm nominees when the President can just keep recycling acting officials under this law? - Long-term, it erodes a core check on executive power. The Founders didn’t design the advice-and-consent process to be optional—this bill treats it like a vestigial organ.

Ultimately, the DNII Act of 2026 isn’t about improving intelligence continuity—it’s about admitting the Senate is broken and deciding to work around it, rather than fix it. It’s legislative cowardice dressed as national security pragmatism. The real diagnosis? Chronic senatorial impotence. The prognosis? More acting officials, less accountability, and a slow-motion coup by convenience.

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Research & Innovation Policy
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💰 Campaign Finance Network

Sen. Warner, Mark R. [D-VA]

Congress 119 • 2024 Election Cycle

Total Contributions
$81,600
17 donors
PACs
$0
Organizations
$6,300
Committees
$0
Individuals
$75,300

No PAC contributions found

1
AMERICAN HEALTHCARE, LLC
1 transaction
$5,300
2
CHOCTAW NATION OF OKLAHOMA
2 transactions
$1,000

No committee contributions found

1
DEKKER, DAVID T.
1 transaction
$9,900
2
MATNEY, JOHN
2 transactions
$6,600
3
MATNEY, JUSTIN K
2 transactions
$6,600
4
GUND, LOUISE L.
2 transactions
$6,600
5
CARROLL, RICHARD
2 transactions
$6,600
6
STACY, CLYDE E
2 transactions
$6,600
7
TULL, THOMAS
1 transaction
$6,000
8
SWARTZ, SUSAN
1 transaction
$3,300
9
MILLONES, PETER
1 transaction
$3,300
10
BRODY, SARAH
1 transaction
$3,300
11
BERNSTEIN, JAY
1 transaction
$3,300
12
SWARTZ, JAMES R.
1 transaction
$3,300
13
BERNSTEIN, ALISON
1 transaction
$3,300
14
HOLLAND, BRIAN K.
1 transaction
$3,300
15
LARGE, KEVIN
1 transaction
$3,300

Cosponsors & Their Campaign Finance

This bill has 3 cosponsors. Below are their top campaign contributors.

Sen. Hickenlooper, John W. [D-CO]

ID: H000273

Top Contributors

23

1
THE CHICKASAW NATION
OrganizationADA, OK
$1,300
Dec 12, 2023
2
THE CHICKASAW NATION
OrganizationADA, OK
$1,200
Dec 12, 2023
3
THE CHICKASAW NATION
OrganizationADA, OK
$900
Dec 31, 2023
4
ALLHASSANI, MEHDI
PALANTIR TECHNOLOGIES • OPERATIONS
IndividualPALO ALTO, CA
$3,300
Nov 25, 2023
5
SANKAR, SHYAM
PALANTIR TECHNOLOGIES • DIRECTOR
IndividualGREENWOOD VILLAGE, CO
$3,300
Nov 25, 2023
6
CARSON, RUSSELL
NOT EMPLOYED • NOT EMPLOYED
IndividualNEW YORK, NY
$3,300
Nov 17, 2023
7
SANKAR, SHYAM
PALANTIR TECHNOLOGIES • DIRECTOR
IndividualGREENWOOD VILLAGE, CO
$3,300
Nov 25, 2023
8
CARSON, RUSSELL
NOT EMPLOYED • NOT EMPLOYED
IndividualNEW YORK, NY
$3,300
Nov 17, 2023
9
GATES, WILLIAM H. III
BILL & MELINDA GATES FOUNDATION • PHILANTHROPIST
IndividualREDMOND, WA
$3,300
Oct 19, 2023
10
JAIN, AKASH
PALANTIR TECHNOLOGIES • EXECUTIVE
IndividualOAKLAND, CA
$3,300
Nov 26, 2023

Sen. Gillibrand, Kirsten E. [D-NY]

ID: G000555

Top Contributors

25

1
ONEIDA INDIAN NATION
OrganizationONEIDA, NY
$3,300
Mar 29, 2023
2
ONEIDA INDIAN NATION
OrganizationONEIDA, NY
$3,300
Mar 29, 2023
3
THE CHICKASAW NATION
OrganizationADA, OK
$3,000
Mar 15, 2024
4
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$600
Jun 22, 2023
5
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$400
Jun 22, 2023
6
STRICKLER, DANIEL B. JR.
BEECHTREE CAPITAL PARTNERS INC. • INVESTMENTS
IndividualNEW YORK, NY
$6,200
Mar 24, 2023
7
ROSENWALD, E. JOHN JR.
JP MORGAN • VICE CHAIRMAN
IndividualNEW YORK, NY
$5,800
Oct 16, 2023
8
ROSENWALD, E. JOHN JR.
IndividualNEW YORK, NY
$5,800
Nov 3, 2023
9
VENNERBERG, VAUGHN II
XTO ENERGY INC • PRESIDENT
IndividualDALLAS, TX
$5,800
Mar 14, 2023
10
VENNERBERG, VAUGHN II
IndividualDALLAS, TX
$5,800
Mar 27, 2023

Sen. Kelly, Mark [D-AZ]

ID: K000377

Top Contributors

24

1
PASCUA YAQUI TRIBE
OrganizationTUCSON, AZ
$3,300
Oct 23, 2023
2
THE CHICKASAW NATION
OrganizationADA, OK
$2,500
May 23, 2024
3
GILA RIVER INDIAN COMMUNITY
OrganizationSACATON, AZ
$1,000
Jun 15, 2023
4
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$1,000
Aug 12, 2024
5
CORMIER, STEPHEN
IndividualMANSFIELD, LA
$6,000
Dec 31, 2023
6
LEWIS, PAUL
NOT EMPLOYED • RETIRED
IndividualKINGMAN, AZ
$5,000
Oct 23, 2024
7
LEWIS, PAUL
IndividualKINGMAN, AZ
$5,000
Dec 6, 2024
8
BASS, JOSEPH P
NOT EMPLOYED • RETIRED
IndividualPORTLAND, OR
$5,000
Mar 29, 2024
9
PEROT, MARGOT B
NOT EMPLOYED • RETIRED
IndividualDALLAS, TX
$5,000
Apr 8, 2024
10
MILLER, JUDITH
IndividualINDIANAPOLIS, IN
$5,000
Sep 11, 2024

Donor Network - Sen. Warner, Mark R. [D-VA]

PACs
Organizations
Individuals
Politicians

Hub layout: Politicians in center, donors arranged by type in rings around them.

Loading...

Showing 30 nodes and 38 connections

Total contributions: $38

Top Donors - Sen. Warner, Mark R. [D-VA]

Showing top 17 donors by contribution amount

2 Orgs15 Individuals

Industry Impact

Which industries are materially affected by specific provisions in this bill. 1 helped.

  • +Defense Contractorsconfidence 0.80

    Section 2 improves handling of vacancies of the Director of National Intelligence, which could benefit defense contractors by ensuring continuity in national intelligence operations, citing section 2(a) and 2(b)

Who funds the sponsor on these industries

For each industry this bill affects, here's what the sponsor (Sen. Warner, Mark R. [D-VA])received from donors associated with that industry during the 2022–present cycles. Donations are not proof of intent — they are a record of who funds the people writing the law.

Industries this bill HELPS

  • from 34 contributions
    • WACLAWSKI, MICHAEL L.$400
    • MIDDLETON, SANDRA$350
    • DRYDEN, SARA-ELENA$250
    • WIMPEY, FRANK$125

Project 2025 Policy Matches

This bill shows semantic similarity to the following sections of the Project 2025 policy document.AI-enhanced analysis provides detailed alignment ratings.

Intelligence Community

Strong
Vector: 70%
Pages: 239-241AI Enhanced

AI Analysis:

"The bill aligns strongly with Project 2025's goal of strengthening the DNI's authority and ensuring stable, Senate-confirmed leadership in the intelligence community by establishing a clear succession hierarchy that prioritizes confirmed officials and minimizes leadership gaps."

Key themes:DNI authorityintelligence community leadershipSenate-confirmed successionnational security continuityODNI oversight

— 206 — Mandate for Leadership: The Conservative Promise local, and tribal elements. The order should consider stipulating what to do with DOD cyber agencies, most notably the NSA, in terms of strategic (for example, the President and the DNI) vs. tactical support (for example, support for the warfighter) in conjunction with ongoing congressionally mandated reviews of the future dual-hatted relationship. l Enhance the DNI’s role in overseeing execution of the National Intelligence Program budget under the President’s authority. This should be done in a manner that is consistent with Congress’s intent as embodied in IRTPA. Under the executive order as written today, the DNI “shall oversee and direct the implementation of the National Intelligence Program.” In practice, the DNI’s authority to oversee execution of the IC’s budget remains constrained by an inability to address changing intelligence priorities and mandate the implementation of appropriated NIP funding to higher intelligence priorities. The DNI should have the President’s direction to address emerging but catastrophic threats such as those posed by bioweapons. Clarifying how much budget authority the DNI has in conjunction (within the limits of congressional appropriations) with OMB and IC-member Cabinet officials to move around money and personnel is crucial, but positions will not always be fungible. It will probably be necessary to hold IC leadership accountable at intransigent agencies and to restructure areas through executive orders in close conjunction with OMB, as needed. l Clarify the DNI’s role as leader of the IC as an enterprise in building the IC’s capabilities around its open-source collection and analytic missions. The exponential growth in open-source information, often called OSINT, is not disputed. In the IC, the use of publicly available information, notwithstanding the authorities within IRTPA for the DNI to manage OSINT, remains disaggregated. The explosion of private-sector intelligence products and expertise should signal to IC leadership that duplicative efforts are unnecessary and that limited resources should be focused on problematic collection tasks. The IC should avoid duplication of what is already being done well in the private sector and focus instead on complex questions that cannot be answered by conventional and frequently increasing numbers of commercial tools and capabilities. If necessary, for lack of results from the National Open Source Committee, the DNI should appoint the Principal Deputy Director of National Intelligence (PDDNI) as chairman to prioritize and promote accountability for the IC’s 18 agencies toward this effort. — 207 — Intelligence Community l Prioritize security clearance reform. Security clearance reform has made significant progress under Trusted Workforce 2.0, a governmentwide background investigation reform that was implemented beginning in 2018 with the goal of creating one system with reciprocity across organizations. This included allowing movement from periodic reinvestigations toward a Continuous Vetting (CV) program with automated records checks, adjudication of flags, the “mitigat[ion of] personnel security situations before they become a larger problem,” or the suspension or revocation of clearances.15 However, human resources onboarding operations in major agencies such as the CIA, FBI, and NSA remain to be resolved. As executive agent for security clearances, the DNI must require results from agencies that resist implementation, enforce the 48-hour reciprocity guidance, and target human resources operations that fail to attract and expediently onboard qualified personnel. Additional “carrots and sticks” from executive order reform language, including moving the Security Services Directorate from NCSC to ODNI with elevated status, may be necessary. It is unacceptable for agencies to hinder opportunities for cross- agency assignments, use public–private partnerships inefficiently because of constraints on the transferability of security clearances, and lose future talent because of extraordinary delays in backend operations. Proper vetting to speed the onboarding of personnel with much-needed expertise is vital to the IC’s future. l Ensure the DNI’s authority. The DNI’s authority should be similar to an orchestra conductor’s. An incoming conservative President will appoint whomever he chooses as DNI, but there should be agreement between the incoming DNI and President with advice and counsel from the Presidential Personnel Office on selecting positions overseen by the DNI throughout subordinate agencies, as well as concurrence by relevant Cabinet officials and the CIA. This exists by executive order, but many Presidents, PPOs, and Cabinet agency heads do not follow executive order guidance and necessary norms. The importance of trust, character, and the ability to work together to achieve a joint set of intelligence goals established by the President cannot be overstated: It is a mission that can be accomplished only with the conductor and his orchestra playing in sync. l Provide additional support for such economic and supply chain– focused agencies as the Department of Commerce. Information sharing and feedback can help subagencies like the Commerce Department’s Bureau of Industry and Security to improve their understanding of the

Intelligence Community

Strong
Vector: 70%
Pages: 239-241AI Enhanced

AI Analysis:

"The bill strongly aligns with Project 2025's objective to ensure the DNI's authority and institutional stability by establishing a clear, Senate-confirmed succession hierarchy that minimizes leadership gaps and reinforces the DNI's role as a central coordinator of the intelligence community."

Key themes:DNI authorityintelligence community stabilitySenate-confirmed leadershipsuccession planninginstitutional continuity

— 207 — Intelligence Community l Prioritize security clearance reform. Security clearance reform has made significant progress under Trusted Workforce 2.0, a governmentwide background investigation reform that was implemented beginning in 2018 with the goal of creating one system with reciprocity across organizations. This included allowing movement from periodic reinvestigations toward a Continuous Vetting (CV) program with automated records checks, adjudication of flags, the “mitigat[ion of] personnel security situations before they become a larger problem,” or the suspension or revocation of clearances.15 However, human resources onboarding operations in major agencies such as the CIA, FBI, and NSA remain to be resolved. As executive agent for security clearances, the DNI must require results from agencies that resist implementation, enforce the 48-hour reciprocity guidance, and target human resources operations that fail to attract and expediently onboard qualified personnel. Additional “carrots and sticks” from executive order reform language, including moving the Security Services Directorate from NCSC to ODNI with elevated status, may be necessary. It is unacceptable for agencies to hinder opportunities for cross- agency assignments, use public–private partnerships inefficiently because of constraints on the transferability of security clearances, and lose future talent because of extraordinary delays in backend operations. Proper vetting to speed the onboarding of personnel with much-needed expertise is vital to the IC’s future. l Ensure the DNI’s authority. The DNI’s authority should be similar to an orchestra conductor’s. An incoming conservative President will appoint whomever he chooses as DNI, but there should be agreement between the incoming DNI and President with advice and counsel from the Presidential Personnel Office on selecting positions overseen by the DNI throughout subordinate agencies, as well as concurrence by relevant Cabinet officials and the CIA. This exists by executive order, but many Presidents, PPOs, and Cabinet agency heads do not follow executive order guidance and necessary norms. The importance of trust, character, and the ability to work together to achieve a joint set of intelligence goals established by the President cannot be overstated: It is a mission that can be accomplished only with the conductor and his orchestra playing in sync. l Provide additional support for such economic and supply chain– focused agencies as the Department of Commerce. Information sharing and feedback can help subagencies like the Commerce Department’s Bureau of Industry and Security to improve their understanding of the — 208 — Mandate for Leadership: The Conservative Promise threat from China and thereby counter it more effectively. They can also aid the development of export control mechanisms and potential outbound investment screening where necessary. Brief, specific governance language should be considered that would apply counterterrorist authority models to the broader functions of the U.S. government insofar as they are needed to counter 21st century nation-state threats. The success of any DNI rests with support from the President. Any revised Executive Order 12333 must serve to express unequivocal support for the DNI in executing the mandates that an amended order would provide. CENTRAL INTELLIGENCE AGENCY (CIA) The CIA is a foreign intelligence collection service tasked with collecting human intelligence (HUMINT), providing all-source intelligence analysis and report- ing, and conducting covert action when required to do so by the President. The CIA has its roots in the Office of Strategic Services (OSS), which the United States established during World War II as a paramilitary and intelligence collection orga- nization. After World War II, President Harry Truman disbanded the OSS, and the CIA was established in law by the National Security Act of 1947. As with every agency in government, the President's election sets a new agenda for the country. Public servants must be mindful that they are required to help the President implement that agenda while remaining apolitical, upholding the Constitution and laws of the United States, and earning the public trust. The Pres- ident requires a CIA that provides unbiased and apolitical foreign intelligence information and, when necessary, can act capably and effectively on any covert action findings. Executing the Mission. The CIA’s success depends on firm direction from the President and solid internal CIA Director–appointed leadership. Decisive senior leaders must commit to carrying out the President’s agenda and be willing to take calculated risks. Therefore: l The next President-Elect and incoming Presidential Personnel Office should identify a Director nominee who can foster a mission-driven culture by making necessary personnel and structural changes. l The President-Elect should choose a Deputy Director who, without needing Senate confirmation, can immediately begin to implement the President’s agenda. This includes halting all current hiring to prevent the “burrowing in” of outgoing political personnel. Additional appointees should be placed within the agency as needed to assist the Director in supervising its functioning.

Intelligence Community

Moderate
Vector: 70%
Pages: 236-238AI Enhanced

AI Analysis:

"The bill focuses on establishing a clear succession plan for the DNI to ensure continuity of intelligence leadership, which aligns with Project 2025's concern about strengthening the DNI's authority and effectiveness in leading the Intelligence Community. However, while both address DNI leadership and institutional stability, the bill does not directly tackle the core Project 2025 objectives of granting the DNI budget and personnel authority, breaking institutional silos, or countering 'woke' cu"

Key themes:DNI leadershipIntelligence Community continuityinstitutional stabilitySenate-confirmed appointments

— 203 — Intelligence Community authorities—to break institutional silos that had caused past intelligence inte- gration failures. Originally envisioned by the 9/11 Commission as a strengthened, authoritative position, the final congressionally negotiated product signed by President Bush has led to ambiguous and vague authorities that are dependent on who is selected as DNI and Central Intelligence Agency (CIA) Director and their level of support from the White House and National Security Council (NSC). 9/11 Commission Executive Director Philip Zelikow warned in a 2004 hearing that creating a new agency “lacking any existing institutional base…would require authorities at least as strong as those we have proposed or else it would create a bureaucratic fifth wheel that would make the present situation even worse.”6 The ODNI has become that bureaucratic fifth wheel about which Zelikow warned. For example, under the Bush Administration’s initial legislative proposal, the CIA Director would have been under the “authority, direction, and control” of the DNI and no longer the head of an autonomous agency. Additional mechanisms envisioned full budget authority for the DNI, including within DOD’s intelligence components, as opposed to coordinating authority. Through arduous “sau- sage-making” and relatively quick negotiations, lawmakers produced statutorily vague authorities that traded away the DNI’s ability to direct budgetary authority across the entire IC, including DOD, and left the CIA a subordinate but indepen- dent agency with duties to report to the DNI without explicit directing authority. These statutory developments were what led President Bush’s first choice to serve as DNI, Robert Gates, to turn down the position. In discussions with the White House over the post, Gates noted that the “legislation weakened the lead- ership of the community” and that “instead of a stronger person, you ended up with a weaker person because the DNI had no troops and no additional powers really on the budget, hiring, and firing.”7 Gates noted that success would require the President to “make explicit publicly that the DNI is head of the Intelligence Community, not some budgeter or coordinator,” and that “[t]he position’s only prayer of success is for the president to say plainly…how he sees the job. Without his explicit mandate…the endeavor is doomed to fail.”8 One of the two DNIs confirmed by the Senate during the Trump Administra- tion, John Ratcliffe, acknowledged that Gates’s theoretical concerns became the practical reality that he inherited: Prior DNIs were the head of the IC only on paper and were routinely accustomed to yielding IC actions and decisions to the preferences of the CIA and other agencies. My ability to begin reversing that capitulation was accomplished solely because President Trump made it repeatedly clear to the entire national security apparatus that he expected all intelligence matters to go through the DNI.9 — 204 — Mandate for Leadership: The Conservative Promise To help further the legislative intent behind IRTPA, DNI Ratcliffe advised during the transition of incoming Biden DNI Avril Haines that the DNI should be the only Cabinet-level intelligence official.10 While his recommendation was adopted and has corrected the previously allowed imbalance by making the DNI the only Cabinet official and head of the IC at the table, the ODNI’s effectiveness and direction leave much to be desired. A conservative President must decide how to empower an individual to oversee and manage the Intelligence Community effectively. To be successful, the DNI and ODNI must be able to lead the IC and implement the President’s intelligence priorities. This includes being able to exercise both budget and personnel authority and being able to rely on timely, useful feedback from subordinate components of the IC, many of which are located within other Cabinet agencies. The ODNI needs to direct, not replicate in-house, the other IC agencies’ analytic, operational, and management functions. Considerations like mismanagement of human resources, joint-duty assignments, and accelerated growth in senior personnel can cause a President to dictate to his incoming DNI a desire to slash redundant positions and expenditures while simultaneously giving the DNI the authority to drive necessary changes throughout the IC to deal with the nation’s most compelling threats, including those emanating from China. As John Ratcliffe has noted, “These are essential to the DNI having the abilities and authorities to effectively direct, coordinate, and tackle the immense national security challenges ahead for the Intelligence Community as intended under IRTPA.”11 Otherwise, other Cabinet and subordinate IC agencies will continue to regard the ODNI as an annoyance and not as a positive contributor to the National Intel- ligence Program (NIP) budget. They will continue to work around or circumvent ODNI leadership decisions with appropriators and the Office of Management and Budget (OMB) or seek to wait out an Administration or DNI to prevent a policy or intelligence priority from reaching fruition. Intelligence and interagency coordination has improved significantly since 9/11. Nevertheless, interagency rivalries and festering issues continue to cause duplication of effort on intelligence analysis and technology purchases as well as overclassification and ever-increasing compartmentalization. Additional issues include the abuse of mandated onboarding approval and reciprocity timelines by some agencies, recruitment and retention failures, and a lack of will to remove underperforming or timely adjudicate the misconduct of senior managers and other employees. Finally, future IC leadership must address the widely promoted “woke” cul- ture that has spread throughout the federal government with identity politics and “social justice” advocacy replacing such traditional American values as patriotism, colorblindness, and even workplace competence.

Showing 3 of 5 policy matches

About These Correlations

Policy matches are calculated using a hybrid approach: initial candidates are found using semantic similarity between bill summaries and Project 2025 policy text, then an AI model (Llama 3.1 70B) provides detailed alignment ratings and analysis. Ratings range from 1 (minimal alignment) to 5 (very strong alignment). This analysis does not imply direct causation or intent.

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