• Work with the Office of Management and Budget to do the following:

    • Develop meaningful program metrics that

      • highlight program impact

      • acknowledge the value to national security of intangible program results

      • incorporate partner metrics into the overall evaluation of programs

      • link metrics to program selection criteria

    • Establish a multiyear budget planning basis for CTR 2.0 programs and develop a process for allocating budgets to the agencies needed to implement programs

  • Encourage a new generation of congressional leaders to engage actively through regular consultations between the executive and legislative branches and work with Congress to do the following:

    • add authorities to the departments whose participation is essential to CTR 2.0, but that are considered nonsecurity agencies

    • allocate funding for security programs directly to the agencies that will be responsible for implementation

    • provide the ability to all agencies implementing CTR 2.0 to comingle other funds with congressionally appropriated funds

    • provide “notwithstanding authority” to up to 10 percent of the DOD CTR annual appropriation to ensure the capacity to respond rapidly and flexibly to opportunities

  • Identify ways to make programs less cumbersome and bureaucratic, and more timely, agile, and responsive to partner priorities.

    • review the DOD CTR umbrella agreement and other U.S. government contracting mechanisms to assess what is required and where flexibility can be introduced

    • review current USG CTR programs to see which ones already implement elements of CTR 2.0 and can be used as models

  • Continue working with established partners and identify new partners–develop a “habit of cooperation.”

    • demonstrate partnership by beginning new program engagements with information sharing, joint identification of risks and opportunities, col-

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