From Many Agencies, One Joint Project

Increasingly, the need to solve complex, cross-cutting problems of huge national significance is forcing agencies to overcome institutional barriers and share resources. As a result, joint programs are likely to proliferate. "We really haven't developed a cadre of folks within government that have the kind of complex . . . training to orchestrate different elements," former Terrorist Threat Integration Center chief John O. Brennan observes. Until those executives appear, here's a cheat sheet for managers setting up multiagency programs:

1. Make sure the seniors are believers. "There are all sorts of rules that [can] hinder a joint venture," reflects Cindy Bower, a deputy of Brennan's. "Get the buy-in of all the big players." Without it, life will be hard.
2. Lean on your boss. Brennan found himself turning to his boss, George Tenet, when he couldn't get the cooperation or resources he needed. Of course, a joint center is supposed to be a solution, not a problem-but without backing from the top brass, you're going to lose battles.
3. Hire all-star managers. Most joint programs rely on employees from partner organizations. Few agencies will cut loose their A Team for someone else's project. So pick managers who can get the best out of people who might not be top performers.
4. Don't let anyone else determine what information you "need." The CIA, the FBI and others at first pushed to give Brennan only reports they approved. But Brennan insisted on access to their networks, to any information they had. "You don't want to wait and have something come over the transom you didn't know was over there."
5. Get ready to teach. The concept of a joint center is new and not well understood, according to Brennan and his team. Be prepared to sell your effort again-and again-and again. Show how it will benefit partner organizations.
6. Declare your independence. As long as you are suspected of favoritism, cooperation will be hard to come by. Demonstrate in a way people will notice that the organization is nonpartisan.
7. Work in the shadows. Standing up TTIC "happened so quickly, and that was one of my objectives," recalls Brennan. "You want to move stealthily, before people realize what's happening."
8. Push. "Looking back, in 20-20 hindsight, I could have pushed harder in certain areas," says Brennan. "I could have been more demanding of certain organizations."