Community Management

One of the pivotal goals for the Intelligence Community (IC) is to achieve a balance between working together as a Community to address critical national security needs and working independently as organizations to serve a given set of customers. The DCI's vision for the future demands closer teamwork across the IC and more efficient use of our capabilities to keep pace with the demands of law enforcement, diplomatic and military operations.

The Community’s customers are better served when agencies collaborate and work corporately toward shared goals. Our intelligence resources are optimized when competing requirements are evaluated across the community and not within each organization. We have made progress toward managing the IC as a kindred group of organizations, but much more work is needed to achieve the vision in the DCI Strategic Intent.

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Strategic Planning

In March 1999, the DCI issued the Strategic Intent for the US Intelligence Community outlining a future strategy. It established a comprehensive strategic planning process for key functional areas as well as individual agencies. The DCI Strategic Intent describes five basic objectives for the Community.

  1. Unify the Community through Collaborative Processes
  2. Invest in People and Knowledge
  3. Develop New Sources and Methods for Collection and Analysis
  4. Adapt Security to the New Threat Environment
  5. Improve Corporate Management of Resources

The Office of the Deputy Director of Central Intelligence for Community Management (ODDCI/CM) and the Assistant Directors of Central Intelligence for Administration, Collection, and Analysis and Production have worked over the past year with the Community Management Staff to establish processes that improve community capabilities. Several of these efforts are described below.

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Assistant Director of Central Intelligence for Administration

The Assistant Director of Central Intelligence for Administration (ADCI/A) was established by the FY1997 Intelligence Authorization Act and serves as the deputy to the DDCI/CM.

The ADCI/A accomplished the following activities:

  • Led the Mission Requirements Board to ensure that future systems addressed the national and tactical needs of all customers.
  • Explored personnel reform initiatives and devised Community-wide strategies on training, recruitment and diversity.
  • Ensured that multi-agency AR&D program efforts were adequately funded to develop new concepts addressing complex IC problems.
  • Facilitated agreement on declassification of imagery and worked with commercial imagery vendors on critical sources and methods problems.
  • Initiated work to establish a National Integrated Intelligence Requirements Process.
  • Reformed the policy on SCI facilities at home, and coordinated policy on IC security concerns.

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Assistant Director of Central Intelligence for Collection

The Assistant Director of Central Intelligence for Collection (ADCI/C) was established by the FY 1997 Intelligence Authorization Act and is responsible for ensuring the most efficient and effective collection of national intelligence.

The ADCI/C has initiated a series of activities that have produced substantial improvements in cross-discipline collection and that will optimize collection resources in FY 2000 and beyond.

  • The Strategic Direction for Collection, sets the following goals for IC collection:
  • Use collective assets in a collaborative fashion to ensure optimum effectiveness.
  • Invest in the human and technical resources needed to deliver quality intelligence to consumers in a timely manner.
  • Develop innovative cross discipline collection strategies and methods to address unmet consumer needs.
  • Share collection capabilities and results to the maximum extent while protecting sources and methods.
  • Optimize investment across all disciplines to ensure support to consumers.

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Assistant Director of Central Intelligence for Analysis and Production

The Assistant Director of Central Intelligence for Analysis and Production (ADCI/AP) was also established by the FY 1997 Intelligence Authorization Act and is responsible for developing corporate strategies to improve the quality of analysis,meeting customers requirements, improving production management, addressing analytic gaps and shortfalls, and establishing processes for analytic requirements to drive collection. To carry out the DCI’s vision within the analytic community, the ADCI/AP published the Strategic Direction for Intelligence Community Analysis.This document provides goals and specific objectives for the 11 member agencies and analytic organizations that comprise the National Intelligence Production Board (NIPB):

  • Manage analytic and production processes more effectively by implementing broader planning and collaborative procedures.
  • Attract, educate, and retain a knowledgeable, empowered, and diverse analytic workforce. Develop innovative sources and methods for analysis and production.
  • Share intelligence products more widely across the Community and with consumers while protecting intelligence from unauthorized disclosure.
  • Optimize our support to intelligence consumers by allocating resources more collaboratively.

The ADCI/AP has begun implementing the DCI Strategic Intent by identifying concrete fiscal, policy, and procedural initiatives to achieve the analytic community’s required capabilities in the next five to ten years, and beyond. The Strategic Investment Plan for Intelligence Community Analysis will outline the plan of action and milestones to address the objectives across each of six core issues that the ADCI/AP has identified as areas for investment by the analytic community: intelligence priorities, customer support, technology, investing in people, interacting with collectors, and external analysis.

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Community Management Staff

To improve corporate management of our intelligence resources as described in the Strategic Intent, the Community Management Staff (CMS) has taken the following steps:

  • Improved the reconciliation between the Department of Defense data base and its President’s Budget Decision data base.
  • Expanded our budget dialogue with the Office of Management and Budget.
  • Orchestrated more detailed budget reviews and improved the ability to ascertain execution anomalies within the agencies’ budgets.
  • Managed the Intelligence Program Review Group annual review of intelligence resources and supported the DCI and Dep Sec Def in adjusting resources to address our most critical needs.
  • To further the DCI’s objective to manage the community more efficiently and effectively, the CMS has:
  • Created the Office of the Senior Acquisition Executive (SAE) to improve the DCI’s oversight of major system acquisition activities and created an Intelligence Senior Steering Group to oversee major acquisitions and architectures.
  • Established the Intelligence Community Cost Analysis Improvement Group (IC/CAIG) – the first ever capability for the DCI to conduct independent cost estimates and cost assessments of major system acquisition activities. The IC/CAIG is now working on an independent cost estimate for the Future Imagery Architecture a major future investment for the Community.
  • Tested and evaluated an Intelligence Community Budget Information System prototype to be fielded in FY 2000.
  • Completed a series of Strategic Plans (Diversity, Advanced Research and Development, Collection, and Analysis and Production) in support of the DCI’s Strategic Intent for the IC.

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Intelligence Community Chief Information Officer

The Intelligence Community Chief Information Officer (IC CIO) appointed by the DCI in 1998, has made significant strides in working with Community CIO’s and other Information Systems (IS) leaders to shape enabling information systems (IS) and technol- ogy in response to the DCI Strategic Intent. To meet the DCI’s vision of a unified Intelligence Community, the IC CIO, in partnership with the DoD, is guiding and coordinating the efforts of IC Agency CIOs to collectively support the DCI’s goals and those of his corporate Assistants for Collection and for Analysis Production. These business leaders envision new practices for the 21st Century that strengthen partnerships across the spectrum of the intelligence cycle, while creating greater synergy with the private sector and academia. This business vision requires technology providers to play a key role in ensuring an information edge for the nation’s leadership and military forces.

During this first year, the IC CIO implemented an improved governance process for decision making and oversight that engages senior IS leadership as a team. This process empowers both the IC CIO Executive Council and Working Council to systematically look across the enterprise to define Community requirements, drive the formulation of IS policy, define priorities and the pace of change, identify resourcing solutions by active engagement in the programming and budgeting process, and oversee implementation of Community IS. Working together to advance collaboration and interoperability, the IC CIO and the Councils developed specific goals in an IC IS Strategic Direction that defines a high level concept of operations for future Community information systems. They built an IC IS Capability Roadmap, which serves as their vehicle for describing and prioritizing requirements, guiding resource and policy decisions, and measuring progress. Using the Roadmap and a set of detailed action plans, signficant progreshas been made to improve IT capabilities. The following are examples of accomplishments during 1999:

  • Led the development and adoption of Community policies for electronic mail and directory services that guarantee a fully functioning IC email capability and common locator service to SCI users across the IC.
  • Establish an IC Information Assurance(IA)Policy Board to formulate Community-level IA policy, starting with a Community-wide Public Key Infrastructure (PKI) policy for the SCI fabric to maximize secure data sharing.
  • Implement Communities of Interest (COIs) on Intelink’s Classified network to increase informa- tion distributed to collateral consumers.
  • Activated the IC Metropolitan Area Communications (IC MAC) system, which enhances connectivity among IC and DoD networks at a reduced cost, and agreed to its funding and future direction.
  • Initiated a joint study to explore opportunities for better integration of DoD and IC networks.
  • Developed a Community-wide Unclassified network for Open Source information.
  • Developed a secure, web-based tool called XLINK to support collaboration among IC hard-target analysts and collectors.
  • Led efforts to ensure all IC systems were Y2K compliant, including conducting national exercises to assess the readiness of mission critical systems and establishing an IC Coordination Center.

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Posted: May 02, 2007 08:57 AM
Last Updated: Jan 03, 2012 12:52 PM