By the Assistant Director of Central
Intelligence for Analysis and Production
AN INVESTMENT STRATEGY FOR COMMUNITY ANALYSIS
This Strategic Investment Plan for Intelligence Community Analysis
(SIP) provides the analytic community with the unprecedented opportunity to achieve the unifying goals of the DCI’s Strategic Intent and to
translate today’s challenges into tomorrow’s resource requirements. The
historic willingness to begin planning our future together stems, in part,
from the growing perception that collaboration is the best way to achieve common goals for:
- A skilled, expert, diverse and more mobile work force enabled by
technology and armed with the best analytic tools. The analytic
community today lacks investment in training and the new positions
to do this effectively.
- A collection-smart work force that is trained and deployed and
has the resources to assist collectors with requirements, evalua-
tion, and procurement. Without the necessary skills and expertise,
the analytic community cannot help drive the collection process.
- A collaborative work force that leverages the production of each
agency to provide the best Community support to customers.
Electronic connectivity is critical to this important objective.
- An outward-looking work force that systematically exploits the
information and expertise of sources beyond the Intelligence
Community to produce the most authoritative strategic and
current analysis possible. This is a business imperative that can be
met if the priority is maintained.
Common Challenges Ahead
The stress on IC analytic resources today literally comes from all sides.
The demands from both customers and collectors in the policymaking,
defense, and law enforcement communities have grown significantly in
volume and complexity over the past decade. Analysis today must support the intelligence process end to end: identifying
customer needs and the information gaps for
clandestine collection; assisting collectors in targeting assets and evaluating raw reports; processing and
exploiting increasing output from technical
collection; engaging in procurement decision-making; and producing first-rate analysis for consumers.
The analytic community recognizes that it
also has a special overriding responsibility
to make sense of a fast-moving world for the benefit of both consumers and collectors. Substance must come first.
- We all face a dispersed, complex, and
“asymmetric” threat environment in which
information technology makes everything move faster; in which strategic and tactical requirements are becoming
more blurred; and in which diverse and
shifting priorities increase the demands
from consumers for expert analysis in real time and from collectors who, more than ever, need sustained guidance on
priorities and greater assistance with
- Our military commanders,
reflecting a convergence of the national and warfighting communities, are increasingly doubling as
diplomats who need more and better
intelligence estimates, as well as stronger tactical intelligence support to cover fast-breaking
developments in their vast areas of
- Our diplomats need more
effective intelligence support to do their jobs in increasingly complex situations. Diplomatic reporting,
meanwhile, is in high demand but steady
decline, as the State Department cuts back
in response to diminishing resources.
- Analysts at the National Security Agency (NSA) and the National
Imagery and Mapping Agency (NIMA) require greater
assistance in prioritizing issues as they
confront increasing exploitation challenges from new collection capabilities.
All the IC’s analytic program managers today are struggling
with resource issues as they attempt to
prioritize their work; to enhance skills and tradecraft training; to deploy more analysts to policy
agencies and to the field; to improve
consumer support; to exploit rapidly advancing technologies to help analysts do their jobs and to meet growing
require- ments from collectors for
guidance; and to develop outside partnerships as a source of technology and substantive expertise. The
measures outlined in this Strategic
Investment Plan will improve analysis, which is the most important of our common goals.
Why a Strategic Investment Plan?
The leaders of the analytic community have noted that the IC’s success in
dealing with a fast-changing threat environment will depend on the extent
to which it collaborates in harnessing technology, in managing its
resources, and in investing in its people—the resource that matters most
in analysis. This inaugural SIP launches what we intend to be an annual
exercise to build collaboration across the 11 analytic programs of the
National Intelligence Production Board (NIPB), which is chaired by the
Assistant Director of Central Intelligence for Analysis and Production (ADCI/AP).
NIPB members will continue, of course, to manage their own resources
on a day-to-day basis, and to serve their own customers in pursuit of
distinct mission requirements. Yet, they are ready—even eager—to collaborate on strategic investment. For this first SIP, the NIPB members
have identified 11 priorities for analytic collaboration and investment—including six that they deem critical. These six are:
- Establishing an interagency training program to recapitalize analytic
- Ensuring that databases are accessible and interoperable to enhance
collaboration and leverage expertise across the IC.
- Creating a collaborative working environment to link analysts and
connect them to collectors, customers, allies, and outside experts.
- Building an agile framework and process to help in prioritizing
substantive requirements for analysis and collection.
- Leveraging outside expertise to broaden our knowledge base and
enhance analytic capability.
- Developing an effective open source strategy to take advantage of the
wealth of unclassified information, which is often critical to analysis.
In the coming months, the NIPB will begin implementing the SIP. Implementation will be an iterative process over the next few years and
will require continued cooperation and collaboration among NIPB members,
with the program managers of the National Foreign Intelligence
Program (NFIP), collectors, consumers, and other members of the
Intelligence Community, as well as the executive departments and
Congress. Although this effort almost certainly will require some new
funds from outside the analytic community, we recognize that we will
also need to identify offsets—activities we can stop doing—as an essential component in meeting our goals.
Our objective in developing the SIP is to produce on a
continuing basis a document that articulates
the goals of analytic producers and also provides guidance to them as they develop their own agency
programs. The NIPB must be commended for
reaching new heights in community collaboration. For the first time, the analytic community has
committed to a strategic planning process
and a comprehensive series of initiatives that will improve our overall analysis and production
capabilities. This effort has deepened
trust, broken new ground in strategic programming and budgeting, and demonstrated what can be achieved by
working together toward common
John C. Gannon
Assistant Director of Central Intelligence
for Analysis and Production