Ensuring that we collect the right intelligence in the best ways to most accurately and objectively guide national intelligence.
* Strengthened the connection between collection and analysis by
appointing Mission Managers for key hard target issue areas and
enduring intelligence challenges. The North Korea and Iran Mission
Managers have already begun promoting Community-wide integration and
providing policymakers with briefings drawing on Community-wide
expertise.
* Initiated an Integrated Collection Architecture process to develop an
objective architecture and implementation roadmap that looks at various
collection disciplines in an integrated fashion.
* Worked closely with the Department of Justice and the Federal Bureau of
Investigation to establish the FBI's National Security Branch to
integrate the FBI's counterterrorism, counterintelligence, and
intelligence programs.
* Facilitated the establishment of a National Clandestine Service at CIA
with the Director of CIA serving as the National HUMINT Manager.
* Created the MASINT Community Executive to provide this important
intelligence discipline with a voice at the table, an advocate in
budget and policy decisions, and the impetus for further advancement.
Focusing and strengthening our analytic work, better ensuring that our policymakers receive the highest quality analysis to guide their decisions.
* Streamlined production of National Intelligence Council (NIC) products,
increasing output and minimizing delays in production time, and
implemented more effective explanation of the reasoning behind
judgments and the portrayal of alternative views of analysts.
* Created a Long-Range Analysis Unit within the NIC made up of eleven
analysts, including the six recipients of the annual DNI Exceptional
Analyst Fellowship and two outside nongovernmental experts.
* Acquired new and important items for the PDB reflecting the unique
strengths of the full Intelligence Community and enhanced strategic
planning for the PDB, to better tap expertise within the Community,
better support the policymaking process, and provide advance warning of
issues of concern on the medium to long term horizon.
* Disseminated the first IC Analytic Standards, capturing the best
practices from across the Community, the lessons learned from the past,
and the goals of reform.
Providing a clear direction to guarantee timely and meaningful results.
* Promulgated the first unclassified National Intelligence Strategy
(NIS), linking the Community's goals to the National Security Strategy
and establishing specific objectives and metrics for accomplishment.
Also began implementation of a structured strategic planning process to
ensure NIS objectives are met.
Directly answering the specific needs of our intelligence customers.
* The DNI created the Requirements Directorate to give the IC's diverse
customers a responsive mechanism with which to articulate their
intelligence needs, determine the extent to which the IC is addressing
those needs, and facilitating a process to make changes if it falls
short of those needs.
* Created the Foreign Relations Coordinating Committee to synchronize
Intelligence Community foreign outreach efforts and maximize
opportunities for the U.S. to achieve intelligence goals and national
policy objectives. For example, a new intelligence relationship was
expeditiously established with a country and an existing relationship
with another country is being enhanced as a Community effort instead of
the traditional "stove-piped" approach to partner relationships.
* The Requirements Directorate's Homeland Security and Law Enforcement
Office is creating partnerships between domestic law enforcement and
intelligence organizations and building the framework whereby
information that affects our homeland security can be shared in a
timely manner, consistent with our responsibility to respect the rights
of our citizens.
* DNI undertook a major after action review of IC performance during
recent activity by North Korea to test ballistic missiles and a nuclear
device. The Requirements Directorate's Military Support Office reached
out to 29 organizations -- IC components and IC customers -- with the
goal of assessing IC-level processes to support policy makers and
military commanders. The review provided six key lessons learned, and
23 specific process recommendations for the DNI to consider. In the
process, key IC leaders like the North Korean Mission Manager refined
roles and responsibilities, improving the ability of the DNI to fulfill
the spirit and intent of The Reform Act and National Intelligence
Strategy.
Dismantling the "stovepipe" mentality that said agencies could produce, and limit within its walls, vital national intelligence.
* The National Counterterrorism Center (NCTC) is drawing on collected
terrorist intelligence from agencies across the U.S. Government -- with
access to more than 30 different networks -- to produce integrated
analysis on terrorist plots against U.S. interests at home and abroad.
This is being done nowhere else in government -- and it was only an
aspiration prior to 9/11.
* NCTC is working closely with liaison partners to broaden our
information sharing capabilities. During the past year, NCTC shared
hundreds of analytic products with foreign partners, and in return, we
received hundreds of terrorism-related products from them. In the same
period, NCTC has also hosted approximately 200 meetings with foreign
counterterrorism officials and organizations.
* The National Counterproliferation Center (NCPC), the mission manager
for counterproliferation, in conjunction with its Intelligence
Community and ODNI partners, has developed integrated and creative
strategies against some of the nation's highest priority targets -- to
include "Gap Attacks" (focused strategies against longstanding
intelligence gaps), "over the horizon" studies to address potential
future counterproliferation threats, and specialized projects on
priority issues such as the Counterterrorism-Counterproliferation
Nexus.
* Developed and advanced an interagency approach to strategic
interdiction, as recommended by the WMD Commission.
Moving the Intelligence Community forward to adopt a Community-wide technology architecture.
* The Chief Information Officer (CIO), appointed in December 2005,
implemented a classified information sharing initiative that enhanced
and expanded information sharing with key U.S. allies. While the
success of this program is only one step toward overhauling the IC's
information management system, it represented a paradigm shift in the
Community's information sharing policies.
* The CIO also established the Unified Cross Domain Management office
with DoD to oversee development and implementation of common
technologies that enable highly classified networks to share
information with users and systems that have lower or no clearances.
* The CIO overcame barriers to information sharing and implementation of
information sharing standards. For example, by dismantling prohibitive
firewalls, leveraging commercial technologies, and interconnecting DoD
and IC transport systems, the CIO allowed for broader federal access to
INTELINK's Sensitive But Unclassified domain.
Working to share intelligence with affected parties outside the Intelligence Community.
* Created a Program Manager for the Information Sharing Environment, who
recently released the Information Sharing Environment Implementation
Plan and Privacy Guidelines which provides the vision and road map for
better sharing information within the Intelligence Community and with
our fellow Federal, State, local, and tribal counterparts, as well as
with the private sector.
Making significant investments in building a strong IC workforce.
* The ODNI has developed a comprehensive IC-wide human capital plan and
is establishing "joint duty" as a requirement for promotion to senior
positions.
* The DNI has appointed a Chief of Equal Employment Opportunity and
Diversity for the IC (EEOD). The DNI has agreed in principle to a
wide-ranging set of recommendations that the Diversity Senior Advisory
Panel for the IC (DSAPIC) made in their report: Diversity: A National
Security Imperative for the Intelligence Community.
Leading the way with the latest technologies.
* For the first time ever, the Intelligence Community's Science and
Technology (S&T) leadership created a joint S&T plan that identified
major unmet needs for the IC as a whole as well as opportunities for
broader cooperation to satisfy those needs.
* As part of the overarching plan, S&T initiated several joint programs
that target the community's most pressing problems and forge
cross-community teams in the process. Some of these teams have already
delivered prototypes of innovative new technologies to combat
terrorism. S&T is also preparing an ambitious plan to accelerate the
deployment and cut the cost of major capabilities that will benefit
multiple agencies.
* S&T has implemented the Rapid Technology Transition Initiative, a
program that identifies low cost, high value technologies that the ODNI
can put in the hands of users quickly. Congress provided the first year
of pilot funding for the effort, and S&T will soon be awarding the top
13 candidate projects. All will be delivered in approximately six
months for direct use in the Global War on Terrorism.
Always being mindful that our actions must befit the highest traditions of civil liberty and privacy protection.
* Appointed a Civil Liberties Protection Officer and staffed an office to
ensure that the policies of the IC incorporate protections for privacy
and civil liberties, to oversee compliance by the ODNI with legal
requirements regarding privacy and civil liberties, and to ensure that
the use of technology sustains, and does not erode, privacy.
