22 July 2000. Hironari Noda gives permission to reveal his name as source of this document. Mr. Noda is a former officer of Japan's Public Security Investigation Agency.

22 July 2000: Add translation of Japanese name card; thanks to two contributors.

16 July 2000: Add 10 slides and name cards.

15 July 2000. Thanks to SK.

[13 slides.]

Intelligence Community Overview

For

Japanese Visitors

Public Security Investigation Agency

22 June 1998
Presented by Charlie Allen

What is the Intelligence Community?
-- Not an Organization --

• Aggregation of US intelligence organizations

• Whose intelligence resources are managed or overseen
  by the DCI in coordination with the Secretary of Defense
  
  
  

Most of the Intelligence Community is contained
within the Department of Defense

Roles and Authorities of the DCI

• Advisor to the President and National Security Council,
  Head of the US Intelligence Community

• Provides guidance to the Intelligence Community on future
  needs and capabilities

• Establishes requirements and priorities to govern the
  collection of national intelligence

• Promotes and evaluates the utility of national foreign
  intelligence to consumers

• Protects intelligence sources and methods

• Develops policies for the Intelligence Community

• Manages the Central Intelligence Agency

Roles and Authorities of the DCI-Cont

The DCI shall:

• Develop ... the consolidated National Foreign Intelligence
  Program (NFIP) budget, and present it to the President and
  Congress

• ... approve all requests for reprogramming NFIP funds ...

• Monitor NFIP implementation and ... conduct audits ...

• Together with the Secretary of Defense, ensure that there is
  no unnecessary overlap between the NFIP and Department
  of Defense intelligence programs

• Establish appropriate staffs, committees, or other advisory
  groups to assist in the execution of the Director's
  responsibilities

Community Management Staff
DCID 3/3 (1 June 1992)

• Established to assist the DCI in fulfilling his
  Intelligence Community coordination and
  management responsibilities

• Functions

- Intelligence Policy and Plannin

- Program Analysis, Budget Development, Evaluation,
Justitification and Monitoring

- Intelligence Requirements Management and Evaluation

Post-Cold War Intelligence Challenge

• To Manage effectively limited Intelligence Community resources in
  dealing with:

- A global set of critical policy interests

- A diffusion of intelligence targets

- Increasing demand for greater detail

- Applied technologies - increasing target denial and deception

• To provide effective intelligence preparation of the battlefield and
  continued information dominance

• To anticipate crises and be prepared to provide surge capabilities

PDD-35 Intelligence Priorities

• Strategic Warning

- Provide timely warning of threats to US national interests worldwide

• If US forces are deployed

- Provide the military commanders with the timely information they require
to execute their mission successfully and minimize the loss of American
lives

• Next, focus in order on:

- "Rogue States"/Strategic Nuclear Powers

- Transnational issues

• Proliferation                   Nuclear Command and Control

• Terrorism                        Narcotics

• Regional Conflict/Negotiation

• International Organized Crime
  

SECRET

Intelligence Community
"Tiered Strategy"

• Challenge is to strike appropriate balance between
  Hard Targets and the rest of the world

• Community guided by system of intelligence
  priorities

- PDD-35 identifed highest priorities/Hard Targets

- Tier structure expands PDD-35 to prioritize intelligence
needs for all countries and issues

- Structure includes "watch" tier for lower priority
targets

SECRET

Hard Target Process Established

• Before submitting plans to National Security
  Advisor, DDCI established "Hard Target Process"

• Forum of Intelligence Community Principals -
  heads of agencies - to review each plan

Intent is to establish new Community process to improve performance on key intelligence needs of most important consumer

Executive Boards Up and Running

SECRET

Tier II or "Watch" Tier

• Assigns higher priorities to countries with
  potential for major crisis in 6-12 months

- Algeria, Angola, Burundi/Rwanda, Cambodia, Congo (Kinshasa),
Haiti, and Indonesia

• Community drafts surge profile for each country

- Intelligence needs highlighted

- Current analytic/collection capabilities assessed

- Contingencies and constraints identified

• Profiles intended to assist Community managers
  surge more effectively

SECRET

Global Coverage - Best Practices

• Challenge is to strike appropriate balance between Hard
  Targets and the rest of the world

• Every agency has a process for covering lower priority
  countries

• Innovative approaches are under development throughout
  the Community

- Corporate knowledge system

• On-line information and finished intelligence

- Comprehensive open source database

• Geographic, demographic, political, military data

- Non-governmental expertise

• Civilian/military reservists supplement Community analysts

[Add 10 slides.]

Intelligence Community Collection and
Production Structures

• Organized well to support Crises, Contingencies

• Not as well organized to address long-term, strategic
  issues like ballistic missiles

Current Intelligence Parameters

• Fewer analysts, processors

• More diverse, time-sensitive targets

• Emphasis on current reporting vice strategic long-term
  collection/analysis

• Information explosion (technological revolution)

Programmatic Structure of
US Intelligence

• The Community's functional capabilities of collection, processing,
  analysis, and support are organized into three distinct program
  elements

- National Foreign Intelligence Program (NFIP)

- Joint Military Intelligence Program (JMIP)

- Tactical Intelligence and Related Activities (TIARA)

• The DCI oversees the NFIP and the DEPSECDEF has overall
  responsibility for TIARA and JMIP -- DEPSECDEF/DCI jointly
  managing the Intelligence Community

Program and Budget Management
Process

• DCI has multiple vehicles to direct Community

- Interaction with Intelligence Community leaders

- Hard Target process

- Program review and decisions

- Direction to programs (Joint Intelligence Guidance)

• Guidance, issued jointly with DEPSECDEF since
  1992, is opportunity to transmit DCI's vision and
  strategy

- Applies to NFIP, JMIP and TIARA

- Foundation for joint program review

Overview of Joint Intelligence Guidance

• Guidance has been issued jointly with the Deputy
  Secretary of Defense since 1992

• Principal vehicle for annual direction to US Intelligence

- Applies to all US Intelligence programs

- Lays foundation for joint program review

• Typically has three components

- Strategy transmits DCI's vision

- Planning guidance reviews priority information needs of 16
National Security Missions

- Programming guidance gives specific directives to programs on
US Intelligence disciplines and capabilities

Mission Based Budget Objectives

• Relate intelligence resources to National Security
  Missions (derived from National Security Strategy
  and Joint Military Strategy)

• Balance traditional focus on capabilities with an
  understanding of the output of intelligence
  programs

• Establish basis for considering tradeoffs across
  diverse intelligence capabilities

SECRET

IPRG Issue Overview
	Major Issue ->	Issue Teams -> Formed	Issue Briefing -> |   ^ V  |	E/DRB Review ->	-|  V
Issue Nomination ->	^ | IPRG Review Co-Chairs Decide | V		IPRG Review |   ^ V  |	/ DepSecDef/DCI Staff Presentation \	DCI & DepSecDef ->	IPDM
	Minor Issue ->	Issue Teams Formed -> ( ? )	Issue Paper ->	Minor Issue -> Book	^ -|
	Identification		Analysis	Reporting
April 22, 1998						5

Intelligence Community Challenges
FY 1999-2003

• Recapitalize the Community by:

- Building our next generation of overhead SIGINT and
IMINT architectures

- Improving HUMINT by integrating new technologies

• Enhance surge capabilities

• Transnational issues

• Hard Target process

• Regional trouble spots and Humanitarian Crises
  (Global Coverage)

SECRET

Personnel Trends

• NFIP downsized by more than 20%, or 20,559
  people, since FY 1991

• Nevertheless, personnel costs rose from $4.7
  billion in FY 1991 to $5.4 billion in FY 1999

• If we had not downsized, personnel costs would
  have been $1.4 billion higher in FY 1999

Intelligence and DoD Budget Trends

• Since FY 1990 the DoD budget in real terms has
  dropped 29%

• Over the same period, the Intelligence budget has
  dropped 16%

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