National Security the Office of Term Paper

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The other components of DNI office operate under the guidance of heads of independent departments. The apparent organizational chart of DNI office is grounded on a middle link between confederated model and the intelligence department with line managers over different functions. This services resources with and not daily guidelines of the subordinate structures. This design was introduced by the 2004 Act that formed the office of DNI (United States, 2009).

The current model of DNI office has empowered the intelligence community in charge of strategic planning, budgets, and policy to have control over various elements of the intelligence community. The office of DNI is not directly authorized to control personnel within the various agencies of the intelligence community. The office has plans that focus on their role of integrating the intelligence community. The DNI office seeks to establish efficiencies by improving the effectiveness in services that are shared such as security communication, information technology, information sharing and security clearances. This is achieved while promoting an atmosphere whereby the intelligence community elements serve the responsibilities of the respective departments. This model based on integration of governance within various intelligence departments has been defined as new defense territory of U.S. intelligence. This has never existed and has balanced the need of creating powerful intelligence elements in each department (Congress, 2009).

The office of DNI has been obligated to embrace serious issues within the intelligence community while supporting and collaborating with the various departmental heads of the cabinet. The implementation of the new 2004 Act gave the office of DNI new responsibilities; the office has been directed to strategic roles such as collecting and analyzing leadership, integrating and prioritizing intelligence data, oversight, and development of budgets, integration of information technology and advocacy of privacy protection. Additionally, the DNI office is responsible for operating centers of mission management and elements of employees. The national council of intelligence produces the estimates of national intelligence. It collaborates with other departments in the collection of intelligence across the government departments. This structure of organization has given the DNI office the powers of implementing the integration and coordination as required by the new 2004 Act. It also ensures that the collective efforts of the intelligence community maintain a degree of efficiency and effectiveness (Fingar, 2011).

Following this new model, the office of DNI is poised to succeed. It has the potential of making substantial impacts on how the activities of DNI are conducted and how it contributes to the overall security of the nation. For example, the office of DNI has made significant enhancements on collaborating intelligence within the intelligence community for dissemination, analysis, and collection. This has led to improved analytic tradecraft, which has set aggressive standards promoting options of analysis and great analytic collaboration. The director of DNI has serviced the center of national counterterrorism with appropriate resources to ensure all levels of counterterrorism information are integrated. Heads guided the assortments of agencies and the prospective clients receiving intelligence information from the executive committee. This committed work towards achieving the mission of helping the DNI to make informed decisions; they support in the process of hard decision-making. They have put exclusive focus towards providing guidance to the larger intelligence community, thus enabling the director of DNI to pay the required full attention towards the agency (Bruneau, 2007).

The office of DNI collaborates with congress in updating issues pertaining to legislations. This plays a critical role in the efforts of interagency and the nation's networks of information technology. This establishes a joint program of duties requiring that the future DNI leaders must have integrated duties for them to receive any promotion. Sharing of intelligence information was greatly enhanced among the foreign partners of the DNI office. The office is expected to launch transformations of security clearance. This seeks to save resources such as money and time thus making DNI to be more effective and efficient. They have coordinated and integrated the wider budget of community of intelligence aimed at ensuring that DNI office makes hard decisions thus preparing the future of the intelligence community (Annual Workshop on Information Privacy and National Security, Gal, Kantor & Lesk, 2009).

The office of DNI seeks to enhance the transformation of intelligence by launching reform initiatives that are consistent with their long-term vision of developing workforce that trusts, understands, knows one another, and maintains regular information sharing for enhancing the development of products of intelligence. The initiative of joint duties has been arguably critical in transforming the culture of DNI office. The office of DNI is also laying frameworks to develop uniform policies of compensation across appropriate communities to a highly productive future workforce. This has been foreseen as an incentive geared towards bringing the intelligence community close (Congress, 2009).

The office of DNI has created an intelligence culture that understands the underlying responsibility of providing the required information to the appropriate clients at the right time. This organizational culture has exerted pressures on the deputy director of analysis in the office of DNI. They know their clients and understand that the system of intelligence collection must work better meet their obligations of protecting methods and sources. Activities of DNI are founded on seamless information flow leading to the effectiveness of the office. The director of DNI has eliminated all the non-interoperable and multiple networks within the intelligence community because they are avoiding archaic regimes of haring information. Initiatives of modern procedures and policies of sharing intelligence helps DNI in accomplishing its goals of producing fused intelligence and creating enhanced situational awareness. Through their mission manager, the office of DNI generates high-level strategies of solving problems through teams of multi-discipline within the intelligence community. This is likely to be the best approach for DNI office as it seeks to expand its operations (Bruneau, 2007).


Authorities within DNI office are seeking for authorities of intelligence that coordinate, focus and guide agencies within the intelligence community to ensure that clients obtain appropriate services. So far, the office of DNI has undergone substantial hurdles slowing heir ability of taking rapid actions. However, the office of DNI is committed towards addressing these impediments in a forceful manner that exercises their apparent authorities (Iseby, 2008). The office of DNI operates as a process of interagency in updating the prevailing executive guidance on the intelligence community's operations. This addresses areas such as presidential recommendations to adjust executive orders governing the intelligence community.

Nevertheless, the office of DNI is founded on transformational personnel policies. They work to build to support a unified workforce of civilians across the intelligence community. This encompasses proposals allowing the office of DNI to set up modern practices of compensating civilian workers and providing them with crucial pay positions. Through such reforms, the DNI office and the larger intelligence community have been able to implements the programs of joint duty, enhance the strategic workforce management, retain the most productive employees, develop a culture of performance and lead in the integration of intelligence (Annual Workshop on Information Privacy and National Security, Gal, Kantor & Lesk, 2009).


Annual Workshop on Information Privacy and National Security, Gal, C.S., Kantor, P.B., & Lesk, M. (2009). Protecting persons while protecting the people: Second annual

Workshop on Information Privacy and National Security. Berlin: Springer

Bruneau, T.C. (2007). Reforming intelligence: Obstacles to democratic control and effectiveness. Austin: Univ. Of Texas Press.

Bullock, J.A., Haddow, G.D., & Coppola, D.P. (2013). Homeland security: The essentials.

Amsterdam: Butterworth-Heinemann.

Bullock, J.A., Haddow, G.D., & Coppola, D.P. (2013). Introduction to homeland security:

Principles of all-hazards risk management. Boston: Butterworth-Heinemann.

Congress. (2009). Congressional Record (Bound Volumes): Volume 150, Part 19. United States

Govt Printing Office.

Fingar, T. (2011). Reducing uncertainty: Intelligence analysis and national security. Stanford,

CA: Stanford Security Studies.

George, R.Z., & Kline, R.D. (2005). Intelligence and the national security strategist: Enduring issues and challenges. Lanham: Rowman and Littlefield.

Iseby, J. (2008). 9/11 Commission recommendations. New York: Nova Science Publishers.

Siegel, L.J. (2010).…[continue]

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