9/11 Commission Report: Reorganization, Transformation, and	 
Information Sharing (03-AUG-04, GAO-04-1033T).			 
                                                                 
The sorrow, loss, anger, and resolve so evident immediately	 
following the September 11, 2001, attacks have been combined in  
an effort to help assure that our country will never again be	 
caught unprepared. As the 9/11 Commission notes, we are safer	 
today but we are not safe, and much work remains. Although in	 
today's world we can never be 100 percent secure, and we can	 
never do everything everywhere, we concur with the Commission's  
conclusion that the American people should expect their 	 
government to do its very best. GAO's mission is to help the	 
Congress improve the performance and ensure the accountability of
the federal government for the benefit of the American people.	 
GAO has been actively involved in improving government's	 
performance in the critically important homeland security area	 
both before and after the September 11 attacks. In its request,  
the House Committee on Government Reform have asked GAO to	 
address two issues: the lack of effective information sharing and
analysis and the need for executive branch reorganization in	 
response to the 9/11 Commission recommendations. Further, the	 
Committee has asked GAO to address how to remedy problems in	 
information sharing and analysis by transforming the intelligence
community from a system of "need to know" to one of a "need to	 
share." 							 
-------------------------Indexing Terms------------------------- 
REPORTNUM:   GAO-04-1033T					        
    ACCNO:   A11364						        
  TITLE:     9/11 Commission Report: Reorganization, Transformation,  
and Information Sharing 					 
     DATE:   08/03/2004 
  SUBJECT:   Classified defense information			 
	     Congressional oversight				 
	     Counterterrorism					 
	     Domestic intelligence				 
	     Federal agency reorganization			 
	     Federal intelligence agencies			 
	     Government information dissemination		 
	     Information centers				 
	     Interagency relations				 
	     Intergovernmental relations			 
	     National preparedness				 
	     Presidential appointments				 
	     Strategic planning 				 
	     Emergency preparedness				 
	     Terrorism						 
	     Productivity in government 			 
	     Performance measures				 
	     Personnel management				 
	     Human resources utilization			 
	     Human capital					 
	     Homeland security					 

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GAO-04-1033T

United States Government Accountability Office

GAO	Testimony Before the Committee on Government Reform, House of
Representatives

For Release on Delivery

Expected at 10:00 a.m. EDT 9/11 COMMISSION

Tuesday, August 3, 2004

REPORT

            Reorganization, Transformation, and Information Sharing

Statement of the Honorable David M. Walker Comptroller General of the United
States

On 8/4/04 this testimony was reissued because: On page 12, in footnote 11,
"OGC" was changed to "OCG" to correct a transposition error. On page 21,
in the next to the last sentence in the final paragraph, "might" was
changed to "must," and "challenges was changed to "responsibilities and
opportunities." In the same pargraph, in the last sentence, " executive"
was changed to "effective." These correct transcription errors.

GAO-04-1033T

Mr. Chairman and Members of the Committee:

We at GAO applaud the efforts of the 9/11 Commission and the dedicated
family members of the victims of that tragic day whose combined efforts
have resulted in a definitive account of the past events, and a number of
constructive recommendations for the future. The sorrow, loss, anger, and
resolve so evident immediately following the September 11, 2001, attacks
have been combined in an effort to help assure that our country will never
again be caught unprepared. As the Commission notes, we are safer today
but we are not safe, and much work remains. Although in today's world we
can never be 100 percent secure, and we can never do everything
everywhere, we concur with the Commission's conclusion that the American
people should expect their government to do its very best.

GAO's mission is to help the Congress improve the performance and ensure
the accountability of the federal government for the benefit of the
American people. GAO has been actively involved in improving government's
performance in the critically important homeland security area both before
and after the September 11 attacks. For example, GAO issued over 100
reports on homeland security-related issues and recommended the creation
of a national focal point for homeland security before the attacks. We
have also been privileged to actively support this Congress and the 9/11
Commission through details of key personnel, testimony before the Congress
and the Commission, and sharing our research, products, and experiences.

Just a few days after the tragic events of September 11, I testified about
various challenges and strategies to address both our short- and long-term
homeland security needs and outlined a framework for addressing our
nation's efforts. I emphasized that we as a nation must find the best ways
to sustain our efforts over a significant time period, and leverage our
finite human, financial, and technological resources in ways that would
have the greatest impact. At that time, I identified several key questions
that our government needed to address in order to improve the security of
the homeland:1

1. 	What are our vision and national objectives to make our homeland more
secure?

1U.S. General Accounting Office. Homeland Security: A Framework for
Addressing the Nation's Efforts, GAO-01-1158T (Washington, D.C.: Sept. 21,
2001).

2. 	What essential elements should constitute the government's strategy
for securing the homeland?

3. 	How should the executive branch and the Congress be organized to
address these issues?

4. 	How should we assess the effectiveness of any homeland security
strategy implementation to address the spectrum of threats?

During the past few years, we have seen major efforts to address these
questions, such as the formation of the Department of Homeland Security
(DHS) and major initiatives such as strengthened passenger and baggage
screening, increased border patrols, reform of the Federal Bureau of
Investigation (FBI), and the creation of the Northern Command. However, as
the 9/11 Commission and our own work indicates, these questions are yet to
be fully addressed.

GAO has continued to explore these topics on behalf of this Committee and
the Congress, issuing over 200 homeland security related products since
the September 11 attacks, developing over 500 recommendations for action,
testifying on over 90 occasions before the Congress, and working closely
with the Congress and federal agencies, including the FBI, the Department
of Defense (DOD), and DHS, to implement key recommendations to improve
homeland security mission performance, improve government efficiency, and
promote enhanced accountability and oversight to assure the American
people that the federal government is doing all that can reasonably be
expected.

In your request, you have asked me to address two issues: the lack of
effective information sharing and analysis and the need for executive
branch reorganization in response to the 9/11 Commission recommendations.
Further, you have asked me to address how to remedy problems in
information sharing and analysis by transforming the intelligence
community from a system of "need to know" to one of a "need to share." The
9/11 Commission has recommended several transformational changes, such as
the establishment of a National Counterterrorism Center (NCTC) for joint
operational planning and joint intelligence and replacing the current
Director of Central Intelligence with a National Intelligence Director
(NID) to oversee national intelligence centers across the federal
government. The NID would manage the national intelligence program and
oversee agencies that contribute to it.

Yesterday, on August 2, 2004, the President asked Congress to create a NID
position to be the principal intelligence advisor, appointed by the
President, with the advice and consent of the Senate and serving at the
pleasure of the President. Unlike the 9/11 Commission, the President did
not propose that the NID be within the Executive Office of the President.
He also announced that he will establish a NCTC whose Director would
report to the NID, and that this center would build upon the analytic work
of the existing Terrorist Threat Integration Center. He suggested that a
separate center may be necessary for issues of weapons of mass
destruction. Finally, he endorsed the 9/11 Commission's call for
reorganization of the Congressional oversight structure. There are,
however, several substantive differences between the President's proposal
and the Commission's recommendations.

While praising the work of the 9/11 Commission, and endorsing several of
its major recommendations in concept, the President differed with the
Commission on certain issues. These differences reflect that reasoned and
reasonable individuals may differ, and that several methods may exist to
effectuate the transformational changes recommended. However, certain
common principles and factors outlined in my statement today should help
guide the debate ahead.

Although the creation of a NID and a NCTC would be major changes for the
intelligence community, other structural and management changes have
occurred and are continuing to occur in government that provide lessons
for the intelligence community transformation. While the intelligence
community has historically been addressed separately from the remainder of
the federal government, and while it undoubtedly performs some unique
missions that present unique issues (e.g., the protection of sources and
methods) its major transformational challenges in large measure are the
same as those that face most government agencies.

As a result, GAO's findings, recommendations, and experience in reshaping
the federal government to meet Twenty-First Century challenges will be
directly relevant to the intelligence community and the recommendations
proposed by the 9/11 Commission. Reorganizing government can be an
immensely complex activity with both opportunities and risks. As a result,
those who propose to reorganize government must make their rationale clear
and build a consensus for change if proposed reorganizations are to
succeed and be sustained. All key players must be involved in the process.

The goal of improving information sharing and analysis with a focus upon
the needs of the consumers of such improved information for specific types
of threats can provide one of the powerful guiding principles necessary
for successful transformation. The elevated threat advisory (orange alert)
issued this past weekend for certain financial institutions in particular
regions dramatically illustrates the value of improved analysis and
sharing of information specific enough to guide effective and efficient
preparedness actions by those most at risk. Earlier threat advisories
issued by DHS were criticized for lack of specificity, "one size fits all"
applicability, and lack of "actionable" information.

In my testimony today, I will cover four major points. First, I describe
the rationale for improving effective information sharing and analysis,
and suggest some ways to achieve positive results. Improvements would
include, for example, developing a comprehensive and coordinated national
plan to facilitate information sharing and relationships. Second, I
provide some overview perspectives on reorganizational approaches to
improve performance and note necessary cautions. For example, the Congress
has an important role to play in the design and implementation of a new
structure, and oversight will be key to success. Third, I illustrate that
strategic human capital management must be the centerpiece of any serious
change management initiative or any effort to transform the cultures of
government agencies, including that of the intelligence community.
Strategic management includes, for example, consideration of human capital
flexibilities. Finally, I emphasize the importance of resultsoriented
strategic planning and implementation for the intelligence arena, focusing
management attention on outcomes, not outputs, and the need for effective
accountability and oversight to maintain focus upon improving performance.
For example, much more attention needs to be paid to defining goals and
measures, and providing for increased oversight of the performance of the
intelligence community. I conclude by applying these concepts and
principles to the challenges of reform in the intelligence community.

This testimony draws upon our wide-ranging, completed, and ongoing work,
and our institutional knowledge on homeland security, combating terrorism,
and various government organizational and management issues. We conducted
our work in accordance with generally accepted government auditing
standards.

Stronger Intelligence Sharing Is Needed

Mr. Chairman, there is a continuing and heightened need for better and
more effective and comprehensive information sharing. We agree the
intelligence community needs to move from a culture of "need to know" to
"need to share." The 9/11 Commission has made observations regarding
information sharing, and recommended procedures to provide incentives for
sharing and creating a "trusted information network." Many Commission
recommendations address the need to improve information and intelligence
collection, sharing, and analysis within the intelligence community
itself. In addition, we must not lose sight of the fact that the purpose
of improving information analysis and sharing is to provide better
information throughout the federal government, and ultimately also to
state and local governments, the private sector, and our citizens, so that
collectively we are all better prepared. I want to make it clear that such
information sharing must protect confidential sources and methods, and we
do not propose any changes that would infringe upon those protections.

In addition, as the Congress considers the Commission's recommendations, I
would also recommend that it consider the role that state and local
agencies and the private sector should play as informed partners in
homeland security. The Commission's work, as is the case with our own
observations, notes the changing perspective of "federal" versus "other
entities'" roles in homeland security and homeland defense. In performing
its constitutional role of providing for the common defense, we have
observed that the federal government must prevent and deter terrorist
attacks on our homeland as well as detect impending danger before attacks
occurs. Although it may be impossible to detect, prevent, or deter every
attack, steps can and must be taken to reduce the risk posed by the
threats to homeland security. Furthermore, in order to be successful in
this area, the federal government must partner with a variety of
organizations, both domestic and international.

Traditionally, protecting the homeland against threats was generally
considered a federal responsibility. To meet this responsibility, the
federal government (within and across federal agencies) gathers
intelligence, which is often classified as national security information.
This information is protected and safeguarded to prevent unauthorized
access by requiring appropriate security clearances and a "need to know."
Normally, the federal government did not share national-level intelligence
with states and cities, since they were not viewed as having a significant
role in preventing terrorism. Therefore, the federal government did not
generally grant state and city officials access to classified information.
After the September 11 attacks, however, the view that states and cities
do not have

a significant role in homeland security changed, and the "need to share"
intelligence information became clear.2

However, reconciling the need to share with actually sharing has been at
the heart of the 9/11 Commission's recommendations and our own findings
and observations on practices to improve information sharing. In work
begun before the September 11 attacks,3 we reported on informationsharing
practices of organizations that successfully share sensitive or
timecritical information. We found that these practices include:

o  	establishing trust relationships with a wide variety of federal and
nonfederal entities that may be in a position to provide potentially
useful information and advice on vulnerabilities and incidents,

o  	developing standards and agreements on how shared information will be
used and protected,

o  	establishing effective and appropriately secure communications
mechanisms, and

o  	taking steps to ensure that sensitive information is not
inappropriately disseminated.

As you might recall, we also testified before this committee last year on
information sharing. GAO has made numerous recommendations related to
sharing, particularly as they relate to fulfilling DHS's critical
infrastructure protection responsibilities.4 The Homeland Security
Information Sharing Act, included in the Homeland Security Act of 2002
(P.L. 107-296), requires the President to prescribe and implement
procedures for facilitating homeland security information sharing and
establishes authorities to share different types of information, such as
grand jury information; electronic, wire, and oral interception
information; and foreign intelligence information. In July 2003, the
President assigned

2U.S. General Accounting Office, Homeland Security: Efforts to Improve
Information Sharing Need to Be Strengthened, GAO-03-760 (Washington, D.C.:
August 2003).

3U.S. General Accounting Office, Information Sharing: Practices That Can
Benefit Critical Infrastructure Protection, GAO-02-24 (Washington, D.C.:
Oct. 15, 2001).

4U.S. General Accounting Office. Homeland Security: Information Sharing
Responsibilities, Challenges, and Key Management Issues, GAO-03-1165T
(Washington, D.C.: Sept. 17, 2003); GAO-03-715T (May 8, 2003).

these functions to the Secretary of Homeland Security, but no deadline was
established for developing such information sharing procedures..

To accomplish its missions, DHS must gain access to, receive, and analyze
law enforcement information, intelligence information, and other threat,
incident, and vulnerability information from federal and nonfederal
sources, and it must analyze such information to identify and assess the
nature and scope of terrorist threats. DHS must also share information
both internally and externally with agencies and law enforcement on such
things as goods and passengers inbound to the United States and
individuals who are known or suspected terrorists and criminals (e.g.,
watch lists).

As we reported in June 2002,5 the federal government had made progress in
developing a framework to support a more unified effort to secure the
homeland, including information sharing. However, this work found
additional needs and opportunities to enhance the effectiveness of
information sharing among federal agencies with homeland security or
homeland defense responsibilities, and with various state and city law
enforcement agencies that have a key role in homeland security, as well as
with the private sector.

As we reported in August 2003,6 efforts to improve intelligence and
information sharing still needed to be strengthened. Intelligence- and
information-sharing initiatives implemented by states and cities were not
effectively coordinated with those of federal agencies, nor were they
coordinated within and between federal entities. Furthermore, neither
federal, state, nor city governments considered the information-sharing
process to be effective. For example, information on threats, methods, and
techniques of terrorists was not routinely shared; information that was
shared was not perceived as timely, accurate, or relevant; and federal
officials have not established comprehensive processes or procedures to
promote effective information sharing. At that time, we recommended that
the Secretary of Homeland Security work with the heads of other federal
agencies and state and local authorities to:

5U.S. General Accounting Office, Homeland Security: Key Elements to Unify
Efforts Are Under Way but Uncertainty Remains, GAO-02-610 (Washington,
D.C.: June 7, 2002).

6GAO-03-760.

o  	incorporate the existing information-sharing guidance that is
contained in the various national strategies and information-sharing
procedures required by the Homeland Security Act,

o  	establish a clearinghouse to coordinate the various
information-sharing initiatives to eliminate possible confusion and
duplication of effort,

o  	fully integrate states and cities into the national policy-making
process for information sharing and take steps to provide greater
assurance that actions at all levels of government are mutually
reinforcing,

o  	identify and address the perceived barriers to federal information
sharing, and

o  	use a survey method or a related data collection approach to
determine, over time, the needs of private and public organizations for
information related to homeland security and to measure progress in
improving information sharing at all levels of government.

DHS concurred with the above recommendations.

DHS and other federal agencies have instituted major counterterrorism
efforts involving information and intelligence sharing over the past 2
years. For example, the Terrorist Threat Integration Center (T-TIC) was
designed to improve the collection, analysis, and sharing of all
counterterrorism intelligence gathered in the United States and overseas.
The DHS Information Analysis and Infrastructure Protection (IAIP)
Directorate is intended to receive intelligence from a variety of federal
sources and act as a central fusion point for all intelligence relevant to
homeland security and related critical infrastructure protection.
Furthermore, the FBI has created a new Office of Intelligence, established
a National Joint Terrorism Taskforce, expanded its Joint Terrorist Task
Forces (JTTFs), and recently made operational an interagency joint
Terrorist Screening Center.

Although improvements had been made, we continue to identify needs, such
as developing a comprehensive and coordinated national plan to facilitate
information-sharing on critical infrastructure protection (CIP);
developing productive information sharing relationships among the federal
government and state and local governments and the private sector; and
providing appropriate incentives for nonfederal entities to increase
information sharing with the federal government and enhance other critical
infrastructure protection efforts. As we recently reported,

information sharing and analysis centers (ISACs) have identified a number
of challenges to effective CIP information sharing between the federal
government and state and local governments and the private sector,
including sharing information on physical and cyber threats,
vulnerabilities, incidents, potential protective measures, and best
practices. Such challenges include building trusted relationships;
developing processes to facilitate information sharing; overcoming
barriers to information sharing; clarifying the roles and responsibilities
of the various government and private sector entities that are involved in
protecting critical infrastructure; and funding ISAC operations and

7

activities.

Although DHS has taken a number of actions to implement the public/private
partnership called for by federal CIP policy, it has not yet developed a
plan that describes how it will carry out its informationsharing
responsibilities and relationships, including consideration of appropriate
incentives for nonfederal entities to increase information sharing with
the federal government, increase sector participation, and perform other
specific tasks to protect the critical infrastructure. Such a plan could
encourage improved information sharing among the ISACs, other CIP
entities, and the department by clarifying the roles and responsibilities
of all the entities involved and clearly articulating actions to address
the challenges that remain.

The department also lacks policies and procedures to ensure effective
coordination and sharing of ISAC-provided information among the
appropriate components within the department. Developing such policies and
procedures would help ensure that information is appropriately shared
among its components and with other government and private sector CIP
entities. GAO recommended that the Secretary of Homeland Security direct
officials within DHS to (1) proceed with the development of an
information-sharing plan that describes the roles and responsibilities of
DHS, the ISACs, and other entities and (2) establish appropriate
department policies and procedures for interactions with other CIP
entities and for coordination and information sharing among DHS
components. DHS has generally agreed with our findings and
recommendations.

7U.S. General Accounting Office. Critical Infrastructure Protection:
Improving Information Sharing with Infrastructure Sectors, GAO-04-780
(Washington, D.C.: July 9, 2004).

DHS has also implemented the Homeland Security Advisory System. Utilizing
five color-coded threat levels, the system was established in March 2002
to disseminate information regarding the risk of terrorist acts to federal
agencies, states and localities, and the public. Our recent work indicates
that DHS has not yet officially documented communication protocols for
providing threat information and guidance to federal agencies and states,
with the result that some federal agencies and states may first learn
about changes in the national threat level from media sources. Moreover,
federal agencies and states responding to our inquiries indicated that
they generally did not receive specific threat information and guidance,
and they believed this shortcoming hindered their ability to determine
whether they were at risk as well as their ability to determine and
implement appropriate protective measures.8

In addition, there is a need for an improved security clearance process so
that state, local, and private sector officials have the access to
information they need, but with appropriate security safeguards in place,
while efforts to improve information sharing continue. In a recent
report,9 we described the FBI's process for granting access to classified
information for state and local law enforcement officials. The FBI's goal
is to complete the processing for secret security clearances within 45 to
60 days and top secret security clearances within 6 to 9 months. While the
FBI's processing of top secret security clearances has been generally
timely, that was not the case for secret clearances. However, the FBI made
substantial improvements in 2003 to the timeliness of processing secret
clearances.

We also have conducted a body of work that has found that long-standing
security clearance backlogs and delays in determining clearance
eligibility affect industry personnel, military members, and federal
employees. For example, as we reported in May of this year,10 more than
187,000 reinvestigations, new investigations, or clearance adjudications
were not completed for industry personnel alone within established time
frames.

8U.S. General Accounting Office, Homeland Security: Communication
Protocols and Risk Communication Principles Can Assist in Refining the
Advisory System, GAO-04-682 (Washington, D.C.: June 25, 2004).

9U.S. General Accounting Office. Security Clearances: FBI Has Enhanced Its
Process for State and Local Law Enforcement Officials, GAO-04-596
(Washington, D.C.: April 30, 2004).

10U.S. General Accounting Office, DOD Personnel Clearances: Additional
Steps Can Be Taken to Reduce Backlogs and Delays in Determining Security
Clearance Eligibility for Industry Personnel, GAO-04-632 (Washington, D.C:
May 26, 2004).

Delays in conducting investigations and determining clearance eligibility
can increase national security risks, prevent industry personnel from
beginning or continuing work on classified programs and activities, or
otherwise hinder the sharing of classified threat information with
officials having homeland security or homeland defense responsibilities.

The FBI has also taken a number of steps to enhance its information
sharing with state and local law enforcement officials, such as providing
guidance and additional staffing. The FBI has further increased the number
of its JTTFs, increasing them from 35 prior to the September 11 attacks to
84 as of July 2004 and state and local law enforcement officials'
participation on these task forces has been increased. The FBI has at
least one JTTF in each of its 56 field locations and plans to expand to
100. The FBI also circulates declassified intelligence through a weekly
bulletin and provides threat information to state and local law
enforcement officials via various database networks.

These critical needs for better information and information sharing
identified by federal, state, and local governments and the private sector
must form the clear rationale and basis for transformation of the
intelligence community. Reorganization isn't the objective; rather it is
improving government performance to meet twenty first century information
sharing requirements. 9/11 Commission Chairman Thomas H. Kean and
Vice-Chairman Lee H. Hamilton, in their testimony before the Senate
Governmental Affairs Committee on July 30, 2004, noted:

"There is a fascination in Washington with bureaucratic
solutions-rearranging the wiring diagrams, creating new organizations. We
do recommend some important institutional changes. We will articulate and
defend those proposals. But we believe reorganizing governmental
institutions is only a part of the agenda before us. Some of the saddest
aspects of the 9/11 story are the outstanding efforts of so many
individual officials straining, often without success, against the
boundaries of the possible. Good people can overcome bad structures. They
should not have to. We have the resources and the people. We need to
combine them more effectively, to achieve unity of effort."

GAO agrees with this comment, and we have noted several related
suggestions below.

While Changes May be Needed, Caution and Care Must be Taken

As the committee is aware, GAO has done extensive work on federal
organizational structure and how reorganization can improve performance.
The 9/11 Commission has recommended major changes to unify strategic
intelligence and operational planning with a National Counterterrorism
Center and provide the intelligence community with a new National
Intelligence Director. As the Congress and the administration consider the
9/11 Commission's recommendations, they should consider how best to
address organizational changes, roles and responsibilities, and functions
for intelligence-sharing effectiveness.

In response to the emerging trends and long-term fiscal challenges the
government faces in the coming years, we have an opportunity to create
highly effective, performance-based organizations that can strengthen the
nation's ability to meet the challenges of the twenty first century and
reach beyond our current level of achievement. The federal government
cannot accept the status quo as a given-we need to reexamine the base of
government policies, programs, structures, and operations. We need to
minimize the number of layers and silos in government, emphasize
horizontal versus vertical actions, while moving our policy focus to
coordination and integration. The result, we believe, will be a government
that is effective and relevant to a changing society-a government that is
as free as possible of outmoded commitments and operations that can
inappropriately encumber the future, reduce our fiscal flexibility, and
prevent future generations from being able to make choices regarding what
roles they think government should play.

Many departments and agencies, including those of the intelligence
community, were created in a different time and in response to challenges,
threats, and priorities very different from today's world. Some have
achieved their one time missions and yet they are still in business. Many
have accumulated responsibilities beyond their original purposes. Many are
still focused on their original mission that may not be relevant or as
high a priority in today's world. Others have not been able to demonstrate
how they are making a difference in real and concrete terms. Still others
have overlapping or conflicting roles and responsibilities. Redundant,
unfocused, uncoordinated, outdated, misaligned, and nonintegrated programs
and activities waste scarce funds, confuse and frustrate program
customers, and limit overall efficiency and effectiveness.11 These are the

11U.S. General Accounting Office, Managing in the New Millennium: Shaping
a More Efficient and Effective Government for the 21st Century,
GAO/T-OCG-00-9 (Washington, D.C.: Mar. 29, 2000).

charges highlighted by the 9/11 Commission's findings and recommendations.

The problems the 9/11 Commission has described with our intelligence
activities indicate a strong need for reexamining the organization and
execution of those activities. However, any restructuring proposal
requires careful consideration. Fixing the wrong problems or even worse,
fixing the right problems poorly, could cause more harm than good.

Past executive reorganization authority has served as an effective tool
for achieving fundamental reorganization of federal operations. As I have
testified before this committee,12 the granting of executive
reorganization authority to the President can serve to better enable the
President to propose government designs that would be more efficient and
effective in meeting existing and emerging challenges involving the
intelligence community and information sharing with other entities.
However, lessons learned from prior federal reorganization efforts suggest
that reorganizing government can be an immensely complex activity that
requires consensus on both the goals to be achieved and the process for
achieving them. Prior reorganization authority has reflected a changing
balance between legislative and executive roles. Periodically, between
1932 and 1984, the Congress passed legislation providing the President one
form or another of expedited reorganization authority.13

Congressional involvement is needed not just in the initial design of the
reorganization, but in what can turn out to be a lengthy period of
implementation. The Congress has an important role to play-in both its
legislative and oversight capacities-in establishing, monitoring, and
maintaining progress to attain the goals envisioned by government
transformation and reorganization efforts. However, as the 9/11 Commission
has noted, past oversight efforts in the intelligence area have been
wholly inadequate.

To ensure efficient and effective implementation and oversight, the
Congress will also need to consider realigning its own structure. With

12U.S. General Accounting Office, Executive Reorganization Authority:
Balancing Executive and Congressional Roles in Shaping the Federal
Government's Structure, GAO03-624T (Washington, D.C.: April 3, 2003).

13Ronald C. Moe, Congressional Research Service, The President's
Reorganization Authority: Review and Analysis (Washington, D.C.: Mar. 8,
2001).

changes in the executive branch, the Congress should adapt its own
organization. For example, the Congress has undertaken a reexamination of
its committee structure, with the implementation of DHS. The DHS
legislation instructed both houses of Congress to review their committee
structures in light of the reorganization of homeland security
responsibilities within the executive branch. Similarly, the 9/11
Commission recommends realigning congressional oversight to support its
proposals to reorganize intelligence programs.

Addressing Intelligence Human Capital Needs Requires Strategic Management

The 9/11 Commission stresses the need for stronger capabilities and
expertise in intelligence and national security to support homeland
security. For example, the Commission recommends rebuilding the Central
Intelligence Agency's analytical capabilities, enhancing the agency's
human intelligence capabilities, and developing a stronger language
program.

We believe, Mr. Chairman, that at the center of any serious change
management initiative are the people involved-people define the
organization's culture, drive its performance, and embody its knowledge
base. They are the source of all knowledge, process improvement, and
technological enhancement efforts. As such, strategic human capital (or
people) strategy is the critical element to maximizing government's
performance and ensuring accountability of our intelligence community and
homeland security efforts.

Experience shows that failure to adequately address-and often even
consider-a wide variety of people and cultural issues is at the heart of
unsuccessful organizational transformations. Recognizing the "people"
element in these initiatives and implementing strategies to help
individuals maximize their full potential in the new environment is the
key to a successful transformation of the intelligence community and
related homeland security organizations. Thus, organizational
transformations that incorporate strategic human capital management
approaches will help to sustain agency efforts and improve the efficiency,
effectiveness, and accountability of the federal government. To help, we
have identified a

set of practices that have been found to be central to any successful
transformation effort.14

Committed, sustained, highly qualified, and inspired leadership, and
persistent attention by all key parties in the successful implementation
of organizational transformations, will be essential, if lasting changes
are to be made and the challenges we are discussing today are to be
effectively addressed. It is clear that in a knowledge-based federal
government, including the intelligence community, people-human capital-are
the most valuable asset. How these people are organized, incented,
enabled, empowered, and managed is key to the reform of the intelligence
community and other organizations involved with homeland security.

We have testified that federal human capital strategies are not yet
appropriately constituted to meet current and emerging challenges or to
drive the needed transformation across the federal government. The basic
problem has been the long-standing lack of a consistent approach to
marshaling, managing, and maintaining the human capital needed to maximize
government performance and ensure its accountability to the people. Thus,
federal agencies involved with the intelligence community and other
homeland security organizations will need the most effective human capital
systems to address these challenges and succeed in their transformation
efforts during a period of sustained budget constraints. This includes
aligning their strategic planning and key institutional performance with
unit and individual performance management and reward systems.

Fortunately, the Congress has passed legislation providing many of the
authorities and tools agencies need. In fact, more progress in addressing
human capital challenges was made in the last 3 years than in the last 20,
and significant changes in how the federal workforce is managed are under
way. For example, the Congress passed legislation providing governmentwide
human capital flexibilities, such as direct hire authority, the ability to
use category rating in the hiring of applicants instead of the "rule of
three," and the creation of chief human capital officer (CHCO) positions
and the CHCO Council. In addition, individual agencies-such as the
National Aeronautical and Space Administration (NASA), DoD, and

14U. S. General Accounting Office, Results-Oriented Cultures:
Implementation Steps to Assist Mergers and Organizational Transformations,
GAO-03-669 (Washington, D.C.: July 2, 2003).

DHS-received flexibilities intended to help them manage their human
capital strategically to achieve results.

While many agencies have received additional human capital flexibilities,
additional ones may be both needed and appropriate for the intelligence,
homeland security, national defense, and selected other agencies. While
the above authorities are helpful, in order to enable agencies to rapidly
meet their critical human capital needs, the Congress should consider
legislation granting selected agency heads the authority to hire a limited
number of positions for a stated period of time (e.g., up to 3 years) on a
noncompetitive basis. The Congress has passed legislation granting this
authority to the Comptroller General of the United States and it has
helped GAO to address a range of critical needs in a timely, effective,
and prudent manner over many years.

Recent human capital actions have significant precedent-setting
implications for the rest of government. They represent progress and
opportunities, but also present legitimate concerns. We are fast
approaching the point where "standard governmentwide" human capital
policies and processes are neither standard nor governmentwide. As the
Congress considers the need for additional human capital authorities for
the intelligence community, it should keep in mind that human capital
reform should avoid further fragmentation within the civil service, ensure
reasonable consistency within the overall civilian workforce, and help
maintain a reasonably level playing field among federal agencies in
competing for talent. Importantly, this is not to delay needed reforms for
any agency, but to accelerate reform across the federal government and
incorporate appropriate principles and safeguards.

As the Congress considers reforms to the intelligence communities' human
capital policies and practices, it should require that agencies have in
place the institutional infrastructure needed to make effective use of any
new tools and authorities. At a minimum, this institutional infrastructure
includes a human capital planning process that integrates the agency's
human capital policies, strategies, and programs with its program goals
and mission and desired outcomes; the capabilities to effectively develop
and implement a new human capital system; and, importantly, a set of
appropriate principles and safeguards, including reasonable transparency
and appropriate accountability mechanisms, to ensure the fair, effective,
credible, nondiscriminatory implementation and application of a new
system.

Managing for Results

As Chairman Kean and Vice-Chairman Hamilton caution, organizational
changes are just a part of the reforms needed. The Commission rightly says
that effective public policies need concrete objectives, agencies need to
be able to measure success, and the American people are entitled to see
some standards for performance so they can judge, with the help of their
elected representatives, whether the objectives are being met. To
comprehensively transform government to improve intelligence and homeland
security efforts, we must also carefully assess and define mission needs,
current capabilities, resource practicalities, and priorities. And we must
implement our plans to achieve those mission needs.

The federal government is well short of where it needs to be in setting
national homeland security goals, including those for intelligence and
other mission areas, to focus on results-outcomes-not inputs and outputs
which were so long a feature of much of the federal government's strategic
planning. We are concerned that the tenets of results management-shifting
management attention from inputs, processes, and outputs to what is
accomplished with them (outcomes or results)-still are elusive in homeland
security goal setting and operational planning. We advocate a clear and
comprehensive focus on homeland security results management, including the
mission of intelligence and information sharing. Results management should
have the elements to determine (1) if homeland security results are being
achieved within planned timeframes, (2) if investments and resources are
being managed properly, (3) if results are being integrated into ongoing
decision making and priority setting, and (4) what action is needed to
guide future investment policies and influence behavior to achieve
results. These actions go far beyond a limited focus on organizational
structure.

As the Gilmore Commission stated, a continuing problem for homeland
security has been the lack of clear strategic guidance from the federal
level about the definition and objectives of preparedness and how states
and localities will be evaluated in meeting those objectives.15 The 9/11
Commission's broad recommendations, if adopted, will require a thoughtful,
detailed, results-oriented management approach in defining specific goals,
activities, and resource requirements.

15The Advisory Panel to Assess Domestic Response Capabilities for
Terrorism Involving Weapons of Mass Destruction, V. Forging America's New
Normalcy, (Arlington, VA.: Dec. 15, 2003).

The track record for homeland security results management to date is
spotty. The National Strategy for Homeland Security, issued by the
administration in July 2002, was intended to mobilize and organize the
nation to secure the homeland from terrorist attacks.16 Intelligence and
warning was one of its critical mission areas. Despite the changes over
the past two years, the National Strategy has not been updated. In
general, initiatives identified in the strategy do not provide a baseline
set of performance goals and measures upon which to assess and improve
preparedness, stressing activities rather than results. For example, for
intelligence and warning, the National Strategy identified major
initiatives that are activities, such as implementing the Homeland
Security Advisory System, utilizing dual-use analysis to prevent attacks;
and employing "red team" techniques.

Establishing clear goals and performance measures is critical to ensuring
both a successful and a fiscally responsible and sustainable preparedness
effort. We are currently doing work on the extent to which the National
Strategy's goals are being implemented by federal agencies. Senator
Lieberman has recently introduced legislation requiring executive branch
efforts to produce a national homeland security strategy. We support the
concept of a legislatively required strategy that can be sustained across
administrations and provides a framework for congressional oversight.
Before the administration's National Strategy for Homeland Security was
issued, we had stated that the strategy should include steps designed to
(a) reduce our vulnerability to threats; (b) use intelligence assets and
other broad-based information sources to identify threats and share
information as appropriate; (c) stop incidents before they occur; (d)
manage the consequences of an incident; and (e) in the case of terrorist
attacks, respond by all means available, including economic, diplomatic,
and military actions that, when appropriate, are coordinated with other
nations.17 Earlier this year we provided a set of desirable
characteristics for any effective national strategy that could better
focus national

16The White House, The National Strategy for Homeland Security,
(Washington, D.C.: July 2002).

17U.S. General Accounting Office, Homeland Security: Challenges and
Strategies in Addressing Short- and Long-Term National Needs, GAO-02-160T
(Washington, D.C.: Nov. 7, 2001).

homeland security decision making and increase the emphasis on outcomes.18

Strategic planning is critical to provide mission clarity, establish
long-term performance strategies and goals, direct resource decisions, and
guide transformation efforts. In this context, we are reviewing the DHS
strategic planning efforts. Our work includes a review of the manner by
which the Department's planning efforts support the National Strategy for
Homeland Security and the extent to which its strategic plan reflects the
requirements of the Government Performance and Results Act of 1993.

DHS's planning efforts are evolving. The current published DHS strategic
plan contains vague strategic goals and objectives for all its mission
areas, including intelligence, and little specific information to guide
congressional decision making. For example, the strategic plan includes an
overall goal to identify and understand threats, assess vulnerabilities,
determine potential impacts, and disseminate timely information to DHS's
homeland security partners and the American public. That goal has very
general objectives, such as gathering and fusing all terrorism-related
intelligence and analyzing and coordinating access to information related
to potential terrorist or other threats. Discussion of annual goals are
missing, and supporting descriptions of means and strategies are vague,
making it difficult to determine if they are sufficient to achieve the
objectives and overall goals. These and related issues will need to be
addressed as the DHS planning effort moves forward.

In another effort to set expectations, the President, through Homeland
Security Presidential Directive 8,19 has tasked the Department of Homeland
Security with establishing measurable readiness priorities and targets
appropriately balancing the potential threat and magnitude of terrorist
attacks, major disasters, and other emergencies with resources required to
prevent, respond to, and recover from them. The task also is to include
readiness metrics and elements supporting the national preparedness goal,
including standards for preparedness assessments and strategies, and a
system for assessing the nation's overall preparedness to respond to major

18U.S. General Accounting Office, Combating Terrorism: Evaluation of
Selected Characteristics in National Strategies Related to Terrorism,
GAO-04-408T (Washington, D.C.: Feb. 3, 2004).

19The White House, Homeland Security Presidential Directive 8 (National
Preparedness), (Washington, D.C.: Dec. 17, 2003).

events, especially involving acts of terrorism. However, those taskings
have yet to be completed, but they will have to address the following
questions:

o  	What are the appropriate national preparedness goals and measures?
What are appropriate subgoals for specific areas such as critical
infrastructure sectors?

o  	Do these goals and subgoals take into account other national goals
such as economic security or the priority objectives of the private sector
or other levels of government?

o  	Who should be accountable for achieving the national goals and
subgoals?

o  	How would a national results management and measurement system be
crafted, implemented, and sustained for the national preparedness goals?

o  	How would such a system affect needs assessment and be integrated with
funding and budgeting processes across the many organizations involved in
homeland security?

However, even if we have a robust and viable national strategy for
homeland security, DHS strategic plan, and national preparedness goals,
the issue of implementation remains. Implementation cannot be assured, or
corrective action taken, if we are not getting the results we want,
without effective accountability and oversight. The focus for homeland
security must be on constantly staying ready and prepared for unknown
threats and paying attention to improving performance. In addition to
continuing our ongoing work in major homeland security mission areas such
as border and transportation security and emergency preparedness, GAO can
help the Congress more effectively oversee the intelligence community, and
any changes should consider, in our view, an appropriate role for the GAO.

With some exceptions, GAO has broad-based authority to conduct reviews
relating to various intelligence agencies. However, because of historical
resistance from the intelligence agencies and the general lack of support
from the intelligence committees in the Congress, GAO has done limited
work in this community over the past 25 years. For example, within the
past 2 years, we have done a considerable amount of work in connection
with the FBI and its related transformational efforts. In addition, GAO
has

recently had some interaction with the Defense Intelligence Agency in
connection with its transformation efforts. Furthermore, GAO has conducted
extensive work on a wide range of government transformational and homeland
security issues over the past several years. As always, we stand ready to
offer GAO's assistance in support of any of the Congress' oversight needs.

                              The Challenges Faced
                             in Intelligence Reform

In conclusion, on the basis of GAO's work in both the public and the
private sector over many years, and my own change management experience,
it is clear to me that many of the challenges that the intelligence
community faces are similar or identical to the transformation challenges
applicable to many other federal agencies, including GAO. Specifically,
while the intelligence agencies are in a different line of business than
other federal agencies, they face the same challenges when it comes to
strategic planning and budgeting, organizational alignment, human capital
strategy, and the management of information technology, finances,
knowledge, and change.

For the intelligence community, effectively addressing these basic
business transformation challenges will require action relating to five
key dimensions, namely, structure, people, process, technology, and
partnerships. It will also require a rethinking and cultural
transformation in connection with intelligence activities both in the
executive branch and in the Congress.

With regard to the structure dimension, there are many organizational
units within the executive branch and in the Congress with
responsibilities in the intelligence and homeland security areas. Basic
organizational and management principles dictate that, absent a clear and
compelling need for competition or checks and balances, there is a need to
minimize the number of entities and levels in key decision making,
oversight, and other related activities. In addition, irrespective of how
many units and levels are involved, someone has to be in charge of all key
planning, budgeting, and operational activities. One person should be
responsible and accountable for all key intelligence activities within the
executive branch, and that person should report directly to the President.
This position must also have substantive strategic planning, budget,
operational integration, and accountability responsibilities and
opportunities for the intelligence community in order to be effective. In
addition, this person should be appointed by the President and confirmed
by the Senate in order to help facilitate success and ensure effective
oversight.

With regard to the oversight structure of the Congress, the 9/11
Commission noted that there are numerous players involved in intelligence
activities and yet not enough effective oversight is being done. As a
result, a restructuring of intelligence and homeland security related
activities in the Congress is also needed. In this regard, it may make
sense to separate responsibility for intelligence activities from personal
privacy and individual liberty issues in order to ensure that needed
attention is given to both while providing for a check and balance between
these competing interests.

With regard to the people dimension, any entity is only as good as its
people, and as I stated earlier, the intelligence community is no
exception. In fact, since the intelligence community is in the knowledge
business, people are of vital importance. The people challenge starts at
the top, and key leaders must be both effective and respected. In
addition, they need to stay in their positions long enough to make a real
and lasting difference. In this regard, while the FBI director has a
10-year term appointment, most agency heads serve at the pleasure of their
appointing official and may serve a few years in their respective
positions. This is a problem when the agency is in the need of a cultural
transformation, such as that required in the intelligence community, which
typically takes at least 5 to 7 years to effectuate.

In addition to having the right people and the right "tone at the top,"
agencies need to develop and execute workforce strategies and plans
helping to ensure that they have the right people with the right skills in
the required numbers to accomplish their missions. Many of these missions
have changed in the post-Cold War and post September 11 world. This is
especially critical in connection with certain skills that are in short
supply, such as information technology and certain languages, such as
Arabic. In addition, as the 9/11 Commission and others have noted, it is
clear that additional steps are necessary to strengthen our human
intelligence capabilities.

With regard to the process and technology dimensions, steps need to be
taken to streamline and expedite the processes used to analyze and
disseminate the tremendous amount of intelligence and other information
available to the intelligence community. This will require extensive use
of technology to sort and distribute information both within agencies and
between agencies and other key players in various sectors both
domestically and internationally, as appropriate. The 9/11 Commission and
others have noted various deficiencies in this area, such as the FBI's
information technology development and implementation challenges. At

the same time, some successes have occurred during the past 2 years that
address process and technology concerns. For example, the Terrorist
Screening Center, created under Homeland Security Presidential Directive 6
is intended to help in the consolidation of the federal government's
approach to terrorism screening.20 This center has taken a number of steps
to address various organizational, technological, integration, and other
challenges, and it may serve as a model for other needed intra-and
interorganizational efforts.

With regard to partnerships, it has always been difficult to create an
environment of shared responsibility, shared resources, and shared
accountability for achieving difficult missions. Effective partnerships
require a shared vision, shared goals, and shared trust in meeting
agreedupon responsibilities. Partnerships also mean that power is shared.
Too often we have seen both public and private sector organizations where
the term "partnership" is often voiced, but the reality is more a
jockeying for dominance or control over the "partner." The end result is
that resources are not shared, the shared mission is never complete or
adequate, and opportunities for true strategic alliance are squandered. In
the intelligence arena, we know the potential end result is failure for
the nation.

With regard to the cultural dimension, this is both the softest and the
hardest to deal with. By the softest, I mean it involves the attitudes and
actions of people and entities. By the hardest, I mean that changing
longstanding cultures can be a huge challenge, especially if the efforts
involve organizational changes in order to streamline, integrate, and
improve related capabilities and abilities. This includes both execution
and oversight-related activities. As the 9/11 Commission and others have
noted, such a restructuring is needed in both the executive branch and the
Congress. This will involve taking on the vested interests of many
powerful players, and as a result, it will not be easy, but it may be
essential, especially if we expect to go from a "need to know" to a "need
to share' approach. As I have often said, addressing such issues takes
patience, persistence, perspective, and pain before you prevail. Such is
the case with many agency transformational efforts, including those within
our own GAO. However, given the challenges and dangers that we face in the
post 9/11 world, we cannot afford to wait much longer. The time for action
is now.

20The White House, Homeland Security Presidential Directive-6 (Integration
and Use of Screening Information), Washington, D.C.: Sept. 16, 2003.

Conclusion

Mr. Chairman, in its final report, the Gilmore Commission stated:

"There will never be an end point in America's readiness. Enemies will
change tactics,

citizens' attitudes about what adjustments in their lives they will be
willing to accept will

evolve and leaders will be confronted with legitimate competing priorities
that will demand

attention....In the end, America's response to the threat of terrorism
will be measured by

how we manage risk. There will never be a 100% guarantee of security for
our people, the

economy, and our society. We must resist the urge to seek total
security-it is not achievable and drains our attention from those things
that can be accomplished."21

Managing risk is not simply about putting new organizations in place. It
requires us to think about what must be protected, define an acceptable
level of risk, and target limited resources while keeping in mind that the
related costs must be affordable and sustainable. Perhaps more important,
managing risk requires us to constantly operate under conditions of
uncertainty, where foresight, anticipation, responsiveness, and radical
adaptation are vital capabilities.

We can and we must enhance and integrate our intelligence efforts as
suggested by the 9/11 Commission to significantly improve information
sharing and analysis. Several models to achieve this result exist, and
despite the unique missions of the intelligence community can readily be
adapted to guide this transformation.

We at the GAO stand ready to constructively engage with the intelligence
community to share our significant government transformation and
management knowledge and experience in order to help members of the
community help themselves engage in the needed transformation efforts. We
also stand ready to help the Congress enhance its oversight activities
over the intelligence community, which, in our view, are an essential
element of an effective transformation approach. In this regard, we have
the people with the skills, experience, knowledge, and clearances to make
a big difference for Congress and the country.

Mr. Chairman, this concludes my statement. I would be happy to answer any
questions that you or members of your committee may have at this time.

21V. Forging America's New Normalcy, p. 2.

Contacts 	For information on this testimony, please contact Randall Yim at
(202) 512-6787 or [email protected].

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