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The reality of the homeland security enterprise Information Sharing Environment
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| 2 |
Brokers of Power: Can Bloody Hands & Bleeding Hearts Get Along?
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In: DTIC (2014)
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Process-oriented Approach to Designing Immersion Assessments
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In: DTIC (2014)
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Pursuing the Human Domain Risks Reinvesting on the Basics
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In: DTIC (2013)
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The Information Barber Pole: Integrating White Information and Red Intelligence in Emerging Conflicts
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In: DTIC (2013)
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Predicting Proficiency without Direct Assessment: Can Speaking Ratings be Inferred from Non-participatory Listening and Reading Ratings?
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In: DTIC (2013)
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Air Force Special Operations Command (AFSOC) Language, Regional Expertise, and Culture (LREC) Needs Assessment
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In: DTIC (2013)
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Reviewing the Role of Mobile Learning Technology in Special Operations Forces Language Learning Contexts
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In: DTIC (2013)
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Special Operations Forces Mission-related Language Requirements: What Skills Should Be Tested?
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In: DTIC (2013)
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Taking the Lead in Professional Growth: The Development of a NATO SOF Intelligence Officer
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In: DTIC (2012)
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| 11 |
Evaluating DLAB as a Predictor of Foreign Language Learning
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In: DTIC (2012)
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| 13 |
Examine Ways to Decrease Training Duration While Maintaining Training Objective
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In: DTIC (2012)
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| 14 |
Analysis of the ILR Can Do Statements as a SOFTS Placement Tool
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In: DTIC (2012)
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Aligning Learning Capability with Strategy: A Training Needs Assessment (TNA) Case Study
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In: DTIC (2012)
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Establish Best Practices for Supervision of Instructors
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In: DTIC (2012)
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Examine the Impact of Training Duration on Retention
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In: DTIC (2012)
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| 18 |
Trainee Characteristics and Achievement during Special Operations Forces Initial Acquisition Foreign Language Training
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In: DTIC (2012)
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| 19 |
2011 JSOU and NDIA SO/LIC Division Essays
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In: DTIC (2011)
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Abstract:
The intelligence community (IC) must embrace technology and an organizational restructuring to provide more accurate, effective, and efficient intelligence while reducing its resource footprint. The Department of Defense (DoD) faces drastic reductions in equipment and manning in the wake of an increasingly unstable global economic downturn and must reduce spending by nearly $178 billion over the next five years alone.1 Additionally, the recent report on intelligence in Afghanistan by Major General Flynn2 is a stark reminder the IC isn t doing enough to provide the right kind of intelligence to the warfighter. In order to achieve both a reduction in cost and a refocus on providing the right kind of intelligence support, the IC must adopt radical new changes to become more effective and efficient while consuming fewer resources. These changes include the establishment of consolidated intelligence fusion centers; a reduction in the number of intelligence professionals deployed to combat zones; and a leveraging of information systems to manage intelligence collection, processing, reporting, and analysis. By adopting a reachback model wherein consolidated intelligence fusion centers provide the majority of intelligence support to forward elements, the IC can improve intelligence capability, reduce costs, and accomplish more with less than the current model.
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Keyword:
*AFGHANISTAN CONFLICT; *SPECIAL OPERATIONS FORCES; ASYMMETRIC WARFARE; CIVIL AFFAIRS; COUNTERINSURGENCY; DEMOCRACY; DEPLOYMENT; GENDER DISCRIMINATION; Government and Political Science; INFORMATION SYSTEMS; IRREGULAR WARFARE; ISLAM; MANPOWER; Military Operations; OPERATIONS OTHER THAN WAR; PUBLIC OPINION; RADICAL MOVEMENTS; STABILITY OPERATIONS 26. IDENTIFIER CLASSIFICATION:; Strategy and Tactics; TERRORISM
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URL: http://oai.dtic.mil/oai/oai?&verb=getRecord&metadataPrefix=html&identifier=ADA591872
http://www.dtic.mil/docs/citations/ADA591872
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| 20 |
Help a Brother Out: A Case Study in Multinational Intelligence Sharing, NATO SOF
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In: DTIC (2011)
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