The success of intelligence, surveillance, and reconnaissance (ISR) systems in collecting, processing, and disseminating intelligence information has fueled demand for ISR support, and the Department of Defense (DOD) has significantly increased its investments in ISR capabilities since combat operations began in 2001. In fiscal year 2010, intelligence community spending --including for ISR--exceeded $80 billion. Section 21 of Public Law 111-139 mandated that GAO identify programs, agencies, offices, and initiatives with duplicative goals and activities. This report examines the extent to which: (1) DOD manages and oversees the full scope and cost of the ISR enterprise; (2) DOD has sought to identify and minimize the potential for any unnecessary duplication in program, planning, and operations for ISR; and (3) DOD's ISR Integration Roadmap addresses key congressionally directed management elements and guidance.
Matter for Congressional Consideration
|To ensure that future versions of the ISR Integration Roadmap meet all of the elements of an integrated ISR roadmap identified in the National Defense Authorization Act for Fiscal Year 2004 as well as the 2008 House of Representatives Committee on Armed Services report, Congress may wish to consider establishing additional accountability in legislation, such as conditioning a portion of ISR funding on completion of all congressionally directed management elements, including the development of an integrated ISR investment strategy.||Congress did not decide to amend current legislative language regarding the ISR Roadmap.|
Recommendations for Executive Action
|Department of Defense||1. To improve management of DOD's ISR enterprise and increase its ability to achieve efficiencies, the Secretary of Defense should direct the USD(I) to collect and aggregate complete financial data--including information on dual-use assets, urgent operational needs, capability funding from multiple sources, and military personnel funding--to inform resource and investment decisions.|
|Department of Defense||2. To improve management of DOD's ISR enterprise and increase its ability to achieve efficiencies, the Secretary of Defense should direct the USD(I) to establish goals and timelines to ensure progress and accountability for design and implementation of its defense intelligence enterprise architecture, including clarifying how the department plans to use the architecture and tools it is developing to achieve efficiencies.|
|Department of Defense||3. To improve management of DOD's ISR enterprise and increase its ability to achieve efficiencies, the Secretary of Defense should direct the USD(I) to expand the scope of current efficiency efforts to include ISR collection activities.|
|Department of Defense||4. To identify efficiencies in ISR capability development, the Secretary of Defense should direct the Chairman of the Joint Chiefs of Staff and the USD(I) to collaborate in developing decision support tool(s), such as the Joint Staff's decision support tool, and to establish implementation goals and timelines for completion of such efforts.|