FIGURE 2-1 Global, integrated intelligence, surveillance, and reconnaissance (ISR) operational view. NOTE: Acronyms are defined in the list in the front matter. SOURCE: Col Scot Gere, Chief, GIISR Core Function Team. “Core Function Lead Integrator (CFLI) Construct and GIISR Capability, Planning, and Analysis.” Presentation to the committee, January 25, 2012.

nated planning process in place among the many organizations that are stakeholders in ISR systems, and consequently no true enterprise architecture for ISR exists.

This state of affairs is hardly surprising. Generally speaking, the intelligence community (IC) controls the planning and acquisition of national space assets and assets for collecting the various “INTs” (e.g., SIGINT [signals intelligence], HUMINT [human intelligence], among others), while the Air Force and the other military services focus on organizing, training, and equipping forces with ISR capabilities in space, air, and cyberspace (see Box 2-1).2 Planning and budgeting for ISR missions among these agencies and services are generally done independently; even within a single agency the ISR planning and acquisition programs are often stovepiped, with the resulting systems lacking the standards and common communications systems that would enable them to operate in the coordinated fashion depicted in Figure 2-1.


2The IC is composed of 17 member organizations and includes the National Reconnaissance Office, the National Security Agency, the Defense Intelligence Agency, and the National Geospatial-Intelligence Agency. For more information, see http://www.intelligence.gov/about-the-intelligencecommunity/member-agencies/. Accessed May 24, 2012.

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