[House Hearing, 111 Congress]
[From the U.S. Government Printing Office]
BEYOND ISE IMPLEMENTATION: EXPLORING THE WAY FORWARD FOR INFORMATION
SHARING
=======================================================================
HEARING
before the
SUBCOMMITTEE ON INTELLIGENCE, INFORMATION
SHARING, AND TERRORISM RISK ASSESSMENT
of the
COMMITTEE ON HOMELAND SECURITY
HOUSE OF REPRESENTATIVES
ONE HUNDRED ELEVENTH CONGRESS
FIRST SESSION
__________
JULY 30, 2009
__________
Serial No. 111-33
__________
Printed for the use of the Committee on Homeland Security
[GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]
Available via the World Wide Web: http://www.gpoaccess.gov/congress/
index.html
__________
U.S. GOVERNMENT PRINTING OFFICE
53-649 PDF WASHINGTON : 2010
For sale by the Superintendent of Documents, U.S. Government Printing
Office Internet: bookstore.gpo.gov Phone: toll free (866) 512-1800;
DC area (202) 512-1800 Fax: (202) 512-2104 Mail: Stop IDCC,
Washington, DC 20402-0001
COMMITTEE ON HOMELAND SECURITY
Bennie G. Thompson, Mississippi, Chairman
Loretta Sanchez, California Peter T. King, New York
Jane Harman, California Lamar Smith, Texas
Peter A. DeFazio, Oregon Mark E. Souder, Indiana
Eleanor Holmes Norton, District of Daniel E. Lungren, California
Columbia Mike Rogers, Alabama
Zoe Lofgren, California Michael T. McCaul, Texas
Sheila Jackson Lee, Texas Charles W. Dent, Pennsylvania
Henry Cuellar, Texas Gus M. Bilirakis, Florida
Christopher P. Carney, Pennsylvania Paul C. Broun, Georgia
Yvette D. Clarke, New York Candice S. Miller, Michigan
Laura Richardson, California Pete Olson, Texas
Ann Kirkpatrick, Arizona Anh ``Joseph'' Cao, Louisiana
Ben Ray Lujan, New Mexico Steve Austria, Ohio
Bill Pascrell, Jr., New Jersey
Emanuel Cleaver, Missouri
Al Green, Texas
James A. Himes, Connecticut
Mary Jo Kilroy, Ohio
Eric J.J. Massa, New York
Dina Titus, Nevada
Vacancy
I. Lanier Avant, Staff Director
Rosaline Cohen, Chief Counsel
Michael Twinchek, Chief Clerk
Robert O'Connor, Minority Staff Director
------
SUBCOMMITTEE ON INTELLIGENCE, INFORMATION SHARING, AND TERRORISM RISK
ASSESSMENT
Jane Harman, California, Chair
Christopher P. Carney, Pennsylvania Michael T. McCaul, Texas
Yvette D. Clarke, New York Charles W. Dent, Pennsylvania
Ann Kirkpatrick, Arizona Paul C. Broun, Georgia
Al Green, Texas Mark E. Souder, Indiana
James A. Himes, Connecticut Peter T. King, New York (Ex
Vacancy Officio)
Bennie G. Thompson, Mississippi (Ex
Officio)
Michael Blinde, Staff Director
Natalie Nixon, Deputy Chief Clerk
C O N T E N T S
----------
Page
Statements
The Honorable Christopher P. Carney, a Representative in Congress
From the State of Pennsylvania, and Presiding Chairman,
Subcommittee on Intelligence, Information Sharing, and
Terrorism Risk Assessment...................................... 1
The Honorable Michael T. McCaul, a Representative in Congress
From the State of Texas, and Ranking Member, Subcommittee on
Intelligence, Information Sharing, and Terrorism Risk
Assessment..................................................... 3
The Honorable Bennie G. Thompson, a Representative in Congress
From the State of Mississippi, and Chairman, Committee on
Homeland Security:
Prepared Statement............................................. 3
Witnesses
Ambassador Thomas E. McNamara, Program Manager, Information
Sharing Environment, Office of the Director of National
Intelligence:
Oral Statement................................................. 5
Prepared Statement............................................. 8
Colonel Joseph R. Fuentes, Superintendent, New Jersey State
Police:
Oral Statement................................................. 14
Prepared Statement............................................. 16
Mr. Jeffrey H. Smith, Steering Committee, Markle Foundation:
Oral Statement................................................. 19
Prepared Statement............................................. 20
BEYOND ISE IMPLEMENTATION: EXPLORING THE WAY FORWARD FOR INFORMATION
SHARING
----------
Thursday, July 30, 2009
U.S. House of Representatives,
Committee on Homeland Security,
Subcommittee on Intelligence, Information Sharing, and
Terrorism Risk Assessment,
Washington, DC.
The subcommittee met, pursuant to call, at 10:05 a.m., in
Room 311, Cannon House Office Building, Hon. Christopher P.
Carney presiding.
Present: Representatives Carney, Clarke, Kirkpatrick,
Green, Himes, McCaul, Dent, and Souder.
Also Present: Representative Pascrell.
Mr. Carney [presiding]. The subcommittee will come to
order.
The subcommittee is meeting today to receive testimony on
the current status of information sharing and to explore the
future outlook for information sharing at today's hearing
entitled ``Beyond ISE Implementation: Exploring the Way Forward
for Information Sharing.''
In the early hours of the morning on September 9, 2001, a
Maryland State trooper pulled over a red sports car headed
north on
I-95 at 90 miles an hour. It was a routine traffic stop. The
officer asked the driver for a license and registration and
asked him a few questions. Eventually, a ticket was issued to
him and he sent him on his way. The driver was Zaid Jarrah. Two
days later he was at the controls of hijacked United Flight 93
when it crashed in western Pennsylvania.
Jarrah was on the CIA watch list, but that information was
not available to Maryland State Police. If it had been, who
knows what might have happened?
Information sharing at the Federal, State, and local level
has come a long way since that night in 2001. This
administration's Homeland Security agenda supports that trend
and endorses many promising efforts, including the ITACG, the
Nation-wide SAR initiative and fusion centers.
Today, if a police officer were to pull over a suspected
terrorist like Jarrah, there is a reasonable chance that the
officer would have the necessary real-time information to do
something about it, but there is a reasonable chance that he
might not. In June of this year, the Program Manager for the
Information Sharing Environment reported that, ``The challenges
to appropriate information sharing remain formidable,''
although in many hearings of this subcommittee we have learned
that the greatest challenge is cultural, transitioning the
relevant agencies from the old, ``need-to-know,'' mentality to
one that embraces the need to share. That is no small task
indeed. The ISE report makes it clear that the old mind-set
remains entrenched, citing turf conflicts and agency tunnel
vision.
These problems are not new, and for the past few years this
subcommittee has focused on identifying and removing the
obstacles that hinder information sharing. I believe it is
vital to national security. The next terrorist attack isn't
going to be stopped by a bureaucrat in Washington; it will be a
cop on the beat familiar with the rhythms of his or her
neighborhood and armed with timely, actionable information.
In an effort to get that information into the hands of the
people who need it most, this subcommittee drafted a bill to
reduce the problem of intelligence overclassification, H.R.
553, which is currently being negotiated in the Senate. The
bill calls for a framework that would, as the ISE report puts
it, minimize the effect of excessive originator controls. In
short, it seeks to ramp up the way training for those who
classify documents is done and create incentives for
classifying intelligence the right way only to protect sources
and methods, not to protect turf. It also clarifies the need
for portion marking, separating out paragraphs in a classified
document that are unclassified and that can be shared with law
enforcement.
Some agency officials have already begun to embrace the
need to share. Last month this subcommittee had heard
encouraging testimony from DHS Acting I&A Under Secretary Bart
Johnson. He outlined an impressive vision for a new era of
State and local cooperation within the Office of Intelligence
and Analysis that is consistent with our efforts.
The questions before us today are, how can we further break
down the barriers to information sharing and what can we do to
make sure the right people are getting the right information at
the right time. To answer those questions, I would like to
welcome someone who was, for a long time, a lone voice in the
wilderness, Ambassador Ted McNamara.
Mr. Ambassador, today you are on friendly territory. Thank
you for your long service and, particularly, for responding to
the call to work on this issue of vital importance. I hope that
in the summary of your testimony you will talk about the
unfinished business you leave to your successor. You are the
foremost expert on this issue, its founding father, but as we
have discussed, much more needs to be done.
I also welcome and thank Colonel Rick Fuentes and Jeff
Smith for joining us this morning. Thank you.
Colonel Fuentes understands the need to share. He is a
forward-thinking officer who has led the charge to support
ITACG by leading some of the first manpower to this critical
mission. Jeff Smith is a trusted friend and adviser. His work
as CIA general counsel, expert on FISA and board member at the
Markle Foundation make him superbly qualified to testify on
this subject. Markle recently released a report about
information sharing that is, in fact, required reading.
So welcome to the witnesses, and I look forward to hearing
a summary of your testimony.
I now recognize the Ranking Member of the subcommittee, the
gentleman from Texas, Mr. McCaul, for his opening statement.
Mr. McCaul. I thank the Chairman. I welcome the witnesses
here today, in particular, Ambassador McNamara for your
tremendous service that you have given to our Nation.
At today's hearing we will examine, as the Chairman said,
the current status of the Information Sharing Environment and
the challenges that still exist for information sharing across
all levels of government. As we all know, ensuring that
critical information is shared with all key stakeholders is
absolutely essential to the security of our Nation.
The National Commission on Terrorist Attacks upon the
United States, also known as the 9/11 Commission, identified 10
lost operational opportunities to prevent the 9/11 attacks, the
majority of which were the result of the failure of Government
agencies to properly share information with one another, one
example pointed out by the Chairman in his opening statement.
Additionally, one of the Commission's key recommendations
was for agencies to have a more unified effort in information
sharing.
It was under this impetus that the ISE was first
established in 2005. Almost 8 years have passed since the
attacks of 9/11, and the urgency of this key mission seems to
have died down. This complacency is worrisome because it
prevents the transformation in the information-sharing culture
and processes that were so critically needed. However, the
threats facing our Nation are still very real, and the need for
the ISE framework is still as crucial now as it was after 9/11.
Much has been accomplished since the ISE was first
implemented, including the establishment of a network of State
and major urban area fusion centers and the implementation of
the Nation-wide Suspicious Activity Reporting Initiative, SAR.
These initiatives are key elements in how information sharing
is extended to State and local partners.
Nonetheless, we still face many challenges in achieving the
ISE framework as it was envisioned, and we must not forget the
urgency of this critical mission.
I look forward to hearing the testimony from the witnesses,
and I yield back.
Mr. Carney. I thank the gentleman.
Other Members of the subcommittee are reminded that under
committee rules opening statements may be submitted for the
record.
[The statement of Chairman Thompson follows:]
Prepared Statement of Chairman Bennie G. Thompson
July 30, 2009
Thank you, Madame Chair. I agree that the topic of the
hearing today--information sharing--is absolutely critical to
our Nation's security.
No matter how we say it--``knowing what we know,''
``connecting the dots,'' ``getting the right information to the
right people at the right time''--we're talking about the same
thing.
An environment in which information is shared is an
environment in which better decisions can be made and,
ultimately, in which people are safer.
However, without such an environment, our first
preventers--those who are most likely to detect and stop a
terrorist plot in its tracks--may not be able to connect those
dots; they may not be prepared to stop the next attack.
This is not a new message.
Fortunately, our persistence is starting to pay off. We
have seen some progress in information sharing.
The Program Manager for the Information Sharing
Environment's most recent report to Congress describes some
admirable work that has been accomplished, including the
efforts to create a network of fusion centers and developing a
respected ISE Enterprise Architecture Framework.
Nonetheless, and this also is not a new message, we must do
more.
Although I am pleased to acknowledge progress the ISE has
made under Ambassador McNamara's watchful eye, I am concerned
that many of the challenges noted in the ISE report are not new
challenges.
For example, formulating a means to protect the privacy and
civil rights of American citizens in the design and operation
of the ISE was required under the legislation that mandated the
original ISE Implementation Plan.
However, while the ISE has issued Privacy Guidelines, the
2009 ISE report says nine Departments or Agencies under the ISE
are still developing their privacy protection policy required
by those guidelines, and three do not even have a policy in
development.
It is challenges such as these that we are here to explore
today. I hope each of our witnesses will be forthcoming in your
assessments of these and other challenges that lie ahead for
the information-sharing environment.
Only by helping us fully understand the challenges ahead
can we hope to work together to craft solutions to these
problems.
I welcome you all, and I look forward to your testimony.
Mr. Carney. Without objection, the gentleman from New
Jersey, Mr. Pascrell, is authorized to sit for the purpose of
questioning witnesses during the hearing today.
Hearing no objection, so ordered. I believe Mr. Pascrell,
at the proper time, will want to introduce Colonel Fuentes, as
well.
Mr. Pascrell. Thank you.
Mr. Carney. I now welcome the witnesses this morning.
Ambassador Thomas McNamara has been the Program Manager for the
Information Sharing Environment since March 2006. After more
than 3 years of overseeing the ISE, he sits before the
subcommittee today to deliver his last testimony in this
capacity--certainly not his last testimony before us, I hope.
Mr. Ambassador was a career diplomat, having held several
senior positions at the Department of State and the National
Security Council. He retired from Government service in 1998
and spent 3 years as the President and CEO of the Americas
Society and the Council of the Americas. However, after the
attacks of September 11, 2001, he was asked to return to
Government service.
Mr. Jeffrey Smith forms part of the Markle Foundation Task
Force on National Security in the Information Age steering
committee. He took a leading role in preparing the report
``Nation at Risk: Policymakers Need Better Information to
Protect the Country'', which was released in March 2009. He is
also currently a partner at Arnold & Porter, LLP. Prior to
this, he held Government positions such as General Counsel for
the CIA and General Counsel for the Senate Armed Services
Committee.
Without objection, their full statements will be inserted
into the record.
I now ask Mr. Pascrell to introduce Colonel Fuentes.
Mr. Pascrell. Thank you, Mr. Chairman.
Mr. Chairman, Chairman Carney, Ranking Member McCaul, I
want to thank you for allowing me to be part of this particular
subcommittee. I think it is very critical, this subcommittee.
It is my privilege to be able to introduce my fellow New
Jersey native, Colonel Rick Fuentes, who serves as the
Superintendent of our State police. He became the 14th
superintendent of New Jersey State Police in 2003 and is
currently one of the highest ranking law enforcement officers
in Governor Corzine's administration. I must say, he has
brought the State police in our State to an entirely new level:
Total respect, integrity of his department, the finest men and
women I know in the State of New Jersey are State troopers,
period.
Colonel Fuentes enlisted in the State police in January
1978, rose through the ranks, and prior to being named Acting
Superintendent he was assigned as the Chief of the Intelligence
Bureau. We can learn much from him. He oversaw nine units, I
believe, in the intelligence section.
He is the recipient of numerous awards, as has been
recognized by the U.S. Justice Department, the Drug Enforcement
Administration, and in 1993 was a corecipient of the New Jersey
Police Trooper of the Year award.
Superintendent Fuentes earned a Bachelor of Science degree
from Kean College in New Jersey in 1977; a Master of Arts,
Criminal Justice, from John Jay College of Criminal Justice in
New York in 1992; and a Doctorate of Philosophy in Criminal
Justice from City University of New York in 1998.
I want to note that he is here, testifying at this hearing,
in his role as Chairman of the Homeland Security Committee for
the International Association of Chiefs of Police. So he joins
two others.
What a great panel of people who know what they are talking
about. Isn't that something new?
Colonel Fuentes has the experience necessary--on many
levels necessary to speak on this critical subject. I look
forward to hearing his testimony.
Mr. Chairman, so many times we have heard since 9/11 that
one of the major problems confronting all of us--and we tried
to tackle it in a bipartisan way--is the lack of cooperation
and sharing of information between those intelligence
communities that are out there doing their job.
I think we have moved the ball a little bit, and I know
your commitment to this goal. I am glad you put this particular
panel together, and I am honored to have introduced Colonel
Fuentes.
Mr. Carney. Thank you, Mr. Pascrell.
I now ask Ambassador McNamara to summarize his statement
for 5 minutes.
STATEMENT OF AMBASSADOR THOMAS E. MC NAMARA, PROGRAM MANAGER,
INFORMATION SHARING ENVIRONMENT, OFFICE OF THE DIRECTOR OF
NATIONAL INTELLIGENCE
Mr. McNamara. Thank you very much, Chairman Carney and
Ranking Member McCaul, and Members of the subcommittee. I find,
as I wrap up my career in my term here as Program Manager, the
great pleasure to appear before this subcommittee.
I want to begin by thanking the subcommittee and the
committee for their sustained support in building the
Information Sharing Environment over the past 3\1/2\ years that
I have spent in this job. I can say, quite frankly and
correctly, that were it not for your support and that of your
Senate colleagues on the Homeland Security Committee in the
Senate, the attentiveness and oversight that you showed, the
support you have given me and others throughout the country who
are trying to build the ISE, we could not have reported the
progress that we have reported in our annual report to the
Congress.
The ISE is groundbreaking, not just for the information
sharing it is effecting, but because it is a catalyst for
change. Indeed, it is a radical change in Government
information management.
I am pleased to report that the information culture of the
bureaucracy is changing, but slowly. Having no template to
pattern our efforts we in the Program Manager's Office have
invented and designed a foundation by a methodology of
rationalizing, simplifying, and standardizing--and harmonizing,
excuse me--harmonizing existing policies and practices and
technologies at all levels of government. That was your
legislative mandate to us, and we are implementing it.
The business processes we have defined, for example--as the
Chair mentioned--SAR; the policies we have changed, for
example, privacy policies; and the technology platforms we have
established, such as new architectures and new standards in the
Federal Government's IT arsenal; these are, in fact, the new
Information Sharing Environment. These are the elements that
will make it up.
We are already seeing its contribution. It has helped with
the FAA's modernization effort, it has helped with the health
IT initiative that is under way, and it has helped with the
creation of the maritime and air domain environments.
The ISE is fundamentally changing information management
throughout the Federal Government. This is relevant to you
because Congress never envisaged the ISE to be another
bureaucracy, but rather a change agent; and in that respect, it
is already a success. You have done your part, as have many
others, including my two colleagues who represent our strong
partnership with nongovernmental and the State, local, Tribal,
and territorial partners.
I am going to step down as Program Manager tomorrow, so I
appreciate this final opportunity to update the subcommittee on
the highlights of the challenges that remain 8 years after the
horrific events of 9/11. As I look back, I see that we have
made substantial progress, but as I look forward, I see that
even more remains to be done. So let me list some of the
priorities and also some of the obstacles that we faced. I will
start with the obstacles.
Accomplishing anything in the Federal bureaucracy requires
a formidable effort. The complexity of the challenges for the
ISE are indeed formidable. This is because cultural change is
by far the most difficult problem for any bureaucracy; and the
bigger the bureaucracy, the harder the cultural changes. By
``cultural change,'' I mean the way we do business every day.
What I have encountered are differing agency missions,
conflicts over turf, resource shortfalls, bureaucratic inertia
and agency tunnel vision. These remain the major impediments to
a functional ISE, not the technology. The technology is there
to be used. It is the cultural problems that hold us back. But
we have made, as I said, some accomplishments, and let me list
a few of them.
First of all, we have been able with our State and local
partners to ensure that fusion centers are, in fact, up and
running. The priority for the future is to be sure that they
are well-staffed, mission-oriented and, above all, sustainable.
They need access to classified and controlled unclassified
information in the same way as Federal officials. They, in
turn, must analyze and produce high-quality products to share
with localities and other fusion centers and the private
sector, while at the same time being aware of and observing
privacy and civil liberties requirements.
The second priority for the future, I think, is to adopt a
Nation-wide, common, security clearance set of standards, and
also common-identity management and common, role-based access.
These are essential in the IT world if we are to share
information--somewhat arcane, but nonetheless it must be done,
and it can be done.
Third, what we need to do is to fully implement the CUI,
controlled unclassified information, framework. This is
especially critical for the Federal Government working with the
State, local, Tribal, and territorial authorities, because they
work primarily in that domain.
Fourth, a priority must be given so that there are more
resources for privacy officers in the agencies of the Federal
Government so that they can draft, review, and publish their
ISE privacy policies. Right now, they are woefully understaffed
across the Federal Government. Secondly in this priority, we
need to stand up to the Privacy and Civil Liberties Board which
was mandated by the Congress.
The fifth priority area is to reduce overclassification, to
replace ``need to know'' with ``need to share,'' as you have
mentioned, Mr. Chairman. To take ``need to share'' and
``authorized use,'' those terms, and define them carefully so
that they can assist us in moving information in the
Information Sharing Environment. We need also to limit
originator controls that needlessly impede discovery and
sharing of information.
The sixth priority is to institutionalize a Nation-wide
capability to gather and share SAR information. This is a very
practical and achievable objective within the next 6 months to
a year. We are well on the way to achieving that objective,
even now.
The seventh priority, to coordinate agency budgets, reduce
funding overlaps and gaps, and monitor investments to drive the
agencies towards compatible technologies and business processes
and to maximize resource use. In section 1016 of the
Intelligence Reform and Terrorism Prevention Act, the IRTPA of
2004, I was asked to recommend, ``a future management structure
for the ISE,'' including whether the position of the Program
Manager should continue. I have been in this position since
2006; and so as I depart, I would like to leave some personal
observations in response to that request in 1016.
Mr. Carney. Mr. Ambassador, we will get to those in a
moment. We need to move on to the next witness, if you don't
mind.
Mr. McNamara. Okay, fine.
Mr. Carney. Thank you so much.
[The statement of Mr. McNamara follows:]
Prepared Statement of Thomas E. McNamara
July 30, 2009
Madame Chair, Ranking Member McCaul, and Members of the
subcommittee.
Let me begin by thanking this subcommittee and the entire committee
for your continued support of our efforts to build the Information
Sharing Environment (ISE) over the last 4 years. This subcommittee has
been a real champion of information sharing, and the ISE in particular.
I especially want to thank you, Madame Chair, for your tireless
advocacy of our efforts. Such initiatives as the Interagency Threat
Assessment and Coordination Group and the Controlled Unclassified
Information framework would not be where they are today without your
personal leadership. As you know, I will be stepping down as Program
Manager at the end of this month, and I appreciate this last
opportunity to update the subcommittee on progress made in implementing
the ISE and the challenges that still remain almost 8 years after the
terrible events of September 11, 2001.
introduction
Since I assumed the position of PM-ISE in March 2006, I have worked
to ensure that ISE implementation is consistent with our vision of the
ISE as ``a trusted partnership between all levels of government in the
United States, the private sector, and our foreign partners.'' Time and
again, we have demonstrated that when the Executive Branch and the
Congress work collaboratively to share information with State or local
agencies and vice versa, the results exceed all expectations. As the
Chair has so eloquently stated,
``While we want police and sheriffs' officers Nation-wide to keep their
communities safe from the traditional `bad guys,' don't we also want
them to know about potential terrorists in their midst who mean us
harm? That's what `homeland security intelligence' is all about:
Getting accurate, actionable, and timely information to the officers in
our hometowns so they know who and what to look for in order to prevent
the next 9/11.''
The context for my testimony is the third Annual Report on the ISE
which was forwarded to the Congress on June 30. Although devoting
considerable attention to a description of progress made since June
2008 and plans for the next year, the report goes beyond what the
Congress directed to be covered in the ISE Annual Reports in two
important ways:
First of all, the report includes a 3-year retrospective on
the ISE summarizing what was originally intended, what has
already been accomplished, and what remains to be done; and
Second, it introduces a management construct called the ISE
Framework, which, while building on the work already done,
represents a new approach for managing ISE implementation
activities. The Framework--comprising a set of goals, sub-
goals, outcomes, objectives, and activities--is the follow-on
to the 3-year ISE Implementation Plan for the next phase of ISE
implementation.
Copies of the full report, containing much more detail on these and
other important ISE initiatives, have been provided to the
subcommittee. In the interest of keeping my formal statement brief I
have intentionally kept my remarks at the summary level. For a more
detailed description, I direct the subcommittee's attention to the full
report and respectfully request that it be made part of the record of
this hearing.
In the past 3 years we have created a functioning--but still
evolving--ISE that has strengthened our national security by ensuring
that much more of the right information gets to the right people at the
right time to counter threats to our people and institutions. Despite
these accomplishments, the task is far from finished. Formidable
cultural and policy hurdles still remain as we conclude the
foundational phase and begin a new implementation phase, under the new
administration.
Our goal remains an ISE that shares all information securely and
properly among all ISE participants. This requires developing mostly
common policies, business processes, and technologies, something that
is neither easily nor quickly achieved. Our persistent, cooperative
efforts have, however, established a solid foundation of compatible
policies and practices, which must continue to evolve for several years
to create a fully functional ISE.
Having no template to pattern our efforts on, we invented and
designed this foundation--using a general methodology that is apparent
throughout the report--to rationalize, simplify, and harmonize existing
policies, practices, and technologies drawn from all of our
participating agencies and organizations. Indeed, this is our
legislative mandate.
The Controlled Unclassified Information (CUI) framework; the
Suspicious Activity Reporting (SAR) initiative; expanded access to
classified information by State and urban area fusion centers; an
enterprise architecture framework for the ISE; a common information
sharing standards program; and comprehensive privacy and civil
liberties guidelines are examples of the foundations we have built and
the methodology we have developed to allow for secure and proper
information sharing among our participating agencies at all levels of
government.
Before I move on to the detailed portion of my statement, I would
like to make one important point. The 9/11 Commission reported its
findings at a time when the American people were acutely aware of the
urgency of finding out what went wrong and eager to know that their
leaders were taking steps to ensure that our Nation would not fall
victim to attack for the same reasons. It was in this context that the
Congress called for an ISE.
While we have been fortunate to have not suffered another major
attack since 2001, the sense of urgency that brought the ISE into being
should be no less now than it was then. I hope that this report will
help ensure that the work of the PM-ISE and of our partners at all
levels of government and in the private sector will continue to move
forward with speed and diligence so that we can continue to use our
collective resources wisely to keep our Nation safe from attack, while
continuing to protect and defend our privacy and civil liberties.
continued importance of information sharing
This administration is firmly committed to developing the ISE as
envisioned in IRTPA. In a memorandum to Federal agencies, President
Obama emphasized that ``The global nature of the threats facing the
United States requires that our Nation's entire network of defenders be
able rapidly to share . . . information so that those who must act have
the information they need.'' Moreover, the administration's Homeland
Security agenda depends heavily on increasing our capacity to share
information across all levels of government.\1\ This strategy was
reaffirmed by Secretary Napolitano at the National Fusion Center
Conference in March 2009:
---------------------------------------------------------------------------
\1\ See http://www.whitehouse.gov/agenda/homeland_security.
``At the Department of Homeland Security, information and intelligence
sharing is a top priority and fusion centers play an important role in
helping to make that happen, . . . In the world we live in today, it's
critical for Federal, State, local, and Tribal entities to know what
the others are doing so each can operate effectively and efficiently.
Protecting our country requires a partnership of Federal, State, and
local resources that are fully integrated to not only gather and
analyze information, but then to swiftly share that information with
appropriate agencies.''\2\
---------------------------------------------------------------------------
\2\ Remarks by Homeland Security Secretary Janet Napolitano to the
National Fusion Center Conference, Kansas City, MO (March 11, 2009),
available at http://www.dhs.gov/ynews/speeches/sp_1236975404263.shtm.
This Annual Report, therefore, should be seen as both an update to
the Congress on progress made in designing and implementing the ISE,
and as a part of this administration's broader effort to improve the
way the Government manages information. In the words of the President,
we need to ``make sure our government is running in the most secure,
open, and efficient way possible.''\3\
---------------------------------------------------------------------------
\3\ White House Press release, ``President Obama Names Vivek Kundra
Chief Information Officer'', (March 5, 2009).
---------------------------------------------------------------------------
On July 2, 2009, Mr. John Brennan, Assistant to the President for
Homeland Security and Counterterrorism issued the memorandum
``Strengthening Information Sharing and Access'' to heads of Cabinet
Agencies and notified Congress of the continued effort to review
information sharing issues and prioritize the ISE at a senior level at
the White House. This memorandum also included streamlining the
interagency policy process by merging the Information Sharing Council
called for in IRTPA Sec 1016 with the Information Sharing and Access
Interagency Policy Committee at the White House.
the ise framework
The ISE Implementation Plan was designed to guide the ISE through
June 2009. Many of the Plan's 89 actions have been completed--albeit
some of them in modified form; others have been changed by the NSIS or
subsequent policy direction. It is time, therefore, to close the book
on the ISE Implementation Plan actions and adopt a modified approach
that will help guide and manage the next phase of ISE implementation.
The ISE Framework, while building on the work already done, is a new
approach that will drive all future ISE implementation activities. The
Framework creates critical linkages between four primary and enduring
ISE goals, 14 subgoals, and a resulting set of outcomes, objectives,
products, activities, and associated performance measures. It provides
a common understanding of the problems to be solved, the essential
capabilities that constitute the ISE, and the actions needed to ensure
that these capabilities are developed and deployed in a manner
``consistent with national security and with applicable legal standards
relating to privacy and civil liberties.''\4\
---------------------------------------------------------------------------
\4\ IRTPA (as amended), 1016(b)(1)(A).
---------------------------------------------------------------------------
In June 2008, the Government Accountability Office (GAO) issued a
report on ``actions taken to guide the design and implementation of the
ISE'' and ``efforts that have been made to report on progress in
implementing the ISE.''\5\ While acknowledging the progress made since
2005, the report concluded that ``specific desired outcomes or results
should be conceptualized and defined in the planning process . . .
along with the appropriate projects needed to achieve those results,
supporting resources, stakeholder responsibilities, and milestones.''
In addition to serving as the successor to the ISE Implementation Plan,
the ISE Framework responds directly to the recommendations by the GAO.
It represents an evolutionary approach that builds on previous ISE
implementation management efforts and ties individual ISE products and
activities directly to specific objectives, outcomes, sub-goals, and
goals, as called for in the GAO report.
---------------------------------------------------------------------------
\5\ Information Sharing Environment: Definition of the Results to
Be Achieved in Improving Terrorism-Related Information Sharing Is
Needed to Guide Implementation and Assess Progress, GAO-08-492, (June
2008).
---------------------------------------------------------------------------
summary of 2008-2009 progress
The Third Annual Report to the Congress on the Information Sharing
Environment responds to the requirement in the Intelligence Reform and
Terrorism Prevention Act of 2004 (IRTPA), as amended, for ``a progress
report on the extent to which the ISE has been implemented.'' It
reflects the collective accomplishments and challenges of an
information sharing partnership between the PM-ISE and a range of
Federal and non-Federal partners committed to the continuous
improvement of information sharing practices with the overriding goal
of increasing our national security while protecting privacy and civil
liberties.
The report organizes its discussion of progress and plans around
the four goals--Create a Culture of Sharing; Reduce Barriers to
Sharing; Improve Sharing Practice with Federal, State, Local, and
Tribal Partners; and Institutionalize Sharing--that form the top level
of the ISE Framework. These four goals, in turn, drive the creation of
more specific sub-goals, outcomes, objectives, and performance measures
that will shape the plans and activities of the ISE over the coming
years.
goal 1.--create a culture of sharing
Appraisals, Training, and Incentives
Fostering a culture of sharing is a mandate of both IRTPA and the
2005 Presidential Information Sharing Guidelines and Requirements. It
is a long-term effort to change Government business practices in the
interest of more effective and efficient information sharing among
agencies. To accomplish this goal, in 2008-09:
The Office of Personnel Management (OPM) and the PMI-ISE
partnered to produce policy guidance that directed agencies to
make information sharing a factor in Federal employees'
performance appraisals. This issuance guides agencies in how to
develop competency elements regarding the proper sharing of
information for use in employee appraisals.
The PM-ISE released an ISE Core Awareness Training Module to
help move Federal agencies from the traditional ``need to
know'' culture to one based on a ``responsibility to
provide.''\6\ The Module provides Federal agencies with a
common tool for developing an understanding of the ISE as well
as an overview of the Federal Government's counterterrorism and
homeland security organizations, systems, and challenges.
---------------------------------------------------------------------------
\6\ See http://www.ise.gov/docs/
Fact_Sheet_ISE_Core_Awareness_Training_FINAL_
(07Aug08).pdf.
---------------------------------------------------------------------------
Three-quarters of Federal ISE agencies have now incorporated
information sharing into their awards programs. For example,
the Department of Defense Chief Information Officer established
annual awards that include ``information sharing and data
management'' among criteria for consideration.
goal 2.--reduce barriers to sharing
Integrated Security Framework
The PM-ISE--working with the Department of Homeland Security (DHS),
the Information Security Oversight Office of the National Archives and
Records Administration (NARA), the National Security Council, and other
key stakeholders has begun improving access and management of
classified information shared with State, local, and Tribal (SLT) and
private sector partners by replacing inconsistent policies and
processes with a common set of security rules and procedures for
handling and safeguarding of classified information. In addition, a
number of agencies have taken steps to improve security reciprocity
practices. To cite two examples,
The Director of National Intelligence issued an Intelligence
Community Directive that mandates reciprocal acceptance of
information technology (IT) systems certification and
accreditation by all intelligence community elements; and
DHS and the Federal Bureau of Investigation (FBI) published
a joint secure space standard that provides a common solution
for the installation and certification of facilities that house
classified networks at fusion centers.
Uniform Marking and Handling of Controlled Unclassified Information
In May 2008, President Bush established a framework for
designating, marking, safeguarding, and disseminating Controlled
Unclassified Information (CUI), and named NARA as Executive Agent. A
CUI Office at NARA, along with an interagency Council, manages and
oversees implementation. The Office and Council, in an effort to be
completed in 2009, are developing draft CUI policy guidance on:
Safeguarding, Dissemination, Dispute Resolution, Marking, Designation,
and Information Life Cycle. In May 2009, President Obama established an
interagency Task Force led by DHS and DOJ to review work completed, and
make recommendations on the way ahead.
Implementing Comprehensive Privacy Guidelines
ISE Privacy Guidelines Committee (PGC) met with privacy and civil
liberties groups to listen to and incorporate new ideas into revised
ISE policies and processes. The PGC also provided the guidance and
tools needed to support the development of privacy and civil liberties
policies to be used by Federal and SLT agencies. Specifically, the PGC:
Published a ``Privacy and Civil Liberties Implementation
Workbook'' to assist Federal agencies with the process of ISE
privacy policy development and implementation;
Completed an ISE Policy Development Tool, ISE Privacy Policy
Outline, and a list of Publicly Available Federal Privacy
Policies;
Incorporated ISE Privacy requirements into the Baseline
Capabilities for State and Major Urban Area Fusion Centers; and
Provided fusion centers with a privacy policy development
template and training on its proper use. The PCC also provided
on-going technical assistance and performed reviews of policy
documents. To date, 30 centers have developed and submitted
privacy policies.
goal 3.--improve sharing practices with federal, state, local, tribal,
and foreign partners
Recognition of the essential role of SLT and private sector
partners is fundamental to the ISE and is a critical driver of
information sharing in the homeland security and law enforcement
communities. This was highlighted in the Executive Order governing U.S.
intelligence activities, which was amended in the summer of 2008 to
state that:
``State, local, and Tribal governments are critical partners in
securing and defending the United States from terrorism and other
threats to the United States and its interests. Our national
intelligence effort should take into account the responsibilities and
requirements of State, local, and Tribal governments and, as
appropriate, private sector entities, when undertaking the collection
and dissemination of information and intelligence to protect the United
States.''\7\
---------------------------------------------------------------------------
\7\ Executive Order 13470--further amendments to Executive Order
12333, United States Intelligence Activities (August 1, 2008).
---------------------------------------------------------------------------
Establishing a Nationwide Suspicious Activity Reporting Initiative
The Nationwide Suspicious Activity Reporting (SAR) Initiative (NSI)
is an outgrowth of separate but related activities that respond
directly to the mandate in the National Strategy for Information
Sharing (NSIS) to establish a ``unified process for reporting,
tracking, and accessing [SARs]'' related to terrorism. The long-term
goal is for Federal, State, local, Tribal, and law enforcement
organizations to participate in a standardized, integrated approach to
gathering, documenting, processing, analyzing, and sharing SARs while
ensuring that privacy and civil liberties are protected.
In 2008-09, the PM-ISE and its Federal and SLT partners:
Published an NSI Concept of Operations (CONOPS) that
describes the NSI process; the requirements that drive it; and
the roles, missions, and responsibilities of participating
agencies;
Under the leadership of the Department of Justice's (DOJ)
Bureau of Justice Assistance (BJA), expanded the ISE-SAR
Evaluation Environment (EE) to 12 sites, forming a solid
foundation for Nation-wide implementation;
Fully integrated the FBI's eGuardian system into the ISE-SAR
EE;
Worked with the PGC to integrate privacy concerns into all
levels of the NSI;
Trained more than 10,000 officers and analysts in the NSI
process with emphasis on protecting privacy and civil
liberties; and
Established governance to oversee and recommend how to
institutionalize the NSI.
Of particular note, an ISE-SAR EE site was established at the
Washington, DC Metropolitan Police Department (MPD) to support security
before and during the Presidential Inauguration. From late December
through Inauguration Day, MPD processed 88 SARs, 16 of which were
forwarded to eGuardian as potentially terrorist-related.
Establish a National Network of Fusion Centers to Facilitate Sharing
Among State, Local, and Tribal Governments and the Private
Sector
The Senior Level Interagency Advisory Group and the National Fusion
Center Coordination Group provided leadership, coordination, and
guidance to establish a national network of fusion centers with a
baseline level capability. Highlights include:
Publication of the Baseline Capabilities for State and Major
Urban Area Fusion Centers. This collaborative effort, led by
DHS and DOJ, included Federal and SLT agencies and provides
benchmarks for assessing fusion center performance;
Completion of a first-level assessment of 72 centers to
evaluate progress against the baseline capabilities and to
gather data on current fusion center funding; and
Deployment of Federal personnel to support fusion center
operations. State and local personnel have also been fully
integrated into Federal operations such as the FBI's Joint
Terrorism Task Forces, the DHS National Operations Center and
the Interagency Threat Assessment and Coordination Group
(ITACG) at the National Counterterrorism Center (NCTC).
Deployments of classified networks increased in the last year, and
access is now available at more than 40 fusion centers. Also, the NCTC
and its ITACG improved its Secret level on-line portal by increasing
the number of products posted, expanding SLT awareness of the potential
value to their missions, and introducing a new product line--Terrorism
Information Sharing Products (TIPS)--specifically tailored to SLT
needs.
goal 4.--institutionalize sharing
Creating a Common Information Sharing Architecture
The ISE Architecture program helps align and create bridges between
the diverse systems used by ISE participants to create a more uniform
network of interconnected systems. Specifically,
Version 2 of the ISE Enterprise Architecture Framework (EAF)
provides technology and systems-wide architecture guidance
across the entire ISE community;
Version 2 of the ISE Profile and Architecture Implementation
Strategy (PAIS) includes additional implementation guidance for
ISE participants on implementing more standard processes,
approaches, and techniques; and
DOJ and DHS have incorporated the ISE EAF into their
information sharing segment architectures.
Furthermore, the impact of the ISE EAF extends beyond the ISE. The
Office of Management and Budget (OMB) identified the concepts developed
in the ISE EAF best practice, and has incorporated them into their
Federal Segment Architecture Methodology. In addition, other
Government-wide information sharing initiatives--e.g., the Federal
Health Information Sharing Environment and the Maritime Domain
Awareness program--have adopted many of the concepts, principles,
services, and standards originally developed for the ISE EAF into their
architectural developments.
Issuing Common Information Sharing Standards
During 2008-09, the PM-ISE issued a number of new or revised
information sharing standards as part of the Common Terrorism
Information Sharing Standards Program (CTISS). These issuances
included:
Technical Standards for Information Assurance, Core
Transport, and Identity and Access Management for the ISE; and
An updated ISE-SAR Functional Standard that clarifies
implementation guidance on the NSI business process and
incorporates stronger privacy protections into ISE-SAR data
exchanges. Privacy and civil liberties advocacy groups provided
direct input into this standard, helping to strengthen privacy
controls and refine terrorism identification criteria to better
safeguard First Amendment rights.
Improving the Management of the ISE
The adoption of the ISE framework and its associated maturity model
provides a solid foundation for managing ISE implementation and
assessing progress. The Integrated ISE Investment and Performance
Process supplements the Framework with a methodology that uses
performance results to drive investments and to allocate resources to
the most effective programs and initiatives. In addition to
strengthening internal management of the ISE, the Framework provides
Executive Branch and Congressional oversight bodies with a clearer
picture of ISE plans and progress allowing them to address issues in a
timely manner.
on-going challenges and priorities
These accomplishments notwithstanding, the breadth and complexity
of the challenges to effective and efficient information-sharing remain
formidable. Differing missions, overlapping ``turf'' conflicts,
resource constraints, bureaucratic inertia, and agency ``tunnel
vision'' still exist and impede information sharing among ISE
participants.
Cultural change remains the most difficult hurdle of all. To bring
the ISE to maturity, a number of priorities need to be addressed in
collaboration with State, local, and Tribal governments and our private
sector partners. The following list highlights some of these
priorities:
Institutionalize the Nationwide Suspicious Activity
Reporting Initiative (NSI).--We need to institutionalize a
Nation-wide capability to gather and share SAR information in a
manner that facilitates the maintenance of National security
while continuing to protect privacy rights and civil liberties.
Improve Support to Federal, State, Local, and Tribal
Partners.--This includes: ensuring that fusion centers and
other State and local agencies have access to the classified
and unclassified Federal information they need; increasing the
flow of fusion center information and analyses to other SLT
agencies and the Federal Government; and examining long-term
sustainability issues regarding State and major urban area
Fusion Centers so that they operate at a baseline level of
capabilities.
Implement the CUI Framework.--Fully implement policies and
processes in accordance with the CUI Registry (to include
technology and training initiatives) to support agencies'
transition to the CUI Framework.
Protect Privacy and Civil Liberties.--Institutionalize
Federal privacy policies, incorporate ISE privacy requirements
in agency training, and encourage States to implement mostly
common privacy policies equivalent to those of the Federal
Government.
Reduce Improper Classification to Enhance Information
Sharing.--Eliminate ``need to know'' requirements and
protocols, and eliminate overuse of originator controls that
can impede the ability to discover and share information.
Improve ISE Security.--Adopt common standards and processes
for security clearances, identity management, and role-based
access to improve controlled sharing among all ISE
participants.
Implement Reciprocity Policies and Practices for Clearances,
Systems, and Facilities.--Align Federal security policy
regarding facilities, personnel, and information technology
(IT) systems, and adopt the principle of security reciprocity
in all Federal agencies and with SLT and private sector
partners.
Coordinate Investments for Terrorism-Related Initiatives.--
Track agency budgets, reduce overlaps and gaps in funding, and
monitor investments in order to drive agencies to use
compatible technologies and business processes and to maximize
the use of scarce resources.
the way ahead
The progress achieved in implementing the ISE since its inception
has continued to move us toward the vision set forth in the ISE
Implementation Plan in 2005 of ``a trusted partnership among all levels
of government in the United States, the private sector, and our foreign
partners.'' But the work is not yet done. With the adoption of the ISE
Framework we now have a management structure in place that will help us
not only realize the goals of the ISE as conceived in IRTPA, but will
also contribute to the goal of intra- and inter-government
collaboration that is integral to the administration's Open Government
Initiative.
Mr. Carney. Colonel Fuentes for 5 minutes, please.
STATEMENT OF COLONEL JOSEPH R. FUENTES, SUPERINTENDENT, NEW
JERSEY STATE POLICE
Mr. Fuentes. Good morning, Mr. Carney and Ranking Member
Mr. McCaul. I find myself sitting in the room once again with
my distinguished congressional Representative from New Jersey
and trying to live up to his expectations.
Thank you, Congressman.
When it comes to information sharing and intelligence, I am
also sort of the thorn here between two roses. These are the
experts, my colleagues, Mr. Smith authoring the Markle Report,
a much dog-eared and referenced document on many committees
that I serve on, and it is a very preeminent document.
As to Ambassador McNamara, I want to thank him certainly
from the bottom of my heart and on behalf of all the
initiatives that are going on in State and local right now.
Much of what I am about to say here relates to a robust
Information Sharing Environment, and that is largely an
attribute of the Ambassador's talent and strong sense of
collaboration as Program Manager of the ISE.
He has effectively and successfully navigated the PM-ISE to
a watershed of national information-sharing initiatives that
will continue to have a profound impact on improving our
Nation's homeland and hometown security. Make no mistake about
it those two things are connected very strongly.
In many ways he established within the PM-ISE Office the
integrity and reputation of a neutral third party, certainly
not easy to do, creating and refereeing a mutually beneficial
information-sharing environment across the spectrum of
intelligence and first responder agencies.
I know I join everybody that I work with and on the many
committees that I am on in wishing him well in the future and
thank him very much for what he has done.
I would like to just frame the remainder of my remarks
around the issue of fusion centers and their critical link to
the effect of Federal, State, Tribal, and local information
sharing in this country.
First off, the success of information sharing will hinge on
the adherence to privacy interest and civil liberties. I have
attended numerous information-sharing summits and stakeholder
meetings sponsored by the IACP, DOJ, and DHS, and the issues of
policy and privacy are always and foremost closely linked to
those discussions.
Each fusion center is required to submit a privacy policy
that is guided by a Federal matrix which must be approved by
DOJ and DHS. Since 2007, the Bureau of Justice Assistance has
developed privacy policy templates and provided training and
technical assistance to the fusion centers. In conjunction with
the national Suspicious Activity Reporting Initiative that the
Ambassador mentioned, there has been numerous training that was
provided by the Bureau of Justice Assistance that has been a
tremendous aid to those of us who must manage fusion centers.
As a matter of fact, the first time that the SAR initiative
was used was on Inauguration Day in January. More than 4,000
police officers were trained in recognizing suspicious
behaviors, and it was one of the first times that the SAR was
used. Obviously the success and the safety of that event is
testament to the success of that initiative.
Presently, there are 72 fusion centers in this country, 50
of which are State-designated fusion centers, 22 are urban area
security initiative fusion centers that are either located in
the major cities or in densely populated regions. They are at
varying levels of maturity, which raises some concerns for
purposes of this discussion, but they are guided in their
evolution by a set of baseline capabilities that have been put
out by the Global Committee, Bureau of Justice Assistance, PM-
ISE, and DHS.
I am impressed by this administration's commitment to
fusion centers, as is evident in both the words and the actions
of Secretary Napolitano.
Besides DHS and DOJ support for the fusion centers, I would
like to once again highlight the work of BJA that has been a
leading partner in providing training and technical assistance
in helping all the fusion centers to achieve baseline
capabilities.
Fusion centers bring all the relevant partners together to
maximize the ability to prevent and respond to terrorism and
criminal acts, using an all-hazards, all-crimes approach. By
embracing this concept, these entities will be able to
effectively and efficiently safeguard our homeland and maximize
anticrime efforts.
So often terrorism is found to have linked itself--and,
sir, Mr. Carney, you mentioned it was Zaid Jarrah. He was
stopped for a traffic offense, and had we had that information
just a very few days before 9/11, there may have been more
action that could have been taken.
So there is constantly a nexus between terrorism, crime,
and traffic, that we are sort of on the front lines with that,
all the police in this country; and aggressive traffic and
criminal enforcement is a way to resolve some of the issues of
terrorism.
The national strategy for information sharing calls for the
fusion centers to be the backbone of information sharing
involving State and local governments. The fusion centers help
to organize and channel the information flow from the numerous
Federal partners so that it is usable and actionable to the
States and to the locals.
The fusion centers have a very difficult job, and that is
to harness the 18,000 State, local, and Tribal law enforcement
agencies into an effective collection process so that the eyes
and ears in the community of 1 million police officers in this
country can collect the dots of information that arise in the
routine course of their duties, where those leads are going to
generate good investigations, and then be assured through the
fusion center that there will be a place to connect those dots,
if warranted, and produce lead value information so that
terrorist plots or criminal plots or conspiracies can be
interdicted.
In 2006, our Homeland Security Adviser, Dick Canas, came
before this subcommittee and announced the soon-to-be-opening
Regional Operations and Intelligence Center in the State of New
Jersey. That center has been open now for 3 years. It contains
the New Jersey Office of Emergency Management, the State EOC,
Emergency Operation Center, Mobile 911 Call Center, a Watch
Operation Center and an analysis element.
If I can just quickly talk about two of those components,
sir?
Mr. Carney. In the question phase, please.
Mr. Fuentes. Absolutely.
Mr. Carney. Thank you.
[The statement of Mr. Fuentes follows:]
Prepared Statement of Joseph R. Fuentes
July 30, 2009
Good morning Madame Chair Harman, Ranking Member McCaul and
distinguished Members of this subcommittee. My name is Rick Fuentes and
I serve as the Colonel and Superintendent of the New Jersey State
Police (NJSP). I also serve as the Chair of the International
Association of Chiefs of Police (IACP) Homeland Security Committee and
am a member of the Global Intelligence Working Group and Global's
Criminal Intelligence Coordinating Council. Global includes over 30 law
enforcement and criminal justice professional associations that have
developed data standards, privacy policy, identity management, and the
National Information Exchange Model (NIEM) which has allowed the
Program Manager for the Information Sharing Environment (PM-ISE) and
the U.S. Department of Homeland Security (DHS) to move faster in the
State local and Federal information-sharing effort focused on terrorism
and all crimes.
I am grateful to this subcommittee for their strong advocacy for
and pursuit of more effective and efficient means of information
sharing between all levels of law enforcement in the interest of public
safety. I want to thank you, Madame Chair, for including a
representative of State and local law enforcement in your hearing
today. That sends a very positive message to the more than 18,000
agencies represented by IACP as this Nation's largest constituency of
law enforcement and of this subcommittee's willingness and eagerness to
solicit that viewpoint and perspective.
First, I would like to thank and congratulate my distinguished
fellow panelist, Ambassador McNamara. Much of what I am about to say
relates to a robust information-sharing environment that is largely an
attribute to the Ambassador's talent and strong sense of collaboration
as Program Manager of the ISE. He has effectively and successfully
navigated the PM-ISE through a watershed of national information
sharing initiatives that will continue to have a profound impact on
improving our Nation's homeland and hometown security. In many ways, he
established within the PS-ISE office the integrity and reputation of a
neutral third party, creating and refereeing a mutually-beneficial
information sharing environment across the spectrum of intelligence and
first responder agencies. I wish him well.
I would like to frame the remainder of my testimony around the
issue of fusion centers and their critical link to effective Federal,
State, Tribal, and local information sharing in this country. First
off, the success of information sharing will hinge on the adherence to
privacy interests and civil liberties. I have attended numerous
information sharing summits and stakeholder meetings sponsored by IACP,
U.S. Department of Justice (DOJ) and DHS and the issues of policy and
privacy are closely linked in those discussions. Each fusion center is
required to submit a privacy policy guided by a Federal matrix to DOJ/
DHS for approval.
Since 2007, the Bureau of Justice Assistance (BJA) and DHS have
developed privacy policy templates and provided training and technical
assistance to the fusion centers. In conjunction with the National
Suspicious Activity Report Initiative (referred to as SAR), BJA and
other partners have opened up the training and data formats to the
privacy community and privacy advocacy groups. BJA, in conjunction with
the PM-ISE, the Washington, DC, Metropolitan Police Department and
others introduced the SAR effort to support the security of the
Inaugural Day activities in January 2009. More than 4,000 police
officers from the National Capital Region were trained on behaviors and
privacy issues. This training was also shared with the American Civil
Liberties Union (ACLU) and recommendations on their part were
incorporated into the training.
Presently, there are 72 recognized fusion centers in this country,
50 of which are State-designated fusion centers and 22 are Urban Area
Security Initiative (UASI) fusion centers either located in the major
cities or densely populated regions. They are at varying levels of
maturity, but are guided in their evolution by a set of baseline
capabilities formulated in collaboration with their Federal partners.
I am impressed by this administration's commitment to fusion
centers, as evident in both the words and actions of Secretary
Napolitano. Besides DHS and DOJ support for the fusion centers, I'd
like to highlight the work of BJA. BJA has been a leading partner in
providing training and technical assistance to the fusion centers in
helping them to achieve baseline capabilities. Each year, BJA manages
the National Fusion Center conference attended by more than a thousand
law enforcement executives, Federal authorities, fusion center
directors, and analysts. BJA has been able to harness the great work of
Global to support and jump-start many initiatives needed to support the
fusion centers, such as governance, intelligence commander training,
and the use of fusion center liaison officers. It is important to note
that this assistance is provided free of charge to the States and
cities. To date, more than 160 individual technical assistance services
have been delivered.
Fusion centers bring all the relevant partners together to maximize
the ability to prevent and respond to terrorism and criminal acts using
an all-hazards, all-crimes approach. By embracing this concept, these
entities will be able to effectively and efficiently safeguard our
homeland and maximize anticrime efforts.
The National Strategy for Information Sharing calls for the fusion
centers to be the backbone of information sharing involving State and
local governments. The fusion centers help to organize and channel the
information flow from the numerous Federal partners so that it is
useable and actionable to the States and locals. The fusion centers
also aim to harness the 18,000 State, local, and Tribal law enforcement
agencies into an effective collection process so that the eyes and ears
in the community of 1 million police officers can collect the dots of
information that arise in the routine course of their duties and be
assured that there is a place that will connect the dots, if warranted,
and produce lead value information that will reduce the threat of crime
and terrorism.
Although guided by a Federal blueprint to achieve a baseline
operational competency, the fusion centers are functions of State and
local governments. In order to achieve sustainability, fusion centers
will need to go beyond the baseline in responding to the needs and
priorities in their respective States. Those needs will vary and may
include criminal street gangs, drugs, guns, or cross-border illegal
immigration.
In 2006, New Jersey's Homeland Security Adviser, Richard Canas,
came before this subcommittee and spoke of the upcoming opening of the
Regional Operations and Intelligence Center (ROIC), pronounced
``Rock,'' New Jersey's State-designated fusion center. The New Jersey
State Police has executive agency responsibility in the ROIC. The ROIC
houses New Jersey's Office of Emergency Management, the State Emergency
Operations Center (EOC), the mobile 9-1-1 Call Center, an Analysis
Element and a Watch Operations Center.
Watch Operations is where the State-wide deployment of State Police
hazardous material and emergency management specialists, tactical entry
personnel, canine, aviation, marine, bomb, and arson assets are
coordinated and where there is constant situational awareness of State-
wide traffic and road conditions, weather events, toxic spills, school
evacuations, bomb threats, National and international terrorist events,
and general law enforcement operations. Information on these events are
packaged in concise summaries and disseminated to pertinent customers
through more than 70 email notification groups. The New Jersey State
Police, New Jersey Office of Homeland Security and Preparedness, New
Jersey Transit Police and the Port Authority of New York and New Jersey
Police Department all occupy seats in Watch Operations. The Office of
Homeland Security also manages and staffs the State's terrorism tip
line.
The anecdote to the siloing of information takes place in the
ROIC's Analysis Element, a vibrant and collaborative information-
sharing environment comprised of representatives and analysts from
State Police, DHS, FBI, ATF, Federal Air Marshals, Immigration and
Customs Enforcement, Coast Guard, N.J. Division of Fire Safety,
Philadelphia Police Department, and Newark Police Department. There are
no shoulder patches or egos there. At 10:00 a.m. every weekday morning,
these agencies gather in what we call ``the huddle'' to brief each
other on the current threat environment and to set priorities,
particularly those that require imminent analysis and dissemination.
Operating with an ``all-hazards, all-crimes'' approach and a
customer philosophy of ``give us a quarter's worth of information and
we'll provide you with a dollar's worth of analysis and lead value
intelligence information,'' the Analysis Element is the tip of the
spear in Governor Corzine's State-wide Anti-Crime Plan to reduce
violence and promote safe neighborhoods. Information-sharing
initiatives that carry acronyms such as NJ Crime Track, NJ POP
Collective, NJ TAG, NJDEx and NJ-Trace are connecting police records
management systems around the State through federated search inquiries,
targeting criminal street gangs, providing hotspot analysis, trending
on State-wide violent crime and tracking the illegal spread of
firearms. Addressing the latter, I'd like to provide you with
information on NJ-Trace, an effective Federal and State anti-crime
initiative.
In order to maximize the lead value of a firearm recovered in a
crime, the ATF has a program called e-Trace that tracks the history of
a firearm back to its source purchase. This program allows ATF to
discern patterns in firearms sales that have a short ``time to crime;''
in other words, the span of time from original purchase to its use and
recovery in a crime. This statistic can effectively identify firearms
traffickers and gun dealers engaged in illicit sales practices.
Unfortunately, to submit a firearm to e-Trace required a voluntary
effort on the part of a busy police officer to navigate several
computer screens beyond the routine stolen weapons inquiry or put
together a handwritten sheet to be faxed to ATF. Until recently, only
one-quarter of all firearms recovered in a crime in New Jersey were
submitted to ATF for e-Trace.
Working with ATF, we interposed the ROIC Analysis Element in the
exchange of information between the police officer and ATF, so that e-
Trace requests to ATF and responses back to the police officer were
captured and analyzed by the ROIC crime analysts. In this manner, we
could share information on the spread of illicit firearms across local,
county, and State boundaries. We named this fusion center initiative
NJ-Trace and established a Gun Crime Center within the ROIC Analysis
Element.
New Jersey State Attorney General Anne Milgram issued a directive
to all county prosecutors and law enforcement agencies in New Jersey
mandating the reporting of all crime-recovered firearms through NJ-
Trace. Every time a police officer runs an NCIC computer inquiry to see
if a recovered firearm is stolen, a message pops up in the center of
the screen reminding the officer that they will not receive a response
without first conducting a gun trace through ATF. That trace entry is
transmitted to the ROIC's Gun Crime Center and entered into the ATF e-
Trace program by a ROIC analyst. ATF responses are sent back to the
requesting officer's agency and to the Gun Crime Center in the ROIC.
Less than a year after the implementation of NJ-Trace, police
submissions to trace crime-recovered firearms have increased from 25
percent to almost 90 percent. The Gun Crime Center analyzes results and
looks for State-wide patterns and trends for recovered firearms used in
violent crimes and to seek out those individuals who traffic in those
firearms. Last week, as a result of NJ-Trace, State Attorney General
Milgram announced 11 separate State indictments against 12 individuals
for trafficking firearms.
What I have just described in the ROIC is an all-hazards, all-
crimes approach to information sharing and intelligence-led policing.
All information is first filtered for a nexus to terrorism, as
terrorism is a crime often facilitated by more overt criminal
behaviors. The purchase or theft of firearms, the purchase or
manufacture of fraudulent identity documents, funding streams through
narcotics sales or transporting contraband such as explosives all
provide police with many more opportunities to preempt or interdict
actions that may be precursors to or actual terrorist activities. Those
opportunities might be lost if police departments did not pursue
aggressive criminal and traffic enforcement policies. And that
enforcement could not achieve a greater law enforcement and public
safety objective if the means and processes to collect, connect, and
analyze disparate events did not reside in a State-wide, regional or
local fusion center.
With much accomplished, and the need to continue the progress of
the PM-ISE, the path ahead in information sharing is not clear of
obstacles. Challenges to information sharing include the following:
1. A commonly recognized and accepted security clearance across
Federal agencies.
2. Fusion centers are confronted with the need to query dozens of
information systems. The solution is the adoption of a
migration to a common data standard, such as NIEM, that would
standardize search terms to enhance data interoperability
between fusion centers and those systems at all levels.
3. Use of fusion centers as broadcast outlets for elevations in the
DHS Homeland Security Advisory System and other alerts,
warnings, and notifications.
4. Funding the continued deployment of Federal analysts to the
fusion centers.
5. Funding the training and accreditation of analysts to promote
uniform best practices in the fusion centers.
6. Going beyond the baseline to help fusion centers achieve
customer satisfaction at all levels of law enforcement.
7. Nation-wide rollout of the SAR initiative.
8. The establishment of a research and development function within
DOJ or DHS to explore social networking and communication
technologies that could, with appropriate security safeguards,
enhance analytical capabilities, and facilitate information
sharing.
There are many success stories that demonstrate the progress we are
making in the area of information sharing. There are still many issues
to solve but the good work that has been demonstrated in the use of
NIEM, the development of fusion centers, the roll out of the SAR
initiative and the move to establish State-wide or regional
intelligence academies bodes well for the future and our ability to
sustain sound levels of homeland and hometown security.
I thank you for your attention and would be happy to answer any
questions you may have.
Mr. Carney. Mr. Smith, please summarize for 5 minutes.
STATEMENT OF JEFFREY H. SMITH, STEERING COMMITTEE, MARKLE
FOUNDATION
Mr. Smith. I will try to do this in less than 5 minutes,
Mr. Chairman.
Mr. Chairman, Mr. McCaul, it is an honor to appear here
this morning on behalf of the Markle task force, and I am
grateful that you put my full statement in the record.
I also want to join my colleagues and this committee in
thanking Ambassador Ted McNamara. The Nation owes him our
thanks for a job well done; however, as the Ambassador's report
acknowledges, much work remains.
In March of this year, the Markle task force released a
report that found nearly 8 years after the September 11 attacks
the United States is still at risk. Policymakers from the
President to local police chiefs still need better information
to defend our homeland.
The good news is that new laws have been passed and, in our
judgment, no further legislation is required at this point.
Unfortunately, however, the sense of urgency has diminished.
Congress and the President must provide robust oversight and
leadership to help ensure that officials charged with
implementing these laws do so vigorously. This hearing this
morning is a step in the right direction, and again I commend
the subcommittee for its leadership.
Our task force's report makes concrete recommendations for
addressing the cultural, institutional, and perceived
technological obstacles that are slowing progress on
information sharing. Let me use the remainder of my time to
discuss three areas where we think future work is needed.
First, strong, sustained leadership from the President and
Congressional oversight are needed. Although the Program
Manager--ISE has made great contributions, the position is
widely but incorrectly seen as an adjunct of the intelligence
community. The White House is currently taking action to
improve the existing structure, but we think additional
strength needs to be added to the position of the Information
Sharing Council, and the White House--the good news is, the
White House has taken increased ownership of this issue. We
take heart from these early actions, but it is critical that
the official charged with leading the Government-wide
coordination of information-sharing policy have adequate
horsepower to drive interagency coordination; otherwise,
wasteful, duplicative efforts by individual agencies working
independently are inevitable.
Many believe that this official should be appointed by the
President and confirmed by the Senate. This will ensure
accountability to Congress and will increase the position's
clout, providing the necessary horsepower to overcome the
bureaucratic resistance and turf wars that stymie progress.
Giving the official some budgetary authority should also be
considered.
The second point, all Government information relevant to
National security should be discoverable and accessible to
authorized users while audited to ensure accountability.
Authorized users must have the capacity to discover and locate
relevant information, a capability we call discoverability. The
Director of National Intelligence issued a directive last year,
ICD-501, that is a step in the right direction, but the
implementation of this will be critical.
Third, enhanced Government-wide privacy and civil liberties
policies must be developed. The PM-ISE has taken good first
steps, but much remains to be done. The guidance, in our
judgment, that has been provided by the PM-ISE is still too
vague. We suggest a series of very specific measures in the
privacy field that we think should be taken. Among those are,
of course, the early creation and populating of the Privacy
Oversight Board, which sadly has languished.
With that, Mr. Chairman, I will end a little bit early and
look forward to your questions.
[The statement of Mr. Smith follows:]
Prepared Statement of Jeffrey H. Smith \1\
---------------------------------------------------------------------------
\1\ Member of the Markle Foundation Task Force on National Security
in the Information Age and Senior Partner at Arnold & Porter LLP. I am
grateful for the assistance of Nicholas Townsend, an associate at
Arnold & Porter, and Daniel Friedman, a summer associate from Harvard
Law School.
---------------------------------------------------------------------------
July 30, 2009
Chair Harman, Ranking Member McCaul, I appear today as a member of
the Markle Foundation Task Force on National Security in the
Information Age and would like to thank you for holding this hearing
and taking the initiative to improve information sharing by dedicating
your time and energy to this critical issue. Making information sharing
a top priority is essential to safeguard our National and homeland
security.
The Markle Task Force's most recent report found that, although we
have made much progress, we are still vulnerable to attack because--as
on 9/11--we are not able to connect the dots. At the same time, our
civil liberties are at risk because we don't have the Government-wide
policies in place to protect them as more powerful tools for
intelligence collection and sharing information emerge.
Our Government cannot identify, understand, and respond to 21st
century threats, such as cyber attacks, terrorism, and energy security,
without the collaboration and sharing of information across the
Federal, State, and local levels and with the private sector so
fragments of information can be brought together to create knowledge.
The Information Sharing Environment (ISE) was created by Congress to
improve our ability to know what we know about terrorist threats. The
ISE was intended to effect a ``virtual reorganization of government,''
allowing communities of interest to work on common problems across
agency boundaries and between Federal, State, and local governments,
and the private sector--wherever important information could be found.
Ambassador McNamara recently released the Third Annual Report to
Congress on the ISE. I am pleased to testify with him this morning and
believe the Nation owes him our thanks for a job well done. But much
work remains. Under his leadership as the Program Manager for the
Information Sharing Environment (PM-ISE), progress has been made toward
reducing the barriers to information sharing that persist throughout
Government. The ISE has made substantial strides in developing the ISE
framework and policies, training, and guidelines for sharing
information. However, as the PM-ISE's report acknowledges, there is
still a great deal of work to be done.
The Markle Foundation Task Force on National Security in the
Information Age, on which I have had the privilege of serving since its
inception, recently released a report \2\ that found that our Nation
remains at risk. Unfortunately, the sense of urgency on information
sharing has diminished in the nearly 8 years since the
9/11 attacks. Old habits die hard. The ``need-to-know'' principle and
stovepiping of information within agencies persist. The Markle Task
Force's 2009 report makes concrete recommendations to address the
cultural, institutional, and perceived technological obstacles that are
slowing the implementation of laws intended to facilitate the flow of
information and create new ways of collaborating.
---------------------------------------------------------------------------
\2\ Nation at Risk: Policy Makers Need Better Information to
Protect the Country (2009). All of the Markle Task Force's reports are
available at http://www.markle.org/.
---------------------------------------------------------------------------
I would like to take the remainder of my time to briefly outline
the Task Force's core recommendations and to discuss three specific
areas in detail where future work is needed--
(1) Strong sustained leadership from within the Executive Office of
the President (EOP) and Congressional oversight are needed to
drive information sharing;
(2) All Government information relevant to National security should
be discoverable and accessible to authorized users while
audited to ensure accountability; and
(3) Enhanced Government-wide privacy and civil liberties policies
must be developed.
I hope my comments will give this subcommittee a better sense of
how far the Government has come toward a trusted information-sharing
environment and what steps we believe still need to be taken to provide
policy makers at all levels of Federal, State, and local government
better information so they can make the best decisions to protect our
country.
i. the markle task force's core recommendations
Before turning to a detailed discussion of the three areas where we
believe more work is needed, let me provide a brief overview of the
Markle Task Force and the four core recommendations in our most recent
report. The Markle Foundation Task Force on National Security in the
Information Age is a diverse and bipartisan group of experienced former
policy makers and National security experts from the Carter, Reagan,
Bush, Clinton, and Bush administrations, senior executives from the
information technology industry, and privacy advocates. Under the
leadership of Zoe Baird and former Netscape CEO Jim Barksdale, the
Markle Task Force has released four reports \3\ recommending ways to
improve National and homeland security decision making by transforming
business processes and the way information is shared while at the same
time protecting civil liberties.
---------------------------------------------------------------------------
\3\ See Markle Found. Task Force, Nation At Risk: Policy Makers
Need Better Information To Protect The Country (2009); Mobilizing
Information To Prevent Terrorism (2006); Creating A Trusted Information
Network For Homeland Security (2003); and Protecting America's Freedom
In The Information Age (2002), available at http://www.markle.org/
markle_programs/policy_for_a_networked_society/national_security/
projects/taskforce_national_security.-
php.
---------------------------------------------------------------------------
The Task Force has worked closely with Government officials, and I
am pleased to report that the Government has taken many of our
recommendations to heart in both legislation and Executive Orders.
Chair Harman and this subcommittee deserve special recognition for
their hard work on improving information sharing.
In March, the Task Force published its most recent report in the
hope that it would help the Obama administration, which now includes
several former Task Force members, develop information-sharing
priorities. The report's four core recommendations, which are
summarized below, emerged from common themes that arose during the Task
Force's interviews with officials in the Executive Branch and Congress
on the current state of information sharing.
First, Congress and the administration must provide strong,
sustained leadership to reaffirm information sharing as a top priority.
There is unfinished business in implementing an information-sharing
environment across all Government agencies that have information
important to National security, including State and local
organizations. We are at a critical moment where top-down leadership
and immediate action at the start of the new administration are
required. If there is another terrorist attack on the United States,
the American people will neither understand nor forgive a failure to
have taken this opportunity to get the right policies and structures in
place.
Second, authorized users must have the capacity to discover and
locate relevant information quickly and efficiently--a capability
called ``discoverability.'' Data should be tagged with standardized
information that can be indexed and searched. Using a decentralized
system of discoverability, rather than large centralized databases,
simultaneously improves our security and minimizes privacy risks by
avoiding bulk transfers of data. When combined with an authorized use
standard, discoverability ensures that users obtain what they need, but
only what they need. This authorized use standard would permit an
agency or its employees to obtain information based on their role,
mission, and a predicated purpose. We also recommend strong auditing
throughout the system, which would allow for improved enforcement of
the authorized use standard and would contribute to enhanced
information security.
Third, the Obama administration should develop Government-wide
privacy and civil liberties policies for information sharing to match
increased technological capabilities to collect, store, and analyze
information. These policies should be clear, detailed, transparent, and
consistent, and must provide direction on hard issues while allowing
agencies the flexibility that their different missions and authorities
may require. Such policies are necessary both for the American people
to have confidence in their Government and for the users of the
information-sharing framework to have confidence that their work is
lawful and appropriate.
Fourth, the President and Congress need to overcome bureaucratic
resistance to change by transforming the culture with metrics and
incentives. Mission-oriented metrics are necessary to move away from
the ``need-to-know'' culture and stovepiping of information that
persists in many agencies and towards adoption of a ``need-to-share''
principle. Accountability and transparency should be joined with
performance incentives and training to expose failure and reward
success. Additionally, users should be empowered to drive information
sharing by forming communities of interest. When individual users
insist on better information, more effective practices are likely to be
put in place to align information flows with user needs.
Although the Task Force's recent work has largely focused on the
Federal Government, our recommendations are applicable at the State and
local level as well. State and local law enforcement have an essential
role to play in protecting our homeland security. A cop on the beat may
have information that can stop the next attack, but he needs to know
what to look for and how to report it. To keep our country safe,
information must be shared effectively, not only within the
intelligence community (IC) and among Federal agencies, but also among
Federal, State, and local governments and with key private sector
partners. As outlined in the PM-ISE's annual report, the Nationwide
Suspicious Activity Reporting (SAR) Initiative (NSI) has been a major
focus of the ISE over the last year. The program has enjoyed
enthusiastic support from the LAPD and other State and local
participants. But more work needs to be done, including a careful
examination of the role of fusion centers.
ii. strong sustained leadership from within the eop and congressional
oversight are needed to drive information sharing
The PM-ISE has made great contributions to enhancing information
sharing. Ambassador McNamara's recent report says that a comprehensive
information sharing policy requires coordination between five
communities--Intelligence, Foreign Affairs, Homeland Security, Law
Enforcement, and Defense--that cut across all levels of government.
However, the PM-ISE's report does not discuss the significant
challenges the PM-ISE faces coordinating those five communities from
within the Office of the Director of National Intelligence (ODNI).
Today, the PM-ISE is widely, but incorrectly, seen by those in the
other four communities as part of the intelligence community; as the
subcommittee knows, his mandate is much broader.
The White House is currently taking steps to improve the existing
structure by carrying out key information-sharing work under the
auspices of the EOP. In a July 2, 2009 memorandum, Assistant to the
President for Homeland Security and Counterterrorism John Brennan took
important steps in three key areas. First, Mr. Brennan's memo
identifies effective information sharing and access as a ``top
priority'' of the Obama administration and says ``senior-level
attention'' to this issue is crucial. To advance this priority, the
Information Sharing Council (ISC) is being integrated into the
Information Sharing and Access Policy Interagency Policy Committee
(IPC), so that the ``important work of the ISC will move forward under
the auspices of the Executive Office of the President.'' The position
of Senior Director for Information Sharing Policy has been established
within the EOP. The Senior Director will be the Chair of the IPC and
will lead the interagency policy process and identify information
sharing and access priorities going forward. Second, the White House
has initiated a comprehensive review of information sharing and the
ISE, which the Markle Task Force recommended as a key step to ensure
Government-wide focus and coordination. Third, Mr. Brennan notes that
the importance of effective information sharing extends beyond
exclusively terrorism-related issues.
The Markle Task Force takes heart from these early actions by the
White House, which are largely in line with the Task Force's
recommendations. Although the Task Force supports these efforts, we
believe that it is imperative that the IPC and its Chair have adequate
horsepower to drive interagency coordination at a senior level. As a
general principle, the White House must assert strong sustained
leadership across all agencies with a National or homeland security
mission to assure that there is effective information sharing. Senior
leadership from within the EOP will ensure Government-wide authority to
coordinate the policies and procedures necessary for effective
information sharing, and provide the policy clout necessary to overcome
the bureaucratic resistance and turf wars that stymie progress.
Otherwise, wasteful duplicate efforts are inevitable as individual
agencies try to address information sharing independently.
Congressional oversight will be critical to ensure that Government-wide
efforts are being coordinated effectively.
It is our understanding that the administration is considering
several possible structures for information sharing to leverage the
accomplishments of the PM-ISE and recognize the role of the Chief
Information Officer in the ODNI and other agencies. There are a variety
of possible models, including: (1) An approach similar to the Director
of the Office of National Drug Control Policy, (2) expanding the PM-
ISE's mandate and making him the Co-Chair of the IPC, or (3) giving the
Chair of the IPC greater authority.
It is critical that the official charged with leading Government-
wide coordination of information sharing policy: (1) Have the
President's clout behind him, and (2) be responsive to Congress. Many
believe this official should be appointed by the President and
confirmed by the Senate. This will ensure accountability to Congress,
like other Senate confirmed officials in the EOP, such as the Director
of the Office of Management and Budget or the Associate Director and
Chief Technology Officer in the Office of Science and Technology
Policy. Congressional oversight is essential to the success of
information sharing because the oversight process can help ensure that
the individual charged with making information sharing a reality is
held accountable for producing measurable progress toward a safer
country. In addition to improving oversight, a Presidentially-appointed
and Senate-confirmed position will have increased policy clout,
providing the necessary horsepower to drive interagency coordination.
Moreover, serious consideration should be given to providing some
budget authority to the official charged with leading the Government-
wide coordination of information sharing. Budgetary certification
authority would greatly increase the official's ability to ensure that
agencies are adhering to the administration's information sharing
policies. Similar authority has been granted in other contexts to
officials such as the Director of the Office of National Drug Control
Policy.
Broadening the Scope of Information Sharing.--In light of the
current financial crisis and growing budget pressures, we need to do
more with less. An effective information-sharing framework is not only
important to protect against terrorism; it can make the Government more
effective in areas like energy security and preventing a full blown
H1N1 pandemic this fall. Mr. Brennan's memorandum acknowledges the need
to expand the scope of information sharing beyond just terrorism
information. The lessons learned from National and homeland security
information sharing should be applied--under White House leadership--to
other Federal responsibilities, such as air traffic control and health
care. Congress should carefully examine the potential for broader
implementation of ISE best practices in order to improve information
sharing in other areas beyond terrorism. Broader implementation will
create an on-going need for a senior official at the White House to
drive effective information sharing from the top by continuing to
maintain pressure on agencies to effectively share information.
iii. all government information relevant to national security should be
discoverable and accessible to authorized users while audited to ensure
accountability
The PM-ISE's annual report focuses on developing infrastructure and
technology that can help make accessing and sharing information easier.
However, we believe greater attention should have been given in the
report to data users and how they can find and access information.
Intelligence Community Directive 501 (ICD 501), which was signed on
January 21, 2009, mandates wide-ranging actions to promote information
sharing throughout the IC. ICD 501 is not discussed in the PM-ISE's
report. Connecting the PM's work with ODNI's efforts on ICD 501 more
effectively could yield best practices with broad applications
throughout the Government. Specifically, the Obama administration needs
to take two steps--(1) Greater emphasis must be placed on
discoverability, and (2) the PM-ISE's determination regarding the
feasibility of an authorized use standard should be reassessed in light
of ICD 501.
Greater Emphasis on Discoverability.--As discussed in detail below,
the Obama administration and Congress should consider adopting a policy
that requires all agencies with a National or homeland security mission
to make their data discoverable. Discoverability is a critical
precursor to effective information sharing; making information more
accessible will help only if users are able to discover what
information is out there and who has that information.
The traditional information-sharing model requires either the
sender to know what information to send to whom (``push'') or requires
the end-user to know who to ask for what (``pull''). Whether push or
pull, there are too many doors on which to knock. The chances of the
right data holder and the right end-user locating each other and
sharing the right information are slim at best.
Discoverability through the use of ``data indices'' is thus a
critical precursor to an effective system of information sharing. These
indices serve as a locator service, returning pointers to data holders
and documents based on the search criteria used. Information not
registered in data indices is essentially undiscoverable. Think of data
indices as a card catalog at a library, where every aisle of the
library is the equivalent of an isolated information silo. Without a
card catalog to provide users with pointers to the location of books,
users would be left to roam the isles in the hopes of finding a
relevant book.
The technology to give users the ability to discover data that
exists elsewhere is readily available. However, in order to make data
discoverable, each agency needs to tag its data at the point of
collection with standardized information that can be indexed and
searched. Many agencies do not adequately tag and index their data, so
it is not readily discoverable, which undermines not only an agency's
ability to share the data with others, but also the agency's ability to
share within its organization. The DNI recently took an important step
towards implementing such a system by signing ICD 501, which requires
all IC agencies to make all information collected and all analysis
produced available for discovery by automated means.
ICD 501 only applies to the IC. An effective information sharing
framework will require increased discoverability across the Government,
so that data users will be able to find and have access to information
across agency lines. Therefore, the Obama administration and Congress
should place a high priority on broader discoverability as the first
step toward effective information access. The technology is readily
available--all that is needed is Government-wide policy guidance and
implementation. The administration should establish a policy that
requires all departments and agencies with a national or homeland
security mission to: (1) Tag their data at the point of collection; (2)
contribute key categories of data (e.g., names, addresses, passport
numbers, etc.) to data indices; and (3) follow through on implementing
widely available means to search data indices.
We are pleased that the PM-ISE's annual report discusses creation
of output-related goals and metrics, such as the ISE Maturity Score
Card. The administration should build on these metrics by adopting more
concrete outcome-oriented metrics. One of the first metrics should
focus on discoverability because data indices are an essential
precursor for effective information sharing. This metric should measure
what percentage of an agency's data holdings have been registered in
the data indices directory. Additionally, just as the private sector
uses Quality Assurance scenarios to test the performance of critical
system requirements, the administration should conduct on-going tests
across Federal, State, and local organizations to determine how the ISE
scores according to certain critical system requirements.
The Feasibility of an Authorized Use Standard Should be
Reassessed.--Improved discoverability must go hand-in-hand with a
trusted system that will facilitate access to the data indices and the
information to which these indices point (in the library analogy,
access both to the card catalog and the book itself). An authorized use
standard provides a model for such a system. Under such a standard, a
Federal, State, or local agency or its employees obtain mission-based
or threat-based permission to discover, access, or share information,
as opposed to the current system which relies on originator control
limitations, U.S. persons status, and place-of-collection rules.
Congress asked President Bush to consider adoption of an authorized
use standard in the 2007 9/11 Commission Recommendations Implementation
Act. The PM-ISE discussed what he viewed as potential obstacles to
implementation of an authorized use standard in his 2008 Feasibility
Report. The report concluded that an authorized use standard was not
feasible. Yet none of the objections in the report were technical in
nature; commercial off-the-shelf technology enables the use of such a
standard and can address perceived obstacles such as identity
management. Moreover, an authorized use standard would not require
amendment of statutes, such as the Privacy Act, and it would be in full
compliance with the vital principles underpinning the constitutional,
statutory, and regulatory requirements currently in place.
We believe the PM-ISE's determination that an authorized use
standard is not feasible should be revisited in light of ICD 501 and
pilot projects that are testing these concepts in the field. The IC has
started down the path toward phased implementation of an authorized use
standard with ICD 501. ICD 501 incorporates many principles from the
Markle Task Force's previous work on authorized use. For example, ICD
501 requires that information collected or analysis produced must be
available to authorized IC personnel who have a mission need for
information and an appropriate security clearance. As part of ICD 501,
the National Security Agency has designed a new collaborative system
that will link disparate intelligence databases to support field
operations in Iraq and Afghanistan. This system, which is currently in
testing, is designed to address the challenge of providing data
gathered from multiple agencies to authorized users based on different
privileges. It represents a good first step that indicates that
implementation of an authorized use standard is feasible.
Other organizations are also undertaking pilot projects that will
test the Markle Task Force's recommendations. As the subcommittee
knows, the Project on National Security Reform (PNSR), led by Jim
Locher, is working on the issue of improving national security
decisionmaking. I am privileged to serve on the ``Guiding Coalition''
for PNSR and am pleased to advise the subcommittee that PNSR has
adopted not only the spirit of the Markle Task Force's approach to
information sharing, but also many of our specific recommendations.
PNSR has been exploring with several Government agencies the
possibility of a pilot project that would incorporate the basic
elements of a fully integrated information sharing system. I hope that
the administration will conduct such a pilot project, and I encourage
this subcommittee to support this pilot project and to monitor its
progress. Such real-world tests can help reassess the feasibility of an
authorized use standard.
iv. increase privacy protections
As detailed in the PM-ISE's annual report, the PM-ISE has issued
ISE privacy guidelines and the ISE Privacy Guidelines Committee has
published a ``Privacy and Civil Liberties Implementation Workbook'' and
several associated documents, such as Policy Development Tools and
Privacy Policy Outlines, to help agencies implement their own privacy
policies. These are a good first step, but much more remains to be done
to develop policies to assure both the public and Government officials
that privacy and civil liberties are protected while information is
shared. Clear, detailed, and consistent policies are necessary to
protect privacy and civil liberties.
Few agencies have produced privacy policies to date because there
is little incentive for them to do so. Of the 17 agencies that were
supposed to develop their own privacy policies, only three have
produced such policies, a paltry 18 percent. By way of comparison,
State fusion centers are required to submit privacy policies by a
certain deadline in order to receive Federal grant money. Of 70 fusion
centers, 80 percent have submitted policies. ISE agencies should be
given a 30-day deadline to submit privacy policies to the PM-ISE for
approval, and failure to meet deadlines should result in concrete
penalties--including loss of funding.
Moreover, merely having a privacy policy is not enough. To date,
the PM-ISE guidelines and associated documents are more advisory than
directive--they tell the agencies to address various privacy and
security principles, but do not tell them how to do so. A comprehensive
privacy policy must provide direction and consistency on hard issues.
Yet the PM-ISE guidelines do not address many of the most challenging
issues. For example, the guidelines state that all agencies must comply
with the Privacy Act, but they do not address many of the difficult
questions about who gets what information for what purpose under what
standard of justification.
The Obama administration should promulgate Government-wide policies
on privacy and civil liberties that provide consistency and direction
on hard issues while allowing agencies the flexibility that their
different missions and authorities require. Such a policy should
address: (1) Auditing of both data quality and data flows; (2) enhanced
fidelity of watchlists; (3) deployment of access and permissioning
systems based on carefully defined missions and authorities; (4) clear
predication for collection and retention of data; and (5) redress
systems that offer a meaningful opportunity to challenge adverse action
and that ensure that corrections or qualifications catch up with
disseminated data.
The President and Congress should also act within the next 60 days
to nominate and confirm members to the Privacy and Civil Liberties
Oversight Board. Congress re-chartered the Board to strengthen its
independence and authority, but the new Board has never come into
existence. The statutory charter for the new Board gives it a role both
in providing advice on policy development and implementation and in
reviewing specific programs.
Finally, the ISE should take advantage of technological tools to
minimize the risk of unintended disclosure of personally identifiable
information. In his March 2008 Feasibility Report, the PM-ISE found
that although data anonymization has the capacity to improve privacy
protections, it was technologically infeasible. This determination
should be revisited in light of technological advances. There are now a
number of commercially available technologies, including anonymization,
strong encryption, and digital rights management, that can help protect
privacy and civil liberties as well as information security. Moreover,
both privacy and security protections can be enhanced through the
decentralized approach to discoverability outlined above because this
approach avoids bulk data transfers minimizing both privacy and
security risks. When locator and topic information are transferred to
the index, the underlying information isn't transferred until the user
requesting it is authorized and authenticated, reducing the risk of
unintended disclosure.
Building the information-sharing environment should entail the
development of new and more powerful privacy protections. But existing
guidelines do not require agencies to provide any more protection than
they already offered. Much work is needed in this area.
In conclusion, Madame Chair, it has been a privilege for me to
appear before the subcommittee today. I commend this subcommittee for
its leadership on these issues. Sustained leadership is vital because a
waning sense of urgency in the nearly 8 years since the 9/11 attacks
means that old habits of withholding information are returning. The
United States must not become complacent about improving information
sharing in the face of the current financial crisis and in the absence
of a new attack. This subcommittee has a critical oversight role to
play in order to ensure that measurable progress is made on information
sharing.
Much more needs to be done. Now, at the start of the Obama
administration, is the moment for breakthrough progress on information
sharing. The Markle Task Force will continue to work with Congress and
the Obama administration to find practical solutions to the critical
homeland security issue of information sharing. The Task Force has
concrete recommendations for steps that can be taken today to ensure
that decision makers at all levels get better information so they can
protect the Nation. Our recommendations are neither complicated nor
technically difficult. They require attention to implementation and
strong, sustained leadership.
It is important to have a public dialogue about this vital issue. I
would like to thank the subcommittee for having this hearing to
facilitate that essential dialogue. I look forward to working with you
and am happy to answer any questions you may have.
Mr. Carney. Thank you Mr. Smith.
I want to thank all of you for your testimony. Its length
is only an indication of its importance, so we really wanted to
drill down into the issues you raised.
I will remind each Member that he or she will have 5
minutes to question the witnesses, per round. I will now
recognize myself for 5 minutes.
Mr. Ambassador, you offered in your testimony to share your
personal observations. Please, that is my question to you;
please share those observations.
Mr. McNamara. Thank you, Mr. Chairman. I can be very brief.
There are five points I would like to make.
One, I believe the PM should be a Presidential appointee
who reports to the White House and the Congress, independent of
any agency, as an honest broker. I think this is critical, and
it is the one role that we have been able to perform which has,
in fact, loosened up some of those cultural rigidities and
enabled us to act in the successful, I believe, manner that we
have.
Second, the Program Manager needs to be a senior official
with extensive interagency experience and a recognized ability
and stature to manage major bureaucratic issues. This is
important because, in fact, the Program Manager works 90
percent of the time with the interagency. In fact, it is an
interagency job. Every aspect of information sharing crosscuts
different agencies so that there is no one agency that I go to
and expect to get full implementation of these crosscutting
issues. They are all multiagency issues.
Third, we need to strengthen, I think, the effectiveness so
that the Program Manager, in addition to being the Program
Manager should, I believe, be the Chair of the White House
Interagency Policy Committee on Information Sharing that
reports to the deputy committee.
Fourth, I think the PM Office should continue until the ISE
is fully mature. Although it exists and is functioning it is
not fully mature yet. Also it should remain until the ISE is
well-anchored in State and local government practice and do all
of this in as brief a period as possible.
Fifth and finally, at full maturity, I want to point out
that the ISE functions will not end. What will come to an end,
I expect, at full maturity is that the office will go out of
existence, but the functions will be institutionalized in
agencies throughout the Federal Government, and those agencies
will be acting as Executive agents carrying out the functions
that are now being performed by the PM-ISE Office.
That has, I think, already begun. If you take a look, we
have turned over to NARA, that is the Archivist of the United
States, the CUI function. That function is being performed
primarily as an executive agent by NARA.
Suspicious activity reporting, we expect, as I mentioned,
to bring that to maturity in the next 6 months to a year. I
expect that the Department of Homeland Security and the
Department of Justice will be able to take on that function.
The other functions--fusion centers, privacy, and civil
liberties--remain to be institutionalized. As they are
institutionalized, as I see it, the agencies will act as agents
for the Federal Government working with the State and locals.
Those, I think, are the answer to what is the future of the
Program Manager's Office.
Mr. Carney. I appreciate those observations. One question
that kind of popped in mind immediately was, in your opinion
and based on your experience, how long for maturity? What sort
of time frame are we looking at?
Mr. McNamara. I have been asked that several times in
recent weeks especially.
It is difficult for me to put a specific time frame on it.
What I can say is that I believe we have gone just beyond the
tipping point recently; that is to say we are not going back to
the old way of doing things. That is not an option.
The option is to move forward. The tipping point having
been reached, there are several paths to go forward, and there
is not just one solution. I think we are about roughly halfway
toward that maturity level.
Now, since it has taken us 3, 3\1/2\ years, and we are
halfway there, one might imagine another 3, 3\1/2\ to do it.
But I think, as has been mentioned here and certainly has been
mentioned to me, the train left the station rather slowly. I
would say that of that half that we have now accomplished of
getting towards full maturity, fully half of that was done in
the last year. So we are picking up momentum, we are moving
faster. Therefore I would hope it would not be a full 3, 3\1/2\
before it comes to full maturity.
I welcome the incoming administration, the current
administration's immediate and vocal support for this as a
priority. I also, by the way, want to say how much I
appreciated the support I got from the former administration
throughout my 3\1/2\ years as they built with me and with the
State and local and private sector people the foundation phase
of the ISE. We have completed the foundation phase; now comes
the final push to maturity.
Mr. Carney. I appreciate that so much.
I now recognize the Ranking Member from the subcommittee,
the gentleman from Texas, Mr. McCaul, for questions.
Mr. McCaul. I thank the Chairman. I would like to ask some
questions about the program managers--some of the current
authorities.
But before I do that, I would like to ask Colonel Fuentes:
The example of the hijacker, a 9/11 hijacker, was mentioned in
the opening statements. He was on a CIA watch list, was pulled
over by a State trooper, obviously was not forwarded.
Would that be--how would that be different in today's
scenario under this new program?
Mr. Fuentes. Well, there is a database that is routinely
checked when you do an NCIC, National Criminal Information
Center inquiry, which is pretty routine on a motor vehicle
stop. It is called a VGTOF. It is a database that has violent
criminals, gang members in it, including the terrorist watch
list.
So notification would be near instantaneous if that was
run. Then there would be guidance that would be provided to the
police officer or to the trooper to hold that person possibly
for additional inquiry, perhaps by a member of the Terrorism
Task Force, or simply to note a location, a license plate, a
name, other occupants that are in the vehicle.
But that police officer would now be guided in ways that
were probably unimaginable prior to 9/11.
Mr. McCaul. So you feel very confident if that type of
person was pulled over today they would be detained?
Mr. Fuentes. My confidence is building every day, sir.
Mr. McCaul. The suspicious activity reporting, how is that
working?
Mr. Fuentes. Well, the suspicious activity reporting is a
very good initiative that really looks at what are the routine
activities that a police officer does every single day.
Responding to a report of somebody taking photographs of
planes taking off at an airport: There could be a completely
normal reason for doing that and there may be a nefarious
reason for doing that. That information is captured when a
police officer responds, it goes into a records management
system; and then, prior to the initiation of the SAR, it would
have languished, it would have simply been part of that records
management system. Now, with the SAR process, that information
is captured in that records management system by the fusion
center and it is compared to other records management systems.
So that car that might have been sitting, for instance,
taking pictures of a refinery on the side of the New Jersey
Turnpike 2 days later also comes up in the record, perhaps
another record in another county or another municipality of
being next to another refinery. So when you put those two
things together, interest in that individual heightens
considerably. Maybe they are writing a book or maybe they have,
you know, another motive that the police need to take a look
at.
That is the purpose of the SAR, to use the information that
is routinely developed over the course of a police officer's
shift and then collate and compare that within the records
management system to see if there is any behavior that you
should be taking a look at.
Mr. McCaul. Thank you. My time is limited. I don't know if
we will have another round of questions, but I do want to talk
about the Program Manager authority.
Ambassador and Mr. Smith, if you would like to weigh in on
this, your authorities are set forth in section 216 of the
Intelligence Reform and Terrorist Prevention Act, yet section
218--1018 seems to take away a lot of that authority, abrogate
a lot of that authority.
I wonder if you could comment on that, in the future the
Program Manager having more authority; and also, how is that
going to--how is this position going to work in conjunction
with now the new position of senior director for information
sharing policy within the Executive Office of the President?
Mr. McNamara. Well, let me quickly answer the second
question because my answer is that I really don't know how it
is going to mesh, because the White House is the one that is
going to make the decisions and the calls on that and not I.
However, the senior director for information sharing and
information issues is not entirely new since there was one in
the outgoing administration also. But this one has taken on--
appears to be taking on a higher role and a more pronounced
role. But I really don't have the answer to that because no
announcements have been made as to what the structure is, and I
am not involved in that aspect of it.
Quickly, on 1016 and 1018, indeed, as you note, the
authority on 1016 seems to be quite strong, but there is 1018
which says that this shall not interfere with existing
authorities, and then it lists a whole bunch of agencies and
agency heads. The result is that the Program Manager is less
the manager of the ISE than the negotiator and conciliator and
kind of compromiser to produce the ISE.
One area that I think--as I mentioned in my list of things
that needs to be done, I think the Program Manager needs to
have a much stronger role in the budget process. Right now, as
a result of our cooperative approach with OMB, we do get an
insight into the budget process on information sharing issues
and how the budget is being used by several of the agencies to
implement information sharing initiatives, but it is a partial
look at a partial number of agencies. We are not--we don't have
a regular seat at the table when it comes to budget issues. I
think that is something that needs to be done.
Mr. McCaul. I see my time has run out, but let me just make
a final comment.
I think and recommend to the Chairman that we look into
both these statutory provisions to see if there are changes we
can make to strengthen the role of the Program Manager.
Ambassador and Mr. Smith, I look forward to your
recommendations as to how we can achieve that.
With that, I yield back.
Mr. Carney. I would like to assure the gentleman we will
have at least one more round of questioning and continue with
this. It is something that we can do from the Oversight
Investigations Management Subcommittee as well.
I will now recognize other Members for questions that they
may wish to ask the witnesses. In accordance with committee
rules, I will recognize Members who were present at the start
of the hearing based on seniority on the subcommittee,
alternating between Majority and Minority. Those Members coming
in later will be recognized in the order of their arrival.
I now recognize for 5 minutes the gentleman from Texas, Mr.
Green.
Mr. Green. Mr. Chairman, I would yield to Mr. Pascrell and
assume a later position.
Mr. Carney. Without objection, so ordered.
Mr. Pascrell for 5 minutes, please.
Mr. Pascrell. I thank the gentleman from Texas, and thank
you, Mr. Chairman.
Ambassador McNamara, I want to thank you for your service.
You have really moved us down the field to what we want as a
truly integrated system in this country. We still are part of
the problem, this side of the table and throughout the
Congress, in that the Secretary, your very boss over the last
3\1/2\ years, can still be brought before 108 different
oversight committees in the House of Representatives. We are
not moving off that dime, and that is why we are stuck.
This committee I know wants to move forward, but again it
is only one of the committees. We created the Department of
Homeland Security. When we did that, it was done with the idea
that we could house all our critical domestic security agencies
under one roof; and in that environment, we would have the kind
of information sharing between the agencies that we feel could
have prevented the 9/11 attacks.
Unfortunately, the lack of information sharing, not only
between different agencies but within agencies, continues to be
one of the biggest problems we face in the Congress.
Colonel Fuentes, you know that I am really proud of what
you have cited today, because New Jersey is really a role model
in terms of State agencies throughout the country on the
forefront of providing bottom-up intelligence and operations.
You have made that a core of the operation, yourself and
Homeland Security Director Richard Canas. It makes the State of
New Jersey's Homeland Security infrastructure so effective.
There are some things, Mr. Chairman, we do well in New
Jersey, and there are some things we are trying to improve
upon.
Colonel Fuentes, can you talk more about how information is
shared within the State of New Jersey and how this is an
integral part of Governor Corzine's State-wide crime plan? I
would appreciate if you could especially hit upon two effective
programs--I think they are effective--in our State: the New
Jersey Data Exchange, New Jersey DEx; and the suspicious
activity reporting, NJ-SARS; and finally how do you think we
can best apply these practices on the Federal level.
Mr. Fuentes. Well, we are a small State with a lot of
police departments, so we are shoulder to shoulder. Everybody
knows everybody; that makes the environment a little bit
easier.
Although the State is not a large State, there are 479
full-time police departments and 21 county prosecutors' offices
and 21 county sheriffs' offices. That is a lot of information
that needs to be collected. Our fusion center has operated as a
junction box, so to speak, for pulling that information in.
But mostly the purpose of every fusion center,
incidentally, not just ours, is to produce tactical and early
warning products on issues that are of imminent concern. That
is always going to be first and foremost: Terrorism.
New Jersey is a 9/11 State. New Jersey State Police have
lost three troopers in the last 30 years in shoot-outs with
domestic terrorist groups. The case that almost never gets
mentioned is the 1988 arrest of Yu Kikumura, a member of the
Japanese Red Army, on the New Jersey Turnpike, arguably the
first attempt of attack on this country by an international
terrorist group.
In addition to that, on 9/11, we lost communications to our
force in the entire north part of the State.
So the experience of terrorism is not one that is certainly
lost on us. So the idea of putting a fusion center together
actually occurred right after 9/11, and it evolved to where we
are right now with a great deal of Federal help and partnership
and a lot of advice by the two gentlemen that are to my left
and to my right.
I mention homeland and hometown security because, if you
are aggressive on crime and criminal enforcement, you are going
to develop the information that could get you to the terrorist
plot.
You mentioned NJ-DEx, Congressman. That is in line with the
National Data Exchange program at the Federal level, which is
pulling together information from the States, you know, to the
Federal agency. What we did in New Jersey is--and we are in the
process; this is evolving--is to have a Google-type search with
appropriate security clearance to police agencies, police
officers, troopers who can run a name both for deconfliction
purposes and to see if anybody else in the State may be working
an investigation, a criminal investigation, that would aid
their own.
We went up on this program literally months ago and just
recently dumped 300,000 investigation reports, complete with
narratives, into that database; and now two counties in New
Jersey have done the same, and we are looking to build that
through 21 counties. So that program is a very, very robust
program and is one that I think is going to produce a lot of
results in terms of reducing crime in the State of New Jersey.
You mentioned the SAR program. The SAR program--and the
Ambassador can certainly tell you a great, you know, more about
that program--has been used in a number of other cities, I
think perhaps as many as 40 or 50 up to this point. New Jersey
is just beginning to come on line with that program.
One of the places we are taking a look at employing that is
actually Atlantic City. In the aftermath of both the Mumbai and
the Jakarta attacks, we are very sensitive to the fact that we
have 14 casinos in Atlantic City, and making sure that there is
proper communication between those casinos. That information of
suspicious activity in each one comes into the fusion center
and that is compared to the others to see if we can produce
lead value information.
So we are excited about both the programs that you
mentioned, and they are evolving, and I think are going to hold
great promise for the future for us and the State.
Mr. Pascrell. Thank you, Colonel.
Thank you, Mr. Green.
Thank you, Mr. Chairman, for your courtesies.
Mr. Carney. Of course.
The Chair now recognizes for 5 minutes my good friend from
Pennsylvania, Mr. Dent.
Mr. Dent. Thank you, Mr. Chairman. For the record, I want
it to be known, I do love New Jersey. My mother-in-law is from
Phillipsburg. When New Jersey does things well, we consider New
Jersey part of greater Pennsylvania, I just want you to know
that. Seriously. I had to get that off my chest.
Ambassador McNamara, what do you see as the next steps for
this whole Information Sharing Environment, this ISE? What do
you think the Obama administration plans are for ISE?
Mr. McNamara. Well, once again, on the second question, I
would like to leave that to the Obama administration officials
who have just come in, who are now getting themselves settled,
warming the chairs and taking action. I will leave it to them
to talk about that.
I listed my priority areas that I think need to be looked
at. Interestingly enough, in my conversations with the incoming
administration, they seemed to have roughly the same priorities
as I just listed. I think it is important that we look at
this--and let me very briefly refer back to Congressman
Pascrell's remarks about the problems with crosscutting issues,
as I refer to them.
Both--I think both the Executive Branch and the Congress
need to restructure the manner and the way they handle
crosscutting issues. You have--in the administration, agencies
get the authority, agencies get the funding. When someone like
me comes along, or the individual who runs--is supposed to run
and is running the cybersecurity program or a whole range of
other crosscutting, interagency issues, we are appealing to
agencies to do what is in the common good.
But the agency has its own missions, its own perspectives.
Each agency--I am dealing with 17 of them every day of the year
for the last 3\1/2\ years, 17 different agencies who have
agency missions that they have to accomplish. Their budgets are
limited, and for them to move their budgets the way I want them
to move it is not easily done. Crosscutting issues, it seems to
me, have got to be dealt with by the Executive in a different
way.
I think also the committee system in the Congress leads to
agency focus and agency attention. It doesn't address
crosscutting issues in the way that it needs to be done. Now, I
don't know exactly how one would restructure the crosscutting
issues that the Executive Branch has to deal with, nor would I
suggest--I am not expert enough to suggest--how the Congress
should adjust its structures.
But it seems to me that in this 21st century these
crosscutting issues are becoming more and more numerous. I cite
as an example of that, in a demonstration of the truth of that,
look at all the so-called ``czars'' that keep popping up
downtown. They are not really czars; they are like me. I have
been referred to as the ``information sharing czar,'' and
believe me, I am not a czar; I am almost a petitioner at times.
Because the agencies are the czars, just as the committees
are the czars up here.
Mr. Dent. Can I just follow up on that line of thought?
So then, what kind of incentives or, in some cases,
penalties are in place for organizations or individuals to
encourage or reprimand actions, you know, to bring about a
greater sharing of security-related information?
Mr. McNamara. Well----
Mr. Dent. If there aren't any incentives or penalties,
should there be?
Mr. McNamara. There are some, but they are relatively weak
incentives as compared with the incentives to fulfill the
agency's main mission, which may not be information sharing,
although information sharing underlies much and many of the
agency missions.
What I think needs to be done is that a shift in the manner
in which resources are allocated needs to be done.
If you are going to have a crosscutting issue such as
information sharing, such as cybersecurity, such as--well, you
name it, they are out there. There are dozens of them, drugs,
et cetera. Then the way the resources are allocated have to
take into account, starting with the legislation, in my
opinion, and going on through the administrative allocations in
the Executive Branch, have to take into account crosscutting
issues; otherwise, the noncrosscutting issues will get
priority.
Mr. Carney. Thank you.
The Chair now recognizes the gentleman from Texas for 5
minutes, Mr. Green.
Mr. Green. Thank you, Mr. Chairman.
I thank the witnesses for appearing.
I would like to, because he is retiring again, thank
Ambassador McNamara for your services.
Sir, you may not and you probably would not want to be
referred to as a kingpin, but you clearly are a linchpin in
this process. You have become sort of the glue that has bonded
a lot of our intelligence services together, and I thank you
very much for your service to your country.
My suspicion is that this is not the last time we will see
you. My suspicion is you have a lot of productive years ahead,
and we will find you back in Government services at some point.
Although I don't want to speak for you; that is just my
suspicion.
Now, let me speak, if I may, quickly to Mr. Smith. Mr.
Smith, I have information on you but very little on the
foundation. Can you tell us just briefly a little bit about the
foundation?
Mr. Smith. Of course. The Markle Foundation is
headquartered in New York. It is chaired by Zoe Baird, and has
been--it is a foundation that has been in existence since the
mid-1930s. The task--among it is other achievements are, it has
done a lot of funding for Children's Television Workshop. In
fact, Big Bird is one of their creations.
The Task Force on National Security in the Information Age
emerged after 9/11 when Ms. Baird and Jim Barksdale of Netscape
got together and decided that something needed to be done, and
the task force was created. Most of us have volunteered our
time. We have issued now four reports over the years and,
frankly, are pleased at the reaction that our reports have
gotten.
Mr. Green. Thank you.
To the Ambassador and to you, Mr. Smith, the Privacy and
Civil Liberties Oversight Board, the first question is, has
that board come into being in the sense that we now have it
staffed and we have appointees to it?
Ambassador, I will start with you.
Mr. McNamara. The board came into existence. It did have
members and a staff, but it, for reasons not completely clear
to me, sort of became inactive within 6 months to a year of its
standing up. I believe now there are no members actively
engaged and the board is moribund.
Mr. Green. Can you briefly tell us what the function of the
board was or should be?
Mr. McNamara. Yes. It was briefly to be an independent
reviewer of the policies relating to privacy and civil
liberties throughout the Government, and it was to act as--I
have referred to it several times as kind of the Good
Housekeeping Seal on privacy and civil liberties policies as
practiced by the Federal Government.
Mr. Green. Do you see worth in this board?
Mr. McNamara. I see enormous worth in that board.
One of the problems that I have had in dealing with privacy
and civil liberties issues is when I have put forward policies
and issued them, it would have been easier and I think more
credible if I could have submitted those policies to this board
and had them comment on it. We could have made changes,
adjustments, et cetera, and then had them endorse it in effect;
tell us that, okay, that is fine, go ahead and issue it.
Mr. Green. I am running short of time, and I apologize.
Mr. Smith, do you have comments that you would like to make
about the privacy and oversight board?
Mr. Smith. Yes, Mr. Green. I think it is critical that the
President promptly name people and that the Senate confirm
them. The problem is, in the last administration, some of the
people that had been named got tangled up in confirmation
issues on the Senate side.
I think it is critical that this board be named and that it
be very active. So I encourage this committee to keep the heat
up.
Mr. Green. Thank you.
I have many other things, but I want to go to you, Colonel,
to be fair to everybody, make sure everybody has a chance to
say something. You had two observations that you wanted to
make. Did you have an opportunity to make the observations?
Mr. Fuentes. Basically, everybody has a copy of those
opening remarks, which basically just describe some of the
function of the two most important components in the fusion
center, and I would--I certainly don't have to take up the time
here.
Mr. Green. This is your opportunity, tersely and concisely.
Mr. Fuentes. I have already sort of inferred to what the
analysis element does. That is really where the fusion takes
place in the fusion center. That is a very collaborative
environment involving a lot of Federal partners, DHS, FBI,
Coast Guard, DEA, ICE. There are no shoulder patches, and there
are no egos in that group.
Every morning they get together at 10:00 a.m. They have a
huddle. They talk about what everybody knows from their
respective agencies. They figure out what the priorities should
be for the day, and especially if any information that is being
generated in that meeting should be disseminated very, very
quickly out to the law enforcement partners, to fire
departments, wherever, in the State of New Jersey.
Most of the initiatives that I mentioned that Congressman
Pascrell brought up, New Jersey SAR, NJ-DEx, NJ Trace, which
looks at weapons that are recovered in crime, the gang work
analysis that gets done up there, plus products that may relate
to international or domestic terrorist investigations, Mumbai.
One case in point, without being asked, the fusion center
in a couple of days put together a product, ``What Does the
Mumbai Attacks Mean to the State of New Jersey and the
Infrastructure That is in the State of New Jersey?'' Certainly
instructions to tactical teams, police teams who may have to
respond to these events. As you certainly all know from Mumbai,
there was a secondary ambush that was set up on those
responding teams.
In every single one of these events, there is a lesson to
be learned. The fact that we are sitting in little old New
Jersey and not in some other place of the world that
experiences this more, the lessons of what goes on around the
world are very, very important to us, and that is really the
essence I think of information sharing and the best thing that
we can get out of it.
Mr. Green. Thank you, Mr. Chairman.
I yield back.
Mr. Carney. Thank you.
The Chair now recognizes the gentleman from Indiana, Mr.
Souder, for 5 minutes.
Mr. Souder. Thank you.
Part of the reason I am on this committee is I was working
to coordinate narcotics efforts before 9/11, and this, Homeland
Security, has become a lot like narcotics in stovepiping and
laying another over in effect.
A friend of mine sent me a joke about Congress seeing a
scrap yard in the middle of the desert. We hire a watchman.
Then we decide the watchman needs training, and so we hire
people to train him. Then he needs pay, and so we hire people
to pay him. Then we need people to write the reports on all
that. Then we need to have supervision over that and how he is
going to interrelate. Then we decide to cut the budget and lay
off the watchman, but the bureaucracy is there.
Sometimes in homeland security and in narcotics, it seems
to me we keep layering. Part of the goal here is how to enforce
it. There are some fundamental things in here, some that we
have touched on. We have tried in Congress in the Drug Czar to
give him the ability to decertify the budget, but no Drug Czar
had the courage to do it because they have to get along with
each agency. Afterwards, he doesn't have as much line because
it is a staff like a czar. We have tried red-flagging.
That would be one way to give each kind of czar person the
ability to put some kind of red flag that they are not meeting
their criteria, which would be less than complaining about the
budget. We have tried oversight in the Government Reform and
Oversight grade cards. But that is hard to do if you don't have
inside people leaking information to you, and then they tend to
get destroyed in whistle-blowing even with the protection
because you want to move up and not do that.
But, clearly, we have to find a way to do this, because it
is true in Education. It is true in National Parks. It is true
in every category of government, this crosscutting of different
agencies. But it is really severe here, because Homeland
Security has a big share of narcotics and immigration, which is
really--and traditional Customs, which is really the bulk of
what they do.
The No. 1 priority is prevention, which is a whole lot
riskier and harder than trying to catch criminals, because you
are dealing with more gossip, basically high-level gossip,
trying to speculate and put pieces together that haven't
occurred yet. The New York HIDTA is probably the best, where
New Jersey and Connecticut and New York pulled together and
basically have a terrorism and narcotics working together
there. But now, when we lay these fusion centers over, and the
fundamental question, because I am wondering how they are
interrelating with OCDEF and HIDTAs and so on, all of which
have two-thirds overlapping missions.
When we come here and say, let's change the need-to-know to
share, and we move into terrorism--and we already have been
having these problems for financial reasons--in other words,
agencies know if they don't claim the credit in narcotics
busts, they may not get funded by whoever is funding them. You
have ego questions.
But when we get into terrorism, it is even harder, because
here we are getting, the more you proliferate, the more you
potentially risk and burn your source, who may in fact get
killed, much like being in narcotics in the Mexican border. For
example, it may expose, even just saying--describing somebody,
when you put it on a notice, it may suggest to--if it leaks
out, what phone you have to have, what information you have.
Plus, a lot of it is gossip. It is kind of like a background
check on people when they had that stuff leaked.
I would like to have each of you briefly describe how you
ever think we can move from the practical need-to-know and
sharing, particularly as something as risky as terrorism.
Mr. Fuentes. Yes, sir. As far as OCDEF, the terrorism task
force, the HIDTA groups, that relationship is very good in the
State of New Jersey. I have personnel that are assigned in
large numbers, actually, to all of those entities. Their
representatives in the fusion center basically hook into the
databases that are proprietary to them.
You said something about information and the sharing of
information. When there is terrorism information, incidentally,
that should be the first filter that every single bit of
information should go through first, whether it appears to be
criminal or not.
My first concern is always going to be, when information
comes in, what does it mean to the State of New Jersey? How do
I have to redeploy my personnel to somehow counter that threat?
I will be honest with you; I don't need to know techniques.
I don't need to know tactics. I don't need to know
methodologies, how you got that information and where it might
have come from. I just sort of need to know the bottom line,
not what is below the tear line, for lack of a better term.
That may be the accepted term. I want the information quick,
and we want to be able to push it out quick.
I think, recognizing that, in a number of fusion centers
and especially in the discussions that have occurred, whether
it is in the global committee, IACP committees, the PM-ISE, is
that there is a sensitivity to that.
You know, classification of information has been a concern
of fusion centers and how you can get your hands on things that
you need. We are not quite there yet. I think Ambassador
McNamara referred to that. But I think we have come a long way.
That information gets to us pretty quickly. I know that it is
juggled elsewhere, and thankfully, I don't have to deal with
that.
Mr. McNamara. If I could just say a word or two on that.
No. 1, the information that is most generally used and shared
is not information that reflects on or leads to dangers for
methods and sources. That is a very small percentage of the
information that gets moved through the information-sharing
system. In fact, it is a very small percentage of the
information that generally is used by law enforcement, by the
intelligence community, and by Federal Government at large.
So it is a problem, but it has been my observation, and
that of experts much more knowledgeable than I, that in an
information-sharing environment, with the technology geared to
provide that protection, we are much better off than we are
today, without having an information environment and its
accompanying technology functioning for us.
I think the best example of that is the case of Hanssen,
who functioned as a spy getting access to information for 15
years, I believe over 15 years, before he was caught.
In an information-sharing environment, I think most experts
would agree that Hanssen wouldn't have lasted more than a
couple of years because the system would have, through various
algorithms and methods used to track the use of the information
by Hanssen and his access to that information, it would have
registered within the system and been sent to somebody saying,
this is out of the ordinary, check it out.
So I am not one who thinks that information-sharing
environments mean more information is loosely moved. I think it
is more accurate to describe an information environment, the
ones that we are trying to build and are building, as more
information is more tightly controlled so that it gets to the
individuals who need it to get their job done. Technology
offers tremendous advantages for moving information. Since we
can't go back to the pre-1990 way of handling information, we
really do have to move into the 21st century of information
management, as I refer to it.
The best example of that is your credit card. It is an
information-sharing environment, works world-wide. You only get
the information you need to work within the credit card system.
The bank gets what it needs. The store where you use the credit
card gets what it needs. But they don't get information that
doesn't apply to their jobs. There is double- and triple-
checking by the system to make sure that the information is not
misused. If somebody starts misusing it, the system, the
computers tell the humans that there is an anomaly here that
needs to be checked.
That is what I see as the information--something parallel.
It is not exactly like that, but it is something parallel to
that that we need to build in to the Federal Government
information management. It goes beyond information sharing. It
goes to information security. It goes to privacy and civil
liberties rules. It is very broad. It is a complex set of new
methodologies for managing information.
Mr. Carney. The Chair now recognizes for 5 minutes the
gentlelady from New York, Ms. Clarke.
Ms. Clarke. I want to thank both you, Mr. Chairman and
Ranking Member McCaul, for holding this very important hearing,
which explores the current status of and future outlook for
information sharing, the information-sharing environment.
I want to thank you, the witness panel, for appearing this
morning.
This issue is of particular importance to me, because
effective information sharing is a critical component of cyber
intelligence and cybersecurity, as has been indicated and
asserted by Ambassador McNamara in responding to Mr. Dent's
question.
As the Chairwoman of the subcommittee to this committee on
cybersecurity, the findings, it is important to highlight the
findings of both the ISE annual report and the Markle
Foundation's report, which only buttresses the results of the
President's 60-day cyber review report, which lists information
sharing as a key component.
The administration has stated that effective information
sharing and access throughout the Government is top priority,
and established the new position of the senior director for
information-sharing policy within the Executive Office of the
President to review current status of information sharing and
make recommendations to the President. Certainly, the new
senior director will work closely with the new White House
cyber coordinator.
So my question is to both Mr. Smith and Ambassador McNamara
and regarding the White House priority. One of the
recommendations in the Markle Report is to move the ISE into
the Executive Office of the President, and the report notes
that this change will give the PM-ISE Presidential backing and
therefore greater authority.
What additional positive effects would such a move have?
Mr. Smith. Well, first of all, Congresswoman, I am pleased
you raise cyber, because that really is a major threat we are
facing, and it is very difficult to get on top of this. So I
encourage you to keep focused on that.
We are also pleased that Mr. Brennan's announcement here of
about a month or so ago moved this--increased the level of
attention that the National Security Council would pay
attention to this and the creation of the senior director.
Ambassador McNamara has testified that he believes his
position should be Presidential appointment subject to the
advice and confirmation of the Senate, and that his successor
should also chair the Information Policy Counsel. I think that
is a very good idea and worthy of consideration.
I don't think we have a fixed view on what the right answer
here is, but the point is that the person should be in the
White House, should have a lot of horsepower, should be able to
speak for the President. One of the reasons behind the Senate
confirmation, on the other hand, was to make sure that the
individual was accountable to Congress. When we briefed our
report earlier to this subcommittee and to the Senate
committee, they were concerned that if this individual were
moved into the White House, he or she may no longer be
reachable by Congress. We don't think that is a good idea, and
I think this is yet to be developed. But these are
considerations that we believe ought to be taken into account.
Ms. Clarke. Ambassador McNamara.
Mr. McNamara. Thank you.
As I have said, I believe that the link between the White
House and the Program Manager's office and the functions of the
Program Manager is critical. It is a necessary link. It needs
to be strengthened, and I understand that the intention of the
current administration is to strengthen it.
I think there are two areas where that strengthening needs
to be done. One is in the policy role of the Program Manager
establishing the policies that will govern and implement the
information-sharing environment. Strengthening that is
important.
The second area where the strengthening needs to be done
is, as I have said before, with respect to the resource
allocation process. Those are the two areas where I believe
that the Program Manager needs additional support from the
White House. But also to be part of the White House process
would strengthen the Program Manager's position.
Ms. Clarke. Do you see any drawbacks to relocating the PM-
ISE?
Mr. McNamara. To relocating?
Ms. Clarke. To the White House authority.
Mr. McNamara. Well, with respect to the authorities to
function, I think the White House has a substantial role. If
you mean relocating, moving it out from the Director of
National Intelligence where it is now located, that is a
question for the White House to decide. It is primarily an
administrative connection.
I want to take this opportunity, since you asked the
question, to say that the three Directors of National
Intelligence have been among my strongest supporters over the
3\1/2\ years I have been in this job. One of the things we have
never had to worry about was the administrative issues and the
administrative processes for our office. We have been able to
focus on building the ISE because we knew that we were going to
get the resources for the functioning of the office, that is,
keep the lights lit, pay the employees, make sure the paper
clips are all coming in, and make sure the computer systems
work. We have gotten that without any trouble, and I think the
three Directors of National Intelligence have been
extraordinarily supportive of us.
Ms. Clarke. Well, thank you.
I yield back, Mr. Chairman.
Mr. Carney. Thank you.
The Chair now recognizes the gentlelady from Arizona, Ms.
Kilpatrick, for 5 minutes.
Ms. Kilpatrick. Thank you, Mr. Chairman.
I wanted to expand a little bit on the Ranking Member's
question regarding the NCIC. We are both former prosecutors,
and I know we have relied on that database. I represent a huge
rural district in Arizona. In fact, my congressional district
is bigger than the State of Pennsylvania. I have been working
with law enforcement in terms of interoperability problems, and
we have got a situation where we know that the drug cartels now
are using the back roads. They are taking advantage of the wide
open space, and they are moving faster than technology.
So my question to you is, what efforts are being made to
provide rural law enforcement officers in the field access to
NCIC databases, and then also the technology to allow them to
report suspicious activity?
We will start with you, Colonel Fuentes.
Mr. Fuentes. Thank you, ma'am.
To the best of my information, they should have access to
NCIC as a matter of the routine course of their patrol duties.
Would you be referring to access to the VGTOF database that I
described a little earlier?
Ms. Kilpatrick. Yes.
Mr. Fuentes. That, if I am not mistaken, also ties in with
the NCIC, that those databases have a link where one will ping
the other. If there is information in one, that will come back
in an NCIC response. That should be available to everybody in
this country to the best, again, to the best of my knowledge.
Where the fusion centers come in is, and this is very
crucial, because you are kind of bringing up a point that I was
going to make a little earlier on; if you have seen one fusion
center, you have seen one fusion center, which means that
beyond the baseline, there are individual customer needs in
every single State. It may be distinctly different in Arizona
than it is in New Jersey or than it would be in Iowa about what
those police chiefs or county sheriffs are going to need from
that fusion center. Obviously, cross-border illegal
immigration, drug cartel violence is going to be an enormous
issue in Arizona.
Quite frankly, Congresswoman, that is the responsibility of
that fusion center to recognize that those law enforcement
agencies in your State need that information. That is
compelling to them to do their job, if only from an officer's
safety standpoint.
Ms. Kilpatrick. Thank you.
Ambassador McNamara.
Mr. McNamara. Yes. A couple of points. Generally, when one
talks about fusion centers, we tend to look at the fusion
center as being a State or a major urban area institution. But
what your question brings up is the importance that the fusion
centers play for the smaller organizations and the rural areas
where the numbers and the sophistication of the agencies in
those rural areas is not the same as the major police chief,
major city police organizations, or the State police
organizations.
As Colonel Fuentes said, it is very important that the
fusion centers provide the services out to those rural areas,
the fusion centers can make the connections with NCIC when a
very small town police force doesn't have the capacity but does
have the capacity to get to the fusion center and ask the
fusion center's assistance to process data that it may not have
sufficient resources to process.
I think that as the fusion center network increases and as
fusion centers begin to look at their real role in their States
and in their regions, that they will see the tremendous value
that they can provide in services to rural police, rural
homeland security officials, rural mayors, et cetera. One of
the evolutionary elements in the fusion center network has got
to be the ability to move beyond the major urban areas and get
out to the rural areas of this country. In States like Arizona
and Texas border areas, that is critically important.
Ms. Kilpatrick. One follow-up question. Are you aware of
any efforts through your Department to expand that information
sharing in rural areas, aside from the fusion centers?
Mr. McNamara. That was going to be my second point. The
second point is, in addition to the fusion centers, if any law
enforcement agency that has the basic capability of linking its
computers into the fusion center network and/or the FBI's JTTF
networks, they can get the information directly if they want it
directly. In other words, if they want the raw information that
is in the NCIC, for example, but if they want it in a processed
form and they don't have the capacity to do it, then they can
plug into the fusion center.
So the two ways of getting it is either directly by simply
joining and actually getting the network capability that allows
you to join and connect with the NCIC or to go through the
fusion center to do the same thing.
Ms. Kilpatrick. Thank you.
I will tell you that my district has the least amount of
broadband coverage and cell phone coverage, telecommunications.
So the basic infrastructure just is not there at this time. But
we will keep working on it. Thank you very much.
Mr. Carney. I think we just have a couple more questions. I
have a question I would like to direct to Mr. Smith and to the
Ambassador.
Given the Markle Report and its recommendations, could you
please tell the panel where you think Congressional efforts
ought to focus on this issue?
Mr. Smith. One is always reluctant to give advice to the
Congress.
Mr. Carney. But we are asking this time.
Mr. Smith. It is an honor, Mr. Chairman.
I think the overall point we want to make is that this
needs to remain a high priority. Holding hearings like this is
very important, asking detailed questions. These have been very
good questions from the panel this morning. I really commend
you for doing your homework and asking hard questions.
There are a few things I might call your attention to. One
thing I had intended to mention in my opening remarks was there
are a lot of exciting things going on. One of them, for
example, is there is another group in Washington called The
Project on National Security Reform, which is a private
organization that has brought together people like Brent
Scowcroft and people of that level to focus on how to
reorganize national security to make and to improve
decisionmaking. One of the things that they have been talking
about doing is a pilot project working with some selected
agencies and the National Security Council to try to implement
some of Ambassador McNamara's recommendations on a very small
scale on information sharing.
I think one of the things this subcommittee ought to do is,
assuming that the administration does do this pilot program,
keep an eye on it, see how it is done. Encourage that kind of
thing. Because it is very hard to break through all of this.
I think another thing, Mr. McCaul mentioned section 1018. I
think you ought to take a hard look at that. That raises
questions more broadly than just Ambassador McNamara's position
because it gets into the relationship between the Director of
National Intelligence and the other agencies. That has caused
some problems that you may have noticed, unfortunately,
surfaced in the press, and these issues are now in the White
House for resolution.
So there are some things that can be done. Again, I think
certainly the Markle Task Force will remain in place. We are
honored to work with this committee, and anything we can do to
help move this process along we are happy to do.
Mr. Carney. Thank you.
Mr. Ambassador.
Mr. McNamara. I would say one of the most important things
that needs to be done in the coming months, in fact, I asked--I
called back in the fall of last year, that the year 2009 be the
year of sustainment for fusion centers. That is to say, the
year when we all focus on, how do we take the fusion center
networks that have developed and make them sustainable for the
long run?
My fear is that, as the Colonel mentioned, there are 72 of
them. No one has sat back and taken a look to see whether 72 is
the right number. They have grown up. They represent huge
differences in capabilities and focus of attention depending
upon the State and area and the region in which they are in,
all of which is quite proper. But I think it is time now, the
fusion centers have developed, and they are a cost and expense
for State and local authorities and for the Federal Government.
We ought to look very carefully at what constitutes a
sustainable fusion center network for this country for the next
15 or 20 years.
We have built something. We have built a capability that it
has grown so fast because the need was so high, but it has gone
far enough that I think we can now sit back and say, what do we
have to do to make sure that, A, it is sustainable? B, that the
fusion centers are doing what they ought to be doing and not
getting involved in things they might not be as properly
involved in?
So I would say, I would put that at the top of the list as
something the Congress can do. You can shed a lot of light on
what is the best fusion center network for this country over
the long run.
Mr. Carney. Colonel Fuentes, you probably have some insight
on that.
Mr. Fuentes. I couldn't agree more with the Ambassador. The
issue of sustainability has something to do with the discussion
with the Congresswoman about, is that fusion center in the
State making itself accessible to all of its law enforcement
partners and first responders?
Different fusion centers around the country have in the
course of their own evolution developed some best practices.
There needs to be, beyond the baseline, an export of those best
practices to other fusion centers that may be having difficulty
in their States. One of the things that was discussed a couple
weeks ago in the IACP intelligence summit was the formation,
perhaps within DHS, of the National Fusion Center Coordination
Group within DHS, of an auditing team, composed not necessarily
of members of the Federal Government but perhaps directors or
analysts from State and local or tribal fusion centers who can
go around the country on behalf of DHS and see that those
practices are established or encouraged, and even to do a bit
of a survey with the customers to see if that fusion center is
up to the standards that are expected of them since a lot of
them are funded in one way or another by Federal money. So it
should be the expectation of the taxpayers that they are doing
their job correctly.
Mr. Carney. Thank you.
My time has expired.
I now recognize the Ranking Member again for another 5
minutes.
Mr. McCaul. Thank you, Mr. Chairman.
Thank you, Ambassador, for that recommendation, certainly
one of the strongest ones coming from the panel, sustainment of
the fusion centers for the next decade.
Colonel, I am glad to hear that they are sharing best
practices. I think it is important that fusion centers have
independence to tailor their needs to local jurisdictions, but
at the same time, I think it is good that there is an
organization out there where you can share best practices and
make sure they are up to the standards they should be.
Mr. Smith, I wanted to follow up because you didn't have a
chance to answer my question last time about the program
manager looking forward. You did reference to 1018, the
language in section 1018; and also the role that, in going
forward, the role that the program manager is going to have
with the White House given this new senior director for
information-sharing policy. I just want to give you the
opportunity to respond to that.
Mr. Smith. Well, I appreciate that, Mr. McCaul. I wish to
associate myself with what Ambassador McNamara said.
Ideally, this is a job that should go away. I think one of
the things that happens in Washington is that doesn't happen
very often. So I think encouraging whoever the new program
manager is, for he or she to understand that one of their jobs
is to make their job go away by institutionalizing this across
the Government as much as possible. That may wind up shifting
the responsibility for the policy and the implementation into
the White House in some senior person who should be, in my
judgment, subject to Senate confirmation. I would give that
person, again, as Ambassador McNamara has suggested, some
budgetary authority. The drug czar is a pretty good model for
that. We have, in my judgment, too many czars at the moment.
But there does need to be some ability to work across all of
the Government.
So I think that the object should be to find some way of
creating a position that has the responsibility to ensure
policy, to develop policy, to ensure it is being carried out by
the agencies that, at the end of the day, have to execute it.
It is going to be hard to do that. But, again, this committee,
there are some ideas out there that are some pretty good ones,
and I encourage you to look hard at them and keep the pressure
up.
Mr. McCaul. Thank you for that response.
Ambassador, do you agree with that assessment?
Mr. McNamara. I do indeed. I agree completely.
I would say the second area where the Congress can really
make a contribution is to examine what I referred to as these
crosscutting issues. How are they managed by the Congress and
by the Executive? I think the system is broken with respect to
crosscutting issues. I spent 3\1/2\ years with a high-priority
crosscutting issue. The Congress can do a lot if it can sit
down, examine itself and examine the Executive Branch, and come
up with some new solutions to, how do you manage issues that
cut across 5, 10, and, in my case, 17, all of them major
agencies of the U.S. Government?
Mr. McCaul. Thank you for that. We look forward to working
with you in the future on your recommendations.
I yield back.
Mr. Carney. Thank you.
We now recognize the gentleman from Texas, Mr. Green.
Mr. Green. Thank you, Mr. Chairman.
I would like to address, if I may, Mr. Smith.
Mr. Smith, what I would like for you to do is, on a scale
of 1 to 10, I would like for you to--let's make it 1 to 5--I
would like for you to give me the grade that you would give
with reference to each of the recommendations that you have
made, I have five recommendations from your Nation At Risk
report released March 2009. So let's start with the No. 1
recommendation, which is to reaffirm information sharing as a
top priority.
I understand that ISE has been moved into the Executive
Office. I understand the recommendation that Congress hold
hearings, well, we are doing that. So on a scale of 1 to 5, how
do you rate recommendation No. 1?
Mr. Smith. I would give it a three-plus.
Mr. Green. Because time is of the essence, I probably won't
be able to accept a commentary. So if you would let me just
make a note that it gets a three-plus.
Let's move quickly to No. 2. We may come back if we have
time. No. 2, this has to do with discoverable and accessible
information. My understanding is that you would like to use
off-the-shelf technology. One to five, how do you rate it?
Mr. Smith. Three.
Mr. Green. Moving to No. 3, which deals with security and
privacy and protection, as we talked about the board, how do
you rate it? Within that you have three recommendations. I
won't go through all three of them, but you want a consistent
privacy policy. You want the President to nominate and confirm
people to the oversight board. You wanted Congress to conduct
the oversight. How do you rate this one?
Mr. Smith. One-and-a-half, one-plus.
Mr. Green. One-plus. All right.
Let's move to No. 4, which deals with the culture. You
would like to transform this culture from a need-to-know
culture to one that is more productive in information sharing,
still with only the appropriate persons having the appropriate
knowledge. You suggested that there be metrics and incentives
to do this. I appreciate many of the recommendations made, by
the way. I am going to try some of this in my office. Good
points. How do you score this one?
Mr. Smith. Three.
Mr. Green. No. 5, which deals with empowering the users and
what we call communities of interest. How do you rank this one?
Mr. Smith. Two.
Mr. Green. All right. Now, given that I know you want to
make comments, let me make one additional comment, and then I
will let you comment on whichever one you would like to give me
additional information on.
I would like to complement, if I may, Mr. Chairman, the
staff. I was remiss in not doing this earlier, and my fear is
that if I don't do it now, I may not, because they provided us
with a great deal of intelligence. It was very beneficial to
me. I don't come from the intelligence community, but they help
us to appear to be intelligent. So I thank the staff.
Now, with this said, we will hear from you, Mr. Smith. Give
us your comments, please.
Mr. Smith. Well, as a former Senate staffer, Mr. Green, I
greatly appreciate your appreciation of your staff.
I think there has been a great deal of progress. I may have
been a little too harsh in some of my grades, but I think it is
important to realize that we have a long way to go. The
building blocks are there, the basic outline is there.
Ambassador McNamara and his people have put together some
suggestions on architecture, on getting the technology in
place. Overall, within the intelligence community, the world
that I know best, there has been a great deal of progress, but
it is still really hard.
What I am also encouraged today to hear from Colonel
Fuentes is how the fusion centers are working, and I think that
that is an area where the rubber is going to meet the road.
Mr. Green. With 38 seconds left, one final question. On a
scale of one to five, how important is the oversight board?
Mr. Smith. The privacy oversight board, I would give that a
four.
Mr. Green. In terms of importance?
Mr. Smith. Yes.
Mr. Green. Mr. McNamara, one to five?
Mr. McNamara. I would agree, at least four.
Mr. Green. Colonel, if you would like to weigh in, of
course, you may.
Mr. Fuentes. A lot of discussion on privacy, so I would
also rate that pretty high. Everywhere I go, it is top of the
list.
Mr. Green. Thank you, Mr. Chairman.
I yield back.
Mr. Carney. Thank you.
Ms. Kilpatrick.
Ms. Kilpatrick. Thank you, Mr. Chairman. I want to give my
5 minutes to the panelists to make any further comments they
wish to go to the grading system that Mr. Green just presented.
So, Mr. Smith, any further comments? You have got 5
minutes.
Mr. Smith. Well, I certainly don't want to grade myself. I
would probably give myself a minus grade.
One thing that does occur to me as I listen to this
committee, particularly with some of the broader issues you
have raised, it might be worth to have a conversation with the
group I mentioned earlier, the Project on National Security
Reform. They have made a great deal of progress. They have
issued a big report. This is led by a man named Jim Locher, who
was the key Senate staffer for the Goldwater-Nichols Act, which
reorganized the Department of Defense, which generally is
recognized as quite a good achievement.
There are some things in there that relate very directly to
information sharing and to improving decision-making on the
National security issues. It doesn't deal with local law
enforcement. But there are some lessons in here that I think
the subcommittee might want to take a look at.
Ms. Kilpatrick. Colonel Fuentes.
Mr. Fuentes. Between these two gentlemen, I was glad to be
an audience member most of the time today, and I learned a lot.
So I thank you for the invitation to come here.
The one thing that I did want to bring up is that we depend
a great deal on our crime analysts in the fusion center. Every
day, depending upon their skill and ability, they have to
navigate dozens of databases, many of those databases are
Federal, in order to draw out the information that they need to
put together the assessments that they are working on.
Thanks to the PM-ISE and BJA and DHS, they have come up
with a National Information Exchange Model that between the
States and the locals have developed a series of common terms
so that a car in one database is also a car in another database
and not an automobile and not a vehicle in a third database,
because obviously, when you are looking to get information, you
may not get access to information that you want.
I would ask that this subcommittee think about doing the
same thing, certainly at the Federal level among those
databases, is to come up with a common data standard that I
think will make information sharing an awful lot easier within
the fusion centers and even among the agencies that manage
those proprietary databases.
Thank you again for the invite.
Ms. Kilpatrick. Mr. Ambassador.
Mr. McNamara. Thank you, Congresswoman.
I would endorse Jeff Smith's recommendation about taking a
look at the PNSR project and Jim Locher's recommendations or
the recommendations of the project, not just of Jim.
It was a very credible and serious look at many, many
aspects of Government functioning, and it does get--it does
touch on information sharing and the need for revising the way
we manage information in the Federal Government. I participated
in it myself, so I know fairly well the recommendations that
they made in these areas.
I would like to take, since Jeff doesn't want to do it
himself, the opportunity to say that I found the Markle reports
to be an enormous aid to me in my job over the last 3\1/2\
years. It is always good inside Government to have somebody
outside Government looking critically at what you are doing. It
is a burden at times, but in the end, it leads to better
Government. The Markle Foundation is to be congratulated, in my
opinion, for making a signal contribution to national security
in its efforts.
Ms. Kilpatrick. Gentlemen, thank you so much.
Mr. Smith. I would just like to add one, you didn't ask Mr.
Green to rate Ambassador McNamara. But I would give him a five-
plus.
Ms. Kilpatrick. Thank you.
Mr. Carney. Well, seeing that there are no further
questions, I truly want to thank the witnesses for their
testimony.
Occasionally we have edifying hearings in Congress, and
this certainly is one of them. I think we all learned a lot.
I certainly want to thank the subcommittee Members for
their questions as well.
I would like to remind the panel and the witnesses that we
may have other questions that we didn't get a chance to ask
today. As we discussed, things may come up. Please respond in
writing expeditiously. Once again, thank you very much.
This subcommittee stands adjourned.
[Whereupon, at 11:56 a.m., the subcommittee was adjourned.]
|
NEWSLETTER
|
|
Join the GlobalSecurity.org mailing list
|
|
|
