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the GPs IRCMU. The gap analysis requires us ta step back Bom the day-to-day flow of current rotelhgence and identify x velligence collec flOn requirements ta satiefy the gaps. Through collection taskings, the FBI influences the collection of current intelligence my Connie the intelligence cycle. 6. Are strategically oriented intelligence analysts at Headquarters assuming the greatest respunsibility for the identification of intelligence gaps? Ifso, have their performance evaluations been adjusted to reflect this importaat analytical function? Response: Yas, FBIHO mtelligence analysis assame ihe greatest ErEspor usibility for tis identification of intelligence gaps, receivmyg valuable imput from field intelligence: analysis The currant performance plans for intelhgence analyat positions, along with detailed supplemental work role gindance issued throughout the FSI in December 2003, do reflect this important analytic funchon. 9. How are demands for strategic intelligence analysis at FBI Headquarters being balanced with the need to provide analytical support to FB executives (briefings ete)? Response: The intelligence process 18 built on the provision of intelligence and the resuits of wntelligence analysis to consumers who meed ut for operational, strategic, and policy decision-making, Analytic support to FBI executives, in the form of oral briefings and written products, isa natural outgrowth of ongoing current and finished antelligence reportuag, and we consider ita valuable part of the mielugence cy cle and its analytic processes. These requirements are not mutually exclusive, but are properly parts of balanced support for FB! Executives, which meluides the provision of information.regarding the strategic analytic process to auprove decision-making The Ol's Strategic Analysis Unit (SAU) ts responsible for ensuring that strategic analysis pnorines set by the Ol are executed by the strategie analysis elements of each of the operational divisions. Each FBI operstonal division has a robust strategic analytic element that carri¢s ont analyses and production according to priorities set by the OF zach morning ai an FBi-wide intelligencs production neeting Those priorities emanate from both the DCI’s NIPF and current ielligence that requires that i be put m context to be fully understood ~The SAU produces a daily current intellkgence sammary and ensures that the mmbedded strategic analytic units in the operational divisions produce strategic intell gence, but it does not itself produce strategic intelligence. We have recently embarked on work related to a.series of uatelligence canypaigns” aimed at oasumng continued focus an our strategic analysis effort. peed mn MISC. REQ. #53 0600004683