Defining Second Generation Open Source Intelligence (OSINT) for the Defense Enterprise
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Law Enforcement Intelligence (Chapter 5)
The Intelligence Process 5 CHAPTER FIVE The Intelligence Process In defining intelligence, it was previously noted that the key factor that transforms information to intelligence is analysis. The British National Crime Squad, when referring to intelligence, observed the following: The processing of reliable intelligence is the cornerstone of successful law enforcement. Analysis organizes and interprets the intelligence in a way that significantly enhances its value and the possibility of its success in combating organized crime. Analysis identifies and predicts trends, patterns or problem areas requiring action.69 57 Many larger law enforcement agencies have an intelligence unit, but in too many cases the unit is limited in its utility because of failures in structure or direction.70 Perhaps the most common limitation is that the unit collects, but does not analyze information. Instead, the information is stored in a database simply awaiting access. For example, in some agencies field interview reports are managed by the intelligence function. While this descriptive report on an intelligence subject typically is forwarded to the intelligence unit, too often it is only entered into a database. When information sits passively in an information system, its use will be limited. If, however, the intelligence unit closely examines, analyzes, and compares the field interview forms with other information, the information can be used more effectively. Having a group of people whose primary job is simply responding to information requests about possible wanted subjects but not providing proactive analysis is not a contemporary intelligence unit. 69 See All too frequently when an intelligence unit performs some type of analysis, http://www.nationalcrimesqua d.police.uk no distinction is made within the unit about the different types of 70 In a survey conducted by the intelligence outputs and how they can contribute to the agency's goals. -
National Criminal Intelligence Sharing Plan T S R T Global Justice a I P C
NT O E F M JU T S R T A I P C E E D United States Department of Justice Solutions and approaches for a cohesive plan to improve our nation’s ability to develop and share criminal intelligence October 2003 T O VersionEN 1.0F M JU National Criminal Intelligence Sharing Plan T S R T Global Justice A I P C E E D Information Sharing Initiative United States Department of Justice The National Criminal Intelligence Sharing Plan Solutions and approaches for a cohesive plan to improve our nation’s ability to develop and share criminal intelligence October 2003 National Criminal Intelligence Sharing Plan Version 1.0 This document was prepared under the leadership, guidance, and funding of the Bureau of Justice Assistance (BJA), Office of Justice Programs, U.S. Department of Justice, in collaboration with the U.S. Department of Justice’s Global Justice Information Sharing Initiative. The opinions, findings, and conclusions or recommendations expressed in this document are those of the authors and do not necessarily represent the official position or policies of the U.S. Department of Justice. This project was supported by Award No. 2000-LD-BX-0003, awarded by the Office of Justice Programs. Version 1.0 National Criminal Intelligence Sharing Plan Table of Contents Executive Summary .....................................................................iii Acknowledgements ................................................................... ix The Rationale for the National Criminal Intelligence Sharing Plan ...............................................................................1 -
Intel Management Model for Europe
INTELLIGENCE MANAGEMENT MODEL FOR EUROPE PHASE ONE Guidelines for standards and best practice within the analysis function Contents Foreword 5 Acknowledgements 6 1. Executive Summary 7 Recruitment 8 Trainee Analyst - The Benefits 9 Training Programme for Police Analysts 10 Intelligence Training for Law Enforcement Personnel 10 Career Structure for Analyst Personnel 11 2. Recruitment 12 Person Specification 12 Pre-Selection 15 The Interview 15 3. Trainee Analyst - The Benefits 17 The Police Service of Northern Ireland 17 Belgian Federal Police 19 4. Training Programme for Police Analysts 20 Approach 1: The Police Service of Northern Ireland 20 Approach 2: The Belgian Federal Police 21 Approach 3: National Criminal Intelligence Service (NCIS) UK 22 5. Intelligence Training for Law Enforcement Personnel 23 Probationary Officers 23 Intelligence Officers 24 Analyst Managers 26 6. Career Structure for Analyst Personnel 28 7. Recommended References 30 3 List of Figures Figure 1: The Intelligence Cycle 7 Figure 2: Person Specification for Intelligence Analyst 14 Figure 3: PSNI Analyst Development Programme 18 Figure 4: Organisational Structure for Analysts - Strathclyde Police 28 Figure 5: Organisational Structure for Analysts - PSNI 29 4 Foreword The first tentative steps towards the development of an Intelligence Management Model for Europe were taken during early 2001. It was then that consideration was given to a proposed agenda for the forthcoming European Heads of Training Conference to be held in Scotland in June that same year. Many such conferences, in all disciplines, provide useful guidance and information to those in attendance. Often however there is little or no resultant legacy in terms of actual and tangible continuous development. -
Technology Innovation and the Future of Air Force Intelligence Analysis
C O R P O R A T I O N LANCE MENTHE, DAHLIA ANNE GOLDFELD, ABBIE TINGSTAD, SHERRILL LINGEL, EDWARD GEIST, DONALD BRUNK, AMANDA WICKER, SARAH SOLIMAN, BALYS GINTAUTAS, ANNE STICKELLS, AMADO CORDOVA Technology Innovation and the Future of Air Force Intelligence Analysis Volume 2, Technical Analysis and Supporting Material RR-A341-2_cover.indd All Pages 2/8/21 12:20 PM For more information on this publication, visit www.rand.org/t/RRA341-2 Library of Congress Cataloging-in-Publication Data is available for this publication. ISBN: 978-1-9774-0633-0 Published by the RAND Corporation, Santa Monica, Calif. © Copyright 2021 RAND Corporation R® is a registered trademark. Cover: U.S. Marine Corps photo by Cpl. William Chockey; faraktinov, Adobe Stock. Limited Print and Electronic Distribution Rights This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND’s publications do not necessarily reflect the opinions of its research clients and sponsors. -
Intelligence Community Programs, Management, and Enduring Issues
Intelligence Community Programs, Management, and Enduring Issues (name redacted) Analyst in Intelligence and National Security Policy November 8, 2016 Congressional Research Service 7-.... www.crs.gov R44681 Intelligence Community Programs, Management, and Enduring Issues Summary Congress’s and the American public’s ability to oversee and understand how intelligence dollars are spent is limited by the secrecy that surrounds the intelligence budget process. Yet, total spending on the Intelligence Community (IC) programs discussed in this report equates to approximately $70 billion dollars—roughly 10% of national defense spending. This report is designed to shed light on the IC budget—in terms of its programs, management, and enduring issues—using unclassified materials available in the public domain. This report focuses those IC programs, grouped, for the most part, under two labels: (1) the National Intelligence Program (NIP), and (2) the Military Intelligence Program (MIP). Nevertheless, the combined NIP and MIP budgets do not encompass the total of U.S. intelligence- related spending. Intelligence-related programs that are not part of the IC include, for example, the large Office of Intelligence within the Department of Homeland Security’s (DHS’s) Immigration and Customs Enforcement (ICE) division. The ICE Office of Intelligence is not included in the IC because, theoretically, ICE activities primarily support the DHS mission to protect the homeland. This report explains the management structure for the NIP and MIP to include their two separate budget processes and the roles of the Director of National Intelligence and the Under Secretary of Defense (Intelligence). The concluding section of this report considers the ability of the U.S. -
Introduction
1 Introduction Intelligence collection is one of the earliest recorded organized human activ- ities, along with war. The earliest writing about intelligence collection dates from the seventh and sixth centuries BCE: Caleb the spy in the Book of Numbers and The Art of War by Sun Tzu. It is striking that two cultures, ancient Hebrew and Chinese, geographically remote from one another and undoubtedly unknown to one another, should both discuss the importance of intelligence collection at roughly the same time in an early part of human history. But the precept is elementary at its core—information confers power. Whoever is best at gathering (and exploiting) relevant information tends to win. In the twenty-fi rst century, the U.S. Intelligencedistribute Community (IC) is premier in its capabilities for doing both. Collection in the IC generally refers to fi ve ordisciplines (or sources): Open Source Intelligence (OSINT), Human Intelligence (HUMINT), Signals Intel- ligence (SIGINT), Geospatial Intelligence (GEOINT), and Measurement and Signature Intelligence (MASINT). A great deal of mystery and myth surrounds the subject of those sources and the capabilities and uses implied. And many popular perceptions are far afi eld from reality. That is why we have written this book. Our intentionpost, is to give readers an approachable but detailed picture of U.S. intelligence collection capabilities. To that end, each chapter follows a similar construct. We discuss the unique origin and history of the INT, or intelligence collection discipline, which is important to under- stand in terms of both its development and how it is used today. We discuss the types of intelligencecopy, issues that each INT is best suited for and those for which it is of little help. -
Open Source Intelligence (OSINT)
ATP 2-22.9 Open-Source Intelligence July 2012 DISTRIBUTION RESTRICTION: Unlimited Distribution Headquarters, Department of the Army *ATP 2-22.9 Army Techniques Publication Headquarters No. 2-22.9 (FMI 2-22.9) Department of the Army Washington, DC, 10 July 2012 Open-Source Intelligence Contents Page PREFACE.............................................................................................................. iv INTRODUCTION .................................................................................................... v Chapter 1 OPEN-SOURCE INTELLIGENCE (OSINT) FUNDAMENTALS ........................ 1-1 Definition and Terms .......................................................................................... 1-1 Characteristics .................................................................................................... 1-1 The Intelligence Warfighting Function ................................................................ 1-2 The Intelligence Process .................................................................................... 1-3 The Planning Requirements and Assessing Collection Process ........................ 1-4 The Military Decisionmaking Process ................................................................ 1-4 Intelligence Preparation of the Battlefield ........................................................... 1-5 Chapter 2 PLANNING AND PREPARATION OF THE OSINT MISSION ............................. 2-1 Section I – Planning OSINT Activities ........................................................... -
Law Enforcement Intelligence: a Guide for State, Local, and Tribal Law Enforcement Agencies Second Edition
U. S. Department of Justice Office of Community Oriented Policing Services Law Enforcement Intelligence: A Guide for State, Local, and Tribal Law Enforcement Agencies Second Edition David L. Carter, Ph.D. School of Criminal Justice, Michigan State University Law Enforcement Intelligence: A Guide for State, Local, and Tribal Law Enforcement Agencies Second Edition David L. Carter, Ph.D. School of Criminal Justice, Michigan State University This project was supported by Cooperative Agreement #2007-CK-WX-K015 by the U.S. Department of Justice Office of Community Oriented Policing Services. Points of view or opinions contained in this publication are those of the author and do not necessarily represent the official position or policies of the U.S. Department of Justice or Michigan State University. References to specific agencies, companies, products, or services should not be considered an endorsement by the author or the U.S. Department of Justice. Rather, the references are illustrations to supplement discussion of the issues. Letter from the COPS Office January 2009 Dear Colleague: This second edition of Law Enforcement Intelligence: A Guide for State, Local, and Tribal Law Enforcement captures the vast changes that have occurred in the 4 years since the first edition of the guide was published in 2004 after the watershed events of September 11, 2001. At that time, there was no Department of Homeland Security, Office of the Director of National Intelligence, Information-Sharing Environment, or Fusion Centers. Since the advent of these new agencies to help fight the war on terror, emphasis has been placed on cooperation and on sharing information among local, state, tribal, and federal agencies. -
Law Enforcement Intelligence: a Guide for State, Local, and Tribal Law Enforcement Agencies
David L. Carter, Ph.D. School of Criminal Justice Michigan State University Law Enforcement Intelligence: A Guide for State, Local, and Tribal Law Enforcement Agencies November 2004 David L. Carter, Ph.D. This project was supported by Cooperative Agreement #2003-CK-WX-0455 by the U.S. Department of Justice Office of Community Oriented Policing Services. Points of view or opinions contained in this document are those of the author and do not necessarily represent the official position or policies of the U.S. Department of Justice or Michigan State University. Preface The world of law enforcement intelligence has changed dramatically since September 11, 2001. State, local, and tribal law enforcement agencies have been tasked with a variety of new responsibilities; intelligence is just one. In addition, the intelligence discipline has evolved significantly in recent years. As these various trends have merged, increasing numbers of American law enforcement agencies have begun to explore, and sometimes embrace, the intelligence function. This guide is intended to help them in this process. The guide is directed primarily toward state, local, and tribal law enforcement agencies of all sizes that need to develop or reinvigorate their intelligence function. Rather than being a manual to teach a person how to be an intelligence analyst, it is directed toward that manager, supervisor, or officer who is assigned to create an intelligence function. It is intended to provide ideas, definitions, concepts, policies, and resources. It is a primer- a place to start on a new managerial journey. Every effort was made to incorporate the state of the art in law enforcement intelligence: Intelligence-Led Policing, the National Criminal Intelligence Sharing Plan, the FBI Intelligence Program, the array of new intelligence activities occurring in the Department of Homeland Security, community policing, and various other significant developments in the reengineered arena of intelligence. -
DNI Open Source Conference 2008 Transcripts
Office of the Director of National Intelligence Transcripts from the DNI Open Source Conference 2008 Washington, DC September 11, 2008 – September 12, 2008 The links below will forward you to the appropriate transcripts: 1) Mr. Glenn Gaffney Deputy Director of National Intelligence for Collection 2) Mr. Michael V. Hayden Director of the Central Intelligence Agency 3) Ms. Christine McKeown Office of the Under Secretary of Defense for Intelligence 4) Mr. Doug Naquin Director of the Open Source Center 5) Mr. Charles E. Allen DHS Under Secretary for Intelligence & Analysis 6) Panel: Managing the Balance Between Privacy & National Security 1 Remarks and Q&A by the Deputy Director of National Intelligence for Collection Mr. Glenn A. Gaffney DNI Open Source Conference 2008 Washington, DC MS. SABRA HORNE (ODNI Senior Advisor for Open Source/Outreach): Good morning. Welcome ladies and gentlemen and welcome to the Second Annual DNI Open Source Conference. We’re thrilled to have you here. I’m Sabra Horne, Senior Advisor for Outreach and the organizer for this event. We see many familiar faces here, a lot of the wonderful folks we’ve worked with over the past few years as well as those of you who were able to attend the conference last year. But in this last year, we’ve added many, many, many new faces to our friends and family list – those of you who know that using open source is vital in ensuring that we protect our national security. Our list of friends and family has grown, and grown, and grown. You recognize that open source information is critical in transcending the confines of the traditional Intelligence Community. -
National Guard Intelligence Activities
CCHHIIEEFF NNAATTIIOONNAALL GGUUAARRDD BBUURREEAAUU MMAANNUUAALL NGB-J2 CNGBM 2000.01 DISTRIBUTION: A 26 November 2012 NATIONAL GUARD INTELLIGENCE ACTIVITIES Reference(s): See Enclosure S. 1. Purpose. This manual describes how to implement policies contained in Chief National Guard Bureau (CNGB) Instruction (I) (CNGBI) 2000.01, National Guard (NG) Intelligence Activities (reference a), and establishes procedures for the conduct and oversight of National Guard Bureau (NGB), Joint Forces Headquarters-State (JFHQ-S) and NG Title 32 (T-32) intelligence and intelligence-related activities. Procedures and information contained herein are in accordance with (IAW) references b, c, and d. 2. Superseded/Canceled. None. 3. Applicability. This manual applies to all NGB, T-32NG JFHQ-S, and T-32 NG intelligence units and staff organizations, and T-32 non-intelligence organizations that perform intelligence or intelligence-related activities, as defined in the glossary, hereinafter referred to as the NG intelligence component. This manual does not apply to criminal investigations or authorize any intelligence activity not otherwise authorized by law. NG members serving in a Title 10 (T-10) status must comply with Service Component regulations. 4. Procedures. References b and d give clear guidance for ensuring the legality and propriety of all intelligence and intelligence-related activity. The application of reference d to NG intelligence components is required by NG policy because it gives specific guidance for conducting this activity through 15 procedures. Procedure 1 provides general guidance. Procedures 2 through 4 articulate the exclusive procedures through which Department of Defense (DoD) intelligence components, which includes the NG intelligence component IAW this manual, may collect, process, retain, and disseminate information concerning United States (U.S.) persons. -
Outsourcing Intelligence Analysis: Legal and Policy Risks
STUDENT NOTE Outsourcing Intelligence Analysis: Legal and Policy Risks Joshua R. Storm* INTRODUCTION Intelligence reduces uncertainty in con¯ict, whether in trade negotiations between allies with similar, but individual interests, or in combat operations against a foreign state or terrorist group.1 Providing this intelligence involves col- lecting, processing, analyzing, and disseminating information to decision mak- ers.2 Key among these is analysis, de®ned by the R AND Corp. as ªthe process by which the information collected about an enemy is used to answer tactical ques- tions about current operations or to predict future behavior.º3 Beyond the tactical level, analysis is also necessary to provide the strategic and operational intelli- gence required to establish overarching policies and to develop operational plans to execute those policies. 4 In this manner, analysis is one of the most critical func- tions provided by the civilian and military entities that make up the intelligence community (IC). At the same time, analysis often is not performed by govern- ment personnel. For example, of core contract personnel within the intelligence community, 19 percent directly supported analysis and production as of 2007.5 This note explores the rise of outsourcing in the intelligence community and examines the legal and policy implications of outsourcing intelligence analysis in particular. First, it discusses the organizational and operational pressures that led to the increased use of contractors in the intelligence community after the September 11, 2001 attacks. Next, it identi®es the origins of the inherently gov- ernmental function test, used to determine when a government activity be out- sourced.