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The needs of executive branch policymakers, for whom this intelligence was primarily produced, tended to be secondary in both agencies’ calculations. The handling of intelligence analysis on al Qaeda in the weeks and days leading up to the events of 11 September 2001 offers another example of problems in both analysis and distribution of intelligence. The FBI’s jealousy over its counterintelligence turf, not only vis-à-vis the CIA but also vis-à-vis the military services’ counterintelligence analysis (as well as operations), is a similar symptom of structural problems.

The raw versus all-source intelligence issue is at the heart of deciding how best to provide intelligence support to a homeland defense department. Giving the responsibility to the CIA or the FBI makes no sense at all. If the new department is to have first-rate and timely intelligence, it must have many widely dispersed analytic centers, each supporting one of the various agencies and activities within the department. Each of these analytic centers needs to be able to “subscribe” to the national collection systems—signals intelligence, imagery intelligence, human intelligence, and counterintelligence.

The needs of executive branch policymakers, for whom this intelligence was primarily produced, tended to be secondary in both agencies’ calculations. The handling of intelligence analysis on al Qaeda in the weeks and days leading up to the events of 11 September 2001 offers another example of problems in both analysis and distribution of intelligence. The FBI’s jealousy over its counterintelligence turf, not only vis-à-vis the CIA but also vis-à-vis the military services’ counterintelligence analysis (as well as operations), is a similar symptom of structural problems.

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