UNCLASSIFIED

SELECT COMMITTEE ON
INTELLIGENCE
UNITED STATES SENATE

Additional Pre-Hearing Questions for
Dr. Stacey Dixon upon her nomination to be
Principal Deputy Director of National Intelligence

UNCLASSIFIED

UNCLASSIFIED

Responsibilities of the Principal Deputy Director of National Intelligence
QUESTION 1: Please explain your understanding of the responsibility of the
Principal Deputy Director of National Intelligence (PDDNI) in the following
capacities:
a. To assist the Director of National Intelligence (DNI) in carrying out the
DNI’s duties and responsibilities; and
b. To act in the DNI’s place in the DNI’s absence.
The PDDNI is statutorily required to assist the DNI in carrying out the duties and
responsibilities of the DNI, to act for and exercise her powers in the event of an
absence or disability. In practice, both the DNI and PDDNI execute the daily
management of the Office of the Director of National Intelligence (ODNI) as it
engages in its Intelligence Community (IC) integration, oversight, and support
functions. In this manner, the PDDNI advises, assists, and reinforces the DNI’s
priorities while implementing her strategic direction and vision for the ODNI and
the Intelligence Community (IC) as a whole.
QUESTION 2: Is your understanding that you and the DNI will divide
responsibilities and that you will have a specific portfolio as PDDNI? If so, please
describe this portfolio as you understand it. If not, please describe what you
believe your primary responsibilities and activities will be, and on what areas you
will concentrate.
In addition to the responsibilities of the PDDNI outlined in statute, regulation, and
policy, I understand from DNI Haines that if I am confirmed, she would like me to
leverage my background to focus on the integration of the IC’s budget and
resources, policies, capabilities, collection, and technology. I will also engage with
the IC Human Capital and IC Diversity, Equity, and Inclusion offices on initiatives
underway to improve how we build and support our workforce. Director Haines
also previously stated during her confirmation process that she is looking for the
following qualities in a principal deputy: a commitment to the IC workforce itself,
a commitment to the apolitical nature of the IC’s work, a commitment to tighter
coordination and synchronization across the IC, a commitment to being a
responsible steward of our nation’s resources in the execution of an annual budget
for the National Intelligence Program, and a commitment to transparency with the

1

UNCLASSIFIED

public and cooperation with Congressional oversight. If confirmed, my goal will be
to exemplify those qualities.
QUESTION 3: What do you expect to be your specific management
responsibilities within the Office of the Director of National Intelligence (ODNI)?
Is it your understanding that anyone will report to you directly, if you are
confirmed?
If confirmed, I will assist the DNI in leading the IC and managing the ODNI
workforce. My direct reports will be the Deputy DNIs and the component leaders
from the Centers, Offices, and Oversight functions that make up ODNI. As a full
leadership team, we will advance IC integration and adapt our business models to
support the changing intelligence environment.
QUESTION 4: What will your role and responsibilities be in relation to the
Deputy Director of National Intelligence for Information Integration (DDNI/II)?
The DDNI for Information Integration has been renamed the DDNI for Mission
Integration (MI). If confirmed, DDNI/MI will be one of my direct reports. MI is
responsible for creating a consistent and holistic view of intelligence from
collection to analysis and serving as the DNI's principal advisor on all aspects of
intelligence. MI integrates mission capabilities, informs enterprise resource and
policy decisions, and ensures the delivery of timely, objective, accurate, and
relevant intelligence. MI’s efforts will inform my guidance and oversight of the
IC’s budget and resources, policies, capabilities, collection, and technology.
QUESTION 5: Please explain your understanding of the role of the DNI in
overseeing elements of the Intelligence Community (IC) that reside within various
departments of the federal government and for elements that are not housed within
other departments.
Congress established the DNI to oversee and to coordinate the activities of the
other elements of the IC. That includes establishing objectives and priorities for
the collection, analysis, production, and dissemination of national intelligence;
ensuring maximum availability of and access to intelligence information within the
IC; developing and ensuring the execution of an annual budget for the National
Intelligence Program; and overseeing the coordination of relationships with the
intelligence or security services of foreign governments and international
organizations.
2

UNCLASSIFIED

The IC is composed of 18 elements that reside within various departments of the
federal government or as independent agencies. The DNI’s responsibility remains
the same for both types of elements. As Director Haines previously stated the
DNI’s relationships with the leaders of all the IC components and, where
appropriate, the departments and agencies within which they reside are critical to
advancing the integration of intelligence analysis and successfully executing the
DNI’s coordination role. If confirmed, I will support her by ensuring that I have
strong relationships with the component deputies, and where appropriate, the
deputies of the departments or agencies within which they reside.
QUESTION 6: What issues have you discovered through your general
observation, professional experience, or through your preparation for your
confirmation, with respect to the DNI’s role in overseeing the Central Intelligence
Agency (CIA)?
As Director Haines stated, the CIA is a critical partner for a successful DNI,
therefore the relationship between the DNI and the Director of the CIA is
particularly important. I have not discovered any issues with respect to the DNI’s
role in overseeing the CIA. Through my personal experience, the DNI provides
oversight of the CIA, in a similar manner as it does for all the other elements of the
IC.
QUESTION 7: What issues have you discovered through your general
observation, professional experience, or through your preparation for your
confirmation, with respect to the DNI’s role in overseeing intelligence elements of
the Department of Defense (DoD)?
I have not discovered any issues with respect to the DNI’s role in overseeing the
intelligence elements of the Department of Defense (DoD). Additionally, it is my
general observation and professional experience that the DNI and Secretary of
Defense, through the USD(I&S), work well jointly overseeing the intelligence
elements of the DoD.
In my experience, there is an opportunity to strengthen the relationship in the area
of the intelligence budget and the funding structure within the Military Intelligence
Program and the National Intelligence Program. There is also an opportunity to
further discuss and agree on collection platforms and collection orchestration that
supports the needs of decision-makers, warfighters and policymakers.
3

UNCLASSIFIED

QUESTION 8: What issues have you discovered through your general
observation, professional experience, or through your preparation for your
confirmation, with respect to the DNI’s role in overseeing intelligence elements of
other departments of the United States Government?
The DNI does a very good job overseeing the intelligence elements of the other
departments of the U.S. Government. However, it is my general observation and
professional experience as the Deputy Director of NGA, and a member of the
Deputies Committee, that there is an opportunity to strengthen the ODNI’s ability
to fully leverage the talent within the intelligence elements in other departments of
the U.S. Government. As the rise of global competitors highlights the need to focus
on areas that are within the purview of elements in other departments, resources
may need to shift to those elements to bolster their missions.
QUESTION 9: Do you believe additional legislation is needed to clarify or
strengthen the authorities and responsibilities of the DNI with respect to the IC?
At this time, I do not have sufficient information to suggest whether additional
legislation is needed to clarify or strengthen the authorities and responsibilities of
the DNI with respect to the IC. If confirmed, I will observe whether and where the
ODNI has challenges exercising its authorities and responsibilities. The regular
examination and review of current authorities is important, especially when there
are frequent technology advances and changes in the threat environment.

Keeping the Congressional Intelligence Committees Fully and Currently
Informed
QUESTION 10: Please explain your understanding of the DNI’s obligations
under Sections 502 and 503 of the National Security Act of 1947.
Section 502 of the National Security Act of 1947, describes the reporting
requirements for intelligence activities. It requires the DNI and the heads of all
departments and agencies involved in intelligence activities to keep the
congressional intelligence committees fully and currently informed of all
intelligence activities, including significant anticipated intelligence activities and
any significant intelligence failures.

4

UNCLASSIFIED

Section 503 of the National Security Act of 1947, describes presidential
requirements for and procedures for covert action and the requirement to keep the
congressional intelligence committees fully and currently informed of all covert
actions programs. In extraordinary circumstances, notification of a covert action
may be limited, consistent with the need to protect national security.
QUESTION 11: Does the PDDNI have any responsibilities to ensure that all
departments, agencies, and other entities of the United States Government involved
in intelligence activities in general, and covert action in particular, comply with the
reporting requirements in Sections 502 and 503 of the National Security Act of
1947?
As the primary point of contact for the deputies of the other IC elements, the
PDDNI assists the DNI in her responsibilities to comply with the reporting
requirements in Sections 502 and 503 of the National Security Act of 1947.
QUESTION 12: Under what circumstances, if any, do you believe notification
should be limited to the Chairman and Vice Chairman or Ranking Member of the
congressional intelligence committees?
Under the law, congressional notifications must be made with due regard for the
protection from unauthorized disclosure of classified intelligence sources and
methods and other exceptionally sensitive matters. This is not a limit on whether
the intelligence committees must be kept informed about intelligence activities;
rather, it simply provides flexibility on how and when to bring extremely sensitive
matters to the full committees’ attention.
Section 503 permits the President to temporarily limit access to a Covert Action
finding or notification to meet extraordinary circumstances affecting the vital
interests of the United States. I believe limited notifications should be rare and
should be done only in exceptional circumstances. As the DNI stated, and I
support, even in those circumstances, she would discuss concerns about further
briefings with the Chairman and Vice Chairman and have an ongoing dialogue
with them about how and when the full committee membership should be briefed
on the matter.

5

UNCLASSIFIED

National Security Threats
QUESTION 13: What do you view as the principal threats to national security
with which the IC must concern itself in the coming years? Please explain the
basis for your views.
The 2021 Annual Threat Assessment (ATA) Report effectively captures the
complexity of the current threat landscape. China, Russia, Iran and North Korea,
continue to invest in military capabilities while also investing in nuclear
capabilities, and space capabilities. They, and other nation states and non-nation
states are also using cyber for espionage, attacks, and influence-operations. The
ATA also addresses numerous transnational issues and conflicts that must be
monitored in some cases and disrupted in others.
The principal nation-state threat to U.S. national security is from China, and
specifically the plans and intentions of the Chinese Communist Party. As stated in
the ATA, “Beijing is increasingly combining its growing military power with its
economic, technological, and diplomatic clout to preserve the CCP, secure what it
views as its territory and regional preeminence, and pursue international
cooperation at Washington’s expense.”
The IC must balance its focus on the principal threats, while also addressing other
threats that have the potential to threaten the United States or our allies.
QUESTION 14: In your opinion, and based on your experience in the IC, how
has the IC performed in adjusting its policies, resource allocations, planning,
training, and programs to address these threats?
The threats facing the nation today and in the coming years are sophisticated -- at
times blurring the definition of state or non-state aggression. How we define,
respond, defend, and act will be greatly dependent on how well we adapt and
evolve our policies, resources, planning, training and programs. Over the years,
the IC has generally performed well in adjusting its policies, resource allocations,
planning, training, and programs to address changing threats. As the threats
continue to change in the future, however, the IC must adjust more quickly. If
confirmed, it is one of my primary goals to protect against these threats by
increasing agility across the IC, anticipating the need to balance and shift to stay
ahead of and forecast threats.

6

UNCLASSIFIED

Management Challenges Facing the Intelligence Community
QUESTION 15: Apart from national security threats discussed in your prior
responses, and based on your experience in the IC, what do you consider to be the
highest priority management challenges facing the ODNI and the broader IC?
During my 18 years of experience in the IC, I have observed that the highest
priority management challenge is the recruitment, development, and retention of
employees with the requisite skills needed to accomplish the IC’s present and
future missions. The IC was late to modernize its human capital resources. While
mission capabilities soared, a lack of investment in our human resources
infrastructure has left us with a lasting challenge from which we need to catch up.
Significant gains have been made, but we have to do more.
Additionally, the majority of undergraduates are unaware of the IC other than
from movies and television shows and do not consider government service in
general, and more specifically service in the IC, as a viable option. The ODNI
needs to help educate the American public about the opportunities in the IC and
the virtue of working in national security.
Allocation of Resources
QUESTION 16: What are your views on the intelligence budget in the short-,
medium-, and long-term?
The IC’s budget is complex. It requires constantly balancing the challenges we
face today, and posturing the IC to address anticipated and unanticipated
challenges of the future.
The IC budget must accommodate being responsive to both of these often
competing requirements because failure either in the near-term or in the future
could be catastrophic for the security of the United States. In my current position
as Deputy Director NGA, my participation on the Deputies Committee has
provided very insightful perspectives on community-wide budgetary discussions.
Short term, there are budget challenges. There are many investments to be made,
but there are also government-wide investments that must be covered within the
funding available to the entire government. There is no expectation of more
resources, so the IC needs to rebalance what it does with the funds available,
7

UNCLASSIFIED

prioritizing the most critical investments and accepting the fact that there are some
things the IC might need to do that it will not be able to do in the short-term.
In the mid-term and long-term, it would be great if the budget could expand to
enable the IC to both focus on the immediate threats, while also investing enough
in areas that are lower risk now, but that have the potential to be future threats;
however history has shown that hoping for more funds in the future isn’t always
the best strategy. Therefore, the IC must plan for the possibility of no budget
growth and the possibility of budget growth to cover emerging requirements
simultaneously. In either scenario, we must efficiently apply the available
resources to achieve maximum capability to inform policymakers, warfighters, and
other customers, as appropriate, of the threats to our national security.
QUESTION 17: From your current experience as Deputy Director of the National
Geospatial-Intelligence Agency and previously as Director of the Intelligence
Advanced Research Projects Activity, please describe your understanding of the
requirements and appropriate practice in obtaining Congressional concurrence for
reprogramming’s and releases from reserves.
The National Security Act of 1947, as amended (50 U.S.C. § 3024), lays out the
responsibilities of the DNI regarding transfers and reprogrammings. This statute
is further amplified in each year’s annual appropriations and authorizations acts
providing the DNI and IC the flexibility to accommodate changing requirements
and priorities based upon world events. The laws surrounding these actions
specifically require congressional notification for those actions that exceed the
thresholds provided in the legislation for transfers and reprogrammings. It is the
IC’s practice to engage proactively with Congress to understand what concerns
may exist with these actions and attempt to resolve those before taking action on
those matters.
Similarly, for releases from reserves for contingencies, congressional notifications
occur and the IC works with congressional oversight to understand and address
any concerns or issues prior to executing.

Office of the Director of National Intelligence
There has been considerable debate in Congress concerning the appropriate size
and function of the ODNI. Congress has considered various proposals to address
8

UNCLASSIFIED

these issues. In answering the questions that follow, please address the ODNI’s
staff functions and the specific ODNI components.
QUESTION 18: What is your view of the ODNI’s size and function?
The ODNI plays a critical role in the IC and was formed in direct response to the
findings outlined in the 9/11 Commission report. The Commissions clearly laid out
the roles and tasks that ODNI should perform to better integrate the community to
prevent intelligence failures. Based upon my observations from working both at
and with ODNI, I believe the ODNI’s current design and structure adheres to the
recommendations made in that report. In terms of its size, ODNI has made a
concerted effort over the past few years to streamline the organization, shift to a
shared services model to avoid duplication of effort, and thoughtfully examine its
force structure to look at the scope and scale of its efforts. If confirmed, I will work
with the DNI to ensure the current ODNI structure is appropriate for ODNI’s
future success.
QUESTION 19: Do you believe that the ODNI has sufficient personnel resources
to carry out its statutory responsibilities effectively?
I fully support the President’s Budget request for ODNI and I trust the judgment of
the ODNI leadership team in developing a budget that balances risk against a wide
variety of mission needs that require appropriate resourcing.
QUESTION 20: In your view, what are the competing values and interests at
issue in determining to what degree there should be a permanent cadre of personnel
at the ODNI, or at any of its components, and to what degree the ODNI should
utilize detailees from the IC elements?
As someone who served in a detailee role at ODNI, I have experienced first-hand
the richness that comes from bringing together IC officers from across the
community. Detailees at ODNI help ensure that the views of the IC agencies are
represented while also providing valuable reach-back to their home organizations.
Having a permanent cadre at ODNI that is not tethered to the operational agencies
helps foster the ODNI’s important role as an honest broker in oversight and
integration. ODNI cadre officers are trained to see themselves as IC officers first,
without bias for the individual preferences of any one agency and with the ability
to bring together different voices and perspectives of the IC. As we further mature

9

UNCLASSIFIED

the concept of the IC officer, a mix of ODNI permanent cadre and detailees is
optimal.
QUESTION 21: Do you believe that the ODNI is adding sufficient value to
justify its large staff and budget? If not, what do you intend to do to reverse that
perception?
Compared to other federal oversight organizations that perform similar roles and
missions, most of which operate within a single department or agency with direct
management lines of authority, ODNI must operate across 18 different IC
organizations with distinct management structures. In my experience, ODNI is
both efficient and effective in ensuring the Community is focused upon the most
critical issues and providing common services and capabilities to enhance mission
effectiveness in the IC. To reverse negative perceptions about ODNI’s size, one of
my priorities will be to increase our information sharing with Congress to
demonstrate how ODNI makes a difference in leading integration across the IC.
QUESTION 22: Describe your understanding of the role played by National
Intelligence Managers (NIMs) under ODNI’s current structure and organization.
As Deputy Director of NGA, I attend the Deputies Committee and have the
opportunity to hear from many of the NIMs. The NIMs fall under the National
Intelligence Management Council (NIMC), which is part of the Directorate for
Mission Integration. There are regional, functional, and domain NIMs that serve
as the DNI’s principal advisors on all aspects of their particular mission areas.
The NIMs lead and integrate IC efforts across the community developing Unifying
Intelligence Strategies (UIS) and make recommendations for investments, risk
management, and global coverage and posture.
Cybersecurity
QUESTION 23: The ODNI has a central role to play in coordinating
cybersecurity efforts, particularly with the respective roles of the Director of the
National Security Agency and the head of U.S. Cyber Command.
A.

Are there any changes that you would recommend for the DNI’s and
IC’s roles within the nation’s cybersecurity infrastructure?

10

UNCLASSIFIED

I expect to have an active role in overseeing cyber-related issues
including IC policy development, operational considerations, and
safeguarding IC systems. If confirmed, I will assist the DNI in her
cybersecurity responsibilities and make sure the ODNI and IC have
the resources needed to support our roles in the nation’s
cybersecurity apparatus.
B.

What is your view regarding the proposals to end the “dual-hat”
relationship between the National Security Agency and U.S. Cyber
Command?
There will certainly be, and I fully endorse, a continuing close and
synergistic relationship between NSA and U.S. Cyber Command. I am
committed to ensuring the right policies, processes and procedures
are in place to ensure efficient NSA-U.S. Cyber Command integration
across all lines of operations regardless of who is in charge. A series
of agreements that NSA and U.S. Cyber Command have been
operating under since 2018 codified the operational and support
relationship in a way that ensures continued mission partnership.
Regardless of the dual-hat decision, there will always be a strong link
between the information gained from foreign intelligence and the
development of operational capabilities.

C.

What should be the IC’s role in helping to protect U.S. commercial
computer networks? What cyber threat information (classified or
unclassified) should be shared with U.S. private sector critical
infrastructure entities to enable them to protect their networks from
possible cyber-attack?
With the increasingly sophisticated tradecraft of foreign cyber
adversaries, ODNI recognizes the partnership between government
and industry has become more critical than ever to obtain insights
into foreign cyber adversary activities within US systems. The ODNI
provides support to FBI, DHS, and sector specific agencies (for
example, DOE, Treasury, and DOD to include NSA) to provide
classified information to appropriate individuals in the private sector.

11

UNCLASSIFIED

Science & Technology and Research & Development
QUESTION 24: How do you assess the state of research and development (R&D)
activities within the IC?
My professional background has afforded me a number of positions across the
IC’s Science & Technology (S&T) enterprise including being the Director of
Intelligence Advanced Research Project Agency (IARPA). I am confident in
stating these activities are powerful mission enablers that leverage academic,
commercial, and government personnel, and resources to further our intelligence
advantage. The IC’s R&D community benefits from the focused efforts of
individual agencies as well as solving problems collaboratively across agencies.
But we can do more. If confirmed, I will work to ensure the IC continues to
emphasize R&D and S&T to serve both the development of unique capabilities and
adoption of new technology to further the IC’s mission and protect national
security.
QUESTION 25: What changes, if any, need to be made in the IC regarding
R&D?
The IC’s mission is to collect, process, analyze, exploit, and disseminate
information. R&D in the IC is about producing capabilities that enable mission
and protect national security. To continue to do this the IC will have to harness
accelerating technological change – from wherever it originates – to keep pace
and evolve capabilities. There are increasingly sophisticated threats and the
nature of conflicts are shifting. Now more than ever a stable funding base for IC
technology partners in academia, industry, and government is crucial for the longterm fiscal health of the IC Science and Technology enterprise. The IC’s goal is to
be more flexible and agile so state of the art breakthroughs are fielded on a
reduced timeline. This may require different approaches to acquisition and
contracting and will require a commitment to transparency between and among
agencies regarding R&D investments.
QUESTION 26: How will you advance IC-ITE to ensure that the IC is working
as a whole to capitalize on the efficiencies IC-ITE is expected to bring to the IC?
To ensure the IC capitalizes on the efficiencies the Intelligence Community
Information Technology Enterprise (IC-ITE) is expected to bring to the
12

UNCLASSIFIED

Community, if confirmed, I will continue the IC’s strategic shift from a common
services model to federated information technology (IT) service model that
promotes interoperability while also allowing mission-specific tailoring to
optimize operational effectiveness.
IC Missions and Capabilities
QUESTION 27: Please explain your views of the current quality of the IC’s
intelligence analysis.
The Intelligence Reform and Terrorism Prevention Act of 2004 requires an annual
evaluation of IC performance in analytic tradecraft. ODNI findings in 2020
indicate strong IC performance on the relevance standard, because the products
provided threat context and factors affecting action, but weak performance on the
uncertainty standard. Going forward, the IC should focus on accurately
characterizing uncertainty. Adequate conveyance of the degree of confidence in a
judgment will greatly improve that standard.
From my perspective as NGA Deputy Director, I am very impressed with the
quality of the IC’s intelligence analysis. The IC does an outstanding job of
covering a wide range of global issues. There is incredible analytic skill and
capacity resident in the IC that enables timely policy and decision-making, which
safeguards the American people, our allies, and U.S. interests. With that, we need
to continue to challenge our assumptions and focus on how the world is changing
and what profound impacts these changes will have on national security. Our
investment in the next generation of intelligence analysts has to account for the
changing nature of the talent and expertise we seek as the result of emerging new
areas. A successful IC of the future has to become one IC and embrace an agile
workforce.
QUESTION 28: If confirmed, what steps would you take to improve the IC’s
intelligence analysis?
The IC should continue to expand its interactions with academia, the private
sector, and foreign partners – bringing diversity of views and other forms of
alternative futures into analytic writing. This will help challenge thinking and help
flag potential future issues for our policymakers. The health and wellness of
intelligence analysis is dependent on the constant investment in recruiting the right
talent, fostering continuous learning opportunities, and providing analysts with an
13

UNCLASSIFIED

enterprise IT architecture built for their data and tailored to their work. IC
analysts need to be able to access data easily and more quickly. Improving
intelligence analysis depends upon improving data discovery, tagging, and
processing using artificial intelligence and machine learning; aiding analysts in a
variety of ways to improve their products.
QUESTION 29: Please explain your views of the current quality of the IC’s
intelligence collection.
Collection capabilities in the five intelligence disciplines are strong, but demand
continues to outpace supply. Part of effective collection management is balancing
requirements across various collection systems. The IC has unique collection
capabilities that are in constant high-demand. The IC identifies collections gaps
with an enterprise approach and works together, to close collection gaps. The key
to maximizing quality collection is prioritizing competing requirements against
measured value; so the IC works the most critical questions achieving the best
possible outcome for decision and policy-makers.
QUESTION 30: What are your recommendations for improving the quality of the
IC’s intelligence collection?
To improve the quality of the IC’s intelligence collection, the IC must:
 Continue to advance artificial intelligence and machine learning
capabilities to help process large amounts of data more effectively,
 Continue enhancing multi-int collection across all collection types and
modalities,
 Focus on acquisition agility with continued emphasis on the hardest of the
hard problems, and
 Strengthen the collection management workforce and associated skillsets.
Our adversaries are constantly improving their abilities to deny us information
and we must seek innovative ways to defeat their efforts. To maintain our
competitive advantage, the IC must continue to invest and re-invest in its most
important collection assets. No one approach will work for the issues we face
today.
If confirmed, I will encourage the development of innovative collection
capabilities, strengthen our ability to process and exploit data, and enhance the

14

UNCLASSIFIED

skills of our teammates who collect information and manage our collection
strategies.
We must also continue to look to where industry can help. The explosive growth of
the commercial marketplace as it relates to computing power, processing speed,
and data collection is driving the government away from government-specific
solutions. We must embrace what is increasingly available and address how it can
best be accessed and used. The growth in commercial imagery is one such
example of commercially available information.
By investing in new technical capabilities, strengthening current critical assets,
building the necessary supporting architecture, and leveraging a healthy
commercial market, we will position ourselves to tackle current and future
challenges.
QUESTION 31: If confirmed, what role would you have with regard to
intelligence collection, and what steps would you take to improve the IC’s
intelligence collection?
If confirmed, I would lead the Deputies Committee, which drives the discussion
and decisions pertaining to the allocation of resources within the IC and would
work to incorporate my earlier recommendations for intelligence collection. I
would help spotlight areas in the IC demonstrating collection coordination and
drive the IC towards that goal. In addition to our internal collection integration, I
would work along with the DNI on our foreign partner integration, where able,
bridging partner capabilities and common interests for combined collection
operations.
QUESTION 32: Please explain your views of the IC’s use of contractors.
IC contractors are essential partners of the overall IC workforce strategy. The
core contractor workforce complements the government workforce, bringing
together a group of professionals with diversified skills and expertise. Contractors
bring enormous value to difficult problem-sets, helping the IC address mission
requirements.
QUESTION 33: In your view, has the IC achieved a proper balance of
government and contractor personnel? Please explain the basis for your response.

15

UNCLASSIFIED

The proper balance of government and contractor personnel should always be
evaluated. In 2017, the Intelligence Authorization Act included a provision for the
Multi-Sector Workforce. This enables conversion of contractors to government
staff, providing IC elements the flexibility to shape and maintain a balanced
workforce with the appropriate mix of government personnel and contractors. As
the IC implements Right Trusted Agile Workforce, there will be more hybrid
employment models and a more mobile workforce. If confirmed, I will monitor how
the IC Human Capital office assesses the overall workforce requirements and the
ratio of government –to- contractor personnel required to meet our mission.
QUESTION 34: In your view, are there some functions that contractors should
not conduct, or for which the IC’s use of contractors should be discouraged or
require additional approvals, including by the DNI? Please describe the basis for
your response.
Yes. The government has well-established rules when it comes to contractor
engagement, especially as it relates to tasks or functions considered inherently
governmental. Contractors should not perform tasks or functions that involve the
exercise of discretion required to make policy or other decisions regarding how we
use or allocate resources, prioritize work, or expend funds. Further, contractors
should not be the driver for more or new work. I believe and have acted on this
foundational principle throughout my career and am committed to doing so in the
future.
QUESTION 35: If confirmed, would you recommend changes to the security
clearance process regarding IC contractors and/or Federal employees?
If confirmed, I would work to highlight the importance of personnel vetting reform
and underscore personnel vetting as a priority. I will support the ongoing
clearance reform effort of the Federal personnel vetting system – Trusted
Workforce 2.0. This initiative directs bold action across the Government to
transform the way the Federal Government builds and sustains a trusted Federal
workforce devoted to the safety and well-being of the American people. For
decades, there has been a tremendous strain on the personnel vetting
enterprise. We can do better and must do better to support a revitalized
workforce. We have a unique opportunity now to break the decade’s long cycle of
challenges by adopting a framework that leverages new thinking, modern
capabilities, and cutting-edge information technology. These reforms are essential
for our Government to obtain the talent needed to fill mission-critical positions
16

UNCLASSIFIED

with knowledgeable, skilled and motivated individuals. If confirmed, representing
the Security Executive Agent role, I would support the Trusted Workforce 2.0
efforts to reform and improve the timeliness and efficiency of personnel vetting for
hiring a trusted government workforce.
QUESTION 36: Please explain what your responsibilities would be, if confirmed,
in making decisions or recommendations concerning IC officials’ accountability
with respect to matters of serious misconduct.
IC elements have primary responsibility for investigating and addressing
allegations of misconduct within their respective organizations. The Inspector
General for the IC element, or the Inspector General for the IC, might perform the
investigation when serious misconduct is alleged. If confirmed, my responsibilities
in making decisions or recommendations concerning allegations of serious
misconduct by IC officials would be to ensure such allegations are fully
investigated promptly and objectively and that IC element heads take appropriate
disciplinary actions when warranted. I expect that, in the event an IC element head
fails to take appropriate action in response to allegations of serious misconduct, it
would be my duty to raise the issue with the DNI and, if appropriate, recommend
an accountability review.
QUESTION 37: Please explain your responsibilities, if confirmed, to ensure that
performance and rewards systems across the IC agencies are fair and equitable.
IC employees are the IC’s most critical asset. Recognizing this, if confirmed, I will
work closely with the IC Human Capital Office to ensure we are approaching the
rewards process in a fair and equitable manner that emphasizes merit-based
rewards for performance. I will also expect transparency in the IC’s performance
and rewards processes, providing employees with insight and visibility into
outcomes. Additionally, I expect IC elements, with leadership from the IC Human
Capital Office, to continue to identify and implement performance and rewards
programs that have shown both the greatest employee satisfaction with processes
used, that rewards the best performance, and that yields merit-based and fair
outcomes. The IC consistently ranks as one of the Best Places to Work by the
Partnership for Public Service. If confirmed, I will work hard to maintain the IC’s
place among the best places to work.
Financial Management and Infrastructure

17

UNCLASSIFIED

QUESTION 38: If confirmed, what role do you expect to have in reviewing
business system investments in the IC?
The roles and responsibilities of the Office of Business Transformation are
currently executed within the IC CIO’s office. If confirmed, I would engage with
the organization to be aware of business system transformation across the IC
elements and work across the ODNI staff and other elements of the IC to bring
awareness of best practices and opportunities to leverage investments across IC
elements.
QUESTION 39: What responsibilities have you had at the NGA for producing
financial statements?
As Deputy Director of NGA, my primary role has been ensuring the accurate
production of financial statements by NGA’s Chief Financial Executive (CFE) and
her team in the Financial Management organization. NGA’s acquisition and
contracting efforts are grounded in ethics, integrity, and the fundamental core
values that promote good stewardship of appropriated resources.
Acquisitions
QUESTION 40: What is your assessment of the IC’s current acquisitions
capability?
The IC’s ultimate measure of successful performance is providing systems that
meet mission requirements at costs that are affordable, ensuring taxpayer’s money
is spent as productively as possible. IC Acquisition is adapting its frameworks to
achieve flexible, agile, risk-managed processes and best practices. These
important ongoing efforts are enabling streamlined approaches to meet mission
requirements. If confirmed, I look forward to continuing to build on the work
aimed at adapting the IC’s acquisition capability to promote efficient and effective
delivery of innovative capabilities, data, and systems.
QUESTION 41: Do you believe the space industrial base specifically, and the
intelligence industrial base more generally, are capable of producing the number of
complex systems the IC and the DoD demand of them on time and within budget?
There is recognition across government and industry that we need to adapt our
acquisition processes, where it makes sense, for our Nation’s security. This is a
18

UNCLASSIFIED

hard problem, but not insurmountable. To be adaptive is to apply different
solutions for different situations. The intelligence industrial base is capable of
affordably producing the number of complex systems the IC and DoD demand
when needed. The IC draws on a robust IC & DoD contractor base and with the
expansion of commercial enterprises; there is an ever-increasing talent pool. The
IC can shift further toward industrial based provisioned services and away from
unique Government-centric acquisition of highly complex systems – such as
commercial space imaging, and commercial launch capabilities.
Department of Defense
QUESTION 42: Please explain your understanding of the need to balance the
requirements of national and tactical consumers, specifically between establishing
a unified intelligence effort that includes DoD intelligence elements with the
continuing requirement that combat support agencies be able to respond to the
needs of military commanders.
My home agency, NGA, is a member of the IC and a Combat Support Agency.
Balancing the requirements of national and tactical users is what my agency does
24/7/365. In my current role, I have seen how effective a single collection
architecture that supports both tactical and national requirements can be.
Bringing all available collection platforms to bear against a problem yields more
coverage for all of the highest priority missions, as opposed to being limited to
either a national-only or a tactical-only architecture. Orchestrating collection by
leveraging all available collection platforms yields the most optimal solution. If
there is a crisis, systems and analysts can focus more on the crisis area, whether
that is a war zone or a strategic area of interest. The collection ‘system of systems’
is capable of that.
Likewise, I understand how the entire community must work together to optimize
the full scope of our collective capabilities and focus them effectively to deliver the
information and products national and tactical consumers need to meet their
diverse missions. This means not only working across national agencies, but also
leveraging the vital partnerships we have with our international allies. For
example at NGA, I have seen the power of multi-national co-production efforts to
deliver critical foundation maps and charts that our forces use to safely navigate
around the world.

19

UNCLASSIFIED

I have also seen how critical it is to balance the information requirements of
national and tactical consumers. Being able to deliver data, analysis and
information at the classification levels across multiple platforms to meet the
mission needs of the consumers is key to our overall success. From the most
sensitive of programs to unclassified support to unclassified messaging, we must
deliver information at the speed of relevance to our military commanders while
continuing to protect our sources and methods.
I also acknowledge that there is a natural inclination to want to control ones
sources of information, especially when lives are on the line. Therefore, it is
incumbent upon those of us who support both the national and tactical users to be
transparent about how we task systems, source data, ensure the accuracy and
integrity of that data; we must also be transparent about what level of requirement
satisfaction we can deliver. This is something NGA works hard to do daily.
QUESTION 43: What concerns do you have, if any, as to the IC’s ability to
support war zones while retaining its full capabilities to conduct missions outside
of war zones?
During my tenure at NGA, I have seen NGA provide products to war zones while
still successfully conducting missions outside of war zones. Information supporting
the President’s Intelligence Priorities and the National Intelligence Priorities must
still be collected and analyzed even during times of war.
When it comes to information, if you are a user of the information, more is always
better. No one is ever 100% satisfied. Despite that, being able to accomplish our
mission to support requirements in war zones and outside of war zones is very
doable. The system shifts to cover the most pressing needs. We invest in
automation to speed up processes and increase efficiency. We optimize collection
and analytic activities to support all partners and customers with their highest
priority needs. The IC works with international and domestic partners to increase
persistence and be more responsive to warfighter and policymaker’s priorities.
The IC routinely takes steps to adjust collection and analytic postures to address
emerging threats and monitor potential crises. We leverage modern IT
architectures to deliver data where it needs to be and in the format that is most
useful for the end user.
There is, however, a finite amount of data available at any given moment. If more
resources shift to one location, they have to shift from another location. This is
20

UNCLASSIFIED

why collection orchestration is so powerful, and why it is so critical that we build
diversity, redundancy, and resiliency throughout our intelligence and defense
infrastructures. No changes are made without understanding the impact on other
missions. Reductions in one type of collection can often be mitigated by increasing
collection from a different type of platform. Communication in these situations is
paramount. It is the only way the end user will trust that the data they need will be
there in a crisis.
Covert Action
QUESTION 44: What is your view of the DNI’s responsibility to supervise,
direct, or control the conduct of covert action by the CIA?
Consistent with the National Security Act of 1947, any decision to employ covert
action as a tool of national security strategy will be made by the President.
Pursuant to Executive Order 12333, the President has charged the Director of the
CIA with responsibility for the conduct of covert action activities, except where the
President determines that another agency is more likely to achieve a particular
objective. E.O. 12333 states that the DNI "shall oversee and provide advice to the
President and the NSC with respect to all ongoing and proposed covert action
programs." I understand these requirements to mean that the DNI must be kept
informed of existing covert action programs and should participate in the national
security process of approving and reviewing covert action findings. In addition,
the DNI is responsible for engaging with CIA and OMB to identify funds for new
covert action findings. Finally, the DNI has a statutory mandate to ensure that the
activities of CIA, including covert action, comply with the Constitution and laws of
the United States.
QUESTION 45: Do you believe that any additional authorities are necessary to
ensure that covert action programs are lawful, meet the public policy goals of the
United States, or for any other purpose?
While I am not aware of a specific need for additional authorities, if confirmed, I
would inform the Committees in the event I identify such a need and work with the
Committees to address that need.
QUESTION 46: What in your view is the appropriate role for the CIA Inspector
General in auditing covert action programs?

21

UNCLASSIFIED

My understanding is that the CIA Inspector General currently performs reviews
and audits of covert action programs on a regular basis. I support these regular
reviews.
QUESTION 47: If confirmed, what role will you have regarding covert actions?
If confirmed, I will assist Director Haines in her responsibilities as described in
my response to Question 44. In addition, I would be prepared to act for, and
exercise the powers of, the DNI should any circumstance arise where it would be
necessary for me to do so.
Privacy and Civil Liberties
QUESTION 48: Please describe the IC’s efforts to protect privacy and civil
liberties, and what, if any, challenges face the IC in these areas.
The protection of privacy and civil liberties is -- and must be -- integral to every
aspect of the IC’s mission. The IC cannot be successful unless we earn and retain
the public’s trust. And as officers and Americans, we only truly protect our nation
when we do so in a manner consistent with our values.
The protection of privacy and civil liberties begins with our adherence to legal
safeguards. Intelligence authorities, including the National Security Act of 1947
and the Foreign Intelligence Surveillance Act of 1978, both authorize and provide
real restraints on the activities of the IC. Executive Order 12333 also requires
specific procedures, approved by the Attorney General after consultation with the
DNI, governing the collection, retention, or dissemination of information
concerning United States persons. Close collaboration with attorneys and privacy
and civil liberties officers helps ensure that the execution of our mission is
consistent with these core authorities. Effective oversight, both within the IC and
by Congress, is also central to ensuring adherence to these critical protections.
While protecting privacy and civil liberties has been central to the work of the IC
for my entire career, it has only been in more recent years that the IC has come to
appreciate the need for true transparency. The strongest protections will not build
public trust if the public does not know they exist. I have been encouraged by the
efforts of the IC over the last decade to make public more information about the
authorities and procedures under which it operates, and I believe we need to
continue to enhance such transparency while protecting our sources and methods.
22

UNCLASSIFIED

The IC’s most significant privacy and civil liberties challenge is ensuring that our
protections keep pace with technological advancements. A data-rich environment
with ever-improving analytic tools presents opportunities for intelligence
collection and analysis, but also requires that we continue to conduct our activities
in a manner that protects Americans’ rights. With the use of technology, that
safeguards privacy, strong and clear rules that ensure our civil liberties, and
effective oversight, I believe we can remain nimble and protect both our national
security and our values.
QUESTION 49: Section 102A(f)(4) of the National Security Act of 1947
provides that “[t]he Director of National Intelligence shall ensure compliance with
the Constitution and laws of the United States by the Central Intelligence Agency
and shall ensure such compliance by other elements of the intelligence community
through the host executive departments that manage the programs and activities
that are part of the National Intelligence Program.” What are the most important
subjects concerning compliance with the Constitution and laws that the DNI should
address in fulfilling this responsibility?
Every intelligence officer swears an oath to support and defend the Constitution
and must always act in compliance with the laws of the United States. Of central
importance are our rights under the First and Fourth Amendments, the right to due
process, and the right to equal protection under the law. These rights are also
protected and enshrined in many statutes, including the Foreign Intelligence
Surveillance Act, the National Security Act, the Privacy Act, and the Civil Rights
Act of 1964.
QUESTION 50: What methods, and through what officials, should the DNI use
to ensure compliance with the Constitution and laws, including, but not limited to,
the Office of the General Counsel, the ODNI Inspector General, and the Civil
Liberties Protection Officers?
I proudly share in the responsibility of every officer within the IC to conduct our
intelligence activities in compliance with the Constitution and the laws of the
United States. But, those in leadership positions have the additional responsibility
of ensuring that the IC has put in place the right tools – including clear rules and
guidance, effective training, and strong oversight mechanisms – that enable
compliance. If confirmed and to that end, I will work closely with the Office of
General Counsel, the Office of Civil Liberties, Privacy, and Transparency, the
23

UNCLASSIFIED

Office of Equal Employment Opportunity, and the Office of the Inspector General
for the IC.
Expiring Foreign Intelligence Surveillance Act provisions
QUESTION 51: What is your view with respect to reauthorizing Title VII of the
Foreign Intelligence Surveillance Act provisions that expire in 2023, and,
specifically, whether any of the provisions should be revised?
As the DNI stated during her confirmation hearing, Title VII of FISA provides
some of the most critical intelligence to protect our national security. I understand
that there is a variety of proposals to modify Section 702 and that Director Haines
has committed to working with elements of the IC, the Department of Justice and
the Congress to determine whether any changes can be made that would improve
the protection of privacy and civil liberties without compromising national
security. If confirmed, I would support the DNI in those efforts.
QUESTION 52: The USA FREEDOM Act of 2015 (P.L. 114-53) reauthorized
three national security tools – Business Records collection, Roving Surveillance,
and the Lone Wolf provision – that expired on March 15, 2020. What, if any,
concerns do you have with the expiration of these authorities?
The provisions of FISA that expired on March 15, 2020, have bipartisan support
and provide tools to protect Americans while protecting their rights. During her
confirmation process, Director Haines stated that she supports reauthorization of
the expired provisions, and, if confirmed, I look forward to working with Congress
to this end.
Potential Politicization of Intelligence
QUESTION 53: How do you define the politicizing of intelligence?
Analytic Objectivity is the core ethic of the intelligence profession. Intelligence is
the only great function of state that is expected to provide our customers – at the
highest levels – unvarnished, unbiased assessments based on objective analysis of
all the available facts. Under the law, Intelligence Reform and Terrorism
Protection Act (IRTPA) Sections 1017, 1019, 1020, and described in further
specificity in IC Directive 203, intelligence must be “objective and devoid of
political considerations”.
24

UNCLASSIFIED

QUESTION 54: What responsibilities does the PDDNI role entail, relative to
ensuring the IC’s analysis remains objective and free from political consideration?
If confirmed, I will be a strong partner with the DNI to ensure objective analysis.
The PDDNI has to ensure that the appropriate oversight is in place to identify the
politicization, make independent judgments, and provide recommendations to
leadership.
The PDDNI provides oversight and advice to the intelligence production elements
of the IC. The PDDNI is obliged to recognize where intelligence is not upholding
ICD 203 principles, solicit advice and leverage the Analytic Ombudsman. The
PDDNI is obliged to take steps to correct the problem, including faithfully
representing analysts’ work in interactions with decision-makers. Both the DNI
and PDDNI set the tone for promoting a healthy challenge culture in and among
analytic work units. The act of questioning is expected and encouraged rather
than silenced or sidelined – instilling behavior congruent with the principle
“speaking truth to power”.
QUESTION 55: In your view, how significant a concern is the risk of politicized
intelligence?
I view politicization of analysis as an existential risk to the very reason why there
is an IC. If we cannot provide objective analysis, or are perceived as being unable
to do so, we run the risk of becoming irrelevant to policy-makers, our customers,
and the American people.
As intelligence professionals, we should all be trained to deliver objective,
independent analysis to consumers, especially when judgements are unwelcome.
Beyond training for analysts and managers, if confirmed, I will provide consistent
messaging, along with the DNI about the core ethic of objective analysis;
workforce discussions about the positive value of objective analysis; and a network
of advocates to promote a healthy challenge culture in the IC where divergent
thoughts are discussed and alternative judgments are voiced – an environment in
which politicization is not tolerated.

25

UNCLASSIFIED

Workforce-Related
QUESTION 56: Please describe how you envision your role in overseeing and
implementing IC-wide diversity, equity, and inclusion initiatives.
In line with the President’s Executive Orders, it is critical to have continuous focus
and investment in diversity, equity and inclusion across the IC. Recruiting and
retaining an IC workforce that reflects America is one of Director Haines’s
priorities. If confirmed, I will chair the Deputies Committee, hearing regularly and
directly from IC elements leadership about their respective element’s diversity,
equity, and inclusion policies, programs and initiatives. These efforts will take
significant time, energy, continuous support and leadership engagement and I am
committed to overseeing these important initiatives.

26