People Capability Framework The Intelligence Edge for a Secure Australia

People Capability Framework The Intelligence Edge for a Secure Australia

If you want one year of prosperity, grow grain. If you want ten years of prosperity, grow trees. If you want 100 years of prosperity, grow people. - Ancient Chinese proverb quoted by the Director-General of Security in his inaugural speech to staff, 2009.

ASIO People Capability Framework 1 Message from the Director-General of Security I am pleased to present the Australian Security Intelligence Organisation s (ASIO) People Capability Framework. ASIO officers are committed to protecting Australia, its people and its interests from threats to security, and we work hard to do so. In recent years, ASIO has made significant changes to its business model and culture moving from a strict policy of need to know toward a culture of needing to share. More and more, we re collaborating with the broader national security community to achieve our common goal of protecting Australia from threats to security, and the formation of the National Intelligence Coordination Committee represents a key advance in fusing the national intelligence efforts more effectively. To meet ASIO s objectives, our people operate in a complex, rapidly changing environment. We must continually scan the horizon not just for manifestations of existing threats, but also for new and emerging threats and challenges. We need to ensure that we are positioned to protect Australia s national security both as the nation s security service, and as a crucial component of Australia s overall national security community. The work involved in contributing to securing Australia s future is diverse and rewarding and ASIO officers proudly share a strong culture of commitment to the organisation, its mission and values. This framework is a key initiative of ASIO s strategic agenda, involving a significant investment in our people capability to position us to continue our proud history of excellence in the complex and rapidly changing security environment.

2 An AGILE Workforce ASIO is one of a number of agencies that contribute to protecting Australia s national security by identifying and investigating threats to security, and providing advice to protect Australia, its people and its interests. We are the intelligence edge for a secure Australia. Our objective is the delivery of four key outputs for government: Security Intelligence Analysis and Advice» Protective Security Advice» Security Intelligence Investigations and Capabilities» Foreign Intelligence Collection» Our success is underpinned by a highly capable workforce that can respond and adapt to an evolving and complex operating environment. Our environment is fast paced - threats are dynamic and emerging, and we must work collaboratively with our domestic and international partners to ensure we effectively mitigate threats to national security. In the first National Security Statement to the Australian Parliament, the Prime Minister stated The security environment that we face today and into the future is increasingly fluid and characterised by a complex and dynamic mix of continuing and emerging challenges and opportunities. We need an AGILE workforce. The capability required at each level in our workforce is described by the degree of complexity. Adapts to complexity G enerates solutions in response to complexity I ntegrates systems and processes of complexity L eads effectively in a complex environment E xemplifies effective strategic navigation of complexity ASIO Administrative Officer Level 1 2 (AO1-2) ASIO Administrative Officer Level 3 (AO3) ASIO Administrative Officer Level 4 (AO4) / Intelligence Officer Trainee (IOT) / Information Technology Officer Level 1 (ITO1) / Engineer Level 1 (SIOE1) ASIO Administrative Officer Level 5 (AO5) / Intelligence Officer (IO) / Information Technology Officer Level 2 (ITO2) / Engineer Level 2 (SIOE2) Executive Level 1 (EL1) / Senior Information Technology Officer C (SITOC) / Engineer Level 3 (SIOE3) Executive Level 2 (EL2) / Senior Information Technology Officer B (SITOB) / Engineer Level 4 (SIOE4) Coordinator / Senior Information Technology Officer A (SITOA) Senior Executive Service

ASIO People Capability Framework 3 Our People Capability Framework has been developed using the Australian Public Service (APS) Integrated Leadership System (ILS) as a foundation. It is future focused, it supports our strategic intent, reflects our language and our unique role, and frames the workforce required to achieve excellence. There are six core capabilities articulated by a series of behavioural statements that are common to all ASIO officers. Promoting a security culture Strategic thinking Achieving results Productive working relationships Personal drive and integrity Communicating with influence There are also additional capability or technical skills required that are specific to the type of work being performed. These are suggested according to the following broad work types.»» Intelligence Analysis and Assessment»»»»»» Intelligence Collection Intelligence Support Corporate Services This framework may be used to support and guide our thinking in relation to workforce management and strategic workforce planning; recruitment, promotion and mobility; induction and orientation; performance management; learning and development; and individual career planning. The framework is not intended to be inflexible or prescriptive; rather it should be used as a resource to guide and inform our people strategies. For those roles that have additional people capability requirements, this framework will need to be read in conjunction with those specific technical documents or qualifications relevant to the function or work area. An outline of how this framework can be applied at the organisational and individual level can be found in the Applying the Framework section on page 23.

Capability Framework application areas s aff 4 KEY ASIO People Strategies Management Activities Staff Member Activities Building ASIO s Individual and Organisational people capability Capability Framework application areas a planned workforce workforce planning work and job design relention strategies mobility succession planning fill the gaps shape & design structures & positions position statements & descriptions know current capabilities identify people place time skills think about formal qualifications develop strategies to meet capability gaps keep skills and knowledge current identify capability skill gaps quality staffing recruitment strategies selection processes position requirements follow the recruitment process to advertise and select use the capability framework to inform the selection process Use the capability framework to identify and refine the job requirements perform create plan review own performance think about learning needs understand own role expectations responsibilities capabilities managed performance performance agreements performance review reward and recognise excellence reward Organisational reward strategy to recognise performance excellence perform develop performance agreement, review performance, identify capability requirements induct new to role and/or organisation use the CF to clarify role requirements think about formal qualifications develop strategies to: meet capability gaps keep skills and knowledge current use the performance management process in conjunction with the CF to determine capability skill gaps targeted development development strategy development planning development opportunities learning pathways develop strategies to meet learning needs determine Organisational capability development priorities KEY use the CF to identify and assess required capability needs use the CF to identify function specific capabilities, and assess skill transferability think about what you want to do, and where you want to be in the short and long term future career paths career planning use performance process to discuss longer term career aspirations & associated capability requirements look for opportunities to build/grow talent mobility stretch assignments identify high potential staff ASIO People Strategies Management Activities Staff Member Activities

ASIO People Capability Framework 5 ASIO Core Capabilities There are six core capabilities articulated by a series of behavioural statements that are common to all ASIO officers. Promoting a security culture» Strategic thinking» Achieving results» Productive working relationships» Personal drive and integrity» Communicating with influence»

6 Promoting a Security Culture Working in a security environment requires a focus on: personal, organisational and national security awareness; ensuring that security is weighted in all decision making; allowing for appropriate sharing of information; high levels of responsiveness; and security resilience. Adapt Generate Integrate All Staff All Staff All Staff Understands, applies and adheres to security standards and practice Tailors security requirements when interacting with others outside work Uses personal discretion when talking about work with family and others Recognises and seeks security advice and assistance when dealing with a new or unfamiliar situation Maintains appropriate professionalism in the face of criticism of ASIO to limit personal or professional compromise When required, supports and educates family and close friends about the risks or vulnerabilities of intelligence work Applies relevant security measures to allow quick and confident responses that maintain security standards in response to formal questions from people from outside the Organisation Provides support to colleagues in meeting security responsibilities Maintains personal security responsibility when faced with situations that may potentially compromise security Seeks security advice to address emerging security issues Applies risk management assessments both personally and professionally to identify appropriate level of trust for those engaged with the Organisation Identifies any risks or vulnerabilities that may impact on the ability to retain security protocols, and reports to Internal Security Demonstrates willingness to respond quickly and effectively to operational requirements by being flexible and adaptable while maintaining security awareness Understands the impact of professional responsibilities on personal life and compensates appropriately Works to help others overcome any impediments to successfully working in a secure ASIO environment While applying security protocols, shares information critical to making an informed Organisational decision Responds quickly and applies reasonable judgement in unexpected situations Demonstrates sound security judgement in the absence of line management or immediate direction

ASIO People Capability Framework 7 Lead EL1-SES and equivalent Shows resilience and discretion when being questioned or challenged Remains calm and focused in situations that may compromise security Has a well developed understanding and awareness of the environmental context in which ASIO operates Educates others on applying security protocols in the sharing of information, and how they operate in practical terms Ensures staff have adequate knowledge and training to work effectively in a security context Promotes and monitors the requirements for a secure working environment Identifies security vulnerabilities in people or processes and takes action to address them Ensures team members are fully equipped to deal with the pressures and personal constraints of working in a security environment Thinks quickly and manages the risks associated with creating security solutions on the go, including recording, mitigating and advising of outcomes Makes quick, strategic and independent security decisions that may have a significant effect on others Operates comfortably in a changing security environment to make decisions that protect security and progress Organisational goals Exemplify EL1-SES and equivalent Recognises the gravity of some recommended security solutions and makes decisions armed with all the available information Supports others to operate effectively in an environment where Organisational judgements may be publically noted and/or criticised Quickly identifies security situations that require escalation beyond ASIO

8 Strategic Thinking Strategic thinking in the ASIO context requires a focus on: challenging the status quo; taking a leadership role in the national intelligence community; driving an agenda of collaboration, and managing our need to share, and responsibility to provide, information; scanning the horizon to assess and understand the contemporary security and policy environments to determine the impacts to our work. Adapt Generate Integrate AO1 AO2 AO3 AO4 / IOT / ITO1 / SIOE1 AO5 / IO / ITO2 / SIOE2 Understands and supports ASIO s vision, mission and strategic agenda Thinks and plans ahead Asks questions if unsure about organisational direction and the implications for own work tasks Prioritises own work based on ASIO objectives and team work plans Identifies any barriers to completing own work Alerts people to potential issues that might impact on achieving organisational objectives Knows where to find relevant information and uses commonsense to decide what information needs to be passed on Researches and analyses information and makes recommendations based on evidence Seeks to understand the underlying rationale for decisions Suggests improvements to work tasks and business practices Identifies the relationship between ASIO priorities and own tasks Recognises where a change to process or practice presents an opportunity for enhanced efficiency or effectiveness Constructively questions ideas to contribute to well rounded solutions Questions existing practice and standards if they are not working Accepts new ideas and incorporates into way of working Contributes to brainstorming of ideas around workflow and process to support strategy Identifies issues that may present challenges to the achievement of outcomes Identifies the relationship between ASIO priorities and operational tasks Questions existing processes and suggests potential improvements Considers ASIO s strategic agenda when making decisions Identifies opportunities for sharing knowledge Maintains up-to-date industry knowledge and applies this to own work Uses innovative thinking to identify, implement and promote improved work practices Understands, promotes and supports ASIO s strategic agenda, and sets an appropriate supporting direction for the team Integrates considerations from across the organisation and the national security community when reaching decisions and making recommendations Questions what s in place and proposes improvements Investigates and analyses a range of ideas and their application to ASIO Takes every opportunity to provide input into strategic direction of the team or organisation as a whole Scans the organisational environment and monitors ASIO s priorities; keeps team members updated on direction Thinks laterally and innovates to enhance organisational processes, and encourages others to do the same

ASIO People Capability Framework 9 Lead Exemplify EL1 / SITOC / SIOE3 EL2 / SITOB / SIOE4 Coordinator / SITOA SES Supports and promotes ASIO s vision, mission and strategic agenda Sources information on best practice approaches and considers their application in the ASIO context Communicates with the team about the relationship between ASIO s strategic agenda and operational tasks Challenges existing approaches and practice and makes strategic suggestions for improvement Identifies critical information gaps and seeks to resolve them Identifies future trends or issues and engages with the organisation and national security community to formulate appropriate responses Experiments with new approaches where appropriate, and fosters a culture of innovation within the team and the broader organisation Translates how the work of the directorate contributes to the organisation, national security community and government priorities Gathers and investigates information and strategies from other sources and looks for opportunities to apply in own team Engages enthusiastically with the organisation, national security community and academia on a range of strategic issues Promotes a culture of innovation across the organisation and national security community Scans the horizon and stimulates discussion about the future Constructively challenges organisational norms and presents alternatives that accord with the desired culture Maintains a strong awareness of government drivers and the implications for ASIO Engages in constructive debate on organisational issues Looks beyond the organisation s current context and demonstrates over-the-horizon thinking Articulates ASIO s strategic agenda and champions change implementation Advocates with influence and takes responsibility for decisions Demonstrates corporate consideration of issues by taking a broader organisational view of decisions, and is open minded and values ideas from all parts of the organisation Anticipates the shifting environment and responds to meet new challenges and mitigate risk Builds and embeds a contemporary understanding of the Australian community and factors into decision making Leads the agenda in information sharing across the intelligence community Pursues a strategic organisational alignment with government direction and an understanding of international implications and factors that may impact on ASIO Synthesises complex information and discerns the key implications for ASIO in the context of government agendas and priorities

10 Achieving Results Achieving results in the ASIO context requires a focus on: a commitment to high quality outcomes aligned with ASIO s strategic agenda; monitoring, evaluating and improving processes; identifying, accessing and sharing knowledge and resources to enhance success; continually developing leading edge capability. Adapt Generate Integrate AO1 AO2 AO3 AO4 / IOT / ITO1 / SIOE1 AO5 / IO / ITO2 / SIOE2 Identifies the core and function specific skills and capabilities needed to meet performance expectations Manages own time and workload Listens to the advice of those who have dealt with similar issues and circumstances Takes responsibility for the completion of assigned tasks Asks for assistance when required Maintains accurate corporate records Sets own deadlines to meet outcomes and standards Monitors own progress against deadlines and required standards Reschedules and reorganises own work in consultation with supervisor if priorities change Applies the full range of their skills and capabilities to meet performance expectations and standards Adapts effectively with day-to-day changes in work priorities Regularly seeks feedback from supervisor to continually improve own performance Accepts and responds effectively to day-to-day work changes, shifting priorities and ambiguity Challenges self to step outside of normal work approaches and try new ways Reschedules and reorganises own work to respond to change in priorities Applies and develops capabilities to meet performance expectations and achieve performance standards Uses appropriate information management systems to ensure information is kept up to date and available to others Constructs project plans with clear and appropriate milestones and timeframes Monitors projects and tasks from start to finish; and checks against plans Regularly seeks feedback from clients to gauge satisfaction with work outcomes Meets operational and organisational deadlines and maintains a focus on quality Identifies contingencies while responding to changing situations Understands and responds efficiently and effectively to identified priorities Converts information into actions and outcomes; delivers to match the agreed need Ensures all relevant information or viewpoints are considered when making decisions or providing recommendations Negotiates to achieve consensus on the best course of action Investigates alternatives; through research and contact with external agencies Plans for and analyses operational requirements to meet objectives, using all available resources Consults internal subject matter specialists and uses their expertise to improve team outcomes

ASIO People Capability Framework 11 Lead Exemplify EL1 / SITOC / SIOE3 EL2 / SITOB / SIOE4 Coordinator / SITOA SES Engages with and empowers staff to complete tasks; provides feedback on outcomes Identifies and uses all resources available to ensure success Responds to new ideas from team members and incorporates where appropriate; or if not feasible, explains reasons why Identifies impediments to achieving results and works to remove them Reviews and evaluates projects to ensure an understanding of the critical components of success Ensures that lessons learned are recorded, communicated and acted on Identifies strategies for removing significant impediments to achieving results and sharing information Draws on the expertise of others to improve results and acknowledges that contribution Provides realistic assessment of task feasibility and delivers Ensures the effective and efficient use of ASIO resources Measures directorate outcomes and looks for ways to improve results Challenges self and the team to achieve high quality results aligned with ASIO s strategic agenda Acknowledges and provides appropriate recognition of staff achievements Has a drive to achieve outcomes; makes the connection with strategy Ensures all team members clearly understand their role, its connection with the broader outcomes, and what is expected Checks in with clients to evaluate results Develops high level plans and strategies that clearly define required outcomes Drives an organisational approach to improving the access of information and knowledge across the national security community Deploys resources judiciously to ensure optimum results Builds effective teams with the range of capabilities and skills needed to get the best results Reports achievements to key stakeholders; seeks feedback and engages them in developing improvements Establishes systems and processes to effectively monitor ASIO s performance Identifies and addresses significant risks to the achievement of organisational outcomes

12 Productive Working Relationships Productive working relationships in the ASIO context requires a focus on: collaboration and the need to share / responsibility to provide information; working as part of a broader national security community; promoting supportive working relationships across the organisation; developing, maintaining and leveraging a range of networks. Adapt Generate Integrate AO1 AO2 AO3 AO4 / IOT / ITO1 / SIOE1 AO5 / IO / ITO2 / SIOE2 Treats others with courtesy and respect; is polite and professional Demonstrates willingness to work effectively with others to achieve outcomes Keeps the team up-to-date with own tasks and projects Responds to changes in client needs, checking with supervisor before taking action Recognises that others may have different views and expectations; tries to see things from those perspectives Understands and acts on feedback Understands the roles of others in the team Takes an interest in others work and offers support when needed Manages client expectations by clarifying expectations and deadlines Shares information with the team Works collaboratively and cooperatively with others Keeps clients informed of progress Makes time for people and is helpful and supportive Tries to see things from the other person s perspective Is aware of the contributions made by others; congratulates them Appreciates the diverse range of views and opinions found in ASIO Cooperates with colleagues from all areas of the organisation Shares information with other team members and seeks input from them Responds effectively to client needs, expectations and changing requirements Provides guidance and offers full support when required Shares knowledge with other areas of ASIO and the national security community Assists new staff with adapting to the ASIO environment Develops good rapport with other agencies through regular and effective communication Consults with and shares information with others to meet objectives Appreciates, values and acknowledges the work of others Supports new starters through proactive mentoring Develops and maintains relationships with stakeholders, and represents ASIO effectively both internally and externally Identifies workload issues in the team or elsewhere and offers assistance or makes adjustments Offers appropriate and helpful advice and comment Delegates effectively to balance team workload

ASIO People Capability Framework 13 Lead Exemplify EL1 / SITOC / SIOE3 EL2 / SITOB / SIOE4 Coordinator / SITOA SES Manages staff performance, and addresses issues, quickly and effectively Recognises possible constraints other areas of ASIO may be faced with when asking for assistance Identifies key stakeholders and builds strategic relationships with them Takes into account the pressures and viewpoints of staff, managers and stakeholders Clearly articulates ASIO s needs when negotiating with other agencies Supports staff to ensure effectiveness Identifies, builds and sustains long term internal and external relationships Acknowledges the role others play in success Keeps an eye on workload issues Fosters an atmosphere where people are comfortable asking questions or admitting mistakes Creates a working environment that encourages regular open dialogue and flow of ideas Empowers people to make decisions and manage risk Asks for, considers and reflects on the views and opinions of others Builds and maintains strong internal and external networks and harnesses their skills and knowledge for use across ASIO Contributes and adds value to other work units or organisations by sharing knowledge and presenting options Recognises opportunities for enhanced networks when engaging with new or prospective partner organisations Builds relationships with key players in government, the private sector, and other agencies for the benefit of the national security community Proactively seeks out key stakeholders and ensures regular dialogue with them; is an influential partner Provides regular, targeted feedback to the Branch or Division Keeps SES colleagues informed and engaged Is aware when teams or individuals are operating under pressure, and makes time to motivate and provide support Takes the broader organisational view when making decisions and eliminates silo thinking Empowers people and fosters a culture of risk management

14 Personal Drive and Integrity Personal drive and integrity in the ASIO context requires a focus on: a commitment to Australia s security; modelling of the organisation s values and Code of Conduct; taking initiative; showing moral courage; ongoing commitment to personal development and professional excellence. Adapt Generate Integrate AO1 AO2 AO3 AO4 / IOT / ITO1 / SIOE1 AO5 / IO / ITO2 / SIOE2 Understands and demonstrates behaviour in accordance with ASIO s values and Code of Conduct Displays a willingness to assist others Gets on with the job and has pride in their work; approaches work with a positive attitude Is open and receptive to feedback Acknowledges mistakes and learns from the experience Applies energy and drive to achieving high quality results Takes personal responsibility for mistakes and learns from them Seeks opportunities and additional responsibility in order to learn and grow Develops an understanding of their own strengths, capabilities and areas for improvement Remains calm under pressure, and responds well to set backs Stays focussed; works effectively in difficult situations Consistently behaves in a way that models ASIO s values and Code of Conduct Acknowledges areas of own performance that could be improved and seeks advice on how to achieve that Takes the initiative required to meet goals and progress work Seeks out opportunities for personal and professional development Supports team members to get the job done Operates professionally when representing the work area Operates and presents professionally when representing ASIO Recognises obstacles to getting the job done and discusses a way forward Looks for opportunities to extend knowledge, skills and experience Takes personal responsibility for producing accurate, timely, high quality work Maintains composure under pressure Is motivated to continually learn and improve Takes personal responsibility for work outcomes and decisions Recognises own limitations in understanding an issue and commits to learning more Responds to changes required in way of working when organisational change occurs Demonstrates persistence in difficult situations and works to achieve objectives Spends time to seek feedback and analyse own performance to identify strengths and opportunities for ongoing improvement

ASIO People Capability Framework 15 Lead Exemplify EL1 / SITOC / SIOE3 EL2 / SITOB / SIOE4 Coordinator / SITOA SES Takes personal responsibility for own work; especially task understanding, timeframes, deadlines, priorities, stakeholder needs Gets on with the job and applies themself with energy and drive Takes personal responsibility for identifying own development needs, and those of the team Constructively challenges issues and discusses alternatives Asks colleagues to provide feedback on own performance; responds positively and makes appropriate changes Shares knowledge, experience and expertise with the team Ensures advice given is accurate, impartial and actionable Makes clear, timely decisions and takes responsibility for them Role models ASIO s values and Code of Conduct, and ensures team is applying them in all work situations Takes responsibility for outcomes; puts measures in place to ensure errors don t reoccur Sets high professional standards for others to emulate Reflects and acts on opportunities for the team to grow and develop Models and promotes the ASIO values and Code of Conduct, and addresses behaviour that is inconsistent with these standards Acts with moral courage to make difficult organisational decisions Acts decisively when making organisational changes Supports other organisational leaders and presents a united voice internally and externally Is forthright and confident when providing advice Seeks feedback on performance from subordinates, managers and clients

16 Communicating with Influence Communicating in the ASIO context requires a focus on: providing accurate, timely advice tailored to the target audience; the need to share / responsibility to provide information; an evolving level of communication with domestic and foreign partners, and the public. Adapt Generate Integrate AO1 AO2 AO3 AO4 / IOT / ITO1 / SIOE1 AO5 / IO / ITO2 / SIOE2 Asks clarifying questions when unsure Contributes to discussions in team meetings Focuses on making the key points when getting a message across to others Pays close attention and listens to others Presents messages confidently Structures written and verbal material clearly and concisely Liaises with and questions clients about their specific needs Limits the use of jargon and abbreviations Anticipates the key concerns of the audience Picks up on non-verbal cues when interacting with others and responds appropriately Takes the time to understand other work areas in order to better clarify requirements for effective interaction Discusses issues credibly and thoughtfully Uses correct terminology, punctuation and grammar in written communication; adopts an appropriate level of formality depending on the audience Listens to differing ideas and views to ensure own clear understanding of the issues Identifies other peoples expectations or concerns and acts on them Focuses on clear communication of the key points Tailors communication style and language to the requirements of the audience and their level of knowledge, skill or experience Considers different points and views; factors into own thinking and argument Selects the appropriate method for communicating information effectively Focuses on getting information on the subject matter; educates themselves and others Anticipates and identifies others concerns, expectations and considers the implications Follows up if there are unresolved issues or unanswered questions Translates verbal information into written communication without losing meaning or nuance Picks up non-verbal signals and responds appropriately Negotiates with a clear understanding of the desired outcomes Makes sure that the message they have given to others has been understood

ASIO People Capability Framework 17 Lead Exemplify EL1 / SITOC / SIOE3 EL2 / SITOB / SIOE4 Coordinator / SITOA SES Structures messages clearly and succinctly Communicates complex technical or specialist information in a way that can be understood by an audience unfamiliar with the subject matter Recognises and responds to the primary interests of the audience Considers different views and angles; gives them appropriate weight Negotiates with a clear understanding of required objectives and outcomes Identifies the tools or mechanisms best suited to communicate with stakeholders Provides the rationale for a particular viewpoint and pre-empts counter arguments Explains complex information by using language and examples that the audience will understand Anticipates challenges, and constructs convincing arguments based on evidence and sound judgement Encourages debate to ensure understanding of all issues and implications Constructs and delivers strong arguments capable of influencing others views and opinions Uses a strong knowledge of ASIO s priorities and strategic agenda to craft compelling arguments for particular approaches Joins the dots for others to ensure complete understanding by all involved Communicates with staff regularly on ASIO s strategic objectives Focuses on delivering organisational messages externally to help shape policy and exert strategic influence Drives negotiation based on ASIO s strategic agenda Outlines the implications of new information or approaches Determines the implications for others when calling for any approach Acknowledges risks and possible disadvantages from alternative courses of action

18 Functional Profiles There may be additional technical skills required that are specific to the type of work being performed. These are suggested according to the following broad work types: Intelligence Analysis and Assessment» Intelligence Collection» Intelligence Support» Corporate Services»