The Office of the Director of National Intelligence is conducting an annual survey of intelligence community employees to lay a foundation for future reforms of personnel practices.
The survey (pdf) asks IC employees to evaluate a range of issues from workplace environment and job satisfaction (“How satisfied are you with the policies and practices of your senior leaders?”) to attitudes towards other intelligence agencies (“How easy or difficult is it for you to collaborate with members of the IC who are outside your own IC agency?”)
“The purpose for collecting this information is to study and report attitudes and perceptions of the Intelligence Community workforce regarding their work environments, with a focus on various management policies and practices that affect them,” according to the survey form.
“The results will help your organization develop strategies to improve the quality of that work environment — one of the goals of your senior leadership and the Director of National Intelligence.”
Specifically, an official source indicated, the survey will support alignment of the Intelligence Community with the DNI Strategic Human Capital Plan (pdf), which envisions increased integration of U.S. intelligence agencies. It is the second such annual survey to be performed by the ODNI.
A copy of the survey was obtained by Secrecy News.
See “Intelligence Community Annual Employee Climate Survey,” Office of the Director of National Intelligence, November 2006.
The digital government field has an opportunity to build a more responsive and resilient government by pushing into new frontiers, with new tools, approaches, and even organizations that don’t exist yet. This is the time for radical experimentation, delivery, and exploration.
Americans are paying too much for almost everything, because the United States has long treated its trucking industry as an artifact to be preserved rather than as an opportunity for innovation.
These ideas aim to advance the detailed policy solutions needed to foster public trust and implement fairness in the adoption of AI across diverse domains, from healthcare and government benefits to rural access, education, and worker protections.
The evidence is clear: algorithmic pay-setting is established in app-based work, and payroll/timekeeping failures show how software can produce systemic wage harm at scale