Agencies responsible for national systems are usually separate from those that design and acquire tactical systems. Observers argue—and a number of key Members of Congress have concurred—that the drawbacks inherent in past and current ISR acquisition efforts are serious enough to indicate that consideration should be given to the preparation of an agreed-upon multi-year plan or "architecture" that provides production schedules for currently planned ISR systems and the introduction of new platforms. If such a plan were agreed upon, advocates argue, it would be possible to restrain cost growth, ensure that all requirements had been considered, and establish the best possible mix of satellites and unmanned and manned systems. Stability operations, large-scale counterinsurgency, and counterterrorism operations are not niche challenges or the responsibility of a single Military Department, but rather require a portfolio of capabilities as well as sufficient capacity from across America's Armed Forces and other departments and agencies. Funds are also authorized and appropriated in different legislative measures. Other important ISR systems are designed for and operated by military commanders and are grouped in the Military Intelligence Program (MIP). Most UAS have been MIP systems as have manned aircraft in recent decades. Satellite acquisition is complicated. This model would provide for a balanced architecture where a foundational capability would be provided from medium or large systems. Alternately, some might argue that long-existing organizational relationships tend to become sclerotic, potentially inhibiting the development of innovative technologies that can serve operating forces at reasonable costs. Both have an endurance of 24 hours. Without a strategy (and a plan to implement it) "the defense and intelligence communities may continue to make independent decisions and use resources that are not necessarily based on national priorities, which could lead to gaps in some areas of space operations and redundancies in others." Some observers believe that these committees may tend to focus on ISR systems as components of larger defense programs whereas the intelligence committees might have focused more on support to national policymakers. The FY2009 Defense Authorization Act, Section 144, also required 
the Secretary of Defense in consultation with the Chairman of the Joint Chiefs of Staff establish a policy and an acquisition strategy for intelligence, surveillance, and reconnaissance payloads and ground stations for manned and unmanned aerial vehicle systems. The 113th Congress

ISR issues will continue to be an area of concern, especially in light of the lack of a long-term investment strategy called for by the 112 th Congress and the pending impact of sequestration. In testimony before the Senate Select Committee on Intelligence in March 2013, Director of National Intelligence James Clapper indicated that sequestration would delay major systems acquisition and require older reconnaissance systems to be decommissioned. The DNI and the FY2014 budget request indicated an effort to protect the intelligence community workforce, suggesting that hard choices in response to budget cuts will focus on ISR systems and other expensive collection platforms. Similarly, there are no indications that technological capabilities of ISR systems have reached a stable plateau, and basing future plans on current technologies may prove to be shortsighted. Acquiring and using ISR systems is likely to remain a substantial challenge for the U.S. government in coming decades and one that will depend on effective cooperation among the intelligence community, the Defense Department, and Congress.
Increasing calls for intelligence support and continuing innovations in intelligence technologies combine to create significant challenges for both the executive and legislative branches. Intelligence, surveillance, and reconnaissance (ISR) systems are integral components of both national policymaking and military operations, including counterterrorism operations, but they are costly and complicated and they must be linked in order to provide users with a comprehensive understanding of issues based on information from all sources. Relationships among organizations responsible for designing, acquiring, and operating these systems are also complicated, as are oversight arrangements in Congress. These complications have meant that even though many effective systems have been fielded, there have also been lengthy delays and massive cost overruns. Uncertainties about the long-term acquisition plans for ISR systems persist even as pressures continue for increasing the availability of ISR systems in current and future military operations and for national policymaking.
These challenges have been widely recognized. A number of independent assessments have urged development of "architectures" or roadmaps setting forth agreed-upon plans for requirements and acquisition and deployment schedules. Most observers would agree that such a document would be highly desirable, but there are significant reasons why developing such an architecture and gaining an enduring consensus remain problematic. First, ISR technologies are not static; whereas it is possible to plan for aircraft, ships, or tanks that can be used for decades, it is doubtful that today's inventory of satellites, unmanned aerial vehicles, and manned aircraft will still be the right mix a few years hence. Some believe that a "cast-in-concrete" plan would inhibit the ability to take advantage of new technologies or techniques as they emerge. Secondly, achieving consensus on such a plan would be greatly affected by the separate priorities of different parts of the intelligence community, the Defense Department, and Washington policymakers. The needs of policymakers and military commanders are different and are usually reconciled only on a case-by-case basis. Furthermore, different congressional oversight committees may also have different perspectives on priorities and some may seek to emphasize funding for specific systems.
The Director of National Intelligence could be given authority to reach across current organizational boundaries to define requirements and priorities. Some propose establishing a position for a separate "ISR Czar" to do this. Few observers believe that ISR programs could be carved out of the intelligence budget and/or the defense budget, and placed under the control of a single officer or lead agency. There is a strong likelihood that separate needs and concerns that affect the current systems will not disappear, even if one official has a new and expansive charter. Similar concerns would exist in regard to the jurisdictions of congressional oversight committees.
ISR issues will continue to be an area of concern for the 113th Congress, especially in light of the lack of a long-term investment strategy and the pending impact of sequestration. In testimony before the Senate Select Committee on Intelligence in March 2013, Director of National Intelligence James Clapper indicated that sequestration would delay major systems acquisition and require older reconnaissance systems to be decommissioned. The DNI and the President's FY2014 budget request indicated an effort to protect the intelligence community workforce, suggesting that hard choices in response to budget cuts will focus on ISR systems and other expensive collection platforms.