INPUT TO OPEI HOMEWORK RELATIVE TO PRM/NSC-11

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP79M00095A000100030021-8
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 6
• Document Creation Date: December 19, 2016
• Document Release Date: December 23, 2005
• Sequence Number: 21
• Publication Date: February 25, 1977
• Content Type: NOTES

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25 February 1977
NOTE TO:
FROM
SUBJECT: Input to OPEI Homework Relative to PRM/NSC-11
1. In keeping with the oral guidelines at the last SAG
meeting, below are some alternate ways of doing business,
long-standing deficiencies in the current methodology, key
issues, etc., that might be worth keeping in mind as the
PRM/NSC-11 drill unfolds in the weeks ahead. They are offered
in no particular order of importance.
a. Feasibility of a foreign affairs community*
approach to human resource collection of foreign
information needed for the production of national
intelligence. It is time for an Executive Order
that provides a framework for a synergetic reporting
relationship between the Intelligence Community and
non-intelligence foreign affairs entities (such as
the Foreign Service) that is supportive of national
*Those departments, U.S. Government agencies, and other
organizations which are represented in U.S. diplomatic missions
abroad; and Executive Branch entities which may not be repre-
sented abroad but are significantly involved in international
activities with the governments of other nations.
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and departmental needs while retaining the mission
integrity and program autonomy of the non-intelligence
entities.
b. Overhaul of the Foreign Service to become a
cross-agency career track for professional collectors
of foreign information from human sources, i.e., for
the human resource "collector community." Foreign
I V,
0 th 11 d
t
d
6 information is simply foreign information throughout
e co ec
ion an
istribution process, regardless
of the method of collection or the sponsoring depart-
ment or agency. Removal of the largely psychological
barrier between "intelligence" and "non-intelligence"
collection to meet national and departmental needs
would enhance coordination of collection activities;
exchange of information, skills, training, and
methodology; plus ease some cover difficulties and
many small interagency frictions which impede per-
formance.
c. Needed: A DCI-sponsored, foreign affairs
community program to identify and promote ideas for
improving coordination and mutual assistance overseas
between human resource collection elements of the
various departments and agencies, including collection
elements that are not part of the
This would directly support, albeit transcend, the
2
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d. Alternatives worth serious consideration
in the CI field:
? Establishment of a national structure
for: the development of foreign CI policy;
coordination of the Government's CI activities;
central CI R$Dltraining and threat analysis
(HUMINT, SIGINT, PHOTINT) supporting all CI
agencies.
? Establish an NIO for CI to orchestrate
national CI estimates.
? Create within the FBI two clearly
separate career tracks for CI and for
criminal investigation, or create a separate
CI agency.
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e Merge the Army, Navy and AF CI agencies
into one DoD CI entity, exclusive of criminal
investigation.
f. Obtain legislation which would provide early
11 retirement at government mandate for career ersonnel
eyq Y% P
`r,A,IVin NFIP programs, to enable systematic upgrading of
the quality of career intelligence officers.
g. Designate an NIO for human resource collection
to work with the D/DCI/IC. The human resource reporting
contribution to national intelligence is a mix of
reporting from intelligence and non-intelligence
departments and agencies, which poses special problems
for oversight, coordination and review of Community
collection performance. The NIO would assist the
RA
D/DCI/IC on discussions and negotiations with non-
intelligence departments and agencies relative to
national intelligence needs, and on Intelligence
Community collection issues such as determining the
4
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proper IC role in the technology transfer problem;
exploring collection trade-off possibilities; and
new ways of doing business such as extending the
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