PROCEDURES FOR THE HANDLING OF INTELLIGENCE REQUIREMENTS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01676R000500160025-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 22
• Document Creation Date: December 15, 2016
• Document Release Date: July 11, 2003
• Sequence Number: 25
• Publication Date: October 1, 1965
• Content Type: MF

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=MORAN= Director of Central Intelligence
THROUGH
Nxecutive Director-Comptroller
Eltecutive Registry
19EiS
Procedures for the Handling of Intelligence
Requirements
Attached per your request of 20 September is a description
of the procedures followed for generating, levying, monitoring
and satisfying of intelligence requirements. Attached also ere
samples of various types of intelligence gap statements and
intelligence collection requirements. The paper has the
concurrence of DDP and WSW, although the latter notes that the
procedures described are more applicable to the Intelligence
Directorate than to the 0 A T Directorate.
Attachments: a/s
(C
Deputy Director (Intelligence)
4.2Z.
DI Y -------
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SETREI
These era the steps by which intel
motion instituted to rectify the s
re tdentifi.d
. Seeoralt n of at Need for Additional nformation
The anslyst should continually search for mays to woke his
k000leggs of his *Object matter more complete. In mm*3'114 his
field of interest, he should determine what he dew not know and
what he suet knew in order to predate the most professional work
peestble. An intelligence gap is thus identified. A specific and
formal example of this process is a POst Orton to a National
artimate which states in general terns what important elements
were not /mown about the subject when the estimate was written.
2. Development of an tatellleenn* Negniremmet
mg identified his need for new isformstiou, the analyst
to the DDI*s Collection Guidance Steil' for aid in
espreesing his need to the appropriate collectors. An intelligence
eollection requirement is then written and aosigned to s 044 officer
for levying and followup monitoring.
3. uoytog of oiremeuts on Intelligence Collectors
Degrading en the type of information needed, its urgency and
the capabilities of the various collection sgemcieo, requirements
are thee levied on one or more *8***1**. They say *19* be given
wider disseminetten by being included in the COS's Current Intelli-
pace Sequiremeats List which is distributed to all human source
collection agencies anti to NSA. If an information need le particularly
urgemt or complicated, it may be referred to one of the OSIS
Committees, such as CMOS, the SWINT Committee, the 250, or the
Critical Collection Problems Committee, or it may be stated as
Priority ;rational Intelligence Objective, in which case it is
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automatically assigned to all agencies for collection or analytical
action. Then a requirement is accepted by a collectionagency, the
manner of execution is the responsibility of that agency.
4. Ilenitoring,Collection Action
The on maintains a machine filo of all outstsnding require-
aenti to elimInste duplication of requirements and to close cases
outdated by UMW needs. COO monitors the flow of information in
response to the requirements and, as new collection opportunities
*via*, may refer the requirement to additional agencies.
8. V ofPew Intora t to Anal ical *laments
New information from the collectors is returned to the anslys
am partial or complete fulfillment of the origtl requirement.
The new information gives the analyst new insight into his subject
natter and should raise additional, more refined, questions In the
Mind at the analyst. These questions should appear as new, more
penetrating, statements of intelligence gape and give rise to new
requlremente. The above process Is them repeated.
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INTELLIGENCE REQUIREMENT FLOW CHART
Recognition
of Intelligence
Collection Need
II
Development
of Intelligence
Requirement
Feedback of New
Information
25X1
NPIC
FBIS
FDD
Collection Action
Monitored
JIV
COMOR
DDS &T
Levying
SIGINT
USIB
DDP
of Collection
IPC
NSA
Collection Action
Requirement
CCPC
DIA
Army
III
Navy
Air
FBI
AEC
State
Non-USIB
Agencies
52400 9-65 CIA
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GlIOUP 1
1
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These are .
Mertens to
by which Intelligence XBtJmates and st
initiated:
National Intelligence Eatimatee are either self-initiated by
OAS as annual !lepers on important aub3ects or aew estimates or
updates of older papers, or they are requested by another USIB
agency or consumer. A program of forthoomi 'mates ie drawn
up each quarter.
Special Ahtional intelligence latimateal which concern
developments in crisis or neer-crisis situations-, are usually
requested on Short notice by the White use Staff State, the
ao or the I.
POO Nertems to estivates are written when it is recognized
that important elements of information were not available for
preparetion of the estimate. In such cases the So*rd of Antioaal
Setimates will recommend to the USIS that individual agencies take
appropriate steps to fill the gape noted in the Post Mortems, and,
Li unusually important cases, that the matter be tweed over to
the Critical Collection Problems Committee for recommendation on
remedial collection action.
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r'T
Executive Registry
8 SEP 'i96.5
*210BA11US POR: Dirctor of Central Intelligence
81:14/2CT
Reorganl.zation of DDI
1. This memorandum contai.ns a reeowendaton, in
17 below, for your approval.
2. As you know, I have been studying the DDI organizattor
for several month* to insure that our budget and *imam
resources are in balance with our essential long-term tasns.
I have also been seeking ways to increase our efficiency and
the quality of our product and, if possible, effect reductions
in personnel aseigaed to present tasks wherever eonsolidaton
or centralisation of effort would permit.
3. My review to date has led to two in conelus-lonE:
a. All non-operational Intelligence research and
analysis iictivitiee in CIA should be reconsolidated
ender one Directorate; and,
b. The finieted intelligence production comp?
Of the Dtrectorste of Intelligence shOuld as far
as functienal speelalties allow be placed under
unified direetion and orgailimed on a regional or
area-oriented basis, and this regional organization
ehould be closely flaked by exchange of staff
officers with the Area Divisions of D.
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4. This memorandum deals with the first of these
conclusions. I present it now, with the second to follow,
because you recently spoke to se of your belief that
similar functions should be groped under single =nage-
sent and duplication ?nominated n order to effect savings
in use of manpower. I suggest the rigorous application of
this principle to the intelligence research and analysis
effort, one of CIA's meet essential functions and the
oae which our most -sportant customers are daily aware
of.
1AM01101DID
6. From its LLrst days the Agency's policy
for the production of ninhed intelligence A has been
that it shall be integrated, coordinated and duplicatory.
This policy is still in force and currently eet forth in
which also provides that the Deputy Director for
Intelligence is responsible for ensuring that the policy
is tmplemeeted, including dissemination control and the
initiation of new publications.
6. ii
Sc tifie
I believe
provide a nue
which the DST
immediately created production problems, which T pointed
out at the time and which have been only reduced since
not solved. Tho validity of the policy of placing
overall responsibility for intelligence prodeetion in
the DDI was reaffirmed shortly after the creation of
the ODIT Directorate, and attempts made to provide for
its implementation in full force by oral and written
directives.
traas tarred the Office of
OBI) from MDI to IT, entirely
o collocate scientists and to
easel actually on duty around
could be organized. This
T. The directive which this was most explicitly
set forth is the DOW* mmmorandum of 30 October 1963 to
the deputies on the 'subject of relationships between DDI
and DOM? This memorandum provides that
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7."
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Over-ell reapons bittty for production and
tie* of finished intelligence, and Its
nation outside of CIA, remains assigned
SDI.
? SSW earrtes the baste responsibility
? productive and publication of scientific
haical intelltgence. Dissemination outside
will have prior DDI coordination.
? ame carries the basic responsibility
integration of scientific and timbales'
gence produced by MOST with other types
of tatefligene. in the developeent of finished
intelligence.
S. The MD% wilt Mate all finished
iatelligenee which noorporates scientific and
teebnieal material with the DOM prior to
dissemination, outside CIA, using existing
channels for this coordination.
"11.
the CIA
rely heavily on
position on matters
emientifie and techai
umreaolved substantiv
le for establiehine
IS matters. Me will
in framing the Agency
are primarily
and will ensure that
fferences between
DSOS and board Setimates are clearly evident.
The VS% will furnish the VDSkT with copies of
all pertinent MIS briefing memoranda for the
DMCI and DC/.
S. Arrangenente for producing intelligence pursuant
to that Wrective have worked as veil as could be expected
considering the difficulties inherent in a situation vire
the Agency's production capability has been fractured and
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divi
depu
. I have
tact cool
of comma
ION
th wide y di/
vor folt that
mad* to work eii
uthority.
rasa arrant review of this
La ht*ti. I have sot, for example,
on personnel commonage the Latoraal
fine. I haws dose Imo less in the
view of 01036T's plea to transfer
and apace DIvisioa fro* OBI to
another fracture in the finished
itiol it suet also be, considered in
eat orgaaisatioa.
10. Thera aro, I baltive, a aumbor of reasons, sass
*spelling, others nere3.y persuasive, for considering at
this time the return of 001 to DPI. The reasons for its
staylag in tbe NAT are to se not very persuasive. (The
goestioa of MAC, an oatgrowth fro* the, former fallistics
Wane,' of 001, ban similar aspects. I would only say here
that it should probably be roincorporated into 011. If
sot, it has a good deal more to do with ead-product reportin4
than do other MOW activities other thole 001 and therefore
it should come to DOI as wilt.)
11 1 should say a ward about ay immoral schens for
coesolidatiag cOapoaeats and latogratiag production in
order to plass the OBI proposed novo in context, though
the writs of the novo ia no way depeed %poi a goaeral
reorganisation of DM. The tentative *chime (blocked
out in Tab A) calls for four sate grompiag of offices:
Z.nezy AnalysiK WIC CIA Detachseat)
Informatioa Borvicos
ratelligenoo Mesa:rah Group
001, MAC)
1)
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Ju
d.
12.
Intellige
line and
Nat nal IR elligence Gr ONN,
0111? organised insofar as possible
basis -- e.g., Office of Chimes* Aft
Akc indicated In e above, OBI would- be in the
nee- Research Group- (see Tab B for present ommand
Tab C for proposed grouping),
13. The advantages to you of having OBI in the BDI
to at these
It woulltirence ero
Univac, problems at the level of national
interest are not disciplinary but Luterdiscipl ary
It is important to the quality of output to focus
all pertinent disciplines on a given problem in an
Integrated fashion, Nixed management makes the
attainment of this Ctftcult goal more difficult.
b. It would iagrove our research programming effort.
By consolidating our research pro4ramming efforts
Into one, we would have a better balanced overall
progran more responsive to our consumers.
It would fammove eUi
ur
We could, for examp
arraamsesats, eonsol
product ton control e
editing functioa*, deal
prOdnetion for support of
typing, etc. In short,
people doing the samo Sm. of w
diffarent research components in
a sammassarata reduction in *verb
he staff
rative staffs,
the review and
printers,
ntelligenc
fewer
? by
with
tion.
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ffort would
h weapons
of fields --
instance -- OBI
ts and qualitattve
tion and
he sums
BB
to
stitatlyc fac
re could redress a trend away from production.
Sine, the transfer out of DDI, we have noted a
depreciation of the scientific intelligence
output, attributable, we believe, to 4 natural
preoccupation with intolligonce support of the
technical collect Ion activitios owing to the
environment in which OBI now finds itself.
cam Buarant4P0 OU telimumtarAtAtemskte.
Though total TiO savings cannot now be spocif sally
arrived at, they would be mme_nag_sesima and
oould be made in the face of iegrevisig pro:Auction.
Preliminary calculations on the basis of the
present OBI
lead as to conclude that a minimum cut of S%
I- can be guaranteed, and that the
total may well be more. (Bee Tab D for our
arithmetic.)
14. On the nogat et this move would se
scientists from scientists, the bringing together of which
was the principal reason advanced for moving OBI from MIDI
to WOW in 1963. We are not in a position to know how
important this consideration has actually turned out to
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that OBI 04
rt out SkT
ontist btred to
loss so Lu the case of OCS and
fLniIarttj of interest with
tot of Intel *goatee. I would
051 personnel who wished to remain in the
doing ao, and of sours, closest coordination
14 remain in the autual ioterost of the two
ration w*nld be simpler and better, however,
s of responsibility as between the R&D
ion operators on the 044 hand and the
on the other.
4 note that the of the decision t
at prosiest ideaview of Dr. Wheolon s
on to caphasise and expand OWAT work on
Technical Collection Program* (OSA
taff, 02L)
dissuasion is suffic ant reason to su
this sort in our organizatio for the
^ coat-offoctiveomass saving manpower,
en and establishing clam functional
ti
I recommend in view of the sbwe, you approvein
the transfer beet to 504 of 051 subjoct to
to you for filial review and approval the &Anil*
now* as worked out by DDI in coordination with
the Emecutivo Director'a SPSK Staff.
(AAT S. CU=
Seputy Director for Intelligimce
Attachments
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-
f"rat'llE
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ILLEGIB
but toe:
- Lei
L if DOI cItz3u
(..lbreika
- CVDDI )rauiattn iile
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41-11 fth
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Tab A:
Tab 5:
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ATTACININITS
ping of Off tees UR V
OM.** Ingaged in
ysis in Support of National
C: Proposed inteI1igice
Tab D;
Tab It Organization Char
Tab Ft Organization Chart of OW
Tab Gt Organization Chart of PNBAC
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Proposed Grouping of Offices Under DDI Direction
DDI
Imagery
Analysis
Group
49693 9-65 CIA
Information
Services
Group
SECRET
Intel Ii gence
Research
Group
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National Intelligence
Evaluations
and Estimates
Group
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Present Group of Offices
Engaged in Intelligence Research and Analysis
in Support of National Intelligence
DDI
Research
Staff
Director of
Research and Reports
1
25X1
DDS&T
R EC AP
ORR
Os'
FMSAC
RESEARCH
STAFF _
Total
Economic
Military- Economic
Office of
Foreign
Research
Research
Scientific
Missile and Space
Area
Area
Intelligence
Analysis Center
48692 9-65 CIA
LI
SECRET
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25X'
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Proposed Intelligence Research Group 25X1
of the Directorate of Intelligence
Executive Staff
DIRECTOR
Intelligence Research
Group
11
25X1
RECAP
DIRECTION
EXECUTIVE STAFF:
Production Control
Administration
RESEARCH STAFF:
Current Support
Strategic Studies
OEI
OSI
OAISPA
FSC
Reserve
Total new T/O
25x1Present T/O
Reduction
25X1 j
Research Staff
25X1 Li
Office of
Economic
Intelligence
25X1 1-1
49694 9-65 CIA
Office of
Scientific
Intelligence
25X1
SECRET
1
Office of
Military Systems
and Programs
Analysis
25X1 I
Foreign
Space
Center
9X1
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I.
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OF PROJ7S
II. 111 i of du
elee agricu
TAB D
V1NOS
'units effected
III. Mai ion of resume
maz'gisa1 intelligence value
Ti
ef
1.11.0.11??????????IMONWelamer.????????
In chemicals,
of duplication and reassignment
military intelligence among
Division, OBI ORIVIDA
load on COS
Total
Direction
Administrativ
Production Control
Current Support
Teta
New
?Vine
on
25 *1 ** fl&u1sI I=1La target reduction and repr
Bee TAB C or recap of minimal
25X1 reduction of F-1 representing the probable
probable
ted
range.
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2 5X 1
25X
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SECRET
OFFICE OF RESEARCH AND REPORTS
DIRECTOR
OF
RESEARCH AND REPORTS
DEPUTY DIRECTOR
ADMINISTRATIVE
STAFF
BudgetangoSnervices
Section
Documents Support
Section
Personnel and Training
Section
PUBLICATIONS
STAFF
? Accounts Section
? Control Section
_ Editing and Review
Section
? Production Section
ECONOMIC RESEARCH AREA
OFFICE OF CHIEF
ECONOMIC RESEARCH
CURRENT SUPPORT
STAFF
PLANNING AND
REVIEW STAFF
ANALYSIS DIVISION
- Eastern Europe
- Far East Branch
Strategic
USSR Branch
51895 7-65
INTERNATIONAL
DIVISION
? Africa Branch
? Asia Branch
ee Latin Anserine Branch
.= Near East Branch
- WestgrrLExope
RESOURCES AND
INDUSTRIES
DIVISION
? Agriculture Branch
? Chemicals Branch
Electronic Equipmen
Branch
Fuels and Power
Branch
TRADE AND
SERVICES
DIVISION
? Manufacturing Branch
Minerals and Metals
_
Branch
_Communications
Branch
- Construction Branch
International Shipping
? Branch
Policies and
Organizations Branch
Trade and Finance
? Branch
Trangnrron
SECRET
25X1
MILITARY-ECONOMIC RESEARCH AREA
OFFICE OF CHIEF
MILITARY-ECONOMIC
RESEARCH
FORCES DIVISION
..Aircraft Systems
Branch
Defensive Missiles
Branch
_Ground Forces
Branch
Navira
a:Snhtems
E
_Stratwa.i
lcMssiles
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PLANS AND
SUPPORT STAFF
PROGRAMS DIVISION
?Free World Branch
MilitaryElpnrditures
.
Space and Support
Branch
_Strategy and Trends
Branch
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OFFICE OF SCIENTIFIC INTELLIGENCE
OFFICE OF THE DIRECTOR
DIRECTOR
DEPUTY DIRECTOR
EXECUTIVE OFFICER
L- SERVICES BRANCH
COLLECTION SUPPORT OFFICER
INTELLIGENCE PRODUCTION STAFF
INTELLIGENCE SUPPORT BRANCH
PROGRAM AND PUBLICATIONS BRANCH
1...1 SIC SECRETARIAT 1
1.- _1
GENERAL SCIENCES
DIVISION
-ASTRO-GEOPHYSICS BRANCH
[-CHEMISTRY AND CW BRANCH
__PHYSICS AND ELECTRONICS
L
BRANCH
L MATERIALS AND ENGINEERING
BRANCH
51996 8-65
[
...BIOLOGICAL SCIENCES AND
BW BRANCH
CONTROL SCIENCES BRANCH
LIFE SCIENCES
DIVISION
MEDICAL SCIENCES BRANCH
NUCLEAR ENERGY
DIVISION
WEAPONS AND TEST BRANCH
NUCLEAR MATERIALS BRANCH
NON-SOVIET NUCLEAR BRANCH
JAEIC SECRETARIAT I
L? ? ?S
SECRET
BALLISTIC MISSILES
SPACE DIVISION
4 August 1965
DEFENSIVE SYSTEMS
DIVISION
BALLISTIC MISSILES
SYSTEMS BRANCH ?AIR DEFENSE BRANCH
? TECHNICAL SUPPORT BRANCH SPACE SYSTEMS BRANCH
E ANTI-BALLISTIC MISSILES BRANCH
NAVAL BRANCH
NON-SOVIET WEAPONS BRANCH AIRCRAFT AND CRUISE MISSILES
BRANCH
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I
-"N
a
?
7z1
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FOREIGN MISSILE AND SPACE ANALYSIS CENTER
DIRECTOR
DEPUTY DIRECTOR
EXECUTIVE
OFFICER
DEF iSMAC.
RE.pRE.S e fo-rxr vie
GMAIC Secretariat
ACTIVITIES
INTERPRETATION
DIVISION
TRAJECTORY
ANALYSIS
DIVISION
SIGNAL
ANALYSIS
DIVISION
REENTRY
PHYSICS
DIVISION
(IA
t3
CONTROL ROOM
(24-hour operation)
_
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Note for the Record:
Per
STAT
this is a dead issue.
11 June 1966
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