MEMORANDUM FOR DEPUTY DIRECTOR OF CENTRAL INTELLIGENCE (Sanitized)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01676R001600070002-8
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 15
• Document Creation Date: December 14, 2016
• Document Release Date: April 15, 2003
• Sequence Number: 2
• Publication Date: May 29, 1967
• Content Type: MF

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29 May 1967
MEMORANDUM FOR: Deputy Director of Central Intelligence
Pursuant to Action No. 1 taken at the 25 May meeting of
the Senior Executive Group, the attached memorandum has been
submitted for concurrence and your signature.
25X1
Deputy Director for Intelligence
Deputy Director for Science & Technology
D/DCI/NIPE
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Executive Secretary
Senior Executive Group
1 JUN 19?
1 JUN 1967
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22 May 1967
MEMORANDUM FOR: Members, Senior Executive Group (SEG)
SUBJECT Proposed Reallocation. of CGS Functions
1. In accordance with the decisions reached at the
15'May meeting of the SEG, I have prepared this memorandum
which outlines the actions associated with the reallocation
of the present functions of the Collection Guidance Staff
(CGS). It also presents a statement of the mission and
functions of a. proposed requirements staff and terms of
reference for an advisory group on information requirements.
2. The actions to be taken are as follows:
a. Disband the Collection Guidance Staff.
b. Establish an Information Requirements Staff (IRS)
in the Directorate of Intelligence with the responsibility for
servicing the needs of the Agency's intelligence-producing
offices (including those in the Directorate of Science and
Technology) in the field of information requirements. (A
statement of the mission and functions of IRS is in Tab A.)
c. Establish an Information Requirements Advisory
Group (IRAG) to facilitate common action among the intelligence-
producing components of the Agency and the IRS on information
requirements and to assist the DDI and DDS&T in developing
consistent CIA positions on information gaps, priorities, and
collection policy. (The terms of reference for the IRAG are
presented in Tab B.)
d. Supplement the staff of NIPE so that it can do
its own staff work in reviewing and evaluating major collection
programs of the intelligence community as a whole. The
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Directorates of Intelligence and Science and Technology will
continue to support NIPE by providing evaluations of the.
substantive intelligence from various collection systems when
requested through the DDI or the DDS&T. However, CGS or its
successor will no longer be the point of contact for NIPE,
nor will CGS be tasked to produce cost/effectiveness studies
on non-CIA collection programs unless specifically directed
to do so by the DDI or DDS&T.
e. Reallocate other functions of CGS. (Tab C
deals with this.)
3. When we have decided on the reallocation of functions,
steps can be taken to allocate slots and personnel.
25X1
EDWARD W. PROCTOR
Assistant Deputy Director for Intelligence
Attachments:
Tab A - Mission and Functions of IRS
Tab B - Terms of Reference for IRAG
Tab C - Disposition of Other Functions of CGS
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Mission and Functions of the
Information Requirements Staff
MISSION
The Information Requirements Staff (IRS) is the central
mechanism for processing, recording, and coordinating the
information requirements of the intelligence-producing
offices of the Directorates of_Intelligence and Science
and Technology and for assisting the DDI and the DDS&T in
matters related to the collection of information.
FUNCTIONS
The Information Requirements Staff will:
1.. Provide the central mechanism for information
requirements by:
a. Assigning numbers to them and recording their
contents and their disposition for registry and
retrieval purposes,
b. Notifying analysts of opportunities for
acquiring needed information,
c. Informing analysts with proposed new requirements
about related existing requirements levied by others
in CIA and in other agencies,
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d. Arranging for coordination of requirements
among intelligence-producing components with
related responsibilities,
e. Arranging and fostering, when requested,
direct analyst-collector contacts,
f. Directing requirements to specific collectors
on an all-source basis in accordance with known
capabilities,
g. Assisting analysts to terminate collection
requirements which have been filled or are
obsolete and to modify existing requirements
as necessary,
h. Proving the CIA liaison link with information
collection requirement units in other agencies,
i. On request, arranging for analysts to prepare
substantive evaluations of reported information.
2. Assist the DDI and the DDS&T by providing staff
support for:
a. Formulating CIA positions on collection
requirement matters under consideration by USIB
committees when no other appropriate mechanism
exists,
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b. Coordinating collection coverage requirements
for multi-purpose collection systems,
c. Producing general collection guides (e.g., the
Current Intelligence Re orting List) as appropriate,
Surveying and 'UAL in th over-all effectiveness
of the requirements process by maintaining registries,
inventories, and other records.
3. Conduct the CIA program for briefing and debriefing
military attaches, embassy personnel, etc.
4. Conduct general CIA liaison withotherIB..agencies.
The Chief of the Information Requirements Staff will:
1. Chair the meetings of the Information Requirements
Advisory Group (IRAG), participate in its deliberations,
and provide staff support to the Group as directed.
2. Assist the IRAG and the intelligence-producing
offices in developing common standards and procedures
to be applied by supervisors for validating analysts'
requirements and for monitoring analysts' performance
in levying requirements.
3. Advise the heads of intelligence-producing components
about problems related to information requirements and
recommend remedial action as appropriate.
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Terms of Reference for
The Information Requirements Advisory Group (IRAG)
1. The Information Requirements Advisory Group is
established in order to facilitate common action among
the Member organizations on information requirements
problems and measures. Its members are: Chief, Information
Requirements Staff (chairman), and the Deputy Director (or ?
his representative) of FMSAC, OBI, OCI, ONE, ORR, and OSI ,,/' F
Representatives of collection and processing activities may
be asked to participate in meetings of the Group as appropriate.
2. The general and continuing responsibilities of the
IRAG are: to review problems arising out of the information
requirements process, both as they relate to the collector-
producer relationship and as they involve the responsibilities
of office directors and division chiefs, and to recommend
specific actions or develop programs and procedures to resolve
the problems; and to assist in developing guidance to
collections, including evaluating reported information,
with the objective of achieving the efficient use of collection
resources relative to the needs of producers for intelligence
information .
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3. The initial and specific responsibilities of the
IRAG are to undertake the planning and to propose the
actions necessary to implement various recommendations
contained in the IG Survey. These are:
a. To devise practical measures to assist the
directors of the Member Offices and their
substantive division chiefs in carrying out their
responsibilities for control, validation, and
recording of requirements; for communication on
needs with collectors; and for periodic audit
of office and division performance in the field
of information requirements (Recommendations No.
24 and 25).
b. To undertake the preparation of collection
guides as needed on selected intelligence problems
(Recommendation No. 13).
c. To take measures to impro.e-the Current
Intelligence Reporting List (CIRL) (Recommendations
No. 10, 11, and 12).
d. To develop measures facilitating communication
and exchange of information between CIA analysts
and CIA collectors (Recommendation No. 7).
If the IRAG concludes that a recommendation of the Survey
is not feasible, practical, or desirable, it will advise the
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chairman so to report to the Deputy Director for Intelligence
and the Deputy Director for Science and Technology.
4. The recommendations of the IRAG are advisory to the
Member organizations, to the Deputy Director for Intelligence
and to the Deputy Director for Science and Technology. The
I IRAG will assist the Chief, Information Requirements Staff,
in keeping the performance and needs of the two Directorates
in the field of information requirements under continuing
review, and, where deficiencies or inadequacies are identified,
in making recommendations for appropriate action to the office
directors, to the Deputy Director for Intelligence, or to the
}~peputy Director for Science and Technology.
Meetings of the IRAG will be held at the initiative
of the chairman or upon the request of any member. Special
meetings may be called between the chairman and selected
members on topics of concern only to one of a few offices
and which are not of general interest to the IRAG as a whole.
The chairman will provide all necessary secretariat assistance.
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Disposition of Other Functions of CGS
1. In addition to. those in Tab A, I would propose
assigning the following functions to the Information
Requirements Staff, at least for the time being. I
propose that the SEG discuss each of these assignments.
a. Provide CIA representatives on USIB
collection committees: COMOR, SIGINT, and
IPC.
b. Serve as location for DDI's and
TALENT control officer and other security
functions.
2. NIPE would assume the following functions:
a. Assess the effects on information potential
due to loss of sources.
b. Assess the cost/effective of collection
systems.
3. COMOR would assume the responsibility for providing
the computerized index of COMOR targets.
4. The validation of information needs as stated in
information requirements would clearly be the responsibility
of the supervisors in the intelligence-producing components.
5. Some residual CRITIC functions would be transferred
to the Operations Center.
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8 May 1967
MEMORANDUM FOR: Senior Executive Group Members
SUBJECT: Collection Guidance Staff
1. Based on the recent papers and briefing covering the
current activities of CGS, it appears that the staff is carrying
out for the production offices a useful requirements function.
In addition, the staff appears to engage in a multitude of
miscellaneous activities, some self-generated and others laid
upon it by various elements of the Agency. I shall attempt to
set forth the functions which I believe need to be carried out,
but not by a staff constituted as CGS now is.
2. In reaching certain conclusions, it is necessary to set
forth certain assumptions and the following are considered valid:
a. The Agency should retain a centralized require-
ments function for the production offices.
b. Certain recommendations in the eport
will be adopted and will improve the requirements process.
c. At the same time, the eport falls
short of recommending effective solutions to achieve
adequate controls over the information explosion. To be
effective, certain staff actions must be set up to assist
the command structure in this complicated area.
d. It is desirable to strengthen the Agency's
representation and participation in USIB committees and
sub-committees. Agency representatives, therefore,
should report directly to and receive their guidance
from deputy directors.
e. A more effective staff mechanism is desirable
to assist D/DCI/NIPE to carry out not only his PFIAB
responsibilities, but also those involving the In-
telligence Community's programs.
f. Any proposed solution should leave available
to the DDI in particular essential staff support beyond
that which is available through command channels.
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GROUP 1
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g. Solutions should be consistent with the concept
of maintaining and if possible strengthening the Agency
command structure.
h. It is desirable that the minimum number of
staff personnel be assigned to the office of the DCI.
i. The title "Collection Guidance Staff" has
outlived its usefulness.
3. It is consistent with the foregoing assumptions that
the following actions be taken:
a. That the requirements function which the
Agency needs be carefully assessed, redefined and
set up as a separate entity under the DDI.
b. That there be established under the DDI a
special staff which shall be responsive, not only
to the DDI, but also to the DDCI, D/DCI/NIPE and
other deputy directors as appropriate, whose functions and
responsibilities shall be clearly defined to include among
others:
(1) To assist the D/DCI/NIPE in monitoring
national intelligence programs so that the DCI
can take effective coordinating action in connection
therewith. (An illustration of the types of questions
the staff might be called upon to answer is attached
as Tab A.)
(2) To assist the D/DCI/NIPE in his responsi-
bilities vis-a-vis the PFIAB.
(3) To assist deputy directors, as appropriate,
in formulating and coordinating Agency positions
for USIB and its committees.
(4) To assist deputy directors, as appropriate,
in exercising management responsibilities with the
specific objective of controlling the "information
explosion."
(5) To perform other staff functions, as required,
for the DDCI, D/DCI/NIPE and the deputy directors.
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c. That the other functions now performed by
CGS be carefully assessed, redefined and reallocated
as appropriate.
4. If there is general concurrence with Paragraph 3 above,
it is recommended that DDI be tasked with preparing the necessary
implementing documents.
Special Assistant to the DCI
Distribution:
DDCI
ExDir
DDP
DDS&T
DDS
D/NIPE
ExSec'y
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KEY QUESTIONS IN COORDINATION OF INTELLIGENCE CYCLE
I. Intelligence Needs:
a. Are major national intelligence needs correctly
defined in order of priority?
b. Have intelligence needs been defined in context
of cost/effectiveness factors?
II. Collection Resources:
a. Are there sufficient collection resources to
fulfill intelligence needs?
b. Are these resources properly targeted?
c. What is the impact of new collection resources
on processing and production capabilities?
d. Are low yield collection resources or those
targeted against lower priorities terminated
when new resources are added?
III. Processing Resources:
a. Are there sufficient processing resources to
handle material from collection resources?
b. If not, should additional processing resources
be added, or collection resources cut back?
c. Are processing priorities in consonance with
national intelligence needs?
d. Where are bottlenecks in processing and how
can they be alleviated?
IV. Analytical and Production Resources:
a. Are analytical and production resources properly
allocated in relation to national intelligence
needs?
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b. Are there sufficient such resources to handle
collected and processed material?
c. If not, should additional analytical and
production resources be added, or collection
and processing resources cut back?
V. Evaluation and Review:
a. Is the intelligence cycle functioning so as to
respond to national intelligence needs?
b. Are major gaps or shortcomings attributable to
problems of collection, processing or production?
c. What must be done to achieve and maintain balance
between phases II, III, and IV of the intelligence
cycle?
gW
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