MEMORANDUM FOR: DEPUTY DIRECTOR FOR INTELLIGENCE FROM L. K. WHITE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80M01048A001500040003-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 9
• Document Creation Date: December 16, 2016
• Document Release Date: April 26, 2005
• Sequence Number: 3
• Publication Date: January 20, 1966
• Content Type: MF

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ZO January 1966
MEMORANDUM FOR: Deputy Director for Intelligence
Attached is a paper setting forth certain
recommendations and principles pertaining to the organization
of the Board and Office of National Estimates and working
arrangements between Board and Office and the DD/I. It was,
as you recall, the paper which served as the basis for my dis-
cussions with you and the Director of National Estimates on
18 January. At that meeting we all agreed on the points set
forth in the attached statement.
The principles reflected in the attached
are embodied in a Headquarters Notice which will be formally
disseminated within the Agency in the next day or so. I am
attaching an advance copy of this Notice so that you can feel
free to inform your immediate staff of the decisions which have
been made. The DCI and DDCI have approved these decisions.
A copy of this memorandum has been
sent to the Director of National Estimates.
/s/
Attachments
O/ExDir/HKnoche:blp (19 Jan 66)
Distribution:
Original - Addressee w/atts
L-f'- Executive Director -f-, --its
1 - ER w/cy atts
l - O/ExDir (Knoche) 6s
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19 January 1966
MEMORANDUM FOR: Deputy Director for Intelligence
Director of National Estimates
Jack:
Sherm:
With the establishment of the Board and
Office of National Estimates as an independent component report-
ing directly to the Director, I suggest that you or your designees
consult and work up appropriate revisions of the Headquarters
Regulations pertaining to your organizations and functions.
As a suggestion, some of the functions
are either outmoded or otherwise unnecessary. For example,
under "Functions". subparagraphs (a), (d), and (e) would in my
view best be deleted.
spelled out in the current Regulation pertaining to ONE
I believe it is also desirable that you reach
agreement between your two offices that the selection of officers
be the responsibility of the Deputy
Director for Intelligence with due regard to nominations from the
Office of National Estimates. In any case, under current proce-
dures approval by the DDCI will be required for senior positions,
such asl
As further guidance for you, the Director
has requested that organization charts show not only a solid line
from the Board and Office of National Estimates to the Director
of Central Intelligence but a dotted line to the Deputy Director for
Intelligence as well.
I hope that we can get these regulatory
changes published soonest and request that you give me an agreed
draft by Z6 January if possible. Please let me know if I can be of
assistance.
O-ExDir :HK: sbo
DIstribution:
0 - DD/I
1 - D/ONE 1 - HKnoche Chrono
LA - ExDir 1 - ER
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RECOMMENDATIONS
a. That both the Board and Office of National Estimates
be removed from the DD/I organization and be made an
independent component directly subordinate to the DCL
b. That the Director of National Estimates continue
to be the Chairman of the Baird of National Estimates.
c. That the members of the Office of National Estimates
continue to be members of the Intelligence Career Service.
d. That the Director look to the Director of National
Estimates for the preparation of important papers which are
clearly estimative in character and to the DD/I for other
substantive intelligence reports.
Agency issuances implementing these recommendations should
include these points:
a. The Board of National Estimates is the DCI`s instru-
ment for the production of National Estimates; its chairman
reports directly to the DCI on substantive matters; but sub-
stantive consultation with the DD/I is-expected to be close
and continuous, and the DD/I is expected to advise the DCI
regarding the substance of all finished intelligence.
b. The DD/I is responsible for providing proper staffing
of the Office of National Estimates and for insuring the free
and full substantive and analytical support of Board projects
by the DD/I production area.
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20 January 1966
.EMOR. NDU1 i FOR: Director of National Estimates
She rm:
Attached is a paper setting forth certain
recommendations and principles pertaining to the organization
of the Hoard and Office of National Estimates and working
arrangements between Board and Office and the DD/I. It was,
as you recall, the paper which served as the basis for my dis-
cussions with you and the Deputy Director for Intelligence on
18 January. At that meeting we all agreed on the points set
forth in the attached statement.
The principles reflected in the attached
are embodied in a Headquarters Notice which will be formally
disseminated within the Agency in the next day or so. I am
attaching an advance copy of this Notice so that you can feel
free to inform your immediate staff of the decisions which have
been made. The DCI and DDCI have approved these decisions.
A copy of this memorandum has been
sent to the Deputy Director for Intelligence.
/s/
L. K. White
O/ExDir/HKnoche:blp (19 Jan 66)
Distribution:
X 9riginal - Addressee w/atts
/1 - Executive Director w/cy atts
1 - ER w/cy atts
1 - O/ExDir (Knoche)
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a. That both the Board and Office of National Estimates
be removed from the DD/I organization and be made an
independent component directly subordinate to the DCI.
b. That the Director of National Estimates continue
to be the Chairman of the Board of National Estimates.
c. That the members of the Office of National Estimates
continue to be members of the Intelligence Career Service.
d. That the Director look to the Director of National
Estimates for the preparation of important papers which are
clearly estimative in character and to the DD/I for other
substantive intelligence reports.
Agency issuances implementing these recommendations should
include these points:
a. The Board of National Estimates is the DCIts instru-
ment for the production of National Estimates; its chairman
reports directly to the DCI on substantive matters; but sub-
stantive consultation with the DD/I is expected to be close
and continuous; and the DD/I is expected to advise the DCI
regarding the substance of all finished intelligence.
b. The DD/I is responsible for providing proper staffing
of the Office of National Estimates and for insuring the free
and full substantive and analytical support of Board projects
by the DD/I production area.
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17 January 1966
SUBJECT: DCI-DDI-Board of National Estimates Relations
1. A proper and effective relationship between
the DCI, the DDI, and the Board of National Estimates
is not easy to define in black and white terms. It
is clear on the one hand that the DCI's role in the
intelligence community requires that the DCI be closely
involved in the National Estimates process. This in
turn indicates that the Chairman of the Board should,
as a practical matter, report directly to the DCI on
the substantive aspects of NIE's and other papers
prepared by the Board for the DCI's use.
2. At the same time, however, the DDI is the
DCI's principal deputy responsible for intelligence
production. The DDI Directorate produces on both a
scheduled and ad hoc basis a broad range of intel-
ligence for the DCI which is directly related to the
national policy making process. Sometimes, in fact,
DDI publications are more direct than National Esti-
mates in their impact on national policy makers--
examples are the President's Daily Brief, DCI brief-
ing papers, and special memoranda.
3. If the DCI is to be properly served by the
DDI in the production of finished intelligence, it
is important that the DDI have some cognizance of
all such production in order to insure consistency
in what the Agency and the DCI are saying in various
publications and to guard against undesirable dupli-
cation in production.
4. The advantages from either the substantive
or administrative point of view of further separation
of ONE as an office from the DDI have not to my mind
been demonstrated. It appears to me in fact that the
advantages lie in the other direction, toward a
closer relationship than now exists. The life blood
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of the ONE staff comes not entirely from within itself;
it is heavily dependent for substantive support and
assistance on the DDI corps of analysts and experts.
Without this close daily support and contact, there
would be danger of deterioration in the relevance,
freshness, and soundness of the ONE product.
5. A close ONE relationship with the DDI is also
important in terms of efficient administration of the
problems of recruitment, allocation, and assignment of
the hard-to-find, high class analytical talent needed
in ONE and throughout the DDI area. The DDI with his
large pool of experienced manpower is in the best posi-
tion to provide ONE with experienced, high quality
staff and to arrange for beneficial shifts in staff
assignments.
6. What is required to insure the highest quality
product from ONE and the optimum responsiveness to
the DCI requirements is not greater separation of ONE
and the DDI, but a closer relationship than now exists.
This relationship should be defined in terms which
will satisfy the following principles and objectives:
a. The DCI needs to have direct access
to the Chairman of the Board and to be involved
in the substance of NIE's; the Chairman of the
Board requires direct access to the DCI.
b. The DDI, as the DCI's deputy for pro-
duction, must be in a position to advise the
DCI with respect both to the substance of all
finished intelligence and the most effective
means of meeting any substantive requirement.
c. The DDI, with the large pool of trained
analytical manpower at his command should have
the responsibility for providing ONE with the
staff personnel required to insure the maintenance
of the highest standards in ONE production.
Details on how this staffing would be provided
should be worked out between the DDI and the
Director/ONE.
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7. In summary, in my view any statement on
ONE's relationship with the DCI and with the DDI
needs to include the following points:
a. The Board of National Estimates is
the DCI's instrument for the production of
National Estimates; its chairman reports di-
rectly to the DCI on substantive matters; but
substantive consultation with the DDI is ex-
pected to be close and continuous; and the DDI
is expected to advise the DCI regarding the
substance of all finished intelligence.
b. The DDI is responsible for providing
proper staffing of the Office of National Esti-
mates and for insuring the free and full sub-
stantive and analytical support of Board proj-
ects by the DDI production area.
ST
K. J. bMITH
Deputy Director for Intelligence
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