DCI/IC STAFF ORGANIZATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82M00531R000400230003-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 9
• Document Creation Date: December 16, 2016
• Document Release Date: March 17, 2005
• Sequence Number: 3
• Publication Date: February 22, 1973
• Content Type: MFR

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NATIONAL SECURITY COUNCIL
WASHINGTON, D.C. 20506
February 23, 1973
MEMORANDUM FOR MAJOR GENERAL LEW ALLEN, JR.
Attached are several papers discussing the problems in
intelligence products and in the organization of the community.
Jim Schlesinger has seen these. I am also forwarding a set
to Danny Graham.
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NATIONAL SECURITY COUNCIL
WASHINGTON, D.C. 20506
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MEMORANDUM FOR THE RECORD
FROM: George E. Pickett
SUBJECT: DCI/IC Staff Organization
proposal.
February 22, 1973
This paper presents some views as to the general structure of the
DCI's IC staff. It consists of an outline of the principal tasks facing
the staff, the general functions which should be performed, and two
alternative organization charts. Five assumptions underlie this
1. Initially the DCI needs (a) to establish control and presence and
(b) to begin responding to White House needs. Hence, product
improvement, the intelligence community budget, and national
intelligence needs are considered first priority and are provided
key staff sections.
5E , e
2. The staff can be organized either: (a) to mirror the staffs in
agencies; (b) with principal subsections for each agency; (c) to
follow traditional functions of collection, processing, and
analysis; or, (d) to pursue specific tasks. I chose (d) because
I doubt the rationality of the present community structure and
because I think a task-oriented group (versus agency-oriented)
will be less reluctant to jump bureaucratic fences. In several
years the staff could be reorganized.
3. A task-oriented structure will probably cause-much conflit
as agencies object to interference, feel threatened, etc. , and
as different sections of the DCI staff overlap in their jobs.
Therefore, individuals in a special staff in the DCI's office
should be available as expediters, and individuals and inter-
staff groups should oversee all activities associated with a
particular agency or function.
4. Also because the staff is task-oriented, a number of individuals
have duties as project or program monitors. These duties will
change over time -- e. g. , as =becomes less significant --
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providing manpower for reassignment to other efforts. This
approach keeps people in the staff from becoming too fixed
in their jobs.
5. Staff structure needs generally to be flexible. For the next
few years the DCI intends to institute change; task orientation
helps concentrate the effort. In later years the DCIts effort
may become more of a maintenance nature; the staff structure
should be adjusted accordingly.
Principal Tasks of the DCI Staff
-- Product Management (product improvement, research in new
methods, experimental products, tailoring products to
consumer needs).
Budgetary Responsibi.lit(preparation of annual budget,
resolving procedural differences among agencies, pro-
gramming, long-range budget planning).
Policymaker Satisfaction (special products for White House,
national intelligence, net assessment, instituting changes in
intelligence organization and increased efficiency in use of
resources).
Organization Direction (long-range planning, setting policy
for intelligence agencies, monitoring performance against
policies, reorganization of USIB, CIA or other elements).
General Tasks and Approaches to Be Considered in Organizing the Staff
1. Product Management
- Group to conduct research in new methods of analysis and
presentation; to prepare experimental products.
- Market research group to use various techniques to identify
consumers and their needs.
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Product review group to evaluate current output considering
market needs, the availability of new methods, and the level
of intellectual input.
Provide support to NSCIC in its product reviews and in issuing
guidance; work with NSC Net Assessment Group on product
quality issues.
An individual or group to monitor the entire intelligence effort
(collection through production) against the PRC and the Soviet
Union and recommend improved collection strategies, analysis
development, etc.
-- In addition, there might be groups to monitor special problem
areas, e. g. , economic intelligence.
Consultants and contracting could be used to tap outside
expertise (e. g., in product evaluation and developing new
methods).
2. Budgetary Responsibility (Controllership)
Group to improve the budgetary procedures among agencies
to develop commonly derived figures.
-- Develop and produce annual budget and budgetary projections
for longer periods.
Individuals or small groups to (a) monitor specific programs
or projects and (b) conduct special analyses. For example,
a monitor for ''K", someone to study an entire collection
program, and an individual to watch ADP costs.
-- Monitor organization compliance with budgets.
-- Support the IRAC.
3. Policymaker Satisfaction in National Estimates
-- Those projects too important to be subsumed under other
- areas; including the national intelligence function.
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- Examples:
Group to monitor SALT and MBFR support and
possibly conduct analyses.
Net assessment.
Section to provide special products to Kissinger.
Team to monitor all intelligence support to the White House
and to manage intelligence in crises.
NSSM support focal point.
NIE's (assumes a shortened list of high-quality NIE's
are to be produced).
4. Organization Direction (Community Management)
-- Environment analysis and long-range planning effort.
(Also linked to budgetary section.)
-- Policy setting and monitoring group to recommend major
guidance to agencies, to advise on reorganization of agencies
and committees, and to monitor conformity of the agencies
to DCI instructions.
-- Technology element to monitor the direction of research
and development.
Personnel element to monitor the selection, training,
assignment and motivating of analysts and managers.
Inspector General individuals to check entire agencies,
particular sections or functions of an agency, or functions
across all agencies.
Consultants to provide advice on long-range planning,
organization structures, personnel policies, etc.
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5. Miscellaneous
-- A special staff in the office of the DCI consisting of three to
five individuals to take on major projects which require the
DCI's immediate awareness and involve major issues within
intelligence. (For example, the DCI's role in tactical
intelligence; reorganizing the CIA; representing the DCI at
the White House or with OMB, the PFIAB, etc.)
Several interstaff groups to bring together all individuals
concerned with a particular issue. For example:
Product improvement group bringing together marketing,
product evaluation, product research and personnel
monitoring elements.
Budgetary control group bringing together technology,
project monitors and budget preparation elements.
Separate functional review groups bringing together
individuals associated with collection, processing, and
analysis.
To alleviate some confusion among the agencies, one
individual should be-designated as an information source
to know what activities are being carried on within the
staff vis-a-vis each agency.
Alternative Organizations
Two approaches to the staff structure are attached. Differences
between the two include (as depicted in Alternative II):
-- Creating a separate staff solely to respond to White House needs.
-- Moving long-range planning under the contr?,uller and putting
policy setting functions in the hands of the DCI's special staff.
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-- Placing in the National Intelligence staff the responsibility
for monitoring PRC and SU products.
I prefer Alternative I. While a separate White House section may
be valuable, I think a long-range planning and a policy formulation
group should be kept separate from the controller. Planning has
been traditionally subordinated to the controller and this may con-
strain the focus of analysis to economic considerations. Also,
monitoring the SU and PRC efforts, while national in scope, are
better placed under Product Management, since they consume so
much of intelligence resources. To delete them would significantly
reduce the scope of the Product Management section's oversight.
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Special Staff
Community
Intelligence
FNew Methods &
Experimental
Products
Consumer Polling
Product Evaluation
PRC
Soviet Union
.Special Projects
--Annual Budget & White House
Programming r Products
Budget Perform-
ance
,.Special Projects
NIE's & NSSM's
.SALT & MBFR
Net Assessment
Management
Long-range
Planning
Policy Settir
& Monitorin
Technology
IG- Monitor;
CIA
DIA
NSA
P Community
Organizatior
& Mission
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ALTERNATIVE II*
Special Staff
DCI/IC
National White House
Controller Intelligence Support
Prod ct
Management
New Methods
& Experimen-
tal Products
Consumer
Polling
Product
Evaluation
Special
Projects
Colunity
Management
Budget & I
Programming _PRC White House
Products /
Long-range SU Crisis
Planning
NIE's NSSM's
Budget
Performance
1-Special
Projects
SALT &
MBFR
~_Net
Assessment
Alternative II:
-- Special White House Section
-- Controller has long-ra:igc planning task
-- SU and PRC under National Intelligence
Technology
Personnel
Community
Organizatioi
L..IG/Monitori
-- CIA
-- DIA
- - NSA
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