INDEX

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83M00171R001600020001-8
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 135
• Document Creation Date: December 19, 2016
• Document Release Date: January 10, 2006
• Sequence Number: 1
• Content Type: MF

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INDEX
TAB MISSIONS & FUNCTIONS
1 IC Staff Missions and Functions (3 August 1976)
2 PMCD "Recommendations Regarding Intelligence Community Staff
Elements to be Included in a Restructured OPEI" (19 August
1977)
Attached Report: PMCD "Position Management Survey of OPEI"
(10 August 1977)
3 OPEI "Missions and Functions Statement" (1978)
4 PAO "Missions and Functions Statement" (1 February 1979)
5 OPEI "Long-Range Goal and Major Objectives for FY 1979"
6 PAO "Long-Range Goal and Major Objectives for FY 1980"
7 PAO "Long-Range Goal and Major Objectives for FY 1981"
8 PAO "Long-Range Goal and Major Objectives for FY 1982"
PREVIOUS SELF STUDIES (More appropriately titled the search
for a study program)
9 "Intelligence Community Studies" (1977)
10 PRD "Continuing Accounts" (1975)
11 PRD "Work Program for January-June 1976"
12 PEB "Work Program for November-April 1977"
13 OPEI "Near-Term Work Program" (1 December 1977)
14 CAD "Study Program" (28 February 1978)
15 OPEI "Near- and Mid-Term Analysis Effort" (24 March 1978)
16 D/DCl/RM "Studies Requested by Congress" (29 August 1978)
17 PAO "Review of the Congressional Studies Program" (22 September 1978)
18 PAO "An Approach to the PAO Work Program" (8 November 1979)
19 D/DCl/RM "Study Plan" (13 November 1979)
20 PAO "Study Plan" (15 November 1979)
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21 PAO "Study Plan" (19 November 1979)
22 PAO "Minutes of PAO Breakfast Meeting" (29 November 1979)
(Copy)
23 PAO "Study Program for FY 1981" (29 July 1980)
24 PAO "Study Plan for FY 1981" (11 August 1980)
HISTORIES OF PREDECESSOR UNITS
25 Paper which could be called "Uneven but Sustained Progress
Toward Effective Coordination of the U.S. Intelligence
Community" (1979)
MAJOR PRODUCTS (More Appropriately titled lists of completed
studies)
26 OPEI Studies Requested by CFI (13 September 1976)
27 List of IC Staff Studies for January 1976 to May 1978 (11 May 1978)
28 OPEI/PAO Study Program for FY 1978 (22 January 1979 and 21 July 1980)
29 PAO Projected Study Program for FY 1979 (21 July 1980)
30 Arline's memorandum on Admiral Turner's remarks on Program
Review at a Luncheon Discussion on 2 August 1979 (DCl/RM 79-0043)
31 DCI's Memorandum on RMS Activities (7 August 1979)
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OCT/PM 8O-1939
15 fugust 1980
MFMORANDUM FOR: Walter Elder
Director, CommunityE egislative and Liaison Staff
STAT FROM:
Executive Assistant. Program Assessment Office
SUBJECT: Self Study
REFERENCE: CLLS Memorandum dated 12 August 1980, Same Subject
1. Since I am not exactly sure what you want to review, I have
erred on the side of including marginal items of only possible
interest in the PAO "reading list." - I have grouped the items under
the four categories mentioned in your memorandum.
Missions and Functions
_ _ . _ _ _ _ _ _ . . _ _
PMCD "Recommendations -Regarding Intelligence Community
Staff Elements to he included in a. Restructured OPEI"
(19 August 1977)
PMCD "Position Management Survey of OPEI" (10 August
1977)
OPE' "Missions and Functions Statement" (197?)
PAO "Missions and Functions Statenent" (1 February
1979)
OPEI "Long-Range Goal- and Major Objectives for FY
1979"
PAO "Long-Range Goal and Major Objectives for FY 1980"
PAO "Long-Range Goal and Major Ob ectives for FY 1981"
PAO "Long-Range Goal and Major Objectives for FY 1982"
? Previous Self Studies (mor e appropriately titled the search
for a study program)
"Intelligence Community Studies" (19/7)
PRO "Work Program for January-June 1976"
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SUBJECT: Self Study
PER "Work Program for November-April 1977"
OPFI "Near-Term Work r'rogram (1 December 197
CAD "Study Program" (28 February 1978)
nrET "Near- and Mid-Term Analysis Effort" (2[1 March
1978)
0/PCl/PM "Studies Requested by Congress" 29 August
1978)
PAD "Review of the C.oncressional Studies Program" (22
September 1978)
PAD "An Approach to tie PAO Work Program" (8 November
1979)
B/OCIRM "Study Nan" (13 November 1079)
PAD "Study Plan" (1F November 1979)
PAD "Study Plan" (1.c November 1979)
PAD "Minutes of PAO Breakfast Meeting" (29 November
1979)
PAD "Study Program for FY 1981" (29 July 1980)
PAD "Study Plan for FY 1921" (11 August 1980)
Histories of Predecessor Units
----------y?-?-----
Paper which could be;cal led "Uneven hut Sustained
Progress Toward Effective Coordination of the U.S.
Intelligence Community' (1979)
I cannot think of anything el se to list under this
particular headinu category.
Major Products (more appropriately titled lists of
completed studies)
@PEI Studies Requested by CFI (13 September 1976)
List of IC Staff Studies for January 1976 to May 1978
(11 May 1978)
OPEI/PAO Study Program for FY 1978 (21 July 1980)
PAD Projected Study Program for FY 1979 (21 July 1980)
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SURjECT: Self Study
PAO Studies/Evaluations Completed but not Reflected in
Projected Study ProgrAm for FY 1979 and FY 1980
(August ivn)
Two related items of paccitlie
interest:
memorandum on Atliral Turner's remarks on program
_view at a luncheon discucsion on 2 August 1979 (PCl/RM
79-0043)
DCI's memorandum on 144c Activities (deed 7 Aucust 1979)
3. I hope the above information is of some use to you. I can
provide you a copy of any of the items if you feel they may be of
some assistance.
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STAT
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SURJECT: Self Study
Distribution: ncipsm. PO -1 9
Orig-Addressee (Dicas)
1-n/PAD
1-nnpv
1--RAo
-r-PAO Subject
1-PAD Chrono
1-RM Registry
STAT DCl/PM/PO:
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TAB
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.drii6IvreaTrhiego601736 hirb '460416611a oi -8
MEMORANDUM FOR:
FROM:
SUBJECT:
3 August 1976
D / OPP
D/OPBD
D/OPEI
Executive Officer/IC
IC Staff Mission and Functions
1. At the 19 July 1976 meeting on IC Staff issues,
succinctly reiterated the roles and responsibilities of the three IC
Staff Offices. Attached at TAB A is a summary of his depiction of
Office responsibilities. This listing does not include all Staff activities
but is intended to show Office interrelationships, particularly in the
planning, programming and budgeting process.
2. Using guidance as well as our experience
of the past few months, we need to review and revise Staff Mission
and Functions statements. Attached at TAB B is the current Mission
and Functions statement(s) for your Office. Please review and revise
it as necessary and return to me by COB 12 August.19.2.6. In doing so,
please be as succinct as possible aiming for clarity rather than staking
out future and vague responsibilities in bareaucratic legalese.
:-
3. After I receive your input, I will submit it to
along with a revised overall ICS statement. Formference purposes
I have also attached the current overall IC Staff Mission and Functions
statement (which will also be revised) as well as the statements for
each of the other Offices.
Attachments:
As stated
ADMINISTRATIVE - INTERNAL USE ONLY
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STAT
STAT
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MAJOR ROLES AND RESPONSIBILITIES
Principal Functions
OPP Requirements
TAB A
External Relations
Develops time phased policy NIOs and
and planning systems for consumers re
management of Intelligence needs
Community resources, to
include identification of
requirements, objectives and
priorities. Insures
compatibility of plans with
the Government-wide PPBS.
OPEI Systems Analysis
OPBD
Evaluates all phases of program Program Managers
performance?including proposed,
planned, and ongoing activities.
Reviews and proposes ways to NIOs and
improve Community performance consumers re
including satisfactiOn of consumer results - --
needs. Manages through DCI
Committee :-;tructure collection
requirements and tasking.
Programs/Budget
Provides fiscal guidance for
Community; identifies program
and budget i3sucs; prepares and
staffs Community program
recommenth,tions and 'budget for
CFI and Con v p'snntation.
Program Managers
data
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INTELLIGENCE COMMUNITY STAFF
Supports the Director of Central Intelligence (DCI) and
the Committee on Foreign Intelligence (CFI) in developing
and controlling the National Foreign Intelligence Program
(NFIP). Assists the DCI in the supervision and direction of
the Intelligence Community. The Intelligence Community
Staff consists of the Office of Policy and Planning, the
Office of Program and Budget Development, and the Office of
Performance Evaluation and Improvement.
Main Functions:
A. National Foreign Intelligence Program
o Assist DCI and CFI in development of management
policy for the NFIP and the Intelligence Community.
o Assist in development and production of fiscal
guidance for the NFIP, including proposed resource
allocation.
B. NSC int?,rface
? Ensure Intelligence Community compliance with NSC
policy directives.
? Prepare supporting materials for DCI and CFI use
at NSC semi-annual reviews.
C. Collection and Production
.o Assist the CFI in establishment of policy priorities
for national intelligence collection and production.
? Develop requirements systems for, and assess
performance of, national intelligence collection
and production.
0- Provide staff support for colleCtion committees of
the National Foreign Intelligence Board.
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D. External Relations
? Provide guidance to the CFI on national/tactical
intelligence relationship.
? Serve as interface with appropriate elements of
the Executive Branch and the Congress on programs
and resources; assist ,the DCI in Congressional and
-other presentations of programs and budgets.
? Ensure proper responsiveness of Intelligence
Community collectors and producers to needs of
intelligence users.
E. Internal Relations
? Determine the adequacy of the Intelligence Community's
services of common concern and identify areas
requiring policy decisions.
o Ensure appropriate Community-wide availability and
use of information handling and communications
systems.
o Establish security policies and procedures far
protection of intelligence and intelligence sources,
methods and analytical procedures.
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OFFICE or PERFORMANCE EVALUATION AND IMPROVEMENT
The Office of Performance Evaluation and Improvement
provides support to the D/DCl/IC and the DCI in exercising
their responsibility to evaluate and improve the performance
of national foreign intelligence activities and programs.
The Office will consist of five divisions: SIGINT Division;
Imagery Division; Human Resources Division; Techhical Systems
Assessment Division; and Production Assessment and Improvement
Division- A small Integration Staff will be responsible for
coordinating activities among the Divisions.
MAIN FUNCTIONS:
? Chair and provide staff support for the collection
committees of the NFIB.
? Develop, maintain, and implement requirements
systems for collection and production of national
intelligence.
? Conduct studies and assessments of collection and
production performance of the Intelligence Community.
? Assess the responsiveness of intelligence activities,
projects and systems to consumer and user needs. '
? Evaluate and improve the mechanisms by which
collection and production requirements are estab-
lished, prioritized, and tasked.
o Support, through the Office of Program and Budget
Development, the NFIP program decision making
process of the DCI and the CFI.
? Support, through the Office of Policy and Plans,
national foreign intelligence policy decision
making process of the DCI and the CFI.
? Perform assessments of the utility and value of
collection and production within the Intelligence
Community.
? Evaluate and improve the mechanisms and procedures
by wh?ch national intellig(-nce is collected and
produced.
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Integration Staff
The Integration Staff is a small staff of professionals,
under the direction of the Office's Deputy Director. The
Staff is responsible for studies and evaluations of the
performance of Intelligence Community activities and programs
which require the close coordination and integration of
efforts involving specific cross-souce considerations
and/or tradeoffs between collection and production.
SICINT DIVISION
The SIGINT Division provides primary support to the
D/DCl/IC for the assessment of the performance of national
foreign intelligence SIGINT activities, projects, and systems
The Chief of the SIGINT Division serves as the principal
staff advisor to the D/DCl/IC for all SIGINT matters. He
also serves as Chairman of the SIGINT Committee of the
NFIAB. The Deputy of the SIGINT Division will be the Vice
Chairman of thc SIGINT Committee. The SIGINT Division will
consist of two branches: a SIGINT Committee Support Branch
and a SIGINT Assessment Branch.
Imacery Division
The Imagery Division will provide primary support to
the D/DCl/IC for the assessment of the performance of
national foreign intelligence imagery activities, projects,
and systems. The Chief of the Imagery Division serves as the
principal staff advisor to the D/DCl/IC for all imagery
matters. He will also serve as the Chairman, Committee on
Imagery Requirements and Exploitation (COMIREX) of the
'NFIAB, and in this role will report and be directly responsible
to the DCI in coordination_with the D/DqVic. The Deputy
Chief of the Division serves as Vice Chairman, COMIREX. The
Imagery Division will consist of two branches: A COMIREX
Support Branch and an Imagery Assessment Branch.
44,
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Human Resources Division
The Human Resources Division is responsible for the
evaluation and improvement of human resources activities of
the Intelligence Community. It assists other foreign infor-
mation gathering and reporting activities of the Government,
working towards the enhancement of the national foreign
information and intelligence effort. The Chief .of the Human
Resources Division serves as the principal staff advisor to
the D/DCl/IC for all Human Resource matters. He also serves
as Chairman of the Human Resources Committee of the NFIB.
STAT
Production Assessment and Improvement Division
The Production Assessment and Improvement Division
provides support to the D/DCl/IC and the DCI for the assess-
ment and improvement of national intelligence production in
the context of the needs oi the producers, users, and con-
sumers of intelligence. It also supports the work of the IC
Staff related to intelligence Warning and Crisis Procedures..
.The Production Assessment and Improvement Division will
consist of three Branches and a Staff: a Producer Performance
and Evaluation Branch, a Production Improvement and Consumer
Support Branch, and a Crisis Intelligence Process Branch.
Technical Systems Asses-g"Merit Division
-
The Technical ,) -steu,46sessment Division is responsible
for the evaluation and,m.p,/ovement of Intelligence Community
'activities, project-and s.7-stems which collect and process
intelligence dat.--"6-ther than 'thase related to SIGINT, Imagery,
and Human Rsdfirccs.
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tion Staff
The Integration Staff is a small staff of professionals,
under the direction of the Office's Deputy Director. The
Staff is responsible for studies and evaluations of the
performance of Intelligence Community activities and programs
which require the close coordination and integration of
efforts involving specific cross-source considerations
and/or tradeoffs between collection and production.
Main Functions:
o Develop, study, and evaluate plans for cross-
source and collection/production activities of the
Office of Performance Assessment and Improvement.
o Serve as interface with Community activities of a
cross-source and/or collection/production nature
which will directly affect DCI and/or CFI actions
and decisions; recommend augmentation or redirection
as necrssary and develop appropriate Terms of
Refere.Ice.-
O Establish and conduct studies and evaluations of
the utility and value of collection and production
CoMMunity
Activities of the Integration Staff are conducted using ad
hoc support from the Divisions of the Office of Performance
Assessment and Improvement.
???
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L
-Division
The SIGINT Division provides primary support to the
'D/DCl/IC for the assessment ()f.'s the performance of national
,foreign intelligence SIGINT activities, projects, and systems.
- The Chief of the SIGINT Division serveS as the principal
staff advisor to the D/DCl/rc for all SIGINT matters. He
also serves as Chairman of the SIGINT ,committee of the NFIAB,
and in this role will report and be directly responsible
to the DCI in coordination with the D/DCl/IC. The Deputy of
.the SIGINT Division will be the Vice Chairman of the SIGINT
Committee. The SIGINT Division will consist of two branches:
a SIGINT Committee Support Branch and a SIGINT Assessment
Branch.
Main Functions:
? Chair and provide staff support for the SIGINT
Committee of the NFIB.
? Develop, implement, and maintain requirements
systems for SIGINT collection.
'? COnduct studies and assessments of performance of
Intelligence Community SIGINT activities, pro-
.
.jects, and systems..
. ? ? ? '. ? : C4;"?:) ?s:: ? ;6 ' "?? I '? ? ?
?
.0 Assess the responsiveness SIGINT activities,
projects, and systems to consumer and user needs.
o Review, evaluate, and improve the mechanism by._
which SIGINT collection requirements are established,
prioritized, and tasked.
? Support, through the Office of Program and Budget
Development, DCI and CFI activities relating to
SIGINT program decisions.
co Evaluate, and sugoest improvements in the mechanisms
and procedures by which SIGINT is collected and
produced.
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'
.. . ?. 7.? - ''' ri 1 ' t't '1.-?)' r,-, , , ,
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Imacwry Division
The Imagery Division will provide primary support to
the D/DCl/IC for the asses:went of the performance of
national foreign intelligence imagery- activities, projects,
and systems. The Chief of tile Imagery Division serves as the
principal staff advisor to the D/DCl/IC for all imagery
matters. He will also serve as the Chairman, Corimittee on
Imagery Requirements and Ex:Aoitation (COMIREX) of the
NFIAB, and in this role wili report and be directly responsible
to the DCI in coordination with the D/DCl/IC. The Deputy
Chief of the Division serves as Vice Chairman, COMIREX. The
Imagery Division will consist of two branches: A COMIREX
-Support Branch and an Imagery .Assessment Branch.
Main Functions:
Chair and provide staff support for the Committee
on Imagery Requirements and Exploitation (COMIREX)
of the NFIB.
Develop, implement and.maintaiR requireffients
systems for imagery collection and exploitation.
-Condupt.performance assessmentsof
xmagery activities, projects, and systems.
Assess the responsiveness of imagery activities,
projects and systems to consumer and user needs.
Evaluate, and improve the mechanisms by which
imagery collection and exploitation requirements
are established, prioritized, and tasked.
0 Support, through the Office of Program and Budget
Development, DCI and CFI activities relating to
imagery program resources decisions.
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April 1976
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Human R 571 7,.7CS Division
The Human Resources Division is responsible for the
evaluation and improvement or human resources activities
of the Intelligence Community. It assists other foreign
information gathering and roorting activities of the
Government toward improving the national, foreign informa-
tion and intelligence effort. The Chief of the Human
Resources Division serves as the principal staff advisor
to the D/DCl/IC for all human resource matters. He also
serves as Chairman of the Huan Resources Committee of
the NFIAB./
Main Functions:
O Assist the DCI and the CFI in their responsi-
bilities for human resources foreign information
collection and reporting activities of the
Government.
o Monitor, evaluate, and improve human reSources
? foreign ihformation collection ane Processing
aCtivities within the .Intelligence Community.
_ .
??
. 6 :.,..,Provide'evaluation of'performance and related ?
support for the development and improvement Of
human resources information gathering and reporting
activities of all Government agencies to serve
national needs.
Provide for the effective coordination of human
reseurdes activities and programs of the Intelligence
Community with related activities of other Government'
departments and agencies.
O Improve the means by which the information needs
of intelligence users and producers are defined,
prioritized and identified to collectors.
.Develop or assist in the development of plans
for Government hullan resources foreign information
collection and reporting, including training and
research and development support.
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yore
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6 April 1976
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. Production Assessment and Improvement Division
The Production Assessment and Improvement Division
provides support to the D/tCl/IC and the DCI for the assess-
ment and improvement of national intelligence production in
the context of the needs of the producers, users, .and con-
sumers of intelligence. It also supports the work of the
Community Staff related to intelligeriCe warning and crisis
procedures. The Production Assessment and Imprdvement -
Division will consist of two branches: a Performance
Evaluation Branch and a Crisis Intelligence and Product
Improvement Branch.
Main Functions:
Establish, direct and/or conduct ad hoc evaluations
reviews, and post mortem studies of intelligence
performance.
o Review and evaluate the quality, usefulness, and
timeliness of national intelligence products.
?
.o. -Devise, ,propose, and .help to implement means to
improve intelligence production.
.a'.140n.itoxand assessthe,actiytieq.4of. the.Commup,ity
? *.1n, the area of warning intelligence and crisis'
support; 'devise, propose, and help to implement
means to improve performance in this area.
o Assess the adequacy of informationprovided-the
intelligence producers.
Support the DCI, NFIB (USIB) and the CFI in
evaluating consumer-producer relationships.
o In coordination with Community components, develop
and maintain data and procedures for evaluating
?? ? substantive intelligence performance.
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o Encourage the development and use of new analytical
methodologies, and new means of presenting national
intelligence to consumers and users.
? Maintain liaison with national production committees
and producers, intelligence consumers and users
inside and outside the Intelligence Community, and
with appropriate contractors.
Act as the Community Staff interface Vith the
National Intelligence Officers on matters of
.mutual concern.
? As required, contribute to and directly support
OPEI Divisions and Integration Staff and other
elements of the Community Staff.
.0
? '?
?
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OFFICE OF POI.J.CY AND PLANNING
Provides primary support to the Deputy to the DCI for
the Intelligence Community ()/DCl/IC), the Director of
Central Intelligence (DCI), and the Committee on Foreign
Intelligence (CFI) for policy and planning actions in their
management of the National Foreign Intelligence Programand
the Intelligence Community. Supports the CFI in establishing
policy priorities for the collection and production of
national intelligence. Supports the CFI reviews of Intelli-
gence Community compliance with the policies of the National
Security Council (NSC) and the semi-annual review by the
NSC. Advises and assists in the development and review of
security policies, standards; procedures and practices for
the protection of intelligence and intelligence sources and
methods from unauthorized disclosures. Maintains a capability
to investigate the compatibility of the varied information
handling and communications systems and explore common
solutions to mutual information handling problems. The
Office consists of a Policy and Plans Division, an Information
Handling Division, the Security Committee, and the Intelli-
gence Research and Development Council (IR&DC) Secretariat:
Main Functions:
o Support the DCI and the CFI on matters relating to
the development oi management policy for the
National Foreign Intelligence Program and the
Intelligence Community.
o Support the CFI in its establishment of policy
priorities for the collection and production of
national intelligence.
? Support the CFI in providing continuing guidance
to the Intelligence Community in order to ensure
compliance with the policy directives of the
National Security Council.
Support the DCI and the CFI in the preparation and
coordination of materials for the semi-annual
review by the National Security Council.
o Develop for the CPI guidance on the relationship
. between national and tactical intelligence.
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Monitor the performance and adequacy of the Intelli-
gence Community's r;ervices of common concern and
identify areas requiring policy decisions.
o Investigate the relationships among the varied
Community information handling and communications
systems and explore common solutions to mutual
problems.
Develop security policies and procedures including
recommendations for legislation for the protection
of intelligence and intelligence sources and
methods from unauthorized disclosure.
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POLICY AND PLANS DIVISION
Provides primary support to the Deputy to the DCI for
the Intelligence Community (D/DCl/IC), the Director of
Central Intelligence (DCI) , and the Committee on Foreign
Intelligence (CFI) for policy and planning actions in their
management Of the National Foreign Intelligence Program and
the Intelligence Community. Supports the CFI in establishing
policy. priorities' for the collection and production of
national intelligence. Supports the C2I reviews of Intelli-
gence Community compliance with the policies of the National
Security Council (NSC) and the semi-annual review by the
NSC.
Main Functions
The Policy and Plans Division will be responsible for
the following functions:
o Support the DCI and the CFI on matters relating to
the development of management policy for the
National Foreign Intelligence Program and the
-Intelligence Community.
o Support the CFI in its establishment of policy
priorities for the collection and production of
national intelligence.
o Produce national substantive planning guidance and
priorities documents (e.g., the Objectives,
Perspectives, DCID 1/2, or their successors).
o Identify those major policy and planning issueswhich require DCI and CFI deliberation; develop
the necessary background information, as well.
as recommendations and/or alternatives.
o Support the CFI in providing continuing guidance
to the Intelligence Community in order to ensure
compliance with the policy directives of the NSC.
? Monitor Community compliance with NSC policies;
develop appropriate mechanisms and produce the
reports needed to support this function.
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o Monitor policy and plans for the use of national
assets to support the operational forces, and
foster the efficient use of tactical intelligence
at the national level.
o Produce the materials needed by the DCI and the
CFI for the semi-annual review by the NSC.
o Formulate national foreign intelligence plans, and
the planning process; develop such plans on the
basis of inputs from the Intelligence Cokmmunity.
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INFORMATION HANDLING DIVISION
The Information Handling Division (IID) maintains the
capability to investigate the relationships between varied
information handling systems and explore common solutions to
mutual problems. The IUD responds to information handling
problems involving computer and telecommunications applica-
tions. The IHD disseminates information and provides guidance
on the use of automated means for rapid production and
dissemination of intelligence products. The IHD attempts to
ensure that all applicable technology is considered for use
in the production of national intelligence. The Division
Chief serves as Chairman of the Information Handling Committee,
and the Division provides staff support to the Committee.
Main Functions:
o Monitor and evaluate performance of data management
systems, data processing, telecommunication and
computer technology.
o Monitor the development of procedures and equipment
to support the DCI's role in reporting on crisis
situations.
o Provide a Community forum for consideration of R&D
activities that may assist the production and
dissemination of intelligence products.
O Promote increased Community-wide compatibility in
-planning and operation of computer and telecommuni-
? cation systems and networks.
o Promote Community-wide standardization of data,
files, and microforms.
O Promote advice to the Community on computer and
telecommunications matters.
O Prepare the dissemination sections of the National
Imaging Plans (NIPS).
O Provide the Chairman and the staff support for the
Information Handling Committee.
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Approved For Reler?e 2006/01/30 : CIA-RDP83M00171R001000200014 April 1976.
07:TICE % 10,MGET DEVELOPMENT
Provides primary .711T;yi- vo the D/DCl/IC, the DCI,and
the Committee on Foreign SnolJigence (CFI) for controlling
and coordj.nating the cnVuJ o sn t of the National Foreign
Intelligence Program (NFIP) Dcve).ojr the consolidated
budget to be submitted to the Prosid2rt through OMB.
Monitors Community program ;:nci Ludget execution, includiyul
major reprogramming activity. Dvelops issue papers and
recommendations for CFI. The Office pIov.ides on-going
evaluation and quantification of performance in ten-ls
of resource allocation, appjeatlon, capability, and c:ps in
relation to present and future national intelligence in.f-o.::mAtion
needs. OP&BD consists of a Data Suppc,:t Group, a Program
and Budget Division and a Program .Analysis Division,
Main Functions:
? Develop and produce NFIP resource guidance for
promulgation by the Chairman, CFI.
? Control Community-wide development of the NFIP
component programs and budget-, objectives, and resource
requirements.
? Perform CFI staff interface with appropriate elements
. of the Intelligence Community, the Executive Branch,
.and 'the Congress on-matter of intelligence program
alld.:resource management.
? Identify and analyze resource issues within the
NFIP; prepare issue or other appropriate staf-Z-
papers to support the resource decision-making
mechanisms. ? ?
? Prepare NFTP program recommendations and the
consolidated budget; identify NFIP program and
budget issues, including resource requirements,
and alternatives.
? Assist the DCI in his Presentation of Community
programs and budg(ats to the President and the
Congress.
DATA SUPPORT GROUP (DSG)
4-Ec9
Provides data and data processing support to all elem 1Belli
the Intelliclonce Cnwirni
???
(Tc)
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Main Functions
Maintain the the ICS dz:ti:a base to include information
on the FYDP, KI0s/RP, CIRIS,? DID 1/2, selected
a-
aspects of the natioultacticaI interface, and data
files/registers of the R&D Counil.
? Serve as the ICS toed. point for App support, including
software development.
? Provide continuous direct support to the CFI programming
and budgeting cycle, and related evaluation activity.
? Initiate and partic4ate in the development of a
community-wide Managcment Information .System based on
CIRIS.
? Issue data calls, including data formats and information
input instructions; validate inputs; and participate in
the development of analytic methodologies employing
automated data bases.
-:?ROGRAM AND BUDGET DIVISION (PBD)
Assures Community-coordinated development of a compre-
hensive, cost-efficient NFU?, annuailly. Coordinates and
*monitorse.C.FI.programming and budgeting cycle: Formulates
" procedure s and CI'I.direct.ivnportainingtQ.he. ?
development process, and the substance to which they pertain.
Mair
Functions
? Develop NFIP program and fiscal guidance for promUlgatiOn
by the Chairman, CPI.
? Monitor NFIP program cud budget development and assist
in DCT and CFI formal reviews during the programming
and budgeting cycle.
? Identify major resources issues for DCI and CFI
deliberation--prod appropriate background and
position papers wit recommendations and/or
alternatives.
Provide the Communii;.y forum for assessment and,
resolution of resource management problems and
i51sues.
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? Ensure appropriate coorcJnntion with elements of the
Intelligence Communtiy, -the Executive Branch, and
thct
o Produce a finished progiai,l/budget package (NFIP) for
DCI and CFI approval.
PROGPAM ANALYSIS DIVISION (PAD)
Analyzes and assesses NFIP programs and their output in relation
to cost and national intelligence need. Determines value relationships
and shortfalls?by individual program and across prograMs with.
particular focus on resource recluirements, allocations, applications,
and effectiveness.
Main Functions
? Support the program and budget monitoring activities
of the PBD with review,and analysis of NFU' issues
and problems.
? Provide the focal point for evaluation of the use
of intelligence resources in relation to CFI-stated
objectives and priorities..
' Initiate and serve as the focal point for, the identification
-of program trade-off issues in support of CFI.. decisions.
? Produce trend analyses (11d/long term) of NFIP intelligence.
resource capabilitiesi requirements, and functional pro-.
? yduc.tivity. ,
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RECOMMENDATIONS
REGARDING
INTELLIGENCE COMMUNITY STAFF
ELEMENTS TO BE INCLUDED
IN A RESTRUCTURED OPEI
POSITION MANAGEMENT & COMPENSATION DIVISION
OFFICE OF PERSONNEL
CENTRAL INTELLIGENCE AGENCY
19 August 1977
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NOTE
19 AUG, 1977
SUBJECT: ICS Elements for Possible Inclusion in a Restructured OPEI
1. On 11 August, the undersigned and, Inlet with
D/OPEI) to provide him with a draft copy of
our survey findings on OPEI. At the meeting, he requested that we provide
him with additional information concerning the analytical resources that
should be retained from the collection committees in conjunction with
their separation from OPEI, and information concerning the possible
combination of OPP elements with OPEI elements. The requested information
is provided below, organized by its current organizational element.
OFFICE OF POLICY AND PLANNING
25X1 2. The Office consists of a Policy and Plans Division, an
Information Handling Division, the permanent staff of the Security Committee,
and the IR&DC Secretariat. However, it has been agreed that the IR&DC
Secretariat will be transferred to the Executive Staff and is not treated
as part of OPP in this review.
25X1 I I 3. Combined Office and DCI Committee Staff Functions:. The
chiefs of the Security Committee and the Information Handling Division also
function as the Chairman of their respective DCI Security and Information
Handling Committees, and the personnel assigned to these OPP elements
provide staff support for the Committees. In their role as Committee
Chairmen, the Chiefs of Security and Information Handling report directly
AirliiSTRUIVE
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to the DCI and to the D/DCl/IC. These channels are clearly established,
and are exercised on a regular basis. However, as Chiefs of elements
within the OPP they are supposed to be responsive to the direction of
the Director of OPP. It is evident that this dual relationship has
created some confusion concerning both reporting channels and functional
requirements. In fact, the chiefs of both the Security and Information
Handling elements indicated that their direction comes from the D/DCl/IC
rather than the D/OPP. This relationship was verified by both the cur-
rent and the past D/OPP.
The factors outlined above indicate that neither the Security
Committee nor the Information Handling Division are really integral
components of OPP. The direction they receive from the D/OPP is largely
administrative, and this is understandable because the Office Director is
Nile"
more concerned about Community planning procedures and policies, than
the specific fields of Security and Information Handling. The Security and
Information Handling elements, on the other hand, are more concerned
with providing staff support for their respective Committees, than the
overall planning and policy efforts of OPP.
In an effort to clarify the organizational relationships of the
Security and Information Handling elements, it is recommended that the
Security Committee and Information Handling Division be removed from the
?Iffice and established as separate elements, at Office level in ICS. Such
_ ?
a proposed restructuring is aimed at clarifying the lines of responsi-
bility, communication, reporting, and direction; and clarifying the
actual resources available for use in various activities.
4. L/102iiity21.10ffice as a Separate Functional Entity:
OPP currently contains two divisions and a Committee staff. However, the
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Position Management recommendations resulting from the PMCD survey would
have the effect of transferring both the Information Handling Division
and the Security Committee from OPP, leaving only the Policy and
Planning Division as an organizational entity. Under these circumstances,
it would be difficult to justify the function of an Office Director and
Deputy whose sole responsibility was to manage one Division, which also
contains a Chief to direct the activities of the four professional
personnel it contains. Therefore, it is recommended that the function
of the Office Director and Deputy be eliminated, and that the Office
itself be merged with the remaining elements of OPEI. Such a transfer
of functions and resources would be aimed at the elimination of excess
managerial layering in both OPEI and in OPP, the combining of both the
evaluation and planning functions in one organizational element as
natural concomitants of each other, the elimination of the organizational
barriers created by separate organizational structures and reporting
channels, and the more effective use of personnel resources through
their application to substantive, rather than managerial work.
5. Relationship of OPP Functions to OPEI Functions: The
missions of OPP revolve around the identification and development of
policy and planning issues and methodology for the Community. However, they
have been so severely undermanned that actual activities have been restricted
to Community planning, and most of this planning concerns the development
of a planning structure rather than resolution of issues. Because of
OPP's restricted capability, much of the Community policy and planning
work is currently being performed in OPEI. The OPEI Collection Committees
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are in the business of developing and recommending policy in relation to
their activities. Other elements which respond to short-fuse, reactive
policy development are the various Special Assistants to the D/DCl/IC.
Much of the mid-range planning is geared to issues and priorities in
the five year Program Call in the budgetary process. The OPEI analytical
resources are heavily involved in this type of activity. The PRM-11
exercise on the reorganization of the Intelligence Community was handled
by OPEI, in large part, even though this area is specifically stipulated
as an OPP mission. OPEI has been involved in much of this type of activity
for several reasons: it has considerably more manpower to devote to
problems; and the OPEI evaluation efforts provide the basis for planning
efforts. Evaluations of products and performance lead to identification
problems and priorities, which lead to recommendations for improvement,
which lead to planning.
25X1 ri6. OPP Resources Identified for Consolidation with OPEI:
CURRENT PROPOSED
Office of Policy & Planning Apply to substantive functions as
Mice of the Director needed
25X1
New,
This is an extra managerial layer that is not needed to direct the planning
effort. The ceiling should be transferred to provide for additional sub-
stantive officers as deemed necessary. (Recommendations regarding the
allocation and placement of the professional positions are not provided in
this report.) It is recommended that the secretarial position be trans-
ferred to the SIGINT Assessment Branch to provide needed secretarial support.
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TRIDP83M00171R001600020001-8
OFFICE OF PERFORMANCE EVALUATION AND IMPROVEMENT
MISSION:
The Office of Performance Evaluation and Improvement (OPEI)
supports the DCI, the PRC(I) and the:O/DCl/RM in analyzing,
evaluating and improving the performance of collection and
production activities, systems, and programs of the national
foreign intelligence community. The_office will structure the
analysis and presentation of issues to be useful in the formulation
of programmatic and budget decisions. This will be accomplished
in coordination with the Office of Program and Budget Development,
the Office of Policy and Planning, and the Office of Community
Information Systems.
FUNCTION:
o Analyze and assess the programs of the Intelligence
Community in collection, processing and production
as a part of the resource allocation decision process.
o Review, evaluate and improve mechanisms and procedures by
which national foreign intelligence is collected, processed
and produced.
o Coordinate and maintain ;iaison with such individuals,
organizations, departments and agencies within and outside
the Intelligence Community as appropriate to fulfill OPEI
responsibilities.
o Initiate, direct and conduct cross-program and system
analyses in which alternative mixes of Intelligence
Community resources would be developed, costed and assessed
for their effectiveness in satisfying the requirements for
national intelligence in peacetime, crisis and wartime; in
this work, OPEI will consider where appropriate, the
contributions of Intellipence-Related Activities to the
NFIP mission and of NFIP assets to tactical missions.
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o Perform special studies aeo make recommendations
to the DCI in areas of broad, national concern
(e.g., vulnerability/survivability of national
intelligence assets, optial)s for improving treaty
monitoring capability).
o As the interface on intelligence Community activities
of a cross-program nature, conduct, direct or monitor
studies initiated within or tasked to the Intelligence
Community.
o Develop and maintain data bases and alaytical techniques
designed to permit specific identifiction and evaluation
of intelligence production-related resource allocation
proposals and investment requirements.
o Assess and monitor4Community programs for the acquisition,
training and careef.. development of professional personnel
engaged in intelligence production and related processing
activities.
o Perform cost-benefit analyses of proposed and ongoing
programs intended to improve the effectiveness and
productivity of intelligence production personnel.
o Monitor exercises, simulations, war games and other
operations intended to assess the effectivenessUnd
shortcomingilof Intelligence Community support to national
policy and decisionmaking functions and military operations.
ORGANIZATION:
Although organizationally OPE' has two divisions--Systems Analysis
Division and the Production Assessment and Improvement Division--
analytical teams are used to address specific requirements. Office
personnel also participate in inter-organizational study efforts. The
Division Chiefs and their respective Deputies undertake specific
substantive assignments in addition to their overall supervisory duties.
JUSTIFICATION:
The Congress has expressed ane view on numerous occasions that
resource allocation decisions should be based on broad consideration
of cross-program system alternatives, using measures of effectiveness
reflecting the value of the information to intelligence users. In
executing the DCI's responsibilvties with respect to formulating the
National Foreign Intelligence Peogram, strong analytic staff support
independent of Program Managers and system disciplines is essential.
The Resource Management Staff cataponents proposed herein are considered
the absolute minimum necessary ';.4.) accomplish these objectives.
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PRODUCTION ASSESSMENT AND I1PROVEMENT DinfISION
MISSION:
The Production Assessment and improvement Dlvision (PAID) is
responsible for the analysis of orolnammatic and budgetary issues within
the Natinal Foreign Intelligence Proram (relating to the allocation
and use of resources for the production of intelligence and maintenance
of the facilities, personnel and expertise necessary to that function.
PAID is also responsible for cost-benefit evaluation of ongoing intelligence
production-related programs and for Cevelopment of improvement recommendations
where appropriate.
FUNCTIONS:
o Initiate and conduct staft analyses of intelligence
production programs witrin the following production
Consolidated Decision Units (CDU) of the NFIP to include
Military Intelligence, :Cientific and Technical Intelligence,
Political Intelligence, tnd Economic Intelligence.
o Initiate and direct interagency resource allocation studies
and cost-benefit analysis relating to the production CDUIs.
o Develop and maintain dalu bases and analytical techniques
designed to permit specific identification and evaluation
of intelligence production-related resource allocation
proposals and investment requirements.
o Assess, monitor and coordinate Community programs for the
acquisition, training and career development of professional
personnel engaged in intelligence production and related
processing activities.
o Perform cost-benefit analyses of proposed and ongoing programs
for investment in automnted data systems and related analytical
methodologies intended to improve the effectiveness and
productivity of intelligence production personnel.
o Monitor exercises, simulations, war games and other operations
intended to assess then.?Ifectiveness and shortcomings of
Intelligence Community:support to national policy and decisionmaking
functions and military operations.
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ORGANIZATION:
The Production Assessment and Improvement Division has no internal
subdivisions. Analytical teams, with the appropriate expertise, are
formed as necessary to address parti(Allar study requirements. Division
staff members also participate in inLer-organizational study efforts.
The Division Chief and his Deputy undertake specific substantive
assignments in addition to their overall supervisory duties.
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MISSION:
WSTEMS ANIVYSTS orvisim
The Systems Analysis Divisom has overall responsibility for
cost-effectiveness evaluations ff alternative systems and programs
proposed to meet intelligence user requirements. It supports an
essential element of the DOT's Endget responsibilities in that it
provides an analytic framework for considering program alternatives,
independent of the individual program managers, and capable of looking
across all relevant resources, svtems, and programs. Analysis will
focus, to the degree possible, on total program costs, including
related operation and support coAs, and on measures of effectiveness
reflecting the value of the systm output to the ultimate user.
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PROGRAM ASSESSMENT OFFICE
Mission:
t
The Program Assessment Office (PAO) supports the DCI, the D/DcI/RM
and the PRC(I) in analyzing, evaliating and improving the performance
of collection and production activities, systems, and programs of the
national foreign intelligence community. The office structures the
analysis and presentation of issues to be useful in the formulation
of programmatic and budget decisions. Strong analytic staff support
independent. of Program Managers and system discipline is essential.
Main Functions:
o Analyze and assess the programs of the Intelligence Community
as a part of the resource allocation decision process.
o Review, evaluate and improve mechanisms and procedures by which
national foreign intelligence is processed, developing and using
measures of effectiveness that reflect the value of intelligence
information to consumers.
o Coordinate and maintain liaison with such individuals, organi-
zations, departments and agencies within and outside the Intelli-
gence Community as appropriate to fulfill PAO responsibilities.
o Initiate, direct, and conduct cross-program and system analyses
in which alternative mixes of Intelligence Community resources
would be developed, costed and assessed for their effectiveness
ih satisfying the requirements for national intelligence in peace-
time, crisis and wartime; in this work, PAO considers, where
appropriate; the contributions of Intelligence-Related Activities
to the NTIP mission and of NFIP assets to tactical missions.
o Perform special studies and make recommendations to the DCI in
areas of broad, national concern (e.g., vulnerability/survivability
of national intelligence assets, options for improving treaty
monitoring capability).
o As the focal point within intelligence Community of activities
of a cross-program nature, conduct, direct or monitor studies
initiated within or tasked to the Intelligence Community.
o Develop and maintain data bases and analytical techniques
designed to permit specific identification and evaluation of
intelligence resource allocation proposals and investment
requirements.
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o Assess and monitor nro-Tosed and ongoing Community programs for
the acquisition, trainng and career development of professional
personnel engaged in iatelligence processing activities.
o Develop and maintain cost analysis capability.
o Monitor exercises, simolations, war games and other operat,ions
intended to assess the oftectivenes,; of intelligence Community
support to national po icy and decisionmaking functions and
military operations.
1R001600020001-_
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SECRET
NATIONAL FOREIGN INTELLIGENCE PROGRAM
ZERO BASE BUDGET REQUEST
DECISION UNIT OVERVIEW
NFIP AGENCY/PROGRAM:
Intelligence Community Staff
THIS UNIT CONTAINS
4 DECISION PACKAGES
DECISIONUMTTITLE&FOURMGaCODE Office of Performance, Evaluation
Improvement and Product Assessment Improvement Divisiin
I 25X1
LONG-RANGE GOAL: (Identify the goal (miss)on) of the decision unit?direct toward general needs to as a basis (or detemthMg the major objective..)
To support the Deputy to the Director of Central Intelligence for the Intelligence
Community in assisting the Director of Central Intelligence in supervising the activities
of the Community and ensuring the responsiveness of the National Foreign Intelligence
Program to the needs of intelligence users.
-,..
I MAJOR OBJECTIVES: (List the objectives and requirements these objectives arc lutes-idea :CA fietisfy in achieving the decision unit goal. The objectives should be staled in a form
that will allow for subsequent evaluation of activities.)
To enhance overall Community pezf.ormance by improving coordination among Community
co7lection elements and by evaluating national intelligenee products through:
1. Provision of supervision and staff support to IC Staff components responsible for
the operation of requirements/coordinating systems for the collection of foreign
intelligence.
Initiating, directing, and conducting assessments, reviews, and post mortems studies'
of Intelligence Community performance.
3. Evaluation of the adequacy of intelligence products in terms of quality, timeliness
and relevancy.
4. Support of the DCI and NFIB in assessing user-producer relationships.
S. Monitoring and assessing Community activities relating to warning intelligence and
crisis support, including development of methodologies and systems to improve
performance in this area.
2.
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ICS/Support
PHONE: DATE
PARED:
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SECRET
AL TERN ATI V ES: (Describe the feasible alternative ways to accomplish the major objectives, and identify which of the alternatives represents the method proposed for the budget
year.)
Amend Executive Order 11905 and assign the responsibility of coordinating intelligence
activities to one or more agencies within the Intelligence Community under the direction,
of the Director of Central Intelligence.
.....q??????????????=1????
A.CCOMPLISFIMENTS: (Describe the progress of the decision unit toward meeting the major obja.;ti ve6
The Office of the Director of Performance, Evaluation and Improvement and Production
Assessment & Improvement Division have two primary components responsible for functions
associated with meeting decision unity objectives.
INTEGRATION STAFF: The Integration Staff conducts studies and evaluations of Communit
activities involving cross-source considerations and tradeoffs as well as collection/
production resource issues. The Integration Staff provides a focal point for assessments
of collection/production/analytic systems, advanced technology, and research and develop-
ment outside the areas of responsibilities of the Division.
/ PRODUCTION ASSESSMENT AND IMPROVEMENT DIVISION: PAID consists of two branches, the
performance Evaluation Branch and?FETTTYIT?Tiire-Iligence and Product Improvement Branch.
The PEB provides support for the improvement of national foreign intelligence production
in the specific context of the needs of consumers of intelligence. Through liaison with
Community collection and production offices, contractors, and intelligence users outside
the Community, the PEB seeks improvements in intelligence products, including new
analytical methodologies and means of product presentation. The Crisis Intelligence and
Product Improvement Branch monitors and assesses the performance of the Community in the
o
Divisions in prof
area of warningpitellirgence and crisis support. It worksc= with the PEB and other
PvRVNI gieleAV2PNOVOGfcliet_iztuptiii6g.pplfc,t) rok-nr.,oducts and procedures to
.
support ove ental decision maki in crisis situation .
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AGENCY/PROGRAM:
ICS/M1S/PAO
NATIONAL FOREIGN INTELLIGENCE PROGRAM
ZERO BASE BUDGET REQUEST
DECISION UNIT OVERVIEW
R DIGIT CODE:
Program Assessment Office
LONG-RANGE GOAL: (identify the goal (mission) of the decision unit?direct toward general needs to serve as a basis for determining the major objectives.)
Support the DCI, the PRC(1) and the D/DCl/RM in analyzing, evaluating and improving the performance
of collection and production activities, systems and programs of the National Foreign Intelligence
Community.
VAJOR 08JECTIVES
(List the objectives and requirements, 6nd their sources, that are intended to be satisfied in achieving the decision unit goal. The objectives &haul? be
stated in a tome that will allow lor pubsequerri evaluation of activities.)
Analyze and assess the programs of the Intelligence Community as a part of the resource allocation
Jecision process,
2, Review, evaluate and improve mechanisms and procedures to enhance the National Foreign intelligence
Program.
Coordinate and maintain liaison with such individuals, organizations, departments and agencies within 1
and outside the Intelligence Community as appropriate to fulfill PAD responsibilities.
4. Initiate, direct and conduct cross-program and system analyses in which alternative mixes of
Intelligence Community resources would be developed, costed and assessed for their effectiveness in 1
satisfying the requirements for national intelligence in peacetime, crisis and wartime.
Perform special studies and make recommendations to the DCI in areas of broad, national concern (e.g.,
vulnerability/survivability of national intelligence assets, options for improving treaty monitoring
capability).
6. As the interface on Intelligence Community activities of a cross-program natumoonduct, direct or
monitor studies initiated within or tasked to the Intelligence Community.
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MAJOR OBJECTIVES (Continued)
7. Develop and maintain data bases and analytical techniques designed to permit specific
identification and evaluation of intelligence production-related resource allocation proposals
and investment requirements.
8. '016sessiand monitor Community programs for the acquisition, training and career development of
professional personnel engaged in intelligence production and related processing activities.
9. Perform, cost-benefit analyses of proposed and-ongoing pro0amAntendetl-t9 improye-th,e effectingls,
aneproductiviWW-tnterlivence productiLin perso6W-.
10. Monitor exercises, simuletions, war cares and other operaticnc intended tv iiaprove the effectiveness
aftel-ithorteeftill16- of Intelligence Community support to national policy and decisionmaking functions
and military operations.
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NATIONAL FOREIGN INTELLIGENCE PROGRAM
ZERO BASE BUDGET REQUEST
DECISION UNIT OVERVIEW
NF1P AGENCY/PROGRAM
Intelligence Community Staff
DECISION UNIT TITLE & FOUR DIGIT CODE:
Program Assessment Office
ITHIS UNIT CONTAINS
DECISION PACKAGES
LONG-RANGE GOAL (Identify the goal (mission) of the decision unit?direct toward g.,eraf needs to serve as a is for determining the mak, ob.fn,tives.)
Increase the contribution of the U. S. intelligence program to national security by providing the
DCI, the PRC(I), and the D/DCl/RM with an analytic basis for deciding the allocation of available people
and dollars to the possible activities within the U. S. intelligence program.
A OR OBJECTIVES.
(List the obiecrives and requirements, and their sources, that are intended to he sortsi,e1 iii aLhinving the decision unit goal. The objectives should be
slily,: In a torn, that welt talon, ins ?orhNequent evaluation 01 activities.)
A. Provide an analytical context for allocating resources to the major components of the H. S.
intelligence prggr1T .1!?,..1 the b3sis for jui to dveraii adequacy.
B. Provide an analytic context for decisions on allocating resources among a broad class of programs
addressing a major intelligence issue or mission.
C. Provide an analysis of programmatic options for decisions on allocating resources to particular
intelligence activities or programs.
D. Provide other support to the DCI, as needed.
SECRET
DATE PREPARED:
1 Sep 1979
filliVolliMIMIC110111.001?????
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'ft 1
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NATOI FOREIGN INTELLIGENCE PROGRAM
ZERO BASE BUDGET REQUEST
DECISION UNIT OVERVIEW
NFU' AGENCYMIOGRAM?
Intelligence Community Staff
CIA-RDP83M00171R0016000200014
411.
THIS UNIT Co
oectskot4 PAC A.acs
DECISION NWT TITLE II FOUR DIGIT COOE:
Program Assessment Office
LONG-RANGE GOAL. (Ntroi Hy the glInt h.11) the ,I.,tis ins,il-ff' frovntdclinNst nee, Or to Ir .c I i1, ?,,,i?,
25X1
Increase the contribution of the National Foreign intelligence program orrpl to national securtty b1
providing the DCI, the PRC (I) and the D/DCl/RM with an analytical basis for the allocation of resources
(manpower, dollars) across the NFIP.
IVES. (1..1.ki I1.. uNet too i I 1`,101.141, nen One no ? 'non n rnn lo he, .1. (1.1j.d 4,. 11,.
sinir.: !it, a !i1 41,1 ClflIO,,00sl Of AC 11.,41,t'S.fi
t.4 imeI iti r ye, should h?
A. Provide an anllyt!cal context for aiocatilci ie;ourccs tc . the mAior compobeL, of t Int[Olinen P
program and a basis for judging the overall adequacy of the NFIP,
B. Provide an analytical context for decisions on allocating resources among a broad class of programs
addressing a major intelligence issue or mission,
C. Provide an analysis of programmatic options for decisions on al oca.ting resources to particular
intelligence activities or programs,
D. Provide other support to the DCI, as needed,
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INTELLIGENCE COMMUNITY STUDIES
TASKING AGENCY TOTAL/REMAINING
CFI JULY 1976
SSC(I) JUNE 1977
UAC JUNE 1977
PRC(I) JULY 1977
12 / 12
9 / 9
1 / 1
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46 /29
THERE ARE 81 ACTION ITEMS REQUIRED BY SSC(I) AND
.-?
HAC FOR FY 79 BUDGET SUBMISSIONS.
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INTELLIGENCE COMMUNITY STUDIES
? DURING LAST PROGRAM CYCLE CFI TASKED 24 STUDIES
APPLICABLE TO THIS YEAR'S CYCLE.
? 15F 7 REMAINING, PRM ACTIVITIES HAVE DELAYED 2;
25X1 I 2; AND 3 PROVIDED
SCHEDULED FOR
FY 80 PROGRAM IMPACT.
? IN GENERAL, COMMUNITY'S PERFORMANCE WAS NOT TOO
BAD--SOME FORMAL REPORTS DELAYED BUT INFORMATION
AVAILABLE FOR PROGRAM SUBMISSION AND ISSUE PAPERS.
? ARE CARRYING HEAVY LOAD FROM SSC(I) AND HAC--MOST
DUE BY NOVEMBER. NUMBERS 9 AND 12 REALLY REPRESENT
A JUDGMENT AS TO WHAT IS A STUDY EFFORT VERSUS ACTION
ITEM--1 HAC ITEM CONTAINS 13 SUGGESTED STUDY AREAS FOR
IC STAFF.
^ THE 81 ACTION ITEMS INCLUDING STUDIES PLUS THE 7
REMAINDER AND THOSE STUDIES OR ACTIONS FROM OUR PRESENT
MEETINGS WILL KEEP EVERYONE BUSY THROUGH NOVEMBER
FOR BUDGET SUBMISSIONS.
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BACKUP
POTENTIAL STUDIES
? OUR "BASKET" IS FAIRLY FULL, ALREADY HAVE 29
STUDY EFFORTS COMPARED TO 24 LAST YEAR.
? DO HAVE SOME POTENTIAL AREAS--SOME SUCH AS I, 2
AND 3 ARE ESSENTIALLY INTEGRATION AND ANALYSIS OF
ON-GOING STUDIES WITH SOME ADDITIONAL COMPLICATIONS.
? THE LAST THREE REFLECT REQUIREMENTS THAT WOULD GIVE
US A BETTER BASIS FOR MORE EFFICIENT RESOURCE
MANAGEMENT OF THE OVERALL NFIP.
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?
INTELLIGENCE COMMUNITY STAFF
, NOTE FOR: D/DCl/IC
AD/DCl/IC
EO/IC Staff
- This may help .to explain what PRD is
Involved in on a continuing basis (excluding
certain regular review functions). It may-
also help to explain why lam more or less
constantly concerned about personnel matters.
In any event, I hope this is useful to you,
25X1 and the EQ. I would be happy
to dissem it further within ICS if you wish.
Distribution:
1 - each addressee
1 C/PRD (& PRD Chrono)
. 1 - IC Registry
- each PRD officer
1 - PRD Subject
Norioe
INFORMATION
- .
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PRODUCT REVIEW DIVISION - CONTINUING ACCOUNTS
?
v-e or Less
Into 1--y)
This list does not include tasks (including liaison
with NI0s) undertaken as a consequence of PRD's
regular, daily review functions concerning specific
topics and geographic areas; activities associated with
the production of post-mortem reports and special
itudies; or other one-time functions (e.g., special
briefings for PFIAB and preparations for conferences)
which arise from explicit requests for support.
Each account is identified below by task (under-
lined); objective: and action officer(s). Tasks are
arrangelunder six major categories: The Warning
Problem; Products and Product Analysis; Support of
(Non-USIB) National Level Committees; S&T and
Military Intelligence; Economic Intelligence; and
Other.
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3. InvigoratirZesi NOIWON?Improve the procedures and
use of this net. Action Officer; with the.
ops centers)
. Developing CONTEXT--Place the CONTEXT system of
remote preparation of text, and editing thereof, into an
operational mode within the operational and intelligence
communities. Action Officer: I Nith IHC)
PRODUCTS & PRODUCT ANALYSIS
8. Monitoring National Intelligence Bulletin--To monitor
management of NIB and attempt to resolve any inter-
agency problems associated with the publication. Action
Officer:
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Developing National Situation Report--Manage the feasibility
tests related to producing a single national level situation
report during periods of international crisis. Action
Officer:
10. Providing Information on the Organization of the Community
for Production--Provide appropriate guides to the production
community and its products. (First guide prepared initially
for the NSCIC WG; a revised paper will perhaps receive
wider dissem. ) Action Officer:
"14
11. APeriodical Survey--Prepare follow-up actions to the Survey
'publish-ed on 30 December 1974; currently being updated.
(First follow-up paper is in draft.) Action Officer:
(until 1 Aug.)
?
12. ailty_i_Lqing. to History of NIEs on Soviet Strategic Offensive
Forces During the 1960s.-..Help ongoing efforts of NIOs and
others to in.:estigate and publish on this subject. Action
? Officer:
(until 1 Aug. )
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13. Preparing Review of National Intelligence?Publish this
journal aperiodically. Action Officer:
PRD officers
14. Producing RONI--Prepare and monitor RONI production
schedule; over of graphics and printing;
oversee production and analysis of RONI statistics (world-
wide). Action Officer:i until 1 Aug.)
'SUPPORT OF(NON-USW NATIONAL LEVEL COMMITTEES
15. Supporting National Security Council Intelligence-Committee..
Serve as Executive Secretary of the Working Group and Intel-
ligence Panel, both chaired by D/DCl/IC. Prepare minutes,
briefing book for Chairman, assemble informational papers
for members, respond to communications, help organize
Working Group subcommittees. Action Officer:
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16. Supporting Economic Intelli
Executive Secretary. Action Officer
ence Subcommittee De u
S&T AND MILITARY INTELLIGENCE
17. Helping Realignment of USIB Committees Dealing with
Weapon Systems Analysis. Action Officer:
18. Coordinating S&T Intelligence?Monitor activities of the
SIC (Scientific Intelligence Committee), JAEIC (Joint
'Atomic Energy Intelligence Committee), CE (Committee on
Exchanges), ERDA (Energy Resources Development
Administration), to insure proper intelligence coMmunity
participation and coordination and to provide IC Staff
assistance as required. Action Officer:
ing
19: Supyor Committee on Soviet Cover, Concealment, and
Deception--Serve as member of the inte:'agency committee
studying Soviet cover, concealment, and deception practices.
Action Officer:
PitV-L-c"1
20.ecial Substantive Support to the NIO/SP?Provide special
"support as requested by Mr. Stoertz. Action Officer:
Now,
25X1
25X1
21. Reviewing Nuclear Proliferation Problem?Review the status
of intelligence community actions in regard to the specific
recommendations for monitoring proliferation made in the
Post-Mortem Report on the Indian Nuclear Test. Action
25X1:Officer:
25
1
22. Providing S&T Intelligence Liaison--Provide pertinent
intelligence information to the President's Science Advisor,
and the Science and Technology Policy Office and relay
proper feedback on S&T matters to the intelligence community.
Action Officer:
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23. Supporting Substantive Intelligence on S&T--Act as focal
point, as necessary, for the intelligence community on
substantive intelligence on S&T matters (there is no NIO
for S&T at this time). Action Officer:
24. Reviewing Proposal for an NIO/S&T?Marshal intelligence
community arguments for and against the creation of an
NIO for S&T affairs and recommend several areas of
particular responsibility for that NM. Action.Officer:
25X1.
ECONOMIC INTELLIGENCE
25. Serving as Economic Intelligence Committee (USIB) Executive
Searetary. Action Officer: I
25X1410?1
25
? 26, Serving as Principal ICS Support Officer for PFIAB Member
Action Officer:
27. Serving as Principal ICS Economic Intelligence Officer--
Support PRD, other ICS divisions, and I in this
area and maintain contacts with the various elements of the
Economic Intelligence Community. Action Officer:
25X1
iroccert-cid
Coord
25X1 Staff
28. Developing Intelligence Exercises?Initiate, coordinate, and
supervise community intelligence exercises. Action Officer:
_
10)
\
29. Monitor/Community Biographic Intelligence programs?Monitor
proposals for establishment of national biographic intelligence
center to be jointly manned by CIA, DIA, NSA, and INR.
Action Officer:
5
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30. AAnalytical Methods--Survey the community's efforts to
1-employ ndw analytical methods. Action Officer:
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PRD WORK PROGRAM, JANUARY - JUNE 1976
Introduction
PRD intends this year to continue efforts to develop techniques
for assessing the performance of Community intelligence production
components. We are committed to improving the RONI and sharpening
the focus of its review. To do this we will devote greater attention to
specific substantive questions of great moment (e. g. Soviet defense
expenditures) and less to the general coverage of geographic areas
and broad topics. We also plan to open the publication to outside
contributors, those within the IC Staff, the Nb, and USIB member
agencies.
At the request of the DCI, we are now preparing a KEP review.
This exercise will provide a subjective review of Community performance
against the 1976 1'1:Qs?assessing the interface of collection, analysis,
and reporting. This review is, of course, yet another attempt to
develop an orderly and timely way of assessing Community performance
against the DCI's objectives.
There are other important jobs to do, some of which continue the
traditional activities of PRD; others present new ventures and preview
a more positive stance in product improvement activities. We propose
to work on nine specific projects, some well defined and some of an
exploratory nature. All will focus on important aspects of product
improvement, analytical methodologies, and general programs within
the Community to nurture intelligence expertise.
The Work Program which follows is presented in two parts.
Part I, Specific Assessment and Developmental Projects, outlines
the eleven specific tasks programmed for the first six months of
1976. This tasking is in addition to the regular,ongoing PRD activities
to develop contacts and expertise along area and topical lines, which
includes monitoring activities related to the Strategic Warning Staff,
Alert Memoranda, the USIB Committees, NIB/NID product, and the
like. Within reason, we intend that the tasking in Part I will direct
our efforts toward a balanced work program allowing PRD officers
?
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to carry out a two-part mission: (a) to respond in a timely fashion to
a number of broad interests and concerns of the DCI and D/DCl/IC,
and (b) to assess Community performance on a number of specific
topics through a careful and constructive appraisal of activities and
products.
Part II provides a summary of total tasking within PRD. This
section lists, for each officer, those specific projects outlined in
Part I and the routine topics and activities assigned to that officer
for continuing monitoring, review, and comment.
z
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PART I
Specific Assessment and Develo_pmental Projects
1. Review of National Intelligence
PRD is committed to publish RONI several times a year; we
tentatively schedule issues in March, June, September, and December
in 1976. The Review will take on a somewhat different cast than that
of the earlier issues, with less attention to product review by area or
topic in favor of making the Review a broader-based publication
representative of all IC Staff interests. The Review will also solicit
contributions from various Community components.
Personnel
Analysts in PRD are assigned geographic
or topical areas to review and evaluate on
a regular, continuing basis. This activity
is the central focus of the RONI but not all
areas will be covered in each issue.
Level of Effort : Focus of Division activity in month of
issue.
Priority
Due Date
2. KEP Review
High (1)*
30 March
30 June
The Director has requested a broad performance review of the
KIQ system during FY 1975. The report will be based on the. NIO KIQ
Performance Evaluations, the MPRRD Summary of KIQ Performance
and PRD's own assessment of Community performance. The exercise
is to offer subjective appraisal of the interface of collection, analysis
*Priority numbers equate as follows:
1 = High, due date indicates probable completion date.
2 = Medium, 'due date indicates desirable draft date.
3 = Lower, due date indicates working papers for exploratory or
feasibility review.
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and reporting against the total KIQ package in 1975. If successful, this
year's exercise should develop a method to assess performancein
1976 and subsequent years.
Personnel
Each analyst will review those parts of
the KEP related to his area or topic and
assess Community performance. The
review will be packaged by
Level of Effort : Focus of Division activity in January and
February.
Priority
High (1)
Due Date 5 March
3. Post Mortem on Post Mortems
The Chairman of the Editorial Board of Studies in Intelligence
has askedi for an article on post mortems.
The article will discuss post martems as a means to assess Community
performance on specific issues; it will emphasize the value, strengths,
weaknesses, and problems of post-mortem exercises.
Personnel
Level of Effort :
Priority
As time allows.
Medium (2)
Due Date Spring 1976. No tight deadline but we
want to publish in a 1976 SII issue.
4. Analytical Methodologies
A Survey of Community Work on Analytical Methodologies
A draft survey is now in review. This draft provides a
summary of work underway throughout the Community to
improve present analytic methods and to establish new
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approaches to research and analysis. The survey is
descriptive of ongoing work; it does not evaluate progress
or speculate on probability of success. The purpose of the
survey is to record efforts for analytical improvements and
note duplication, if any. The survey should be useful for
managers of analytic components and for members of the
NSCIC Working Group.
In addition to the survey, the analyst on this account
will continue to monitor developments and programs in the
Community designed to improve analytic capabilities. This
includes, inter alia, monitoring the work of CIA/OPR,
CIA/ORD, and the contract work underway at Mathematica.
Personnel
Level of Effort :
Rather lengthy review based on written
contributions and discussions with officers
of various Community components. Research
completed.
Priority Medium (1)
Due Date ?
27 February
b. Force Effectiveness Models: Assessment of Their Use
and Problems
Over the next several months PRD plans to begin a more
systematic assessment of current analytic methodologies and
techniques that are in some sense unique or different, either
because they are used in few analytic components, are under
development, or seem to have some promise for improving
Community analytic capabilities. As an exploratory exercise
during this program period, we plan a study of the use of
Force Effectiveness Models.
Personnel
Level of Effort :
The study will be based on personal contacts
with users of this technique and with some
of the contractors specializing in developing
models for the military services and
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intelligence components. The project
will be full time, but could be preempted
briefly by participation in the RONI, KEP
review and ad hoc responses.
Priority Medium (3)
Due Date
30 May
Level of Effort :
This will be a full-time project for
Andrews, and will take precedence
over his review work on intelligence
production concerning East Asia.
Priority High (2)
Due Date Draft report, 30 May
6. National Warning and Communications
a. Continuing Developmental Project
This project encompasses a number of projects related
to intelligence warning and communications, exchange of data
? and analyses during an international, crisis, and the drafting
? of coordinated intelligence. Specifically, project officers
will monitor developmental activities related to Community
operations centers, the Strategic Warning Staff, the CRITIC
system, and the CONTEXT video assist to coordinated text
drafting.
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Personnel
Level of Effort : Continuing as required. by interagency
developments.
Priority
High (1)
Due Date Memoranda, as appropriate
A third meeting of the operation/watch center supervisors
is planned for the Spring of 1976. Among the issues to be
discussed, as determined
handling of critical information are:
which bear on the
(1) a better understanding of the functional com-
munication systems involved in CRITIC procedures;
(2) the effects of security compartmentation;
(3) the use of communication facilities at relocation
sights particularly during major terrorist threats; and
(4) adjustments to the Handbook for Handling Critical
Information as a result of accumulated experience.
Personnel
Levet of Effort :
Priority
Due Date
Planning and management of
conference, related memos and record
of the meeting. Work continuing through
May.
High (1)
29-30 April
5
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7. The -Makinof an Intelligence Officer
Under this general heading PRD aims to explore a number of
topics that relate to the recruitment, training, and development of
intelligence officers. The specific project for this planning period
will define the job of an intelligence officer and report on Community
hiring criteria (the strengths, aptitudes, and interest in the profile
of the typical recruit in the various intelligence components). The
project will rely on written questionnaires and discussions with
responsible officers to explore the interface of component mission
and recruiting criteria. Particularly noteworthy practices or experi-
ments will be noted and the report will offer some assessment of the
existing recruiting procedures: A follow-on study in this series will
assess Community procedures for training intelligence officers.
Personnel
Level of'Effort :
Priority
Due Date
Ba.sic assignment during Spring of 1976.
Medium (2)
30 June
8. Survey of Intellence Periodicals
The project will update a similar survey of 1975 at the request
of the DCI. This year's version will probably include all periodical
reporting having a frequency of six months or less. It will also
analyze the data to highlight areas of possible duplication, over-
kill, or inadequate coverage. The report will record the views of
analysts and consumers, and will offer some evaluative judgments
by PRD from the point of view of Community needs.
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:
have been requested of
Contributions
State, NSA, DIA, and CIA. As returns
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come in,1 !will devote a high portion
Priority
Due Date
of his time to the assessment process.
High (2)
30 March
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9. New Approaches to the Presentation of Intellizence
In his Annual Report for 1975, the DCI cites methods of
intelligence presentation as a continuing problem facing the Intelligence
Community. PRD intends to essay this problem by first exploring
ideas, criticisms, and developments currently adrift in the Intel-
ligence Community and, over the longer term, by monitoring progress
in this regard as a continuing responsibility. The project will inter-
face with Community training offices, the NI0s, CPAD, and other
Community components.
Per sonnel
Level of Effort :
an Assistant Nb,
(PAD officer, and possibly others
Half-time work of
throughout the period using other members
of the research team for periodic symposia.
Project calls for good deal of consumer
contact and an appreciation of current
intelligence product.
Priority Medium (2)
Due Date Mid-May
10. Community Evaluations
There are a number of topics included in the KIQs which have
been getting a good deal of attention in the overt and classified press,
leading one to expect that the subject is well covered by intelligence
production components. Such topics as technology transfers, Soviet
intentions, Soviet laser developments, and Soviet military expenditures
are but a few of the topics that are commonly referred to in the
intellectual journals, the media, and governmental circles. How good
is the intelligence effort on these topics? Which components are doing
innovative and productive research? In short, what is our evaluation
of intelligence efforts to monitor and report on the activities involved?
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PRD plans to evaluate two of the above subjects as exploratory.
projects during early 1976. Though the appraisal technique may differ,
each project will review the attention to the topic from the production
point of view, covering information requirements, priorities, level
of effort given by various- production components, sources of analytic
strength, and consumer response on work to date.
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a.
Project: Soviet
Laser
Developments
assigned assessment duty.
Personnel:
Level of Effort:
Principal
Priori_ty:
Medium (3)
Due Date:
30 May
b.
Project: Technology
Transfers
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Personnel:
assigned assessment duty.
Level of Effort
Principal
Priority: Medium (3)
Due Date: 30 April
11. Ad Hoc Support to DCI and D/DCl/IC
The Division will stand at ready for review, comment or
contribution to the following specific DCI objectives (as numbered)
and for other tasking, as appropriate:
I. Key Intelligence Questions for FY-77, subject for review
May /June 1976 (1)
Z. ? EXCOM April and July 1976 (2)
3. Post mortem of Community performance during crises
or other developments (3)
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4. Draft National Imagery Plan, subject to Community review
in March 1976 (3)
5. DCI Substantive and Resource Management ObjectiVes
for FY-77 (3)
6. Those items of R&D action by the Intelligence Research
and Development Council which relate to: (4)
e tactical and real time use of intelligence
o data handling and computer terminals and programs
for analyst use
o presentation of intelligence
e distributed data files
7. Project FOCUS Assessments (5)
8. Reviews of Intelligence Requirement/Guidance Systems (5)
9. Improvement of communications between production
analysts and field reporters, clandestine and military (5)
10. Tactical/national intelligence interface (6)
?
9
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PERFORMANCE EVALUATION BRANCH SIX MONTH WORK PROGRAM
(1 November 76-30 April 77)
FIRST PRIORITY
1. Semiannual NSC Review #2
Early on flexible planning is a must to ensure effective
management and timely completion of the second review. There
are two "constants" in the equation that apply to our planning:
I.
Time: five months. Suspense date of 1 April 77.
NSC Memo setting forth the requirement, e.g.,
"The DCI's_matters."
The "variables" in the equation include:
Substance/Content, e.g., what should the NSC
be told in the second review? While this may
be determined in part by decisions resulting
from/at NSC review #1, the topics are almost
limitless. Several have been suggested and
should be considered:
? Resource balance between collection
and production.
? Current intelligence balance between
daily and in-depth analyses.
? Distribution of IC effort between
regional and topical.
? Manpower assessment (derived from DIA
manpower audit).
?
Using Review #1 as prescriptive, to
assess in more detail IC activities in
light of "lessons learned" or to measure
progress in resolving major problems.
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? Closer reassessment of the user-
producer interface and what can be
done to improve it.
? Using Review #1 as a baseline, examine
problems/topics in more detail.
? Assess user requirements and the timeli-
ness/quality of reporting on regions/
topics in more detail.
? Assess user requirements and the timeli-
ness/quality of reporting on regions/
topics not included in Review #1, e.g.,
Africa, Southeast Asia, Latin America,
Technology Transfer, et al.
Methodology: given the Scrowcroft guidelines
which stress assessment user requirements, and
recognizing that the substance will dictate pro-
cedures, attention must focus on how the next review
will be conducted: interviews, documentation
research and analysis, data base development, rela-
tionships with other IC agencies, et al. Other
considerations:
? Close coordination with other evalu-
ation efforts in order to benefit
from results and avoid duplication.
? Seeks new approaches to satisfy user
needs.
Define the scope of the review by estab-
lishing a specific number of key problems/
topics to address.
- Resources: because PAID manpower resources are
limited, the substantive areas/topics/issues to
be examined and the methodologies to be employed
will determine whether augmentation is necessary.
For internal PAID planning purposes, a decision
is needed early to initiate such efforts. Several
alternatives to consider:
? Using PEB personnel exclusively.
? Using PEB personnel, augmented by
the CIPIB.
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? Again requesting temporary inter-
agency assistance (INR, DIA, CIA).
? Consultants.
? Contractors.
? Combinations of the above.
Scheduling: see attached chart.
2. DIA Manpower Audit
PAID is committed to review and evaluate this audit. What
we learn should be applicable to the IC in general as well as
provide a model for examining the IC. The audit may provide
a means to better examine production measurement, costs, and
resources, and thus permit more efficient response to user needs
by being better able to manipulate IC resources.
Suspense: early February 1977.
3. KIQs
Fifteen KIQs must be examined in the first quarter of the
year and an evaluation prepared next fall. Several issues to
discuss:
- How will PAID efforts interrelate with the
new KIQ program?
- How can/should the KIQs be linked with the
NSC review, for example, are the KIQs
constituted responsive to user requirements?
Do we need a KIQ to cover terrorism, for
example, in order to ensure timeliness and
quality of response of this topic?
4. SWAT Actions
The reality of our day-to-day existence in PAID must be
faced. There are now six people in PEB. How do we operate
differently than in the past "except at the margin?" Much of
our work is of the staff-action type on "matters of the
moment," putting out fires and the like. Cats and dogs!
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SECOND PRIORITY
1. Performance Evaluation
This is the raison d'etre of PEB. Much needs to be done--
little is in terms of allocating manpower/time/effort. Several
topics have been suggested for examination.
There is a gap between near term and longer
term reporting, particularly in the nuclear
proliferation, technology transfer, and
terrorism topics. CIA and DIA products might
be the object of a close watch in this regard.
This is really an element of produce improve-
ment. It's in the nature of the PAID charter
to be aware of as many analytical and evalua-
tive techniques as possible. OPR has done work
in this area. Mathematica, Inc. has been con-
tracted by CIA 'NU) to accomplish studies in
analytical methodologies.
It has been suggested that a NSC conference
be called to discuss net assessments to work
such questions as: What are they? How many
should there be? How can they be done better?
Where does intelligence fit? Where does the
IC Staff fit in this? There is much work to
be done in preparation for such a conference.
A carefully constructed point paper and agenda
would need to be developed and then coordinated
with all participants. This question ought to
be brought up and, perhaps, the conference set
in motion before any possible "rearrangements
of the furniture" as a result of the election.
It would be useful to evaluate the 1976 crop of
NIEs and/or the NSSMs in progress. The NID
itself could stand careful scrutiny; in this
regard, a content analysis of the NID over a
year's time might be quite revealing.
Quite independent of the NSC Review, there is
still a need to watch, over the next six months,
the trend of IC analyses that integrates the
political, economic, military, and the scientific/
technical factors. IC across board (CIA, DIA/etc.)
should produce more interdisciplinary products.
Care, however, must be exercised to preserve the
line between intelligence analysis and policy
formulation.
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The age-old question of compartmentation and
classification needs careful reevaluation so
that the widest possible audience of decision/
policymakers can see or will examine more of
the IC product.
Question of "what product" must be answered:
national, strategic, tactical, analytical,
collection, etc.--what? We have not scratched
the surface yet on the product for field
commanders.
2. Post Mortems
The difficulty involved in developing a work plan to do
post mortems stems from the absence of predictable requirements.
Aside from post mortems that are crisis-related, there are
numerous area/topical-related events/issues that bear examina-
tion: sub-Sahara Africa, Indonesia, Vietnam, et al.
DCI Annual Posture Report. We'll continually
be involved in this "report to the President"
one way or another each year. OPP is the
assembly point this year. PAID is submitting
a segment on production problems. The SSIC
may be the stimulus for much of this year's
content.
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1(4,
Rk, aPos ED ScHEDGI
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ORGANIZAT ON ITASE
?Terms of reference
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MEMORANDUM FOR: See Distribution
FROM:
SUBJECT:
IC 7772404--
__--
(:-1 December 19771
1 1
Director of Performance Evaluation and Improvement
Near-term Work Program
1. In the process of formulating our study program for the next
year, I realized that there are a number of near-term projects that we
could usefully accomplish while we await coordination and approval of the
longer term study plan.
2. I envision that these near-term efforts should result in
relatively brief reports (20 to 50 pages). They should be directed to the
DCI and hence be programmatic and decision oriented. Alternatives should
be developed and evaluated wherever it is feasible.
3. We should plan on accomplishing these tasks essentially with
OPEI resources although, in some cases, we will need assistance from OPBD
and the program managers. I will be happy to help the study leaders make
initial contact with outside organizations as necessary. If any travel
is important to the completion of the tasks, let me know as soon as
possible so that I can plan accordingly.
4. Shown below are the projects, project leaders, participants,
and completion dates for each task. I ask that each project leader meet
with me during the week of 5 December so that I can review his plan of
action before my departure for the West Coast. I would like to see an
outline of the report and identification of major milestones at that
meeting.
PPCIJFCT
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PROJECT LEADER* & PARTICIPANTS COMPLETION DATE
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7 APR 1m
PLAN FOR 30 JUNE PAPER ON INTELLIGENCE PRODUCTION
1.
Title: Production
Resource Trends vs. PRC(I) Long-Term Interest
Priorities
2.
Participants:
3.
Objectives:
degree of congruence between
(1) To determine the
the prioritized
topics of basic long-term intelligence interest
recently established by the PRC(I) and the current trend in actual
production resource allocation to the organizational elements
of Community operations assigned to cover those topics; (2) to
establish by this determination the existence of resource allocation
and investment issues created by apparent imbalances between PRC(I)
stated needs and priorities and the development/maintenance of
Community production capabilities necessary to meet them.
4. Approach: PRC(I) interest topics will be arrayed against the
Community production organization subelements assigned to cover
them. The people and dollar resources assigned to each in the
FY 80-83 submissions will be compared with the comparable indices
for the prior three fiscal years to determine the resource trend.
We will attempt to correlate the production trends established with
parallel collection trends by allocating (in dollar terms) resources
expended on collection to the PRC(I) interest topics. While this
correlation will be of a gross nature, it should provide insight
into the extent to which production capabilities in key analytical
areas are keeping pace with both consumer needs and the volume of
raw data to be analyzed and reported.
5. Schedule: Correlation of interest topics to production elements
and assigned resources, as well as development of the historical
resource allocation trend data will be accomplished in April-May.
Parallel data for FY 80-83 will be plugged in as received in program
submissions during early- mid-June. Completed paper to be available
first week of July.
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1. Title: Intelligence Community Training/Education
2. Responsible Office ,Ind Analyst: OPEI/PAID
3. Relation to Decisi-ms/Issues: This study will support program
and budget decisions related to:
- size of Community training budgets as a portion of NFIP
General Support;
- adequacy of training and education activities in light of
need to enhance Community performance, particularly in intelligence
production; and
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- possible future agency and program manager desires to transfer
training programs that are now in Program 8 to Program 3 in order
to mitigate OMB-directed cuts in Program 8 training budgets.
4. Objectives: The objectives of the study are:
- to define costs of intelligence training and education
by program, agency, and training facility;
- to determine how many employees of NFIP production agencies
are receiving training, the type of training, where, and the costs;
and
- to support judgments whether the training/education being
provided adequately meets and is relevant to Community needs.
5. Approach/Methodology: The data to support this survey and
evaluation will be obtained through a data call on NFIP production
agencies and the Program 3 and Program 8 facilities engaged in intelligence
training. The judgments will be based on analysis of the comparative
distribution of costs and training provided across programs, agencies,
intelligence processes (collection, processing, and production), and
types of training. Judgments regarding the quality, relevance, and
utility of training will not be reached in the initial study.
6. Precedent Relevant Studies: Relevant studies are:
- IC Staff Study of CIA training (1974); and
- HAG Study of CIA Training Program (1977)
There is no precedent attempt to survey training/education activities
on a Community-wide basis.
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7. Milestones:
Data call drafting Underway
Data call to agencies/schools 1st week in April
Data call response Mid-May
Data reduction By 30 May
Data analysts/report drafting 1-30 June
Draft report completed 30 June
Community review of draft 1-10 July
Final Report 30 July
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1. Title: Community Linguistic Problems
2. Responsible Office and Analyst: OPEI/PAID
3. Relation to Decisions/Issues; This work, a by-product of
my activities as Chairman of the NPIB Task Force on Linguistic Problems,
will address a number of Comunity problems in the availability,
qualifications, and use of foreign language technicians. Particularly,
it will contribute to improved understanding and solution of the CCP
linguist problem caused by the "voice explosion."
4. Objectives: This effort is part of a long-term effort to
develop and implement policies and action programs in this area.
Short-term objectives are:
- development and adoption of Community collaborative
recruiting programs;
- review and adoption of more standardized language
proficiency measures and tests;
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- request that OSD and military departments report their
policies and actions designed to improve the retention of foreign
language technicians (aptitude screening, enlistment and reinlistment
bonuses, proficiency pay, improved career progression ladder, skill
maintenance programs, to name a few areas);
- development and adoption (with DCI support and funding) of
a financial incentive program for NSA linguists to meet rare
language shortages, encourage multiple language skills, and retain
of scarce linguistic skills (e.g., voice transcriptions).
5. Approach/Methodology: Working through the NFIB Task Force, a
number of policy and action reconmiendations will be developed for
implementation and funding.
6. Precedent Relevant Studies: The Task Force has been active
for over two years during which the problems have been well defined.
The task now is to develop action-oriented solutions.
7. Milestones:
- interagency collaborative recruitment plan
- Draft plan for NSA incentive program
- Obtain OSD/service responses on efforts to
retrain linguists
End of May
30 June
30 June
No final report or stlidy will result from this effort. Instead, a stream
of recommendations and programs will be sought.
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1. Title: Intelligence
Community Manpower
2. Responsible Office and Analyst: OPEI/PAID
3. Relation to Decisions/Issues: We can expect many manpower and
personnel issues to arise this summer. Some are specific to individual
programs and other are general Community issues. For example:
- a general appeal for additional manpower of all types
countered by a Resource Management Staff effort to reduce
manpower;
- the perennial issue based on the optional distribution
among collection, processing, and production;
- DoD appeals for relief from Congress' directive for overall
reduction in civilian and military grade structure; and
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- DIA's need for legislation to free it of Civil Service
Commission personnel management restraints and additional supergrade
billets.
4. Objectives: To lead clarity and reasoned analytical approach to
the issues that might arise and need attention.
5. Approach/Methodology: My suggested approach would be to talk
informally with the program managers and the monitors in OPBD to learn
which issues will be likely to arise. Then I would select one or a set
that are susceptible to analysis. The specific issues would dictate
the appropriate methods to be used.
6. Precedent Relevant Studies: A number of studies have been
done in previous years but those that are relevant to this summer's
issues cannot be identified at this time.
7. Milestones:
- Complete inforwal talks with program
managers and menitors Mid-April
- Develop study plan after a specific
problem(s) is selected.
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TITLE: Support to Operating Forces
RESPONSIBLE OFFICE ANP ANALYST: OPEI
RELATIONSHIP TO DECISIONS/ISSUES:
This structural category has two consolidated decision units
(CDU's): Unified and Specified (U&S) Commands and Research, Development
and Procurement. The first CDU includes GDIP units and activities
assigned to the U&S Commands that have theater-wide responsibilities and
significant national and departmental peacetime intelligence missions.
They include collection, processing, production and communications
capabilities. Proposed issue paper will focus on this CDU.
The second CDU identifies the resources to develop and procure Army
and Navy technical sensor collection systems. These systems collect
precise data on the parametric characteristics of Soviet weapons systems.
Issue paper will not include the systems funded by this CDU.
OBJECTIVES:
- To identify the types of support provided to the Unified and
specified Commands under this CDU.
- To single out potential issues for investigation and/or
evaluation.
- To outline major program/options for consideration by the
D/DCl/RM.
APPROACH: Issue paper will focus on providing a comparative analysis of
the types of support provided. Since of the funds allocated
for this CDU are earmarked for personnel costs, principal research
interest will be how these resoutces are employed by each supported
command. Paper will also focus on the acquisition of "other purchased
services" and the nature and extent of procurement activities. It is
possible that there are no significant budgetary issues here. In such
case the issue paper will be used primarily for background information
and given relatively low priority.
PRECEDENT/RELEVANT STUDIES: None
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MILESTONES:
DATE TASK
10 April 1978 Initiate data collection activities
8 May 1978 Identify types of support provided
29 May 1978 Outline major program options
12-19 June 1978 Coordinate paper
30 June 1978 Complete issue paper
Si:LTET
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1. Title: Mission Analysis of Indications & Warning
2. Responsible Office and Analysts:
OPEI -
3. Relation to Decisions/Issues:
Using the study results, the D/DCl/RM should be better able to
incorporate current and future Indications & Warning information
needs into the budget planning process. The impact of alternative
collection systems on Indications & Warning capabilities can be
assessed. These assessments can be compared with the need for
information from other intelligence areas, and the result should be
a more cost-effective allocation of resources to intelligence
programs.
4. Objectives:
The purposes of the study are to identify the major requirements
for Indications & Warning activities in the strategic, European and
Korean arenas; and, to assess the adequacy of both current and
proposed collection systems in satisfying these requirements.
5. Approach/Methodology:
The approach to the problem will be a refinement of that used
in the SALT Monitoring Study. Specific tasks currently envisioned
for each arena include:
-- Develop a list of candidate collectors available in
the near- and mid-terms.
-- Identify those military, political and economic
indicators and key events most important to Indications &
Warning in the arena.
-- Develop a taxonomy for grouping these indicators
into homogeneous categories (primarily for display purposes).
-- Identify a representative set of targets for observing
the indicators.
-- Create an Indicator versus Target matrix such as
that shown in Figure 1.
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-- Solicit estimates from a range of Community reports
of the time required to detect and interpret a significant
change in each indicator as a function of target, collector
and alert status (normal versus focused collection).
-- Summarize estimates and present preliminary results
to contributors for discussion and possible revision.
-- Once revisions in initial responses are complete,
analyze results by identifying shortfalls or excesses in
capabilities--perhaps as a function of the scenario. Possible
formats for displaying results include:
-- collectors ranked by timeliness of response as
a function of indicator groupings;
-- anticipated improvements in response time
realizable for each collector due to mid-term enhancements;
-- sensitivities of collector response times
listed as a function of alert status; etc.
In addition to the Indications & Warning analyses within
arenas, collectors' effectiveness across arenas will also be eval-
uated. For example, collectors with clear superiority or inferiority
across arenas will be identified, collectors whose application is
unique to an arena will be highlighted, etc. Another factor to be
considered is the target's ability to use deception to limit or
deny collector's effectiveness.
6. Precedent Relevant Studies:
-- "Warning and Indications in Europe (WINE) Study, Final
Report," Mitre, Inc., December 1975,
-- "Warning Improvement Study and Plan (WISP)," a current
effort being conducted under DIA sponsorship.
-- "Warning and Indications in Korea (WINK)," apparently
closely associated with the above two studies.
-- "An Analysis of SALT Monitoring: U.S. Capabilities and
Collection Systems," IC Staff, March 1978.
- "COMIREX KH-11 Post-IOC Evaluation (COPE)," COMIREX,
November 1977.
-- "Warsaw Pact Concepts and Capabilities for Going to War
in Europe: Implications for NATO Warning of War," NIE 4-1-78.
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"USIB General Indicators List for USSR/Warsaw Pact
Countries," 11 June 1974.
7. Milestones:
28 April 1978 - interim report to D/OPEI and D/DCl/RM
12 May 1978 - seek Community experts' view
31 May 1978 - interim report to D/OPEI and D/DCl/RM
30 June 1978 - final report
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MEMORANDUM FOR:
FROM:
SUBJECT:
AC/PAID/UPEI
PAID/OPEI
Study Plan For Energy Intelligence
29 March 1978
1. Title: Review of rnergy Intelligence Activities and
Developents.
2. Responsible office and analysts: OPEI/PAID in collaboration
with DoB/OIA; analysts: PAID - DoE -
3. Relation to decisions/issues:
o Enercjy intelligence issue?what energy intelligence
effort should be undertaken within the Community? By whom?
o Who menai.es energy intelligence?
o What is proper all of energy intelligence
resources?
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o What is proper division of labor for energy intelligence?
4. Objectives: rhe Review is to determine the who, what,
where, why, when, and how of energy intelligence and address resource
all and division of lebor issues, problems, and questions. The
Review will include: C(=unity organization and recent activities;
_ _ _ _
current activities and piens; Ceft;m:inity resources devoted to enerey;
energy intelligence data base; an overall assessment including adequacy
of Community efforts to collect/produce energy intelligence, adequacy of
Community coordination and requirements mechenisms, end division of
effort with the ComJiunity---precnt end preposed.
5. Approach/methodology:
o Community .(producer/collector) conference.
? User/Cole inity (producer/collector) conference.
? Interviews of high level management and senior
level users and producers/collectors.
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SUBJECT: Study Plan for Fnergy Intelligence
? CollaLoration with Do[ intelligence cadre.
? Request of users and producers/collectors to furnish
written information -pertaining to their current and anticipated
energy intelligence activities, developments, and requirements.
6. Precedent rd event studies: None.
7. Milestones:
? 1st draft?early June (could be useful for June
program review).
? 2nd draft?August.
? NFIB review and concurrence?September.
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NOTE FOR: PAO Staff
SUBJECT: PAO Study Program
FYI,
;
8 November 1979
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SECRET
NATIONAL FOREIGN INTELLIGENCE PROGRAM
ZERO BASE BUDGET REQUEST
DECISION UNIT OVERVIEW
THI5 UNIT CONTAINS
3 DECISION PACKAGES
iP AGENCY/PROGRAM
Intelligence Comninity Staff
DECISION UNIT TITLE. A FOUR DIGIT LODE
Program Assessment Office
01,1(b RANGE GOAL flilrooly the tAnt irtiossootO Me apt,. isnel--slorek I toward gerter,o1 fired. In ?rrro 0. basis. for deterreNNAN,/ II.. tnesior
Increase the contribution of the U. S. intelligence program to national security by providing the
DC!. the PRC(I), and the D/DCl/RM with an analytic basis for deciding the allocation of available people
and dollars to the possible activities within the U. S. intelligence program.
MAJOR ORM C FIVE'S (he 111,11..10,, omiterpo,rmrots, woo/ ,flrig 00000 rh, glint err 1,.11.0,41,.?f 1,1 he ?Ato.hetl In at filevma tenor kkat. The ruin t Oyes khoNhir
tinted it, If 1,,m, 11,001 14,11 Who.. lo,r ry,sb,hltim 01 1 )
A. Provide an analytical context for allocating resources to the major components of the U. S.
intelligence program and the basis for juoging its overall adequacy.
U. Provide an analytic context for decisions on allocating resources among a broad class of programs
addressing a major intelligence issue or mission.
C. Provide an analysis of progranuotic options for decisions on allocating resources to particular
intelligence activities or programs.
D. Provide other support to the DCI, as needed.
OFFICE;
RMS/PAO
TATE PHEPAFTED
25)0 1979
L,C 1:10111":1*
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At. T ERN ATI V ES. (f)??ctilh? th? 1???Iblat aftemetts? ways to accotepti?h the mann otn?ctice?. end identify which of the afternance? rep
it? Ihe method proposed.
Alternative 1: Managers of the Programs in the NFIP tasked by the D/DCl/RM to do the analysis, with
enough staffing within RMS to provide liaison to each analysis.
Alternative 2: Managers of the Programs in the NFIP tasked by the D/DCl/RM to staff interagency
analyses, with enough staffing within RMS to provide leadership for each of the analyses.
Alternative 3: All offices within RMS (i.e., PBO, PGO, IRO, CLLO) tasked by the D/DCl/RM to do the
analyses, with enough staffing within these offices to provide leadership and staffing for each of the
analyses.
Alternative 4: One office within RMS (i.e., a Program Assessment Office) tasked by the D/DCl/RM to do
the analyses, with enough staffing within that office to provide leadership and staffing for each of the
analyses. This alternative is the method proposed.
ACCOMPLISHMENTS (Dmolb? ih? ptodr??? ol iho don l?ton unif lowsnd ree?Itnd th? th?nft otnfnfi.'???)
PAO's responsibilities have evolved during the past year as its organization has changed from an Office
of Program Evaluation and Improvement, with a Systems Analysis Division and a Production Assessnerit. A
Improvement Division, to a.Program Assessment Office (PAO) with study teams set up as needed to do specific
analyses. Among the issues and problems addressed during the past year were the following:
A. Macro Analyses
1. Intelligence Priorities and the Distribution of Production Resources. Established and
compared macroscopic trends in consumer interest with spending for national intelligence production in
broad subject areas .(military, political, economic, S&T).
B. Broad Context for Decisions
2. Monitoring a Comprehensive Test Ban. Assessed capabilities of the Atomic Energy Detection System
to monitor Soviet compliance with a ban on testing nuclear weapons. Evaluated potential for improvement
3. Test Ban Deterrence Relationships. Analyzed the effect of improved levels of monitoring efficacy
in constricting the dimensions (yield and repetition) of a clandestine program of illegal nuclear testing.
4. Mission Analysis of IW. Developed and applied quantitative methodology for evaluating the
relative timeliness o different collection systems in reporting on WISP indicators.
(CONTINUED, SEE ATTACHED SHEET)
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B. Production Analysts
1. This study should attempt to characterize production
analysts and the resources devoted to their support. The study
should examine the various kinds of analytic activities of analysts
in the several community centers (e.g., NFAC, DIA, etc.).
2. If possible the study should develop programmatic options
which would increase, decrease, or redirect the various kinds of
support for analysts. If this is not possible the study will be
used as a document which will assist the DCI in explaining or
defending the community's efforts to improve the quality of
analysis.
3. The study will examine production by focusing on analysts
(since the options for improving production principally involving
analysis), for example, the number and kinds of people, support,
and training for people. Questions to ask about each kind of
analyst's activity include the value of these options.
4. Outputs for the study could include specific programmatic
alternatives: more or fewer people, get/keep right kinds of
people (implies avoiding or losing wrong kind), improve support.
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Attachment 2
PAO Resource Allocation Criteria
PAO studies should be chosen to obtain the highest expected
value for improving DCI decisionmaking on NFIP resource allocation
issues. There are three components to this measure of effectiveness:
? the probability that the study will actually produce
additional information or analytic insight;
? the probability that the information or insight will affect
the decision; and
? the value of the decision to the MFIP in terms of
intelligence payoff, cost (both in the long and short
term), or political sensitivity (must do something now).
If quantifiable, these components could be mutliplied to provide
an estimate of expected value. These measures are highly subjective,
however, and not always of equal importance to PAO. In particular,
it may be necessary to ignore low values of the second component
(likelihood that the analysis will be used) since PAO's role in some
cases will be to "seek the truth," or "to find a better method,"
without regard to short term opportunities. (An additional
consideration is that in many cases, this probability is affected by
the way that the study is defined and carried out).
In selecting PAO studies:
? cross program issues are valued most highly;
? studies within a program area may be justified if the area
is complex and poorly understood (e.g., HF Modernization)
or being superficially treated (e.g., satellite replacement
strategy, shuttle usage economics);
? but studies that take advantage of previous PAO work are
also attractive.
Acceptable mechanisms for getting work done include various
levels of PAO commitment, including:
? guidance to a program to do a study, but with phased
outputs (don't repeat last year's mistake), perhaps even
including an agreed-upon terms of reference;
? CT/RMS directed Community working groups;
? CT/RMS study teams with data call from Community;
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? PAO/IRO/PBO/DSG teams;
? Use of contractors either in support of a PAO study or as a
full study defined and monitored by PAO.
? PAO study in its entirety.
The selection process is an iterative one in which John Koehler
and the other offices will be involved. Of course, our own
analytical strengths and Community relationships are factors to be
considered.
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DCl/RM-79-0043
3 August 1979
NOTE FOR:
FROM:
SUBJECT:
Arline
Turner's Remarks on Program Review at Luncheon
Discussion, 2 August 1979
As I reconstruct it, Turner hit on several themes during his
luncheon discussion yesterday with members of RMS.
1. Basically he is comfortable with the process of program
review.
There are several small things he thinks could be
improved. Hg,.asai tnt..t.ot matte hist me, Jo r
example, Alin small, -,Ixtrialue4-41atailed -issues . He
prefers to be given the opportunity to make decisions
that cut across proaryii-4ifies or ones within programs
that represent 4,polverti-ve-dttiret that need his
clout to impiement.?ArTy-thInt of that I think
he feels you can handle together with the program
managers.
2. I inferred from the course of the discussion two basic
dissatisfactions. One with the way we slice the problem. Essentially,
it is not the same way he would do it. We tend to focus on problems
within programs, where ha,,koul d xathe.19.40eUS-Oft Trohl-eins across-programs.
He mentioned, for example, the,A44semt4Iation of information:
He singled out the
25X1 I I that is produced for consumption within the
Intelligence Community. His problem with it is that it
is duplicative because those articles which are of major
interest are usually analyzed and then disseminated as
part of the CIA/DIA/INR production effort. Those that
are of minor interest do not need to be excerpted in
the NSA publication because the analysts that are really
concerned with the material receive it in hard copy. To
some, it would appear that he is criticizing a dissemination
system within NSA, but I think he is really saying why
should NSA bother to disseminate this compilation of reports
Paragraph 3 of this Note is
Classified SECRET. All other
Portions are UNCLASSIFIED.
'ECRU
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when the production agencies wiit get tne word-our=
those reports that are important. Those that are less
important need not be compiled in the first place.
-- He singled out another issue that obviously bothers him.
One that Congress and other branches of the Administration
repeatedly raise and one j.tiat,?3,p his knowledge, we-are not
dealinwith edequately-1-4roductionT, He is concerned about
where the various production agencies overlap, where they
underlap, and where he perceives there is-overemphasis on
GMil i tit-1;y "iiireiTi g-efra a. isigt:"7.rilreat Etiogib emOha'6B 'brk
olitical and economic ,intelli9epcs,?:"66 made the point,
Which FrightiTid, tfiti;i:gie-political problems trying
to get information io 4ea4-444A-production.
What is important is. not the specific issues that he
identified that he thinks about--although we should be
dealing with those--tut the kind of issue and the way
we slice it. I think he would agree that UOris an
appropriate and broad enough a subject fp le our analytical
office to be looking at, but I sensed" dissatisfaction
with the lack,of is-Aie.deuelopxaentearlsing from that
analysis.
3. His other major criticism is that we tend to deal with only the
digestible part of a large issue rather than looking at the whole thing.
4. It is clear that he wants to play along in the identification o-
issues. He said as much. I think he would like to have somethipo to say
25X1 about LI 1 analytic work program as well as the guidance thatl 1
develops. Sorne of his criticism appeared to me to be similar, but not as
harsh as Carter's statement to aim the day he was sworn in that your KIQs
are not my KIQs. He was saying to RM: These issues are not my issues.
I would like to see us plan ways to irvolve Turner to a greater extent in
the issue definition phase. Until now we have told him what we think are
issues. We still should, but we may want to give him a choice as to which
issues he has to deal with personally and which he will delegate to you to
decide.
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What are his issues? In addition to dissemination and production
s sympathetic to idea that we-reeitr14ant to-get away from
sli,y_javestment tiertsions. obviously struck a responsive
ird when he talked about the CIA's support bureaucracy. I had the
.!eling that Turner understood for the first time what his real problem
dith that support mechanism is. I am not sure that he really thinks
that it ought to be changed, but he certainly thinks it ought to be
looked at and alternative options explored.
6. I have the sense that he-4444&-e44r-ara1ysis is.too hardware
or-tented-and-not-contErritit-erroagh with peop3e4ssttes---HUMLNT, production,
oonsaumer-sttirsfaction. This could be because he has had a heavy dose
lately of the importance of HUMINT. Before lunch, for example, he
25X1 spoke with 771 and Shackley Or it may be that he is really
interested in these subjects. My guess ls that it is on human issues--
production, DDO, etc.--that he is usually criticized.
7. He stated cle
044y-with-the-macro lss . Although he seemed to waffle when it was
a14)wriC:prefereace as a systems analyst fordealing
,
pointed out that it is sometimes necessary to single out more detailed
issuesieven picky ones, if you are to avoid "level of effort" questions
which are nearly impossible to pindOwn. I am quite sure we will have to
deal with his ambivalence on this point when we next discuss a menu of
issue topics with him. In addition to macro issues, he is also looking
for probing issues. He does not went us to be satisfied dealing with
issues on program managers' terms. He wants us to define output measures
that they ought to consider in developing their programs. He would have
us suggest new, imaginative ways for them to deal with subjects they
do not even consider problems.
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Distribution:
1 - D/DCl/RM
1 - EA-D/DCl/RM
1 - EO/RMS
1 - EO/RMS Chrono
1 - D/PBO/RMS
1 - D/IRO/RMS
1 - D/PGO/RMS
D/PAO/RMS
1 - A-D/CLLO/RMS
1 - C/DSG/RMS
1 - C/AS/RMS
1 - RM Registry
0 August ipi;
CCRET
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MEMORANDUM FOR:
FROM:
SUBJECT:
. 7 August
Deputy to the DCI for Resource Management
Director of Central Intelligence
RMS Activities
25X1
1. I enjoyed our luncheon last Thursday and the opportunity
.just to think out loud with you and your key staff. Our conversation
has stimulated me to think more on what I was trying to articulate
during that conversation. I felt that I left you with a fair amount
of vagueness in what I had in mind and therefore would like to
elaborate on what I taid there.
2. Perhaps the principal thought in my mind with respect to
RMS today is the importance of PI, PGO-and IRO dealing in more-than
budgetary-items; and-of, these three offices not getting into a level
of-detail.that should be-left to the prograwmanagers. I make these
points with no sense of criticism at what these offices have been
covering in the past. As I mentioned to you, I-draw some analogies
25X1had matured in 1965. His office about the point where"- .

2 with ioffice. I believe RMS is today maturing at
then, in my opinion, began to get bogged down in budgetary details.
In our case much will be lost if RMS doesn't help me keep an eye on
the longer-term picture--on the woods for the trees--on where we are .
going as a Community. I.don't have any other organization dedicated
in
tow-stepping-back from the fray and lookin at-why-and what as opposed
to-how. Moreover, in our case, as
he more we get into
the details of how program managers go abouttheir business, the more
resistance we are going to build up. You have all done such a good
job of working with the program managers that I don't want to see that
pirit of cooperation compromised.
, 3. What do I mean, however, by looking toward the longer term?
Here are a few of my views:
a. How much duillica t ary.aaalysfs-takes-pl ace? How much
is desirable? Is it in the right areas?
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. b. What is the difling line between processing and
analyzing?
c. Which computerized information processing programs
within the Community need to be compatible; are compatible?
d. How do we define what is national and tactical? Is--
it the user of the data? Is it the producer of the data? Is
It the general relevance of the data? Is it the unusual
emergency relevance of the data? Is it the interface with
other collection activities in an operational sense? Is it
the interface in a managerial sense?
e. Is the balance of effort between production and
collection appropriate? Is the balance of funding between
production and collection appropriate?'
f. Is the balance between different types of collection--
appropriate? (Careful not to conflict with CTS.)
4. I recognize that these kinds of problems may almost be 7!
intractable. I would suggest a bite-size approach to them, however.
For instance, I wonder if we couldn't take some bit of information
that was collected and follow it through the process. Who collected
it? Who processed it? How soon was it disseminated? How was it
disseminated? Were the computers that knew about it able to talk
to each other or did it make any difference if they were? Who produced
from it? Did they come to the same conclusions? Was their dissemination
appropriate? Was there comparison, dialogue on the product? Were the
consumers' needs satisfied by the product, and in a timely manner?
5. I don't know whether this clarifies or further confuses the
issues that we discussed, but after you have had a chance to kick the
whole thing around, let's sit down again.
STANSFIELD TURNER
agile
7=7.,
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