PRM/NSC-11

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP91M00696R000200010006-8
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 8
• Document Creation Date: December 15, 2016
• Document Release Date: February 26, 2004
• Sequence Number: 6
• Publication Date: May 31, 1977
• Content Type: MF

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THE WHITE HOUSE
SECRET
0(f6t8 tiv Registry
May 31, 1977
THE VICE PRESIDENT
THE SECRETARY OF STATE
THE SECRETARY OF DEFENSE
THE ATTORNEY GENERAL
THE DIRECTOR, OFFICE OF MANAGEMENT AND BUDGET
THE DIRECTOR OF CENTRAL INTELLIGENCE
SUBJECT: PIW/NSC-11
The attached report has been prepared by a. special interagency drafting
team for SCC consideration in response to the requirements of Section 3
of PRM/NSC-11. It is intended to provide a reasonable starting point for
SCC deliberations that will result in recommendations to the President
on the future mission and structure of the Intelligence Community. It
should be read in conjunction with the separate reports prepared by the
DCI and. Attorney General PRM/NSC-11 Subcommittees.
The first SCC meeting on PRM/1,NSC-11 is scheduled for 8 June at
10: 00 a.m. in the White House Situation Room, The agenda for this
meeting will be:
a. I-low to structure the PRM/NSC-11 decisionmaking process
b. Strategy for dealing with Congress
c. Views on structural options
d. Views (time permitting) on "other solutions,"
25X1
cc: Mr. Lipshutz Zbigniew Brzezinski
Mr. Lizenstat
SEC P.LTII
Cia:;sifit dd by; Z. Brzezinski
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 REPORT
on
PRESIDENTIAL REVIEW MEMORANDUM INSC -11
INTELLIGENCE STRUCTURE and MISSION
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TABLE OF CONTENTS
I. Objectives & Principles for US Forein Intelligence
Objectives
Principles
1. Diversified Service
2. Pooling Information & Collaborating in Judgment
3. An Independent Source of Judgment
4. Readiness for War
5. Efficient Management 5
6. Safeguards?Against Abuse in Balance with Security 7
II. Problem Areas
C.
D.
Production of National Intelligence
1. Organization Performance
8
2. Spec if ic- Problems
10
3. Causes
11
a. - Changhzg Requirements
11
b. Producer-User Relationship
11
c. Communications
12
d. Balance of Production
12
e. intelligence Objectivity vs. Policy
Relevance
13
f.. Checks & Balances
13
g. Personnel Problems
14
Translating Intelligence Needs into Collection Tasking
14
Line Authority over Intelligence Elements
16
Program/Budget Development & Resource Allocation
17
1.
EO 11905
17
2.
Ambiguities & Their Results
18
3.
Expectations for the Current Process
20
4.
Dealing with Resource Management Problems
21
a. Relating Resources to Consumer
Needs & Priorities
Relating Collection Requirements
to Resources
 Needs & Resources
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c. Identifying Cross-Program Issues &
Analyzing Them
Focusing on Longer-Range Intelligence
Management Problems
Relating National. & Tactical Intelligence
Option 3: Provide DCI Modified Authority No :v 41
Given to PRC(I) `for Resource Allocation
Option 4: Full DCI Authority Over Resource 41.
Allocation to National Intelligence Entities
Option 5: Enhanced DCI Resource Allocation 45
Authority Plus Line Authority Over
National Collection Programs
`Option 6: Complete Restructure Intelligence 46
A. Modification of E. O. 11905 36
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E. Counterintelligence
1. Nature of the Problem
2. Definition of the Threat
3. Institutional Responsibility
F. Public Trust & Confidence
III. Structural Options
a. The Collectors & Processors of
Information
b. The Providers of Specialized
Intelligence Services
c. The Producers of "Finished"
Intelligence
Option 1: Enhance PRC(I) and DCI Resource 37
Management Authority By Removing
Ambiguities
Option. 2: Enhance Departmental Authority under 33
Collegial Revievr
Restructuring Options 40
Community (except Departmental -analysis
and other Departments' Intelligence
activities) under line authority of a DFI
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Option 7: Separate substantive national intelligence 47
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and resource allocation functions, assign-
ing former to DCI and latter to SECDEF
Option 8:- Centralize all NFIP activity under SECDEF
IV. Other Solutions
A. Producer/Consumer Relationships
B. Analytical Versatility
C. Communications and Reporting
D. Collection Tasking
E. Crisis and War
F. Relating Requirements to Resources
G. Defense Intelligence Management
.
H. National/ Tactical
1. Relationship between NFIP and Intelligence-Related
Activities of the Departments and Agencies
J. Public Trust and Confidence and Value of
Confidential Service
K. Covert Action
L. Counterintelligence
Annex A: Recommendation on Foreign Counterintelligence
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_
r% i
INTRODUCTION
committee deliberations and reflects extensive written departmental inputs
its consideration in fulfillment of the responsibilities assigned to it by
the President in PRM/NSC.-11. The report draws on material prepared
in support of both the DCI and Attorney General PRM/NSC-11 SCC sub-
This report is submitted to the NSC Special Coordination Committee for
The report consists of four principal parts related to each other in the
and deliberations within a special senior level Working Group.
Section I, Objectives and Principles for, US Foreign Intelligence,
provides the essential broad criteria against which any improvement
options, especially organizational, ought to be judged. They are what
the President should expect from intelligence and are in effect a broad
following manner:
set of guiding principles.
-- Section II, Problem Areas, then defines and analyzes the basic
problem areas within the Intelligence Community in the present organiza-
tional, leadership and political environment. It is based on a comprehen-
sive review of US- foreign intelligence activities but is not itself a definitive
critique. Its purpose rather.. is to provide enough background on the present
performance of the community to comprehend the implications of possible
organizational and other changes in terms of their impact on major difficulties
encountered by the present system.
Section III, Structural Options, begins with a concise description
of the present structure, then identifies a representative range of organiza-
tional options. It is not intended to be theoretically comprehensive but rather
to portray real-world possibilities responsive to the guiding principles and
problems previously identified in Sections I and II of this report.
by Intelligence managers and on which the President should be kept.
will be virtually unaffected by structural change . It identifies certain
t 1 will stained and creative attend
perennial. pr oblcros that vi r require sustained
-- Section IV, Other Solutions, ro-cognizes that while organizational
changes may resolve some of the problems associated with the management
and operation of the Intelligence Community, there are other problems that
informed.
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