STATUS OF INTELLIGENCE COMMUNITY STAFF REORGANIZATION DELIBERATIONS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP91M00696R000800040008-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 31
• Document Creation Date: December 16, 2016
• Document Release Date: September 1, 2004
• Sequence Number: 8
• Publication Date: March 4, 1976
• Content Type: MF

I(' 76-291.8
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MEMORANDUM FOR: Acting Deputy to the DCI for the
Intelligence Community
SUBJECT . Status of Intelligence Community Staff
Reorganization Deliberations
1. Attachments 1 and 2 represent two Intelligence
Community Staff reorganization options which have been
developed in detail during discussions among all elements of
the Intelligence Community Staff and the UST_B collection
committees. The purpose of this memorandum is to document
the current status of these deliberations; to ensure that
all elements of this staff are aware of the status as well
as the direction of these deliberations; and finally, to
sharply focus on the dif_ferences,between the two options and
other points of concern which have surfaced relating to an
ultimate organizational configuration for the Intelligence
Community Staff.
2. The reorganization options described in attach-
ments 1 and 2 are similar except for several points. The
chief similarities can be summarized as follows:
a. The roles of the D/DCI/IC, AD/DCI/IC,
Executive Officer and Special Assistant(s) are the
same.
b. The Office of Policy Planning (option 1) and
the Deputy for Policy Planning (option 2) have identical
responsibilities.
c. The Office of Program and Budget Development
(option 1) and the Deputy for Resource and Evaluation
(option 2) have total responsibility for program/
budget development of the NFIP in support of the CFI.
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3. The differences center around the evaluation
function.
Opt ion :I.
In Option 1 all evaluation (program as well as per-
formance; source related as well as production--or substance--
related) is the responsibility of a single Office of Performance
Evaluation and Improvement. This Office is responsible for
support to the Office of Program and Budget Development for
evaluations, assessments and. justification inputs they need
as part of the program/budget development cycle. In this
option, the chairmanship of the collection committees of the
USIB replacement is an added duty of the chiefs of the
source-related (SIGINT, Imagery, etc.) divisions of the
evaluation office. The evaluation of requirements for given
collection sources are conducted in these source-related
divisions. Evaluation of requirements across sources is the
responsibility of an Integration Staff which draws support
from the source-related divisions.
Option 2
In Option 2 the evaluation function is split between
the program budget development office (Deputy for Resources
and Evaluation) and an office responsible for requirements
and production improvement (Deputy for Production improve-
ment and Requirements). The purpose of this split is to
provide the program budget development activity with an
integral responsibility for program evaluation. The evalua-
tion function in this office would include the personnel
capability to evaluate technical and programmatic performance
of collection, processing, and production systems within the
NFIP. Performance of these systems with respect to substance
would be coordinated by this office (DR&E) with support from
the rest of the Intelligence Community as well as from the
Deputy for Production Improvement and Requirements. The
responsibility of the Deputy for Production Improvement and
Requirements will be to perform evaluations with respect to
requirements and production (substance). To support his
requirements evaluation activity, he will have source-
related divisions whose chiefs will also be chairman of the
collection committees. of the USIB replacement (i.e., SIGINT,
etc.). Evaluation of requirements with respect to single
sources will be the responsibility of these source-related
divisions. Evaluation of requirements across sources will be
the responsibility of an Integration Staff as in Option 1.
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Variant of Option 2
A variant of Option 2 has also been discussed. It
gives the program/budget development office the total responsi-
bility for evaluation; both with respect to the programs of
the Intelligence Community and with the respect to subsance
and/or production (i.e. KEP). In this variant the only'
responsibility under the requirements office is to serve as
a focus for the source--related divisions. The chiefs of
these divisions will also be the chairmen of the collection
committees of the USIB replacement and will be responsible
for evaluations of requirements related to their sources.
The director of the office will be responsible for insuring
that cross source requirements evaluations are performed.
3. An assessment has been made of these three options
with respect to the responsibilities the Intelligence
Community Staff has in staffing the Committee of Foreign
Intelligence (CFI). Attachment 3 contains a table of CFI
responsibilities and the appropriate staff element in each
option which would have primary responsibility for staffing.
The Table also contains a breakout of those staff elements
which, while not having primary responsiblity, would
necessarily be providing significant staff support to the
primary action office. Attachment 4 is a simplified organi-
zation zation chart of the three options (Option 1, option 2, and
Option 2 variant). In order to avoid confusion by the
different titles used in the offices representing the major
elements of each staffing option, the following letter code
has been used:
A -- represents the Planning/Coordination offices
of each option;
B -- represents the Program Budget/Evaluation
Offices; and
C -- represents the Performance Evaluation/Product
Improvement Offices.
Capital letters (A, B, C) indicate primary action office.
Small letters (a, b, c) indicate support elements. In
addition, in several places GC is written to indicate a
responsibility of the General Counsel.
25X1
Attachments:
As, Stated
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Distribution:
1
?-
A/D/DCI/TC
1
--
EO/ICS
1
-
9A--D/D%--I/:CC
2
-
PD/P1_ans/IC
2
-
C/CS/IC
3
C/PRD
2
-
C/MPRRD
1
-
C/IJ1:3
2
-
Chairman USIJ3/IRAC
1
-
Chairman SIGINT
1
-
Chairman inc
1
-
Chairman Sc
2
-
Chairman COMIREX
1
-
IC/REG
3
--
AC/CPAD
1
-- CPAD Chrono
p ra
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ATTACHMENT 1
DCI/IC 76-2918
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INTELLIGENCE COMMUNITY STAFF
~Organiratippn 1. 1 ti_on
The Intelligence Community Staff (ICS) command structure
will be headed by the D/DCI/TC and his Deputy, the 2\D/DCI/IC.
An Executive Officer will provide chief-of-staff and administra-
tive functions to the IC Staff, including the CFI and NFIB
Secretariats and the coordination of internal IC Staff
actions and activities. An independent Community Audit
Staff, if one exists, will report directly to the D/DCI/IC.
Certain Special Assistants will also report directly to the
D/DCI/IC, including a Special Assistant for Warning and
Crisis, and one for an Inspector General function, if it
exists.
There will be three operating offices: an Office of
Policy Planning, an Office of Program and Budget Development,
and an Office of Performance Evaluation and Improvement.
. OFFICE OF POLICY PLANNING
The Deputy for Policy Planning is responsible for
monitoring services of common concern, for formulation of Community
collection and production plans, and for support to the CFI
in the development of management policy for the Intelligence
Community. The Deputy for Policy Planning will be supported
by two divisions--the Support Division and the Policy and
Plans Division.
Support Division
The Support Division will be responsible for the
chairmanship of the common function, DCI Committees in-
cluding the Information Handling Committee and the Security
Committee. The Support Division will also be responsible for
monitoring the services of common concern within the Intelli-
gence Community (e.g., COMEX, LASERFAX, foreign translations,
and joint training) in support of the CFI.
Policy and Plans Division
The Policy and Plans Division will be responsible for
the following functions:
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a. publication of collection and production
priority documents (e.g.,.the Objectives, Perspectives,
DCID 1/2, or their successors). Preparation of these
documents will be coordinated by the Policy and Plans
Division with support from the other elements of the IC
Staff and from Community organisations.
b. Monitoring Community compliance with NSC
policy and development of appropriate mechanisms and
reports in support of this functicn.
C. Formulation of the National foreign intelli-
gence plans and the planning process. Policy and Plans
Division will develop such plans on the basis of inputs
from the Intelligence Community.
d. Formal coordination of activities of the
,Intelligence Community Staff with outside departments
and agencies includes those of the Executive Branch,
ongress, etc., (i.e., NSC Staff, PFIAB, etc.) and such
other organizations as may be designed by the D/DCI/IC.
e. Support of the CFI in the preparation and
coordination of materials for the semi-annual review by
the National Security Council.
f. Support to the CFI on matters relating to the
development of management policy.
OFFICE OF PROGRAM & BUDGET DEVELOPMENT
The Office of Program and Budget Development will be
responsible for:
0 Control and coordination of all aspects of National
Foreign Intelligence program and budget preparation.
Formulation of procedures and directives for the
NFI program and budget development process.
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o I er_face, with OMB and other Executive Branch
Departments and Agencies, including those of the
Intelligence Community as appropriate, on all NFIP
budgetary matters.
Support the OPBD with assessments of the technical
and managerial aspects of proposed modifications
to existing collection systems, or those pertaining
to new collection, processing, and production
systems.
o Evaluation of potential intelligence information
gain versus cost during NFl Program and Budgetary
cycles.
o Support the OPBD with engineering and managerial
evaluation support on budget and program issues
brought before the CFI.
o Interface with Congress and Congressional Committees
and their Staffs on engineering and system per-
formance issues relating to budgetary matters.
a Support OPBD in providing system performance and
cost-effectiveness support to the DCI during
Intelligence Program budget justification presenta-
tions.
Chairmanship and ad hoc staff support for appro-
priate subcommittees of the CFI.
Development of necessary supporting data, such as
CIRIS, etc.
The Office of Program and Budget Development will
consist of a Data Support Group and a Program Budget Division
consisting of five program and budget teams: a CIAP team; a
CCP/APS team; a Special Air Force/Navy program team; a
GDIP/SRV team; and a State-Treasury-ERDA-FBI team.
i C "
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 OPTION 1
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Special Special
Community Assistant Assistahts
Audit (Warning & (IG, Legis-
Crisis) lative,etc)
OFFICE OF POLICY PLANNING
Policy
& Plans
Division
D/DCI/IC
AiD/DCI/IC
OFFICE OF PROGRAM & BUDGET
DEVELOPMENT
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OFFICE OF PERFORMANCE P
SIGINT Imagery
Division Division
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Non-Con- I Product s
ruman k [ ventional Assess-,.ent
Resources Sources ImprovEmntf
Division j Division Division
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OFFICE OF PERT:' ORMANCE EVALUATION & IMPROVEMENT
The Office of Performance Evaluation and Improvement
will be responsible for the following functions:
o Development, maintenance, and implementation of
requirements systems for collection and production
of national intelligence.
s Develop a unified position stating the Community's
requirements with respect ~o particular collection
assets.
0 Development, compilation and maintenance of Community
priority data in support of the CFI.
0 Chairmanship and ad hoc staff support for the
collection committees of the NFIB.
o Interface with OMB and other Executive Branch
Departments arid Agencies, including those of the
Intelligence Community, as appropriate.
0 Interface with Congress and Congressional Committees
and their Staffs as appropriate.
Assessment of the responsiveness of intelligence
product to consumer needs.
Coordination of support for the DCI on matters
brought before the CFI as appropriate.
0 Coordination of support for the DCI on issues
brought before the NFIB.
0 Chairmanship and ad hoc staff support for appro-
priate subcommittees of the CFI.
Conduct of evaluations with respect to collection
and production performance.
0 Assessment of collection and production utility
and value.
When required, this Office will establish ad hoc commit-
tees to perform functions previously served by the Critical
Collection Priorities Committee (CCPC) of USIB.
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The Office of Performance Evaluation and Improvement
will consist of five Divisions and an Integration Staff. The
Divisions will be a SIGINT Division, an imagery Division, a
Human Resources Division, a Non--Conventional Sources Division,
and a Product Assessment and Improvement Division. The
Chiefs of the SIGINT, Imagery,. and Human Resources Divisions
will be the Chairmen of the SIGINT, Imagery, and Human
Resources Committees of the NFIB respectively. These three
Divisions will be responsible for the assessment of functions
and activities appropriate to their source, as well.as staff
support to their respective committees. A Non-Conventional
Sources Division will serve a similar role for sources such
as radar, acoustic intelligence, etc.; as well as provide
interface with the appropriate elements of the Community and
of the NFIB Committees (i. e. , JAEIC, STIC, WSSIC, etc.)
which are involved in the establishment of requirements for
these sources.
The Product Assessment and Improvement Division will be
responsible for the assessment of production activities of
the Intelligence Community. It will be responsible for
monitoring and interfacing with the substantive committees
of the NFIB (WSSIC, STIC, EIC, etc.), for the improvement of
production, evaluation of analytical methods, and evaluation
of collection responsiveness to producer needs:
The Integration Staff will be responsible for evaluations,
studies and requirements assessments across all sources. It
will be responsible for the integration of source and product
assessments and for the development of value and utility
assessments. The Integration Staff will perform its activities
by drawing upon personnel from the four divisions, on an ad
hoc basis.
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ATTACHMENT 2
DCIi IC 76-291.8
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 ' to R., ~~ r; t. ~: d
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3 March 1976
INTELL1:G1 CE COMMUNI'J'Y STAFF
Organ iizat:i.onaLp-Lon 2
The Intelligence Community Staff (ICS) command structure
will be headed by the D/DCI/IC and his Deputy, the AD/DCI/IC,
who will also serve as the Executive Secretary of the CFI.
An Executive Officer will provide chief-of-staff and
administrative functions to the IC Staff. The Secretariat
for the CFI. and USIB replacement will serve tinder the
Executive Officer. The Executive Officer will designate
action officers for all internal IC Staff actions and
activities.
Certain Special Assistants wild.. also report directly to
the L)/DCI/IC, as directed, including a Special Assistant for
Warning and Crisis.
The primary elements of the IC Staff will be managed by
three Deputies to the D/DCI/IC as follows:
a. Deputy for Policy Planning,
b. Deputy for Resources and Evaluation, and
c. Deputy for Production Improvement and
Requirements.
DEPUTY FOR POLICY PLANNING
The Deputy for Policy Planning is responsible for
monitoring services of common concern, for formulation of
Community collection and. production plans, and for support
to the CFI in the development of management policy for the
Intelligence Community. The Deputy for Policy Planning will
be supported by two divisions--the Support Division and the
Policy and Plans Division.
Support Division
The Support Division will be responsible for the
chairmanship of the common function, DCI Committees in-
cluding the Information Handling Committee and the Security
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Committee.'The Support Division will also be responsible for
monitoring the services of common concern within the Intelli_---
gence Community (e.g., COMEX, L1\SEItFAX, foreign translations,
and joint training) in support of the (TI.
Folic and Plans Division
The Policy and Plans Division will be responsible for
the following functions:
R. publication of collection and production
priority documents (e.g., the objectives, perspectives,
DCID 1/2, or their successors). Preparation of these
documents will. be coordinated by the Policy and Plans
Division with support from the other elements of the IC
Staff and from Community organizations.
b. Monitoring Community compliance with NSC
policy and development of appropriate mechanisms and
reports in support of this function.
c. Formulation of the National foreign intelli-
gence plans and the planning process. Policy and Plans
Division will develop such plans on the basis of inputs
from the Intelligence Community.
d. Formal coordination of activities of the
Intelligence Community Staff with outside departments
and agencies includes those of the Executive Branch,
Congress, etc., (i.e., NSC Staff, PFIAB, etc.) and such
other organizations as may be designed by the D/DCI/IC.
e. Support of the CFI in the preparation and
coordination of materials for the semi-annual. review by
the National Security Council.
f. Support to the CFI on matters relating to the
development of management policy.
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DEPUTY FOR RESOURCES AND EVALUATION
The Deputy for Resources and Evaluation will be responsible
to D/DCI/IC and the DCI, as Chairman, CFI, for the staffing
actions required by the CIF to fulfill their responsibility
to control budget preparation and resource allocation for
the National Foreign Intelligence Program.
The Deputy for Resources and Evaluation will be supported
by two Divisions: the Program and Budget Development Division
and the Program Evaluation Division.
The Program and Budget Development Division will be
responsible for:
o Control and coordination of all aspects of National
Foreign Intelligence Program and Budget preparation.
a Formulation of procedures and directives for the
. NFI Program and Budget development process.
Interface with OMB and other Executive Branch
Departments and Agencies, including those of the
Intelligence Community, as appropriate.
d Interface with Congress, Congressional Committees
and their Staffs as appropriate.
Q 'Support to the DCI during budget presentations.
0 Coordination of support for the DCI on budget
matters brought before the CFI as appropriate.
1 Chairmanship and ad hoc staff support for appropriate
sub-committees of the CFI.
0 Provide a Data Support Group responsible for data
support such as the CIRIS, etc.
The Program Evaluation Division will be responsible for
the evaluation and verification of Systems Program Office
presentations during budgetary and program presentation.
This will include technical capabilities, schedules and
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resource levels as well as potential. intelligence utility of
new collection capabilities. This overall program assessment
will be separate and distinct from that of the single source
Division of the Deputy for Production Improvement and Require-
ments.
For example, the SIGINT Division (of the Deputy for
Production Improvement and Requirements) efforts will. focus
on the priority and value of S]:GINT requirements, including
the relationship which requirements, priority and value have
to the support for resources for SIGINT collection or for
the development of a new SIGINT collection or processing
system. The Program Evaluation Division (of the Deputy for
Resources and Evaluation), on the other hand, will focus on
the technical capability of the proposed collection or
processing system. The single source Divisions (of the
Deputy for Production Improvement and Requirements) are not
envisioned as assessing program management, schedules,
engineering approaches, overall resource levels, cost-trade-
offs and intelligence information gain to the final user
(versus the SIGINT Community).
Specific functions of the Program Evaluation Office
will include:
Evaluation of programmatic aspects of the National
Foreign Intelligence Program and Budget justifi-
cation.
0 Support the OPBD with assessments of the technical
and managerial aspects of proposed modification or
new collection, processing, and production systems.
cr Evaluation of potential intelligence information
gain versus cost during NFI Program and Budgetary
cycles.
Support the OPBD with engineering and managerial
evaluation support on budget and program issues
brought before the CFI.
b Interface with Congress and Congressional Committees
and their Staffs on engineering and system performance
issues relating to budgetary matters.
a Support OPBD in providing system performance and
cost-effectiveness support to the DCI during
Intelligence Program budget justification pre-
sentations.
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c Interface with other agencies throughout the
Intelligence Community to assess the requirement
and intelligence utility of new collection, pro-
cessing and production systems requiring new or
increased resource expenditures.
o Provide a daily interface or work on a Budget and
Development Team with th' Program and Budget
Development Division to ensure completeness of
cost-effectiveness evaluation of NI?I Program and
Budget justification.
DEPUTY FOR PRODUCTION IMPROVEMENT AND REQUIREMENTS
The Deputy for Production Improvement and Requirements
will be responsible for the development of National foreign
intelligence requirements systems, the assessment and improve-
ment of National intelligence production and the examination
of requirements of cross source capabilities. The Deputy for
Production Improvement and Requirements will be supported by
four Divisions: the Imagery Division, SIGINT Division,
Human Sources Division and a Production Improvement Division.
An Integration Staff will be established to support cross
source evaluations and to integrate the activities of the
source related Divisions with the Production Improvement
Division.
The Deputy for Production Improvement and Requirements
will be responsible for the following functions:
m Develop a unified position stating the Community's
requirements with respect to particular collection
assets..
Development, maintenance and operation of require-
ments tasking systems for collection, exploitation
and production of national intelligence.
0 Development, compilation and maintenance of Community
priority data in support of the CFI.
0 Interface with appropriate elements of the Executive
Branch, the Congress, and other appropriate bodies,
to determine the suitability and usefulness of
National Intelligence production and reporting.
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Chairmanship of the collection committees of the
NFIB.
o Interface and monitoring substantive committee's
of the NFIB.
Coordination of support to the DCI or the CFI as
may be directed by the D/DCI/IC.
Imagery Division
The Chief of the Imagery Division will also be Chairman
of the DCI Committee on Imagery Requirements and Exploitation
(COMIREX). This Committee will focus on requirements develop-
ment, validation and justification. The Division will be
responsible for supporting the development of requirements
systems, for the eva?.uation of requirements and priorities,
and for the support of the COMIREX itself. Support to
COMIREX will include the secretariat function and Chairman
of the standing subcommittees. An Imagery Assessment Branch
will support ad hoc imagery assessment activities as designated
by the Chief of the Imagery Division.
SIGINT Division
The Chief of the SIGINT Division will also be Chairman
of the DCI Committee on Signal Intelligence (SIGINT). This
Committee will focus on requirements development, validation
and justification.. The Division will be responsible for
supporting the development of requirements systems, for the
evaluation of requirements and priorities and the support of
the SIGINT Committee itself. Support to the SIGINT Committee
will include the secretariat function and Chairman of the
standing subcommittees. A SIGINT Assessment Branch will
support ad hoc SIGINT assessment activities as designated by
the Chief of the SIGINT Division.
Human Sources Division
The Chief of the Human Sources Division will also chair
the DCI Committee on Human Sources. The Division will be
responsible for the support of the Human Sources Committee
and will include all full time personnel which support the
Committee. In addition, there will be a Human Sources
Assessment Branch to support those assessment and coordination
functions designated by the Chief, Human Sources Division.
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Product Improvement Division
The Product Improvement Division will be responsible.
for the assessment and improvement of national intelligence
production with respect to the needs of both the producer
and consumer of intelligence. It will be responsible for
monitoring and interfacing with the substantive activities
of related DCI Committees (e. g. , WSSIC, STIC, ECa , and
JAEIC), for the improvement of production, evaluation of
analytical methods, and evaluation of collection responsive-
ness to producer needs. It will be the mechanism for supporting
the CFI on consumer/producer relationships, post mortems,
and the substantive review of intelligence performance. It
will also provide primary support to the Special Assistant
on Warning and Crisis Procedures.
Integration Staff
The Integration Staff will be responsible for the
evaluation of collection requirements across sources. The
Integration Staff will also be responsible for the integra-
t7_on of assessments performed by the source Divisions with
those performed on the basis of production improvement. The
Integration Staff will perform its activities by drawing
upon personnel from the four divisions, on an ad hoc basis.
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 CJiau{(, ~rYs
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ATTACHMENT 3
DCI/IC 76-2918
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 rrrr+
WSW
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OFFICE OF
DEPUTY FOR
POLICY PLANNING
OFFICE OF
PROGRAM & BUDGET
DEVELOPMENT
OFFICE OF
PERFORMANCE EVALUATION
IMPROVEMENT
DEPUTY FOR DEPUTY FOR
RESOURCE & EVALUATION PRODUCTION IMPROVEMENT
& REQUIREMENTS
OPTION 2 WARIANT
D/DCI/IC
DEPUTY FOR
COORDINATION &
PLANNING
DEPUTY FOR
RESOURCES & EVALUATION
C.
DEPUTY FOR
REQUIREMENTS &
PRODUCT IMPROVEMENT
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ATTACHMENT L
DCI/IC 76-2918
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t
lc 1
if
ELEMENT OF ICS
RESPONSIBLE
CFI RESPONSIBILITIES
ON 71 i
TWO
Control budget preparation and resource allocation for
the National Foreign Intelligence Program
Define structure and content of the National Foreign
Intelligence Program
B
B
Determine and promulgate to the Intelligence Community
a statement of procedures to control program and budget
formulation and review
Issue program and fiscal guidance
Identify and resolve key resource allocation issues
Approve program and budgets
Assemble and submit a single NFIP program budget to
the President and OMB
Establish policy priorities for the collection and
production of national intelligence
Establish broad substantive and management objectives
to guide NFIP collection activities
2a(l) Establish geographic priorities; e.g., USSR is the
primary U.S. intelligence target, therefore identify
relative priorities of other countries and regions of
the world
B c
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 Approved For Release 2005/07/2 :,,C A P91 M00696R0008000400CV-7
ELEMENT OF ICS
RESPONS IBLE
I OPTION OPTION OPTIO
2a(2) 1 Establish priorities by category of intelligence--
2a(3)
2b 1
Y c(l) J
I
2c (2)
25XIc (3) .
political, economic, military, and science and
technology; e.g., identify areas of the world in which
political and economic requirements will be given
highest priority
Provide guidance to enhance the effective use of particular
collection systems; e.g.,. restrict use of clandestine
resources to operations against requirements which cannot
be satisfied from any other collection source; exclude
satellite imagery of designated areas of the world
Establish criteria to guide the allocation of NFIP
research and development resources to projects related
to improvement of collection capabilities
Address collection problems of a Community nature as
circumstances reach a point calling for guidance.
Examples of possible problems of this mature include
Inter-relationships between NASA and the intelligence
Community
New arrangements with particular
Third Party countries A be I A be A I
C a C a C I
Establish broad substantive and management objectives
to guide NFIP production activities .
2
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 Approved For Release 2005/07/2
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P91 M00696R000800040008 T
2d(l) 1 Sponsor development of mechanisms for assuring
continuing contact between users and producers of
intelligence
2d(2) Establish criteria for review of the effectiveness
with which priority considerations are applied to
production of intelligence
2d(3) Provide guidance for the allocation of production
effort by the various organizations of the Intelligence
Community
Establish policy for the management of the National
Foreign Intelligence Program ,
3a The following tasks are meant to be illustrative in
nature. in view of the Executive order assignment of
this broad responsibility it can be expected the CFI
will be called upon for policy recommendations on a
variety of topics such as:
3a(l) f Definition of the role of Program Managers within the
NFIP
3a(2) ' Criteria for evaluation of the effectiveness of CIA
provision of services of common concern within the
Intelligence Community
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ELEMENT OF ICS
RESPONSIBLE
ONE TWO ITWO V
A b
A b
F f
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ELEMENT OF ICS
RESPONSIBLE
OPTION
OPTION OPTIC
CFI RESPONSIBILITIES
ONE
TWO TWO VA
3a(3)
Legal basis for the Intelligence Community (e.g.,
should the National Security Agency be established
by statute)
GC
GC GC
3a(4)
Policy guidance for interface between organizations
of the Intelligence Community and other Departments
and Agencies of the Executive Branch
A
A A
3a(5)
Structure and organization of the Intelligence
1
Community (e.g., should the special reconnaissance
activities now within. the Department of the Air Force
} staff structure be given separate status within DoD)
A
A B
3a(6)
Major personnel problems within the Intelligence
Community (e.g., should DIA personnel be in exempted
status rather than under Civil Service Commission rules)
GC
GC GC
4
Provide guidance on the relationship between tactical
and national intelligence; however, neither the DCI
for tactical
CFI
ll hav
r
o
sibilit
th
h
#
,i
nor
s
e
esp
n
y
e
a
intelligence
A be
A be A I
4a
Establish objectives and priorities for national
intelligence activities as they relate to the priority
of support to both national and tactical intelligence
needs
A
A B
4
[P91 M00696R0008000400d8
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? r
Cv;~ Lr LIM
ELEMENT OF ICS
RESPONSIBLE
CFI RESPONSIBILITIES
- -- - ~~ y u iuC111iC #QE une aevelopment of arrange-
ments under which intelligence information acquired
by tactical collection efforts is made available
to respond to national intelligence needs
Sponsor with the joint Chiefs of Staff studies of
national/tactical intelligence interface
Provide continuing guidance to the Intelligence
Community in order to.ensure compliance with the policy
directions of the NSC
Provide for establishment of a CFI review mechanism
which will advise the CFI as to any identified compliance
robl
m
l
i
p
e
s re
at
ng to NSDMs and to NSCIDs
Arrange for CFI inputs to and oart r_; pa ~; o 4- +-h
e
semi-annual review which Executive Order 11905 directs
h
s
all be accomplished by the National Security Council
(Son 3 ( )
3
(
)
Issue CFI directives as appropriate and necessary
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ONE TWO TWO 7J
 Approved For Release 2005/07/28' CIA-RDP91M00696R000800040008-7X - Primary
DCI Executive Order Responsibilities
. Chair the CFI
A. Act as executive head of the CIA.
B. Act as executive head of the Intelligence
Community Staff.
i. Ensure the development and submission of a budget
for the National Foreign Intelligence Program to the
CFI.
v. A. Act as the President's primary adviser on foreign
intelligence and provide him and other officials in the
Executive branch with foreign intelligence, including
National Intelligence Estimates; B) develop national
intelligence requirements and priorities; and C) supervise
production and dissemination of national intelligence.
v. Ensure appropriate implementation of special activities
support of national foreign policy objectives.
i. Establish procedures to ensure the propriety of requests,
and responses thereto, from the White House Staff or
other Executive departments and agencies to the
Intelligence Community.
i. Ensure that appropriate programs are developed which
properly protect intelligence sources, methods and
analytical procedures. His responsibility within the Unite
States shall be limited.
CS
CIA
CFI
NIO
DCI
Cmtes
USIB
Replacement
#X
X }
X
p s
X
x
X.
X
X
x
X
X
X
X
x
X
X
x
X
1
X
X
2
X
X
x
x
X
x
x - Peripheral
In executing, DCI works with.,
1. Fiscal only
2. CG C Approved For Release 2005/07/28 : CIA-RDP91 M00696R000800040008-7
 Approved For Release 2005/07/28: CIA-RDP91M00696R000800040008-7X - Primary
x - Peripheral
DCI Executive Order Responsibilities
ICS
CIA
CFI
NIC
DCI
Cmtes
USIB
Replacement
riii. Establish a vigorous program to downgrade and declassify
x
x
X
x
foreign intelligence information as appropriate and
consistent with Executive Order No. 11652.
Ensure the existence of strong Inspector General capabil-
X
X
ities in all elements of the Intelligence Community and that
each Inspector General submits quarterly to the Intelligence
Oversight Board a report which sets forth any questionable
activities in which that intelligence organization has
engaged or is engaged.
x. Ensure the establishment, by the Intelligence Community,
dli
d h
x
X
x
ng
an
of common security standards for managing an
foreign intelligence systems, information and products, and
for granting access thereto.
xi. A. Act as the principal spokesman to the Congress for the
X
X
X
X
Intelligence Community
B. Facilitate the use of foreign intelligence products by
X
X
Congress.
xii. Promote the development and maintenance by the Central
x
X
x
x
x
Intelligence Agency of services of common concern to the
Intelligence Community organizations, including multi-
discipline analysis, national level intelligence products,
and a national level current intelligence publication.
xiii. Establish uniform criteria for the identification, selection,
X
X
and designation of relative priorities for the transmission
of critical intelligence, and provide the Secretary of Defens
with continuing guidance as to the communications require-
ments of the IC for the tr ` uch ' c e,
sijVc~r?ReeaseUS IA
!Ioi
 Primary
Approved For Release 2005/07/28: CIA-RDP91M00696R000800040008-7 X x - Pa eral
DCI Executive Order Responsibilities
ICS
CIA
CFI
NIC
DCI
Cmtes
USIB
ent
Replacement
X
X
X
X
X
X
X
:iv. Establish such committees of collectors, producers and
users of intelligence to assist in his conduct of his responsi-
bilities as he deems appropriate.
xv. Consult with users and producers of intelligence, including
the Departments of State, Treasury, and Defense, the
military services, the Federal Bureau of Investigation, the
Energy Resources and Development Administration, and the
Council of Economic Advisors, to ensure the timeliness,
relevancy and quality of the intelligence product.
In executin , DCI works with:
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