LETTER TO DR. CHAMBERLAIN (Sanitized)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP91M00696R000800130005-0
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 22
• Document Creation Date: December 15, 2016
• Document Release Date: August 30, 2004
• Sequence Number: 5
• Publication Date: March 18, 1976
• Content Type: LETTER

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18 March 1976
Re: Comments on Options for USIB Reorganization, 15 March 1976
1. Again, the need for a master plan for Community
management is illustrated by these options. Without a concept
of what the IC Staff, NIO Staff, CFI Committees, etc. , are
suppose to do, it is difficult to see if these options are duplicatory
or i.f same management functions are uncovered. For instance,
many of the functions concerning requirements and coordination
proposed to be carried out by the ICS or NIO are included in the
tasks for these Boards and Committees.
2. The .five functions described in the introduction are
those appropriate to a board which substantively supports
the DCI. The evaluation function is missing, however.
3. There is a need for a group to advise the DCI on
customer needs and evaluation of products, like the NIR.B
proposed in Option IV. Such a group might better be composed
of rotating representatives of key customers in foreign policy
and military planning (State, JCS, NSC Staff, etc.) rather than
key intelligence officers. This could be staffed on a rotating
basis.
4. I .find Option I with committees supporting a substantive
board, plus an outside review board (as in Option III , modified
as in para 3 above) the most straightforward approach. The
committee structure should be revised to emphasis the substantive
approach to the NFIB's responsibilities and to add balance to the
supporting committee structure. I would propose the following
NFIB committees to each handle Functions 1-4 in their respective
areas:
Sov Bloc
China
European
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Middle East
Asian
Latin American
Africa
Economic
Scientific
Strategic Weapons
The responsibilities of the source committees could be
handled by the IC Staff. This approach would help in defining
a clearer division of functional responsibilities between the
NFIB and its committees, other DCI coordinating committees
(such as Security and Oversight), various staffs and the Program
Manager in their respective DCI supporting roles.
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Comments on IC Staff Paper
"Options far USI}3 Reorga.nizatian"
These remarks perforce are very preliminary as
apparently are the options presented in the IC paper. As a
general reaction, this seems to be another example of the
Elizabeth Arden approach to Community organization--namely,
that if you apply enough cosmetics, nobody will know that the
CIA exists.
We can start off agreeing with the IC Staff that a
USIB-type mechanism needs to be continued regardless of what
it is called. A general problem with the IC proposal is that the
proliferation and interlaying of any number of new boards above
the existing Committee structure seems to be an inefficient
way to set about doing business. We would all be well advised
to try to keep our structures, whether they are in the substantive
-side of the Community or the resource side of the Community,
as simple as possible.
Regarding the membership of USIB, there are advantages
to having the permanent xxiembership be composed exclusively of
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CIA, DIA and State, but the exclusion of the service representa-
tives would probably create more problems than it salves. If
there is valid concern about the Community image, then we
should all be prepared to live with a substitute for USIB which
is composed pretty much of the same membership. Given the
overriding concern of a reconstituted USIB with substantive
intelligence matters, its membership should not be expanded
by bringing in such organizations as. the NRO. After all, a
recreated USIB as part of the substantive structure of the
Community is still going to have some organization concerned with Chase
present SIGINT and COMIRLX Committee responsibilities set up
to facilitate the transmission of consumer needs and priorities to
system. operators.
Although the IC papers da not outline specifically how they
would work, the options are troublesome, particularly those
which apparently transfer all parts of the collection committees
of the present USIB to CFI ar IC control. The major problem is
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that the IC options fail to discriminate between the policy-
guidance functions performed by such as the SIGINT and
COMIREX Committees and their day-today operative functions
whereby they link. users of the system product and the operators
of the system.
The IC options need to consider more carefully their
arrangements for determining consumer needs and evaluating
the responsiveness of Community productions. In at least one
option, bath of these functions are done by producers. 'this is
unwise, for producers should not be asked to evaluate their
own product. The assignment of these functions to a board of
the same apparent bureaucratic status as the NFIB also seems to
be questionable.
Some of the IC options would put the Security Committee
under CFI/IC subordination. The very personal responsibilities
of the DCI for the protection of sources and methods and the
establishment of an effective program for declassifying classified
materials make it imperative that the USIB Security Committee
be responsible directly to the DCI.
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The Information IIandling Committee is assumed in
the IC options to survive as it is presently constituted. CIA
believes this is one committee which requires a very basic re-
examination of its functions and responsibilities before any
decision is made regarding the retention of the committee or
its proper place in the Community organization.
CIA objects to those options which put the Interagency
Defector Committee under CFI/IC. Given the nature of this
committee and its very special relationship to CIA activities,
if the committee survives, it should be retained in the
-organization controlled by the Deputy far the CIA,
The Committee an Exchanges :is also another committee
which, because of its close relationship with producer arganiza-
Lions either in terms of articulating requirements or assessing
the gains/losses of exchanges, needs to be retained in the
substantive side of the Community.
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The CIA View
In the CIA view theUSIB should be reorganized along
the lines presented in the 2 March 1976 memorandum from
the CIA Member USIB.
The essentials of this proposal are:
--- A reconstituted USIB be charged only with
substantive matters.
-- The CCPC should be abolished.
--- The IHC should be re-examined in order to
redefine its responsibilities..
-- The production oriented USIB Committees, e. g.,
EIC, STIC, should not be a part of the CFI/IC
segment of the Community.
-- A division of responnsibilities between the
substantive and resource sides of the Community
should be made- for collection oriented committees, e. g. ,
CQMIREX, SIGINT, I-IRC.
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The IDC should be a part of the organization
controlled by the DD/CIA.
The Security Coxnznii-tee should be directly
responsible to the DCI.
CIA is in the process of preparing a statexnent illustrating
the detailed application of these views. It should be ready
early next week.
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MEMORANDUM-FOR: Mr. Richard .~,ehman
The attached paper on the IC options for
reorganizing USIB represents the preliminary
views of the four ADDS. Please note that we
are asking for time to prepare a detailed
statement. We would hope that the IC options
paper would not be presented to the DCI--for
educational or other reasons--until the CIA
paper is completed.
cc: ADDA
ADDO
ADDS&T
Dr. Chamberlain
Paul V. W lsh
A DDI
Mr. Ta for
Date 18 March 1976
575 ~Q~ EoirioNS~ous
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OPTIONS FOR USIB REORGANIZATION
Introduction
The following options were organized after careful
review of the comments by USIB principals. There is a
general consensus that a USIB-type mechanism, by whatever
name, should continue to exist. As a functional formulation,
five areas or problems need to be served by whatever options
are structured.
Each of the three options presented below contain
elements which are designed to cope with all five of the
functions discussed. In all instances, the Board or Boards
which would be established would be advisory to the DCI,
with no final decision responsibilities.
1. Coordination of the National Intelli ence
Pro uction E ort
The DCI needs an advisory group of Community members
to review and coordinate on major national intelligence
estimative products and substantive output activities. This
includes national. estimates, selected interagency studies,
and the information flow and dialogue on the Intelligence
Community's warning and crisis network (e.g., alert
memorandums).
2. Substantive Requirements Generation and Priorities
The basis for intelligence collection and production
is?the need for information from a foreign environment.
(~! ~' ?
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These initial or substantive requirements are normally
geo-topical expressions (target oriented) derived from
information needs of the non-intelligence consumer world.
Their structure is hierarchial, which means that the DCI
requires a mechanism for the initial statement and prioriti-
zation of requirements to serve .as guidance to intelligence
operations and planning. At the present time the KIQs,
Perspectives, and DCID 1/2 Attachment serve this function.
All are now subject to USIB review.
3. Collection S stems Re uirements Coordination and
Operational Gui ance
Substantive requirements and priorities provide initial
guidance to intelligence collection systems. However, each
collection organization must expand, translate, and re-
prioritize based upon operational variables to achieve the
most effective information return. Under the USIB, the
COMIREX, SIGINT Committee, and Human Resources Committee were
charged with this function under USIB guidance and review.
Additional functions in this area have to do with arrangements
with foreign governments for intelligence purposes, which is
a DCI responsibility.
4. Producer/Consumer Relationshi s and Consumer
Researc an Assessment
Intelligence is a service function and must have a
continuous and effective dialogue with those it serves. In
~~C~~T
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addition, intelligence organizations must constantly research
the needs of its consumers. The NSCIC and the NSCIC tiVorking
Group represented an attempt to obtain direct inputs from
consumers. There is still some feeling in the Community
that this function should be addressed through an organized
mechanism as well as through informal means.
5. Protection of Sources and Methods and Other
upport Functions
The DCI requires an advisory group of senior Intelligence
Community members to coordinate appropriate programs developed
to properly protect intelligence sources., methods, and
analytical procedures. With the heavy emphasis to downgrade
and declassify intelligence information consistent with
Executive Order No. 11652 for wider dissemination, functions
and procedures to ensure the protection of sources and
methods must be constantly researched to ensure proper
implementation of both activities.
Additional support functions such as take place in the
Information Handling Committee and the Committee on Exchanges
are also currently reviewed by USIB,and their continued
review is envisioned in the options.
Committee Reorientation
In all of the options presented for USIB reorganization
the present committees would continue to function. They
have been renamed DCI Committees in the options in order to
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emphasize the need for flexibility with respect tv their
tasking by the DCI for other Community support purposes such
as the CFI. Their orientation in the options .below stresses
functional associations. For example, the substantively
oriented committees are aligned in support of the National
Production Mechanism, while the collection and support-
oriented committees;~most
the IC Staff, are aligned
Membership
The alternatives for
structure are designed to
functionally.
membership in any reorganized USIB
provide the broadest participation
by the members of the Intelligence Community.
Alternative A provides that the membership consist of
all of those organizations designated as being part of the
Intelligence Community in Section I of Executive Order 11905.
This would include CIA, NSA, DIA, NRO, Army, Air Force, FBI,
State Department, Treasury, and ERDA.
Alternative B provides that the current membership and
participant practices of the USIB be maintained with the
military services as observers and NRO participating as
required.
Alternative C provides that a reorganized USIB consist
of only three permanent members, CIA, DIA, and State with
all others having membership in an "on call" basis
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participating only when items of direct interest to those
agencies are involved. In Alternative C the "on call" members
would be FBI, the military services, NSA, Treasury, NRO,
ERDA, and ACDA.
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OPTION I
-- Creates a National Foreign Intelligence Advisory Board;
chaired by DCI.
-- Creates a National Production Mechanism to coordinate
the substantive production committees -- WSSIC, EIC, STIC,
JAEIC, and SAL to advise the DCI on national intelligence
production with appropriate review by the NFIB.
-- Places the responsibility on the Intelligence
Community Staff for coordinating the support of the collection
committees (SIGINT, COMIREX, and HRC) and the support com-
mittees (Security and IHC) in support of the new NFIAB.
However, the committees will report directly to the NFIAB.
-- Provides for direct NFIAB dialogue and designated
meetings on consumer problems .with the various agency and
department members addressing their respective consumer views.
Pros Cons
-- Retains a single board
of all Community members
participating.
-- Provides strong review
and coordination for
national production.
-- Has appearance of little or
no change except in name.
-- Highly dependent upon
Community participation
in national production
mechanism.
Coordinates all support
matters through the
Intelligence Community
Staff.
-- Provides a central role
for collection committees.
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OPTION I
National Production
Mechanism
National Foreign Intelligence
Advisory Board
IC Staff
(Functions 1, 2, 4) (Function 3*)
WSSIC Support from three collection
EIC committees
STIC
JAEIC COMIREX HRC
1~v SAL SIGINT
~7
rn
---1
Function 1. Coordination of the National Intelligence Production Effort
Function 2. Substantive Requirements Generation and Priorities
(Function 5)
Security
Information
Handling
CCPC
COMER
Function 3. Collection Systems Requirements Coordination and Operational Guidance
Function 4. ProducerjConsumer Relationships and Assessments
Function 5. Frotection of Sources and Methods and Other Support Functions
*Chairman and permanent committee staff part of IC Staff.
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OPTION II
-- Creates a National Foreign Intelligence Advisory Board
as replacement for USIB; chaired by the DCI.
-- Creates new National Intelligence Review Board chaired
by the DCI with members being the chiefs of the intelligence
production agencies (i.e., DIA, INR, CIA). The NIRB would
be responsible for identifying major customer problems and
reactions to intelligence products. It also would review
substantive requirements generation and priorities. Principal
consumers (e.g., Treasury, JCS, National Security Affairs,
National Security Staff, Commerce, etc.) would be invited
to the monthly meetings as appropriate.
-- Continues support to the NFIAB and the NIRB from all
existing USIB committees.
Pros Cons
-- Retains a single production- -- Provides for little change
oriented board of all Com- from present USIB.
munity members including
Services and NRO.
-- Provides strong coordination -- NIRB may be ineffective.
of national production.
-- Provides strong impetus for
consumer research and assess-
ment of product utility by -
making this a specific task
for which chiefs of production
organizations would be respon-
Bible to the DCI.
-- Minimum disruption of present
Community mechanisms.
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OPTION III
-- Creates a National Foreign Intelligence Production
Board; chaired by the DCI.
-- Provides for support of the NFIAB by the existing
substantive committees, i.e., WSSIC, JAEIC, STIC, EIC,
and SMG.
-- Creates a new National Intelligence Support Board,
chaired by the D/DCI/IC, to deal with (a) integration of
collection requirements and guidance, and (b) other support
committee activities. Committees operating under this Board
would be COMIREX, SIGINT, HRC, COMEX, IDC, and Security.
Membership would be composed of the NFIPB principals or
their deputies.
-- Creates a new National Intelligence Review Board
chaired by the DCI with members being the chiefs of the
intelligence production agencies (i.e., DIA, INR, CIA). The
NIRB would be responsible for identifying major customers
information needs and reactions to intelligence products.
The Board would also review substantive requirements generation
and priorities. Principal consumers, e.g., Treasury, JCS,
DDRF~E, National Security Affairs, NSC Staff, Commerce,
Agriculture, ACDA, etc., would be invited to monthly meetings
as appropriate.
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Pros
-- Provides strong emphasis
to National Intelligence.
-- Provides strong impetus for
consumer research and assess-
ment of product utility.
Cons
-- Creates three Boards and
inherent interface problems.
--, NIRB may be ineffective.
-- Provides a better alignment
of Community resource and
policy matters through the
D/DCI/IC to CFI.
-- Provides a balance of emphasis
on national production and
resource management role of
the DCI.
-- Provides for collection
operations and priorities
control.
-- Provides a strong image of
DCI's Community role.
-- Functions and interface
between IC Staff and NISB
Committee vague.
-- Administrative and technical
support more complicated.
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OPTION III
National Foreign
Intelligence
Production Board
National
Review Bo
ligence
National Intelligence
Support Board
Functions 3 and S)
WSSIC
JAEIC
~ STIC
G~7 ~ EIC
SMG '
As required
COMIREX
SIGINT
HRC
IDC
COMEX
_.
SEC COM
I HC
CCPC
Function
1.
Coordination of the National Intelligence Production Effort
Function
2.
Substantive Requirements Generation and Priorities
Function
3.
Collection Systems Requirements Coordination and Operational Guidance
Function
4.
ProducerjConsumer Relationships and Assessments
Function
5.
Protection of Sources and Methods and Other Support Functions
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