COMMENTS OF THE INTELLIGENCE DIRECTORATE ON CERTAIN RECOMMENDATIONS IN THE INSPECTOR GENERAL'S SURVEY: FOREIGN INTELLIGENCE COLLECTION REQUIREMENTS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85G00105R000100130013-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 18
• Document Creation Date: December 12, 2016
• Document Release Date: July 30, 1998
• Sequence Number: 13
• Publication Date: March 21, 1967
• Content Type: REPORT

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25X1A9A
COMMENTS OF THE INTELLIGENCE DIRECTORATE ON CERTAIN RECOMNNIENNDATIONS
IN
THE INSPECTOR GENERAL''S SURVEY: FOREIGN INTELLIGENCE COLLECTION REQUIRF~fENTS
(Note: Pages on individual recommendations are
prepared in three columns--the left-hand column
contains the original recommendation; the center
column, the proposed. restatement of the recom-
mendation; the right-hand column, comments and
background. on the recommendation and its restate-
ment.)
21 March 1967
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'~
 Rec. No.
QQ~~,,~~EQ RReed~ ~~221ISECRET
SUMMARY OF DDI COMMENTS ONATAIlV RE~OhIME~~LI'~iUNSCIN~G ~iJRVSY,B~FORE~~P]`I~~~sCOLLECTION REQUIRII~NTS"
Subject
DCID 1/2 CNIO
DCID 1/3 PNIO
Rescind annual revision
DCID 1/3
CIA rep on IPC; direct
use of IPC List
Revise RQM Form 986
Analyst-collector
communications
Common role for CGS in
re DDI and. DDS&T
Rotate CGS and. FI
Staff pets
GIRL notice
CIRL preface
CIRL background.
statements
A program for col-
lection guides
Accept
Yes, but...
21 March 1967
Restatement is necessary to define committee task and objective, without prejudging out-
come. Guidelines are suggested., including Recommendation Nd. 2.
Incorporated in restatement of Rec. No. 1 as a guideline to commmittee.
Rec. No. 3--for DDP action--is the major recommendation. It directs revision of DCID 5/5
and passage by USIB, revision of IPC procedures, and early completion of IPC List. DDI
action on No. 4 will have to await some accomplishment of at least first two steps. In
meantime, steps under Nos. 8, 24, 25, 26 will help with problem.
A possibly helpful detail; related. to No. 8 in particular.
Restated to shift focus to general area of analyst-collector communications, rather than
limited. one of "levying of new requirements upon CIA collectors by CIA analysts," as in
original recommendation.
Rec. No. 8 and Rec. No. 26 are basic to accomplishing the objectives of the survey. Any
progress on most of the other recommendations d.epend.s on what is done in response to Nos.
8 & 26. Furthermore, the two recommendations are complementary in their implications for
management. For these reasons, they have been combined and. amplified.. The restatement
affirms the responsibilities of the intelligence producing offices in DDI and DDS&T and
of CGS toward. each other, proposes creation of a Collection Guidance Advisory Group (CGAG)
to help translate responsibilities into action, and. defines the authority of Chief, CGS.
Six-month rotation proposed by IG report not satisfactory. As first step, recommend. periodic
meetings of ,appropriate CGS and. FI Staff personnel to discuss mutual problems. Longer-term
rotation is a matter for further consideration.
The restatement combines Rec. Nos. 10, 11, 12 into one. It recommends undertaking No. 11
on atrial basis. The restatement redefines objective of No. 12 and broadens responsibility
to include the other intelligence producing offices contributing to the questions included
in the CIRL; OCI is not the only office, nor is it even the most important in terms of
this particular problem.
The restatement calls on Chief, CGS, in collaboration with CGAG, to prepare collection
guides as need.ed.on selected intelligence problems
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Subject Accept
A trial collection Yes, but...
guidance program for
DCS
Access for CGS SIGINT Yes
Group to NSA collectors
Duplication between Yes
human sources and.
Comint on Free World
SIGINT, COMOR and. multi- Yes
sensor reconnaissance
requirements
CIA position on over- Yes
head recce require-
ments
Responsibilities of Yes
division chiefs
Responsibilities of Yes
Office chiefs
DDI support to CGS Yes
27 Training on collection
guidance Yes Yes
The trial should be postponed until other recommendations--such as Nos. 1, 8, and. 26--
have had. a chance to work and. their effect on DCS has been measured..
Recommends that action be transferred. from DDI to CIA SIGINT Officer.
The problem does not appear to be large.
Recommendation restated to make it the complement, at the working group level, of Rec.
No. 23, which is aimed. at the coordination of CIA position on problems coming before
COMOR.
The restatement in effect prescribes continuation of present process--involving DDI and.
DDS&T components and CGS in a continuing series of meetings culminating in one with ADDI
and other senior persons--which operates to alleviate the problem noted. in the original
recommendation.
The restatement combines Rec. Nos. 24 and 25, which are detailed., programmatic listings
of tasks, into a single comprehensive directive to CGS and CGAG to initiate a methodical
attack on the problems of management in the collection requirements process.
See comment on No. 24, above.
Combined. with Rec. No. 8.
Action transferred to Director of Training, under general guidance of DDI, DDS&T, and.
DDP, and. with assistance of CGS. Training is OTR's business, not that of CGS.
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No. 1 & No. 2 Comment:
'It is recommended that:
(a) The Deputy Director for Intelligence
chair an ad. hoc committee. of senior representatives
of the production and. collection components of CIA
to develop a firm, authoritative CIA position with
respect to the proper content of DCID No. 1/2,
"Comprehensive National Intelligence Objectives,"
and DCID No. 1/3, "Priority National Intelligence
Objectives."
(b) This committee prepare a revision of DCID
No. 1/3, for proposal by CIA to USIB, which will
contain a short list of specific, unequivocal Objec-
tives defined. as those questions upon which our na-
tional survival depends.
(c) The committee prepare such a revision of
DCID No. 1/2, for proposal by CIA to USIB, as will
appropriately cover other subjects of proper con-
cern to intelligence which do not affect our na-
tional survival.
It is recommended. that:
The Agency position include, for presentation
to USIB, proposals that USIB rescind its require-
ment for a strict annual schedule for revising
DCID No. 1/3 and that USIB abolish the quarterly
supplements to DCID No. 1/3 as serving no necessary
or even useful purpose.
2, The committee then prepare revisions of
the two DCID's for proposal by CIA to USIB. In
preparing the revisions, the Committee should con-
sider the desirability of the following:
(a) That DCID No. 1/3 contain a short
list of specific, unequivocal Objectives
defined as those questions upon which our
national survival depends.
(b) That DCID No. 1/2 appropriately
define those subjects to which normal and.
continuing intelligence collection and
research are applicable, and. those which
do not warrant the development or allo-
cation of intelligence resources.
(c) That the CIA proposal include a
recommendation for establishing a suitable
mechanism to review the efforts of the
member agencies with respect to PNIO's,
and. to recommend. to the USIB the specific
collection, processing, and analytical
actions that appear necessary to ensure
most effective coverage of the problems.
(d.) That the CIA proposal include aboli-
tion of the present schedule requiring annual
revisions of the DCID No. 1/3 and. the issu-
ance of quarterly supplements to it.
The restatement is intended to do several
things:
--It places the responsibility on the committee,
rather than on its chairman. This appears to be
the intent of the report. While assigning the
chairmanship to the DDI is proper, the problem is
Agency-wide and so is the responsibility.
--It sets the committee's objectives without
unnecessary adjectives (obviously the committee
is not going to develop a position which it re-
garded as unfirm or non-authoritative) and without
prejudging the committee's conclusions. For example,
revising DCID No. 1/3 so that it contains a "short
list of specific, unequivocal Objectives defined
as those questions upon which our national survival
depends" is one way to solve the problem. It may
be the moat desirable way. But the committee
should be free to consider other ways before it
makes up its mind,
--It suggests that the committee consider
attempting to define, in DCID No. 1/2, those sub-
jects which are not sufficiently important to
warrant the expenditure of intelligence resources.
A statement of those subjects considered by the
leadership of the intelligence community to be at
the margin could help control the proliferation of
requirements and reduce the effects of the Infor-
mation Explosion.
--It also suggests the committee consider
recomme~.ing that some mechanism be established
to monitor community-wide implementation of the
revised PNIO's and, to recommend appropriate action.
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It is recommended that:
1. An ad hoc committee oP senior represent-
atives of CIA production and collection components,
chaired by the Deputy Mrector for Intelligence,
undertake a review of the purpose and. use of DCID
No. 1/2, ,"Comprehensive National Intelligence
Objectives," and DCID No. 1/3, "Priority National
Intelligence Objectives," and develop a CIA posi-
tion with respect to their content.
No. 1 is a major recommendation, No. 2 .is a
detail. In restating the recommendations, the two
can be combined.
No. 1
No. 2
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No. 4
The Deputy Director for Intelligence instruct
the Collection Guidance Staff to draft, and. coor-
dinate with all elements of CIA which produce
clandestine collection requirements, a notice for
Agency publication which:
a. Defines the function and. responsibilities
of the CIA member of the IPC.
b. Defines the function and. scope of the IPC
List and. directs Agency originators of requirements
to consult and. cite it in formulating their needs
for clandestine collection.
No. 4
Action on this recommendation is critically
d.epend.ent upon the action taken by the Deputy
Director for Plans with regard to Recommendation
No. 3. Once DCID No. 5~5 has been revised and
passed by USIB, IPC procedures have been revised
to make them responsive to the new DCID, and work
has begun on the IPC List, then the action called
for in Recommendation No. 4 can take place. In
the meantime, the steps being taken in response
to restated Recommendations No. 8, No. 24, No. 25,
and No. 26 should. be helping to improve the per-
formance of the producing offices in formulating
their needs for clandestine collection.
No. 4
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 No. 6
It is recommended that:
The Deputy Director for Intelligence
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a. Direct the Chief, Collection Guidance Staff,
to revise Form 986.
b. Take measures to ensure that Form 986, as
revised, is correctly and. consistently used by all
CIA writers of collection requirements.
c. Issue a notice instructing analysts and.
their supervisors on the preparation of requirements.
25X1A8a
The Deputy Director for Intelligence direct
the Chief of the Collection Guidance Staff to
develop, in collaboration with requirements officers
of the Clandestine Services and the
a means whereby the levying of new require-
ments upon CIA collectors by CIA analysts is preceded
by an inquiry as to the feasibility of satisfying
such a requirement with current assets, to the end
that formal ad hoc requirements be limited to those
of immediate practical value as collection guidance.
The Deputy Director for Intelligence charge
the Chief, Collection Guidance Staff, in collab-
oration with the Collection Guidance Advisory
Group (see Recommendation No. 8), with reviewing
Form 986, "Collection Requirement," revising it
as necessary, and taking measures to ensure
its correct and consistent use, including the
issuance of an appropriate notice of instruction
for supervisors and analysts.
The Deputy Director for Intelligence direct
the Chief, Collection Guidance Staff, in collabora-
tion with the Collection Guidance Advisory Group
and the requirements officers of the Clandestine
Services and. to develop
appropriate measures that facilitate communication
and exchange of information between CIA analysts
and CIA collectors regarding the effect of analyst
requirements on collector capabilities. A major
objective is to increase the amount of analyst-
collector interchange that takes place in advance
of the submission of formal ad hoc requirements.
Although a minor step, it is possible that
some changes in the form will help, However, the
problem is not the inadequacy of the present Form
986, but the fact that few persons along the line--
from the analyst who writes the requirement, to
the supervisor who reviews and endorses it, to the
collection guidance officer who transmits it to the
collector--have felt compelled. to
meet the validation criteria conscientiously.
Progress achieved under restated. Recommenda-
tions No. 8, No. 24, No. 25, and No. 26 is probably
more important for obtaining the results sought by
the IG than revision of Form 986.
This recommendation concerns one of the
details that will need. attention as the Agency moves
to incorporate the ideas of the IG report into its
operating procedures. This recommendation is of
apiece with Recommendation No. 6 and the restate-
ment is meant to give the two a common action base.
The only substantive change in restating the recom-
mendation is that the focus has been shifted to the
general area of analyst-collector communications,
and not limited, as in the original recommendation,
to "the levying of new requirements upon CIA col-
lectors by CIA analysts."
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No. 7
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 No., 8
No. 8 and. No. 26 SECRET Comment:
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It is recommended that: We believe that Recommendations No. 8 and
The Deputy Director for Intelligence, in coor-
dination with the Deputy Director for Science and.
Technology, issue a statement describing the mission
and functions of the Collection Guidance Staff in
identical terms for each directorate.
No. 26
The Deputy Director for Intelligence furnish
all necessary support to the Collection Guidance
Staff in its efforts to:
(a) Mitigate the deleterious effects of the
Information Explosion that are already being felt.
(b) Apply strict selective criteria to all
foreign intelligence requirements in order to prevent
the Information Explosion from getting completely
out of hand..
1. The Deputy Director for Intelligence and.
the Deputy Director for Science and Technology
direct the Chief, Collection Guidance Staff, to
provide assistance in support of the intelligence
No. 26 are so basic to accomplishing the objectives
of the survey and. so complementary in their impli-
cations for management that they should. be com-
bined and. amplified..
producing offices in matters relating to collection The restatement of the combined. recommendations
guidanco, -particularly with respect to those measures affirms the responsibilities of the intelligence
necessary to: producing offices and of CGS toward. each other in
matters relating to collection guidance, proposes
(a) App],y strict selective criteria to creation of an Advisory Group to help translate
all foreign intelligence requirements in these responsibilities into action, and defines
order to prevent the Information Explosion the authority of the Chief, Collection Guidance
from getting completely out of hand. Staff.
(b) Introduce progressively more order The language of original Recommendation No. 8
and. system into the preparation and. levying tends to suggest that there should. be a relation-
of requirements, especially those affecting ship between DDS&T and. CGS-that can be represented.
human sources. on a table of organization. The organizational
aspect is, in fact, largely irrelevent to the prob-
(e) Take other necessary steps to mitigate lems of collection guidance. CGS is now located
the deleterious effects oP the Information within the proper organizational context and at
Explosion that are already being felt. the proper organizational level to do its job.
,The intelligence producing offices in turn are
(c) Introduce progressively more order and. responsible for utilizing the assistance of and.
system into human-source requirements. cooperating with the Collection Guidance Staff
in matters concerning collection guidance, parti-
cularly those bearing on (a ), (b ), and. (c ), above.
What is important is the ability of CGS to
play an important role for. the intelligence pro-
ducing offices in the process of collection require-
ments and guidance. This process exists and will
go on whether CGS exists or not. It is clearly to
the advantage of all concerned, producers and col-
lectors, to see that communications between them
and. the interrelation of their needs and. capabilities
are handled. effeciently and with a minimum of waste
motion. So disparate and complex axe the problems
involved. that it is necessary to have specialists
who give their full time and attention to making
the process work. These are the people who make
up CGS, and, this is its role.
The problems posed. by the collection require-
ments process are not DDI problems. Nor are they
DDS&T problems. They are the common problems of
intelligence producers attempting to make the col-
lection machinery work effectively for their needs.
(continued overleaf)
No. 8~No. 26
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p 2. To facilitate effective common action on
collection guidance problems and. measures, a Col-
lection Guidance Advisory Group will be established,
for the advice and. under the chairmanship of the
Chief, Collection Guidance Staff. The Group will
be made up of the Deputy Directors, or their rep-
resentatives, of the following offices: FMSAC,
OBI, OCI, ONE, ORR, and OSI. Representatives of
collection and processing activities may be in-
vited to attend. meetings of the Group as appro-
priate. The Group will meet to review problems
arising in the collection guidance process and. to
take specific actions, or develop programs, to re-
solve the problems. A first item of business for
the Chairman and. the Grou will be to re are for
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 22 SEGRETDD GG qq
ApproissuFaonceeaeno~~ce0~~ha~18tat sRthe8missionROanOd 100130013-6 It is not necessary for CGS to intrude upon
functions of the Collection Guidance Staff the chain of command. in arty Office of either
in identical terms for both directorates. Directorate for it to carry out its respansibi-
lities for specialized assistance in the field of
3. The Chief, Collection Guidance Staff, collection requirements. It is necessary, however,
in collaboration with the Collection Guidance for the producing offices to have confidence that
Advisory Group, will keep the performance and. their substantive interests will be understood and
needs of the two Directorates in the field. of fully considered by CGS in arty recommendations or
collection requirements under continuing review. judgments it makes in handling the collection
Where deficiencies or inadequacies are identified., requirements process.
the Chief, Collection Guidance Staff, is authorized.
to make recommendations for appropriate action to One way to give the producing offices a voice
the office directors or to the Deputy Director for in how CGS plays its role in the process is to
Intelligence and. the Deputy Director for Science create an Advisory Group made up of one senior sub-
and Technology, as necessary. stantive representative from each of the offices.
The group, meeting under the chairmanship of the
Chief of CGS, would. hear the problems that arose
within the offices or between the offices, the
collectors, and CGS, and assist in their resolution.
CGS would. have a forum within which to communicate
its judgments on what actions were important and
what were marginal in the collection requirements
process. If these were adverse to the stated re-
quiremer~ts of the analysts in a producing office,
its representative would. be present to amplify on
the priority the office attached. to the requirement
or to take other appropriate action.
As indicated. in Paragraph 3, the recommendation
as restated makes explicit the authority of the
Chief, Collection Guidance Staff, to have recourse
to the office directors and. to the heads of the two
Directorates when necessary to the solution of
identified, deficiencies. Under this arrangement,
the Directorate heads can relate deficiencies in
In short, we believe that the combined. restate- the collection guidance process (and. the steps or
went of recommendations No. 8 and No. 26, if accepted resources necessary to solve them to the total
and. implemented., will enable the intelligence pro- responsibilities and resources of the Directorates.
ducing offices and the Collection Guidance Staff
to move progressively toward amore balanced. con-
cernfor requirements problems and amore rational
and effective handling of the collection require-
ments and guidance process.
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No. 9
It is recommended that:
The Deputy Director for Intelligence, in
coordination with the Deputy Director for Plans,
arrange for the regular exchange of officers
between the Requirements and E~raluation Branch
of the Intelligence Group of the Foreign Intel-
ligence Staff and the Human Resources Group of
the Collection Guidance Staff.
No. g
It is recommended that:
1. The Deputy Director for Intelligence and
the Deputy Director for Plans charge the Chief,
Collection Guidance Staff and the Chief, Foreign
Intelligence Staff with holding periodic meetings
of the Human Resources Group~CGS and the Require-
ments and Evaluation Branch of the Intelligence
Group~FI Staff to discuss mutual problems and
needs in bridging the gap between the producer
and the Clandestine Services collector.
2. The Chief, Collection Guidance Staff,
and the Chief, Foreign Intelligence Staff, study
the benefits and costs of long-term rotation of
officers between the two Staffs, and make appropri-
ate recommendations to the Deputy Director for
Intelligence and the Deputy Director for Plans,
No one questions the desirability of improving
the ability of CGS and FI Staff to communicate on
the problems they have in common. We do question,
however, whether the gains to be realized from
exchanging persons fora six-month period--as
suggested in the survey--would offset the loss of
their services throughout that time. It is unlikely
that the exchangee could become productive in the
new location in such a short period of time. Nor
should he be under pressure to do so. He is there
to learn, At the same time, if he is being trained
proper]y, he is taking the time of the professionals
in the office, thus detracting from their ability
to concentrate on collection requirements tasks.
For these reasons, we believe that as a matter
of first priority the two organizations should
periodically schedule meetings in part to get to
know one another better, and also to discuss the
kinds of problems they share and what can be done
to improve their ability to handle them. At the
same time, the question of longer-term rotation
(say, two years} could be studied preparatory to
making recommendations to the DDI and the DDP.
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No. g
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Nos. 10, 11, and. 12 Comment:
It is recommended that: It is recommended. that:
The Deputy Director for Intelligence, in coordi-
nation with the Deputy Director for Science and Tech-
nology, issue a notice explaining the status and use
of the GIRL.
The Deputy Director for Intelligence, in coordi-
nation with the Deputy Director for Science and Tech-
nology, direct the preparation for each issue of the
CTRL of a preface identifying the most important
needs listed. therein.
It is recommended that:
The Deputy Director for Intelligence direct the
Mrector for Current Intelligence to assume responsi-
bility for the regular production of background
statements for the GIRL.
The Deputy Director for Intelligence and. the
Deputy Director for Science and Technology direct
the Chief, Collection Guidance Staff, in collabo-
ration with the Collection Guidance Advisory Group,
take the following measures to improve the Current
Intelligence Reporting List (GIRL):
1. Prepare and issue to recipients of the
GIRL a notice explaining its purpose and use.
Para 1: The action called for in this restate-
ment of Recommendation No. 10 is viewed as one part
of the total effort being undertaken to improve
understanding of the collection guidance program
on the Agency. By itself, it would have little
effect.
Para 2: The idea proposed in Recommendation
No. 11 should. be undertaken initially on atrial
basis. Singling out a small number of questions
could draw attention away from the main body of
questions and cause collectors to ignore, or at
2. Initiate on atrial basis the preparation least discount, all but the "important" ones in
of a preface to each GIRL that would. identify the the preface. Also, there is some danger that the
most important needs listed. in that issue. Some process of selection and coordination, if it be-
arrangement like the following could be consid.ered.: came too elaborate or burdensome, might impair
each contributing office would nominate several the effectiveness of the GIRL as an informal channel
questions from their total list as ones of particular for direct communication between producer and col-
current interest; after all lists had. been submitted., lector.
Para 3: The original statement of Recommendation
No. 12 has two defects: it does not define "back-
ground statement" and. it limits action to only one
of the contributing offices. The terms. used in the
text to talk about background. sta~t'ements ("pre-
sentations of the intelligence base" and Washington's
"viewpoint on field situations") indicate that the
3. Require that brief introductory comments authors have in mind something far more comprehensive
are prepared. as necessary to clarify and give proper than we believe is desirable, necessary, or practi-
context to questions submitted. for the GIRL. cable. We believe the purpose will be served. if
pains are taken to see that questions requiring
some explanation or background to be understood are
accompanied by brief introductory comments. OCI is
an important office for this aspect of the GIRL but
it is by no means the only one; ORR and OSI also
prepare numerous questions that may benefit from
the ad.d.ition of brief introductory comments.
an informal meeting of representatives from each
office would. be convened. under CGS auspices to make
the final selection of questions for the preface.
If the selection process proved. satisfactory and.
the results useful, the preparation of a preface
could. be instituted as a regular feature of the
GIRL.
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No. 10
No. 11
No. 12
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No. 13
It is recommended. that:
The Deputy Director for Intelligence, in
coordination with the Deputy Director for
Science and Technology, direct the preparation
and. implementation of a program for the produc-
tion and. periodic revision of comprehensive
guides on selected intelligence subjects.
No. 13
It is recommended that:
The Deputy Director for Intelligence and, the
Deputy Director for Science and. Technology direct
the Chief, Collection Guidance Staff, it collabo-
ration with the Collection Guidance Advisory Group,
to undertake the preparation of collection guides
as needed. on selected. intelligence problems.
Comment
We detect a certain ambivalence in the IG
Report's discussion of this minor recommendation.
On the one hand., the report soundly observes that
"the collection guide is busy work unless it is
likely to lead to useful collection action or
realistic operational planning." But then it
goes on to find. virtue in the Pact that the col-
lection guide, "like the CIRI,, can be issued to
several collectors without regard to specific
capabilities," a concept that is excoriated. with-
out mercy in the chapter on the Information
Explosion.
Because collection guides have proved useful
on occasions in the past, particular7,y where they.
were carefully molded to match a specific collec-
tion need with a certain collector's capabilities,
we believe that the core idea contained in the
original recommendation whould be retained.
The restatement eliminates the word "program"
and all that it conjures up of an institutionalized
way of performing the function, with a stylized
format, submission of program calls, formal annual
or semi-annual reviews, etc. This way lies busy
work.
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No. 13
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No. 14
It is recommended that:
The Deputy Director for Intelligence direct
the preparation, on atrial basis, of a collection
guidance program for the Domestic Contact Service,
No. 14
No restatement needed, but see Comment.
Comment:
In the absence, of more compelling reasons
for going ahead immediately, we believe that action
on this recommendation should be postponed until
other, more fundamental. reco~nendations--such as
No. 1 and No. 8 & 26--have been implemented and
their effeciRs on the collection efforts of DCS
measured.
The IG Report shows that, despite the absence
of an IPC-like guidance document, the Domestic
Contact Service has been successful in responding
to substantive requirements, often more successful
than collectors who possess such documents.
By itself, the reco~nnendation would not remedy
the tendency to give first preference to clandestine
or technical collection methods rather than overt
human sources. Nor would the recommendation by
itself remedy the so-called lack of guidance to
DCS on Free World subjects.
Any attempt to write a two-year program for
DCS before the PAIO's and CNIO's are revised prob-
ably would result in an enumeration of the majority
of the countries of the world. Recommendation No.
11, on the preparation of a preface of "most impor-
tant needs" for the CTRL, probabJar would be as use-
ful for providing DCS with guidance as the proposed
program.
In short, the changes resulting from other
recommendations should directly benefit DCS and
preparation of a formal program should be deferred
pending study of their effects.
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SECRET No. 14
 ? No. 16
The Deputy Director for Int 1ligence pro-
vide for the members of the SIGIN~ Group of the.
Collection Guidance Staff such technical training
and access as will facilitate their mission of
fostering communications between CIA intelli-
gence analysts and. community COMINT collection
specialists.
It is recQmmend.ed that:
The Deputy Director for Intelligence, in
coordination with the Deputy Director for Plans,
ensure that duplication between COMINT and human-
source requirements is reduced.
SECRET
Approv~bFor~elease 2002106118 :CIA-RDP85G00105R000100130013-comment:
It is recommended that:
The CIA SIGINT Officer arrange with the
National Security Agency for the members of the
SIGINT Group of the Collection Guidance Staff
to have continuing access, through appropriate.
SIGINT channels, to NSA collection components
to facilitate more effective communication
between CIA intelligence analysts and COMINT
collection specialists.
Action responsibility rests with the CIA
SIGINT Officer, not the Deputy Director for
Intelligence. The personnel involved. happen to
be in the Intelligence Directorate, but the
arrangements to realize the recommendation will
have to be made between the CIA SIGINT Officer
and. NSA,
The essence of the problem is access, not
indoctrination, If access can be gained, in-
doctrination will follow.
The Deputy Director for Intelligence direct
the Chief, Collection Guidance Staff, to take
measures, in coordination with representatives
If in fact a problem exists (and the report
cites no evidence that it does, only that "over-
lap between collection systems is much less desir-
able in and that "duplication of
requirements is likely to be a waste"), then the
of the Deputy Director for Plans, to reduce unneces- recommendation as restated. should assist in its
sary duplication between COMINT and human-source solution.
requirements o
25X6A
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No. 16
No.17
 It is recommended that:
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No. 20 Comment:
The Deputy Director for Intelligence, in The Deputy Director for Intelligence and the COMDR, with its concentration on photography, out
coordination with the Deputy Director for Science Deputy Director for Science and Technology direct of the SIGINT business. The report recognizes
and Technology, direct the Collection Guidance their producing offices to assist the Collection this and notes, on pale B-28, that the SIGINT
Staff to advise the CIA members of the COMDR SIGINT Guidance Staff in establishing coordinated Working Group of COMDR "teas no connection with
Working Group and of the COMDR or coordination of Agency positions on all overhead reconnaissance the SIGINT Committee of USIB. CIA management,
CIA. requirements in connection with SIGINT and multi- requirements for the CIA members of COMDR and. SIGINT the USIB SIGIN'T-Committee, and COMDR are all well
sensor national reconnaissance operations. Committee working groups. aware of this problem and are considering various
possible solutions."
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SECRET
This recommendation as restated is the
complement, at the working group level, to
Recommendation No. 23, which is aimed, at the
coordination of the Agency's position on prob-
lems coming before COMDR itself.
The real substantive problem in the area
addressed by this recommendation is how to get
Nevertheless, the recommendation ,would be
useful and appropriate iP it was broadened.
Since the question is requirements, and since
requirements is the reason-for being of the
Collection Guidance Staff, we believe that the
recommendation should be equally applicable to
all COMDR working groups; and all SIGINT Committee
working groups.
 No. 23
It is recommended that:
The Deputy Director for Intelligence formu-
late and coordinate a CIA position on require-
ments for overhead aeconnaissance in such a way as
to identify those disagreements which may require
resolution by higher authority.
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No. 23 Comment:
It is recommended. that:
The Deputy Director for Intelligence and the
Deputy Director for Science and. Technology direct
their appropriate components to assist the Col-
lection Guidance Staff in establishing a coordi-
nated. Agency position on overhead reconnaissance
requirements for the CIA. member of COMDR, subject
to the review and direction of higher Directorate
authority. In the event of interdirectorate
disagreement that cannot be resolved. by the Deputy
Directors, the Deputy Director for Intelligence
shall ensure that the issue is raised. with the CIA
member of the USIB for decision (per Paragraph g
of HR 51-9, 12 Jan 1865).
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SECRET
The restatement describes how the system that
has been evolved "to formulate and coordinate a
CIA position on requirements for overhead recon-
naissance in such away as to identify those dis-
agreements which may require resolution by higher
authority" now works. That is, the CIA Member of
COMDR contacts the appropriate components of all
Directorates (including DDP) to obtain the infor-
mation and advice necessary to synthesize an Agency
position on matters coming up in the interagency
COMDR forum.
The process involves a continuing series of
meetings starting at the working level in the
individual offices and working progressively up
the ladder until it culminates in an informal intra-
Agency meeting involving the Assistant Deputy
Director for Intelligence and. other senior com-
ponent representatives.
The present system does in fact alleviate the
problem of concern to the IG group. It enables
a CIA position to be developed. out of the diversity
of needs and. views of the interested components,
and it provides for resolution at the appropriate
level of the inevitable component differences.
No. 23
 ~, No. 24
It is recommended that:
? SECRET
Approve~o'~~Re~e~~e X02106118 :CIA-RDP85G00105R000100130013-comment:
The Deputy Director for Intelligence and the
Deputy Director for Science and Technology instruct
the chiefs of their substantive divisions to assume
these responsibilities:
a. He should validate all requirements coming
from his division, certifying that the information
is needed to fill a gap in the national intelli-
gence, is not already available, and is not likely
to be collected by a mechanism other than the one
to which the requirement is addressed.
b. He should stimulate personal communication
between his analysts and representatives of appro-
priate collection mechanisms both before and after
a requirement is written and delivered in order
that: (1) analysts may learn better how to word
their requirements in a manner appropriate to the
mechanism; (2) analysts may supply prompt and
efficient operational support; and (3) analyst and
collector may work together as a team, with prompt
feedback from the latter and prompt evaluation from
the former.
c. He should be prepared to certify that the
analytical resources of his division are sufficient
to deal with the foreseeable answers to all ques-
tions being asked?by it at any one time and to
produce useful finished intelligence therefrom.
d. He should ensure that informal requirements
and evaluation requests are recorded as soon as
possible for purposes of managerial control.
e. He should review all requirements issued
by the division at least twice a year to ensure that
they are up to date, that they concentrate on the
most important gaps in the division's information,
and that they are receiving attention in accordance
with the relative priorities among the various sub-
jects within the division's competence.
(continued on next page)
The restatement is intended to set the stage
for a methodical attack on the problems of manage-
ment raised by the two original recommendations.
It is an old axiom that an organization does well
only those things the boss checks. There is no
system now in being that enables the division chief
or the office chief to check systematically the
performance of his component in the field of col-
lection requirements. Just "making people respon-
sible, dammit" is not going to solve the problem.
Working together the Advisory Group and the
Collection Guidance?Staff can devise those measures
and procedures that enable the managers to check the
performance of their units, perform the reviews at
the times and in the detail necessary, and still
meet their other responsibilities.
This is not a program that can be completed
overnight, bike the other activities called into
being by the IG report, it will take time and. con-
centration to make the managers more aware of their
responsibilities in this area and more inclined. to
meet these responsibilities head on. The recommen-
dation as restated represents a practical way to
start moving in the right direction.
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SECRET
Recommendations No. 24 and No. 25 are essen-
tially the same and should be combined. Each
charges a different management echelon in the DDI
and the DDS&T--.division chief and. office chief--
with the need to translate their responsibilities
for management of the collection requirements needs
of their components into action.
No. 24
No. 25
The Deputy Director for Intelligence and the
Deputy Director for Science and Technology charge
the Chief, Collection Guidance Staff, in collabo-
ration with the Collection Guidance Ad.visorv Group,
with devising and implementing practical measures
to assist the directors of the substantive offices
and, their division chiefs in carrying out their
responsibilities for control, validation, and, re-
cording of all requirements; for communication on
The problem with the two recommendations is
that they are unduly specific in the absence of any
machinery to make the actions called. for work. For
needs with collectors and. the Collection Guidance example, telling a division chief that he must
Staff; and for periodic audit of office and division validate all requirements coming from his division
performance in the field, of collection guidance. without considering what needs to be done to help
him do this imrites a pro forma response that has
no effect on the problem.
 SECRET
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f. He should ensure that analysts are fully d. He should compile, not less often than
informed about all elements of the collection re- twice a year, an extremely brief list of the most
quirements system, how they relate to one another, important gaps so identified, and arranged in
and how they are related to the division's work. order of their importance to his officfek This
n
It is recommended that:
The Deputy Director for Intelligence and the
Deputy Director for Science and Technology instruct
the directors of their substantive offices to assume
these responsibilities:
a. He should keep hunself generally aware of
all the requirements levied by his office, as to
type, quantity, appropriateness to the various col-
lection mechanisms, and expected effects upon the
work loads and production schedules of his office.
b. Fde should set priorities among the gaps
in information which most affect the work of his
office and discuss these priorities with represen-
tatives of the various collection mechanisms.
c. He should, keep sufficient watch on the
requirements of his office, as expressed either by
his divisions or by USIB committees, to be able to
assure himself and higher authority that his most
important gaps have been clead y identified and
expressed in practical terms to the collectors.
Among other things this means assuring himself that
methods appropriate to his office have been devised
for screening out the trivial, the impractical, and
the inappropriate.
g
list could serve the double purpose o eep
top management systematica]1y informed and of
forcing the chain of command. below it to give
hard thought to hard subjects now often sloughed
off onto committees and into catch-all catalogues.
e. He should use the knowledge of gaps thus
acquired to develop the ability of his office to
cooperate with the collectors in the fields of
collection guidance and operational support, as
distinct from the mere listing of requirements
or gaps. This would especially mean encouraging
subordinates to propose practical suggestions for
acquiring the information desired..
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 ~No. 27
SECRET
Appro~l~ Fps Release 2002106118 :CIA-RDP85G00105R000100130013-comment
It is recommended that:
The Director of Training, under the general
guidance of the Deputy Director for Intelligence,
the Deputy Director fur Science and Technology,
and the Deputy Directcr for Plans, and with the
assistance of the Chief, Collection Guidance
Staff, take the measures necessary to increase
training of Agency personnel on the collection
requirements process in line with the IG report's
conclusions and recommendations, insofar as they
are approved and adopted..
+ It is recommended that:
The Deputy Director for Intelligence, in coor-
dination with the Deputy Director for Science and
Technology and the Deputy Director for Plans, arrange
briefings on the collection guidance system for
analysts in the Agency's intelligence production
offices.
Implementation of this recommendation
will over time assist in developing abetter under-
standing of the collection requirements process and
the 'responsibilities of the producing offices in
making it work.
The report calls for .briefings by CGS officers
with the assistance of representatives of the DCS
and the Clandestine Services." We believe that the
long-term and..continuous undertaking implied by the
recommendation is more properly a function of the
Office of Training, operating under the technical
advice of the Collection Guidance Staff. It would
be an improper u.se of manpower, given the pressing
need to "mitigate the deleterious effects of the
Information Explosion," to turn collection guidance
specialists into briefers and trainers.
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