PRM/NSC/11

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP79M00095A000200040001-8
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 7
• Document Creation Date: December 16, 2016
• Document Release Date: March 9, 2005
• Sequence Number: 1
• Publication Date: May 31, 1977
• Content Type: MF

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MMEMORA NDU~ ~i FOR:
SUBJECT:
May 31, 1977
THE VICE PRESIDENT
THE SECRETARY OF STATE
THE SECRETARY OF DEFENSE
THE ATTORNEY GENERAL -
THE DIRECTOR, OFFICE OF MANAGEMENT AND BUDGET
THE DIRECTOR OF CENTRAL INTELLIGENCE
PRAM/NSC-21
The attached report has been prepared by a special interagency drafting
team for SCC consideration in response to the requirements of Section 3
of PRAM/NSC-1l. It is intended to provide a reasonable starting point for
SCC deliberations that will result in recommendations to the President
on the future mission and structure of the Intelligence Community. It
should be read in conjunction with the separate reports prepared by the
DCI and Attorney General PRM/NSC-11 Subcommittees.
The first SCC me ti.ng oz7 PRM/1`NSC-11 is scheduled for 8 June at
10: 00 a.m. in the White House Situation. Room. The agenda for t ~ is
ire etin . ~,,,ili be:
a. How to structure the PRM/NSC-11 decisionmaking process
b. Strategy for dealing with Congress
c. Views on structural options
d. Views (time permitting) on "other solutions."
cc: Mr. Lip shutz
Mr. Eizenstat
SECR?T/XGDS2
Classified by; Z. Brzezinski
Ch, SIGINT
Ch, HRC
Ch, SECOM
Ch, IHC
IC Registry
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THE WHITE HOUSE
WASHINGTON
Gen
Adm
Mr.
OPP
EO
AD/nr
Cy to: STAT
PBD
Zbigniew Brzezinski Ch, COMIREX
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REPORT
on
PRESIDENTIAL REVIEW MEMORANDUM/NSC-11
INTELLIGENCE STRUCTURE and MISSION
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I TABLE OF CONTENTS
Objectives & Principles for US Foreign Intelligence
C. International Environment
1. Diversified Service 4
2. Pooling Information & Collaborating in Judgment 5
3. An Independent Source of Judgment 5
4. Readiness for War
5
5. Efficient Management 5
6. Safeguards-Against, Abuse h2 Balance with Security 7
A. Objectives
B. Principles
II. Problem Areas
Production of National Intelligence
.1. Organization Performance
2. Specific Problems
3. Causes
Changing Requirements
Producer-User Relationship
c. Communications
d. Balance of Production 12
e. Intelligence Objectivity vs. Policy
Relevance 13
L Checks & Balances 13
g. Personnel Problems 14
Translating Intelligence Needs into Collection Tasking 14
a. Relating Resources to Consumer
Needs & Priorities
b. Relating Collection Requirements
C. Line Authority over Intelligence Elements 16
D. Program/Budget Development?,& Resource Allocation 17
1. EO 11905 17
2. Ambiguities & Their Results 18
3. Expectations for the Current Process 20
:4.. Dealing with Resource Management Problems 21
.22
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C. Identifying Cross-Program Issues &
Analyzing Them
23"
d. Focusing on Longer-Range Intelligence
Management Problems
23
e. Relating National & Tactical Intelligence
Needs & Resources
24
E.
Counterintelligence
24
1.
Nature of the Problem
24
2.
Definition of the Threat
25
3.
Institutional Responsibility
27
F.
Public Trust & Confidence
29
III.
Structural Options
a. The Collectors & Processors of
In-formation
b. The Providers of Specialized
Intelligence Services
c. The Producers of "Finished"
Intelligence
A.
Modification of E. O. 11905
36
Option 1: Enhance PRC(I) and DCI Resource
37
Management Authority By Removing
Ambiguities
Option 2: Enhance Departmental Authority under
38
B.
Collegial Review
Restructuring Options
40
Option 3:
Provide DCI Modified A.uthority Nov
41
Option 4:
Given to PRC(I) for Resource Allocation
Full DCI Authority Over Resource
41.
Option. 5:
Allocation to National Intelligence Entities
Enhanced DGrI Resource Allocation
45
Option 6:
Authority Plus Line Authority Over
National Collection Programs
Complete Restructure Intelligence .
46
Community (except Departmental analysis
and other Departn.-ients' Intelligence
activities) under line authority of a DFI
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Option 7: Separate substantive national intelligence 47
and resource allocation functions, assign-
-
ing former to DCI and latter to SECDEF
Option 8: Centralize all NFIP activity under SECDEF 49
IV. Other Solutions 50
A. Producer/Consumer Relationships 50
B. Analytical Versatility 50
C. Communications and Reporting 50
D. Collection Tasking 51
E. Crisis and War 51
F. - Relating Requirements to Resources 51
G. Defense Intelligence Management 52
I-I. National/Tactical 52
1. Relationship between NFIP and Intelligence-Related 52
Activities of the Departments and Agencies
J. Public Trust and Con idence and Value of 52
Confidential Service
K. Covert Action
L. Counterintelligence
53
53
Annex A: Recommendation on Foreign Counterintelligence A-1
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This report is submitted to the NSC Special Coordination Committee for
its consideration in fulfillment of the responsibilities assigned to it by
the President in PRM/NSC--11. The report draws on material prepared
in support of both the DCI and Attorney General PP.M/NSC-11 SCC sub-
committee deliberations and reflects extensive written departmental inputs
and deliberations within a special senior level Working Group.
The report consists of four principal parts related to each other in the
following manner:
-- Section I, Objectives and Principles for. US Foreign Intelligence,
provides the essential broad criteria against which any improvement
options, especially organizational, ought to be judged. They are what
the President should expect from intelligence and are in effect a broad
set of guiding principles. =
-- Section II, Problem Areas, then defines and analyzes the basic
problem areas within the Intelligence Community in the present organiza-
tional, leadership and political environment. It is based on a comprehen-
sive review of US- foreign intelligence activities but is not itself a definitive
critique. Its purpose rather is to provide enough background on the present
performance of the community to comprehend the implications of possible
organizational and other changes in terms of their impact on major difficulties
encountered by the present system.
-- Section. III, Structural Options, begins with a concise description
of the present structure, then identifies a representative range of organiza-
tional options. It is not intended to be theoretically comprehensive but rather
to portray real-world possibilities responsive to the guiding principles and
problems previously identified in Sections I and II of this report.
-- Section IV, Other Solutions, recognives that while organizational
changes may resolve some of the problems associated with the management
and operation of the Intelligence Community, there are other problems that
will be virtually unaffected by structural change. It identifies certain
per 1 pro....2mJ s that 'll require sustained and creative +---~?.??-- -~ttenti-nr?n
erni~. ?r'v'~ -
by Intelligence managers and on which the President should be kept
informed.
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