PRM/NSC-11, SECTION 3

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP79M00095A000400020006-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 10
• Document Creation Date: December 20, 2016
• Document Release Date: May 3, 2007
• Sequence Number: 6
• Publication Date: April 22, 1977
• Content Type: MF

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,sEc~i(n'r--XGDS(Z)
NATIONAL. SECURITY COUNCIL
WASHINGTON, 0-0- Z0900
April 22, 1977
MEMORANDUM FOR: DAVID McGIFFERT
M. BOWMAN CUTTER
HAROLD SAUNDERS
JOHN HARM01'4
JAMES TAYLOP.
SUBJECT': PRM/NSC-1i, section 3
Attached for your consideration is a beief draft outline for Section :3
of PRM/NSC-] 1. It is intended .to provide you with a general idea of
the approach the draftini; team proposes to take in.developing. the
pal-;,cr. It does not, however, have the benefit of the submissions clue
today in responsr to tl-te questions posed on 8 April and to -ay, therefore,
be deficient in some Important respect .
A second item on the' aF3enda for Monday morning's Working Group
meeting (Room 305 OEOB at 1100) is any, additional guidance you may
tivish to provide the drafting team. Presumably, the 22 April sub-
mir8kw.; have raised some new issued or at least crystalized your
thinking on some aspects of the Intelligence Community.
,-
/p x
Samuel M. Hoskinson
Acting Chairman
PRM/N'SC--11 Section 3 Working Group
cc: Thomas Latimer
dintral Inman
Arnold Donahue
Attachment
1
sECRrT--XGDS(2)
C1useified by: Zbigniew BrzexinsIet "N F 'bvi,evv Completed"
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PRMINSC-11 Section
c s of 11 .S , rar c at la~tc'lligcnc~;
(This opcning sectlon will be a relatively brief but definitive essay
netting forth the essential broad criteria against which ar decisions
concerning the Intelligence Comimunity should be judged. These are
in effect a broad set of "guiding principles.
Provision of leis Ii ual v intelligence support: to a multi Ii
A
of consumers at different lovels of responsibility and with
different reruiremcntn .
Diversity of consumers ai.d requirements
a, President, NSC? and. subcabinet
b, Departmental planners of policy, force
structure's and R&D
c. Operational planners of political and
ti
military actions
d. Field planners and executors of policy and operat'.or:s
UQuality" has several aspects
Accuracy. informed has to data
Relevant and timely in to users specific problems
c. Candid and objective in judgment
d. Responsive
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13. Adequate ,cciirity and safertixards against abuse
1. Sound laws and executive order guidance
2. Comprehensive. oversight mechanism within Executive
and legislative branches
3. White House support and leadership
4. Cultivation of high standards of professional ethics
and discipline within entire foreign affairs
community.
C. General principles concerning organization
1. The President, NSC members and subcabinet
officials require at least one alternative source of
intelligence judgment to that provided by their o,%vn
staff/departmental analysis (non-departmental or
""national" intelligence)..
2. Analytical intelligence production must be diversified
and its elements specialized to some degree, to meet
consumer requirements. (departmental) .
3. Mechanisms must be provided to pool the best available
Judgments of all elements Of the Intelligence Community
on the most important issues. ("national" bureaucratic
machinery for situation reports, current intelligence,
interagency memorandum, and estimates.)
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4. Data and analysis s,vailable at one point must be available
at all concerned with the .subject.
5. The requirements of effective`, and efficient mahagatnent of
rerrources must be dominant criteria for organizational
structure.
6. Things that interrelate most closely should be
o~ gani: ationally combined
7. The right balance between centralization and decentralization
must be sought, recognizing the need for maintenance of
departmental diversity
H.. Assessment -of Recent Expr:x?ience
('TIi#'s section will define and analyze the basic problem areas within
the Intelligence Community in the present organizational. leadership
and political environment. It, will be based on a thoroughgoing critique
of the Intelligence Community as presented In Department/Agency/Sta::f
responses to the outline distributed.on 8 April to the PRM/NSC-'?l Section
3 Steering Group and will distill from this the distinct areas, on "problem
sets," judged to be of primary concern to the.SCC.and the Pre;,ident.
.The ultimate objective will be to present a set of criteria rooted in
practical experience that will serve as benchmarks for judging organization
options and other proposals for change. What follows below is a rough first
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cut at identifyir the relevant "problem 5(?ts"" subiect to
,amcn:linont when they j ai ttiacnt/ s,rt~c.y/Stiff responses
have been received and intellectually ditzested.
A. Requirements - Resource allocation system
1. Requirements development and prioritization
9 C .
lr D.
2. Program development and budget review
3, Pcrforsnantc evaluation
Production of National Intelligence
1. Quality of the product
2. Performance evaluation
4. Tasking authority
Counterintelligence
1. The "threat"
2. National policy?
3. Interagency coordination and oversight
Special Activities
1. Requirements for and feasibility of covert action Initiatives
2. Sensitive source collection; human
Public Trust and Confidence
2. Oversight mechanisms - SSC(1), IOII,. FFIAB, Congress
1. Legislative involvement
3. Limitations
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3. Responsiveness of collection and production
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Ill. O)?(-aniTatiannl Optioniq
(This section will identify in apj-rc5pvlate c etail a representative range
of organizational options. It is not intended to be theoretically coir,pre-
hensive but rather to portray real N'c-orld possibilities responsive to the
criteria and problems identified in'Sections I and Ii of this outline. The
advantages and disadvantages of each option will be developed in aomc
detail ancd, to the e), tent posailale. related directly to Sections I and II of
the paper.)
A. Community-wide Reorganization'
1. States Quo (National Security Act and E.O. 11905)
2. Stren? then DCI Control of I.1 r . eurc e Mana,, em ent (Amend
E.O. 11905)
a. Give DCI direct resource information access and progra.mmint;
power on all NFIP elements
b, Give DCI direct resource information access to national
` programs (NSA
but leave departmental intelligence activities
(like DIA and INR) under the. complete control of their
respective departments.
c. Amalgamate IC Staff and ASD(C /1) functions with a
consolidated coininunity resource management staff.
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3. Stiaborclir ate `liner and resource cot>>-itand) of all"naticnal"
_rr.ttr____ to L'. CI but alloy.:' them to maintain individual idoritit:es._
B. Special Organization Problems
1. Separate national intelligerice production organizationally from
collection clcmcnts of CIA
3. Counterintelligence .
a. Special NSC InteraGrency Committee chaired by
Attorney General
b. DCI (IC Staff) provide cooi'clination point,
4. Oversight,
a. Strengthen IOl3 enlarge membership. increase staff.
move "investigationpotver."
b. PFIAB
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-C. All Options
1. Clarify relationship of natianll intelligence to Defense
Three basic concepts:
a. National entity is good for wear and peace.
b. "Some" clement go to;Defense in war,
c. All critical collection chops to Defense in war.
2. Indicate role of interagency committee structures.
3. Define role of national intelligence head(s) to Congress,
4. Define responsibilities to intelligence of non-intelllgenc+3
elements, like FSO reporting.
IV. Other Solutions
A,. Executive Orders
B. Presidential Directives
C Public statements
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WI-UTE HOUSE SITUATION R06M
OM; SAMUEL HOSKINSON
aae LDK the attached paper to
~Davvici MCC_IIFFERT
Room 4T,806, Pentagon
(telex 695-4351)
IAROLD SAULqDERS
Director, INR
Room 6531, Dept of State
(tt?le: 632-0342)
STAT
STAT
.oorn 4 E 42 CIA
TOMES LATI1VMER
~OOM 3 E 7-8?.. PENTAGON
Ole: 695-0578)
(contitin ed)
STAT
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(continued)
RA DIVI III-A.L 1301313V R. INN,1.11.N
Room 3E?r8 Pentagon ?
Pent you
(tilt,. r,Q7_57?Q
25X1
ore deliv,n y; if
no answer hold until Monday morning)
Thank you.
? .chrr ent ,
+' f`YlI()
watt
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