NATIONAL FOREIGN INTELLIGENCE BOARD

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80M00165A001600160001-0
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 6
• Document Creation Date: December 15, 2016
• Document Release Date: February 9, 2004
• Sequence Number: 1
• Publication Date: December 9, 1977
• Content Type: MF

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NATIONAL FOREIGN INTELLIGENCE BOARD
IC-77-4644
9 December 1977
MEMORANDUM FOR: Chairman, National Foreign Intelligence
Board
VIA . Acting Vice Chairman, National Foreign
Intelligence Board DEC 1977
FROM Walter Elder
Executive Secretary
SUBJECT National Foreign Intelligence Board.'
1. (C) Action- Requested:' That -yotr-cons ider ..these
proposed--changes in NFIB procedures so that you may be best
served.-by NFIB in its advisory role.
2. (C) Background: The Presidential Directive of
4-August 1977 is crisp and precise in establishing yourrespon-
sibilities and authority for national intelligence production,
the national intelligence program and budget, and national
intelligence collection tasking. -NFIB is accorded an advisory
role, specifically on production and program budgeting, and. you
have'already set a new tone for NFIB in the development of the
FY 1978 program budget and in the handling of national intel-
ligence. estimates, especiallyl Your leadershiphas 25X1
put-the.NFIB principals on notice that they have a new charter
for-their advisory function.
At one end of the spectrum, the-.NFIB/DCI.committee
structure' can' be realigned to provide better disciplined and
diripct-support to you~and-your'principal community deputies.
You-have established these deputies to give a national focus to
the activities of -the-Intelligence Community.---We believe-the
NFIB role should also be focused on the---following. major clusters
(which conform to the deputy structure):
1. Production of national intelligence,-
2. National collection tasking -
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3. Program management and evaluation --
4. "Such other-matters as the DCI may choose".
There is no intent- to set' up an elaborate agenda
structure to justify regular meetings. You have not and should
not feel bound to any particular forum in seeking advice.
However, NFIB has a continuity and vitality of its own, and the
Community clings to this forum as its best-outlet.
You and your Community (national) deputies should
direct the NFIB meetings. Above and beyond the formal agenda
items, the..most valuable advice to you will come in xec~uttiive-
Sessions. Your guidance to them on such items as PRC a vd ice,
guidelines for the 1979 budget, evaluation of the Community's
product and performance, and the protection of sources and
methods, will ensure that the principals are on board early
and not brought in at the last minute after all the staff. work
has been completed. The NFIB' Principals will be most responsive
to your leadership when they feel they-are being informed an.
involved. With the direct support of your deputies, NF can
b`e kldf t generally informed about the major cluster headings.
For exampi-e, with the end of the FY 1978 budge-' t`cyc7 e t-Fie 1979
cycle begins. Your Deputy for Program Management and Evaluation
can develop a schedule for the year which will show the NFIB
when they should become involved and when formal NFIB advice
is required. With the Principals aware and involved, the staff
work can proceed and culminate in NFIB advice to you in a more
timely and disciplined manner.
You should-not-seek NFIB` advice on .all facets of your
role ..as the-principal national-intelligence advisor and manager.
You.-cannot--count on useful advice unless the Principals are
asked within a context where they see their own interests
affected.. For example, when you have asked for advice on how
to achieve your six objectives, on items-to present to the
President",-'and on how the SSCI is performing, they have not
been responsive. 0-n--the other-hand, when the budget was under
development-and when was being reviewed, the NFIB
recognized your direct involvement and an impact on their
interests, and-they have been responsive.
- You should plan to keep-NFIB informed in a way which
does not lead them to proffer constant advice, some of which
you will have to ignore. A case in point is 0 guidance to
you and the Intelligence Community. NFIB has had a major role
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in developing requirements and priorities in the past; they are
not sure what their new role will be. NFIB has commented in
past months on the substantive intelligence requirements list;
the issue now rests with the 0 Pending the issuance of
formal guidance by you and the II to the NFIB on this list,
it is useful to keep NFIB informed without soliciting further
advice. Guidance, when issued, will then come as. less of a
surprise.
For the--immedate,future-, NFIB will be keenly interested
in -the following ,topics :
1. How.-to, respond to-forthcoming 0 guidance,
2. The.impact of the new national,-deputy structure,
3. The establishment of NITC, and
4. Guidance on the FY 1979 program and budget.
There are other longer-term subjects, which stem from
an elaboration of your stated Community objectives, which.may
be appropriate for,NFIB to consider. For example:.
1. How to improve the quality of analysis,
2. A genuine Intelligence Community data base,
3. Protection of sources and methods,
4. Production needed over the..next_ten- years,
5. Collection systems needed over the-next ten years,
6. Relations with Congress and the public, and
7. Semi-annual evaluation by the-" for the NSC.
Few formal changes in NFIB.procedures are required.
The membership, except for nationalproduction, should remain
flexible. For example, should evaluation become a matter
calling for NFIB advice, elements such as State, Defense, and
Treasury could elect to send senior consumers to appropriate
Board meetings.
National Intelligence estimates will continue to come
before the Board as the end results of production. The program
and budget cycle renews itself annually. guidance will need
careful attention under the aegis of your national deputies to
ensure adequate translation into appropriate program, production
and collection priorities.
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The discipline of regularly scheduled meetings, every
two weeks, if your schedule permits, will keep-,NFIB focused on
its advisory role. The- portiorraf the meeting:--reserved for
consultation among you, your national deputies,-and the. NFIB
Principals is more important than any formal-agenda--item. It
is in restricted or executive sessions that the DCI can best
vouchsafe his guidance and concerns; in turn, the principals,--
especially when forewarned--will be most forthcoming.
The Executive Secretary,-in addition to managing the
substantial flow of day-to-day action and information items,, is
prepared to consult with you and your-principal' deputies to
develop a general outline! of topics for NFIB consideration and
specific items for each meeting. An NFIB agenda reflecting your
guidance and interests will be more likely to stimulate a
response from the Principals than an agenda consisting of staff-
produced items for noting and approval. These need not occupy
yours or the Board's valuable time. You should seek advice from
NFIB as you have on production and the budget by focusing their
attention on their national role.
3. (C) Recommendations: That you approve this concept
and instruct the Executive Secretary to take the necessary
steps to ensure that NFIB supports you in your-direction of the
national intelligence effort.
Walter/ l er
Chairman, NF IB
DATE: 28 DEC 1977
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Distribution IC-77-4644
Copy 1 - C/NFIB (to be returned to Secretariat)
1 - ER
1 - AD/DCIA
1 - NFIB Chrono
1 - NFIB Subject
1 - IC Registry Official File Copy
D/DCI/IC/NFIB/S/WElder/djm/1135/12/9/77
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