DKIQS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP91M00696R000500050016-0
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 25
• Document Creation Date: December 15, 2016
• Document Release Date: March 3, 2004
• Sequence Number: 16
• Publication Date: June 25, 1976
• Content Type: MF

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25 June 1976
MEMORANDUM FOR: NIOs & PP
SUBJECT : DKIQs
Attached for your information is a package on the FY77
DKIQs forwarded by Col. Hanks. A copy of the complete DKIQ
draft -- one inch thick -- is available in the front office for
those who are interested in perusing it.
Executive Officer
National Intelligence
Distribution:
1 - All NIOs & PP
EO/NI Chrono
1-File
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 INTELLIGENCE CO' MUNITY STAFF
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13 May 1976
NOTE FOR: See Distribution
Attached is a fifth option for a follow-
on KIQ/KEP program, submitted for consider-
ation in the forthcoming discussion on that
subject. The discussion previously scheduled
for Thursday, 13 May,'at 1:00 in the ICS
Conference Room is being rescheduled. Please
add this fifth option to the four forwarded
under IC 76-2305 of 12 May 1976.
Attachment:
As Stated
ACTION
"CONFIDENTIAL"
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Option Five
This option would make KIQs primarily a close support
instrument of the NSC and its functional groups, while
strengthening the role of DCID 1/2 as a central planning
reference regarding national intelligence needs. The revised
procedures would provide a more structured evaluation process.
Distinguishing Features
0 KIQ system structured to represent issues
and concerns of NSC and Department principals;
DCID 1/2 to highlight continuing information
gaps and problems.
o KIQs limited to 50, referenced as feasible
to DCID 1/2 priorities.
o CFI sponsors the program; briefs NSC re Community
-performance; issues guidelines for performance
improvement.
o NIOs responsible for formulating/updating KIQs
and for determining extent of user satisfaction.
o IC Staff responsible for reviewing collector
and producer performance; monitoring implemen-
tation of improvement guidelines.
a Strategy reports on new KIQs only.
a CIRIS data excluded from process.
Management
Under this option the CFI would broker for the NSC to
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the NFIP. The CFI would draw staff support from the Office
of Policy and Plans, IC Staff. Substantive support to the CFI
would come from the NIOs and from the Office of Performance
Evaluation and Improvement, IC Staff.
KIQ Formulation and Operating Strategy
KIQs would be formulated by the NIOs in consultation with
principals in the NSC Functional groups, the NFIB and Key
intelligence users in the various departments and agencies.
The NIOs also would consult with producers regarding the stated
close support needs of this user audience on key intelligence
issues and near-term current intelligence matters. Selection
of KIQ topics would be based on:
? general high policy concern in relation to
some phase of the subject, e.g., MBFR,
Yugoslavia succession;
b a need to energize a new field of high policy
interest, e.g., international trade policy,
terrorism, Africa;
a continuing inability to resolve an intelligence
issue that is of direct concern to the NSC, its
Functional Groups or the NFIB.
The KIQs would not be prioritized for purposes of
collection/production response. However, should there be a
direct substantive relationship between a KIQ and a national
intelligence need prioritized in DCID 1/2 that relationship
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would r note n ormation gaps and intelligence issues
pressing upon the production community but not of direct issue
to the NSC or the NFIB would not be addressed in the KIQs, but
would be highlighted in DCID 1/2 and in normal requirements
channels. No KIQs would be "designated" for particular emphasis
by collectors or producers.
Strategy Reports
Following promulgation of the KIQs the Office of Performance
Evaluation and Improvement, IC Staff, would consult with
collection and production managers to establish the overall
state of knowledge on any new KIQ, and to discuss any significant
changes in the Community's collection/production capabilities
regarding the continued KIQs. This dialogue would serve to
assist collection/production managers in program planning, and
assist the IC Staff in subsequent review of collector/producer
performance relative to the KIQs. Formal strategy reports
would not be prepared except as may be requested by the CFI.
All listed KIQs are to receive collection/production consider-
ation appropriate with the national intelligence need priority
indicated in DCID 1/2.
KIQ Evaluation Procedures
CIRIS data would not be included in the performance review
process. Each collector and producer entity would be required
to keep its own record of reporting/production which addressed
KIQs in a direct and substantive manner, and document all known
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use made of the actionable or finished intelligence product
plus evaluative testimony from users of the product. This
record would be provided to the Office of Performance Evaluation
and Improvement, IC Staff, for collation and review. The Office
would verify this data and testimony within the Intelligence
Community and report to the Office of Policy and Plans concerning
the performance of collectors and producers relative to the KIQs.
The review findings also would be provided to the NIOs.
The NIOs would consult with the principals of the NSC
Functional Groups, with the NFIB and Key users in other
departments and agencies to determine the degree of user
satisfaction on each KIQ, and to obtain recommendations for
updating the KIQs. The NIO findings would be provided to the
Office of Policy and Plans, which would draft the report to
the CFI. The CFI would forward the report to the NSC for
information, approve the new KIQ List and provide appropriate
follow-on-instructions for the improvement of performance.
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DRAFT
12 May 1976
This memorandum outlines four options for continuing a
KIQ/KEP program. The assumption is that a KIQ system of some
type is a useful way of peaking the response of US intelligence to
current priority needs. As such, the KIQs add specificity to more
generalized listings of priority intelligence objectives and detail the
sorts of data that are necessary to properly analyze activities in
priority areas both in terms of information and product needs.
A KIQ Evaluation Process (KEP) is a necessary adjunct of the
KIQ program. An annual audit of performance:
? highlights problems--particularly continuing ones,
? helps surface resource issues,
? supports annual reporting to the NSC and PFIAB, and
o provides the DCI with an objective appraisal of Community
performance on priority issues.
The KIQ/KEP process of recent years has exhibited several
basic flaws that should be corrected or ameliorated. The primary
deficiency is a lack of central management, but other weaknesses prevail
throughout the process. The KIQs and their related Strategy Reports
have several weaknesses.
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The KIQs:
? indicate no priorities
? are not always consistent with DCID 1 /2
:trategy present a mix of general and specific questions
The Reports-
? have received uneven attention by NIOs
? are not designed to aid evaluation process
The formal evaluation process also has several deficiencies:
Performance Reports:
? lack an established set of performance criteria
? are often self-serving
? are generally uneven, and often superficial
? are underattentive to analysis that does not reach
interagency product
CIRIS expenditure data:
? are based on arbitrary decisions on KIQ-related costs
? lack uniformity within the Community
? provide little basis for cross-source comparisons
Evaluation of Consumer Performance:
? is too dependent on NIO Performance Reports
e has had no systematic assessment of consumer satisfaction
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The following set of options for a revised KIQ/KEP program
offers various ways of structuring a program for the future. Each
in some way would improve upon the old system and, if well
implemented, would develop the KIQ/KEP system into a more
useful package for intelligence managers and overseers.
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Option One
This option would revise the KIQ procedure to provide internal
prioritization and limit the number of KIQs to be given special
emphasis in any one year. The revised procedures would provide
a more structured evaluation process.
Distinguishing Features
? IC Staff management.
o Distinguishes "Designated KIQs" for special attention;
limited to 15.^""~
e NIOs continue Strategy Reports for all KIQs and quantify
performance on Designated KIQs only.
o General KIQ performance evaluation prepared by IC Staff.
o CIRIS data excluded from process.
Management
Under this option, management of the KIQ/KEP program would
be the responsibility of the Office of Policy and Plans, IC Staff.
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The principal substantive support would be provided by the Office of
Performance Evaluation and Improvement and the NIOs.
KIQ Formulation and Operating Strategy
KIQs would continue to be formulated by the NIOs in consultation
with intelligence producers and consumers. The list would be issued
annually by the DCI with the advice of the NFIB. It is assumed that
the majority of questions would be repeats of previous years but
care should be taken to reflect current intelligence and policy needs.
Removal from the list would not necessarily reflect a change in
intelligence priority.
The list of KIQs normally would be expected to number no more
than 50. These would be prioritized according to the priority given
the related subject in DCID 1/2. In addition, several KIQs--with a
maximum of 15--would be "Designated" for particular emphasis by
collectors and/or producers over the coming year. Selection of
Designated KIQs would be based on:
e general high policy concern in relation to some phase of
the subject, e. g., MBFR, Yugoslavia succession;
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e continuing inability to resolve an intelligent issue, e. g. ,
missile accuracy, Soviet military expenditures; and
? v a need to energize a new field of high policy interest,
e. g. , international trade policy, terrorism, Africa, etc.
All listed KIQs are to receive the attention appropriate with
the priority indicated in DCID 1/2. In providing priority focus on
Designated KIQs, no resources would be taken off other KIQs if
such change affected the maintenance of satisfactory performance
on those KIQs.
Strategy Reports
Following promulgation of the KIQs, the NIOs would prepare
Strategy Reports through interagency forums. The IC Staff and
the NIOs would be responsible to develop a more rigorous format
for Strategy Reports to aid the performance evaluation program.
Strategy Reports for routine KIQs would generally conform to on-
going collection and production plans. Many could be looked upon as
an updating exercise. Those Strategy Reports concerning Designated
KIQs, however, would be expected toinitiate new collection requirements
and revised production plans or schedules and to specify experimental
analytic projects where appropriate.
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KIQ Evaluation Procedures
The revised KIQ evaluation process would replace the present
three stage process with a single performance evaluation by the
IC Staff. CIRIS data would not be included in this assessment but
might be analyzed using performance findings in some other IC study
in direct support of resource utilization studies.
The IC Staff evaluations would be in two sections, each somewhat
different in approach and purpose. The first section would evaluate
performance against the Designated KIQs. This evaluation would focus
on progress toward the goals outlined in the KIQs, noting achievements
and deficiencies. The second section would evaluate performance
against the remaining KIQs, grouped under substantive objectives
as at present, and would focus on the general level of performance
in response to continuing needs. All evaluations would be based upon
the assessment of performance as seen by the intelligence producers,
consumers, and the NIOs, and would contain recommendations for
improving performance.
? Producers would be asked to evaluate progress in terms
of the utility of collected data, general satisfaction with
collection performance and the value of collection resources.
They would also assess analytical progress generally, including
new research, data base improvements, significant findings,
and the creation of actionable intelligence.
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o Consumer satisfaction would be assessed in terms of
the responsiveness and timeliness of product and of ad hoc
support on issues related to the KIQs.
o The NIOs would be asked to assess overall intelligence
performance as viewed from the top and in relation to the
needs of the DCI. Data would be quantified for the Designated
KIQs as under the present system.
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Option Two
This option would continue the KIQ/KEP program along the lines
of the past year, but with full management responsibility within the
IC Staff. Resource expenditures would be eliminated from the
e valuation.
Distinguishing Features
o IC Staff management.
s KIQ system structured as at present; number of KIQs
limited to 50.
o NIOs continue KIQ Strategy Reports and Performance Reports.
o Evaluation process close to latest experiment by PAID.
o CIRIS data excluded from process.
Management
Under this option, management of the KIQ/KEP would be the
responsibility of the Office of Policy and Plans, IC Staff. The
principal substantive support would be provided by the Office of
Performance Evaluation and Improvement and the NIOs.
KIQ formulation and Operating Strategy
KIQs would continue to be formulated by the NIOs in consultation
with intelligence producers and consumers. The list would be issued
annually by the DCI with the advice of the NFIB. It is assumed that
the majority of questions would be repeats of previous years but. care
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should be taken to reflect current intelligence and policy needs.
The list of KIQs normally would be expected to number no more
than 50. The KIQ list would not be prioritized but KIQ s would be
grouped under a reasonable number of substantive objectives
(say 5 or 6). All KIQs would receive the attention appropriate
with the priority given that subject in DCID 1/2.
Strategy Reports
Following promulgation of the KIQs, the NIOs would prepare
Strategy Reports through interagency forums. The IC Staff and
the NIOs would be responsible to develop a more rigorous format
for Strategy Reports to aid the performance evaluation program.
Strategy Reports for routine KIQs would generally conform to on-
going collection and production plans. Many could be looked upon as
an updating exercise. But there should be an honest attempt each
year to change emphasis in collection and production plans to the
specific aspects of the question where improved performance is
needed. New KIQs would require a full baseline strategy.
KIQ Evaluation Procedures
The evaluation process would be similar to that attempted
this year within the Office of Performance Evaluation and Improvement
(OPEI). However, CIRIS data would not be used in this assessment.
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The NIOs would provide Performance Reports for each KIQ, based
on revised criteria developed jointly by the IC Staff and the NIOs.
A summary evaluation of Community performance would be prepared
by OPEI based upon the NIO Performance Reports, discussions with
consumers, producers and collectors, and the continuing review of
intelligence product by the Production Assessment and Improvement
Division (PAID).
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Option Three
This option would provide a truncated KIQ/KEP program by
limiting the number of KIQ Strategy Reports and eliminating the
annual evaluation of KIQ performance.
Distinguishing Features
* KIQ action substantially reduced.
o NIO management.
? All formal KIQ-related actions are responsibility of NIO.
o No formal evaluation of KIQ performance.
* CIRIS data excluded from process.
Management
Under this option management of the KIQ program would be the
responsibility of the office of D/DCI/NIO.
KIQ Formulation and Operating Strategy
KIQs would continue to be formulated by the NIOs in consultation
with intelligence producers and consumers. The list would be issued
annually by the DCI with the advice of the USIB. It is assumed that
the majority of questions would be repeats of previous years but
care should be taken to reflect current intelligence and policy needs.
Removal from the list would not necessarily reflect -a change in priority.
The list of KIQs normally would be expected to number no more
than 50. These would be prioritized according to the priority given
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the related subject in DCID 1/2. In addition, several KIQs--with a
maximum of 15--would be "designated" for particular emphasis by
collectors and/or producers over the coming year. Selection of
designated KIQs would be based on:
w general high policy concern in relation to some phase of
the subject, e. g., MBFR, Yugoslavia succession;
o continuing inability to resolve an intelligence issue, e. g.,
missile accuracy, Soviet military expenditures; and
e a need to energize a new field of high policy interest,
e. g. , international trade policy, terrorism, Africa, etc.
All listed KIQs are to receive the attention appropriate with
the priority indicated in DCID 1 /2. In providing priority focus on
Designated KIQs, no resources would be taken off other KIQs if
such change affected the maintenance of satisfactory performance
on those KIQs.
Strategy Reports
Following promulgation of the KIQs, the NIOs would prepare
Strategy Reports using interagency forums on the Designated KIQs
only. Strategy Reports would be expected to initiate new collection
requirements and revised production plans or schedules and to specify
experimental analytic projects where appropriate. For this reason. the
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NIOs should develop a more rigorous format for Strategy Reports so
that they, for their own purposes, can best measure Community
performance in regard to the Designated KIQs.
KIQ Evaluation Procedures
Under this option there would be no provision for an annual
review of KIQ performance. To the degree thought necessary to
assess action against priority needs, general observations on KIQ
performance would be included in the annual appraisals of consumer
satisfaction to be prepared by the IC Staff.
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Option Four
This option would simplify the KIQ procedure and concentrate
on strict management controls throughout the Community to improve
KIQ-related data for input in the CIRIS. The evaluation process would
be designed to eventually support resource studies and decisions.
Distinguishing Features
e IC Staff management.
o KIQs limited to 50; no internal prioritization.
? NIOs formulate KIQs. Strategy Reports and Performance
Reports eliminated.
? Stringent criteria established for all CIRIS data records
for developing firm inputs to resource decisions.
? IC evaluation of KIQ performance. Development of
techniques for eventual use of CIRIS data in KIQ evaluations.
Management
Under this option, management of the KIQ/KEP program would be
the responsibility of the Office of Policy and Plans, IC Staff. The
principal support would be provided by OPBD and OPEI.
KIQ Formulation and Operating Strategy
KIQs would continue to be formulated by the NIOs in consultation
with intelligence producers and consumers. The list would be issued
annually by the DCI with the advice of the NFIB. It is assumed that the
majority of questions would be repeats of previous years but care should
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be taken to reflect current intelligence and policy needs. Removal
from the list would not necessarily reflect a change in intelligence
priority.
The list of KIQs normally would be expected to number no more
than 50. These would be prioritized according to the priority given
the related subject in DCID I /Z.
Strategy Reports
Under this option the purpose of the KIQs is to specify the issues
and types of data that are currently of most concern within the topics
noted in.DCID 1/2. In this sense KIQs are advisory to consumers,
producers, collectors, and processors. Therefore, no interagency
Strategy Reports would be prepared but each intelligence component
would be expected to take appropriate actions to fulfill KIQ objectives.
KIQ Evaluation Procedures
Evaluation of KIQ performance would be the total responsibility
of the IC Staff, using entities of the Office of Program and Budget Developmen-
and the Office of Performance Evaluation and Improvement. Evaluations
would stress the development of techniques that would eventually support
resource decisions. The evaluations therefore would tend to offer
more quantitative data than the latest IC KIQ evaluation attempt.
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Under this option, there would be a special effort to develop
reporting criteria for CIRIS data that would allow better measurements
of the resource implications of the KIQs. Within the Staff, CIRIS
officers will work closely with collection and production elements of
OPEI to establish those reporting criteria that best suit evaluation
needs. Within the Community, the IC Staff would establish common
reporting standards and definitions that would provide comparable
performance records from all collection and production components.
The purpose of the above evaluation would be to provide data on
the expenditure implications of KIQ-related performance within the
O
Intelligence Community in order to better indicate comparative
performance, to better measure the total effort against Key Intelligence
Questions, to assess the comparative value of collection resources,
and to indicate the proportion of intelligence effort devoted to the KIQs.
Information of this type would be used primarily within the Staff in
support of IC responsibilities.
A more subjective evaluation of KIQ performance would be provided
in the annual evaluation of intelligence performance prepared by OPEI
to support the CFI and the DCIts Annual Report to the President.
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IC 76.2306
12 May 1976
Attached is the option paper on a follows-on
KIQ system that I discussed with you this
afternoon.
We are meeting on this Thursday afternoon.
If you have suggestions, you can either get them
to me or to and we will add them to
our discussion.
DC PAID
Attachment:
As stated
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