DCI ANNUAL REPORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80M00596A000300010028-3
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 4
• Document Creation Date: December 16, 2016
• Document Release Date: September 29, 2004
• Sequence Number: 28
• Publication Date: November 22, 1978
• Content Type: MF

Approved For Release 2004/10/12 CIA-RDP80M00596A000300010028-3
DCI/RM 78-4007
22 November 1978
Acting Director, Program Guidance Office
erector, Program and Budget Office
SUBJECT: DCI Annual Report
1. In response to your memorandum, Serial DCI/ICS 78-1205,
concerning, input for the DCI annual report, and subsequent discussions
by members of m y staff with your action officer I under-
stand we have reached agreement on what inputs W i l l provide for use
in the development of the report.
? First, I have informed my Program Monitors that as
completes sections of the report dealing with budgetary matter
she will discuss her draft text with the concerned Monitor.
and I will review all of the final drafts.
Second, I have asked the Chief of the Data Support Group to prepare
a set of budgetary graphics and additional displays from CIRIS
for your use, if you wish, within the report.
? Third, I have asked I Ito directly
contact concerning your request for more data on IRA, the
FBI's counterintelligence program and the State INR program.
? Fourth the following comments are appropriate to the paragraphs
where has indicated she would like PBO views:
a. Paragraph 2: "We will rely on you for our principal guidance
on calendar 1978 experience in use of the DCI's budget authority.
How has it worked out in practice?" '
During 1978 we have completed the transition to budget
development using the new DCI authorities as outlined in
E.O. 12036 and have encountered little resistance either in
Community acceptance.or in compliance with the new centrali-
zation of budget authority in the DCI. This new authority
has given the DCI mere real control in the formulation of the
NFIP program and, as a commendable side effect, has promoted a
Community spirit for developing the best overall NFIP for
Executive and Congressional consideration, regardless of which
component receives the major emphasis.
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SUBJECT: DCI Annual Report
There are, of course, certain areas of E.O. implementation
which are still being developed and which pertain to DCI and
departmental responsibilities. The most pressing is to
establish a viable dimension concerning the role of the DCI in
budget execution. Though the E.O. assigns the DCI with central
budget authority, it does not define that budget execution is
the sole responsibility of the DCI. Rather., the E.O. describes
DCI monitorship of budget implementation, but indicates that the
day-to-day operation'and administration of the NFIP components
remain within the particular departments. Thus a certain
ambiguity exists as to DCI authority in budget execution.
The concentration in both program and budget development
on scrubbing the big dollar items does translate into general
NFIP effectiveness. The proposed acquisition of large systems
must be reviewed carefully due to the dollar amounts involved
and the future commitment of spending streams. However, this does
not mean that the rest. of the NFIP programs, both sustaining and
proposed, do not receive a thorough review. Though not of issue
proportions, these items are examined carefully and where not
justified are recommended to the DCI for rejection. In general,
the DCI has sustained such RMS recommendations.
In our relations with other members of the Executive, as well
as the Staffs and members of Congress, we have found that there is
no single way of presenting our programs. Each presentation, either
written or oral, to some extent must be tailored to the particular
audience, must be complete and factual, and non-contradictory
between its components.
The new E.O. has provided for enhanced DCI influence and
authority within the Intelligence Community. This year we have
noted a more general acceptance of DCI budgetary decisions. The
climate this year has been one of tacit acceptance and extensive
cooperation.
b. Paragraph 3: ..what would we propose the DCI say in his
annual report about his experience with his new budget authority...
We suggest that a short statement be made by the DCI indicating
that the new E.O. has aided in promoting fuller Community
cohesiveness regarding NFIP budget development.' That centralizing
the budgetary authority within the NFIP is permitting a closer
examination of the many parts of the Foreign Intelligence Program
and ensuring that programs which are submitted for review are
non-duplicative and which, if approved, provide for a tangible
improvement in our intelligence process.
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 Approved For Release 2004/10/12 : CIA-RDP80M00596A000300010028-3
SUBJECT: DCI Annual Report
may be of any further assistance, please contact
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