FOLLOW-ON ACTIONS TO THE 'PERSPECTIVES'

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80M01082A000800110021-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 12
• Document Creation Date: December 15, 2016
• Document Release Date: May 6, 2004
• Sequence Number: 21
• Publication Date: August 20, 1974
• Content Type: MF

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 SECRET
DCI/IC 74-1.099
20 August 1974
M' E DRANDUM FOR:
VIA
SUBJECT
REFERENCES Memo of 2 August 1974
Subject a ove
DCI's "Perspectives for Intelligence 1975-1980"
1. This memorandum is indirect response to
memo cited above, in which he asked that I complete a draft: of
the attached form, filling in the names of the primary entities
within the Intelligence Community who would take responsibility
for follow-on actions outlined in the DCI's 'Perspectives for
Intelligence 1975-1980" and indicate who on the IC Staff should
monitor those actions.
2. In the preparation of this proposed work plan, I was
guided by several statements outlined in the "Perspectives" that
are worth restatement:
a. The "Perspectives for Intelligence 1975-1980"
were issued by the DCI to provide general guidance for
planning for all elements of the Intelligence Community
for the next five years. Therefore, I assume:
(1) The "Perspectives" will be revised and
up-dated annually;
(2) The up-date will be accomplished by the
IC Staff; and
(3) The primary responsibility for insuring
that follow-on actions are taken on a community
wide basis will fall to the IC Staff;
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b. The "Perspectives" are focused primarily on major
national intelligence problems and guidance. They recog-
nize but do not deal extensively with three additional
categories of important problems:
(1) Continuing lower priority national responsi-
bilities which must be satisfied with a limited allocation
of resources;
(2) Departmental or tactical intelligence support
of civilian and military elements of the United States
Government. This will also require continuing invest-
ment of attention and resources;
(3) Unexpected problems or crises which can pose
major political, economic or security problems to the
United States. To the extent that these requirements
cannot be met by reallocation of resources from less
urgent activities, some reserve capability ;nest be
included in planning to meet them.
3. I have intentionally drawn up the work plan to allow for
maximum flexibility on the part of the IC Staff and to ensure that
those entities of the Intelligence Community which the DCI has the
most influence are used to accomplish the "actions" in the
Perspectives.
4. Rather than detail a schedule of events and specific actions
that the IC Staff and/or Intelligence Community could/should take
over the next 1-5 years.my approach was to identify, what appeared
to be, organizational entities who have been or who should be
looking at these problems, but with the guidance and control of
the IC Staff in all cases.
S. After your review of the attached, I recommend that:
a. A staff meeting be called to discuss the proposed
work plan;
.. b. These actions be drawn up by graphics and displayed
in the IC Tank;
c. A detailed work plan for each study or action be
drawn up by the respective IC Division Chief and approval
be given by the D/DCI/IC to commence the effort;
SECRET,
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d. Each work plan or study effort should answer four
questions:
(1) When will the action be initated;
(2) How long will it take to accomplish;
DCI/IC/CS
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(3) What will be the tool of measurement to
evaluate progress on the accomplishment of the
task; and
(4) How much is it going to cost in manpower/
money to accomplish the task?
6. In my view, the specific actions should be tied to the
Director's Objectives submitted to the President,if possible.
If this is not practical, they may well be candidates for
objectives in future years.
7. In addition, the format of the actions should resemble
that of the Key Intelligence Questions for fiscal year 1975,
that is, pose the "actions" in the Perspective in the form of an
objective.statement.followed by specific actions to be taken and
milestones to be reached.
and the D/DCI/IC agree.
8. The Intelligence Community staff responsibility, in each
case, is the same and would be modified as the Division Chiefs
Attachments:
(1) Referenced Memo of 2 August 1974
(2) Format in identifying follow-on to the "actions"
listed in the "Perspectives for Intelligence, 1975-1980"
Distribution:
Orig. - Addressee, via
1 - IC Registryv/
1 - CS Subject
1 - CS Chrono, w/o attachments
1 Chrono _
SECRET,
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 SECRET
RESPONSIBILITY FOR FOLLOW-ON TO II
111k, ACTI NS"
LISTED IN TI-I,E ''.PERSPECTIVES FOR CE, 19
75-198011975-1980"
Collection VS. Exploitation
Initiate study and planning concerning:
a. The rapid processing of raw informa-
tion received, including the selection
and discard of non-essential material
at the earliest possible time, identifi-
cation and accelerated dissemination
of critical material, and the reduction
of manpower and investment devoted
to lower priority material;
b. Development of improved techniques
and disciplines of analysis and pro-
duction;
c. Development of improved methods of
presentation.
Demands vs. Resources
Initiate study and planning to:
a. Increase flexibility of responses to
changes in priorities for intelligence
coverage;
ID. Identify areas in which intelligence
coverage can be reduced to a base-
line maintenance level, pcrmitti
rapid augmentation in casepofove`or Re
increased need;
USIB-COMIREX/SIGINT
Committees IHC
NSA
CIA-NPIC
USIB-Intelligence Information I PEW
H
dli
an
ng Committee
IRAC - Intelligence Research
Development Council
USIB - Intelligence Information I PEW
USIB-COMIREX/CCPC/SIGINT I CPAD
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Primary
Rr~c~inv~,l,_
olau ttesponsibility * see
 Demand55 vs. Resources (continued)
c. Examine techniques by which national
programs can contribute better to
departmental needs and vice versa;
d. Examine areas subject to overt and
human source collection, reducing
the need for clandestine or technical
operations;
e. Develop programs to improve the
productivity of intelligence resources
in qualitative terms;
f. Review possibilities of greater foreign
contributions to US intelligence, and
prepare for contingent changes in
present program;
Examine possibilities of increased
utilization of intelligence through
sanitization, wider dissemination,
etc. ;
1i. Examine possibilities of greater
utilization of reserve military intelli-
gence organizations in performing
non-tune-sensitive intelligence tasks.
National/Tactical Intelligence
Interface Study
USIR-H iman
oLazr. It CSp011s ibility
USIB-ICCPC
DIA-DDI/DDE
CIA-DDI/DDS&T
USIB-Security Committee I CS/S
.ASD/I + DIA/NSA
USIB-Military Intelligence Chiefs
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 _l_CC~1111C;d~. ;iyStf,TY1S
Initiate study and plan to:
a. Identify technological trends in target
complexes which will close off access
and initiate planning for upgrading
current collection and processing
systems to assure future coverage;
b. Research and develop new techniques
of collection and processing to
capitalize on technological change to
give access and coverage to new
targets of importance;
c. Ensure that substantive intelligence
need rather than technological
improvement momenta drives invest
anent in upgrading or replacing cur-
rently operating and productive
systems.
Requirements and Evaluation
Initiate study and planning to:
a. Interrelate the procedures at
tactical, departmental and national
levels for generating requirements,
so as to ensure optimum satisfaction
of each;
!11tLLv r) 1. 4-1 1."
USIB-
COMIREX/SIGINT Committees
IHC (?)
IRAC RFD Council with
USIB- II-IC
COMIREX/SIGINT Committees I CPAD/PRD
DIA-DP/DI
NSA -
CIA-DDS&T/DDI
OSD/JCS/ICS
National/Tactical Intelligence
Interface Study
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 U, Improve communication among inl:elli-
gence users, producers and collectors
to reduce bureaucratic rigidities and
improve the responsiveness and
flexibility of the intelligence machiner
at all levels;
c. Produce periodic evaluations of the
products and performance of the
Intelligence Community against Curren
primary or maintenance level require-
ments;
d. Develop orderly procedures for
evaluating user satisfaction and dis-
satisfaction with intelligence products.
Manpower Implications
Study and plan to:
a. A.ssure that training and fami]-iarizatio
are undertaken in new methods of
collection, analysis and production,
particularly in the use of new technical
capabilities to increase productivity
and precision and save manpower;
b. Develop selection and training pro-
grams in those foreign languages
and cultures which will be important
intelligence targets of the particular
agency in the 1975-1980 time frame
(especially Russian and Chinese);
RET
:l ;.ut:i or Entities
NIO's-
KIQ/KEP or alternative
measurement system.
NIO's
KIQ/KEP
Joint ICS/ASDI Study
with OTR/DIS/NCS on
working group +
IRAC RFD Council
Joint ICS/ASDI Study
with ORE/DIS/NCS on
Working Group
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.I.ci(ulii,
L.al'f y
PRD/CSS
PRD/CSS
 Action
M~uzLwer_tmplications (continued)
c. Ensure the availability of technical
and academi.c talents and expertise
in the subjects which will be of
importance in the years 1975-1980,
e. g. , economics;
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cC LL
ci. 1 :legibly reduce manpower commit-
ments to lower priority activities
and reduce (or reorient to new require
rnents) the persons freed by such
change in priority; .
e. Develop,and apply affirmative action
plans for equal employment oppor-
tunity.
NOTE:. IC Staff Responsibilities Includ
(1)
Draft terms of reference fo
(2) Chair, attend and/or monito
Identify specific milestones
Prepare and submit quarterl
Link, where possible, "actio
Clearly identify how long
_ .('r:i.fll.LL ry 11 0r`sp0.11,,ible
Joint ICS/ASDT Study
PRD/CSS
USIB Principals/IRAC.
DIA
CIA
NSA
USIB Principals/IRAC
MPRRD/CSS
MPRRD/CSS
each study or plan;
the follow-on actions of the study r planning meetings;
for each action;
reports on the progress of. the stud or planning effort;
is" with DCI's Objectives for the In elligence community;
will take and how much it will cost to accomplish each action.
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