NATIONAL FOREIGN INTELLIGENCE PROGRAM MANAGEMENT OBJECTIVES FOR FY 1974

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82B00871R000100260002-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 19, 2016
• Document Release Date: October 19, 2005
• Sequence Number: 2
• Publication Date: December 14, 1973
• Content Type: REQ

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14 December 1973
National Foreign Intelligence Program
Management Objectives for FY 1974
Introduction
In my memorandum to the President (September 6, 1973)
on Objectives for the Intelligence Community, I specified a number
of goals which are appropriate for the IRAC context. These goals
were concentrated in two paragraphs: C, which dealt with the need
for a more efficient use of resources by the Community, and D,
which dealt with the need to review the assignment of intelligence
functions within the Community to eliminate inefficient, unnecessary
or out-moded activities.
Following the President's approval of the 6 September memorandum,
these objectives concerned with management and resource matters were
translated into a set of more detailed objectives which IRAC reviewed
and approved on 5 November.
The next action falls to Program Managers who, working within
their respective command channels and with my staff, will be asked
to produce implementing plans. These plans should specify actions,
tasks to be undertaken, and time schedules in a form which will
permit the Program Manager to report quarterly to IRAC on progress
and accomplishments.
A. Tasks to be coordinated by IRAC and implemented by Program
Managers:
1. Specify plans to apply analytic systems to evaluate
the comparative contributions and costs of individual collection,
processing and production activities aimed at satisfying
national foreign intelligence objectives. (Action: IC Staff)
2. Review national intelligence R&D programs to
explore new directions and techniques in both the hard
and soft sciences, to identify technological gaps and
resource deficiencies, to eliminate unnecessary duplication
of effort, and to provide the appropriate transfer of
technology across program and organizational boundaries.
(Action: R&D Council as an IRAC subcommittee)
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3. Seek more efficient compartmentation
procedures. (Action: USIB Security Committee)
4. Develop a system establishing an annual
financial plan against which Program Managers can
report to IRAC quarterly on current expenditures
and pertinent management actions. (Action: IRAC
W/G)
5. Explore the feasibility of achieving greater
resource flexibility across program lines and recommend
specific actions to obtain such flexibility. (Action:
IRAC W/G)
6. Identify and provide improvements in inter-
agency sharing and mutual assistance in logistics,
training, communications, data processing, and
administrative techniques. (Action: IRAC W/G)
7. Develop a program of resource-related studies
to guide management for the current and future pro-
gram years. (Action: IRAC W/G)
B. Tasks for which ASD (I) has the primary coordinating
responsibility:
1. Review DOD efforts to formulate recommendations
which:
(a) Identify and eliminate unnecessary overlap
or duplication between activities primarily serving
national requirements and those primarily serving
tactical requirements.
(b) Develop systematic interchange of product
to serve both national and tactical intelligence
purposes.
2. Monitor contingency plans for manpower reductions
for FY 1974-1978 within the Department of Defense intelligence
programs, and in concert with the DCI and USIB assess the
impact of such reductions on intelligence capabilities.
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3. Increase the usefulness and efficiency of the
Community On-Line Intelligence Exchange System (COINS)
through measures such as a planned sequence of funding
and the acquisition of advanced equipment compatible with
the overall system and the introduction of a qualitative
selection of accessible files.
C. Tasks for which the Program Managers have the primary
responsibility:
1. Develop and implement annual program and
periodic review procedures to examine programs and
projects against clearly stated objectives reflecting levels
of priority and measure progress toward such objectives.
2. Develop and implement evaluation and audit pro-
cedures which will identify for program and budget
decisions the proposed current and past balances between
resources required and the value of the output of
individual programs. (Action: IRAC W/G)
3. Develop career management objectives and
procedures within the context of departmental guidance.
4. Develop criteria for measuring productivity
and plans for enhancing it.
5. Promote research and development programs in
technical systems, remote control techniques, etc.,
which could lead to cost-effective manpower savings.
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