DCI RESOURCE REVIEW PROPOSED OPERATING PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82M00531R000400170001-6
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 12
• Document Creation Date: December 16, 2016
• Document Release Date: June 6, 2005
• Sequence Number: 1
• Publication Date: June 27, 1973
• Content Type: REQ

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DRAFT
Z7 June 1973
Proposed Operating Plan
Introduction ~,
1. This paper proposes an operating plan designed
to help -the DCI accomplish the intelligence community
program and resource review tasks assigned to him by
the President in November 1971. The plan assumes that
the DCI will, chair a vigorous Intelligence Resources
Advisory Committee (IRAC) which will assist him in develop-
ing acoherent National Intelligence Program and Budget.
The plan calls for the DCI and IRAC to undertake certain
recurring actions which are outlined below .
Objectives
2. In January of each year, the DCi will issue
a set of national intelligence objectives. These objectives
will usually be attainable within a one to two year period,
and they will form the basis for individual program
objectives. Progress in meeting bath the DCI objectives
and the objectives of individual program managers will
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be monitored by DCI/IRAC on a quarterly basis .
Planning Guidance/Conference
3. Planning Guidance yvill be drafted by the
IC Staff for the DCI by December of each year. The
Staff will consult. with program managers and other senior
officials in the course of its preparation and present
the draft to the IRAC Working Group for comments .
The Planning Guidance will reflect the DCI objectives
and the principal recommendations contained in the NIPM .
It will forecast priorities and identify intelligence needs,
gaps, and trends. It may also suggest areas for study
by departments or agencies. Normally, it will not address
specific fiscal levels for programs. However, the fiscal
and manpower assumptions on which the guidance is
based- will be evident and generally in harmony with
fiscal guidance provided to the respective intelligence
program managers by C}MB or Departmental Authorities.
4. The DCI expects to chair a Planning Conference
during the first quarter of each year . Conference participantsX
will include key principals and, as appropriate to the
subject matter] may include intelligence community program
managers or service chiefs and the D/DCI/IC . During
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this conference, operating strategies and issues arising
from the DCi[s national intelligence objectives which have
an impact on the planning period will be reviewed, discussed
and clarified. A program of study and action to implement
the planning guidance should result from the conference .
Fiscal Guidance
5. During January and February of each year,
the DCI/IC Staff plans to work with CIA, with DOD~s
ASD (I) , ASD (C) , and Deputy Director for Plans and
Evaluation CDDR&E) , and with the program managers
as appropriate in developing substantive intelligence
criteria for fiscal guidance for all national intelligence
entities and intelligence related activities .
Spedal Studies
6. Two types of studies will be undertaken in
support of DCI/I~,AC program and issue evaluation functions,
cross-program studies and ad hoc issue studies. The
first type -- cross-program studies -- will address the
community's .mix of programs, performance, and costs
in connection with specific intelligence targets. The DCI
has directed that, in general, task teams from existing
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agencies or mechanisms will consider such issues which
will be few in number. The analytic approach will stress
evaluation and will consider:
(1) The current and projected
intelligence task (s) for the next several
years;
(2) An identification of the
intelligence resources depluyed
against these tasks , their costs ,
and their relative effectiveness;
(3) Major gaps in intelligence
coverage and proposed alternatives
for eliminating such deficiencies;
(4) Changes in emphasis that
could alter the picture , including
technological options in collection
or analytical programs; and
(5) The development of collection
strategies and options in the allocation
of resources together with the funding -
and manpower implications such
strategies and options would involve.
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7. Each task team will include substantive experts
from those elements within the community most closely
associated with the matter under study. The DCI/IC
and ASD (I) will provide working space and, support .
Team chairmen will be determined by the principals
involved and/or in consultation with IRAC . Team
conclusions will not affect a parent agency's option to
disagree with the findings and/or to have its objections
stated to the DCI/IR.AC and included in formal reports.
$ . Task team studies will provide an important
input to DCI/IRAC considerations connected with setting
resource priorities, performance standards, and budgetary
recommendations. Task teams will report to DCI/IRAC
as frequently as necessary. Studies should normally
be completed in time to be useful to DCI/II1.AC in the
resource decision process.
9. The second type of study -- the ad hoc issue
study -- will grow out of issues which arise from time
to time in the course of normal operations . Analysis
of such. ad hoc issues can also provide the basis for
resource decisions. The DCI/IC Staff will participate
where appropriate . Issues falling into this category
might include:
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a . An issue within the
particular study competence of
a USIB Committee;
b . A relatively small ,
resource-related issue which
generally would not cut across
more than one program . Such
an issue might best be handled
informally by a DCI/IC Program.
Team, ASD (I)'s staff, and/or OMB,
working through the programming
mechanism of the agency involved;
c . Cross-program analysis
directed at qualitative or quanti-
tative assessments in such. matters
as manpower productivity, training,
security, and management systems.
Program Reviews
10. The DCI must have aneffective means for
reviewing the activities of the intelligence community
in order to .identify and assist in the resolution of major
intelligence program issues, to recommend the appropriate
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allocation of resources, and prepare a National Intelligence
Program tilemorandum for the President. A thorough
understanding of community activities and their related
costs is essential. This will require participation --
including specific inputs -- by DCI representatives in
the several review processes of the Departments and
Agencies and provision of dared support to the DCi
in his role as Chairman of IRAC and EXCOM .
11. The DCI/IC Staff will be responsible for
participating in these program and budget reviews .
One or two man DCI/IC program teams have been
specifically identified to intelligence program managers,
accredited to their respective areas, and provided with
necessary clearances. The teams will be involved in
each step of the review process for ail National Intelligence
Programs, and they will work with ASD (I) on DOD's
intelligence related activities and with CIA and State .
Team members will develop the DCI's position on program
issues through appropriate .mechanisms, including USIB.
j They will also be responsible for data on their respective
programs required for IRAC , and they will participate
in drafting and coordinating Planning Guidance, Congressional
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Presentations, and the National Intelligence Program Budget
provided to the President through tiMB each fall. Team
leaders wilt represent the DCI in their coverage and
will have access to the program and resource information
needed to respond to the President's directives. The
program teams will also assist in the maintenance by
the- DCI of a management information center in which
study results, information displays,. etc., will. be available
for use by the DCI and appropriate community officials..
DCI/IRAC Pra am Reviews
12. The DCI/IRAC will be kept informed of the
status of intelligence programs at key decision paints
in the program/budget review process. -- August, November,
February and May . Every effort will be made to avoid
conflicts with t~.e timing of existing reviews . The Chairman
of the IRAC Working Group will provide requirements,
format, .and timing for presentations by Program Managers
after consulting with ASD (I) , OMB and the planning
and comptroller representatives of the various programs.
13. In general, the DCI will ask program managers
to .present to .the IRAC quarterly statements of priorities
and objectives and periodic status reports on progress.
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Significant short falls should be explained,. and alternative
program and resource strategies to overcome them should
be suggested. Major categories of output and the principal
consumers of that output should be identified. Steps
taken to determine consumer needs and to ascertain the
degree of consumer satisfaction should be outiined.~
The presentations should identify resource issues of
consequence to the DCI objectives . They should also
address progress on ad hoc studies, The IRAC Working
Group will monitor progress on task team crass-program
studies ~ The presentations should include descriptions
of current year program, financing, and manpower plans,
and these should be related to objectives and performance
milestones . These sessions should also be useful for
discussing specific management strategies and for developing
subject matter far more concentrated attention at the
DCIxs spring Planning Conference.
Bu_ dget and Appropriation/.Apportionment Reviews
14. DCI/IC program team members will attend
budget review sessions . This will help assure DCI
inputs .and appropriate involvement in last minute
adjustments .resulting from Congressional appropriation
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action on the current year budget or from executive
branch or departmental decisions affecting program levels,
personnei, or organization for the budget year. If
Congressional action on community appropriation requests
has significant resource implications, a special meeting
of IR.AC can be called by the DCI to consider options
and trade-offs available.. The DCI will confer with OMB
and the Secretary of Defense on any substantive changes
in program mix he believes should be considered prior
to apportionment action by OMB .
National Intelligence Program Memorandum or
Budget (NIPM)
15. The President's. November 1971 directive
charged the DCI with providing "an annual detailed
review of the needs and performance of the intelligence
community." Pursuant to .this directive, the DCI/IC
Staff will prepare a NIPM or Budget for DCI approval
during the final quarter of each year . In the course
of its preparation, the Staff may dascuss its focus with
IIZAC members and incorporate appropriate conclusions
of special studies .
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16 . In broad terms , the NIPM or Budget will
provide a substantive input to the resource allacation
process . It will be a vehicle -for expressing DCI views
on priorities, needs, performance, and resource levels.
The NIPM will be forwarded to the President through
the Director , OMB . ,~
DCi Intelligence Memorandum
17. The DCI Intelligence Memorandum will be
a brief, personal report by the DCI to the President.
The content and timing of this communication will be
designed to focus Presidential attention on optional National
Intelligence Program levels and selected substantive intelligence
issues . The report will comment only on matters which
require Presidential attention ar guidance .
DCI Congressional Presentation
18. The DCI/IC Staff will prepare the DCI~s presen-
tation to .Congress on the National Intelligence Program.
The format and content of the speech will be patterned
after- the desires of the DCI and the Congressional Committees.
It will provide Congress with a view of costs, performance,
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and objectives of the various programs as they are presented
in the President's budget.
Intelligence Community Comptroller
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