CHALLENGES AND OPPORTUNITIES FOR THE NEXT YEAR

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83M00914R002400110041-3
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 4
• Document Creation Date: December 20, 2016
• Document Release Date: March 13, 2007
• Sequence Number: 41
• Publication Date: January 22, 1982
• Content Type: MEMO

Approved For Release 2007/03/14: CIA-RDP83M00914R002400110041-3
6
Approved For Release 2007/03/14: CIA-RDP83M00914R002400110041-3
 Approved For Release 2007/03/1tpCY83M00914R002400110041-3
MEMORANDUM FOR: Director of Central Intelligence
VIA:
FROM:
Deputy Director of Central Intelligence
I
Director, Intelligence Community Staff
SUBJECT: Challenges and Opportunities for the Next Year (U)
1. The following are the areas where I believe the Intelligence
Community Staff (ICS) will face significant challenges as well as oppor-
tunities to improve Intelligence Community performance in the next year. (U)
1. Developing the Imagery Tasking System
II. Developing Joint Tasking Concepts and Systems
22 January 1982
 Approved For Release 2007/ M00914R002400110041-3
III. Retaining the Credibility of the Budget Process
The budget submissions coming from the Intelligence Community
have been carefully and tightly constructed. I believe part of our
success with OMB and the Congress has been due to that view. Although
the FY 1983 budget contains substantial real growth, it--like its
predecessors--is easily defensible. As real growth continues in_the
NFIP, however, we will need to ensure that the review given by the
budget at the program manager level and at the DCI level is so searching
that OMB and congressional review pose no serious problem. That will
require maintaining the collaborative relationships we developed with
the program managers this fall, but these relationships may be harder
to manage if we are projecting rates of growth less than the 20+ percent
provided in FY 1983. (S)
IV. Establishing the New Budget Process
The new capabilities programming and budgeting system offers the
prospect of linking the NFIP more clearly to objectives and outputs.
It offers a better way to review, present, and defend the budget
requests. However, we face a tight schedule and some jobs that are
hard to do, both organizationally and technically. (S)
V. Establishing a Coherent Planning Process
The 1985 Capabilities Study provides an opportunity to establish
an ongoing process to update and maintain the plan laid out in that
study. It provides an opportunity to cooperate with the planning
organizations in each of tte program offices--which are at different
levels of development--and to provide a forum in which good ideas can
be tossed up that can later be screened for inclusion in the program.
The Community has resisted past attempts to draw together their planning
processes. This was due both to the style of the attempts and to the
tensions between the DCI and the Secretary of Defense. This year we
hope to be able to take advantage of a changed atmosphere to establish
a meaningful planning process. (C)
VI. Encouraging and Supporting Needed Telecommunications
The communication systems that link the parts of the Intelligence
Community with each other and with users are deficient. Only a few of
these systems are under the complete control of the Community. An
important objective for the next year is to press forward with the
TOP SECRET
 Approved For Release 2007/03/? I 83M00914R002400110041-3
upgrades under way in Community-controlled facilities and to support
as strongly as possible the efforts of the DoD to organize and rebuild
the networks of theirs on which we rely. (Si
Distribution:
Cy 1 - DCI
Cy 2 - DDCI
Cy 3 - Executive Director/CIA
Cy 4 - Executive Registry
Cy 5 - D/ICS
Cy 6 - IC Registry
D/ICS
(22 January 1982)
TOP SECRET
Approved For Release 2007/03/14: CIA-RDP83M00914R002400110041-3