PERSPECTIVES AND GUIDANCE ON 1986

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85B01152R000500590001-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 6
• Document Creation Date: December 21, 2016
• Document Release Date: March 3, 2008
• Sequence Number: 1
• Publication Date: December 9, 1983
• Content Type: MEMO

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MVJORANDUM FOR: Deputy Director for Administration,/
Deputy Director for Intelligence
Deputy Director for Operations
Deputy Director for Science and Technology
Administrative Officer, DCI Area
SUBJECT: Perspectives and Guidance on 1986
1. As we begin work on the Agency's 1986 resource request, our effort
to develop the strongest possible program requires that we have a common
understanding of the future environment, our Agency-wide goals, and our
plans to achieve them. This memorandum discusses some of the factors that
will affect the 1986 program, and calls for actions to meet some needs that
you have already identified. It is intended to complement both the DCI
Community Guidance and CIA's updated long-range plan; they will be available
later. This guidance is limited to more immediate, near-term issues and is
designed to help
r,.....
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you
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Responding to the Demand for Intelligence in .a More Constrained Environment
2. The external reviews of the 1984 and 1985 CIA programs clearly
suggest that 1986 will bring a more constrained resource environment. The
Agency's rate of real growth is likely to decline, and we cannot expect
further large increases in our manpower. Even so, we must be prepared to
address a growing array of intelligence problems. We must also continue the
major ongoing programs that enhance basic intelligence collection,
processing, and support capabilities. And, CIA must remain flevih nough
to meet new intelligence and ___-__-
 3. It is clear that the demand for intelligence and the complexity of
the issues raised by US policymakers are unlikely to diminish in 1986. We
know what the key intelligence issues are. Our task is to convert our
recent growth to optimum performance against these targets. But
supplementing the regional and functional concerns that you have raised in
the latest long-range planning papers, I call to your attention the DCI's
wish to raise the priority accorded to counterterrorismF--]
4. The 1986 program should represent agreed substantive priorities that
are plainly stated in your initiatives. Your proposals should explicitly
describe their expected intelligence payoff and the relationship between an
initiative in one directorate and the work of another. Where several
offices in one directorate are pursuing similar substantive goals or
targets, you should combine these initiatives into themes at the directorate
level. There also are several areas, which are discussed below, that you
should consider as candidates for cross-directorate or Agency themes. You
may want to revise some directorate or Agency-wide themes that have become
somewhat shopworn in the last few years, but your decisions should be
governed by the intelligence work to be done. = 25X1
5. The growth in our base and the scale of our commitment to a number
of major ongoing initiatives demand that we also examine these two elements
of our program in preparing for 1986. The need for a flexible CIA base
program to meet unforeseen demands is obviously important. Nonetheless, we
must be confident--and able to defend the fact--that the base reflects our
priorities and does not include marginal or outdated activities. This also
holds true for the resources committed to ongoing initiatives, which
represent more than one fourth of the resources requested for 1985. You
should develop alternatives for these programs that show how we might handle
changes in substantive priorities or general resource constraints. The
Comptroller will revie base program and ongoing initiatives in
January/February 1984. 25X1
Priorities for 1986
6. In general, you have indicated that if the 1985 program holds, your
1986 requests for position growth will be modest. Therefore, your proposals
for 1986 should be designed to correct imbalances rather than to increase
significantly our manpower resources. The major problem we need to confront
in 1986 is assimilating employees acquired in the past several years and
fostering their productivity. As a consequence, you should consider:
Training programs to provide specialized skills in fields such as
data processing, economics, engineering, and other technical
disciplines. In these and other areas your programs should foster
continued employee growth and job satisfaction.
- The impact of changes in the office environment brought on by ADP
systems and office automation. Proposals should address the
evolving role of the secretary, the need for database managers,
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research assistants, and other personnel to feed the new systems and
help us to use them wisely.
Agency-wide initiatives to improve the work environment. We must
mitigate the effects of crowding and remove other impediments to
productivity through creative use of workspace and the redesign of
office surroundings.
substantive and training purposes.
7. We have also begun a number of large ADP projects to support
collection and analysis. The projected aggregate investment for the next
several years, and the pace of technological change in this area, demand
strong, attentive management. Where our activities have similar purposes,
we must ensure that we have shared our approaches, as well as our technology
and software. You should consider:
-- The need for managers and management systems to plan, develop, and
implement complex ADP and office automation systems. Directorate
requirements should dominate, but they should not lead us down
unnecessarily redundant development paths.
- The need for continuous evolution of our ADP/office automation
capabilities in order to improve the quality and timeliness of our
work at all levels.
-- The need to develop, where appropriate, multi-component databases.
-- The need for a large scientific computer for the DDI and the DDSF,T.
- The continuing need to enhance large systems such as SAFE and the
multi-directorate publishing network, and to develop artificial
intelligence applications to `'7rt high volume collection and
complex analytic activities.
8. In addition to human resources and ADP, the following substantive
intelligence priorities should be considered as candidates for cross-
directorate themes in your 1986 programs:
-- CIA's role in providing economic intelligence to the US Government
has grown dramatically since the early 1970s and will continue to
expand. Technical innovations in collection, including several
large volume collection operations, could require further major
investments in both processing and analysis. These new programs call
for an integrated Agency strategy to provide resources and establish
priorities. As part of its current effort to review and make
recommendations on an economic intelligence strategy for CIA, the
DDI should lead the development of an economic intelligence strategy
that includes collection, processing, and analysis.
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Completion of the new Headquarters building will consolidate a wide
variety of functions in the expanded Headquarters compound,
requiring us to take account of the effect of these changes in both
our old Headquarters facility and the new building. Initiatives
soul support technological compatibility between the
communications systems in the two structures. You should examine
other practical problems, such as barriers to face-to-face
communications, that may divide the Agency, even between the east
-- Assure that any new ADP programs are compatible with the SAFE system
and that resources are provided for further software enhancements to
realize the full potential of SAFE.
- Study the need for an overarching database system to provide access
to NIS-like data for all countries.