DCI REQUEST FOR LONG-RANGE PLANNING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90G01359R000300030014-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 22, 2016
• Document Release Date: August 24, 2011
• Sequence Number: 14
• Publication Date: June 17, 1986
• Content Type: MEMO

Sanitized Copy Approved for Release 2011/08/24: CIA-RDP90GO1359R000300030014-9
17 June 1986
MEMORANDUM FOR: Associate Deputy Director for Intelligence
Director, 0 ice of European Analysis
SUBJECT: DCI Request for Long-Range Planning
1. Regarding EURA initiatives for long-term improvements I will be
concentrating on the following:
Research plans. We want to look ahead five years, identify
the types o questions which policymakers are likely to be
asking us, and get ourselves in shape to answer those
questions -- both in terms of having the necessary
information and having done enough thinking (i.e. analyses)
to address issues intelligently. To be done right, this
type of examination will necessitate the involvement of key
policymakers in Washington and in US embassies. It will,
therefore, take some time to do, but should be finished by
the time we produce the FY-88 research plan. After that,
annual updates will be required.
-- More aggressive driving of collection.
- Using the inputs from policymakers mentioned above to
establish the long-range information needs and
translating those needs into collection requirements.
- Upon establishing the annual research plan, looking at
additional collection that might be useful and that
should be started while RPs or IAs are still in the
conceptual stage.
- Upon completion of an RP/IA make a stronger effort to
identify collection gaps and to make these gaps known
to the collectors (while simultaneously letting
collectors know which of their previous efforts
contributed significantly to the just completed RP or
IA).
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2. Regarding Directorate initiatives:
-- Broaden cooperation between the DI and DO. More intensive
driving of collection will help, but rotational assignments
between DI and DO will contribute even more to establishing
the right kind of climate. Cross fertilization would be
especially helpful at lower levels where analysts serving
in Headquarters or the field can help to put collection
activities in a broader analytical framework and collectors
serving in the DI can make analysts aware of possible short
and long-term collection opportunities.
Work harder on rewarding and retaining good analysts who
are not attracted by the management track. Important
strides have already been in that direction, but many
analysts still feel that they will be perceived as having
failed if they do not make branch chief or above. The
situation will be hard to change in light of the
"management culture" that prevails in most government
agencies. It will have to be kept at the forefront of our
concerns, though, if we want to retain people who are deep
thinkers and good writers, but not necessarily good
managers. This problem will become more acute in the years
ahead as there will not be enough managerial positions for
all the talent we have hired in the last few years competes
for higher jobs and grades. We will want to manage that
competition so that we keep the people we regard as really
strong.
Lay out a sound program for the day when electro
dissemination and immediate consumer feedback come to
pass. The great danger is that the value of this
development could be negated by the absorption of too many
resources for current intelligence and overdecentralization
of analytical work (i.e. the provision of analysis to
high-level policymakers without any sort of product review).
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3. I make no pretense that any of these initiatives are entirely new
or world-shaking. Still, they seem to me to offer some promising
possibilities. As a last point I would also like to caution that none of
them can really be implemented overnight. They need time, both at the
conceptualization and the implementation stage, in order to be carried
out in an effective way. I therefore stress that they are, to quote the
Director, "efforts to bring about longer range strengthening of the
organization. . .".
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