LONG-RANGE PLANNING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89G00720R000100020018-9
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 4
• Document Creation Date: December 22, 2016
• Document Release Date: March 1, 2011
• Sequence Number: 18
• Publication Date: May 7, 1980
• Content Type: MEMO

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7 May 1980
MEMORANDUM FOR THE DIRECTOR
FROM: Executive Assistant
SUBJECT: Long-range Planning
("'~bv-, aY r o w>
1. On Thursday, the Executive Committee will meet to discuss an ExComm
Staff proposal attached) for an Agency planning process. Because of your
special interest in long-range planning (and the inadequacies of such planning
at the Agency), I believe you should review this paper and speak with Frank
prior to the ExComm meeting.
2. The paper sets forth four options for Agency planning ranging from
a fully decentralized system with minimum DCI/DDCI role (Option I) through
a fully centralized system including establishment of a DCI/DDCI formal
planning board which would provide specific planning guidance to the Directorates
through the DCI/DDCI (Option IV). Option II represents the current system and
Option III (the recommended course) proposes building on existing processes--
that is, establishment of an Agency-wide mechanism to better integrate and
guide the current heavily decentralized planning system.
3. I believe this paper reflects very much the fact that it was put
together, as acknowledged, not just by the ExComm Staff but also with the
deep involvement of Directorate planning chiefs. The result is a proposal
that protects as much as possible the existing, Directorate-specific system
and exhibits considerable disdain for a wider DCI/DDCI role in Agency planning
and for Agency-wide planning in general. For example, in reference to Option IV
(fully centralized system), the paper states, "The DCI/DDCI span of control
would be further broadened, and their control over Directorate-level planning
probably enhanced beyond acceotable levels." (One might ask "acceptable to whom?)
I am deeply concerned that his approach will set in motion development of an
Agency planning process that the paper itself acknowledges is likely to be
unsatisfactory. To wit, on page 6, in reference to recommended Option III,
the authors note, "A possible disadvantage of the proposed process is that
adding this responsibility incrementally to those of currently existing staffs
may result in an inadequate product." You have referred repeatedly to the
need for a genuine Agency-wide long-range planning process or system.
Option III preserves the fundamental elements of the present, four-Directorate
planning process with only a veneer of Agency-wide planning.
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4. Such a system as that recommended in Option III would not, it seems
to me, address fundamental, cross-Directorate substantive questions. Could
it effectively address whether overall resources in both collection and
analysis need to be redirected more toward economic intelligence and sub-
stantially increasing the capabilities and size of OER? Could this type of
system produce an overall Agency plan for crisis management in the years
ahead? Other such questions easily come to mind, and include:
5. My impression is that the existing process, including the ExComm and
its staff, is heavily weighted toward budgetary and management issues without
sufficient attention to the substance of our work as suggested above, as well
as trade-offs between technical and human collectors, overseas problems, and
so forth. The ExComm seems to do very well in issues such as pay, computer
usage, recruitment, and so forth. But the approach the ExComm Staff recommends
for the new Agency planning process in my view retains far too much decentrali-
zation; denies the DCI/DDCI a central role; relegates long-range Agency planning
to a part-time function for all planners but the ExComm Staff; and likely would
not bring sufficient focus to bear on substantive vs. budget/management issues.
What is needed, in my view, is a full-time, interdirectorate long-range planning/
policy planning staff. The core of such a staff probably is best to be found
in the ExComm Staff--which would need to be expanded somewhat to give it the
capability to address the type of issues cited above and that you have in mind.
The RMS group under is not appropriate for this CIA role and neither
is the presently constituted x omm Staff. Establishing a policy/planning staff
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is one of the goals and I recommended you take on with priority. This
would be a lasting c ange and a good one if done correctly. It also is a good
place to get a foothold for the "one-Agency" concept. ~cA
centralized planning organization, with subordinate Directorate planning
staffs, is essential. The DCI/DDCI must have the last word on planning for
the future.
6. I recommend that you either attend the ExComm meeting tomorrow after-
noon or at least speak to Frank to express your concern with the shortcomings
of the recommended option in the planning paper, and to convey your general
preference for a planning system more in the direction of Option IV (a full-
time centralized system) than Option III (the present system with add-ons),
and why.
Ro er Gates
P S. 7 ;s error..54,, /d eM &_ ~cwsu c.L cu~
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STAT
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