POINT WITH RESPECT TO PLANNING MADE IN CONVERSATION WITH DDCI, 18 OCTOBER 1965

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP76B00952R000100080005-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 12, 2016
• Document Release Date: April 29, 2002
• Sequence Number: 5
• Publication Date: January 1, 1965
• Content Type: MF

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puty Director of Central intelligence
Point with respect to planning made in
conversation with MCI, 18 October 1965
1. At a meeting in the Director's conference room,
1100, 18 October 1965, chaired by the Executive Director-.
Comptrollers -a new planning, programming and budgeting cycle
was unveiled before representatives of the several directo-
rates. A color chart was displayed with black and white
Copies. to all those present which outlined a 12 month ?cyclo
beginning this month and running until 30 September 1966.
it appears to be an excellent procedure, controlled by:
budgetary and fiscal planners. It calls for a cycle that
moves up and down in a range from.Deputy Directors Ihrough
the Office of Planning, Programming and Budgeting thence
to the Executive Director-Comptroller and then up to the
Director. The first critical juncture in the process calls
for approval of program planning guidance in January 1966,
then approval of and forwarding a five year forecast to the
Bureau of the Budget in May, then approval of guidance for
1968 levels in June, and finally for approval of the 1968-.
.program levels in August, 1966.
2. At the outset of the meeting Mr. White established
three points as the purpose of the cycle: (1),- to take some
?account of the Long Range Man,. completed 1 September 1965;
(2) to prepare 's 1065 five year forecast, and (3) to consider
1967 budget estimates. While the budget cycle is stated to
be related to the Long Mange Plan, it is not clear to me
just how this is to be done. This especially becomes a.
question when it is realized that the Long Range Planning
group prepared its plan on the basis of a five year projec-
tion which was purposely not related to the recent 5 and 20%
.budget reduction exercises. It was determined instead that
the tong .Range Plan should stress the objectives and programs
of the Agency as they reflected the best thoUght0 of
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directorate representatives directed to the utilization
and development of ways and means to accomplish the
several missions of the directorates. The group as a
whole melded directorate views and submitted what con-
stituted a unanimously agreed version of a CIA Long nge
Plan that was substantive in character and which deliberately
kept its consideration of costs in terms of money and man-
power subordinated to the ideal accomplishment of objectives.
3. The new planning program and budgeting cycle as
outlined by the Office of Planning, Programming and Budgeting
represents an excellent instrument for reaching Agency
objectives otherwise already established. The outlined
plan presented at the 18 October meeting, requires that the
Deputy Directors in effect are to present the expression of
their programs through the Office of Planning, Programming
and Budgeting to the Executive Director-Comptroller and
thus indirectly to the Director. In following the charted
cycle all the way through, there appears to be no point for
discussion by the Deputy Directors, or the DDCI for that
matter, with the DCI except as they may have to have direct
contact with the DDCI and the DCI to consult on unexpected
crises, unforeseen requirements or a significant difference
with the budgetary and fiscal programming procedures. Within
the concept of the Long Range Plan, in contrast to the above
procedure, it was the thrust of the plan first to establish
a long range plan, stating the purposes and objectives
necessary to assure the best performance of the Agency and
then to update this annually. Thus the plan would serve
as an overall goal against which the various budgetary and
fiscal instruments would be utilized to accomplish as much
as was realistically possible to accomplish of the ideal goal.
4. It seems that there is a need to continue, at least
at the directorate level, if not to bring the various directo-
rates together at the Agency level, the Long Range Planning
process more or less in parallel to the new planning program
and budgeting cycle. As the latter cycle is understood at
present, while it takes account of the Long Range Plan,
it in effect appears to be prepared to utilize what it
desires from the existing plan but subordinates it to the
budgetary and fiscal machinery - a machinery which utilizes
predominantly budgetary and fiscal personnel, albeit of a
high caliber - that makes no allowance for separate opera-
tional and research consideration of existing resources
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as well as those under development for future use. These
? latter include developments of a moat esoteric and possibly
revolutionary kind, which carry the potential of possible
drastic changes in methods for accomplishing Agency objectives.
It is this type of consideration which is reflected in the
Long Range Plan and projected into the 19700 and should
continue to be probed an the years move ahead. These are
the kinds of things that cannot be effectively discussed
within the limits of wholly budgetary and fiscal planning
and program instrumentality, with its necessary Staffing
of experts dominant in that area.
5. Masically the value of retaining some form of
directorate, or combined directorate planning, is in
keeping together, on at least an informal basis, a group
of broad, substantive professionals, which, by ongoing
association and discuesion continues to be educated to the
overall objectives of the Agency and works together as a
team to achieve its goals.
6. Understand, this paper of coMment in not to he
taken as an objection to the new cycle unveiled by Mk. White.
It can be a valuable one. It does, however, leave something
out of the process - it does not present the Director with
the continuing updating of the kind of substantive statement
of purposes, objectives, changing resources and needs which
he should have in order to hold in mind what his implementing
budgetary and fiscal machinery Should work to accomplish.
Chief
Foreign Intelligence
,
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DDCI
DCI
After your meeting with you
instructed that the l5 year planning exercise
not be an excuse for unwarranted expansion.
You asked that all parties to the planning exercise
be co advised and that a preamble to this effect
be included in the plan. This is being done.
The philosophy of the Congress is equally
applicable to the FY 67 planning. Therefore we
have prepared the attached for your signature as
a formal notice to all directorates of your view
on the matter. Recommend your signature.
Executive Director-Comptroller 6/ i0/65
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