DD/S OBJECTIVES FOR THE SUPPORT DIRECTORATE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-05077A000100010038-1
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 3
• Document Creation Date: December 12, 2016
• Document Release Date: April 17, 2002
• Sequence Number: 38
• Content Type: REPORT

Approved F Release 2002/05/14: CIA-RDP78-0507yA000100g~~03t8-1
4_k ac meat A
3DL7J`3 011ectives for the Su)ort D1recta to
Review during the first six mouths of 1975 the existing domestic and
foreign support structure and project what our posture should and probably
will be during the latter half of the '7 O's and the first half of the '80's, taking
into account such thin as:
a, advancing technology and its potential impa on the movement,
proc ;ssing, storage and retrieval of data;
STATINTL
c. changing attitudes, domestic and foreign, toward US involvement
overseas -- n -isolatiou.sau and nationalism, etc;
d. the availability of adequate professional applicant input With
cba ractexlst s;
the rJ& qualifications, attitudes and suitabilit,
ct of domestic problems such as the environmental
crisis, demographic pressures and diminishing natural resources
on requirements for support to operational activities.
2. Develop during the latter half of FY 1975 specific ob ectivee and goals with
definite action plans for their achleverne in response to conclusions and
recommendations reached In the fulfillment of the first objective above.
In Co ncr a tion of the first two objectives, examine the Support Generalist
career serve, forecast the requirements for the future, assess the qualifi-
cations of the current membership, Identify sources for future Input, and
establish suitable education, training and re-traini programs.
4. Survey the employee population of the Support Directorate to determine what
the perceptions are of directorate and component performance, leadership
and management; determine what corrective actions are required; and develop
specific plans for the systematic management of needed change..
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5. Review dui 1975, and each year thereafter, 20% of the activities of
each component in the Directorate to determine whether the reasons and
justification of their original establishment continue to exist; evaluate their
performance in terms of current requirements; assess their capablUty to
satisfy known and projected requirements for the future, justify the need
for their continued existence at current and projected levels; and idantif ,
plan and begin implementation of needed changes (from -zero base).
6. Develop a working program performance evaluation system for the continuing
evaluation of on-gofer programs to see if program objectives are being met;
to permit identification of marginal. programs and .activities which may be can-
di dates for reduction or a ;mi tion; to examine alternative approaches to enable
valued progprarns and activities to continure; to assist program, managers in
monitoring their activities; and to ensure that we are is a. continuing position
to respond logically and rationally to external requirements to reduce funds
and personal as they are levied.
7. Establish an assessment program, for the identification of the potential managers
of the future.
Develop and install an Executive Development program for future managers.
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Criteria that a working statement of a program. objective must meet to be
considered a valid objective:
1. The objective must be Important enough to warrant the manager's
time and It must be responsive to his needs.
2. The objective should describe the end results desired for the
resources to be utilized (i. e. , the final output or impact to be rnadee
3. The objective should be clearly phrased and understood by all
(I. e. , those carrying out the plans to achieve the objective, the Office Head,
the DD/S, O/PPB, the Executive Director-Comptroller, the Director and the
O examiner),
4. The objective should require increased effort on the part of the
Office the Office manager should have to reach or stretch to accomplish
an "objective" with the resources at his disposal. Objectives involve more
than maintaining a status quo operation.
5. The objective must be realistic. It must be susceptible to accom-
plishment with available resources within the time frame specified. Vague
statements representing hopes, pious platitudes and visionary promises should
be avoided.
6. The objective must be stated in terms that ensure manager account-
ability; 1. e., the objective must be stated In a way that allows measurement
of output results and evaluation as to program effectiveness.
Approved For Release 2002/05/14: CIA-RDP78-05077A000100010038-1