CONFERENCE OF DD/A OFFICE HEADS, 27-29 SEPTEMBER 1974

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CIA-RDP81-00261R000200050005-4
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RIPPUB
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K
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196
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November 17, 2016
Document Release Date: 
April 28, 2000
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5
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Publication Date: 
September 16, 1974
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FORM
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El INCibitotailF4HD5or Rgai1.9/06/13 : ciA-Ropn-o@gmrtibilgacomoomn SECRET ROUTING AND RECORD SHEET MCI: (Optional) e Conference of DD/A Office Heads, 27-29 September 1974 FROM: C/Services & Registration Staff, OTR Pm 1016 C of C EXTENSION 3107 NO. DATE 16 September 1974 TO: (Officer designation, room number, and building) i?) DATE OFFICER'S COMMENTS (Number each comment to show from whom to whom. Draw a line across column after each comment.) RECEIVED FORWARDED INITIALS 1. Executive Officer to the DD/A Pm 7-D-26, Hqs. 7447 y The attached information. If there or omissions, and we will correct 25X1 A , ? , ??.,4 is for your are any inaccuracies please let me know them immediately 3. . . u...ve-,r4 a.e.A.A.DAAA.A. . . 9. 10. 1 1 . 12. 13. 14. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 FORM 410 USE PREVIOUS 3-62 EDITIONS El SECRET El CONFIDENTIAL ri INTERNAL USE ONLY El UNCLASSIFIED ST TINTL ST TINTL STITI NTL STATINTL"'?. STATINTL STjAT I NTL STAT I NTL S-IAT I NTL STAT I NTL ATI NTL TATI NTL DD/A Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 ADMINISTRATIVE - INTERNAL USE ONLY MBORANDUM FOR RECORD SUBJECT: Conference of DD/A Office umber 1974 27-29 Septer 1974 Conference at the 27-29 tember are based 1. The foil a ts in support of A Office Head on requirements placed upon the Office of Training by Mr. Executive Officer to the WA. STATINTL ce of Logistics. itzweter, Kane, dy to the on 27 Septer, departing from the Main Entrance of the Headquarters Building at 0 p.m. These same individuals will be met at the Airport on Sunday, 29 Septeaber at about 2430 P.m. for the return trip to the Headquarters Building. (Mr. Alfonso Rodriguez will drive his POV to and from the will be the responsibility of the Office of follows: a. 3:30 p. on Kane, Malanick, Yale mcmL,1111,11,11111=1, fonOW Withass erg e en STATINTL c. These two planes will depart STATINTL on 29 September at approximately 2:00 p.m. with the same passengers as on the first trip. 4. There will be a cocktail party for the group shortly after arrival fo dinner at the Officers Club.All other meals411 be erved a STATINTL 11 depart first, at approximately I carry Messrs. Blake, Fitzwater, Approved For Reiefiii66iiNeitii ?-o1R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 ADMINISTRATIVE - INTERliAL USE ONLY of the participants is 3. 2 3 4 6 7 S 9 10 Mc.Pttzwter* Mr. Kane Officers Club) Mr. Mr. Mr. 6. limes *finials, and ile at will conform ss nearly ss sdhedule. . extension 6535. Aires, additions or deletions s STATI NTL STATI NTL STATI NTL TATINTL Wi STATI NTL ADMINISTRATIVE INTERNAL USE ONLY Approved For Release 2000/06/13 : Clk-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 STATINTL Friday, er Afternoon Prram for DIVA Conference 27, 28, 29 September 1974 Arrive, get settled, cocktail party Dinner 2000-2100 Opening Remarks - of conferenc Saturday, 28 September, ke 0830-0900 DDA roach to Planning 0900-1000 Directorate Planning Mechanism 101S-1100 Review of NW - Mr. STATINTL 1100-1200 Study Messrs. STATINTL 1200-1330 Lunch TATI NTL 1330-1400 PASG - Current Perspective ssrs. 1400-1430 Personnel Development in Communications STATINTL 1445-1545 GS-12 and Above Voltaltary Separations Blake 1545-1645 Briefing on Headquarters Space and View for Overseas IA% Malanick aining 1: --2000 Dinner 2000-2100 4mo. ?-e,,D Sunday ptembe 0830-0930 09 030 1045-1145 1145-1300 1400 Attitudinal Survey 0 '('Cia. Wk?220 Costing of DDASerV s N Nelanick EHO and Upward Mobility - Mr. Concluding Remarks - Planning Process - Mr. B1aic Lunch Depart Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 STATINTL STATINTL Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 25X1A Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 DD/A 74-3377 MEMORANDUM FOR: Director of Communications Director of Finance Director of Joint Computer Support Director of Logistics Director of Medical Services Director of Personnel Director of Security Director of Training SUBJECT Perspectives for Intelligence, 1975-1980 1. Attached herewith is a copy of "Perspectives for Intelligence, 1975-1980" which was very recently distributed to USIB principals, the President's Foreign Intelligence Advisory Board and the National Security Council Intelligence Committee. The study focuses on what may happen in the next five years, and what the Intelligence Community must do to prepare itself to meet the future challenges. It is designed to stimulate early action on programs requiring long-term research, development; and planning, such as com- plex technical systems, language training, skills augmentation, etc. 2. The "Perspectives" paper can be used in generating a lot of useful questions, as we keep in mind the primary mission of the Agency, and how this Directorate fits into the overall picture. In my initial review, I came up with thirteen questions that appear to be pertinent, and I am sure that the list could be expanded with the application of additional research and review. It is important that we look beyond the specific language in the study and anticipate the requirements of operating components in the years ahead. 3. I will have more to say at the conference on the general issue of planning guidance. In the meantime, Office Directors are urged to have the attachments thoroughly analyzed in terms of the underlying implica- tions, so that we have a worthwhile exchange of views at our management conference. John N. McMahon sociate Deputy Director for Administration Atts "Perspectives for Intelligence, 1975-1980" Thirteen questions re subject Approved For Release 2000/06/13: CIA-RDP81-00261R0002801050005-4 CL BY 008246 25X1A ILLEGIB Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 RE PERSPECTIVES FOR INTELLIGENCE, 1975-80 1. We must ensure we have an established mechanism for identi- fication and refinement of our requirements and an evaluation system to go with it which 1411 permit the adjustment in application of our resources to priority needs. 2. In order to accommodate the mix of people that CEA will require in the '75 to '80 time frame, do we have the proper recruitment program to assure the availability of the right talent? Has the recruitment system culti- vated the right departments at the various universities? Will the universities be producing the competence and talent we need or must we beef up our internal training program? 3. There is a specific emphasis cited in the '75 to '80 time frame for intensive language training and the need for the right language capability within the Community; specifically, Chinese. Concomitant with an intense language training, it is necessary to develop the proper appreciation of the culture involved. Are we prepared to provide in-depth cultural courses? 4. With the growing threat of terrorism throughout the world, do we have a mechanism for upgrading the physical security of our people and installations? 5. As we move towards "an open society" in our intelligence work, what steps need be taken to ensure proper legislation needed to protect our methods and sources? 6. Have we canvassed our various stations and facilities abroad to estimate the availability of resources, i.e., fuel and electricity? Do we have the necessary backup plans to ensure against interruption in our operations? 7. With the reduction of official U. S. presence overseas, do we have to do more in providing support for our non- official cover activities? In this context, what assurances can we give to our nonofficial cover officers and families regarding adequate medical care? Approved For Release 2000/06/13 : CIA-RDP81-0021 1F40002000500054 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 8. Is our planned expansion of secure voice capability in harmony with the demands? How long will it be necessary to maintain an HF backup capability? 9. The increased data expected from our collection systems will demand a more sophisticated processing analysis and dissemi- nation technique. Is OJCS worrying this problem? Is Comm in synch with OJCS needs? 10. Have we given any thought to the improved methods of data presentation? In addition to various displays which will be needed, are we content with our information control and processing procedures? 11. The Director has spoken repeatedly about his desire to replace the paper mill with the computer. Is anyone thinking about the impact on OJCS regarding such an implementation in our scheme of things? 12. If indeed we do transform from a paper Community to a computer display Community, have we begun to think of the impact not only on OJCS and Comm but also on PSD? 13. Do we have any ball that is bouncing in our court regarding the inter and intra Community use of communications and computers? 2 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 ...00 Approved For Release 2000/06/13 : SW1IRP-131-00261R000200050005-4 USIB /IRAC -D-22. 1/20 30 July 1974 UNITED STATES INTELLIGENCE BOARD INTELLIGENCE RESOURCES ADVISORY COMMITTEE MEMORANDUM FOR USIB Principals IRAC Members SUBJECT Perspectives for Intelligence REFERENCES a. USIB/IRAC-D-22. 1/18, 18 June 1974 b. USIB-M-671, 27 June 1974, Item 6 Pursuant to the discussion at the USIB meeting of 27 June (reference b. ), the attached final version of the Perspectives are forwarded herewith for information. Copies have also been provided to the President's Foreign Intelligence Advisory Board and the members of the National Security Council Intelligence Committee. 25X1A ecre tary Attachment Approved For Release 2000/06/13 SOIMIRD1r81-00261 Exempt from general declassification schedule of E.O. 11652 exemption category 58(1),(2),(3) Automatically declassifiedn R0eine Approved For Release 2000/06/13: CIA-RDP81-00261R000200050005-4 Secret No Foreign Dinar: DIRECTOR of CENTRAL INTELLIGENCE Perspectives for Intelligence 1975-1980 Secret July 1974 USIB/IRAC D 22.1/20 $44.0 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 NATIONAL SECURITY INFORMATION Unauthorized Disclosure Subject to Criminal Sanctions Classified by 365211 Exempt from general declassification schedule of E.O. 11652 exemption category 511(2) Automatically declassified on Data Impossible to Determine Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SECRET No Foreign Dissem DIRECTOR OF CENTRAL INTELLIGENCE PERSPECTIVES FOR INTELLIGENCE 1975 ? 1980 Approved For Release 2000/06/13 : aCF&V'T1-00261R000200050005-4 Approved For Release 2000/06/13 : 11-00261R000200050005-4 No Foreign Dissem TABLE OF CONTENTS Page Introduction 1 Part I?Major World Problems 1 General 1 The USSR 2 China 2 Western Europe 3 Eastern Europe 3 Japan 3 New Powers 4 The Third World 4 Social Change 4 The Acceleration of Events 5 Part II?The Role of Intelligence 5 General 5 The USSR 6 China 6 Europe 6 Economics 7 Other Priorities 7 Part III?Implications for Intelligence Planning 8 General 8 Collection vs. Exploitation 8 Demands vs. Resources 9 Technical Systems 10 Requirements and Evaluation 11 Manpower Implications 11 Security 12 Approved For Release 2000/06/13 : CI1C-MT-00261R000200050005-4 Approved For Release 2000/06/13 : c.1A-RDID81-00261R000200050005-4 SECRET No Foreign Dissem Introduction 1. These Perspectives for Intelligence 1975-1980 are issued by the Director of Central Intelligence to provide general guidance for planning for all elements of the Intelligence Community for the next five years. They are particularly designed to stimulate early action on programs requiring long-tern-i research, development, or planning?such as complex technical systems, language train- ing, skills augmentation, etc. They are designed to influence Fiscal Year 1975 decisions whose effects will be felt only after several years. For Fiscal Year 1975, near-term guidance is provided in the Director's Objectives submitted to the President, which include both Substantive Objectives ( further detailed in Key Intelligence Questions) and Resource Management Objectives. The Director's Annual Report to the President on the work of the Intelligence Community will include comment on steps taken during FY 75 to meet future requirements. 2. These Perspectives open with a general overview of the political, economic and security environment anticipated during the coming five years ( Part I). This is followed by an overall statement of the anticipated role of intelligence in these situations during that period (Part II). Finally, more specific guidance is given with respect to activities which should be planned or initiated in order to meet the needs of the period ahead (Part III). 3. The Perspectives are focused primarily on major national intelligence prob- lems and guidance. They recognize but do not deal extensively with three addi- tional categories of important problems: ( a ) Continuing lower priority national responsibilities which must be satisfied with a limited allocation of resources; ( b ) Departmental or tactical intelligence support of civilian and mili- tary elements of the United States Government. This will also require con- tinuing investment of attention and resources; ( c) Unexpected problems or crises which can pose major political, eco- nomic or security problems to the United States. To the extent that these requirements cannot be met by reallocation of resources from less urgent activities, some reserve capability must be included in planning to meet them. Part I?Major World Problems 1. General. The balance of power between the US and USSR is unlikely to change fundamentally. Perception of the balance, however, may change im- portantly in either Moscow or Washington, or both. Beyond this, many other nations will play major roles in the international arena. Additional nations possess- ing nuclear weapons or having significant control over critical economic resources will be capable of seriously upsetting the international equilibrium. The chang- - 1 - Approved For Release 2000/06/13 ERIREF81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SECRET No Foreign Dissem ing balance between the world's supply of and demand for natural resources will strain the world's political, economic, and social institutions. Thus the US will be confronted not only with the steady-state Soviet threat to US national interests but turbulence in other world relationships as well. 2. The USSR. Notwithstanding the probable continuation of detente and an absence of armed conflict, the USSR will remain the principal adversary of the US during the next five years. It will regard the US as its major security threat, and act accordingly. In foreign policy, its continued efforts to expand its inter- national influence will bring it into conflict with US interests. This will include political action in Western Europe, the Near East, and South Asia, and, to a some- what lesser extent, Latin America. In its economic policy, Moscow will continue to give high priority to the kinds of growth which increase national power and its projection abroad. The circumstances which commend detente to the USSR, however, have com- plicated this picture. These are: the need to control local crises lest they lead to general war; the burden of the Sino-Soviet conflict; and the desire for economic and technological assistance from the West. The Soviets will have to deal in the corning years with a number of dilemmas as they attempt to square traditional attitudes with the requirements of a detente posture. These dilemmas may take an acute form in the strategic field. While con- tinuing to modernize its ground, naval, and tactical air forces, the USSR is vigor- ously pursuing the opportunities left open by SALT I. Except to the extent re- strained by arms limitation agreements, the Soviets will make substantial improve- ments in their missile forces, including MIRVing, improved accuracy, increased throw-weight, and better survivability. At the same time, they will continue to maintain and to improve their defenses. They will be working to develop effective weapons and supporting systems in such areas as ASW, satellites, and lasers. Ex- pecting strategic equality with the US, the USSR gives indications of angling further for a measure of strategic superiority, if that can be obtained at reason- able risk. Domestically, the pressure for modernizing reforms of the Soviet system, and particularly its economic administrative structure, will grow. Prolonged detente may also eventually have some effect on the Communist Party's ability to wield its authority effectively in all areas of public life. But these are long-term possi- bilities, and over the next five years the essentials of the Soviet domestic system are not likely to be substantially altered. 3. China. Almost certainly, China will undergo a change in leadership. The succession could see an initial collegial unity followed by an authoritarian, aggres- sive and xenophobic leader. The initial period could also be followed by frag- mentation into a variety of contesting military, party, and provincial elements. For planning purposes, however, it would seem most appropriate to assume that the follow-on leadership in China will maintain the unity and authoritarian discipline - 2 - Approved For Release 2006/bWitFirtIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SECRET No Foreign Dissem imposed by the Communist Party, that it will be primarily concerned with internal unity in meeting the social and economic problems within China, and that it will retain a somewhat paranoid attitude toward the outside world and particular suspicion of countries on its periphery. China will continue gradually to develop its strategic forces and will present a retaliatory threat to the Soviet Union. By 1980, it will have the capability of threatening the United States with a demonstration ( or desperation) strike by a small number of ICBMs and SLBMs. China will maintain large general purpose forces capable of operations on its periphery but will be unlikely to commit them in the absence of major provocation or concern. Internally, China will continue its authoritarian economic programs, which are likely to keep agriculture abreast of population, to enable industry to ex- pand capacity and output, and to support an increasingly modern defense estab- lishment. Internationally, China will endeavor to become the ideological leader of the Third World. It will participate in aid programs and similar political gestures with other Third World powers but will not establish substantial au- thority over Third World countries. 4, Western Europe. Western Europe will continue efforts at integration with uneven results. The subjective impulse toward unity and the objective factors working for it will continue to encounter obstacles arising from nationalistic rivalries, tensions between the concepts of Europeanism and Atlanticism, and Europe's ultimate dependence on US support against the USSR. New leadership in the principal West European states promises some change in tactics and approach to these problems?mostly in ways congenial to the US?but the fundamental issues will continue to resist quick solution. Europe, and US-Euro- pean relations, will be particularly vulnerable to economic strains and uncer- tainties?inflation at home and trade problems with both the advanced states and the Third World countries supplying raw materials, especially oil, 5. Eastern Europe. While Eastern Europe will continue to be under Soviet control, recurrent pressures for some loosening of ties with Moscow will compli- cate the picture. The five-year period could see an explosion from within one or more East European countries against Soviet dominance, but Moscow would quickly reestablish its hegemony ( by force if necessary), whatever the price in terms of other policies. Internal discipline may be alleviated somewhat in these countries so long as they adhere to Soviet guidance in diplomatic and security matters. Economic relations with the West and with the Third World will grow in quantity and in independence from Soviet control. The passing of Tito could open an arena of difficulty and contest over the succession in- ternally and over the future orientation of Yugoslavia externally. 6. Japan. Japan will continue to play a major economic role and as a par- ticipant in international economic affairs generally, expanding its contacts and - 3 - Approved For Release 2000/06/13 : diCigl%1-00261R000200050005-4 Approved For Release 2000/06/13: CIA-RDP81-00261R000200050005-4 SECRET No Foreign Dissem relations with other countries, including the USSR and China. It will still, how- ever, place priority on close and cooperative relations with the United States although, on issues it considers vital to its own well-being, it will be less amenable to American influence. The internal Japanese scene is not apt to change so sub- stantially as to affect Japan's role abroad. 7. New Powers. During the coming years, a number of nations will increase in absolute and relative strength and become at least regional great powers, plus playing more substantial roles in world international forums. An example is Brazil, whose economic and political power is increasingly felt in Latin America. Another is Iran, whose Shah is determined to build that country's relative strength in the region so as to play a full great power role there. Nigeria and Zaire could also develop this sort of role in Africa. Aside from these, several nations having considerable influence within regions will display greater independence from the close US relationship which has characterized them in the past. This will be particularly prevalent in the economic field, but it will also occur in various international relationships. Examples of such powers are Canada, Mexico, Aus- tralia, Thailand, and Saudi Arabia, plus several South American nations such as Venezuela, Panama, and Peru. 8. The Third World will present a varity of problems. A number of local disputes will preoccupy not only the leaders of individual countries but the international community. Examples are relationships between India and Paki- stan, between black and white Sub-Sahara Africa, and within Southern Arabia and the Persian Gulf. Several existing disputes will continue to be a matter of concern to the international community and will sow the seeds of potential larger scale involvement ( Arabs and Israel, North and South Vietnam, North and South Korea, Taiwan and China). A number of Third World countries will become increasingly antagonistic toward the great powers and their local presence in the economic, political and cultural spheres, e.g., in Africa, Latin America and South Asia. In this respect some identity of interest may grow between nations divided by the Cold War, developing into collaboration against both superpower complexes, e.g., the Arab nations, the rising black nations of Africa, and the nations of the Malay Archipelago. Internally, many Third World nations will suffer serious damage from tribal and regional differences, economic extremism, and ideological zealots (India, Cambodia, Ethiopia, et al). Some of the Third World will find an outlet for its frustrations in self-defeating assaults on great power economic relationships and in hamstringing the effectiveness of a variety of international forums. 9. Social change will cause turbulence and possibly create power vacuums in a number of areas. These will stem from increased expectations and a percep- tion of the growing economic gap between less developed countries (and classes within countries) and the developed world. Areas particularly susceptible to this process will be the Persian Gulf, certain other Arab states such as Morocco, - 4 - Approved For Release 200M6JREDIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : Cleanli00261R000200050005-4 No Foreign Dissein India, possibly Indonesia, the Philippines, and, in Latin America, Peru, Ecuador and Bolivia. Internally this turbulence may be temporarily stilled by some au- thoritarian governments, particularly those benefiting from increased oil revenues, but these will have difficulties in maintaining themselves over the longer term and transferring power to successors. The resulting turbulence can present temptations to neighboring states to exploit long-standing differences or to great powers desirous of extending their influence. Such turbulence will also exist within advanced nations, as economic, racial, ideological, or regional minorities turn to violence and terrorism to press their claims against more and more deli- cately tuned and interdependent societies. 10. The acceleration of events will be characteristic of the years ahead. This will come from improved communication and transportation, sharply re- ducing the time available to reflect on, negotiate, and resolve international problems. It will also raise many local events to international prominence and inflate national or political pride, posing further handicaps to successful ne- gotiations. There will be a resulting tendency towards shorter attention spans for individual situations and a need for simultaneous perception and manage- ment of a multiplicity of international relationships. Many national or interna- tional institutions are simply not structured to cope with accelerating change. Such change will occur most conspicuously in the fields of science and technology, but the pace there will have substantial effects on the pace of sociological, industrial, and institutional change, with resultant political and economic impacts. Identification and accurate assessments of such changes and their effects will be needed on an increasingly rapid or even immediate basis. Part II?The Role of Intelligence 1. General. The primary charge on intelligence during these years will be to provide accurate and pertinent information and assessments with respect to the increased range of problems requiring US decision. In particular, the need will be for advance notifications of forthcoming policy problems and, of course, for tactical early warning as well. These responsibilities will be especially im- portant in an era of accelerating events so that diplomacy, negotiation, or other benign initiatives can head off military confrontations between states or other disruptive events. The acceleration of events and the explosion of information will also require a major effort by the intelligence community to identify major policy and negotiating issues, to process raw information into manageable form, and to devise adequate techniques to identify for consumers the essential ele- ments of foreign situations, the reliability of our assessments, and the likely impact of alternative policy decisions. Intelligence will increasingly be expected to provide assessments of the intentions and likely courses of action of foreign powers, in addition to their basic capabilities. To do this will require inter- disciplinary analysis which melds economic, technological, sociological and cultural factors with political and military data. - 5 - Approved For Release 2000/06/13 c-1431C1--W,81-00261R0002000500054 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SECRET No Foreign Dissem 2. The USSR. The USSR will remain as the major intelligence target. Its military power, its economic role in the world, and its foreign policies will con- tinue to pose major problems for American leadership. Intelligence will be ex- pected to provide precise data on Soviet military capabilities and economic activity. It must follow Soviet efforts to acquire advanced scientific and tech- nological assistance and the potential impact on both military and economic capabilities. It will be expected also to supply reliable assessments of Soviet political dynamics and intentions. These must be supplemented by clear and accurate forecasts of likely Soviet courses of action in the political, economic, and military fields. While a small percentage of this material will become avail- able through open exchange and access, vast fields of highly important informa- tion will be kept by the Soviets within a closed society, requiring extraordinary efforts to obtain and understand them. A particular requirement will be ac- curate and demonstrable monitoring of arms limitation agreements made with the Soviet Union. In the military field special attention will be focused on Soviet research and development, in particular with respect to weapons and supporting systems which could substantially affect the balance of power. These will in- clude antisubmarine warfare, ballistic missiles, satellites and advanced-tech- nology systems. Intelligence will be required to identify and maintain a base-line capability for tactical intelligence coverage, for rapid augmentation in case of local or general confrontation or conflict. Trends and actions in Soviet leadership and political doctrine will be a major subject of interest to assist in negotiations and to warn of undesirable developments ahead. The Soviet role abroad, either directly through diplomatic means or indirectly through party or subversive means, will be a matter of particular attention with respect to the turbulence of the Third World. 3. China. China will continue to be a second but still important intelligence target. The closed nature of Chinese society will make it difficult to assess any turmoil within the country or threats China might pose abroad. The latter will become particularly important as Chinese strategic power grows and comes to in- clude capabilities against the United States itself. It will also apply to Chinese political activities and intentions in view of China's influence in the Far East and ties with and aspirations in the Third World. 4. Europe. Europe's efforts toward cohesion will be a constant and major intelligence target in view of United States economic and security interests in the region, and the importance of Europe to the overall relationship between the United States and the Soviet Union. Intelligence collection in Western Europe will be in great part a matter of following open political, economic and military activities. The challenge will lie in providing useful assessments of their significance and likely future developments. Europe's economy will be a sig- nificant intelligence target not only in Europe itself but also with respect to Europe's impact on the Third World and world-wide economic affairs. Eastern - 6 - Approved For Release 2000ffigag:F5I'A-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CA-En_fy,-00261R000200050005-4 No Foreign Dissem Europe will be a constant collection and assessment target, in order to determine political developments vis-a-vis the USSR and the military and political strength the East European nations individually and collectively bring to the Warsaw Pact. 5. Economics. Economic intelligence will increase in importance world- wide. This will include economic situations in nations having a major impact on the world economy and on relationships with the United States, such as the Arab oil states, major economic powers such as Japan, major suppliers of food and raw materials, and nations where internal economic chaos can create major world problems out of sympathy or resonance ( e.g., India). Economic intelli- gence of value to US policy makers is necessarily international in scope, includ- ing such topics as the activities of multi-national corporations, international de- velopment programs, regional economic arrangements, and the working of in- ternational commodity markets. In some cases, nations with close political and military bonds to the United States may become important economic intelligence targets, e.g., Western Europe, Canada, Japan, etc., raising complicated problems for intelligence coverage. 6. Other Priorities. Intelligence will increasingly be expected to warn of and explain new situations posing problems to American interests. An example will be to identify the causes of social change, turbulence, and political terrorism in Third World countries, so the component elements of these problems can be isolated, negotiated about or countered with appropriate mechanisms. This may require in- tensified efforts on our part to understand and communicate the differences between societies, cultures, and nation personalities. Intelligence will be called upon more often to assess the threat of terrorists against US installations and private enterprises abroad and, beyond that, the risk that some terrorists may acquire nuclear weapons. 7. A few of the major problems which will be either the subject of dispute or negotiation, or sometimes both, and consequently will be priority intelligence requirements, can be listed: ( a ) Rates of production, consumption, and pricing of raw materials and energy sources and international commodity arrangements; (b) Price and non-price restrictions on international trade, including transportation and communication services; ( c) The international payments mechanism and the coordination of na- tional fiscal-monetary policies; ( d) National policies with respect to military sales and foreign business activity and investment, including policies toward multi-national corpora- tions; ( e) Arms limitation, nuclear proliferation, and crisis avoidance; (f) jurisdiction, exploitation, and relationships in the oceans and on sea beds. - 7 - Approved For Release 2000/06/13 : CSIRCRI6M-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SECRET No Foreign Dissem Part III?Implications for Intelligence Planning 1. General. The prospect is for further reduction of resources through infla- tion, with a need to cover a greater range of intelligence requirements and an information explosion. New collection systems must be developed to cope with technological advances in target entities. Because of the greater increased data flow expected from collection systems already under development, greater empha- sis will have to be applied to the development of more sophisticated processing systems, analysis and dissemination techniques. A third major planning area will be in the refinement of requirements and evaluation systems to ensure the appli- cation of available resources to priority needs and the most effective distribution of intelligence tasks among components of the Community. The Community will need, finally, a different mix of manpower to meet both the substantive and technological problems which will be confronting it in future years. 2. Collection vs. Exploitation. Over the past decade, management focus and the allocation of resources have been directed especially to the application of advanced technology to the collection and, to a lesser degree, the processing of intelligence data. This has been highly successful, resulting in major substantive advances in our knowledge, particularly with regard to the military capabilities of the Soviet Union. This investment has made a major contribution to the nego- tiations required for detente. Technological progress will soon reach a point? insofar as new capabilities in the photo and signal intelligence area are con- cerned?which will present us with large problems of success. Within the time frame of this document, an important and pervasive problem facing the Intelligence Community will be to ensure efficient exploitation of the enormous amounts of information it will be collecting. Exploitation means not only sifting, selecting and analyzing the most relevant data, but also the applica- tion of advanced techniques to transfer that data from collectors to analysts and the analytical product, in turn, to the ultimate users of intelligence?all in the most meaningful and useful form we can devise. New styles of using information and the relationships they can portray may force new styles of policy deliberation that will differ markedly from those of the past. Action: Study and planning must be initiated by Intelligence Community agencies concerning: ( a) The rapid processing of raw information received, including the selection and discard of non-essential material at the earliest possible time, identification and accelerated dissemination of critical material, and the re- duction of manpower and investment devoted to lower priority material; (b) Development of improved techniques and disciplines of analysis and production; (c) Development of improved methods of presentation. - 8 - Approved For Release 20604e1tTCIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : T CIA-RDP81-00261R0002000500054 sECRE No Foreign Dissem 3. Demands vs. Resources. Another problem of great magnitude facing the Community over the next five to ten years will be the changing ( and in all prob- ability increasing) demands for intelligence while available resources for intelli- gence decrease in real terms. In the past, the major portion of our intelligence effort has necessarily been deployed against the military capabilities of the Soviet Union and our other adver- saries, actual and potential. Even assuming a period of genuine detente, much of this military focus must be maintained because of the importance of the subject to national security and the need for information on the quality of potential enemy weapons systems. It must not only serve to keep us alert militarily, but also support negotiations and verify arms limitation agreements. At the same time, the demands for other types of intelligence are growing. The result is a probable net increase in demand with a new proportionate mix among political, economic, military and technological target objectives. This simultaneous shift and increase in requirements are occurring in a period of serious resource constraints and continuing inflation. Until very recently we have had the freedom to invest resources in a number of functional areas simul- taneously without undue difficulty. This is no longer true. We will have to accom- plish our objectives without the benefit of significantly greater resources. We must find trade-offs in the systems we use, the areas we cover, and the depth of the data we seek. One area which holds promise for greater efficiency is the national/tactical interface. Current studies seek to identify ways by which national programs can better support tactical requirements, and vice versa. As more capable and flexible systems come into the national inventory, they must be made to serve the needs of operational forces as well as national-level consumers. Modernized systems and procedures which, by their design, permit greater mutuality of effort between national and force support activities should enable trade-offs achieving net re- source savings. Another area can be the optimum interrelationship among overt and clan- destine, and technical and human sources. Costly or risky clandestine techniques must be employed only if overt sources cannot be successful in obtaining needed information. The technical can in some cases substitute for human effort, but certain types of critical intelligence?e.g., about opinions, plans, and decisions? are best, and sometimes only, collectible by human sources. We should explore the possibility of greater future reliance on other nations for intelligence contributions, e.g., in the technical field. At the same time, some of our most crucial scientific and technical collection systems are located on friendly foreign soil. We should begin contingency planning in case it is necessary to relocate or restructure the support of major technical collection resources. - 9 - Approved For Release 2000/06/13 trt-ABFU)81-00261R0002000500054 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SECRET No Foreign Dissem A final area of greater productivity is in better utilization of intelligence. With due respect for the protection of intelligence sources and methods and na- tional security information, intelligence can be more broadly disseminated and sanitized for service to subordinate civil and miltary government elements, the Congress, the public, and friendly and allied governments. Action: Study and planning must be initiated by Intelligence Community agencies to: ( a) Increase flexibility of responses to changes in priorities for intelli- gence coverage; ( b ) Identify areas in which intelligence coverage can be reduced to a base-line maintenance level, permitting rapid augmentation in case of in- creased need; ( c) Examine techniques by which national programs can contribute better to departmental needs and vice versa; ( d) Examine areas subject to overt and human source collection, reduc- ing the need for clandestine or technical operation; ( e ) Develop programs to improve the productivity of intelligence re- sources in qualitative terms; ( f ) Review possibilities of greater foreign contributions to US intelli- gence, and prepare for contingent changes in present program; ( g ) Examine possibilities of increased utilization of intelligence through sanitization, wider dissemination, etc.; ( h) Examine possibilities of greater utilization of reserve military in- telligence organizations in performing non-time-sensitive intelligence tasks. 4. Technical Systems. The great accomplishments of present and projected technical collection systems must not conceal the fact that a major crisis is arising in the future. This stems in part from the necessity of solving the problems of processing and presenting the material collected, noted above. Also of great concern is the pace of technological change, which increases the complexity of targets at a rapid rate. This poses the danger that present collection systems will become obsolescent very quickly. Still, the technology of collection and processing also advances so that new potentials appear at shorter intervals. A governing restraint on exploiting these new potentials comes from budget and inflationary pressures. Because of long development and production cycles, the conflicts among these factors must be resolved at early stages, requiring the Intelligence Community to study and plan to: ( a ) Identify technological trends in target complexes which will close off access and initiate planning for upgrading current collection and process- ing systems to assure future coverage; - 10 - Approved For Release 2000/044Y-.E3A-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SECRET No Foreign Dissem ( b ) Research and develop new techniques of collection and processing to capitalize on technological change to give access and coverage to new targets of importance; (c) Ensure that substantive intelligence need rather than technological improvement momentum drives investment in upgrading or replacing cur- rently operating and productive systems. 5. Requirements and Evaluation. Taking advantage of potential trade-offs will require systematic evaluation of the total effort, and the forging of a much tighter link between the allocation of resources and the substantive intelligence result. A start in this direction has been made with the KIQ/KEP, but success will require an increasing commitment from the entire Community. In particular, the Community must demonstrate flexibility in reducing at least to a maintenance level intelligence activities providing only marginal results in the circumstances of the time. A key factor in the better evaluation and more efficient use of resources will be a far better definition of intelligence requirements, both short and long term (the latter in particular with regard to R&D). Today the Community has a confusing variety of means, methods, vehicles and even language to de- termine and state requirements. Ways of restructuring the machinery for gen- erating and communicating requirements must be undertaken on both Com- munity and departmental levels. Thus study and planning is required to: ( a) Interrelate the procedures at tactical, departmental and national levels for generating requirements, so as to ensure optimum satisfaction of each; (b) Improve communication among intelligence users, producers and collectors to reduce bureaucratic rigidities and improve the responsiveness and flexibility of the intelligence machinery at all levels; ( c) Produce periodic evaluations of the products and performance of the Intelligence Community against current primary or maintenance level requirements; (d) Develop orderly procedures for evaluating user satisfaction and dissatisfaction with intelligence products. 6. Manpower Implications. The future responsibilities of the Intelligence Community establish new needs for manpower levels, academic and scientific disciplines and language capabilities. This will be particularly true with respect to human source collection, where depth of cultural knowledge plus greater capabilities in scientific and economic disciplines will be needed. The analyst of the future will have to be comfortable with electronic tools. In our preoccupa- tion recently with manpower reductions, investment in new talent, training and career development, and exposure abroad may have suffered. This cannot be - 11- Approved For Release 2000/06/13 :-Vtb081-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SECRET No Foreign Dissem permitted to continue. In particular, steps are needed to deepen our knowledge of foreign cultures and thought processes through language fluency and foreign residence, especially with respect to nations important in political, economic or military terms ( e.g., USSR and Eastern Europe, China, Latin America, Arab States, Japan, South and Southeast Asia). We must enhance our ability to do interpretive, estimative assessments of trends abroad and their effects on US interests. This is an area where a modest increment of resources, more in salaries and area studies than in rising manpower totals, can produce large returns. Collectors and producers must extend their ability to cover both scientific and liberal arts subjects?intelligence must be equally comfortable in either or both of the "two cultures." And the Intelligence Community must undertake affirmative action to ensure equal employment opportunity to keep fully in step with national and government-wide trends. Advanced information processing and presentation techniques will pose particular manpower training requirements. Indeed, the Intelligence Community should be in the forefront in placing new technologies in the service of users. New methods of analysis, forecasting, coordination and presentation of informa- tion must be energetically explored and applied where appropriate. Care must be taken in the application of such new methods and systems to ensure they Ire designed for the people who will use them and that adequate training in their use is active and integral to the process. The Intelligence Community must study and plan to: (a) Assure that training and familiarization are undertaken in new methods of collection, analysis and production, particularly in the use of new technical capabilities to increase productivity and precision and save manpower; (b) Develop selection and training programs in those foreign languages and cultures which will be important intelligence targets of the particular agency in the 1975-1980 time frame (especially Russian and Chinese); (c) Ensure the availability of technical and academic talents and ex- pertise in the subjects which will be of importance in the years 1975-1980, e.g., economics; ( d) Flexibly reduce manpower commitments to lower priority activities and reduce (or reorient to new requirements) the persons freed by such change in priority; (e) Develop and apply affirmative action plans for equal employment opportunity. 7. Security. The Intelligence Community must develop a satisfactory resolu- tion of its needs for the protection of sources and methods and the American - 12 - Approved For Release 2001 4EIICIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SECRET No Foreign Dissem public's right to information about its Government's activities. This may require new legislation, the development of new ways of informing the Congress and the public of the substantive conclusions of the intelligence process and clear standards for compliance with the Freedom of Information Act and Executive Order 11652 ( and their exceptions) in the Intelligence Community. - 13 - Approved For Release 2000/00.hq6kTRDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SECRET No Foreign Dissem Approved For Release 2000/06Ac81-R:6P81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Secret Secret Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 1.J74 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 RE PERSPECTIVES FOR INTELLIGENCE, 1975-80 1. We must ensure we have an established mechanism for identi- fication and refinement of our requirements and an evaluation system to go with it which will permit the adjustment in application of our resources to priority needs. 2. In order to accommodate the mix of people that CIA will require in the '75 to '80 time frame, do we have the proper recruitment program to assure the availability of the right talent? Has the recruitment system culti- vated the right departments at the various universities? Will the universities be producing the competence and talent we need or must we beef up our internal training program? 3. There is a specific emphasis cited in the '75 to '80 time frame for intensive language training and the need for the right language capability within the Community; specifically, Chinese. Concomitant with an intense language training, it is necessary to develop the proper appreciation of the culture involved. Are we prepared to provide in-depth cultural courses? 4. With the growing threat of terrorism throughout the world, do we have a mechanism for upgrading the physical security of our people and installations? 5. As we move towards "an open society" in our intelligence work, what steps need be taken to ensure proper legislation needed to protect our methods and sources? 6. Have we canvassed our various stations and facilities abroad to estimate the availability of resources, i.e., fuel and electricity? Do we have the necessary backup plans to ensure against interruption in our operations? 7. With the reduction of official U. S. presence overseas, do we have to do more in providing support for our non- official cover activities? In this context, what assurances can we give to our nonofficial cover officers and families regarding adequate medical care? Approved For Release 2000/06/13 : CIA75DP81-00261R001120,0_050005-4 1 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Ar4 8. Is our planned expansion of secure voice capability in harmony with the demands? How long will it be necessary to maintain an HF backup capability? 9. The increased data expected from our collection systems will demand a more sophisticated processing analysis and dissemi- nation technique. Is OJCS worrying this problem? Is Commo in synch with OJCS needs? 10. Have we given any thought to the improved methods of data presentation? In addition to various displays which will be needed, are we content with our information control and processing procedures? 11. The Director has spoken repeatedly about his desire to replace the paper mill with the computer. Is anyone thinking about the impact on OJCS regarding such an implementation in our scheme of things? 12. If indeed we do transform from a paper Community to a computer display Community, have we begun to think of the impact not only on OJCS and Commo but also on PSD? 13. Do we have any ball that is bouncing in our court regarding the inter and intra Community use of communications and computers? Approved For Release 2000/06/13 : CiA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For ReleplitiPP9MOME CMIEDP81-04140W6200050005-4 30 AUG 19/4 MEMORANDUM FOR: Acting Deputy Director for Administration SUBJECT The Planning Process REFERENCES (a) Multiple Adse Memo dtd 8 Aug 74 fr EO-DDMS, subject: DD/M&S Planning Council STATINTL (b) Memo dtd 16 Aug 74 to DD/MU fr D/L, subject: Suggested Agenda Items for the Conference 1. With respect to the increased emphasis on long-term planning and the basic concept of a planning mechanism, this Office envisions long-range planning (3 to 7 years ahead) as essentially an Agency top-management function concerned with fore- casting future situations; making estimates concerning these situations; going through the processes of identifying issues, requirements, and potential dangers; analyzing and evaluating the ultimate means for reaching desired goals according to predetermined schedules; estimating the funds and resources required to do the work; and taking action in sufficient time to prepare for and cope with changing conditions or contingent events. We also envision this top-level planning as providing the policies under which the individual offices will operate. 2. At the risk of trying to reinvent the wheel, we would like to propose a concept for long-range planning which would employ the classic techniques of strategic planning and include the mechanism and resources necessary to carry out the complete planning process. Our main thrust being to start those who may be involved with the planning process to begin thinking of the total concept of planning; i.e., to conceptually have everyone operating on the same basis. In this manner we should be able to eliminate the possibility of such a planning effort to suffer an early demise as a staff window- dressing function as did the Deputy Director for Support 15-Year Planning Committee (circa 1965). To this end we shall, therefore, address the subjects of the planning mechanism, the human and material aspects of planning, strategic planning, and mission analysis. Approved ForRiehmRtOppRIRVA3.:SIA8K04?45?000200050005-4 STATIML STATI NTL ADMINISTRATIVE - INTERNAL USE ONLY Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SUBJECT: The Planning Process 3. We shall start with the planning mechanism. As noted in paragraph 3 of our Referent (b) submission, we feel that the assignment of a group of Office Directors to perform as a Planning Council under the chairmanship of the Associate Deputy Director for Administration would appear the most effective group to deal with broad-based aggregate planning. Although it is a valid statistic that top-level management devotes 30 to 33 percent of its time to planning of one kind or another with middle..level management using between 22 and 30 percent of its time for the same function, we believe the senior Planning Council will require a subordinate group of planners. As a rule, high-level planning is involved with developing planning methods and factors by which many different situations and assumptions can be. evaluated. Because of the complex step-by-step technique required by high-level strategic and mission planning, top management does not have sufficient time to concentrate on precise factors in relation to specific items. Thus, once policy formulation has been established as a result of high..level planning, your subordinate planning group would deal with the precise factors and specific items. This does not mean that the subordinate group cannot participate in the early on- stages of strategic planning. It can, if tasked to, do certain things within certain parameters. A good example of a subordinate planning group dealing with precise factors would be the recent study. Top.-level planners had formulated a po icy?close the depot. The subordinate planners, in dealing with precise factors, provided the answers as to the means. Similarly, in support of toplevel strategic planning, subordinate planners have provided proposed options concerned with the future of the Logistics asset. This study dealt with the precise cost and capability factors required by the strategic planners. We would also recommend a planning "secretariat" be established to schedule meetings, maintain files., serve as the official recorder for top-level and subordinate planning sessions, prepare agenda information, and coordinate the actions and input of the subordinate planning group where required. Considering past planning efforts by subordinate planning groups at the office level, the secretariat should also establish a bibliographical reference of all existing as well as future plans at all major planning levels. 4. We noted that the Planning Council members were drawn from the Office of Logistics, the Office of Communications, and the Office of joint Computer Support as being the most complex offices within the Directorate. However, as there is a definite 2 Approved For Rel5dWAR9119/?kicr, CitMiP,M1.7002614ZOOV200050005-4 ADMINISTRATIVE - INTLENAL USE ONLY Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SUBJECT: The Planning Process relationship between planning and cooperation among management groups and planning does have an Impact On the quality of human relationships, we propose that the Planning Council be selectively expanded to include membership from at least two of the other offices in the Directorate; i.e., Office of Personnel, the Office of Security, the Office of Training, and the Office of Medical Services. With these inclusions, we should produce more con- structive "frictions" and preclude the possibility of opposition by an "informal group." 5. Most planning emphasis has concentrated on the formal organization, reporting criteria, evaluations of progress, and the role of machines, but little attention has been paid to the human factor, and,after all, it is people that make the plans work. We must avoid the stereotyped preoccupation with physical tasks and procedural matters and communicate with those who must execute and live with the programs. Mr. Irwin T. Sanders (a planner of note) sees many career administrators as their own worst enemies in the planning process because they think of their roles in terms of efficiency norms and routinized procedures, ? . .They have been taught administration as the science of budget making, delegations of authority, and personnel management ?mmi rather than as the art of leading a human organization to respond creatively to changing conditions." To quote planner, Mr. David W. Ewing, " 0 .Perhaps the biggest villain in strategic planning is the leadership group that is almost-but-not-quite charismatic; over- confident of its abilities, overenthusiastic in its sense of mission. ,and picks subjectives that are beyond or foreign to the abilities of those who must live with the product and do the day today work." And we must certainly avoid being hung-up on that one. 6. Strategic planning is the specialized branch of the planning activity which is primarily concerned with anticipating events or contingencies, making diagnoses, and shaping appropriate courses of action so that an organization will be in the best position to respond effectively to contingencies. One of the more recent examples of planners, in this case a subordinate group, dealing with precise factors in a strategic sense was the Office of Logistics study concerning the shortage of paper and related products. The contingencp.-a real and predicted shortage which would impact on the Agency. The study--a diagnosis which lead to top management formulating a policy and establishing a Directorate objective (B57801). This in turn resulted in forming a "Materiel Resources Group" of planners to deal with specifics and keep manage- ment advised and in a position to respond to any predicted future situation arising from this contingency. Long.drange policy Approved For Release 2000/06/13 : tIA-RDP81-00261R000200050005-4 ADMINISTRATIVE - INTERNAL USE ONLY ADMINISTRATIVE - INTERNAL Wzit VALI Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SUBJECT: The Planning Process formulation and strategic planning are closely related. Policy is essentially an agreement, however arrived at, by decree or by coLcensus, but preferably by a meeting of minds after examining alternatives, that is concerned with objectives of action and the ways and means to achieve those objectives. Policy implies an accurate forecast of needs to cope with future situations, the capability and authority to act, and the will to act at the proper time. Attachment 1 is a chart graphically describing the explicit and implicit elements of policy that unify and permit its trans- formation into a course of action. Set forth below are the basic elements of strategic planning. a. Strategic Analysis: Primarily concerned with forces of action with the term "option" denoting defined courses of action which have been subjected to selection procedures and judged by competent authority as suitable. In other words, a set of studied choices open to the decision makers. b. Suitability: Applying several sets of criteria to screen the options and reduce, in accordance with policy guidance, mission responsibilities and assumptions. c. Feasibil: Suitable courses of action subjected to feasibility studies to rule out those not feasible. Feasibility is judged against the following factors: (1) Standards or operational requirements. (2) Operating environment. (3) Restrictions imposed by physical limitations. (4) Limitations of resources, i.e., funding, personnel, skills, etc. Note: All factors should be appraised separately and together. d. Acceptability: The courses of action judged suitable and feasible are subjected to analytical evaluations to provide basis for ruling out unacceptable courses of action. There are four factors involved with acceptability. These factors and a chart showing the mechanism for the feedback and recycling of selection criteria used in the process of ascertaining suitability, feasibility, and acceptability are appended as Attachment 2. 4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 ADMiNLSIRATIVE - LNILliALL USE ONLY ADMIMSTRAT1VE - INTERNAL USE ONLY Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4- SUBJECT: The Planning Process Attachment 3 is a chart depicting the steps used to evaluate feasible alternatives to arrive at the judgments which provide acceptable alternatives. 7. In mission analysis, the sole task is to develop a con- cept of the mission in relation to the situations, events, and contingencies expected to be encountered in the future. Ergo, the preliminary planning step leading to the strategic analysis project. Basic parts of mission analysis are the factors of needs and issues. To arrive ata correct analysis it is necessary to examine (visualize) future potential situations, events, and contingencies, then diagnose the needs as a basis for delineating the issues and finally what courses of action to take. 8. The concept of strategic planning presented herein places primary emphasis on reaching agreements in a series of steps, and agreements are required at each step in the planning operation before proceeding to the next step. A brief description of these steps is provided by Attachment 4. 9. It should be noted that we have deliberately omitted systems analysis as a factor because it applies mainly to those areas where you have hardware or engineering development stages. Although systems analysis is used to support cost effectiveness evaluations, what it generally evaluates is the performance of a system or its components as opposed to its strategic effectiveness. 10. In conclusion, high-level managers and their senior planners must be able to visualize future needs, identify important issues they may face, and initiate timely and appropriate action in order to keep the risks of being caught unprepared to an absolute minimum. Competent strategic plans will furnish necessary support and act as guides to management actions. In strategic planning a high degree of diagnostic skill is required to provide the insight so necessary to perceive future situations. The application of exceptional foresight is also required to determine the constraints, the opportunities, any roadblocks, and the contingencies that may be met on the way to the desired goals. Mission analysis and strategic analysis can help to provide these requirements and should be the basis for policy agreements that will make the follow-on programming and budgeting systems an effective management instrument. 5 Approved For ReARTATORO/A0,6a/3E3 :_CnIsiAT-ERRDNPA8131-u0s0E2601NLROY00200050005-4 ADMIN[STRATIVE - EINTLI'L-4!%L U';'..Y.E ONLY 'Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SUBJECT: The Planning Process We must avoid plowing headlong into strategic planning with - supreme confidenceand find ourselves with that "almost-but-not- quite charistatic group.'' In connection therewith, we believe that there are certain pitfalls or obsessions that must be con- sidered, and these are listed in Attachment S. Attachment 6 provides some basic concepts for mission and strategic planning. STATI NTL Michael NLIaoglainsti.cicks Director f 6 Atts 6 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 ADMINISTRATIVE - INTERNAL USE ONLY ADMINISTRATIVE INTERNAL USE ONLY " Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 "------ Mi.ssion Needs ----- Future Situations EXPLICIT AND IMPLICIT ELEMENTS OF POLICY Issues [ Strategic Analysis Options Policy / Agreement - - ----- -----> Formulatio, Course of Action NOTE: Ends (objectives or goals), ways, and means are strategic elements in planning. These are generally evaluated in a serial arrangement one at a time. However, a coordinate arrangement, as reflected by the schedule below, may be judged more suitable. To clarify, quite often strategy is limited or determined by the means Available; in additon, the lack of an explict policy will result in an inclinaton to look first at the means proposed or available. In these cases the what-have-we-got-to-do-it-with overshadows the ways of achieving the ends or goals; i.e., the manager has no other choice; and the objectives, the ways, and the overall strategy are determined by the means. Given a clear choice, managers should use all of the interactions provided by the schedule. In the preferred order, a manager would examine: first, the ends (goals) they wish to accomplish; next, explore the ways or methods to achieve the goals; then, assess the means in terms of funds and other resources (human and material) available. 1. 2. 3. 4. S. 6. First Ends Ends Ways Ways Means Means ORDER Second `) Ways 'sr Means 'o Means * Ends Ways Ends Third ? Means Ways Ends ---> Means > Ends _N Ways Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 ADMINISTRATIVE - INTERNAL USE ONLY riArr_Nr Approved For Release 2000/06/13 : CIA-RDP80-261R000`2U0050005-4 THE TOUR ACCEPTABILITY FACTORS 1. Timing 2. Contingent Events as Forecasted 3. Performance of Proposed Means Employed in Different Ways . Gross .Cost Estimates NOTE: These factors are examined by varying the parameters and relating their effects in sensitivity analyses, i.e., a graphic charting of the various relationships, sensitivities, and trade- offs to aid in arriving at judgments of strategic effectiveness. In Strategic analysis assumptions concerning contingent events, timing, cost, and performance are employed to a much greater. extent than in systems analysis, although the techniques are similar. In strategic analysis the techniques are used to ex- plore boundary conditions, to .surface important interfaces, and to locate critical trade-offs among the factors involved. The payoff from these evaluations is a group of acceptable alter- natives or options which are candidates for policy formulation and decision. Inappropriate alternatives can be shelved for future reference if any need should arise. Approved For Re!Rw23(1, 05/1,3_: CJA-RDP81-00261R000200050005-4 ? r ? 7=I UST; ONTY Nor' ADMINISTRATIVE - INTERNAL USE ONLY Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 STEPS USED TO EVALUATE FEASIBLE ALTLRNATI VES ? . . Suitability Studies Courses of -- Action Feasibility Acceptability Studies ? \ Unsuitable Not Feasible rUnacceptable; Inappropriatej Studies ? Judgments- , ----Treferred / Approved For RefisglistAq01,06414; :,,CA,NRDpktj -M6(1)14E10200050005-4 ADMINISTRATIVE INTERNAL USE ONLY Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 STEPS USED TO REACH AGREEMENTS IN THE STRATEGIC PLANNING PROCESS 1. Diagnosis of needs, 2. Ithmtification and delineation. 0 3. Formulation of proposed courses of action to settle the issues, 4. Elimination of inappropriate proposals and retention of the suitable, the feasible, and the acceptable, 5. Preparation of the retained alternatives as options for a policy decision, 6. Agreement concerning the policy, i.e., the objectives, ways, and means of action, and 7. Transformation of the policy into a preferred course of action as the basis for program and budget planning. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 AutvileZISTR INTERNAL USE ONLY ADMINISTRATYL IL.. la USE ONLY Approved For Re pieilM0/(9p/1)11p4ATIpf8/10004)1000200050005-4 1. Concentration on physical facilities and programs. 2. Emphasis on external environment, i.e., technological developments, short-deadline dempnA forecats, current trends, etc. 3. Blueprinting the future--The art of using planning as a device to "fix" the future. Basic assumptions and view- points become fixed. 4. Failure to communicate--People fear a planned change and they resist being changed by other people unless they know why. 5. Overestimating the logical appeal of plans and resulting programs and underestimating the difficulty of making changes at the operating level. 6. Ignoring the existence of the "informal group," again a lack of communications. The informal group (mainly just concerned people) has an amazing ability to resist planned changes from outside planners. The informal group generally has a conserv- ative influence on the planners, more often than not, a braking effect. Note: Successful planners pay daily respect to the informal group power. 7. Failure to analyze the talents and abilities of people in the organization as well as material resources. This has a lot to do with appraisal of tangible abilities such as identifying the efficiency minded, those with extraordinary skills or "know-how," and those with the ability to make decisions. At the same time, an assessement should be made of values and aptitudes and characteristics that can be classified as intangible assets. 8. An inability to be flexible and depart from any segment of the "master plan" in favor of an alternative strategy. 9. Regarding policy as the way things are being accomplished, i.e., a state of affairs arrived at by muddling through and hoping for the best, not by exercise or strategic foresight. 10. Using contemporay positions as a fixed and inflexible policy , guide for the future. 11. Concentration on the idealistic or extreme visionary programs not germane to the immediate and practical interests of the organization Approved For Release R0,010/13 ? CIA-RDP81-00261R000200050005-4 Au.D41.I.KATI\TE - INTERNAL USE ONLY ' Approved For itereisifiti6iik1611-3 .-kb1141S-6(N14X 000200050005-4 BASIC MANAGEMENT CONCEPTS FOR MISSION AND STRATEGIC PLANNING 1. Determination as to what kind of business we are really in and how do all of the elements relate to one another. Admittedly a mixed bag, and it will not suffice to simply say "services." ' 2.. -Employing available resources in the proper manner, especially when changing circumstances or contingencies require a change of course. 3. Considering the element of leadtime in planning for contingencies far enough ahead to allow enough time for preparation and maneuvering. 4. The identification of possible or probable roadblocks and sources of interference which could delay or preclude reaching mission goals. 5. Conceiving a conceptual framework for planning, with a platform being the concept of the mission, around which to organize and guide systematic information gathering and analysis. ? 6. Recognizing that a contemporary position will suffice only for short-range procedures with limited capabilities. 7. Minimizing risks of being caught unprepared by relating the mission to estimates of future situations. 8. Based on the planning process and derived from all of the analyses and studies that define the courses of action or options, to agree on an appropriate policy, transform it into a preferred course of action and march forward. 9. Considering that when we think of long-range planning, we are thinking of those plans which will cover the period from 3 (preferably 5) to 7 years downstream. Approved For ReleastkaftWilktictA:RipM79N6A025W4p50005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Mike: For your information, and Jack's too if you wish to pass it along, I am indebted to for their contributions and advice on this paper. I had asked Prank for his written opinion as to a Directorate planning concept and his thoughtful notes on the subject gave me assurances that I was on the right track. Helen provided an elaboration on the theme of a "Secretariat" to provide coordination of and control over the total planning effort, and her suggestion to establish a bibliographical planning reference I consider most valuable. Following is the bibliography of reference material used for special research, more assurances and graphic charts: Ewing, David W. "The Human Side of Planning: Tool or Tyrant?" New York, The MacMillan Co., 1969 Mottley, Charles M. "Strategic Planning" extracted from "Planning, Programming, Budgeting: A Systems Approach to Management" (Second Edition) Edited By: Fremont J. Lyden and Ernest G. Miller Chicago, Markham Publishing Co., 1973 Eccles, Henry E., Rear Admiral, USN, Ret. "Logistics in the National Defense" Harrisburg, Pa., The Stackpole Co., 1959 Morrisey, George L. "Management by Objectives and Results" Addison-Wesley Publishing Co., 1970 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 25X1A 25X1A 25X1A Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-002611R3(012R0050005-4 Copy f of 8 ? 2 AVG 19/4 NIRMORANDITM- ? Deputy Director for chrl ni s tL. n SUBJECT: Financial Guidance for 1975 and 1976 1. This memorandum constitutes my guidance to you on the 1975 and 1976 programs of your Directorate. You are reminded that we do not yet have our appropriation for FY 1975. You should proceed with the imple- mentation of your program with that caution in mind. In addition, because of the severe resource constraints we anticipate for 1976, even assuming no further reductions by OMB or the Congress, I am asking that you undertake certain detailed reviews to explore opportunities for possible further savings. The guidance and issues are based upon the data you submitted to the Comptroller in response to the Program Call, the Program Review book prepared by the Comptroller, and the discussion with you in the Management Committee on 2 August 1974. 2. The program level for your Directorate is: FY 1975 FY 1976 Staff Positions Contract Positions 25X9 For 1975 you will receive one allotment for all the programs of your Directorate reflecting the above totals. Since the Comptroller will no longer retain detailed allotment records at the component level, 1 will hold you responsible for creating similar controls at the component level to ensure that Directorate totals are not exceeded. Thus, I will expect you to keep your records and controls over your resources by major component as in the past, and to continue to provide project (FAN) and-subobject class data to the Automated Budget Control (ABC) System for monthly verification of the way the resources are being used. Your first input to the ABC system should reflect initial program approvals; no reprogramming will be allowed until this data base is established. Now 25X1A elease 2000/06t4i."10.#4-RDP81-00261t9ngp5oop, ...... /. z3/..,Lffir, 25X1A Approved For Release 2000/06/131l4081-00261R000200050005-4 3. Within the 1975 amount allotted above, thousand is provi for personal services costs of permanent staff and contract employment (sub- object classes 1101 and 1145). For temporary and part-time employment, 180 A.E. is suggested and you should compute your own dollar amounts for subobject class 1148. You are free to allocate these monies to com- ponents as required and to 1-epro2;ram between components as needed, subsequent to the initial input to the budget control system, but not to convert them to nonpersonal services object classes without the Comp- troller's prior agreement. This step is being taken to help ensure our ability to meet a possible congressional reduction in our pending 1975 request as well as other problems or opportunities which may develop. 4. During the course of the Program Review, I approved certain key programs for 1975 representing major investments or activities in which I have a personal interest. Because of the importance of these projects, I expect them to be carried forward at the levels I have approved. For your 25X1A Directorate, the specific activities are as follows: 25X1A 25X1A 25X1A 25X1A 25X1A 25X1A 25X1A a. The Program, funded at thousand for FY 1975, to include procurement of five field terminals, and entry terminals for both b. Secure Voice (Staff) to continue on a maintenance basis only during FY 1975 at a funding level of Communications Area Facilities, funded for FY 1975 at A detailed list of specific projects scheduled to this total should be submitted to the Office of the Comptroller by 6 September 1974. d. Office of Lo?istics Entineering Support, funded for FY 1975 at for Utilities Monitoring, a P.L. 92-313 reimbursement to GSA). A list of the specific projects planned for the current year to be funded within this total should be submitted to the Office of the Comptroller by 6 September 1974. e. Merged Computer Operations, funded at thousand for 25X1A FY 1975 (with funds transferred from Operations 'rectorate). f. Computer Assisted Field Terminals (CAFT). Continued development of this program at a funded level of in FY 1975. 2 r Release 2000/06/13 : ctm7Ear-00261R000200050005-4 25X1A 25X1A Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 g. Office of Communications factored costs for funded within your current FY 1975 allocation at Any additional costs will be requested from the Reserve to meet the total FY 1975 requirements. h. COMIREX contractual studies, for which was transferred from the Intelligence Directorate budget to OJCS, which 25X1A will have supervision over the contract. In transferring these funds (and in putting an additional in the OJCS program for 1976) I was seeking the economies of centralized management of ADP. However, I request that you ask OJCS to set up, with OJCS as chairman, a steering group composed of COMIREX, OD&F. and the IC Staff to assist OJCS in achieving the general community objectives of the COMIREX program. 25X1C 25X1C If for any reason you deem it necessary to change these levels by more than 10%, I will expect you to prepare a recommendation for the Comptroller who will usually seek my review. While I recognize that approved programs cannot always be carried out as originally planned, it is important that I be informed when changes occur and have the opportunity to review and consider the factors causing the changes to determine whether the funds approved earlier, or affected by the change, might be used better elsewhere. To facilitate continuing management review, the activities identified above must be specifically reflected by subobject class or in FAN (or combinations of FAN) accounts and you should work with the Office of the Comptroller to ensure that this request is met. 5. You will be expected to raise, for separate decision, any repro- gramming which vvas not explicitly reviewed during the Program Conference and which would commit you or the Agency to an obligation of more than $250 thousand during the following five years. 6. There is one additional requirement upon which I must insist. The Program Execution Procedure set forth a requirement for notifying me, under certain conditions, before action is taken on activities approved during the Program Review. These involve: a. Politically sensitive projects, carrying a significant risk of causing embarrassment to the U.S. Government in general or to the Agen-cy in particular. Approval by the National Security Council of politically sensitive activities will fulfill this requirement. b. Major contractual agreements undertaken on behalf of and funded by other agencies. vow 25X1A 3 Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SLuRFT S#4,;CCP ir Approved For Release 2000/06/13 : Er-00261 R000200050005-4 c. Real property transactions which have the potential for raising security, political or operational difficulties. d. Other individual transactions involving more than $500 thousand. Although it will rarely be necessary to change a plan at the last minute, it is imperative that I be informed through the Comptroller before you take action on any of the kinds of projects described above so that they can be evaluated in relation to the then current status of the environment and the Agency's overall resource situation. 7. All matters 'covered above should normally be sent in one copy only to the attention of the Comptroller who will forward them to me when he believes they require my specific approval. In cases where he believes it unnecessary to inform me personally, he will so notify you. Periodically he will inform me of those items where he has determined my direct involvement was not required. 8. In paragraph one I noted the need to continue seeking oppor- tunities to effect further savings in funds and positions. You will have your own ideas about how you might approach this problem but there are a number of areas where I believe attention will prove :rewarding. You are requested to consider and submit recommendations by the dates indicated: a. Examining comprehensively the personnel and career management practices throughout the Agency and the resources devoted to them. Your examination should take into account the differing career management needs of the Directorates and should identify areas where differences serve no useful purpose. The objective should be to provide the most effective career manage- ment system for the Agency with reduced resources in FY 1976. 28 February 1975 b. Developing and instituting a multi-faceted program to reduce the cost of day-to-day Agency operations in areas most seriously affected by inflation. Managers and individual employees must be made aware of ways in which they can effect savings through frugal use of materiel resources. 31 October 1974 c. Accelerating the development of methods to identify the costs of services furnished to Agency components; and expanding that effort to include a systematic study of all areas of activity where modification of the way we budget for goods and services 25X1A 4 lease 2000/06/13 : CIA-RDP81-00261R000200050005-4 SECRFT Approved For Release 2000/06/1-- --:',-CIA.RDP81-00261R000200050005-4 might focus managerial responsibility more sharply on the alloca- tion of resources. Such a study should bear in mind the cost/ benefit tradeoffs, and should stop short of developing .systems which would cost more to administer than their implementation might save. -31 December 1.974 25X1A d. Studying, in coordination with the IC Staff, ways in which. the might be used by other parts of the Intelligence Community in the long term. Pro- 25X1A posals should include alternative ways in which the cost of operation of thel=might be shared beginning in FY 1978. Action to implement such a program probably should be deferred until we have some experience with the current arrangement, but proposals should be ready for inclusion in the FY 1978 Program submission. New 25X1C e. Developing a system of costing security investigations conducted on behalf of NRO. The purpose should be to develop hard data which would permit us to charge such costs to the NRO budget beginning in, FY 1977. 1 March 1975 f. Investigating the economics which might be realized by using forms of Agency communicators overseas. 1 February 1975 25X1C g. Studying ways in which the cost of providing communica- tions services might be charged to individual customers within the Agency as well as other departments and agencies. 1 March 1975 9. The other Deputies have been asked to undertake studies in their own areas of responsibility. Some of them will be of interest to you and some will require your cooperation and assistance: a. The DDO has been asked: (1) to consider, with DDS&T, the merging of Division D, OEL, and relevant parts of OTS into a single organization supporting SIGINT collection; "(2) to define the minimum necessary overseas structure; identifying for each country the irreducible minimum level of resources required to sustain the essential operations at each station and base including communication and all other support costs; and *my 25X1A lease 2000/06/13 : CIA-RDP81-00261R000200050005-4 S FOR FT (Nr7r.r) F-7 Approved For Release 2000/06/43jCW-RDP81-00261R000200050005-4 (3) to establish a language training complement and suggest an appropriate size and how it should operate. b. The DDS8ET has beon as..Loci to condur_H: a stuciy o tochnic.ai support to agents, including communications support; to determire ,whether and to what degree such support should be made the responsibility of one component. The types of support required, the costs of this support in manpower and in equipment, and current practices in decentralized funding should be examined. This study will involve, at a minimum, OT, OD&E, -0C, Div D and OEL. c. The Comptroller will direct a study of the resources devoted to our accounting, certification, and budget functions throughout the Agency. He will examine the whole process of resource control in terms of structure, timing, information requirements, use of computer time, and relevance to manage- ment needs at various levels. 25X1A 6 25X1A e 2000/06/13 : -flP1-00261R000200050005-4 ApproVed.Fo riee? 2 600/06/iiiCiA 064 261R000200050005-4 11 September 1974 MEMORANDUM FOR THE RECORD SUBJLGT: Financial Guidance for 1975 and 1976 REF : Memo to DD/A fr DCI dtd 23 Aug 74; same subject STATINTL 1. Discussion with Mr. Comptroller's Office regarding clarification of several paragraphs contained in reference resulted in the following: Paragraph 5 "You will be expected to raise, for separate decision, any reprogramming which was not explicitly reviewed during the Program Conference and which would contht you or the Agency to an obligation of more than $250 thousand during the following five years." Any reprogramming which raises the total obligations of a project/program by more than $250,000 during the following five years, above the amount contained in the current FY 1976 budget (OB) will require higher level decision. *ow Paragraph 6.c. "Real property transactions which have the potential for raising security, political or operational difficulties." Exclude safehouses in the Metropolitan D.C. area unless the component con- cerned feels there is something unusual about the transaction and therefore higher level concurrence should be required. Paragraph 6.d. "Other individual transactions involving more than $500 thousand.' - Procurement transactions conducted through the Agency Property Procurement Account apply if the purchase is for a single item and the total exceeds $500K, however, if the transaction involves procurement of a number of items (replenishment of stock) and the total of all items exceeds $500K, Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 11 11,9.1 1 fi " ry,,r rt rAt,A.1 HIT Approved For plteit v046.06,/1Agi DID8 -00261 R000200050005-4 Gly -2- S1ATINTL it does not have to be approved by higher authority. If the transaction is unusual; Le., purchase of it should be written up for approval before proceeding. Nur' :??? DD/A Plans Staff STAT I NTL Approved For Release 2006/661143 :'CIA-RDP81-00261R000200050005-4 DD/A 74-3473 9 September 1974 i4Lq,i0RAND6'iA FOR: Director o? Counicati,op, Director of Finance Director of Joint Computer Support Director of Logistics Director of Medical Services Director of Personnel Director of Security Director of Training SUBJECT DD/A Management Conference 27-29 September 1974, 25X1A 1. The DD/A has asked that the following item from the DCI financial guidelines for FY 75 and 76 be included in the Management Conference agenda: "8. b. Developing and instituting a multi- faceted program to reduce the cost of day-to-day Agency operations in areas most seriously affected by inflation. Managers and individual employees must be made aware of ways in which they can effect savings through frugal use of materiel resources." 2.. Please be prepared to discuss this item from the standpoint of your Office. A/Chief, DD/A Plans Staff cc: EO-DD/A Approved For Release 3900/05/1A ? CIA-R 4-00251-R0 050005-4 Isi;"?q Utj " .. ... IMPLET CL[We:11'761'2' 25X1A Approved For Release 2000/0611-3.:-CIA-R0 TYD/MecS 51,-00261R000200050005-4 OC-M-74-467 15 August 1974 MEMORANDUM FOR: Deputy Director for Management and Services SUBJECT DDMU Planning Council REFERENCE DDMU 74-3022, 8 August 1974 1. This is in response to referenced memorandum which requests the Office of Communications comments on a concept of establishing a DDMETS Planning Council. 2. The Office of Communications is already heavily committed to planning activities related to the conduct ?of our business. On an annual basis we develop those plans and programs which are required to keep the Agency's communications systems operating effectively and efficiently and responsive to known and projected requirements. In addition, when we are con- templating major system changes such as those related to or Secure Voice, we develop long range plans covering such programs for ten or more years in the future. A major input 25X1A to this planning process is derived from direct contacts with our customers and with Agency components having peripheral interest in the plan being prepared. For example, in preparing our Secure Voice Plan we conducted a requirements survey involv- ing direct contacts with virtually all Headquarters components, and we consulted with the Office of Security regarding the security of the present red-button system, contractor maintenance and other security-related factors, and with the Office of Logistics regarding matters within its purview. In a similar manner, OC provides consultation and input to planning studies being carried out by other DDM&S Offices, such as the OJCS MAP plans and the OL study on space requirements for environmentally sensitive equipments. It is our feeling that the planning procedures illustrated above have been and continue to be effective and responsive to the needs of the individual offices. The activ- ities of the proposed Planning Council should not duplicate or replace these procedures which are already being effectively employed. 7 Approved ForRelease2000/06/13 : CIA-RDP81-00261R000#051) CfP1{-. F I IIr h53 ET Approved For Release 2000/05113i: CIA-RDP81-00261R000200050005-4 SUBJECT: DDMU Planning Council 3. If it is determined that a Planning Council is needed at the Directorate level to make sure that the various Offices are not making plans which contradict or duplicate plans of other Offices within the Directorate, it appears to me that the DDM&S Plans Staff should be the focal point. When and if that Staff determines that there is a lack of coordination or cohesiveness in the plans of the various Offices then they can call meetings of representatives of the Offices affected. Periodic informal meetings of Plans Officers from all the Offices could also be continued as in recent months. I certainly do not visualize a need for development of an overall Directorate plan which encompasses all of the various programs going on within the Directorate. Since we are a very diverse group of Offices, it appears that the possibilities of overlapping plans or contradicting plans are relatively remote. 25X1A Directb of Ccimniunications Approved ForRelease /9W1ApAp.ROP814111261R1300200050005-4 2 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 '17 1 ri .? t3LiLl 15 AUG 1974 MEMORANDUM FOR: Executive Officer to the Deputy Director for Management and Services SUBJECT DD/MS Planning Council REFERENCE DD/M&S 74-3022 dtd 8 Aug 1974, Same Subject 1. We believe the proposed Directorate Planning Council has the potential for making significant contributions to the long term planning process in areas of DDMS concern. 2. In our view the importance of the role of this Council warrants the personal attention of office directors. We, therefore, favor the reference proposal that the permanent membership of the Council be comprised of the ADD/MS and the Office Directors of Communications, Joint Computer Support and Logistics. As a suggestion we believe the permanent membership should be augmented by perhaps two of the directors of the remaining five offices who would serve annual terms on a rotating basis. 3. We believe that additional planning for operation of the Council, frequency of meetings, approach to problems, etc., should await formation of the Council and be subject to the Council's direction. STATI NTL Thomas B. ?a Ye Director of F nance Approved For Rele,4te2000/06/11: CIA-RDP81,00261R000i00050005-4 rmpiP.s Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 OJCS 1108-74 15 AUG 1174 MEMORANDUM FOR: Executive Officer, DD/M&S SUBJECT DD/M&S Planning Council REFERENCE Memo to D/OJCS fm EXO/DD/M&S, dtd 8 Aug 74, same Subj (DD/M&S 74-3022) 1. I have the feeling that even with the "extended discussion on the increased need for planning in Government" which took place on 26 July and 5 August 1974 at meetings with the DD/M&S, there is little commonality among the DD/M&S Office Directors of what such plans should include or look like. As with your memorandum, the things that come through the clearest are procedural, i.e., possibility of two Plan- ning Councils, possible membership on these councils, etc. 2. What is needed, apparently, is better guidance on the substance of such plans or Planning Councils. It would be very helpful if the DD/M&S listed, for each Office or Planning Council, the types of questions he expects the planning to answer. Another way to get his idea across would be to distribute a plan from some other organization that il- lustrates what he has in mind. It is our intention to draft an OJCS plan as we understand the requirement before the September meetings. This would be in addition to the OJCS Systems plan covering FY-75 - FY-78. 3. As for the three schemes for Planning Council representation, I favor the alternative in paragraph 3c of the reference. Regardless of which alternate is selected, I suspect it would be wise to allow for meetings to be attended by such additional personnel as the Office Director and DD/M&S feel are appropriate. It is believed that alternative 3c would result in a better end product. It is my opinion that the Office Directors could not allot sufficient time to the plan- ning to do it justice while trying to manage their Offices. 25X1A TER Director Joint puter Support Distribution: Orig & 1 - adse 2 - O/D/OJCS Approved Fr ReasmeR9,99g4/13 : CIA-RDP81-00261R000200050005-4 Approved ForRelease2000/06/13 : CIA-RDP81-00261R000200050005-4 ONFIDENTIAL 1 6 AUG 1974 ,ORAN UM FOR: Deputy Director for Management and Services SUBJECT Suggested Agenda Items for the Conference REFERENCE Multiple Adse Memo dtd 8 Aug 74 ft EO-DD/NS, subject: DD/MS Planning Council 25X1A 1. In connection with the conference scheduled 25X1A September* we are providing a list of topics suggested by the various Divisions and Staffs as possible items for inclusion in the conference agenda: a. Centralized Interface with Department of State. Because fhe Agency has diversified 6usiness and contacts with State [Office of Logistics (OL), Office of Finance (OF), Office of Communications (OC), 25X1C 25X1Cit frequently happens that infor- Noe TRIMPIFTIVellilldecisions are made, by one contact which are of concern to one or more of the others and which might or might not be shared. Perhaps a small focal point office, with representation from the elements concerned, could be established which would insure that all elements would be made aware of any mutual State/Agency arrangements. b. Cable Slug. As an alternative to the above, and one that could be implemented immediately, would be the creation of a cable slug such as "State" or "Dept." which would indicate interface actions. Scheduled routing of such traffic would notify all components concerned so that any required coordination could be undertaken accordingly. c. DD/MIS Managerial Training. Senior management training at the university level depends, to a large extent, on the case study method. Perhaps such courses could be developed for managers or emerging managers at the Office level within the DD/M&S. At the next lower level, case study courses could be developed for training in the more functional disciplines (e.g., within OL, such courses could be directed toward supply, procurement, transportation, etc.). Such formalized training might be more effective than on-the- job training in the development of DD/MS managers. Approved For Release 2000/0e%Fto p0902619mzpoos(ptIlycqii,,,, 25X1C Approved For Release 2000/000 Ft44404 -00261R000200050005-4 SUBJECT: Suggested Agenda Items for the Conference 25X1A d. Funding and Control of Renovation Pro4ects. If the various components were required to plan an iaentify facilities requirements or renovations well in advance, it would permit OL to budget and to schedule its work forces, as well as the work forces of supporting agencies, and establish a more efficient and meaningful priority system. Frequently, under the current system, components can come up with last.minute requirements and, since they fund such requirements, they demand immediate action. f. Recruiting. In general, attention should be called to the continuing problem of the administrative and handling time for employee applications which can cause, and probably has caused, the loss of qualified applicants. More specifically, recruiting problems are impacting on the maintenance of a sufficient courier force. The point is, this is an area of service that impacts on the entire Agency. Finally, the Skills Bank, which was designed to provide an early review of applicant files has not been effective for OL purposes. Being located outside of the Headquarters Building, we find it delays the review process rather than accelerates it. g. Upward Mobility. The DD/MS might wish to consider a Directorate-wiae Upward Mobility Program as opposed to having each Office administer its own. While each Office could be tasked to identify positions to be used for on-the- job training or eventual assignment at the GS-06 through GS-08 levels, a Directorate program would permit crossover among Offices for the development of those lower-graded employees. It would also allow a freer movement of those employees who might currently be locked into positions or occupational series which do not permit them to realize their full potential. Approved For Release 2000/06/.13:ql RI74140261R000200050005-4 Approved For Release 20001n91:0197?:00261R000200050005-4 SUBJECT: Suggested Agenda Items for the Conference 25X1A h. Space. The DD/MS might wish to brief the Office Heads regarding the current problems with spaces particularly within the Headquarters Buildlng, and what to expect in the future. For example, any Headquarters space which might be relinquished within the DD/NS is already earmarked for the Office of Joint Computer Support. Components should consider space external to Headquarters (e.g., Rosslyn) in their future planning. i. Consolidation of Courier Services. Office Heads might 11 :0 to now t e sta us o t e program and how it relates to courier recruitment (paragraph f. above). J. Furniture and Interior Decorating. It might be appropriate to discuss the financial and physical problems associated with this topic. k. Small Purchases Branch (SPB . The capabilities of the SPB, an t e a vantages o ts use, could be explained and discussed. Some example advantages are: (1) Quick reaction. (2) Reduction in paperwork. (3) Reduction in OL and OP operations since items procured through the SPB are not processed through the Financial Property Accounting system. It could also be pointed out that items procured through SPB are chargeable to funds rather than Property Requisitioning Authority. This is a point which is not widely understood except by budget and fiscal officers. 2. We shall be glad to provide additional details to support any of the above topics which might be selected as agenda items. 3. With respect to providing recommendations to improve the long,-range planning process (which we felt was one of the main thrusts of the referent), and in accordance with my telephone conversation with the EO-DD/MS on 13 August, I am limiting my comments at this time to stating that the assignment of a group 3 Approved For Release 2000/06PT09fst13ittlikT61R000200050005-4 Approved For Release 2000/0 t lAD 8 - 261R000200050005-4 SUBJECT: Suggested Agenda Items for the Conference 25X1A of Office Directors to perform as a Planning Council under the chairmanship of the Associate Deputy Director for Management and 3,3rvicas would appear the most effective of the alternatives pre- sented to deal with broad base aggregate planning. However, I do ) propose to treat the subject of long-range planning more fully and will forward an additional paper on this subject to the DD/MS . prior to 30 August 1974. is/ Michael J Malanick Michael J. 14alanick Director of Logistics Approved ForRelease2000/06/13 : clAgRpP8:1=9026.1R000200050005-4 Approved ForRelease2000/06/13-: CIA-RDP81=00261R000200050005-4 1t; MEMORANDUM FOR: Deputy Director for Management and Services SUBJECT DD/METS Planning Council REFERENCE Memorandum from EO-DD/M&S, dated 8 August 1974, subject as above As requested, the referent memorandum has been considered in the OMS, and comments are as follows Since we are uncertain how Directorate planning should be organized, we would favor further discussion -- and learning -- while the question remains open. If our position is desired at this time on one of the three alternatives outlined in the referent memoran- dum, we would favor the third alternative, i.e. using the existing Directorate planning mecha- nisms. 7 Jo TIETJEN, Direct() of Medical Services iS:2 LILY STATI NTL Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 ? !..? ? ?.,?? ?.; FEES 74- Approved For Release 2000/06/13 : CIA-RDP81-00261R0)00200_004006*-- 15 AUG 1974 MEMORANDUM FOR: Deputy Director for Management and Services SUBJECT DD/MS Planning Council REFERENCE Memo dtd 8 August 1974 to DD/MS Office Heads from EO-DD/MS; re same subject Jack: We have studied Skip's memorandum concerning your views on the need to develop a planning mechanism or council. I am puzzled at the emphasis given in this memorandum to the Offices of Logistics, Communications and Joint Computer Support as the areas for which planning needs are the greatest. The increasing attention by the Director and the Management Committee on personnel reductions, manpower controls, and the many significant implications of PASG, as well as the constraints on money and personnel, calls for personnel planning of the highest order. I agree, of course, that the planning responsibilities of the Offices of Logistics, Communications and Joint Computer Support are complex and fully support the suggestion that these Offices be grouped. At the same time, I suggest for your consideration a similar grouping of the Offices of Personnel, Security, Training, and Medical Services charged with the same planning responsibilities you have in mind for the other Offices. I also believe that the need for long-term planning demands a level of attention which requires personal participation by the Heads of the Offices concerned. Staff support to these councils could be provided by the DD/MS Plans Staff with assistance to each Office Head from his own planning staffs. To all who can use the data, we would supply our various manpower projections and forecasts which should be useful for many long-term planning considerations. STATI NTL ann Director of Personnel Approved For Release 2000/06/13 : CIA-RDp81-0p2,61R000200050005-4 '6771 ?, Approved For Release 200010e/1 =14DP81-00261R000200050005-4 1 G AUG 1974 MEMORANDUM FOR: Deputy Director for Management and Services SUBJECT DD/MS Planning Council REFERENCE Memo to Office Heads fr EO-DD/MS dtd 8 Aug 74, same subject (DD/MS 74-3022) 1. This memorandum responds to referent request and is for information only. 2. We suggest a DD/MS planning mechanism organized along the following lines: A. a Planning Council consisting of the Deputy Office Heads and chaired by the ADD/M&S; B. a Planning Committee consisting of the Planning Officers of each of the DD/MS Offices and chaired by the Chief, DD/M&S Plans Staff. 3. This planning group would somewhat parallel the recent organization of a Senior Personnel Resources Board and a Personnel Resources Committee. The Planning Council would consider broad policy issues and make planning assumptions upon which detailed planning was to be based. The Council would act as a whole in considering issues affecting the plans of all Offices, such as anticipated trends in per- sonnel and funding ceilings in future years, in identifying functional areas where contingency plans should be developed, in evaluating the efficiency of our current Directorate organization, etc. In dealing with matters of concern to a more limited number of Offices, the Council could divide itself into sub-groups, such as the Offices of Logistics, Communications, Joint Computer Services, and Finance for matters dealing primarily with our physical assets, and Personnel, Security, Medical Services, and Training for matters dealing with our personnel assets. E 2 IMPDET 065l6 Approved For Release 2000/06111ga CIN6WEel-00261R0002COL 13005Y 00- 4 OS 4 0487-A Approved For Release 2000/06/1 lA':i;IDP81-00261R000200050005-4 -2- 4. The Planning Committee would provide staff support to the Council by preparing and referring back to the Council detailed planning documents. The Committee should also suggest to the Council areas in which policy decisions or guidance are needed- for planning purposes. 'Charles W. Kane Director of Security 25X1A Approved ForRelease2000/Pgt 141351-00261R000200050005-4 25X1A Approved For Release 2000/05/11:C DDy'!:IS 71-V 4 5 A4b1b81-00261R000200050005-4 7 "f i itr. '73 MEMORANDUM FOR: Deputy Director for Management and Services SUBJECT - ? DD/M&S Planning Council REFERENCE ? ? Memo to Office Heads fm EO-DDM&S dtd 8 Aug 74; same subject 1. I endorse the idea of a Planning Council for the Directorate and envision it studying and making recommendations to the DDM&S related, inter alia, to the following: a. The efficient and equitable allocation and use of authorized fiscal and personnel resources. b. The most appropriate distribution among components of unanticipated or crash reductions in resources. c. The Directorate positions on matters of future concern, i.e., DCI Perspectives for Intelligence 1975-1980, technological developments impacting on M&S components and related matters where "brain storming" by a knowledgeable group could be inno- vative and productive. d. The review and evaluation of the Directorate planning systems for relevance and effectiveness. 2. Unlike almost anything else we do, except the periodic Directorate management conferences at the ...a Planning Council has the ancillary benefit of developing understanding and cohesion among components. Achieve- ment of such a goal may be just as important as any substantive product of the Council. 3. Somewhat unlike the referent alternatives, I believe there should be just one Council and that each of the eight components should have one representative, probably the Deputy Director (with the Office Director as alternate). Mille the logical Directorate breakout of services and people exists, as noted in referent, I believe sufficient overlap is always present to render such a firm division of planning groups very difficult. Hence, the single Planning Council concept seems more practical. Sub-canmittees or sub-groups could be assigned tasks as required, but always for later consideration by the entire Council. Approved For Release EX 2 IMPDET qt,qq/1.1!:,,C1.-RDP81-00/1611i0889200050005-4 Approved For Release 2000/0611 81-00261R000200050005-4 4. Finally, I concur that the group be chaired by the Associate DDM&S and suggest that the Chief, Plans Staff, DDM&S, be Executive Secretary to the group. ?-Al onso Rodriguez Director of Training Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 25X1A Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 22 August 74 SUBJECT: Additional Comments on the DD/A Planning Council The attached chart summarizes the preferences of the various Offices with respect to a DD/A Planning Council. The following are some comments which were included in the Office MOMS: --Wbuld be useful for DD/A to cite for each Office or Planning Councilthe types Of questions he expects them to answer. (OJCS) --Security's preference follows model of Senior Personnel Resources Board and Personnel Resources Committee recently established. --Use sub-committees or sub-groups for specific tasks (OTR). Att. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Reactions to DD/A Planning Council PREFERRED ALTERNATIVES A B C Office A-DD/A + D/OL, OC & OJCS A-DD/A + 3 Office De uties C/PS-DDA + Office Plans Chiefs Logistics 1 X - Did. not specify which Office Directors _ .... Medical ' Comma X Finance X - Augment with two other Direc- tors rotating. jCS X Personnel ' X - D/L, D/C, & D/JCS (1 grp) DIP, D/S, D/T, & D/M in 2nd grp. Staff suppor- to 2 groups in Alt. A Security X - Council of all Office Deputies & Committee of all Plans Officers Training X - Include all Office Deputies. Use C/PS-DDA as Exec. Secretary Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 74-30 25X1A 12Elfr - BY 0191246 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 25X1A 25X1A Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 r 4 b. Mother alternative would be to call upon three of the to emit on planning. This would also ip of the MX)/MS. c. A third alternative mould be to convene a group under the chairmanShip of the Chief, Plans Staff, consisting of the planning officers of appropriate Offices. In this case, individ- uals should be selected for their sObstantive knowledge of the planning process rather than as representatives of the Offices. There night possibly be input from subunits in such areas as technological matters. 4. Office Directors, in an overall effort to improv, he planning process, are urged to further staff out this issue and furnish their can- ts, suggestions recommendations by close of business 30 August 1974. This will then be uii.d. together and you will be provided with a summary prior to the conference. ference book) EO-DD/M4S111111111kmg (8 Aug 74) Distribution: Orig DiC0 25X1A Xcy - Ea additional adseCD/F' /JCS, D/L, D/MS uno - subject Do/m4s Chrono : Mr. Blake's conference book s conference book ereace book erence book 25X1A Approved For Release 2000/061137 eliA:R131,81 -00261R000200050005-4 la 4 gi 1? Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For ReitengtAggiffhla:'0A-ROFiktao:ii ,tnMORANDUM FOR: ,JBJECT 1 R000200050005-4 DD/A 74-3305 i AUG 1,T7.4 Director of Communications Director of Finance Director of Joint Computer Support Director of Logistics Director of Medical Services Director of Personnel Director of Security Director of Training : Agenda Item for Conference MBO as a management technique has been in use by -;1143 Directorate for slightly over a yeai.. We will be 0.:'.scussing MBO further at the conference. As part of the discussion, I would appreciate your taking the time to evaluate how MBO has worked in your Office and be prepared to share with the rest of us your views on this subject. Approved For R --111?Z' hn NMcMahon Acting Deputy Director for Administration STATI NTL isygOat?/taii.FGWRpqc1RD00290050005-4 U00 STATI NTL Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Finally someone has admitted to those tactics that managers really use. CPYRGHT Management's secret techniques By Alan Boyden CPYRGHT THE SUCCESS OF MBO has been so great that other proven mana- gerial strategies are being gravely underutilized. The problem is es- pecially acute in the case of young business graduates who are still in the throes of theft managerial apprenticeship. Frequently, such people have a surfeit of knowl- edge, but only a modicum of ring- craft, and need greater exposure to the realities of management. Here, then, are seven alternatives to MBO which no person of ambi- tion can afford to ignore. Judi- ciously selected and discreetly ap- plied, they will acid breadth and perspective to existing skills. Management by coercion. Since most modern managers see themselves as liberal and enlight- ened, this somewhat primitive ap- proach is now distinctly unfashion- able; indeed, only a few dinosaurs still espouse it openly. But it is not really dead?only used more sub- tly. For example, while it is rare for a boss to fire a man just be- cause he dislikes him, there is nothing to prevent him from with- holding a salary increase, or from deleting the man's name from a promotion list. Again, should he wish to get rid of a really trouble- some individual, he need only re- structure the person's job so that his weaknesses are exposed. The subsequent dismissal then be- Condensed from Manaclerrc Today (March 1974), ? 1974 by Management Publications Ltd. 58 MANAGEMENT REVIEW comes a mere formality, and in- variably the boss will be com- mended for his vigilance. Management by conversion. Hitch your wagon to a rising exec- utive?but be ready to jump off if he begins to falter. The signs of a downward trend in your patron's fortunes are usually unmistakable: frequent absences from training courses; his sudden reassignment to a "consultancy" role; and, most sinister of all, the dismemberment of his empire into smaller units. As soon as the vultures start to gather, it is time to nail your colors to some other mast. Dis- creetly, you will begin to air your "reservations" about your patron's policies. You will stay silent at meetings when he is expecting your support. And during casual conversation with his most bitter opponents, you will confess to a growing disenchantment. By the time the blow falls on the unfortunate, conversion to the other camp should be virtually complete. And far from being spurned as a renegade or a turn- coat, you will be welcomed to the fold like the Prodigal Son. But beware; the price of survival is eternal vigilance. Stop toting that barge Management by desertion. This technique will bring peace to any executive who may be worry- ing about the possibility of a breakdown caused by overwork. If you are becoming overwhelmed by your problems, the answer, of course, is to delegate. Every manager needs time to recharge his batteries, so have no qualms about delegating your more mundane 19's. After all, one of your key ,,onsibilities is to develop your subordinates, and there is no substitute for experi- ence gained on the job. Moreover, you can use the time saved to engage in more important activi- ties, like planning the recruitment of additional staff. Many executives have soared to great heights through their prowess as delega- tors; indeed, some are always in demand as chairmen at manage- ment conferences and only a few have been careless enough to get fired. Management by diversion. In the days of ancient Rome, the un- couth masses were diverted from their miseries by the skillful use of popular entertainments such as gladiatorial contests. In modern companies such needs are satis- fied by generous fringe benefits and recreational facilities. There is something here for everyone. The dissatisfied executive may not have much of a job, but at least he has a pension. The worker on the assembly line, however bored, can look forward to the Thursday evening darts match at the com- pany club. Secretaries can make new friends at the lunchtime disco or over a game of ping-pong. Promise them nothing Management by perversion. This is, simply, the art of tailoring any communication to meet your own personal needs. It is not what ( you say, but what you leave unsaid that is important. This technique Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SEPTEMBER 1974 59 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 CPYRGHT CPYRGHT is frequently employed by com- pany chairmen at annual meetings, though there are plenty of other, less exalted applications. For ex- ample, many "performance ap- praisal interviews" are not near1:0 as objective as their supporters claim; indeed, some are mere ex- ercises in manipulation. The strat ? egy used by "appraisers" at these discussions is invariably the same Keep the person interested and highly motivated, but never commi yourself to anything specific. Mans an employee is assured that hi: "long-term prospects" are excel lent, simply because he would bE difficult to replace. Management by submersion As every wise manager knows, the road to unemployment is pavec with good ideas. Despite all thE conference cant about initiative and creativity, it is safer to have no ideas at all if you wish to sur- vive. By doing as you are told anc plodding on regardless, you pose no threat to anyone and can merge into the background. Soon you wil be regarded as a harmless decora- tion who is no more dangerous than a potted plant in the person- nel office. Unfortunately, as a manager you will be expected to change things occasionally, and to change without changing requires no little skill. Sometimes you can take the iead yourself: For example, a few trivial adjustments to your depart- mental records system can be sold to your boss as a major innovation. More often, however, you will find yourself embroiled in changes 60 MANAGEMENT REVIEW sparked by others, and it is fre- quently unwise to be openly criti- cal. Far better to pledge your sup- port, do the minimum that is necessary, and emerge virtually unscathed when the storm has passed. Enthusiastic words and apathetic deeds can undermine even the most radical changes. Management by subversion. This last method is particularly favored by frustrated executives who seek to punish their compa- nies for their lack of advancement. Such people are especially active in large organizations where there are strong traditions of corporate paternalism. The attitudes of these internal "freedom fighters" are easily defined: first, a total disbe- lief of all company publicity; sec- ond, a profound suspicion of higher management; and finally, an unshakable conviction that "pull," not performance, is the key to success. For them the corpora- tion is a malignant force that can only be defeated by guerrilla tac- tics; hence most of their battles are fought in corridors and wash- rooms. Curiously, few of the above techniques are mentioned in man- agement textbooks or business schools; yet managers are adept at learning them where all the most effective management training takes place?on the job. ? The Author: Alan Boydell is a pseud- onym for an executive in a large corn- oany. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 LI u. NcRaorprEsd For niltrotowo6/13 : CIA-RDE81cupoopag0005oon4 SECRET ROUTING AND RECORD SHEET IttriBJECT: (Optional) FROM: 7 D 18 Hqs. EXTENSION NO DATE TO: (Officer designation, room number, and building) DATE OFFICER'S INITIALS COMMENTS (Number each comment to show from whom to whom Draw a line across column after each comment.) RECEIVED FORWARDED 1. Executive Officer, DDA 25XIA? ';;F?"4-1. t?or.Seet4e ? , to i . 5. 7. . ' 10. 1 1 . 12. 13. 14. 15. Approved For Release 2000/06/13 : CIA-RD?81-00261R000200050005-4 FORM 610 U SE EDITIONS 10 SECRET 0 CONFIDENTIAL r-1 INTERNAL 3-62 1---1 USE ONLY 0 UNCLASSIFIED Approved For Release 2000/06/13: CIA-RDP81-00261R00020V0t01Y054 3 MEMORANDUM FOR: 29 August 1974 Director of Communications Director of Finance Director of Joint Computer Support Director of Logistics Director of Medical Services Director of Personnel Director of Security Director of Training SUBJECT : Implementation of PASG Recommendations 1. The new approaches to personnel management resulting from the PASG recommendations established a Directorate-wide career service and changed the former ten individual career services into subgroups of the Directorate Career Service. The Deputy Director, as Head of his Career Service, was charged with developing policies and procedures for organizing, managing, and monitoring the personnel operations in the Directorate to best accomplish Agency objectives and his own requirements. 2. The senior Career Service Board, composed of the Director of each Office, was renamed the Senior Personnel Resources Board and charged with the responsibility of helping the Deputy Director formulate Directorate-wide personnel policies and guidance and monitor the effectiveness of the activities of the subgroups in complying with these policies and guidance. To provide staff support to the Senior Personnel Resources Board, the Personnel Resources Committee was established and is composed of representatives from each sub- group. 3. Each of you, as Director of your Office, is the Head of your subgroup of the over-all Directorate Career Service; and, at the same time, you are a mdmber of the Senior Resources Board, which is concerned with the over-all Career Service. Your representative on the Personnel Resources Committee represents you in its endeavor to develop for the Board action plans for the following matters: Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 a. Policies, career subgroups and structures most appropriate for implementing the PASG recommendation that each Directorate will constitute a Career Service. b. Directorate-wide objectives and plans to implement the ten DCI personnel objectives contained in the PASG report. c. Specific means of implementing the 16 personnel responsibilities and authorities of the Deputy Director in the PASG report. 4. Tab A is a work chart developed for the Committee indicating the tasks it is undertaking and the time frames in which it hopes to accomplish them. Tab B lists the ten Agency personnel objectives and guidance for accomplishing them. Tab C provides suggestions with respect to the 16 Deputy Director's responsibilities. 5. The Personnel Resources Committee has inventoried existing personnel management practices and procedures which are being used in the various career subgroups. This data is being analyzed to determine what areas need to be examined in terms of the PASG recommendations. It is not the aim to have absolute uniformity of personnel procedures throughout the subgroups, but differences should be considered and a determination made that they are valid and in conformity with the over -all Directorate personnel objectives. 6. In order to provide recommendations to the Senior Personnel Resources Board concerning subgroup and Career Service actions, the Committee is going to need the cooperation of the Office Directors. The Committee believes that a viable and effective personnel management system for the Directorate Career Service can only be developed through the participation and cooperation of the career subgroups. It is realized that each Office Director has a difficult task in trying to develop a program in his own subgroup which will satisfy his Office's unique personnel requirements, and then having to participate in the Board's efforts to implement the PASG recommendations through a Directorate-wide Career Service. Personnel Resources Committee Attachments STATI NTL Approved For. Release 2000/06/13 : CIA-RDP81-00261R000200050005-4- -2- ILLEGIB Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Next 1 Page(s) In Document Exempt Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 USE 0.,J7( Approved ForReiease2000/06/13 : CIA-RDP81-00261R000200050005-4 APPROACHES TO ACHIEVING DCI PERSONNEL OBJECTIVES OBJECTIVE NO. I "Recruit, with full attention to equal opportunity policies, the best qualified individuals to fill personnel requirements." APPROACHES METHODS OF ACCOMPLISHMENT 1. Consolidate component Advance Staffing Plans 1. The Annual Personnel Plan and the Advance Staffing Plan ith the Annual Personnel Plan. should be mutually consistent at the time of preparation of the former. 2. Promote the use of Vacancy Notices in and be- 2. The Vacancy Notice system is available to assist the .,een Directorates. Senior Personnel Resource Boards in filling their Directorate's personnel requirements. 3. Increase the hiring of professional employees 3. OP will increase recruitment efforts in schools where co= recognized minority groups in order to realize there is a large minority representation enrolled, and develop an irectorate coals asstipulated in. the APP. ongoing program designed to strengthen the Agency's ability to acquire minority employees. To the extent that funds can be made available, OP will in- stitute ?a program to bring selected Black applicants into Head- quarters for interview by interested operating components. CP will vigorously pursue minority Co-op applicants as a source for increasing the employment of minorities in professional jobs in the Agency. ' Approved For Re1-6e'1000/00/I3 : CIA=14D141(-00261 R000200050005-4 ADMINISTRATI Approved ForRelease2 00/0WISicletet-RIDP831 10112E4R00020# ozGougQ4ents and Directorates to the use of specially tailored training and rotation plans as an integral part of the employment of Black applicants for professional jobs, e.g., language and area training assignments. 4. OP and PSS/OMS have initiated relevant efforts. Examine ways of improving the selection ss, including the possible testing of applicants pacific occupational groups. Approved For."14elea" se-0 070 1 I 61/113"TCLIAL3s-' RDPI811:-00261R000200050005-4 AD1I1LLZ)11..] .111NAL U6E ONLY BE ArclY94tF?Ree-asg 2009/06/13 ? CIA-RDP81-00261R000200050005-4 OJCTr NO. PlaalE anlenancegency ? bro.Lessionalism at all employee levels IV the planning of future personnel requirements, the acquisition of needed skill mixes, and by the training and qualifications updating of employees (as deemed necessary to insure their qualifications-readiness for current and future assignments)." APPROACHES More systematically plan future personnel staff- ltterns and personnel flows in the Directorate and 71ents. Provide for the continued training and ications updating of employees on duty to their readiness to meet current and future 7e:ments. Approved roi Release' METHODS OF ACCOMPLISHMENT 1. The Deputies and Component Heads, with the assistance of the Director of Personnel as appropriate, should evaluate their future work force characteristics and staffing needs in order to more effectively meet personnel requirements and assure qualified employees for future tasks. The Directorates can provide necessary guidelines on potential aggregate changes in manpower, grade structure and requisite skill mix and have an active role to play in the preparation of the APP. 2. The PDP exists as a major mechanism to serve this purpose, and is moving from an orientation on executive development toward a more comprehensive coverage of a wider mix of grades and occupations. For those groups not included in the PDP, an important role can be played by career counseling within the Career Service evaluation system. In general, training models or guidances should be provided for developing the necessary Progression of skills and on-the-Job experience. 000/06/13 : Clk-Mi:081-00261R000200050005-4 1pkiNisTB4T1T Approved For Release 2000/ 3. Identify occupational affinity groups in the . Annually review future component training plans d needs. USE ONE 6/13 : CIA-RDP81-00261R000200050005-4 ? 3. The Director of Personnel has been asked to modify the Qualification Record System to facilitate the ready identificatio of employees having qualifications appropriate to selected occupational affinity groups. By linking qualifications and occupations, it would be possible to enhance both employee mobility and career development with greater assurance of serving the interests of both the employee and management. To aid this effort, each Deputy should be prepared to make available individuals he believes particularly competent to participate in such studies and who would possess the knowledge and experience necessary to determine the qualifications and skills needed to me, -various types of requirements. 4. The Senior Personnel Resources Board could require each component to develop training profiles for their managerial offic( and other occupational groups :Ire training relates closely to jc performance and employee development. Each Directorate also reviews training-related information in the APP and PDP which would provide a useful basis for discussions with OTR representatives. Approved For-1eteaSe2000436/13 : CIA-RDP84A0261R000200050005-4 Afl:IiI CTI 0117..7CTIvARP.roYedIERVINeN5S' APPROACHES .u ODLY tic 13 Pa9kka.Po1k09?2q1M93-g99g9RA the Personnel pining and policy processes." METHODS OF ACCOMPLIMENT 1. The Deputy Directors will determine Directorate- wide objectives and action steps in support of the 10 DCI personnel objectives and will consider the development of additional personnel objectives for Directorate-wide application. 2. The Deputy Directors will develop Directorate 1. Implement Directorate personnel objectives. 2. Prepare Directorate-wide personnel guidances, )verning the performance of personnel responsibilities d the establishment of career service structures and 'OCCSSCS. Approved ForiReleAse 2000 guidances covering, as appropriate, the 16 personnel authorities and responsibilities designated in the PASG Report and any other personnel areas of concern .to them.. Priority should be given to the establishment of needed Directorate guidances on employee evaluations, rankings and promotion criteria, and the establish- ment of evaluation and follow-up systems to keep the Deputies continually infOrmed on the effect and merit of their programs ? and policies. 06/13 : CIA-RDP8140261R000200050005-4 OBJEG:IVE Appi4oVerd)FrorRekraser20001061133: VAPRONTTPD02610R0902000101064 ortant personnel policies and processes by more frequent use of Agency and component notices." APPROACHES 1. Prepare Agency Notices or Employee Bulletins on or personnel decisics having general applicability 'luding actions of th,: CIA Management Committee. P. Provide a mechansm to survey employee views comments on personnel management in the Agency. 3. Improve .personnel communications in the 'ectorates. Approved For Release-200 METHODS OF ACCOMPLISHMENT 1. Important personnel decisions or information about planned actions that generally affect employees should be communicated as openly as possible at the instance of the DCI, the Management Committee, or the Director of Personnel, as appropriate. 2. The Director of Personnel will recommend guidelines to the Management Committee for the use of employee surveys, whenever appropriate, as an integral part of the Agency personnel system. 3. The SPRB will recommend to their Deputies how the ? communications system throughout the Directorate can be improvPd. /06/13 : CIA:RDP8140261R000200050005-4 - Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 OBJECTIVE NO. 5 "Provide employees with opportunities and satisfactions commensurate with their individual skills and ability." " APPROACHES Accomplish this objective through general improve? in personnel management, as no single action ers a solution. The pursuit of the other ectives has particular applicability. METHODS OF ACCOMPLISHMENT This is a central objective for the totality of personnel programs within a Directorate but it will not be achieved if those programs are undertaken in a fragmented, uncoordinated fashion. Thus it is incumbent upon the SPRB to maintain an overview and to provide a coordinating mechanism for the Directorate programs. Approved Forlkilease 20 , /06/13 : CIA-ROF(84200261R000200050005-4 ODJECITT.VE NO. 6 "Administer an emplicYee rocoanitian_aY-tcla thzz la if 11 Approved For Release 2000106/13 : CIA-KUVOI-UU2b1KUUUZUULTDOUU0-4n---PrL-Y emphasizes individual contributions and outputs directed to the accom- plishment of Agency and lower-echelon goals." =ROACHES METHODS OF ACCOMPLISHMENT lore closely relate employee recognition systems Policy on promotions and the use of QSIs is a major topic ymotions, challenging assignments, training, QSIs, Dr and merit awards, oral and written acknowledge- etc.) to achievement of organizational ectives. Pay special attention to the possibility Lncreasing opportunities for supplementing tr.ry benefits with non-tangible rewards in )gnizing job achievement. Approved For Release-200 of consideration for the SPRB within the context of Agency regulations and policies. With respect to non-monetary recognition, the SPED could be briefed by OP on the unevenness of past practices and could ask OP to develop proposals for uniform procedures and guidance within the Directorate, which may have needs warranting more detailed consideration than Provided by Agency-wide regulations and guidance. /06/13 : CIA-RbP8710026114000200050005-4 L.)::Jra UltLIX OB`7C1-11/134prbVtelrFiRERt4Ot1Sef2iXtOiOidtgel^CitVEMMIPPRAtiNMSR.?6999-kfiontof professionals as practicable, is planned and acted upon." APPRACHES L. Expand PDP to encompass professional personnel DW the executive and pre-executive levels. 2. Fully utilize the rotation plans stated in the Approved FOil'Release-20 METHODS OF ACCOMPLISHMENT 1. The Director has instructed that PDP needs to be applied in improving the personnel development of professionals generally. Deputy Directors should be prepared to extend the coverage of PDP to all professional and technical personnel, GS-09 and above, vho have the potential for further lateral or vertical development. 2. Deputy Directors should monitor the performance of the components under their jurisdiction in implementing rotation plans in the APP. 0106/13": CIA'ACH*1-00261R000200050005-4 OBJIIHI=EAltOrdVett)FiatIReleltSe120(19#1611advC4AtRUP8-14Ma361R00020QQ?1407,4eVen in comnonc2nts where advancement room is limited." 173.0ACHES Identify "highly-talented employees" through the Approved For METHODS OF ACTOMPLISHMENT The Deputy Directors should instruct boards and panels to give special attention to young highly-talented employees identified in the PDP. As long as these personnel live up to expectations, Deputy Directors should not permit boards and panels to use rigid time-in-grade requirements to pre- - elude the rapid advancement of these individuals even though promotion spaces are limited. As boards and panels monitor the progress of high-potential employees they should remain abreast of the current skills, knowledges and other characteristics needed for effectiveness in key jobs at the senior level. 17ease 2000A06/13 : CIA- , ..f.81,7pp261 R000200050005-4 ADMEISTELTV. . UL:E ONLY OBJECTIVE s PPr9vedeF9X-rR14@tete :PArEgRettl491.241KOORMROckikrvisor s the responsnility for judging tha training needs of individual employees." APPROACHES Periodic consideration by supervisors of individual relopmental training needs (e.g., supervisory review t'me of Pitness Re.osrts and Letters of Instruction caxation. METHODS OF ACCOMPLISHMENT In deciding the specific kinds of training most needed to develop individuals under their supervision all supervisors (first line, middle managers and executives) should focus on (a) career service requirements and (b) employee interests and needs rather than deciding upon enrollments as occasions arise. In monitoring training within their Directorates, the Deputies should examine the relevancy of training experiences to the subsequent utilization of employees concerned as required in the PDP. Approved For Reliaase:200, /0-6/13.: CIA.RDP81;00261 R000200050005-4 AD=IS".,T.AT'V JS'z. ONLY O::IVAPPrd I-2EIRPIP,7aggp?9,ROIP?11A: igiV'Tff.laP?k?P?:e61.12scl??9P(PAci29 -'111ar 0 fa the use of an appropriate evaluation system, following Agency-wide policy and guidance. Develop better means of determining the possible use elsewhere in the Agency of those employees who are judged to have qualifications for continued employment even though they are considered surplus in a particular Career Service or component. APPROACHES 1. Give priority to the establishment and ?eration of an appronriate evaluation system in the Lrectorates. 2. Develop or expana a career counseling program. METHODS OF ACCOMPLISHMENT ^1. This will be a major responsibility of the SPRB in each Directorate. It is recommended that the initial step be for each SPRB to be briefed on present career management policies, practices, techniques, procedures, and organizational structure within the Directorate. These will form the basis for an interim system. The Boards will then need to acquire a staff capability, perhaps through appointing ad hoc task groups of component officers, to develop for Board approval Directorate-wide guidance on promotion and ranking conforming to Agency-level guidance. The Boards should seek to preserve flexibility of evalustton c;:i4,eria among sub-panels when the nature of the work is sufficiently diverse between occupational groups as to affect the evaluation criteria deemed appropriate. 2. Each Sub-Career Service Board should be direct( !to . Approved ForRelease2000/06/431):10A-RDP0100264R040200050005-121:1 to designate the Approved For Ur 2000/0643&91t3ffn1 Agm on9p?99,q514,, /Or sub-panels 3. Develop better inter-Directorate means of re- lying surplus, qualified personnel. as Career Counselors. Officers so designated should receive training in counseling techniques. The existence of the service and the names of the designated officers should be disseminated to members of the Sub-Career Service Group. 3. Qualified individuals surplus to the needs of one Directorate may be suited to the needs of another. The SPR3 should consider how they might complement the role of OP in finding useful employment for such individuals within the Agency. Approved For Release 2000106/13 : CIA-RPFT1-90261R000200050005-4 AD!,a1TI;32.71., WiLY Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 pl'i7-i':OACI1E'S TO HAI ar,IIIG 16 DD P-asour.Er., A1JTpoT,T7s 1.-Fs-PoT.,:sTrITLT.T:17"1: AUTHORITY OR RESPONSIBTLITY 1. Develop and disseminate uniform SUGGESTED ACTION APT:?..OACH .Before establishing uniform criteria promotion criteria. for promotion, evaluation, and rankir.o, the Senior Personnel Resources Board (SPRB) would find it useful to review current career management policies) practices, techniques, procedures, and organizational structure (Boards, Panels presently being used within the DDM&S. It would also find it helpful tore- view a checklist being prepared by OP Approved For Release 2000/06/13: , on elements to consider in establishing a personnel evaluation system. The SPRB could then move to modify the system, as required, either on the basis of reviewing and approving specific proposals for modification originating from each Career System Sub-Group On the basis of policy guidelines de- veloped in ad hoc study teams made up of Sub-Group representatives, or a mix- ture of both approaches. Whatever system is established should seek to maintain some flexibility so that criteria are established appropriate to IA-RDP81-00261R000200050005-4 the unique characteristics of specific 2. Establish an appropriate Directorate Approved For Release 2000/06/13 : CIA- panel structure and procedures to conduct, at least annually, the evaluation and ranking of profes- sional.personnel. DitlSjigifloboiob6511006-46-rvIces Provide the evaluation panels with uniform ranking criteria that will identify employees with the highest and least potential and those in between. Normally, those having the lowest rankings will have this fact made known to them. Provide for periodic review by the Deputy of evaluation activ- ities and results. the DDY:.:3 should fon-Lally be roder;] ? nated as Career Sub-Groups aT authori.zed to retain their present structs and "desiE,nabions" uni_ the SB concludes that changes nus be made to improve personnel manage ment within the Directorate. Career Sub-Group representatives could make up a working study .11:0U10 serving the SPRB and tasked with thE study of specific issues or problems relative to the development or dis- semination of uniform evaluation criteria. (This process would?rfccur after the SPRB review of current practices when it is in a position to make recommendations relative to establishing uniform criteria! The SPRB should establish a schedule for briefing the DDN&S on the re- sults of evaluation activities for each Directorate Career Sub-Group. ApproxiedForRelea?e.3090/06/13:CIA-RDP81-00261R000200050005-4 0:;L7 ADMINTSTL!.... ONLY Approved For Release 2000/06/13 : Cl -RDP81-00261R000200050005-4 5: In connection with 'Management by 5. Individual offices within the DDM&S Objectives, the Annual Personnel should.participate in developing Plan and the Personnel Development action plans for. implementing Direc- Program,. establish Directorate- torate personnel objectives related wide personnel objectives. to the APP, PDP and PASG. The SPRB should be the focal point for the development of these objectives and should be responsible for monitoring Directorate progress toward the attainment of these objectives. 6. Establish a program and criteria 6. The SPRE should oversee the opera- for the career management of super- tion of a program for the career grade personnel at the Directorate management of supergrade personnel. level. Create a Directorate-wide coun- 7. Each Career Sub-Group should be seling program which, as a Id/air/IL, directed to establish a counseling will provide for the counseling of service. The CMO and specific mem- employees as appropriate in the bers of career boards or panels evaluation process. Also provide within Career Sub-Groups should be for a visible counseling source or designated as career counselors. sources that employees can go to on Each career counselor should be pro- their own initiative in order to seek vided training in counseling tech- job assistance and career guidance. niques. (OTR and PSS/OMS have developed a pilot course for this purpose.) The particulars as to the operation of the counseling service Approved For Release 2000/06/13: 1A-R6g11260Ykiabti126665`6665ainated all members of the Career Sub-Groups. Approved For Release 2000/06/13 : C 8. Organize logical groups, below Directorate level, on either a grade, function, program, etc., basls which, for their members, will implement the personnel policy guidances and instructions of the Directorate. 9. Establish Directorate standards for selecting candidates to attend senior schools or courses, includ- ing the requirement that consider- ation be given before the training as to how the trainees will be utilized after attending the schools or courses. 10. Establish Directorate policy and standards for approving external full-time and part-time training, . including the requirement that consideration be given before the training as to how the trainees will be utilized after attending Approved For Release 2000106113: the schools or Courses. ONLY -RDP81-00261R000200050005-4 8. The need for changes in the present array of Career Sub-Groups can on.Ly be confirmed after further study and after the SPRB has become thor- oughly familiar with existing structures. Special inter-Career Sub-Group panels could be established to assume cognizance and responsi- bility for employees in special categories should such be established after examination of occupational affinity groups by OP. The SPRB Should develop common stand- ards and guidances as appropriate (OTR to provide technical support). 10. The SPRB should develop common stand- ards and guidance after receiving input from each of the Career Sub- Groups (OTR to provide technical support). IA-RDP81-00261R000200050005-4 1. ADMINISTP=. Approved For Release 2000/06/13: Establish minimum training stand- ards for Managerial positions and for occupational positions or groups when training is considered signi- ficant for job performance and employee development. 12. Provide policy to facilitate inter-Directorate transfers and rotational tours. 13. Establish procedures and provide guidance for recommending Honor and Merit Awards. Approved For Release 2000/06/13: ONLY IA-RDP81-00261R000200050005-4 11. DDM&S should require each Career Sub-Group to develop training pro-f files for their managerial positions and other occupational groups where training is an integral element in effective job performance and em- ployee development. Following the review of their rationale by the SPRB they would be approved by the DDM&S. The PDP developed by each Career Sub-Group should include the estab- lishment of training profiles for specii'ic employee groups (by grade within occupational specialty). .12. SPRB to consider with staff Support from OP. 13. SPRB should be briefed by OP On the past unevenness of standards for granting such awards. SPRB could task OP to develop proposals for providing guidance to all components within the Directorates. IA-RDP81-00261R000200050005-4 0:;hY ADMINIST7!7':' Nwroved For Release 2000/06/13 : Cl 1)1. Provide a system for the annual review of supergrade personnel in Personal Rank Assignments, to effect corrective actions when needed. 15. Develop procedures to handle potential surplus cases, including the following elements: coun- seling, consiaeration for re- training and/or reassignment, and notification of surplus status. 16. Establish a uniform grievance pro- cedure within the Directorate. USE ONLY -RDP81-00261R000200050005-4 14. OP to provide periodic tabula- tions to the SPRB for review. The Board will consider corrective actions should such be required. 15. All Career Sub-Groups should examine, under the supervision of SPRB, their procedures for identifying and handling surplus personnel to insure they are consistent with Agency regulations and policies. 16. SPRB to review current procedures in use by the Career Sub-GroupsAm as may be necessary. The Board will direct that changes be made if necessary to insure that Agency regulations on this subject are being satisfied and that a uniform procedure exists with the Directorat Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Director of Central Intelligence Sir: found the results of the attached analysis both interesting and disturbing. As you will ?10,;ote, in paragraph 4, we have a plan of action within the Directorate to try to identify the true causes for the separations. If our plan is successful, I would then propose to raise the natter for consideration by the Management Committee. DD/MS 74-3052 DO/M&S 7D-26 Hqs Is/ John F. lilcikG John F. Blake x5454 8/13/74 Distribution: Orig DCI w/orig 74-3052 1 - DDCI w/ cy of att. 1 - ER w/cy of att. 1 - MS Subject w/cy of att. - 1 - MS Chrono w/o att. 1 - JFB Chrono w/o att. OD/M&S/JFB1ake:jmh:5454 (13 August 1974) Attachment: DD/MS 74-3052, Memo to DD/M&S Office Directors, Subject, Voluntary Separations - GS-12 and Above, dtd 13 August 1974 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Noe' Approved For ReArstap1/06/1313aA1M-M - U:3L1 1111 45ijiL 11:0." lo #1R000200050005-4 DD/WTS 74-3052 13 AUG 1974 MEMORANDUM FOR: Director of Communications Director of Finance Director of Joint Computer Support Director of Logistics Director of Medical Services Director of Personnel Director of Security Director of Training SUBJECT Voluntary Separations - GS-12 and Above 1. My staff has prepared, and I have reviewed with considerable concern, a quantitative analysis of the 127 GS-12's and above who voluntarily separated from the Agency during Fiscal Years 1973 and 1974. Briefly, here are some of the facts: average grade - 12.88; average age - 35.82 years; average experience - 8.33 years. Over 25 percent were CT's, Now and over 9 percent were P.D's. Thirty-nine of the 127 went to other Government agencies; 48 joined private industry. Twenty-no of those going to other Government agencies received immediate salary increases; 18 received higher salaries from private industry. 2. These figures can give one pause to wonder, for a prima facie case can be rade that we are losing good people, if not some of our best, just at a time when they are beginning to realize their full potential. Though this Directorate compares most favorably in the loss column with a little over 20 percent of the total, we still felt the effect of a problem that warrants our attention. 'ahile not san- guine about the prospects of an easy solution, I believe a thorough analysis of the situation cannot help but increase our understanding and align our perspective. 3. Therefore, I request that you do a review of your personnel losses during the past two fiscal years, concentrating particularly on those in grades GS-07 through GS-14 who resigned from the Agency. Specifically, try to isolate the reasons behind the voluntary separa- tions and what action was or could have been taken to retain those employees who had potential and did their job well. VW" Approved For Release 2000/06/13 : CIA-RDP81.-00 AdniittnlY2 `"1 1R000200050005-4 Approved ForlMfftrq9?"301,8:'4164*FPAIIY00261R000200050005-4 -2- 4. I plan to lead the discussion on this matter when we get -.together for our conference in late September. in the meantime, here are some questions I'd like you to ponder: a. Would a two-grade promotion system up to GS-11 be part of a solution to the problem? b. Would a more liberal approach to external training be beneficial? c. Haw can we give more responsibility earlier to our junior officers? d. Should the Directorate's Career Management Officers have a broader role in the promotions, assignments, and training of our junior officers? e. Should the Office of Personnel perform periodic extensive analysis of voluntary separations of CS-09's and above to determine reasons, problem areas, and trends? These questions regarding possible approaches to this matter are some of those that occurred to me -- you may have others. If so, please keep them in mind as we prepare to discuss the issue next month. Is! John F. Blalt.? John F. slake Deputy Director for Management and Services 0-DDM&S:LRM:kbp/7726 (12 Aug 74) Distribution: Orig D/CC 1 - Each other adse M&S Subject w/Att (Conference Notebook) 1 - MS Chrono 1 - LRM Ufa OHly Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 25X1A Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Next 1 Page(s) In Document Exempt Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SECRET MEMORANDUM FOR: Deputy Director for Administration 25X1A SUBJECT 25X1A NNW 4111.14. " SEP 1974 Management Conference - Agenda Items 1. My presentation at the forthcoming conference at during the weekend of 27 September will be divided into two parts. In the first part, I will attempt to encapsu- late the current status of the space situation, especially in the Headquarters area as we see it today and then sometime after November 1975 -- the date we hope to move out of the Magazine Building. I will make brief reference to the Building Planning Staff and what we hope to have them accomplish once they are manned and in operation. In addition, I will mention briefly the major engineering projects which are either now underway or in the planning stage. 2. The second part of my presentation will center upon some of the problems we are having (and will be having) in filling our overseas slots and what we are attempting to do about combating these problems. As an illustration of how acute this matter is, at one time we predicted that, in 1976, we could have found ourselves in the situation where we might have only two or three qualified and acceptable candidates to fill as many as ten positions within a particular grade range. As a result, ?we have placed increased emphasis on additional in- house training, cross-fertilization, and a formalized upward mobility program. As an aside, I will be prepared to discuss the latter program which we are about to embark upon. 3. Copies of appropriate material on each of these subjects are attached. 2 Atts Att 1 - Agenda Item,?( material Att 2 - Agenda Item XI material Director of Logistics 25X1A 0L4 4722 132, Cl By 008348 This memorandum may be re- Approved For Release 2000/06/13 : CIA-RDP81-00261R000200015000614identia1 upon removal of attachments. QC.r,Dc-r Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 MEMORANDUM FOR: Director of Lollistics SUBJECT REFERENCE ? ? Logistics Services Division Objective and. Action Plans ? Memo dtd 21 May 74 to OL Staff and Division Chiefs fm EQ/OL, subject: Action Plan Reporting 1. This memorandum Summariv,es the results of the Logistics Services Division (LSD) FY 1974 objective to develop a system whereby LSD/OL resources expended can be accounted for and allocated to the office requesting those services and further requests specific guidance regarding the application of these results during FY 1975. 2. The subobjective of each Branch, results, and recom- mended implementing procedures are as follows: a. Space Maintenance and Facilities Branch (1) Develop man-hour requirements and other costs associated with support of the auditorium and presentations therein. The average cost of labor is $6.56 per man-hour, and the cost of equipment is $28.77 per hour. (2) To relate the cost to the indivi- dual components, it will be necessary for the requesting component to submit the requirements on a Form 2620 and for a member of the Branch to compute the man- hours and cost of services actually expended. The forms can be reviewed periodically to determine levels of service provided to the different components. b. Space Maintenance and Facilities Branch (1) Develop formula to relate man- hours of Project Officers' efforts to dollar value/square footage of completed renovations or modifications. Man-hour requirements to estimated dollar value of renovations Of modP:ications is one ? man-hour,to $338. Approved For Release 2000/06/13 : CIA-RDP81-00261 wcFqqp51Qct95-4 ST;i:,Ta---LiftE:.Al. USE Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SUBJECT: Logistics Services Division Objective and Action Plans (2) To relle tile cost of Project Officers to the components requesting services, the estimated cost of a project would be divided by the cost factor ($338) to determine the number of man-hours re- quired. The man-hour cost would be added to the cost of the project. Total cost can be reviewed quarterly to determine levels of service previded to the differ- ent components. c. Building Services Branch (1) Establish man-hour requirements per ton of classified waste material destroyed. The man-hour requirement per pound of classified waste destroyed is .003 man-hours. The cost per pound of classified waste destroyed is $.05. (2) In order to relate cost to components, it will be necessary to control the distribution of burn bags. Components would request burn bags on a Form 1490. The forms can be reviewed periodically to determine usage rate. d. Building Services Branch (1) Develop method of correlating man-hours to furnishings moved in moving Agency components throughout the Metro- politan Washington Area. The man-hour requirements to move a safe is one man-hour, a work station is 2 1/2 man- hours, a piece of furniture is 1/2 man-hour, and to move a piece of equipment is 1/2 man-hour. The average cost per man-hour is $5.80.. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 till:AL:1i. ::;11 Approved For Release 2000/06/13: CIA-RDP81-00261R000200050005-4 SUBJECT: Logistics Services Division Objective and Action Plans (2) To relate the cost to the dual?components, the requesting component will have to submit all requirements on a Form 2620 or 1490. A Building Services Branch (BSB) employee will be required to compute the cost of each move and note the total cost of each move. The forms can be reviewed periodically to determine costs of service provided per Directorate. -e. Building Services Branch (1) Establish man-hour requirements per Agency employee for expendable items issued by BSB. The cost for expendable items (including man-hour requirements) per Agency employee is $56 per year. (2) To relate the cost of expendable supplies and manpower to the individual components, the total cost can be prorated according ? to personnel strength. f. Architectural Design Staff (1) Develop formula to relate man- hours of architect's effort to dollar value/square footage of completed reno- vations or modifications. Man-hour requirements to estimated dollar. value of renovations or modifications is one man-hour to $124. (2) To relate, the cost of archi- tects to the components requesting services, the estimated cost of a project would be divided by the cost factor ($124) to determine the number of Man-hours required. The man-hour cost would be added to the cost of the project. Total cost can be reviewed quarterly to determine levels of ser- vice provided to the different comuonr,mts. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SUBJECT: Logistics Services Division Objective and Action Plans Motor riDol Branch (1) Develop cost of providing Motor Pool services to Agency elements including shuttle bus service, chauffeur-driven vehicles, U-drive-it vehicles, and new car preparation. The maintenance cost for vehicles is $.06 per mile for sedans and station wagons, $.07 for light trucks and limousines, and $.08 for buses. The driver cost is $1.94 per mile for chauffeur service, $.79 for bus service, and $1.39 for executive chauffeur service. (2) To relate the cost of Motor Pool services to individual components, samples of passengers using the shuttle system would be taken periodically. To relate cost of chauffeur and U-drive-it service, the daily chauffeur record can be reviewed periodically to determine usage rate. h. Mail and Courier Branch (1) Establish man-hour requirements and transportation costs related to courier service. The man-hour require- ments per piece of mail is .024 man-hours. The cost per piece of mail is $.17. (2) To relate the cost of mail ser- vice to the individual components, sample mail counts can be taken to measure the volume of outgoing mail from an Agency component. 3. As indicated above, it would be possible for this office to charge customers for services rendered. It should also be obvious from the above that to do so would require considerable cost accounting on our part. For that reason, we do not recommend that we go through the effort required to establish internal cost accounting procedures- unless it Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SUBJECT: Logistics Services .Division Objective and Action Plans is, in fact, drtern5ned that on an Agency -wide basis all offices will function on a reimbursable basis, i.e., budget for anticipated service costs each year. 4. If, on the other hand, it is intended only to advise components of such service costs in the hope that it will act as a restraining influence, then only certain of our costs are of such significance that they would have any meaning to individual components. Specifically, these costs would include major space renovations, expendable supplies, executive chauf- feurs, and mail services. If it is your desire that costs be reported in these areas for their impact effect, then we are prepared to do so. S. We request your guidance. STATI NTL Chief ogistkcs Services Division, OL Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Ai7iTST..liVE---1;FIM!.,L USE CLY Approved For Release 2000/06/13 : CIA-RDP*81-00261R000200050005-4 ? 1 February 1974 MEMORANDUM FOR: Director of Logistics SUBJECT. Management By Objectives - OE Objective 11: Supplemental Notes on PSD Allocation of Resources - REFERENCE Memo dtd 16 Jan 74 to D/L fr C/PSD/OL, same subject 1. In my memorandum of 16 January I promised some further analytic and/or clarifying notes on the report of allocation of PSD resources. Most of the notes below are merely clarification and summary in nature, much of which might be deduced from reviewing the tabular material. They are arranged by Directorate. Some of the summary type data could be.incorporated with the cost data with future reports. 2. Notes: 1 a. Under DCI NIO costs reflect predecessor ONE costs nether these costs will change in amount because of changes in procedures or requirements is not known. At present this work receives the highest priority and generally has short deadlines. The work is typeset and multicolor in nature. The DCI accounts for only three percent of Division resources. b. DD/S&T A majority of the intelligence reports for this direc- torate are funneled through one publication branch in the Office of Scientific Intelligence. This pleasant circum- stance minimizes liaison problems and simplifies resolution of occasional priority conflicts. The DD/S&T accounts for 11 percent of Division resources, about two-thirds of which is printing. NPIC is by far the major user of Photography -Branch resources, accounting for 70 percent of the DD/S&T total. Approved For Release 200046/13:.-CIA-RDP.:8140261R000200050005-4 . 0L4 0596 Approved For Release 2000/06/13 . CIA-RDP81-00261R000200050005-4 SUBJECT: Management By Objectives - OL Objective 11: Supplemental Notes on PSD Allocation of Resources c, DD/M&S The Office of Logistics is its own best customer, t majority of requirements being for forms printing. Costs charged to the DD/M&S, as would be expected, are primn_rily for administrative and general usage items for all Agency components. Seventeen percent of Division resources support the DD/M&S of which nearly two-thirds is printing. Photography Branch contributes resources to all DD/M&S offices. The Office of Security and the Information Systems Analysis Staff are the largest users. d. The DD/I is the largest consumer of PSD resources (54 percent), and OBGI accounts for almost one-fourth of the DD/I total. OBGI, through Cartography Division, provides support to all Agency components for most of the maps and graphics that appear in Agency publications. Consequently, much of the funds attributed to OBGI could be reallocated to those customers (projects) serviced by Cartography Division. OCI accounts for 20 percent of DD/I requirements, the greater portion of which is attributed to the operation of the seventh floor plant (SPP). Seven-day, 24-hour staffing is required by 'CCI. Much of the work is highly classified and requires immediate production. SPP does service other Agency components but not to a significant degree in terms of resources expended. CRS requirements are fulfilled primarily in the MPP and Photography Branch in a 6:5 proportion. The printing is primarily from camera ready copy and black only. The Photography work consists of making negatives and prints for the files of CRS. Expenditures in support of the CRS mission account for about 15 percent of the DD/I obligations. STATSPEC The accounts for one-seventh of the DD/I total. The major portion of this work is done at GPP (soon at MPP) and consists of the which account for 90 STATSPEC STATSPEC percent of the total. Approved For Release 2000/06/13 : CIA-RDP81109261R000200050005-4 2 Approved ForRelease-,2000/06/13 : CIA4RbP61-00261R000200050005-4 SUBJECT: Management By Objectives - OL Objective II: Supplemental Notes on PSD Allocation of Resources OER is a relatively minor DD/I user. Much of their work is of a short deadline nature and Is muluicoLor. The OER mission seems to be burgeoning and it is anticipated that their share of PSD resources will increase. OSR is primarily a SPP user and does not account for significant PSD resources. OPR is a new office and is expected to account for about $50,000 - $75,000 annually. e. DDO This Directorate, which accounts for 14 percent of PSD resources, has proven unsusceptible to accurate cost allocation. Two factors are involved in this problem - on-going organizational changes, and a high volume of jobs from various sources processed concurrently (FIR reports). The printing work is primarily short-run duplicating and is done at GPP. DDO consumes a considerable amount of Photography Branch resources, accounting for about 27 percent of the resources of the branch. f. Extra-Agency Extra-Agency resource expenditures are returned to the Agency by using departments. Acting Chief Printing Services Division, OL STATI NTL Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 - 3 25X1A Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For ReleatiM Ilti,00261 R0002000500054 In 1974, the Office of Logistics became fully aware of the impact of fewer and fewer individuals interested and willing- to serve in oversees assignments. We have found the wain cause of this reluctance to he: 1. Many employees have been back from overseas several years, are out of the habit of frequent rotation and the employee, his wife and children now find it difficult to move again. 2. Many of the financial benefits of overseas duty have dimin- ished considerably. The cost of living in many overseas areas is extremely high and has placed a greater hardship on families overseas than those remaining in the U.S. Overseas advantages such as servants and better than U.S. equivalent housing have disappeared. 3. Logistics is an older Career Service (Average age of our GS-09 is 40 and GS-12 is 44), most have children in High School and because of their children's interests find it difficult to relocate. 4. With older employees there is a resultant increase in medical problems. 5. Many of the employees in grade levels GS-07 through GS-11 initially found it necessary to have a working wife in order to purchase homes and maintain an appropriate standard of living in the Washington area. These wives now have their own careers and an overseas assignment at. this time would be very disruptive. Approved For Rel : inAMPorAMR000200050005-4 STATINTL Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 NNW STATI NTL New" Approved For Rel6S161ildiCiiigiilk.:: lik-'RIIDillpii8A11:00.1261( Y RjONOLO200050005-4 2 3 AUG 1374 r,EmoRnnum FOR: Director of Logistics SUBJECT : Upward Mobility Program for the Office of Logistics 1. I recommend that, in establishing an Upward Mobility Program for the Office of Logistics (OL), you announce you, as the Director of Logistics (D/L), are going to provide experience and training opportunities for deserving OL careerists who are now locked in an occupational series which does not enable them to realize their full work potential. To attain this objective, you have established an OL Upward Mobility Program which will enable them to qualify for pre- or paraprofessional positions. Selection for this Program is based on an individual's interest, ability, initiative, supervisory recommendations and need for the opportunity. It is open to all OL employees regardless of whether they are general schedule, contract, GP or wage board. The Program will be administered by a Working Group (WG) with final selection by you. 2. The ultimate goal of the Program is to establish target positions at the GS-07 level for which candidates at the GS-04 and GS-05 level can be trained. Candidates should be willing to spend a year or more in on-the-job training with some formal training included. At the time s/he enters the Program s/he will be assigned to a Division's Development Complement in a training status. 3. The WG, comprised of three OL careerists, will do your administra- tion. I would like to serve as coordinator/advisor. The length of service should be for approximately 18 months. Meetings will be scheduled at my dis- cretion with the frequency depending on the volume of business. Initially, I anticipate members spending about 10 to 20 percent of their time in this assignment, or more if required. Rather than forma m? formal notes. Possible membership: 4. Identification of Upward Mobility Positions. To insure that your Division and Staff Chiefs are fully committed, they should be asked to iden- tify positions to be used as Development Complement slots which can be tagged Upward Mobility. The positions selected should have the likelihood of suc- cess built in so that we do not have a high rate of failure or dropout. I anticipate an initial identification of 10 different positions. I envision a position somewhere between the clerical and semiprofessional level; for example, a GS-05 Supply Clerk Typist will be tagged Upward Mobility/Develop- ment Complement. The initial training period will be 1 year but, based on individual need, an extension or modification of the training period may be necessary. -At the successful completion of the training period, the indi- vidual would be assigned to a GS-07 Supply Assistant job. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 ISIONTUNOIMTWE DITERNAL USE any STATI NTL vz Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 ..,UBJECT: Upward Mobility Program for the Office of Logistics 5. Annpuncement/Selectien_Process: Through an all-Logistics employee ?tulletin the Program will be announced and explained -- its motives, objec- atldL )10n, Vacancy r7,t-:cs folicjng Lhe cuYrntly existing format will announce the positions.? The UG will coordinate with the . Division and Staff Chiefs for interviews and selection with concurrence by you. see the application process as follows: a. In response to the Vacancy Notices, the candidate either applies in writing or is recommended by his supervisor. The appli- cation is accompanied by a statement from the supervisor concerning the individual's qualifications and potential. (I strongly urge that this statement be shown to the candidate.) b. The WG will interview the candidates and forward the names it feels are best qualified to the selecting supervisor. c. The selecting supervisor will interview the candidates and indicate to the WG his choice to fill the vacancy. This will be forwarded to the OIL for final decision. d. The D/L will notify all applicants in writing of selection or non-selection. NOTE: I originally thought we should include the Differential Aptitude Test and certain parts of the Professional Employees Test Battery. However, I now feel that we may be subject to criticism from the blacks -- I am open on this. 6. Training Plan. Within 2 weeks after the individual starts his new assignment, the supervisor will draw up a plan to include both on-th:,.-job training and formal training for the next 12 months. 7. Followup Interviews. At 3-month intervals, both the employee and the supervisor will meet with the WG to provide an assessment of the employee's progress and performance. If the employee has failed to live up to the expec- tation, s/he will be reassigned out of the Program. 8. Promotions. Trainees will be considered for promotion during their training periods based on the same criteria applicable to other OL employees. Supervisors will evaluate the overall performance and potential of trainees and submit promotion recommendations through normal administrative channels, wherever warranted. OL Training Officer- - 2 - Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 ADMINISTRATIVE - IiiTERNAL USE ONLY STATI NTL Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 25X1A OJCS 1286-74 16 September 1974 MEMORANDUM FOR: Deputy Director for Administration SUBJECT Costing Services 1. It is suggested that the attached paper be appended to the final draft of the Agenda. The paper dis- cusses the management philosophy that initially led OJCS to adopt a costing system and reviews some of our experiences with the system. If distributed prior to the discussion of Item 12 (Costing of DD/A Services), it may stimulate a more active discussion. 2. In addition to the Subject paper, I propose to make a short presentation covering in more detail OJCS' current costing system and the benefits and problems with the system. The presentation would conclude with the pros and cons of a full charge back system. This would be fol- y lowed by D/OL presenting his Office's proposed plan for 4/ costing OL services. We believe that this will generate a lively discussion of the Subject. 25X1A Attachment: a/s Distribution: 0 + 2 - adse 1 OJCS Registry 2 - O/D/OJCS E. F T IATER Direct() f Joint mputer Support Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Costing Services GENE PAL 16 September 1974 The objective of costing services is to provide the neces- sary information to management so that it can evaluate and control the use of those services. Only services that require management's attention either because they consume large amounts of resources and/or because they are limited and have high demand are worth costing. It should be made clear at the outset that costing systems and the various data they produce are not useful in themselves. If it is unclear what a specific costing system is to accomplish and what types of actions will be taken based on the data produced by the system, then cost- ing should not be instituted. In general, what are the uses and effects of costing systems? Costing permits an organization producing service(s) to gain insight into how it allocates its resources and to monitor its efficiency. In a formal way it can verify that its high priority operations are indeed getting more support Auk than those of lesser importance and take corrective action if this is not the case. A cost system permits analysis of the costs for each major function involved in providing a service. Management attention can be concentrated on those functions consuming the most dollars. Any changes introduced can be compared with cost histories of previous methods to insure that efficiency or productivity has really increased. When a producing organization assigns costs to the ser- vice(s) it provides, higher management is in a better posi- tion to evaluate that organization's performance. The cost- ing system then affects the producer in that he knows this evaluation is possible and he in turn also becomes more cost conscious. r) AnotheriAffect of costing is that the consumer of the service is made aware of its cost. Will a consumer take any special action or indulge in alternatives simply because he is aware of the cost of a service? The answer here depends on the impact to the user. For example, if daily three people are jointly emptying his wastebasket, the owner of the waste- basket doesn't care if there is no cost to him. However, he will lend his attention if he must provide commensurate com- pensation each time the service is performed. That being the case, he may perform a methods study and ask for a stripped down service of only one dumper and a periodicity of only once every three days. In this case, costing gave him sufficient in fo ?Re 26001/061113) CIMOIDPBT100264FR3000200656005-4 the service and to what degree. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 COSTING OF OJCS SERVICES The Office of Joint Computer Support has been experiment- ing with various types and levels of costing since 1968. The 'situation that caused this phenomenon was the rapid growth of ,computer usagE., within CIA. Today, there is close Lc) 15 tim2s the computing capacity in the OJCS Center as there was ten years ago. Managing a rate of growth approaching cancer is not an easy task. The combination of increasing demand by a growing number of users for an expanding array of services gave OJCS managers an extremely difficult problem in planning future growth. The long lead times required to procure and install hardware and to develop software necessarily forced decisions to be taken based on long range projections. With- out a good picture of the past and present, the planning activity was a highly intuitive and painful process (and remains so to this day). Those conditions served as the impetus to OJCS to devise methods to quantify its work so that it could achieve a better perspective of its operations. A system has evolved that measures and assigns costs to each of the major services provided by OJCS. The objective of the system is to show in both dollar terms and work units how OJCS resources are allocated to the various Agency components by type of project or activity and by type of service. This data permits OJCS management to better understand the impact of change on its operations, to identify and accurately gauge those functions/services consuming high resources, and to generate a history of how components are using the resources over long periods of time. All of these factors have given some aid to the planning activity. A second use of the cost data can and should be made by the users of OJCS resources, namely to aid them in projecting and justifying their future ADP requirements rather than permitting this function to remain an exclusive OJCS activity. DESCRIPTION OF OJCS COSTING SYSTEM OJCS costs most of the services it provides to external users. Services costed are; professional services supplied by programmers and systems analysts, computer processing (both batch and timesharing), data preparation, punch card processing, and special data conversions done on stand-alone equipment. Services that are not costed include ADP training and some types of technical consultation. The factors considered in calculating costs for these various services are limited to those paid for by OJCS budget dollars. They are; rental and maintenance costs of equipment, personnel costs, and the cost of all major supplies such as tapes,, disks, and,printer paper. Equipment that is purchased is treated in the cost system as if it were on rental. Factors not considered in the cost picture include: space, electrical aite No D Rk ApproalVeFor Keieaser i/ 6 TS. : tiMitbitrait-bijItikbMootatiA4 etc 2 25X1A Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 A goal of the OJCS system is to determine the cost and 01144 amount of each type of service provided to users. To do this, it is necessary to determine a unit cost for each service. Once these unit costs are established, meaningful totals can be aggregated and made available to users of the services. Also as cr,'aviouslv stat_l, uaries of this data reva7 OJCS resources are allocated to the various Agency components. Unit costs or rates are derived by dividing the total yearly costs of a service by the total yearly volume of associated work units. The total cost of a service is determined by summing all direct costs associated with the service and its share of the indirect or overhead costs. In some cases, overhead is pro-rated based on overall percentages of direct costs and in other cases the amount of overhead is apportioned as a result of inspection. Additional detail on how individual costs are determined is attached. Operation of the cost system requires that procedures be set up for counting and recording each unit of work. Addi- tionally, an identification scheme must be maintained so that each work unit can be related to some specific effort of a using component. Once each month this data is merged, validated, total costs are calculated, and reports are then distributed to using components and also within OJCS. REVIEW The system has produced the expected information, namely a detailed picture of resources versus users. The continu- ity of the data has generated an historical base that is very helpful in determining growth rates of our various services, and is becoming more and more a valuable aid in future planning and also in monitoring current performance. Dis- semination of the cost information is also serving to increase the cost consciousness of OJCS personnel and, in a few in- stances, some of the using components. In general, the system has had much more impact on OJCS than its users. As long as the OJCS services are looked at as free by users, there is not much reason for the users to control or even review their costs. Approved ForRelease2000/06/13 : CIA-RDP81-00261R000200050005-4 3 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-49 Informal preliminary observations on Upward Mobility: 1. I feel it is a pretty comprehensive review of the problem. There is enough solid information on which to make a decision. 2. I favor a "centralized" approach for MS, and it might be worthwhile to double check re an Agency Upward Mobility Plan. 3. There might very well be strong practical reluctance to advertise outside the Directorate, if the program does not work in both directions. (DDO types can be Personnel/Security officer, but DD/MS comers can't be case officers). 4. The program is extremely modest, in talking about five positions, so there should not be too much opposition from Office Directors. Possibly we would make it eight? 5. The study spells out how the program would be administered, but I am not clear where ITiqould be handled? (CMO-OP). There will be a lot of interviews and tests in the screening procedure. 6. The "Office" programs refer to entering people on duty. Is it an internal, external or combination plan? If it includes outside applicants, at GS-3 to -5 level, are they given the complete battery of tests before EOD? 7. What is out next step? a. Discuss with request comments, and find out where the Agency stands on one centralized plan. 25X1 A b. Set up a meeting with Jack Blake. c. Send to Office Directors for comment--with a two-week suspense. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 4. 25X1A 25X1A 25X1A Approved For Release 2000166/13 : CIA-RDP81.00261R000200050005-4 74-2943 August 1974 WWi ma.? Director of Corramications Director of Finance Director of Joint Czewter Support Director of Logisti c? Director of Medical Semi Director of Personnel Director of Security Director of Training 14.-wardl?bbility Program for DDMEIS 1, The Dejuty Director far Management and Services has reviewed the attached item for Upward Mobill and feels it is an appropriate at the Conference the weekend of 25X1A 23-29 September i974. It is urged that all Office Directors thoroughly staff out this package, analyze the VRTIOUS options, and be prepared to aka a position on an upward mobility program for this Directorate. ro is no requirement to submit ccesesnts or reccemendatiens prior to nferenceo but we will be glad to distribute any papers which you feel would be usefui to the participants. The Director of Personnel will be asked to lead the discussion onthis agenda item. 3. Spedal1ooseafbjnd.rswj1ibedjsthjjutedataisterdate ro thatthe material can be appropriately filed and retained for use at the Conference. Officer to the Director gement and Services C/PS-DDAWIS EO-DD/M51111111.Vit (5 Aug 74) Distribution: ---- Orig - D/CO vetr'' 44 ARest2Q00/06/13 : CIA-RDP81-002 eqt ;,- D F D/JCS, b/E, D/MS, D/P, pis, DTR e 41 E2 Ap - &S C rono w/o atts I. -.0 I 25X1A 50005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 25X1A 24 July 1974 MEMORANDUM FOR: Mr. Blake 25X1A THROUGH SUBJECT %are Upward Mobility (UM) 1. As a part of their affirmative action plans to be included in Equal Employment Opportunity programs, Federal agencies are required to develop and submit plans which ensure a results-oriented UM effort. Executive Order 11478 and the EEO Act of 1972 (PL 92-261) both require training programs that are now known as, or include, UM. Though the law does not specify minimum or maximum grade levels for UM programs, the greatest opportunity for implementation lies within the range of the lower grade levels, for example, GS-07 and below. 2. The Civil Service Commission has defined UM as "a systematic management effort that focuses Federal personnel policy and practice on the development and implementation of lower level employees.. .who are in positions or occupational series which do not enable them to realize their full work potential." With the application of this definition, UM provides developmental opportunities to lower level employees which go beyond normal staff improvement practices. For example, the design of bridge and trainee positions which enable lower level employees to qualify for pre- or paraprofessional jobs is one means of providing UM. Affording typing and related training to a GS-02 mail clerk who lacks qualification for an identified GS-03 or GS-04 clerk typist position or providing the required training for a clerk-typist to qualify for a targeted secretarial position are other examples of UM. However, according to the CSC, training and developmental efforts designed primarily to improve current occupational performance should not be regarded as UM, nor should intern or Co-op programs, student (summer) employment, and other programs using outside recruitment. 3. Planning is, of course, critical to the success of any UM effort. It is therefore essential that each Federal Government organization follow a defined process to ensure its UM plans will yield anticipated results. (Attachment A describes a planning process recommended by the CSC with an accompanying flowchart showing the sequence of the planning steps.) Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 -2- An agency's total UM effort should contain plans for the following essential program elements: a. identification of target positions; b. application of merit procedures for selection of employees into UM programs; c. development and delivery of counseling services; d. involvement of supervtsors in program planning and implementation; e. design and delivery of required training; and f. development of evaluation and reporting procedures. 4. In following the Agency's decentralized approach to UM, the M&S Directorate has two options. First, each Office Director can be required to develop and implement his own intra-Office program. (Attachments B through F are summaries of how UM programs might be established for the Offices of Logistics, Personnel (PMCD), Finance, Training and Security.) This approach can be attractive, albeit deceptively. With each Office developing its own program, many people can be involved, and the statistics, as far as sheer numbers are concerned, would be impressive. But there are significant problems inherent in this approach. Just as there would be many people involved in the programs, so would many people be involved with the programs, in planning, screening, selection, and training - far more, in fact, than required by a more centralized approach. The resultant involvement of many administrators and concommitant expenditure of monies would be felt quickly, and a possible upshot could be a mixture among the Offices of subtle resistance and genuine commitment, a situation in which inequality is introduced into what is designed as a facet of equal employ- ment opportunity. Should such a situation arise, and it is reasonable to assume that some unevenness is inevitable in a multiple approach, the DD/M&S might find too much of his time and efforts involved in encouraging, admonishing, or even coercing recalcitrant Offices. Sanctions of some kind, however, might indeed be necessary. 5. A second option is an M&S Directorate (inter-Office) UM program which could be initiated as follows: during the planning phase, several, e.g., five, positions are identified as target positions for which lower level employees are to be developed. To illustrate, there might be a target position in each of the Offices of Communications, Personnel, Security, Finance, and Joint Computer Support, but this is not to exclude the other Offices, and the mix could take any complexion. An announce- ment is then made of the program, spelling out the objectives, basic Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 . Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 -3- eligibility requirements, selection process, etc. The next step would be to accept and review applications, screen and interview applicants, and make the selection. An intrinsic advantage in the Directorate approach is that, for the M&S employee in the lower grades, new career possibili- ties are opened up. A warehouse assistant who is good with figures might seek a career as an accountant with OF, or a security clerk might find she has the interest in and potential for becoming a Personnel Officer. The Directorate as a whole stands to gain, for it has a larger base from which to draw the best applicants, fewer people are involved in the administration of the program, the cost in money and manpower is less, and, due to the narrower focus, success is surer. 6. In a memorandum written to the Director of CIA's EEO program, 25X1A expressed concern that the Agency's decentralized approach to UM will result 'in significant disadvantages to both the individual employee and to the Agency" and that "we risk the loss of employee confi- dence and cultivate the seeds of dissatisfaction." Though he expands upon his concern at some length, the details need not be recapitulated here. (See Attachment G.) What he is saying, however, is a fair reflection of the position of the CSC, which as stated: The development and implementation of effective Upward Mobility is a team effort. As a system, Upward Mobility is made possible only through the involvement of all facets of Agency management. To ensure an effective program, agencies should allocate sufficient resources and establish a central point of coordination. [emphasis mine] 25X1A Indeed, as the memo points out, our following a decentralized approach means that there is in fact no Agency program -- even though most other Government agencies have centrally planned, managed, directed and well reported programs. (Attachments H through K summarize UM at State, NIH, GAO and GSA,respectively, as examples of centralized programs.) 7. It is in the context of a centralized program that there is a third option for an MS UM effort. The basic approach is that outlined in paragraph 5, except that the announcement of the UM program is sent to all Agency employees, and applications are taken accordingly. The selection process could be set up along the lines listed below: a. Issue a notice to Agency employees announcing the program, spelling out any requirements necessary, and inviting them to submit their applications. b. Assign a person knowledgeable of the program to interview each applicant, discussing goals, career plans, training, etc., and to do the initial screening of appli- cants, including recommendations for action outside the program. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 -4- c. Establish testing procedures for applicants (e.g., the Differential Aptitude tests and four sections of the PETB, which relate to attitudes and interests as opposed to knowledge gained through education). d. Create a Selection Panel made up of representatives from the Offices participating, and which would be responsible for reviewing the applicant's Agency personnel file, test results, etc., as well as interviewing applicants prior to final selection. This approach has two principles to recommend it: it vastly enlarges the base from which candidates for UM may be drawn, and it may well serve to enhance the Directorate's role as a leader in the overall EEO efforts of the Agency. In time, perhaps, this approach Could be the precursor of an effective Agency UM program. 8. It is recommended, therefore, that you approve an MIS Directorate UM program that is open to eligible candidates on an Agency-wide basis. By taking this action, an effective, results-oriented UM program may be launched, to the mutual benefit of the individual employee, the Directorate, and the Agency. 25X1 A Attachments A through K Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Attachment I to FF.M U.:Jr. No. 7t3-27 (1) 'THE UN'ARD MO-3ILITY DR.CCESS A fundamental precept of Upward Mobility holds that employees with. potential who lack qualifications may become cualified for eurrent or projected higher level vacancies. Successful person-position matching, therefore, requires careful planning to ensure a results-oriented program -- one which can be productive for both employee and manager. The attached Upward Mobility Program Planning Chart outlines the process to be followed and the products which result from each planning phase. It is constructed to show the sequence of the essential steps to be taken as well as the continuing cycle of feedback for plan refinement. TnENTUYING TARGET POSITIONS Critical to the preparation of the plan is the identification of appro- priate target positions for which lower level employees will be dev- eloped. To arrive at the number and kinds of target jobs, agencies should: FIRST - analyze current and projected staffing needs to determine the -number and series of anticipated position vacancies and estimate when those vacancies need to be filled. (FFM 332, Appendix M - Guide to Short-Range Manpower Planning) SECOND - review current employee skills to determine which of these position vacancies may be filled through merit pro- motion procedures by persons who presently meet qualifi- cation standards. (FFM 713, Subchapter 2 and AppendixA - Maximum Utilization of Skills and Training) THIRD - determine which current and projected position vacancies are appropriate for Upward Mobility purposes; review exist- ing technical and professional positions to determine those which may be restructured for Uaward Mobility purposes. Designate these as tarqat lobs. (handbook X113 and Person- nel Management Series Pamphlet f.26 - Upward Mobility Through Job Restructuring) ASSESSING EMPLOYEE POT7NTTAL As a prerequisite to employee participation in an Upward Mobility pro- gram., the potential of eligible employees should be determined, Potential is defined as the ability (including desire) to acquire and use skills and kncwledges needed to successfully perform higher level work, specifically in those kinds of occupations and at grade levels which could or will be targets for upwardly mobile employees. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06K-3-'1CFAAbP81Z0261R060260W005Z4 The first step in the assesSment of employee potential is to identify the thills, knowledges and abilities required for successful performance in the target job.. These may be identified through job analysis.. Agencies should define the target job in terms of specific tasks to be performed and establish those-- skills, knowledges, and abilities required to performeach task. With data obtained from this analysis, employee potential for the. target jobs may then be measured by such tools as: (1) performance ratings which show transferability of related know- ledges, skills and abilities; (2) self-rating instruments which show employee motivation to assume more complex tasks and greater responsibilities; (3) tests and interviews which measure likelihood of success in meeting target job requirements. (See PPM Letter 335-10, Revised Intructions for Use of Written Tests in Promotion and Internal Placement.) In all cases, employee potential must be identified through merit prin- ciples. (FPM. Supplement 335%1, Evaluation of Employees for Promotion and Internal Placement.) To Complete the planning process, agencies should follow the steps . outlined in the attached. Upward Mobility Planning Chart, TRAINING FOR UPWARD MOBILITY In developing training plans in support of Upward Nobility programs, agencies must ensure that any training is related to the performance of official duties in a position co7nmensurate with the employee's potential. All training programs called for in the EEO Act fall within the bounds of Chapter 41 of Title 5, United States Code (formerly the Government Employees Training Act), if the particular agency is covered by that chapter. Congress fully anticipated that the law would be used to fund training for advancement as well as for the performance of an employee's current official duties. The only restrictions on training for advancement in Chapter 41 are (1) the prohibition on training for an academic degree in order to qualify for a position for which the degree is a basic requirement and (2) the prohibition on training an employee in a non-Government facility for the purpose of filling a position by promotion if there is in the agency concerned another employee of equal ability and suitability who is fully qualified and available. Other pertinent requirements of particular significance which affect training in support of Upward Mobility programs are the following: Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Attachment 1 to FF.X Ltr. No. 713-27 (3) .When agency employees are trained at agency expense, the train- ing must be to meet -demonstrated. agency needs for ? trained man- power and be utilized by the agency. All training must be related to current or future duties within the employing agency. Training for possible vacancies in other agencies is not authorized. An agency must use established merit promotion procedures in selecting employees for Upward Mobility training given primarily to prepare trainees for advancement and which is required to qualify for promotion or for reassignment to a position with known promotion potential. For a more detailed statement, designed to equip agency managers, train- ing specialists, EEO staffs, and others with a working knowledge of the purpose of Upward Mobility training and the requirements of law and regulation which have a particular bearing on this kind of training, see "Training in Support of Upward Mobility Programs" (Attachment to CSC Bulletin 410-83 ). That statement is in harmony with policies on training appearing in Chapter 410 of the Federal Personnel Manual. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Prz-Plannina Pit:)53 I ? tilsolay O.u);:da?ar 2 - Pr000nt 2 . am: Tol A ? EattLIL.th Olty.4ii tut 8 ? 1,.q10, 1 Tonlati P tan C ? Gain Tic Loyal Sialpor. Approved For Release 2000/06/13 ; CIA-RDP81-00261R000200050005-4 Upward Mobilit Pecgram. Planting -11.E.F.KiE PLAN inaity Development ph azie JiiWV TA0GET JO: 1 - Condsct Ciegonies- knaly 2 Cor.Jsct Job A italiti',) vi ?fool TO A - (Tsai:loot-Iry Jan - Eiitzbitah Joh Sian- cLids C Otivatol) Cid oar L:)..S data 11.(4 L.4:115:44 0 Mil) Job Dtacriiitk)iu DETERM.41E IF CC TitAihtd(C AfiliELLIENT MCESSARY Continuous Employee Participotion Li the Devalopmcnt and Opel-ail:in 01 ina Program Seconday Davolopment Phase 1_DalCji SP Fr-wit cow-Lig:ma . , , Final Development Phase 1. Ctalogni.va Job Elia anis of Tki 04( Posil.k)ns 2 ? 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CSC Pt...toita.i 51L), ILI) t;ti,kar, Purothisi um 51 pnit.vt.no?n, Is ,) IL rr rr hi yr ? Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Office of Logistics Upward Mobility Program I. Enter on Duty The Office of Logistics offers three different types of positions for entering on duty at the GS-04 or WG-04 level. Under the upward mobility program the individual could enter as: a. b. C. Courier - GS-04 assigned to Headquarters Warehouse Assistant - WG-04, Supply Clerk GS-04, These positions would allow the individual to become familiar with Agency organization and the elementary rules of supply. II. Assignment: Supply Assistant, GS-05 These positions are located at the individual could move into the GS-06 level by assuming supervisory responsibilities. III. Assignment: Supply Assistant, GS-06 and GS-07 There are three positions which the Supply GS-05 could move into either at Headquarters or the 25X1A IV. Note 25X1A 25X1A The At this juncture in the individual's career, the Office of Logistics offers two routes leading to professional positions. One is the Logistics Officer category and the other is the Supply Officer. V. Assignments Logistics a. Logistics Asst. GS-07 in a DDO Area Division or overseas. b. Logistics Asst, GS-09 in a DDO Area Div, a Hqs component, or overseas. 25X1A 25X1A Supply Supply Asst, GS-07 in a Hqs component or overseas. Supply Asst, GS-09 in a Hqs component, the Supply Division, or overseas. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 -2- c. Logistics Officer, GS-11 in a DDO Area Div, Hqs component, or overseas. d. Logistics Officer, GS-12 in a DDO Area Div, a Hqs component, or overseas. VI. General Supply Officer, GS-11 in a Hqs component or the Supply Division. Supply Officer, GS-12 in a Hqs component or Supply Division- The position descriptions used for this exercise were selected at random and would not necessarily be the exact position the indi- vidual would be placed in. The objective was to show the "type" of positions that would lend themselves to an upward mobility con- cept. There are many logistics and supply positions throughout the Agency that could be used in such a program. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Office of Personnel (PMCD) Upward Mobility Program I. Clerk Typist, GS-05 All training in this position would be done on-the-job. II. Position Management Asst, GS-07 The incumbent should take the Position Management Orientation Course which is one week in duration. All other training would be on-the-job oriented. III. Position Management Asst, GS-09 A. The incumbent should take the Manpower Management Institute Course called Basic Principles and Techniques of Position Classification which is a one week course. B. After working in the position for three months the individual should take the Civil Service Commission course Advanced Position Classification. C. The Department of Agriculture course Position Management and Classification. IV. Position Management Officer, GS-11 Incumbent should take the CSC course Management Analysis and Review. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Office of Finance Upward Mobility Program There are two routes in Finance which lend themselves to upward mobility. An employee could enter on duty at the GS-03 or GS-04 level in payroll and over a period of time work up to the GS-09 level. The training needed to go up the work ladder in payroll could all be done on-the-job. II. Another possible route for advancement would be to enter the employee on duty at the GS-03 or GS-04 level in payroll and upon reaching the GS-06 level, transfer to the Certification and Liaison Division to a GS-07 position. Here the employee could serve a tour of duty in the travel section and a tour of duty in auditing vouchers. III. Upon completion of the assignments in Ca, the employee could then be transferred to a Budget & Finance position in an Area Division of the DDO at the GS-07 level. In an Area Division the employee could progress to the GS-09 and the GS-11 levels. Before an employee would be considered for a DDO assignment, OF would expect the individual to have shown an interest in the field of accounting to the point of having acquired an AA degree in accounting. The assignments in payroll and Ca would allow the employee ample time to acquire an AA degree before he or she came into the zone of consideration for a DDO assignment. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Office of Training Upward Mobility Program I. The Training Assistant occupational series in OTR appears to lend itself to an upward mobility program. The present staffing complement reflects Training Assistant positions at the GS-06, -07, and -09 levels. II. An individual could enter on duty at the GS-04 or GS-05 level and be slotted in one of the GS-06 positions. Typing is required in these positions and other than that skill, all other training could be done on-the-job. III. Each school or faculty in OTR has Training Assistant positions. The duties and responsibilities vary with the different types of courses given. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Office of Security Upward Mobility Program I. Enter on Duty The individual could enter as a GS-04 or GS-05 Security Clerk in the Security Records Division, Indices Section. The positions in the Section are at the GS-04, -05, -06, and -07 levels. II. Assignments After reaching the GS-07 level in the Indices Section, an individual could follow one of two career paths in Security. #1 - Case Analysis Branch, Security Research Analyst. The positions in this Branch are at the GS-09 level and could lead to a GS-11. Upon reaching the GS-11 level the individual could be transferred to the Clearance Division, Staff and Operations Branch, Personnel Security Officer. These positions are at the GS-12 and GS-13 levels. #2 - Physical Security Division, Security Duty Officer Section. Here the individual would become a Physical Security Officer. The positions in the Section are at the GS-09 and GS-11 levels. After reaching the GS-11 level the individual could be transferred to a field office as a Junior Investigator. Positions in the field provide growth potential up to the GS-14 level. III. Note The above proposal does not preclude the interchanging of assignments (for example going from a position in Clearance Division to Physical Security Division and vice versa). This plan is only a proposal for upward mobility. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 18 June 1974 MEMORANDUM FOR: Director, EEO SUBJECT: Upward Mobility Program Planning , Tom, 1. The longer I work on the problem of developing a DDO/Services Staff upward mobility training program, the more I am convinced that the Agency's decentralized approach to such planning results in significant dis- advantages to both the individual employee and to the Agency; the longer we postpone the development of an over- all Agency level program, the more I am concerned that we risk the loss of employee confidence and cultivate the seeds of dissatisfaction. I shall continue to develop a Services Staff program but I urge that you consider the following: a. For the employee, the Agency decision to decentralize such planning to the Directorates, and within the Directorates to the Offices/Divisions, introduces a significant degree of inequality into the basic design of what is intended as an equal opportunity program. Our present approach restricts the scope of any upward mobility program to the capability of the sponsoring component to provide opportunities and relies solely on component initiative; this results in either limited, or zero programs in most components. Our decentralized approach restricts an employee's opportunity for participation in an upward mobility program to the component in which he serves; this results in greater opportunities for some than for others, and for no opportunity for most. Unless an individual's potential coincides with the general nature of his assigned com- ponent's activities, and unless his component has an upward mobility program, his chances for upward mobility development are quite limited. " Approved For Release 2000/06M : -t r. iti6061R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 b. For. the Agency, our present approach does not represent the most effective use of our re- :;ources. If each of our major components individually established upward mobility programs, the number of positions involved would be far in excess of what other agencies have invested.in such programs, and yet, presented incrementally by sponsoring component, would look minute to the employees of the individual components. In all probability, most components will fail to establish programs, and most employees are likely to be disillusioned. Additionally, our decentralized approach means that there is no Agency program, a fact that denies us the public relations benefits in dealing with the CSC and the OMB enjoyed by State, NIH, Treasury and other departments and agencies almost all of whom have Centrally planned, managed, directed, and well reported programs(see attachments). 2. What appears most misunderstood about upward mobility is the difference between upward mobility as a'philosophy of management and upward mobility as a formal program. a. As a philosophy of management, upward mobility is for everyone; its application results in an environment in which management promotes the general welfare of its employees through career systems, counseling, competitive evaluation and promotion, training, and informative communications, and in which the employee is assured of management's support in his individual efforts to improve his skills, of management's commitment to keep him in- formed on job opportunities, and of management's willingness to allow individual employees to move laterally within the organization in the pursuit of assignments of greater interest. Although we have a significant degree of the philosophy of upward mobility in our present personnel management prac- tices, viz. the Off-Campus Educational Program, the Vacancy Notice System, etc., our commitment to all it represents is neither full nor universal. b. As a formal program, upward mobflity is not tor everyone; in implementing Executive Order 11478, wIlich by law requires upward mobility programs, the Approved ForRelease2000/06/13 : CIA-RDP81-00261R000200050005-4 2 n1.7TiT Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Civil Service Commission has noted that while the law did not specify any minimum or maximum grade levels for upward mobility efforts, generally the greatest opportunity for impact is at the lower grade levels. Therefore it is anticipated that most Agency programs will be dealing with employees at the GS-07 (or equivalent) levels and below." As a formal program upward mobility is not intended to.. promote the general Welfare of all employees but the specific welfare of lower graded employees who have potential for advancement; it is intended to provide these individuals with maximum feasible opportunity to enhance their skills in order to qualify for - higher graded assignment. What is also misunderstood about upward mobility training programs is that it is not only having a large number of lower graded employees which makes a component a good candidate for an upward mobility program, it is having a reasonable number of target positions for which lower graded individuals can be trained. You need to identify the positions for which you are training those selected for the program and you need to be able to assign the individuals to these positions when their training is completed. As Civil Service Commission Chairman Hampton has noted "to train employees without being able to give them oppor- tunities to utilize their training would be unwise; to provide career counseling which is not geared to realistic opportunities would be harmful; and to pub- licize an upward mobility program without providing genuine opportunities for advancement would have a negative effect." Our decentralized approach tends to head us in the latter direction. 3. In my judgment, a better approach to our upward mobility program planning would be at the Agency level to: a. Identify those categories of tasks for which the likelihood of success for upward mobility train- ing is the greatest. For example, it is probable that more candidates for budget/finance, personnel, or logistics type positions could be successfully trained than candidates for science-related positions. b. In collaboration with component managers and supervisors whose support, personal commitment and involvement is essential to the success of any upward Approved For Releasg 20-Q0/06/13 : bIA-RDP81-00261R000200050005-4 kI inahl Vite:1-111 135" Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 mobility program, determine the number and the nature of positions which Agency management believes should be filled through an upward mobility program rather than through the normal recruitment program. c. Establish criteria for eligibility and competitive selection procedures. d. Announce the program in an Agency-wide notice and solicit applications from all interested employees at grades through GS-07. From a review of other departmental programs the above approach appears to be general practice; although most target positions seem to be in the area of support ser- vices, the State Department identifies Foreign Service Reserve officer positions, NIH includes professional scientific officer positions, and other agencies target editorial, library, and related professions/positions (see attachments). 4. The scope and nature of the Agency's activities seem to offer a full menu of upward mobility possibilities, and the staffing pattern of some components suggests a fertile field for productive programs. Surely we have a large number of bright young employees who could be trained for target positions in 0/C, an office with an FY 73 on-duty strength of including zero (0) black STATINTL professionals and only nine (9) women professionals; surely we have lower graded employees with good aptitude in mathematics who could be trained for target positions in 0/F, an office with an FY 73 on-duty strength of STATINTL including only one black professional and forty-three (43) women professionals. If the State Department can find and train ten (10) lower level employees per year as Foreign Service Reserve officers, we should be able to fill some part of our twenty (20) PTP positions through an upward Aobility mechanism. ADP, personnel, logistics, and records management are just a few of the many other areas which could provide similar target positions. S. Upward nobility is a concept which has stirred the inner yearnings and aspirations of our lower level employees: it is a concept to which the Agency has pledged Approved ForRelease2000/06/13 : CIPyRDP81-00261R000200050005-4 1,,,Iftrne,1 77, r Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 its full support. Our decentralized program however tends to discriminate against many employees and can lead to widespread disappointment and dissatisfaction. I strongly urge that you discuss with the Director the possibility of a centrally planned and managed program and solicit his approval for the establishment of an ad hoc Advisory Group to study the matter and make appropriate recommendations_ STATI NTL TJuU/ Services Staff Attachments Other Government Upward Mobility Programs Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 5 P?-Irn;,.; 1.? Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Upward Mobility: State's "MUSTANG" Program 1. The "Mustang" plan designed by the Department of State is a continuing in-service internship program to identify, select, and train exceptional and talented employees below the officer level. Those selected, after successful completion of on-the-job training and other instruction, are appointed as Reserve Officers and ultimately have opportunities for assignment and development as either Foreign Affairs specialists or Foreign Service Officers. 2. Basic Eligibility Requirements The "Mustang" program is open to Civil Service employees in grades GS-1 through 8 and Foreign Service staff employees in classes 10 through 6 who are at least 21 years of age and who have at least 2 years of service with the Department. Qualified employees who want to become candidates are required to take the Federal Service Entrance Examination, unless they have taken it previously. No minimum passing score is set. The candidate's performance on the examination is con- sidered along with the other factors listed in evaluating his or her aptitude and potential. 3. Selection of Candidates Candidates are selected for the "Mustang" program on the basis of projected staffing needs in position categories or functional spec- ialties which provide appropriate opportunities for advancement and in which vacancies at junior officer levels either exist or are anticipated. There are periodic announcements of opportunities for "Mustang" candi- date openings in particular categories. Candidates forward their applications to the Office of Personnel (PER/CA) stating the functions in which they prefer to be trained. Procedures for applying are spelled out in subsequent announcements. 4. Selection Panel PER/CA convenes a selection panel which includes representatives in the appropriate functional speciality. The panel reviews the educa- tion, experience, and performance of applicants in the light of the list Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 -2-- Qf functional openings to determine those who are qualified for oral examination. Qualffications considered in this review include potential to assume broader responsibilities; h. quality of overall performance; c. demonstrated abilities related to the functions for which candidates are being examined; and d. ability to work with people harmoniously. 5. Oral. Examination For successful candidates serving in the Department, the panel holds an oral examination as soon as possible. Candidates at overseas posts normally receive the oral examination when in the Department on home leave or following the completion of their overseas assignments. Arrangements may be made to administer the oral examination in the field when a candidate's return is unusually delayed. The oral examination will be used to measure a. the candidate potential for service in a particular function; b. his approach to problem-solving; and c. his potential for advancement as an officer. The selection panel makes final selections of candidates by ovaluating basic qualifications and experience, along with the results cf the Federal Service Entrance Examination and the oral examination. Candidates selected are normally assigned to a central comple- ment in Personnel for 6 to 12 months before placement in an officer category, depending on the amount of training needed. The Chief of Career Counseling and Assignments, or his designee, oversees the selec- t-;on, training, counseling, and onward assignments of "Mustang" candidates. 6. Status at Reg_inning of Trainiqg if an employee is in grade GS-4 or below at the time of his selection for the "Mustang" program, he is promoted to GS-5 when his training begins. If an employee is in grade GS-5 at the time of his selection, he is promoted to GS-6 at the time his training begins, if he has served one year at the GS-5 level. Otherwise, he is promoted to GS-6 during training upon completion of one year at the GS-5 level. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 -3- Staff employees with 2 years service are likely to be in class FSS-8 because of the semi-automatic promotion policy for FSS employees from FSS-10 to 9 and from FSS-9 to 8. If an FSS employee is below class 8 at the time of selection, he is promoted to FSS-8 at the beginning of training. Employees selected from other classes remain in that class when they enter training. 7. Training Training is tailored to the individual needs of candidates and is administered in cooperation with the Foreign Service Institute. The content of the training varies according to the staffing needs of the Department and to the knowledge, skills, and abilities program participants bring with them. Typically, it includes on-the-job assignments supplemented by related study at FSI, CSC, or local insti- tutions, and by special reports, seminars, and individual counseling. Participants may take the required courses before or during the on- the-job work assignments or after-hours, depending upon the nature and length of the course. Some staff employees are able to begin on-the- job training at the post and complete formal courses in the Department later. These arrangements vary with the qualifications and experience of the participant. Career Counseling and Assignments plan and monitor each participant's training, evaluating his progress on a quarterly basis. 8. Status Upon Completion of Training Upon satisfactory completion of training, participants in grades GS-5 or 6 and in class FSS-8 are appointed as FSR-8's for a 5-year term. Those in grades GS-7 or 8 and in FSS-7 or 6 are appointed as FSR-7's for a 5-year term. Each employee will have reemployment rights to his former status and grade during the period of his FSR appointment. Those trained for functions normally designed for FSO's become eligible for consideration for lateral entry as FSO's after 4 years serve at the officer level if under 31, or 3 years service if over 31. Those trained for FAS functions become eligible for consider- ation for FAS appointments after 3 years service at an officer level. For purposes of this program, all service from the beginning of training qualify as officer-level service for either FSO or FAS appointment. 9. Special Conversion Arrangements The "Mustang" program, as outlined, is limited and highly selective. It is supplemented by special procedures that provide a career ladder to permanent officer-rank for exceptionally qualified persons in the following three categories: Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 --4- a. Fore%n Service Staff Personnel of Class 5 and Above Who Do Not Hold Officer-Level Positions. Many employees in this category are not now eligible for appointments as FSO or FAS even though they may have in the past been trained for and held such officer-level positions as Assistant Personnel Officer, Assistant General Services Officer, and Consular Officer. Since many, positions of this type, which served as channels of advancement, were abolished in recent reductions, talented staff support employees have had diminished opportunities for advancement to officer-rank. o. Couriers. Normally given appointments as Reserve officers for 3 years only, couriers frequently have the education, experience, or ability to serve usefully in officer-level positions in other fields when their appointments expire. c. Communications and Records Personnel. Normally recruited below the officer level, with satisfactory performance, Communications and Records personnel are promoted to levels where they become eli?ible for officer status in the Foreign Affairs Specialist Corps. 10. Other Opportunities for Non-Officer Personnel To provide self-development opportunities for all lower-level omployees, the Department continues to review employee records to identify those who may be stalled in their upward mobility, and who can be helped with training to qualify for new positions at higher grades. Super- visors at all levels are urged to refer promising junior employees to the Career Counseling and Assignment Division (PER/CA) and to make full ise of existing tools to upgrade skills for higher-level positions. Some employees who benefit from this assistance may later qualify for the "Mustang" program. 11. Evaluation The "Mustang" program began in May 1972 at which time 65 employees were in competition for the 10 openings in the program. Although only 10 were selected, the other 55 applicants were not neglected. The Career Counseling and Assignments Officer talked with them, summarizing the results of oral and written examinations, iden- tifying areas of weakness, and recommending specific steps which would either improve their chances to qualify for Mustang in the future or which would help them achieve other occupational goals. One measure of the success of "Mustang" is the fact that, for the second cycle completed in June 1974, there were 140 applicants. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Upward Mobility: NIH's Stride Program 1. Project Stride at the National Institutes of Health, HEW, Bethesda, Maryland, is a career development program which combines on-the-job training (OJT) in a technician or para-professional position with three to four courses a semester of college study. The training period lasts up to three years. Placement in a professional position at NIH is the goal of the Stride program. The program is open to employees in jobs which dead-end below the GS-9 level. More than 90 such employees have thus far been selected to participate in the program. Turning 90 trainees into professionals demands much time of three NIH Employee Development Specialists. To implement the OJT portion of Stride, time has been spent creating technician positions, formulating planning and control techniques to secure the value of the OJT, and periodically weighing the actual progress of trainees. The arrangements for academic instruction for the trainees have involved selection of a university, contract nego- tiations, post-contract communication with the colleges, designing planning techniques to match coursework to the target job, and evaluating the students' and the program's progress. The three administrators, who are not assigned full time to Stride, have found novel ways of performing these tasks. 2. Use of Technician Positions Since the NIH program includes twenty hours or more per week of OJT, a technician position had to be found for every target professional position. In several cases, technician positions were ready made. For example, to prepare trainees for Psychologist positions, NIH was able to use the Psychology Technician series 181. For several other occupations the 301 series was used. Finally, several were designated in the same series as that of the target occupation. Thus, several trainees occupy GS-633 physical therapist assistant positions to prepare for GS-633 physical therapist professional vacancies. Through these assistant positions, Stride trainees obtain OJT. 3. On-the-Job Training. Project Stride is an attempt to merge, in a meaningful manner, academic education with OJT. In theory, the academic education and OJT experience are mutually supportive and motivating to the trainee. What is unique about the program are the OJT work projects for academic credit. Approved For Release 2000/06/13: CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 The method of career development planning outlined for Stride supervisors in their NTH handbook is "careful analysis of the expected outcome of the training experience; in the case of Stride, competence of a professional caliber in the chosen occupational area. The analysis should begin by looking at the target occupation to identify its func- tional elements. The outcome should be a list of tasks or job elements wMch can be placed in a hierarchy of increasing complexity. The list of tasks should in its simplest form identify what the individual is expected to do and at what level of success or output he is expected to do it. The development of the training plan then becomes a matter of projecting over a three-year period how a trainee's on-job experience will be organized so that the trainee is introduced to concepts and tasks in the order in which they appear in the hierarchy. To be useful in evaluating the trainee's program in acquiring professional competence, the identified job elements must be measurable. Groups of job elements of a related nature are then identified as bench marks for progress evaluation." In Stride, OJT projects are specifically designed by the supervisor and trainee to obtain course credit from American University. To do so, they have to be approved by the department of the university in whose area Ule project would be credited. Furthermore, a minimum of 5 hours per work week must be exclusively devoted to the project. A professor provides guidance during the project, and at fts conclusion, grades it. Thus, a ratner novel means of merging OJT and academic training is accomplished. The NIH administrative team monitors the work assignments of Stride trainees through three methods. The first is informal, continual conver- sations with trainees and their supervisors. More formally, desk audits are performed as each trainee;is considered for an annual promotion. Such an audit can uncover cases where the supervisor had failed to assign a trainee progressively more responsible duties. Other formal feedback methods are under development. 4. Matching Courses to Jobs Presently, course selection is largely a matter between the student and the faculty advisor, within the bounds of requirements of the Depart- ment in which the student is majoring (the major having been chosen on the basis of job relatedness). Usually, the student also consults the super- visor when choosing electives. However, faculty advisors have hat diffi- culty relating curriculum to target occupations, especially when the target is an administrative profession such as Grants Management. Furthermore, there is a greater emphasis in HEW on assuring that upward mobility training does prepare trainees for target positions. Therefore, the NIH Employee Development Specialists plan to monitor course selection more closely to keep them related to the duties of the target position. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 -3- 6. Academic Performance A primary tool of evaluation is the grade, used to determined who needs assistance, and to evaluate the program as a whole, in terms of such things as the correlation between selection ratings and academic success. Although trainees are enrolled in classes held on AU's campus and open to regular AU students, the grades of the first 46 have been quite good. Thirteen are doing B work or better, 28 are doing 0+ level work, and only 5 are below 2.0. Thus, based on grades, Stride appears to be a success thus far. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Upward Mobility: GAO 1. A Comptroller General-appointed task force has produced a broad career advancement program for lower level employees in GAO. Three new positions have been established - management analyst assistant, claims adjudicator assistant, and management analyst trainee - to serve as bridges to higher level jobs for those GAO employees with potential who are in dead- ended clerical and technical positions. Eighty-nine developmental slots will be used from now through 1976 in training those selected. To administer the four occupationally-oriented development programs during the first year, a director for upward mobility has been appointed. 2. Career Ladder The largest development effort focuses on the management analyst occupation, providing nonprofessional employees with a career ladder beginning at the GS-4 management analyst assistant level through the GS-6 level. The GS-6 assistant position serves as a bridge to the GS-7 manage- ment analyst which has a career ladder to higher grade levels. At the GS-4 level work duties include primarily procedural audit activities such as preparing schedules and workpapers and examining and verifying a variety of source documents. Work assignments at the GS-5 level include GS-4 duties, ff.? but also involve progressively more complex tasks such as some analysis of facts, preparation of administrative reports, and participation in inter- views. At the GS-6 level, duties will be similar to, although not as sub- stantive as, those performed by the professional GS-7 auditor. Potential program participants include all clerical, administrative, technical, and wage board employees at the GS-4 through GS-9 levels and GS-3 employees eligible for promotion to GS-4. As of May 31, 1973, GAO had 1,356 employees in these classifications and anticipates that more than enough applicants will be qualified to fill the slots allocated in the Washington, D. C. area during fiscal years 1974-76. 3. Qualifications In addition to a high school diploma or equivalent and one year or work experience at GAO, the minimum entrance qualifications for manage- ment analyst assistant positions include: College semester hour credit: GS-4 GS-5 GS-6 Accounting or Management 3 8 Other 5 7 Total 8 15 Years of Experience: General (incl. at least 1 year at GAO) 1 1 Specialized 1 2 Approved For Release 2000/06/13: CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 'Clenral experience' is defined as those duties which GAO clerical, adminis- trative, and technical employees normally perform. "Specialized experience" is defined as those duties which management analyst assistants at the GS-4, GS-5, and GS-6 level perform 4. Selection Each applicant for the program must submit an application, which wi'l provide the basis for evaluating the applicant's formal education, job-related classroom training, work experience, and outside activities. A panel of seven employees will identify and select applicants that have the potential for successfully completing the program. The panel will be composed of: a. Two members of the task force that developed the preprofessional program. They will eventually be succeeded by representatives from the Upward Mobility Program. b. One representative from the Office of Personnel Management. c. One EEO representative. d. One employee from the headquarters office who is rETresenta-,:ive of GAO's GS-4 to GS-9 employees and who is not a program applicant. e. Two supervisors who will employ participants and Wi,o have a working knowledge of the characteristics the applicants need to successfully participate in tie progran. The selection panel will judge applicants on the basis of results of an independent test to evaluate potential, personal interviews, supervisors' evaluations of job performance and potential for the program, work exper- ience, formal education, jcb-related classroom training, honors and awards, nd outside activities. Each of these factors will be assigned a weight, and, to be accepted, the applicant must score sufficiently high in two factors: potential for the program and job performance and potential. f,Alitional points will te awarded for the other factors but applicants need not accumulate points in formal education, classroom training, honors and awards, and outside activities to be eligible for selection. Four teams, each consisting of four members will conduct interviews with each applicant. Applicants will then have an opportunity to review and comment on the interview team's evaluation. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 -3- Each program applicant will be evaluated by his current supervisor and by a previous supervisor of the applicant's choice. The applicant Will be. given an opportunity to review and comment on each evaluation. The supervisory rating has two parts - an evaluation of the appli- cant's potential for this program and an effectiveness appraisal. Factors in the first part include: relationships with other workers and super- visors, poise, learning, and reasoning abilities, motivation, types and quality of work performed, character and integrity, stability and adapt- ability, and leadership. The second part will be the applicant's last two annual effectiveness appraisals. The selection process will be conducted in two phases. Initially, the panel will consider each applicant's job performance and potential for the program. The panel will then combine these factors with the remaining criteria to identify those who are most acceptable. Individuals who are not selected or who are not considered acceptable will be counseled by members of the selection panel and interview teams. There will be a ranked waiting list of 10 or more qualified employees for the management analyst program who will enter the program in order of their standing on the list. 5. Placement Through a pool arrangement, preprofessionals will be assigned to divisions and supervisors where they will receive the greatest develop- mental opportunities. Each program participant will be asked to indicate, in order of preference, the operating divisions in which he prefers to work. To the maximum extent possible, participants will be assigned to the divisions they prefer. 6. Training Within 30 days after entry into the program, the participant, his supervisor, and his sponsor will develop an OJT plan which lists specific training activities to be provided and estimates the time to be spent on each activity. This plan is included in the participant's career develop- ment plan and may be modified as necessary. Each participant in the management analyst assistant program must complete a minimum of 30 semester hours of college level courses during the 3-year program. Courses include: Principles of Accounting, Principles of Management, Math, English Composition, Logic, and Oral Communication. Participants will be given a 6-weeks adjustment period to complete their in-house training and to become familiar with their new responsibilities before they enroll in college courses. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 1.,A0 will pay all tuition casts and participants must maintain a C-1- average in these courses. Participants who do not maintain that average t'or two successive semesters will be evaluated to determine if they should he released from the program. Initially, each participant will be allowed to choose the accredited ollege or university he will attend and will be allowed flexible working hours to permit him to take required college courses. 7. Career Development Plan Each participant, his supervisor and his management sponsor will develop a career development training plan which will include a list of developmental tasks, standards of performance, in-house training courses and a schedule of required college courses. The plan must be submitted 30 days after entry in the program and must be updated at least quarterly during the first year and semi-annually thereafter. 8. Supervision and Counseling Tie selection panel will interview supervisors identified by division directors as having demonstrated past staff development and willingness to participate in the program. Those selected will be given fiecial training on the program, the participants' career development pians, and techniques to help develop the participants' potential. Each participant will be assigned a management sponsor who will guide, counsel, and actively assist to help ensure successful accomplishment of agreed-upon development goals. The sponsor will be a senior professional staff member and will be given special training to help him carry out his responsibilities. The supervisor and sponsor will also be responsible for monitoring the academic progress of the participant and, when necessary, will refer the participant to other sources of help, including tutorial assistance provided by staff volunteers. 9, Performance Evaluation The participant's progress will be evaluated quarterly during the :First year and semi-annually thereafter. Promotions will be based on a positive determination that the participant has demonstrated a capability to perform the duties of the next higher grade. Most participants will be promoted after one year in grade, provided their job performances are satisfactory and they have completed the required college courses. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 -5- If the supervisor, counselor and Program Director determine that a participant is not meeting program expectations, the Director will decide whether the problem can be resolved by reassignment, supervisor-participant mediation, remedial training courses, tutoring assistance, or more inten- sified OJT. In order to ensure that participants are evaluated objectively, participants will be assigned to at least two different supervisors. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Upward Mobility: GSA's TAP 1. Steppingstone to a New Career The Training and Advancement Program (TAP) in GSA is providing the means by which employees in dead-end jobs are competitively selected and placed in new career fields. Once there, they are given concentrated training experiences (on-the-job and in the classroom) to facilitate their upward mobility. This year GSA plans to give TAP opportunities to up to 80 employees. 2. Career Fields Covered Trainees in TAP enter the program in one of thirty-three occupational series at grades from GS-2 to GS-9. They are trained for a target position at the next higher grade in the series, or in those series where positions are properly classified at two grade intervals, a target position at two grades higher. Among the career fields used for trainees are: accounting technician, computer aid and technician, legal assistant, archives technician, personnel technician, and statistical assistant. 3. Selection Methods Any career or career-conditional GSA employee may apply for TAP. To be selected, candidates must possess the necessary qualifications for the target position or possess an overall background of sufficient level and type to clearly indicate that they have the potential ability to perform success- fully in the target position. , In 1970 GSA negotiated a training agreement with the Civil Service Commission to allow selection of those with potential, but lacking the actual job qualifications. Once applications are received a three member panel picks those appli- cants with the best potential through a two-phase selection process. In the first phase two persons familiar with an applicant's work performance rate the applicant's ability to perform the essential general knowledges and skills required in the target position. Such general knowledges and skills may include: ability to organize work, understand instructions, skill in oral expression, and good knowledge of office procedures. The panel then decides which applicant should receive further consideration on the basis of these ratings. Those chosen in the first screening are then evaluated and ranked by the panel according to the following factors: performance on the job, demon- strated learning ability, and personal traits. During this phase applicants may be required to take appropriate, CSC-approved written tests. Results Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 25X9 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Next 14 Page(s) In Document Exempt Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/0603 CIA-RDP81700261R000200050005-4 /MS 74-5022 Director of Communications Director of Finance Director of Joint Computer Support Director of Logistics Director of Medical Services Director of Personnel Director of Security Director of Training DD/MS Planning Council At the 1)D/M4S iimth1y meettng of 26 July 1974, thenswas some discussion on the increased need for panning in Government, in Agency, and in the Directorate. The thought was expressed that some of the Office Directors night be given specific responsibility in this area as members of a Directorate Planning Council. It was agreed that there would have to be increased emphasis on long-term planning, this did not necessarily mean larger pl the various Offices and the topic would be discussed at the conference in September. 25)(1A 2. At the special meeting with Office Directors on 5 August 1974, the I)/MS further discussed the concept of a planning rechanism or a Planning Council, which might possibly involve am alignment of the three major cemponents which.lutve particularly complex planning responsibilities-- the Offices of Logistics, Communications and joint Computer Support. (Some of the other components, such as the Offices of Personnel, Security and NWdical Services are more oriented towards people and the screening problem, utich is a separate matter.) 3. For purposes of discussion and further consideration, the moo Plans Staff developed three alternative approaches to the problem: a. The assignment of a group of Office Directors to perform he function of the Planning Council under the chairmanship of the ADD/MAS. /he three Offices that have the greatest impact upon the Directorate In this area are Communications, Joint Computer Support and Logistics. If the three Directors perform in this role, the Deputies would of necessity have increased responsibility during the period that the Council is in session particularly in the months preceding Program Call. B2 IMPDET as BY 008246 Approved For Release 2000/0603 . dIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 b. tive would be to ca meet on planning. ip of the ADD/MS. Athird alteniative would be to convene a group under the chairmanship of the Chief, Plans Staff, consisting of the planning officers of appropriate Offices. In this case, individ- uals should be selected for their substantive knowledge of the planning process rather than as _representatives of the Offices. There might possibly be input from subunits in such areas as technological setters. 4. Office Directors, in an overall effort to improve the planning s are urged to further staff out this issue and %rata their =- suggestions, or recormaandations by close of business 30 August 1974. 1 then be pulled together and you will be provided wifh a summary 1 5X1A prior to the conference. 5X1A linv e cer Executive Deputy Director for Management and Services (conference book) EO-DD/MS 111111rbag (8 Aug 74) Distribution: Orig D/CO Xcy - Ea additional adse (D/F, D/JCS I - MO/MS Subject D/1., D/MS, DIP, D/S, DTR) I - DD/MS Chrono BlaWs_comference book Ts conference book 25X1A Mr. 1 - Mr. conference book I - Mt s conference book 2 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 25X1A ? Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 DD/A 74-3356 (374 25X1 A 25X1 A ILLEOIB 25X 11 A MEMORANDUM FOR: Director of Personnel sumer rptA Manpower Panel Fred: 1. You may have notiiiiiii11111111111111hos been asked to be the discussion leader at the conference, along with Messrs. Kane, Tietjen, and Rodriguez, on the topic of a WA Manpower Panel. 2. This is to advise that the issue, using whatever title you is an outgrowth of your memorandum of 15 August 1974 concerning the DD/A Planning Council. In effect, there is full agreement with your point that the DCI is giving increased attention to personnel reductions, manpower controls, the many significant implications of PASG, as well as the con- straints on money and personnel. It does appear to make sense that there be a grouping of the Offices of Personnel, Security, Training and Medical Services charged with planning responsibilities. 3. It is also obvious that there has to be a very close working relationship between these same Offices on other problems of mutual interest. This would include, but not be limited to, such items as processing time, problem cases, personnel emergencies during off-duty hours, the drug abuse program, the alcoholism program, the EEO program, and the various panels, including the Applicant Review Panel, the Overseas Review Panel, and the Personnel Evaluation Board. 4. I fully realize that there is a considerable amount of day-to-day interplay at the working level between OP, OS and OMS, but would suggest that some consideration might be given to a more formalized Panel, meeting on a scheduled basis, with membership possibly including the appropriate. N. 1 11. - TRAy CITIOU0 7 DM 2.14)GC.C. PAOLVSo LG INGWO ub-mAc.:A. O EGT. EIGum I - Dv'? 111\c-X WG1110 - D\2 PAcX OT LGIIJJGJJJO (DOW2 ,71--2T42) oITe - ilq2G D-41ITPIIPTO1J: TO-DD\V iir (S a WE (T,TuuuTut --MG jsijall 25X1 A Acting Deputy Director for Administration cc: D/Medical Services ? Approve 0/ gi 1 ase 2000/0?/13 : CIA-RDP81-00261R0002060Q164 our) ILLEGIB Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 25X1A EO-DD/A: Icing (29 Aug 74) Distribution: Orig - Adse 1 - D/S w/cy of ref memo (DD/MS 74-3145) 1 - DIMS w/cy of ref memo " 1 - DTR w/cy of Ref memo 25X1A DD/A Subject w/Orig of ref memo (Planning file - DDtA Chrono DD S 74-3145: Memo dtd Au! 74 to DD/MS fr D/Personnel, subj: DD/MS Planith onf) Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Releasen00105/13/VM-RINifiti)112164Sbaig050005-4 3 0 AUG 1974 MEMORANDUM FOR: Acting Deputy Director for Administration STATI NTL NNW SUBJECT ? The Planning Process REFERENCES (a) Multiple Adse Memo dtd 8 Aug 74 fr EO-DD/MU, subject: DD/M&S Planning Council (b) Memo dtd 16 Aug 74 to DD/MS fr D/L, subject: Suggested Agenda Items for the Conference 1. With respect to the increased emphasis on long-term planning and the basic concept of a planning mechanism, this Office envisions long-range planning (3 to 7 years ahead) as essentially an Agency top-management function concerned with fore- casting future situations; making estimates concerning these situations; going through the processes of identifying issues, requirements, and potential dangers; analyzing and evaluating the ultimate means for reaching desired goals according to predetermined schedules; estimating the funds and resources required to do the . work; and taking action in sufficient time to prepare for and cope with changing conditions or contingent events. We also envision this top-level planning as providing the policies under which the individual offices will operate. 2. At the risk of trying to reinvent the wheel, we would like to propose a concept for long-range planning which would employ the classic techniques of strategic planning and include the mechanism and resources necessary to carry out the complete planning process. Our main thrust being to start those who may be involved with the planning process to begin thinking of the total concept of planning; i.e., to conceptually have everyone operating on the same basis. In this manner we should be able to eliminate the possibility of such a planning effort to suffer an early demise as a staff window- dressing function as did the Deputy Director for Support 15-Year Planning Committee (circa 1965). To this end we shall, therefore, address the subjects of the planning mechanism, the human and material aspects of planning, strategic planning, and mission analysis. Approved For Releas910.010101311111ZIA-ROPBC002611$10 lot Of 050005-4 1-? 4/ 4/ 4/ NEW 1 NW 25X1A 25X1A ADMINISTRATIVE - INTERNAL USE ONLY Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SUBJECT: The Planning Process 3. We shall start with the planning mechanism. As noted in paragraph 3 of our Referent (b) submission, we feel that the ',!:isignment of a group of Office Directors to perform as a Planning Council under the chairmanship of the Associate Deputy Director for Administration would appear the most effective group to deal with broad-based aggregate planning. Although it is a valid statistic that top-level management devotes 30 to 33 percent of its time to planning of one kind or another with middle-level management using between 22 and 30 percent of its time for the same function, we believe the senior Planning Council will require a subordinate group of planners. As a rule, high-level planning is involved with developing planning methods and factors by which many different situations and assumptions can be evaluated. Because of the complex step-by-step technique required by high-level strategic and mission planning, top management does not have sufficient time to concentrate on precise factors in relation to specific items. Thus, once policy formulation has been established as a result of highi.level planning, your subordinate planning group would deal with the precise factors and specific items. This does not mean that the subordinate group cannot participate in the early on- stages of strategic planning. It can, if tasked to, do certain things within certain parameters. A good example of a subordinate planning group dealing with precise factors would be the recent study. Top-level planners had formulated a policy--close the depot. The subordinate planners, in dealing with precise factors, provided the answers as to the means. Similarly, in support of top-level strategic planning, subordinate planners have provided proposed options concerned with the future of the Logistics This study dealt with the precise cost and capability factors required by the strategic planners. We would also recommend a planning "secretariat" be established to schedule meetings, maintain files, serve as the official recorder for top-level and subordinate planning sessions, prepare agenda information, and coordinate the actions and input of the subordinate planning group where required. Considering past planning efforts by subordinate planning groups at the office level, the secretariat should also establish a bibliographical reference of all existing as well as future plans at all major planning levels. 4. We noted that the Planning Council members were drawn from the Office of Logistics, the Office of Communications, and the Office of Joint Computer Support as being the most complex offices within the Directorate. However, as there is a definite 2 Approved For Release 299A0160)3j19A-RDIN1EQ0a611RCE01)2(101Z0005-4 ADMINISTRATIVE -INTiJJNAL USE ONLY Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SUBJECT: The Planning Process relationship between planning and cooperation among management groups and planning does have an impact on the quality of human relationships, we propose that the Planning Council be selectively expanded to include membership from at least two of the other offices in the Directorate; i.e., Office of Personnel, the Office of Security, the Office of Training, and the Office of Medical Services. With these inclusions, we should produce more con- structive "frictions" and preclude the possibility of opposition by an "informal group." 5. Most planning emphasis has concentrated on the formal organization, reporting criteria, evaluations of progress, and the role of machines, but little attention has been paid to the human factor, and,after all, it is people that make the plans work. We must avoid the stereotyped preoccupation with physical tasks ?and procedural matters and communicate with those who must execute and live with the programs. Mr. Trwin T. Sanders (a planner of note) sees many career administrators as their own worst enemies in the planning process because they think of their roles in terms of efficiency norms and routinized procedures, ? . .They have been taught administration as the science of budget making, delegations of authority, and personnel management -*we rather than as the art of leading a human organization to respond creatively to changing conditions." To quote planner, Mr. David W. Ewing, ". .Perhaps the biggest villain in strategic planning is the leadership group that is almost-but-not-quite charismatic; over- confident of its abilities, overenthusiastic in its sense of mission. . .and picks subjectives that are beyond or foreign to the abilities of those who must live with the product and do the day- to-day work." And we must certainly avoid being hung-up on that one. 6. Strategic planning is the specialized branch of the planning activity which is primarily concerned with anticipating events or contingencies, making diagnoses, and shaping appropriate courses of action so that an organization will be in the best position to respond effectively to contingencies. One of the more recent examples of planners, in this case a subordinate group, dealing with precise factors in a strategic sense was the Office of Logistics study concerning the shortage of paper and related products. The contingency-a real and predicted shortage which would impact on the Agency. The study..-a diagnosis which lead to top management formulating a policy and establishing a Directorate objective (B57801). This in turn resulted in forming a "Materiel Resources Group" of planners to deal with specifics and keep manage.- ment advised and in a position to respond to any predicted future situatioA arising from this contingency. Long-range policy Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 ADMINISTP ATIVE - INTERNAL USE ONLY ADMINISTE 'UWE - INTERNAL USE ONLY Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SUBJECT: The Planning Process formulation and strategic planning are closely related. Policy is essentially an agreement, however arrived at, by decree or by concensus, but preferably by a meeting of minds after examining alternatives, that is concerned with objectives of action and the ways and means to achieve those objectives. Policy implies an accurate forecast of needs to cope with future situations, the capability and authority to act, and the will to act at the proper time. Attachment 1 is a chart graphically describing the explicit and implicit elements of policy that unify and permit its trans- formation into a course of action. Set forth below are the basic elements of strategic planning. a. Strategic Analysis: Primarily concerned with forces of action with the term "option" denoting defined courses of action which have been subjected to selection procedures and judged by competent authority as suitable. In other words, a set of studied choices open to the decision makers. b. Suitability: Applying several sets of criteria to screen the options and reduce, in accordance with policy guidance, mission responsibilities and assumptions. c. Feasibilit : Suitable courses of action subjected to feasibility studies to rule out those not feasible. Feasibility is judged against the following factors: (1) Standards or operational requirements. (2) Operating environment. (3) Restrictions imposed by physical limitations. (4) Limitations of resources, i.e., funding, personnel, skills, etc. Note: All factors should be appraised separately and together. ? d. Accep_tability: The courses of action judged suitable-a-Fla feasible arc subjected to analytical evaluations to provide basis for ruling out unacceptable courses of action. There are four factors involved with acceptability. These factors and a chart showing the mechanism for the feedback and recycling of selection criteria used in the process of ascertaining suitability, feasibility, and acceptability are appended as Attachment 2. Approved For Release 2000/06/13 : CIA-kDP81-00261R000200050005-4 A'i - IN1LAE 1.),3 ONLY ADIVIINLSTRA'rIVE INTERNAL USE ONLY Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 SUBJECT: The Planning Process Attachment 3 is a chart depicting the steps used to evaluate feasible alternatives to arrive at the judgments which provide acceptable alternatives. 7. In mission analysis, the sole task is to develop a con- cept of the mission in relation to the situations, events, and contingencies expected to be encountered in the future. Ergo, the preliminary planning step leading to the strategic analysis project. Basic parts of mission analysis are the factors of needs and issues. To arrive at a correct analysis it is necessary to examine (visualize) future potential situations, events, and contingencies, then diagnose the needs as a basis for delineating the issues and finally what courses of action to take. 8. The concept of strategic planning presented herein places primary emphasis on reaching agreements in a series of steps, and agreements are required at each step in the planning operation before proceeding to the next step. A brief description of these steps is provided by Attachment 4, 9. It should be noted that we have deliberately omitted systems analysis as a factor because it applies mainly to those areas where you have hardware or engineering development stages. Although systems analysis is used to support cost effectiveness evaluations, what it generally evaluates is the performance of a system or its components as opposed to its strategic effectiveness. 10. In conclusion, high-level managers and their senior planners must be able to visualize future needs, identify important issues they may face, and initiate timely and appropriate action in order to keep the risks of being caught unprepared to an absolute minimum. Competent strategic plans will furnish necessary support and act as guides to management actions. In strategic planning a high degree of diagnostic skill is required to provide the insight so necessary to perceive future situations. The application of exceptional foresight is also required to determine the constraints, the opportunities, any roadblocks, and the contingencies that may be met on the way to the desired goals. Mission analysis and strategic analysis can help to provide these requirements and should be the basis for policy agreements that will make the follow-on programming and budgeting systems an effective management instrument. 5 Approved For Releasen9 96/13 : CIA-RDP81-00261R000200050005-4 flATIVE - INTERNAL USE ONLY ALimi.:\I v Approved For Release 2000/06/13 : CiA-RuPui . . SUBJECT: The Planning Process 'wore We must avoid plowing headlong into strategic planning with supreme confidence and find ourselves with that "almost-but-not- quite charismatic group." In connection therewith, we believe that there are certain pitfalls or obsessions that must be con- sidered, and these are listed in Attachment 5. Attachment 6 provides some basic concepts for mission and strategic planning. STATI NTL 6 Atts Michael . Malanick Director of Logistics Approved For Release 2000/06/13 : CIA-REP81-00261R000200050005-4 ADMINISTRATIVE - INTERNAL USE ONLY ADMINISTRATIVE - INTERNAL USE ONLY Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 EXPLICIT AND IMPLICIT ELEMENTS OF POLICY Strategic Policy Options Analysis Course Agreement of > Act;lon Formulatiox NOTE: Ends (objectives or goals), ways, and means are strategic elements in planning. These are generally evaluated in a serial arrangement one at a time. However, a coordinate arrangement, as reflected by the schedule below, may be judged more suitable. To clarify, quite often strategy is limited or determined by the means available; in additon, the lack of an explict policy will result in .*100-an inclinaton to look first at the means proposed or available. In these cases the what-have-we-got-to-do-it-with overshadows the ways of achieving the ends or goals; i.e., the manager has no other choice; and the objectives, the ways, and the overall strategy are determined by the means. Given a clear choice, managers should use all of the interactions provided by the schedule. In the preferred order, a manager would examine: first, the ends (goals) they wish to accomplish; next, explore the ways or methods to achieve the goals; then, assess the means in terms of funds and other resources (human and material) available. ORDER First Second Third 1. Ends ". Ways Means 2. Ends Means > Ways 3. Ways ') Means > Ends 4. Ways -----> Ends --------> Means 5. Means ------- Ways -----> Ends 6. Means > Ends __N Ways Approved For Release 200,006,11.3 : CIA-RDP81-0,0261ROW9M,05-4 AlimLNISTRATIVE 4,1 USE ONLY Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 THE 'FOUR ACCEPTABILITY -FACTORS 1. Timing ? 2. Contingent .Events as Forecasted 3. PerfOrmance of Proposed Means Employed in Different Ways 4. Gross Cost Estimates NOTE: These factors are examined by varying the parameters and relating their effects in sensitivity analyses, i.e., a graphic charting of the various relationships, sensitivities, and trade- offs to aid in arriving at judgments of strategic effectiveness. In strategic analysis assumptions concerning contingent events, timing, cost, and performance are employed to a much greater extent than in systems analysis, although the techniques are similar. In strategic analysis the techniques are used to ex- plore boundary conditions, to surface important interfaces, and to locate critical trade-offs among the factors involved. The payoff from these evaluations is a group of acceptable alter- natives or options which are candidates for policy formulation and decision. Inappropriate alternatives can be shelved for future reference if any need should arise. Approved For Release 49A/#ftfjpp.:Hql,A7RPP5:1-.9,OL2iIR)NpL0150005-4 ADMINISTRATIVE - INTERNAL USE ONLY Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Nose STEPS USED .TO EVALUATE. FEASIBLE ALTERNATIVES Suitability Feasibility Acceptability Studies Studies Studies Judgments \ / \- ? _______/ \ / Courses I. of; ---- Action : Unsuitable Not Feasible ????? inele0 Unacceptable Inapprppriate. Approved For Releasyli3NIFIRiplINTATM6M)1;59p9050005-4 1 Pre fyrred ADMINISTRATIVE-INTERNAL USE ONLY Approved ForRelease2000/06/13 : CIA-RDP81-00261R000200050005-4 STEPS USED TO REACH AGREEMENTS IN Tiff-STRATf,GIT-PLANG-PROChSS 1. Diagnosis of needs, Identification and delineation of issues, 3. Formulation of proposed courses of action to settle the issues, 4. Elimination of inappropriate proposals and retention of the suitable, the feasible, and the acceptable, 5. Preparation of the retained alternatives as options for a policy decision, 6. Agreement concerning the policy, i.e., the objectives, ways, and means of action, and 7. Transformation of the policy into a preferred course of action as the basis for program and budget planning. 13 : CIA-RDP81-00261R000200050005-4 Approved For ReleaWRIMATIVE - INTERNAL USE ONLY ADMINISTRATi",.-E INT.Ziain USE ONLY Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 PITFALLS OR OBSESSIONS TO AVOID 1. Concentration on physical facilities and programs. 2. Emphasis on external environment, i.e., technological developments, short-deadlinc demand forecasts, current trends, etc. 3. Blueprinting the future--The art of using planning as a device to "fix" the future. Basic assumptions and view- points become fixed. 4. Failure to communicate--People fear a planned change and they resist being changed by other people unless they know why. 5. Overestimating the logical appeal of plans and resulting programs and underestimating the difficulty of making changes at the operating level. 6. Ignoring the existence of the "informal group," again a lack of communications. The informal group (mainly just concerned people) has an amazing ability to resist planned changes from outside planners. The informal group generally has a conserv- ative influence on the planners, more often than not, a braking effect. Note: Successful planners pay daily respect to the informal group power. 7. Failure to analyze the talents and abilities of people in the organization as well as material resources. This has a lot to do with appraisal of tangible abilities such as identifying the efficiency minded, those with extraordinary skills or "know-how," and those with the ability to make decisions. At the same time, an assessement should be made of values and aptitudes and characteristics that can be classified as intangible assets. 8. An inability to be flexible and depart from any segment of the "master plan" in favor of an alternative strategy. 9. Regarding policy as the way things are being accomplished, i.e., a state of affairs arrived at by muddling through and hoping for the best,not by exercise or strategic foresight. 10. Using contemporay positions as a fixed and inflexible policy guide for the future. 11. Concentration on the idealistic or extreme visionary programs not germane to the immediate and practical interests of the organization? Approved For Release 2000106/13 CIA-RDP81-00261R000200050005-4 ADMINISTRATIVE.- INTERNAL USE ONLY 6 Approved For Re Eria16601-11.-i" Util 1 ;.1 . uiA-KUP51-00261R000200050005-4 USE ONLY BASIC MANAGEMENT CONCEPTS FOR. MISSION AND STRATEGIC PLANNING 1. Determination as to what kind of business we are really in and how do all of the elements relate to one another. Admittedly a mixed bag, and it will not suffice to simply say "services." 2. Employing available resources in the proper manner, especially when changing circumstances or contingencies require a change of course. 3. Considering the element of leadtime in planning for contingencies far enough ahead to allow enough time for preparation and maneuvering. 4. The identification of possible or probable roadblocks and sources of interference which could delay or preclude reaching mission goals. 5. Conceiving a conceptual framework for planning, with a platform being the concept of the mission, around which to organize and guide systematic information gathering and analysis. 6. Recognizing that a contemporary position will suffice only for short-range procedures with limited capabilities. 7. Minimizing risks of being caught unprepared by relating mew' the mission to estimates of future situations. 8. Based on the planning process and derived from all of the analyses and studies that define the courses of action or options, ?to agree on an appropriate policy, transform it into a preferred course of action and march forward. 9. Considering that when we think of long-range planning, we are thinking of those plans which will cover the period from 3 (preferably 5) to 7 years downstream. Approved For Release 2000A9icisW,:ilpf,i8.1 1Q64RO54 25X1A Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 *re 25X1A Mike: For your information and Jack's too if ou wish to .ass it along, I am indebted to for their contributions and advice on this paper. T had asked Frank for his written opinion as to a Directorate planning concept and his thoughtful notes on the subject gave me assurances that I was on the right track. Helen provided an elaboration on the theme of a "Secretariat" to provide coordination of and control over the total planning effort, and her suggestion to establish a bibliographical planning reference I consider most valuable. Following is the bibliography of reference material used for special research, more assurances and graphic charts: Ewing, David W. "The Human Side of Planning: Tool or Tyrant?" New York, The MacMillan Co., 1969 Mottley, Charles M. "Strategic Planning" extracted from "Planning, Programming, Budgeting: A Systems Approach to Management" (Second Edition) Edited By: Fremont J. Lyden and Ernest G. Miller Chicago, Markham Publishing Co., 1973 Eccles, Henry E., Rear Admiral, USN, Ret. "Logistics in the National Defense" Harrisburg, Pa., The Stackpole Co., 1959 Morrisey, George L. "Management by Objectives and Results" Addison-Wesley Publishing Co., 1970 25X1A Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 xl rlAOI Releia Slita/13 : CIA-RDP81-06(IMISIAICHISI3005-4 ri SECRET ROUTING AND RECORD SHEET thECT: (Optional) No, The Planning Process I FROM: Director of Logistics 1227 Ames Centex Bldg ,./L/ EXTENSION 2551 NO . DATE I TO: (Officer designation, room number, and build,ng) SATE OFFICER'S INITIALS COMMENTS (Number each comment to show from whom I to whom. Draw a line across column after each comment.) RECEIVED FORWARDED lActing Deputy Director for Administration 7D18 Hqtrs. Bldg. 2 to 3: When we shortened our suspense on the "Planning Council, Mike Malanick called me to say tha his staff was deeply involved in researching the planning process, and more time would be required. suggested he continue the long-ter study, effor and the attached reflects these ts. There might be some disagreement with aspects of this, but it does show that Logist is working the issue. I recommend a. Dissemination to all Office Directors, in standard fashion, as part of the manage- ment conference. b. Referral to the Chief, Plans Staff, for our own internal review and comments prior to the conference. Att: DD/A 74-3358 2. 25X1A Mr PI iI/11 if 1^40.2.1t 3. Mr. McMahon S)otv1.. 4. --Z? . . . . 10. 11. 12. 13. 1,4. _New 15. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 FORM Aln USE PREVIOUS El U I U EDITIONS. WRFT El CONFIUNTIA! El !PillW 1-1 mei Accscirn 25X1A Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 22 August 74 SUBJECT: Additional Comments on the DD/A Planning Council The attached chart summarizes the preferences of the various Offices with respect to a DD/A Planning Council. The following are some comments which were included in the Office memos: --Would be useful for DEVA to cite for each Office or Planning Council the types of questions he expects them to answer. (OJCS) --Security's preference follows model of Senior Personnel Resources Board and Personnel Resources Committee recently established. --Use sub-committees or sub-groups for specific tasks (OTR). werwe Att. 25X1A Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 "Apprbved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Reactions to DD/A Planning Council -------- A - ----- --- .-- --Ii C A-DD/A + D/OL, OC Office & OJCS A-DD/A + 3 Office Deputies C/PS-DDA + Office Plans Chiefs Logistics X - Did not specify which Office Directors Medical . X Commo X Finance X - Augment with two other Direc- tors rotating. JCS X Personnel X - D/L, D/C, & D/JCS (1 grp) DIP, D/S, D/T, & DIM in 2nd grp. Staff suppor- to 2 groups in Alt. A Security X - Council of all Office Deputies & Committee of all Plans Officers Training I X - Include all Office Deputies. Use C/PS-DDA as Exec. Secretary Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Dp/m02.1/..Ifezz___ rn rinr&L-ri Approved For Release 2000/06/13 : Gin-IRDFuot-ppppAlt000200050005-4 OC-M-74-467 15 August 1974 MEMORANDUM FOR: Deputy Director for Management and Services SUBJECT DDMS Planning Council REFERENCE DDMS 74-3022, 8 August 1974 1. This is in response to referenced memorandum which requests the Office of Communications comments on a concept of establishing a DDMS Planning Council. 2. The Office of Communications is already heavily committed to planning activities related to the conduct of our business. On an annual basis we develop those plans and programs which are required to keep the Agency's communications systems operating effectively and efficiently and responsive to known and projected requirements. In addition, when we are con- templating major system changes such as those related to or Secure Voice, we develop long range plans covering such programs for ten or more years in the future. A major input to this planning process is derived from direct contacts with our customers and with Agency components having peripheral interest in the plan being prepared. For example, in preparing our Secure Voice Plan we conducted a requirements survey involv- ing direct contacts with virtually all Headquarters components, and we consulted with the Office of Security regarding the security of the present red-button system, contractor maintenance and other security-related factors, and with the Office of Logistics regarding matters within its purview. In a similar manner, OC provides consultation and input to planning studies being carried out by other DDMS Offices, such as the OJCS MAP plans and the OL study on space requirements for environmentally sensitive equipments. It is our feeling that the planning procedures illustrated above have been and continue to be effective and (\ responsive to the needs of the individual offices. The activ- ities of the proposed Planning Council should not duplicate or replace these procedures which are already being effectively_} employed. 25X1A CL By 010853 Approved For Release 2000/06/13 : CIA-RDP81-00261R0002000510-005-4MPDET COVIDFINTIAI. Approved For Release 2000/06/11 ? lik-R P81-00261R000200050005.4 rflR h- r-NTIAL SUBJECT: DDIOS Planning Council 3. If it is determined that a Planning Council is needed at the Directorate level to make sure that the various Offices are not making plans which contradict or duplicate plans of other Offices within the Directorate, it appears to me that the DDIOS Plans Staff should be the focal point. When and if that Staff determines that there is a lack of coordination or cohesiveness in the plans of the various Offices then they can call meetings of representatives of the Offices affected. Periodic informal meetings of Plans Officers from all the Offices could also be continued as in recent months. I certainly do not visualize a need for development of an overall Directorate plan which encompasses all of the various programs going on within the Directorate. Since we are a very diverse group of Offices, it appears that the possibilities of overlapping plans or contradicting plans are relatively remote. Approved For Release 200 11S 1 ' Iry 25X1A iggNP/0-00261R0002000500054 2 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 MEL riT 3NAL ma E ONLY 1 5 AUG 1974 MEMORANDUM FOR: Executive Officer to the Deputy Director for Management and Services SUBJECT DD/MS Planning Council REFERENCE DD/KS 74-3022 dtd 8 Aug 1974, Same Subject 1. We believe the proposed Directorate Planning Council has the potential for making significant contributions to the long term planning process in areas of DDMS concern. 2. In our view the importance of the role of this Council warrants the personal attention of office directors. We, therefore, favor the reference proposal that the permanent membership of the Council be comprised of the ADD/MU and the Office Directors of Communications, Joint Computer Support and Logistics. As a suggestion we believe the permanent membership should be augmented by perhaps two of the directors of the remaining five offices who would serve annual terms on a rotating basis. 3. We believe that additional planning for operation of the Council, frequency of meetings, approach to problems, etc., should await formation of the Council and be subject to the Council's direction. Thomas B. YaJe Director of F nance Approved For Release 2OO1L3g:' STATI NTL ? DALY 1581261R000uOuou005-4 DD/M&S 71 --VS/ Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 MEMORANDUM FOR: SUBJECT REFERENCE OJCS 1108-74 1 5 AUG 1974 Executive Officer, DD/M&S DD/M&S Planning Council Memo to D/OJCS fm EXO/DD/M&S, dtd 8 Aug 74, same Subj (DD/M&S 74-3022) 1. I have the feeling that even with the "extended discussion on the increased need for planning in Government" which took place on 26 July and 5 August 1974 at meetings with the DD/M&S, there is little commonality among the DD/M&S Office Directors of what such plans should include or look like. As with your memorandum, the things that come through the clearest are procedural, i.e., possibility of two Plan- ning Councils, possible membership on these councils, etc. 2. What is needed, apparently, is better guidance on the substance of such plans or Planning Councils. It would be very helpful if the DD/M&S listed, for each Office or Planning Council, the types of questions he expects the planning to answer. Another way to get his idea across would be to distribute a plan from some other organization that il- lustrates what he has in mind. It is our intention to draft an OJCS plan as we understand the requirement before the September meetings. This would be in addition to the OJCS Systems plan covering FY-75 - FY-78. 3. As for the three schemes for Planning Council representation, I favor the alternative in paragraph 3c of the reference. Regardless of which alternate is selected, I suspect it would be wise to allow for meetings to be attended by such additional personnel as the Office Director and DD/M&S feel are appropriate. It is believed that alternative 3c would result in a better end product. It is my opinion that the Office Directors could not allot sufficient time to the plan- ning to do it justice while trying to manage their Offices. 25X1A Hk E. Director Joint puter Support Distribution: Orig & 1 - adse 2 - O/D/OJCS Approved For Re16-?e?1660/1661113-PCIA-RDP81-00261R000200050005-4 -Approved For Release 2000/06/1gMfiratiM,00261R000200050005-4 1 6 AUG 1974 MEMORANDUM FOR: Deputy Director for Management and Services SUBJECT DD/MS Planning Council REFERENCE Memo to Office Heads fr EO-DD/MS dtd 8 Aug 74, same subject (DD/MS 74-3022) 1. This memorandum responds to referent request and is for information only. 2. We suggest a DD/MS planning mechanism organized along the following lines: A. a Planning Council consisting of the Deputy Office Heads and chaired by the ADD/M&S; B. a Planning Committee consisting of the Planning Officers of each of the DD/MS Offices and chaired by the Chief, DD/MS Plans Staff. 3. This planning group would somewhat parallel the recent organization of a Senior Personnel Resources Board and a Personnel Resources Committee. The Planning Council would consider broad policy issues and make planning assumptions upon which detailed planning was to be based. The Council would act as a whole in considering issues affecting the plans of all Offices, such as anticipated trends in per- sonnel and funding ceilings in future years, in identifying functional areas where contingency plans should be developed, in evaluating the efficiency of our current Directorate organization, etc. In dealing with matters of concern to a more limited number of Offices, the Council could divide itself into sub-groups, such as the Offices of Logistics, Communications, Joint Computer Services, and Finance for matters dealing primarily with our physical assets, and Personnel, Security, Medical Services, and Training for matters dealing with our personnel assets. Approved For Release 2000/06/13 : E 2 IMPDET TIM CL BY 056516 61R000200050005-4 OS 4 0487-A Approved For Release 2000/0 Nfil-00261R000200050005-4 2 4. The Planning Committee would provide staff support to the Council by preparing and referring back to the Council detailed planning documents. The Committee should also suggest to the Council areas in which policy decisions or guidance are needed for planning purposes. 25X1A Charles W. Kane Director of Security Approved For Release 2000/06/10M 1140261R000200050005-4 .? Dp/m0_2112_,122fl.? Approved For Release 2000/06/1 CI )00261R000200050005-4 E'TR OF.073 13 AUG 1974 NENORANDUM FOR: Deputy Director for Management and Services SUBJECT : DD/MES Planning Council REFERENCE : Memo to Office Heads fm EO-EMS dtd 8 Aug 74; same subject 1. I endorse the idea of a Planning Council for the Directorate and envision it studying and making recommendations to the DDM&S related, inter alia, to the following: a. The efficient and equitable allocation and use of authorized fiscal and personnel resources. b. The most appropriate distribution among components of unanticipated or crash reductions in resources. c. The Directorate positions on matters of future concern, i.e., DCI Perpectives for Intelligence 1975-1980, technological developments Impacting on MU components and related matters where "brain storming" by a knowledgeable group could be inno- vative and productive. d. The review and evaluation of the Directorate planning systems for relevance and effectiveness. 2. Unlike almost anything else we do, except the periodic Directorate 25X1A management conferences at the a Planning Council has the ancillary benefit of developing understanding and cohesion among components. Achieve- ment of such a goal may be just as important as any substantive product of the Council. 3. Somewhat unlike the referent alternatives, I believe there should be just one Council and that each of the eight components should have one representative, probably the Deputy Director (with the Office Director as alternate). While the logical Directorate breakout of services and people exists, as noted in referent, I believe sufficient overlap is always present to render such a firm division of planning groups very difficult. Hence, the single Planning Council concept seems more practical. Sub-committees or sub-groups could be assigned tasks as required, but always for later consideration by the entire Council. EX 2 IMPDET CL BY 057999 Approved For Release 200040fildal:rar1f?..ftCW81-00261R000200050005-4 kiproved For Release 20001061 R000200050005-4 4?Ad 4. Finally, I concur that the group be chaired by the Associate DDMS and suggest that the Chief, Plans Staff, DDMS, be Executive Secretary to the group. -Tow' Director of Training Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 CONFICENTiM 25X1A Approved For Release 2QQginiS1tamal/1031:11RatiQQ251811100200050005-4 WOW' 1 6 AUG 1974 MEMORANDUM FOR: Deputy Director for Management and Services SUBJECT DD/MS Planning Council REFERENCE Memorandum from EO-DD/KS, dated 8 August 1974, subject as above As requested, the referent memorandum has been considered in the OMS, and comments are as follows. Since we are uncertain how Directorate planning should be organized, we would favor further discussion -- and learning -- while the question remains open. If our position is desired at this time on one of the three alternatives outlined in the referent memoran- dum, we would favor the third alternative, i.e., using the existing Directorate planning mecha- nisms. STATI NTL JO PIR. TIETJEN, M.D. Directo of Medical Services ADMINISTIlLTIVE-INI=AL USE ONLY Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 IlkA Approved For Release 'iutiuA ri t113 171Q : DP8- - 6 4 PERS 74- 0200050005-4 IVA& a 1 5 AUG 1974 MEMORANDUM FOR: Deputy Director for Management and Services SUBJECT ? ^ DD/MU Planning Council REFERENCE ? ? Memo dtd 8 August 1974 to DD/MS Office Heads from EO-DD/MU; re same subject Jack: We have studied Skip's memorandum concerning your views on the need to develop a planning mechanism or council. I am puzzled at the emphasis given in this memorandum to the Offices of Logistics, Communications and Joint Computer Support as the areas for which planning needs are the greatest. The increasing attention by the Director and the Management Committee on personnel reductions, manpower controls, and the many significant implications of PASG, as well as the constraints on money and personnel, calls for personnel planning of the highest order. I agree, of course, that the planning responsibilities of the Offices of Logistics, Communications and Joint Computer Support are complex and fully support the suggestion that these Offices be grouped. At the same time, I suggest for your consideration a similar grouping of the Offices of Personnel, Security, Training, and Medical Services charged with the same planning responsibilities you have in mind for the other Offices. I also believe that the need for long-term planning demands a level of attention which requires personal participation by the Heads of the Offices concerned. Staff support to these councils could be provided by the DD/MS Plans Staff with assistance to each Office Head from his own planning staffs. To all who can use the data, we would supply our various manpower projections and forecasts which should be useful for many long-term planning considerations. M. Jann Director of Personnel STATI NTL Approved ForRelease2000/06/11 : CIA-RDP81-0P26 00200050005-4 hirnrit1113 Irif 147P ti" 1 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4 Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4