OL PLANNING CONFERENCE 5-6 OCTOBER 1983

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85-00988R000100040061-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 6
• Document Creation Date: December 16, 2016
• Document Release Date: July 19, 2005
• Sequence Number: 61
• Publication Date: October 6, 1983
• Content Type: AG

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OL Planning Conference
Component
5-6 October 1983
Suggested Topics for Discussion
Topic
Continuing support to Covert Action
Programs - expansion of assets - air, sea,
proprietaries - need for additional people
OL Co-op Program
Quality Circle program
Recruitment and management of personnel
resources
- Discussion of recent developments in the
recruitment process
- How can we better cope with FTE?
- Allocation of personnel resources
Requisition Review Committee
- Possibility of a joint Supply Division/
Procurement Division committee to
improve the requisitioning process
- Impact of reject edits in the requisi-
tioning process and its impact on
implementation of LIMS
End-of-the-fiscal-year crunch
- Ways to deal with the end-of-the-fiscal-
year spending crunch
- What should OL's policy'be?
LSD Impact of new building construction on OL
responsiveness
- Loss of West Parking lot for two years
- Receipt.and delivery of materiel at
Headquarters Building
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- Procurement of furniture and furnishings
for the building
- Storage of materiel (Commo, ODP,
furniture, etc.)
- Physical move - inventory of property -
update of MR accounts
- Day-to-day O&M of present building
- Snow removal
- Traffic patterns
- Operation of the printing plant
- Posture of the organization that will be
responsible for operation and maintenance
of the Headquarters facility after
construction of the new building
Senior manager rotations
- Have they worked?
- Should they be continued?
Minority/women considerations
- How does the personnel profile for
Logistics compare with the rest of
the Agency?
- Are we making progress on developing
minorities and women for management
positions?
Centralization versus decentralization
- Should we decentralize additional
activities?
- Are we so decentralized that we are
splintered?
Interfaces with other government agencies
- Is there any control over who talks to
whom?
- Should we be a little more formal as to
who deals with other agencies?
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Going from war-to-peace or peace-to-war
- If we have a change in administration
and covert action is sharply reduced, what
actions will be necessary?
- If we go into a full-scale war, what
actions will be necessary?
Organization
- Should a task force be established to
look at OL/OF, with a view.toward
consolidation in some areas?
Implications of Headquarters consolidation
for OL objectives and support (see LSD
suggestion)
Discussion of career management in OL--is
OL's guiding philosophy the best approach?
The following questions are offered for con-
sideration.
- Is OL's position regarding the ini-
tiative an employee should take in
his/her own career management interests
correct, or is there a need for the
Office to take a more active role in
this area?
- Should we formally task employees to
project their career objectives over the
long term when they complete the annual
planning questionnaire?
- Are we satisfied with the percentage of
occasions when our career management
mechanism is able to meet the objectives
which we believe serve the interests of
our employees, as opposed to those times
when the filling of a requirement is the
driving force in a career management
decision?
In developing the OL Five-Year Plan, specific
division and staff goals were integrated and
restated as overall goals for OL. As we
begin a new planning cycle for the Five-Year
Plan it would seem appropriate that we review
from a division and staff perspective, the
progress, problems, and successes and failures
of OL in attaining these goals.
3
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LIMS implementation will lead to changes in
how OL will process requests and will require
an extensive review of all OL Regulations and
Instructions, as well as those of SD, PD, etc.
User involvement in testing of LIMS?
Assuming Data Administration function is
implemented, how will T.O. be filled?
The following captures the essence of conver-
sations concerning the
conference:
5 August 1983
(1) Each division chief give a synopsis of
the significant accomplishments of the
past year and identify any conditions
that impede efficiency, creativity, and
innovation.
(2) Ed has noted that college graduates
possibly are becoming ever more
sophisticated in their ability to reason
and conceptualize in broad, system
terms. Possibly the approach to problem
solving that is inherent with the use of
the computer is responsible for this
increased creativity and problem-solving
ability. Computers do require a more
detailed methodology for problem for-
mulation, definition, execution, and
resultant solution implementation.
Facts are collected and analyzed in an
integrated, complete manner. Values,
principles, attitudes, and practices
applicable to the problem are determined.
Alternative solutions are identified, a
plan is executed to reach a decision or
result. The work is checked, with
results systematically reviewed, and
finally thought is taken to find what can
be learned that is of value and that may
be of use in future problems. But then,
maybe its not the discipline of the com-
puter, maybe it's just the use of drugs!!!
In any event, if indeed this perception
is valid, then some attention should be
given to tapping this resource.
4
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MW
9 August 1983
(3) Ed noted that equipment, materials and
other inanimate objects require
management; people require leadership.
Ed observes that supergrades are in a
unique position to demonstrate both manage-
ment and leadership. Ed thought that the
mark of an effective manager was the new,
innovative, and creative ways that
leadership and managerial skills are com-
bined to improve the morale, efficiency,
responsiveness, and general well-being of
the organization. Ed thought possibly
time should be given for each individual
to reflect on their unique opportunity to
use their position of power and influence
to improve OL. A recurring theme in this
vein was the utilization/exploitation/
application of the potential creativity/
energy/intelligence of the younger
generation. How can we more effectively
challenge, utilize, and be effective men-
tors to our employees with the highest
potential while ensuring the remaining
peer grade group does not feel
slighted/discriminated against, not to
mention personnel with greater seniority
who have not yet suffered the traumatic
realization that their careers are
determinate, that the turks are passing?
5
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OL Planning Conference
5-6 October 1983
Suggested Guest Speakers
Component Speaker/Topic
STAT PMS
- Integrated logistics management in
the private sector
Bobby Inman
- America's high-tech future
- Integrated logistics management and
NBPO SH&G Representative
- Design and organization of new
building
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