STRATEGIC PLAN 1983-1992

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85B01152R000901240002-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 9
• Document Creation Date: December 21, 2016
• Document Release Date: June 13, 2008
• Sequence Number: 2
• Publication Date: December 15, 1982
• Content Type: REPORT

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ROUTING AND RECORD SHEET
SUBJECT: (Optional)
OC Strategic Plan
FROM:
C OC-PS
EXTENSION
NO.
DATE
1982
5
b
Decem
er
1
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
b whom. Draw a line across column after each comment.)
1.
DDA MS
FYI
2. Rm. 7D10 Hqs. Bldg.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
FORM ~~ O USE PREVIOUS
1_79 EDITIONS
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STRATEGIC PLAN
1983 - 1992
OFFICE OF COMMUNICATIONS
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"People and ideas are more important
to the Office of Communications than
systems or things."
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The four elements of the Office that are woven together in
the above credo are the tools needed to meet the challenging
requirements of our customers. During the next decade we must
improve our communications services along with our ability to
provide those services. tare can take pride in our having the
tradition and dedication to meet these challenges.
Each of us will have a special role to play in the success
of the Office. We must not only accomplish the tasks laid before
us; we should also anticipate events and be ready to respond to
them. We must use our talents to their fullest, encourage others
to do the same, and use our resources in the most efficient
manner possible. We must develop a broad vision to see the full
range of opportunities ahead of us. This attitude will
strengthen our appreciation of continuing education and it will
generate the intellectual curiosity to seek new approaches and
ideas without abandoning past traditions. We must strive to give
our customers the kind of service that is needed.
My goal is to have each of you participate in making the
Office of Communications an organization that provides superior
service, while allowing you to meet your own professional objec-
tives. We will meet this goal by using the full measure of our
combined intellect with each challenge. By doing this, we will
remain a group of dedicated professionals who are willing and
able to serve.
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S E C R E T
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ORGANIZATIONAL OBJECTIVES
The Office of Communications provides a wide range of
communications services to all elements of the CIA, requisite
service to the Intelligence Community and some services to other
parts of the Federal Government. These OC customers are strongly
dependent upon a responsive and reliable communications capabil-
ity. The planned modernization of the network will bear fruit
just as our customers are beginning to expand programs. To match
this growth, OC must continue to build on the impetus gained
through the recapitalization program. The network will be
stronger, more resilient, larger, and more versatile after it is
modernized. The Office will still need more people to keep pace
with growth, additional funds to replace equipment as it ages,
and exploitation of all its talents to remain effective.
It is essential that we remain the cadre of professionals
caho can staff the modernized network. In this, the Office not
only needs the proper numbers of people, it needs an attitude
which allows full use of their talents. Our task is to make of
ourselves the kind of work force that can be effective in the
future. Quality individual performances are necessary to provide
the customer the needed high level of service. In tandem with
the skills training predicated by modernization, we must broaden
educational opportunities that will enhance individual contribu-
tions to the plans and processes employed to meet our require-
ments. The environment characterized by expansion and change
will provide ample opportunity for job satisfaction and personal
growth to all employees. We must continue to maintain an
equitable evaluation system that rewards professional accomplish-
ments while selecting and assimilating new recruits who have the
quality and characteristics of today's cadre. Such an atmosphere
will encourage individuals to apply their talents to the full
spectrum of the Office's activities.
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S E C R E T
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The Office will continue to have tensions at its boundaries.
Such tensions may serve to identify issues which require
negotiated solutions or otherwise direct attention to internal
processes that need improvement. We must act to ease boundary
tensions that are destructive in nature and consume more creative
energy than they are worth.
The Office must maintain its current capabilities while
reversing the effects of age on the network. Simultaneously,
it must engage in new initiatives to repond to any growth that
outstrips the modernization effort. While some improvement in
network capability will result from recapitalization, a mixture
of specific programs and new contributions will be directed at
improved service capability. Accordingly, the principal
Office of Communications objectives for the next decade are to:
-- Support the DCI with requisite communications service.
-- Provide the needed cadre of communications professionals.
-- Acquire sufficient resources to meet the mission.
-- Enhance the survivability of our global service.
-- Deal with domestic network growth.
-- Respond to customer's office automation.
-- Use the tools of technology effectively.
-- Protect the security of the information we handle.
-- Reduce Office boundary tension problems.
-- Continue to act with integrity and professionalism.
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S E C R E T
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GOALS CONCERNING PERSONNEL
? Provide challenge and opportunity for job satisfaction
iri the daily work environment.
? Ensure the availability of properly skilled and motivated
personnel to accomplish the OC mission.
? Continue to improve the processes for selection and
qualification of all personnel.
? Improve the process for. identifying and selecting managers.
i $roaden the educational processes within OC to include
knowledge training as well as skills training.
? Maintain a fair and equitable evaluation system that
recognizes and rewards professional accomplishments.
? Select equipments and systems that are friendly to the
individual, that promote a safe work environment, and that
make the job easier.
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S E C R E T
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S E C R E T
GOALS DIRECTED TO MANAGEMENT
? Effectively present Office programs and budgets to ensure OC
has the requisite resources to fulfill its mission; seek to
involve all officers in the Federal budget process and other
aspects of acquiring resources.
? Improve the relationships with other communications entities
and with other components within the Agency.
? Acquire the responsibility for OC recruitment.
? Improve employee morale and encourage intellectual curiosity.
? Ensure that the Office is responsive to Agency guidance and
requirements; seek to involve all employees in the process.
? The Office management structure must effectively control the
technology being used in the network.
? Increase the security awareness of the work force to the
hostile threat and its vulnerabilities; counteract threats.
? Continue to improve the managerial process:
- Review the decisionmaking process; improve the quality of
Office decisions.
- Employ systems analysis techniques; establish criteria for
measuring effectiveness, cost analysis and quality.
- Remedy any problems associated with information flow.
- Institute a program management structure for selected
endeavors.
- Automate management processes where appropriate.
- Avoid hardware obsolescence and self-limiting software:
' Use computers of all sizes to do the job.
' Use general purpose computers wherever possible.
? Use high-level computer languages in software.
- Tie improvements in the work environment to productivity.
- Strive to use existing external technology rather than
internally developing new, unique approaches or equipments.
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S E C R E T
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GOALS CONCERNING COMMUNICATIONS CAPABILITY
e Current network services will be maintained and used as a
foundation for a modern, global, full-time, full-service,
all-source, secure telecommunications capability.
s Modernize the existing network by installing systems to an
identified, required level of future service; implement an
architecture that provides a backbone carrier network to
support future service profile.
Provide for a full range of service types including data,
narrative, voice, facsimile and video.
Provide surge capacity within the network; provide for the
dynamic reallocation of reserve capacity.
Allow for reserve intrinsic message handling and
cryptographic equipment capacity at each location.
ri-vvlu~ ~r?lmary carrier capability that can be incremen-
tally increased at any OC-staffed location.
Provide alternate carrier capability that allows for
equivalent bandwidth whenever possible; maximize alternate
bandcaidths in other configurations.
' Provide for the possibility of unique wideband circuit
requirements at certain locations that are integrated, to
the extent possible, into the backbone network.
e Improve the level of service to all customers.
- Improve the universal availability of service to 0.99 during
periods cahen the circuit is required.
- Deliver 98 percent of routine communications to customers
with an effective period of two hours after origination.
- Electrically disseminate messages in the metropolitan area
with 99.7 percent accuracy.
- Improve the metropolitan area?s carrier capability.
? Enhance the quick reaction capability to provide communications
packages in support of operations, crisis management and V.I.P.
travel.
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S E C R E T
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? Shield the customer in OC-staffed environments/locations from
network problems; make the carrier network attributes trans-
parent to the customer.
? Ensure the survivability of the Agency's telecommunications
service; specifically meet PD-53 and NSDD-55 requirements.
- Provide for alternate domestic base station capability.
- Improve overseas primary power switching, distribution and
generation equipments..
? Improve support capabililty for special situations.
? Develop an improved communications terminal for use by non-OC
communicators that is convenient and not labor intensive.
? Improve communications capabililty for liaison circuits.
? Improve communications capabililty station/base links
~~~ A`~^~~~
? Assist in increasin the ~-
g quality of covert communications.
? Provide a uniform level of service in similar situations
regardless of location.
? Continue to expand and improve secure voice service;
commensurately reapportion the unclassified telephone service;
move to integrate the support to the two services; where
possible, derive flexibility and economy in telephone service.
- Continue to expand the Headquarters Secure Telephone System;
provide a full service instrument for each officer in the
metropolitan area.
- Provide secure voice service to all domestic locations.
- Develop a voice message store and forward capability.
- Reduce the installation time for new voice systems;
shorten the time to relocate instruments.
? Reduce the costs to provide service at new sites.
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