STRATEGIC PLAN FOR THE OFFICE OF COMMUNICATIONS 1981-1990

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85B01152R000901240003-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 11
• Document Creation Date: December 21, 2016
• Document Release Date: June 16, 2008
• Sequence Number: 3
• Content Type: REPORT

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SECRET
OFFICE OF
COMMUNICATIONS
STRATEGIC PLAN FOR THE
OFFICE OF COMMUNICATIONS
1981-1990
SECRET
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STRATEGIC PLAN FOR THE
OFFICE OF COMMUNICATIONS
1981-1990
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INTRODUCTION
This document is the Strategic Plan of the Office of
Communications (OC) for 1981-1990. It forwards the objectives,
goals, desires and expectations of the Director of Communications
(D/CO). This Plan provides guidance to line managers and sets
forth the ideals and values for the Office.)
D/CO'S MESSAGE (U)
"People and ideas are more important to the
Office of communications than systems or things."
The unique characteristics of the Office of Communications
are its traditions, its sense of duty, the dedication of its people
and its willingness to be tested. Qualities that act as detriments
are its smugness, its insularity and its unwillingness to accept
new ideas.)
The Office provides a spectrum of communications services to
the Central Intelligence Agency, the Intelligence Community and the
Federal Government. To do so, we must ensure that our personnel
and technical resources are capable of meeting new and growing
requirements. As an organization, the Office is involved in many
activities; we must recruit, train and provide careers for a large
cadre of professional personnel to effectively operate and maintain
our worldwide telecommunications network. We must also
intelligently utilize technology to meet requirements. We need to
better identify and analyze these requirements and select the
technical systems to satisfy them. Technology will be used as a
tool to solve problems, not as an end to itself.F__1
We need to enhance accountability and pride in our work, to
rekindle a spirit of adventure and excitement in what we do, and to
stand up and be counted for those things in which we believe.F__1
We need to define the objectives of the Office and match those
with the objectives of our individual employees in such a fashion
that neither is sacrificed for the other. To do this we must
improve the sense of individual participation and heighten the
feeling of responsibility. If we can attract and retain the right
kinds of people, with open-, inquirin and skilled intellect, we
can accomplish any goals given to us.
It is to our advantage to improve the working relationships
that we have with other organizations where boundary tensions
exist. We will not waste our energies upon issues which are not
germane.F_~
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Our goal for the end of the decade: To-make the Office of
Communications a better organization providing high-qua-lity service
to its customers; to have that organization meet its objectives and
the objectives of its work force by providing satisfactory
conditions to employees and advancement for its people; and, to
have the intellectual curiosity to dare to try new approaches and
new ideas without abandoning the roots of our past. The perception
of the Office of Communications as a group of dedicated
professionals, willing to accept new ideas and able t perform
successfully in a new environment, must be enhanced.
ORGANIZATIONAL OBJECTIVES
The decade of the 1980's will be challenging and turbulent.
There will be unexpected and unprecedented requirements to satisfy
under varying operational conditions which will demand innovative
approaches as well as traditional solutions. Accordingly, the
principal objective for the Office of Communications for the next
decade is to provide the highest professional communications
service possible in support of the Agency's mission. Specifically:
Our position as the primary worldwide carrier for U.S.
Government intelligence and diplomatic communications must be
maintained. We must work in conjunction with other communications
organizations to ensure that the Office is capable of supporting
the Agency's intelligence collection and production requirements.
Our managerial concepts must become more fluid as resource
constraints become tighter. Identification and satisfaction of
requirements, through discriminant selection of personnel and
systems, are paramount. New initiatives that enhance service to
the Agency and contribute to the Office's knowledge will be
required.
As an organization, OC must meet its responsibilities to its
people by ensuring a healthy and challenging working environment,
and providing opportunities for its employees to achieve their
personal and professional goals.
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OFFICE GOAL STATEMENTS F-] 25X1
organization, improve its service . profile, and continue a
performance record of excellence, we must remain flexible and
adaptive. We must keep pace with changes in technology,
imaginatively apply those changes to meet our requirements, adapt
new managerial approaches, and establish new programmatic and
personnel initiatives to permit a more intensive
Our work force must have the skills required to meet our
mission. Technical training, internal and external, must be
expanded to allow each employee the opportunity to realize his or
her fullest potential and maximize their contribution to the
Office's effort. The refreshment of the managerial ranks with the
right people is a basic concern. The work environment must be
challenging, fair, and as pleasant as possible. Rewards should be
no less than those able to others in similar conditions and
doing similar work.
Security is a fundamental premise of any intelligence organi-
zation's modus operandi. We shall make every effort to ensure that
we are using the best, most efficient, and most secure systems and
procedures to protect the Agency's information
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Within the framework of the organizational objectives, the
following goals define the Office's initiatives and courses of
action for the mid- and long term:
*Ensure the Office is responsive to Agency guidance and
requirements.
*Continue to improve the managerial processes of OC
activities by encouraging the application of modern
managerial techniques and developing a balanced approach
to the management of human and technical resources.
*Maintain and improve our relationships with all U.S.
Government entities responsible for the transmission of
intelligence information.
*Restore the spirit of adventure and sense of fraternity
and encourage intellectual curiosity to try new
approaches.
*Prepare and aggressively present office programs and
budgets to ensure OC has the requisite resources to
fulfill its missions.
*Improve the processes for selection and qualification of
all personnel.
*Ensure skills training in existing and new technical
systems and techniques is available to qualified
employees.
*Provide opportunity, job enrichment and challenge in the
daily work environment.
*Improve the process for identifying, selecting and
challenging employees who have demonstrated exceptional
potential to become future managers.
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*Implement a fair and equitable evaluation system, that
offers recognition and just rewards for professional and
exceptional accomplishments.
*Through coordination with the Office of Personnel Policy,
Planning and Management, increase recruitment efforts to
attract qualified personnel and maintain full staffing in
all OC disciplines.
*Encourage the recruitment and employment of qualified
minorities.
*Improve the efficiency of the entrance-on-duty,
and rotational processing procedures.
of secure telecommunications services to support the
information handling requirements of the Agency, the
Intelligence Community (as approprate)
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PROGRAM DEVELOPMENT AND MANAGEMENT
We need to clearly define implementation strategies to achieve
our long-range goals. To ensure that these strategies are
adequately conceptualized and formulated, Division Chiefs will
prepare and maintain project plans on activities that relate to
major Office initiatives. These project plans will, in turn, be
used as the foundation for the development of program plans and
budgets.F__1
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