PLANNING IN THE DIRECTORATE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP87-01146R000200080014-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 4
• Document Creation Date: December 16, 2016
• Document Release Date: July 5, 2005
• Sequence Number: 14
• Publication Date: January 28, 1980
• Content Type: MF

Approved For Release 2005/07/14: CIA-RDP87-01146R0~0'$~i
JAPE ISO
DIEMORANDUAI FOR: Director of Communications
Director of Data Processing
Director of Finance
Director of Logistics
Director of Medical
Director of Security
Director of Training
Chief, Information Services Staff, DDA
FROM: Don I. ZVortman
Deputy Director for Administration
SUBJECT: Planning in the Directorate
1. I think it important that we bring into sharper focus,
at my level, the several types of planning that we do in the
Directorate. Having done this, I also think that tive should
go on and link our planning process with the Agency's budget
process .
2. In bringing a sharper focus to our planning system,
it seems to me that we need to do two things:
-- introduce the concept of strategic objectives
where they do not now exist; and
-- integrate strategic objectives into our exist-
ing bIBO process.
Strategic objectives are defined, for our purposes, to be:
Those objectives that must be accomplished
in order to assure that support services
rec{uired by Directorate customers in the
future mill be available in a timel}~,
responsive, and cost-effective manner.
Several of you are and have been working towards MBOs that
meet this definition--others of you either are but not to a
significant enough degree, or are not at all. I want to
inject a greater degree of uniformity in the way ive plan for
the future. In the process I want us to identif}?, talk about.,
and agree on what we avant to be during the period 1982-1986--
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SUBJECT: Planning in the Directorate
in terms of the services we make available to our customers
(i.e., strategic objectives) and hoia tae go about getting there
in a timely, responsive, and cost-effective manner,
3. I ask each of you the same question:
If we--the Administration Directorate--are to
provide timely, responsive, and cost-effective
support to our customers in the 1982-1986 time
frame, what initiatives must we begin to plan
for and implement--and at what cost--to ensure
that we will have the requisite skills, usab.Ie
technology, capacity, and organization in place
and available when they are required?
It seems to me that your responses to this question are funda-
mental to our very ,being and therefore deserve our most thought-
ful consideration. I recognize-some. of the dilemmas posed by
this question, such as:
-- Our customers don't know what services they will
need in the next ttiao to seven years ;
-- Our customers want everything available and
then some; and
-- I and my customers agree on strategic objectives
but budget decisions are not consistent with
STATINTL
them, e.g., expansion.
Notwithstanding these and other difficulties, I think tae need
to take a good hard shot at stepping out of the present and
taking the best look possible at what the near and mid-term
future is going to look like, in terms of the services we
provide and the manner in .which we provide them, both quanti-
tatively and qualitatively.
4. In addressing this "strategic question," we all need
t.o make certain assumptions about the future. Each of you
should work within the following assumptions, in addition to
whatever other assumptions you require for your unique circum-
stances;
a. You will not have available more workyears--full-
time permanent, temporary/part-time, indigenous, et al.,
than are presently available to you;
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SUBJECT: Planning in the Directorate
b. Nonpersonal.services funds, in real purchasing
power terms, will not increase more than 1 percent per
year through-1985;
c. No reduction can be expected in the growth of
demand for Directorate services; and
STATINT
5. In responding to my question in p aragraph 3 (i.e.,
the identification of your strategic objectives), I would
ask that each of you. provide at least the following informa-
tion with each strategic objective identified:
a. A statement of the objective;
b. All planning assumptions related to each
objective;
c. The major organizational customer(s) associ-
ated with each objective;
d. The preliminary implementation date for the
strategic objective.
e. A preliminary estimate of ~,rork}Tear and non-
personal services resources required, by year, to imp?.e-
ment the strategic objective.
In instances where the strategic objectives you identify are
currently MBOs, so indicate but provide the above information
anyway.
6. Upon receipt and re vietia of alI propose d strategic
objectives, we will talk about and agree on those that are
truly fundamental and identify them for reporting and track-
ing at the Directorate level. For each objective selected,
you will then need to take a second and closer look at esti-
mated costs and develop an implementation plan, complete
with significant observable events, that I can track.- This
should be a reasonable straightforward process for your
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unilateral objectives. For joint strategic objectives, on
the other hand--those in which more than one DDA Office~or
another Agency component has a strong interest--you will
need to coordinate your planning efforts so that, at the
Directorate level, we are tracking one unified objective.
7. Once we have completed this effort, tyre will be
using the quarterly ?~}BO conferences to track two types of
objectives:
-- those that are current-interest in nature; and
-- those that are strategic in nature
Having linked both classes of objectives within the existing
NiBO process, we will go on to link these with a program
evaluation program and further wit}i the Agency~s budget
process. jt'e will treat the implementing details later.
8. I will leave to each of you the development of
and putting in place the office-level planning and tracking
mechanisms necessary to ensure that you can report your
progress and accomplis}iments--unilateral and joint--to me
in a meaningful way. I will also expect that significant
and continuing coordination will be affected between offices
where joint interests have. been identified.
9. Please submit the requested information to t}'e
STATINT
Management Staff by ~
available to discuss this subject with you as necessary.
I anticipate that we will be working towards tracking
Directorate strategic objectives during this fiscal. year.
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