EXERCISE ON FORMULATING STATEMENT OF GOALS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP88B00443R001500050080-2
• Release Decision: RIPPUB
• Original Classification: R
• Document Page Count: 4
• Document Creation Date: December 20, 2016
• Document Release Date: August 6, 2007
• Sequence Number: 80
• Publication Date: March 1, 1984
• Content Type: MEMO

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STAT
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41063/1
1 March 1984
MEMORANDUM FOR: Deputy Director of Central Intelligence
Executive Director
Deputy Director for Administration
Deputy Director for Intelligence
Deputy Director for Operations
Deputy Director for Science and Technology
FROM: Director of Central Intelligence
SUBJECT: Exercise on Formulating Statement of-Goals
1. I'd like to follow through on the DDCI's suggestion that a team be
formed to look at-the major suggestions arising-from-the exercise on formulating
a statement of goals, etc. The first step is to select those recommendations
to be addressed, those which are of greatest concern, most meaningful and
most likely-to lend themselves to practical steps. I would select the following
as prime candidates for issues to be tackled.by a fast-track task force:
Special fund and allotment of positions for new initiative in
tackling foreign intel problems..
Authorization of..Quality Step Increases with less time, paperwork
and high-level approval. Do it to reward specific achievements on the spot.
Are cash awards possible.
- Incentives or requirements to end marginally "profitable" operations.
- Pay and other recognition of overseas work--more purposeful and
serious attention to recommendations, training participation, etc., for
officers returning from overseas.
- More spouse recognition..
- More attention and professional status for secretaries and clerks--
journeyman status of GS-09, top members aspire to GS-13 and -14.
- Use of incentive awards and Quality Step Increases to offset promotion
discrimination alleged to operate against those in ops training, language
training and rotational assignment.
Our requirements and demands on our people should be recognized by a
special pay scale like lForeign Service provides.
- A "competitive" personnel system to replace the resource costly panel
system and to release DO personnel for intel work.
STAT
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More training programs and opportunities for senior clericals to
enable them to use their experience-to greater advantage, i.e., from secretary
to document analyst. Analyze tasks for which secretaries and clericals can
qualify and provide training.
- Studies on if and how the use of IAs should be expanded.
- Review DCI special authorities and how they might be used to
redress deficiencies in compensation, incentives, other areas.
- -push authority down, order an immediate review of all STAT
administrative practices to determine what rules, regulations, approvals and
paper flows. are essential and what can be eliminated. DCI, DDCI and EXDIR
should set example in eliminating required approvals, i.e., approvals of an
assignment of a GS-15 to an SIS position. To reduce micro-management address
the next'senior echelon, on this issue in detail. Specify what they should not
be involved in and have them tell the next level what they should leave to those
further down. Formation of a review board to scrutinize all Agency. regulatory
issuances with a mandate to reduce and condense, eliminate conflicts, redundancies
and overlap, improve consistency, uniformity, clarity and effectiveness with
ultimate purpose of speeding up and enhancing performance..
- A thorough examination of the tradeoffs of security and compartmentation
of information versus free flow-of data.
2. In addition, below I Kist other items which could be followed through
by appropriate instruction to 'Public Affairs, Legislative Liaison, Personnel,
and appropriate, divisions, letting it. be known where practical that these
efforts are;being made.. for-example, on management commitment to overcome
recent erosion of benefits as a result of cutbacks, inflation, etc., we could
disseminate by special memo or :a newsletter, if we should decide to do that,
how Legislative Liaison has .been staffed to deal with that issue and how it
is being pursued:
- Congressional awareness of need for and drive for excellence.
--Management commitment to overcome recent erosion.of benefits as
result of cutbacks, inflation, etc.
- Public education on what we do, how and why in our contribution to
national security, and the ,promotion of ethical foreign policy.
Explanation of 'how we work within the system.
- Greater effort to indoctrinate recruits and test them early on.
- More attention to recruiting CTs from within the Agency.
-.Greater effort to show subversive hand of adversaries would make
public aware of need for and value of CIA.
- Recruit all new employees with view to future potential.
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More training.,
SECRET
training and briefings in security practices.
- Upgrade calibre of clerical recruit--bring in more from out of area.
- Greater effort to recruit talented minorities.
- Publish a newsletter, classify it(?), devote significant resources.
Within security bounds, let everyone know who is doing what and how well. Get
copies of NSA newsletter and find out what NSA has done with it after its
acquisition under FOIA contributed to the-writing of The Puzzle Palace. What
balance was struck between communications and security values.
- Have Medical Services arrange annual health fair for employees,
arrange lectures in Auditorium.
Establish task force to search for CT candidates among employees who
have exhibited values and attributes wanted in that program. Hire new people,
in all areas with this in mind.
- Loss of identity as intelligence agency--employees view themselves
as personnel, communicators, logisticians rather than as intelligence officers.
Need to restore identification of all with intelligence production.
--Achieve understanding and acceptance of goals and objectives at
all levels by public and peer recognition of employees who exemplify spirit of
Agency.
--Greater readiness to recruit and bring a-long individuals who may
have a lesser education, but have natural good judgment and intellectual
flexibility.
Issuance of more independent analyses and think.pieces in addition
to coordinated products. -
William J. Casey
SFCRFT
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