FOLLOW-UP ON DCI S SPEECH ON EXCELLENCE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89B00423R000100040039-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 4
• Document Creation Date: December 21, 2016
• Document Release Date: December 17, 2008
• Sequence Number: 39
• Publication Date: April 2, 1984
• Content Type: MEMO

DDI 02078/84
2 April 1984
MEMORANDUM FOR: Deputy Director of Central Intelligence
FROM: Deputy Director for Intelligence
SUBJECT: Follow-up on DCI's Speech on Excellence
REFERENCE: Your memo dated 16 March 1984, same subject
1. Some of the issues listed in paragraph 2 of your memo do not lend
themselves to unilateral action by one directorate. Those are:
Eliminate property requisitioning authority.
Relax security restrictions on family visitation days so that
families may visit vaulted areas.
Provide WAE contracts for non-staff spouses who perform
operational support work overseas.
Include a specific reference to "excellence" on promotion
certificates.
Create certificates granting career status marking the end of
the employees' probationary periods.
While we support efforts in these directions, specific actions required to
make such changes involve other directorates and/or offices.
2. There are other issues on that list which we can address more directly.
These are:
Provide resources at the directorate level for task forces on
special problems.
Comment: Whether called a task force, working group, steering group,
or even advisory group, the ad hoc collection of interested parties to work
on a specific issue can be, and has been, used within this directorate. We
will further expand the practice of pulling together senior managers or
substantive analysts to address important issues. Some such examples are the
Falklands, Poland, Lebanon, Mexico, ADP, IAs, and, most recently, the DI
recruitment problem. Regarding resources to support such a group, space is
the most critical shortage, yet we have managed.
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-- Abolish shorthand as a requirement for promotion.
Comment: This always draws mixed feelings although we have addressed
the matter several times in the DI. The vote is usually split and heavily
dependent upon the group being polled. Perhaps one new approach would be
to set aside stenography as a unique skill to be recognized in the form of
special compensation similar to the language incentive or maintenance programs--
sort of a flight pay for stenographers. Such recognition would have to be
entirely separate from the promotion exercise.
-- Make criteria for rating managers more specific.
Comment: We have specified several duties that must be addressed
in managers' PARs. These include effectiveness in appraising the strengths
and weaknesses of subordinates, expanding skills and providing training
opportunities, and leadership. We have created a small group to develop a
more specific set of guidelines for PARS of managers and plan to have small
groups establish criteria for PARS of analysts, IAs, and secretaries.
-- Develop a checklist for orienting new employees.
Comment: Practical demonstrations and introductory or explanatory
information about the directorate are given in our New Analyst Course as well
as OTE's Agency Organization and Office Procedures Course. One action now
under consideration is a mentor system for new analysts, starting with minority
hires. But we also will address other methods of introducing new employees.
Institute periodic career days for each directorate so that employees
can get an appreciation of what other directorates do and what
career opportunities might be available.
Comment: On 9 April the DI will host a Career Day Seminar in con-
nection with the CIA Upward Mobility Program. While this may not be what is
anticipated by this suggestion, we believe this is one way to begin. The
seminar will permit those interested in CIA Upward Mobility positions to learn
more about the directorate, ask questions about specific positions and to
consult with the supervisors who have positions in the current program.
3. Sometime ago, I asked the MAG to produce a paper on how we might
improve "the quality of life" within the directorate. Many of their sugges-
tions relate to the space problem but they also include the development of
better recreation facilities on the grounds, establishment of a bookstore,
etc. In this regard, we probably should reopen the question of a day care
center. Finally, as part of the "in search of excellence" exercise, I asked
each of the offices to develop a set of recommendations to delegate authority.
4. In addition to the issues you raise in your memorandum, the DI has
already implemented or is studying other changes, such as:
Office Directors now establish their own official travel priorities
and operate within allocated budgets. We no longer have a quarterly
review of all foreign trips by the ADDI in advance of such travel.
1)
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We have streamlined DI Program procedures. Offices load an
automated system and the information is read out in our Planning
and Management Staff, analyzed, reworked according to guidance
provided by the Comptroller and prepared for review by the DDI
and ADDI before major decisions are made. As guidance changes,
the data can be manipulated and rearranged electronically without
starting anew with each major change.
We are studying several alternatives to the current Agency
employee recognition and award systems. Most suggested options
seek to reduce the time it takes to obtain award approval and to
simplify the request procedures. We have not yet completed our
review but there are several separate suggestions under review.
We are heavily involved in enhancing and supporting OP's role in
obtaining new applicants for the DI. We have several people working
full time on this problem and have funded many recruitment trips
to colleges and universities by analysts, engineers, scientists,
economists, etc. We have more people recruiting than we have
scheduled for EOD in all of 84.
I have published two issues of a DDI Newsletter to inform all DI
employees on selected items of general interest.
I have forced office managers to encourage analysts and others to
attend academic and commercial seminars, conferences, courses, etc.,
to foster contact with non-Agency people and ideas. This is
beginning to pay off in that employees are identifying new opportunities
for contact and many new contacts have been made and are being main-
tained as a result.
The most common complaint in the directorate is lack of adequate
space. Many of the offices have set up their own space committees
to try to find ways to add a few extra feet to the working space.
They have even tried to have coat racks moved into the halls. There
is relatively little that can be done by the directorate although
we will be more aggressive in reducing files and records. A major
step would be to allow us to contract outside for remodeling and
redesign of the offices. At present it is impossible to get a wall
moved in anything less than a year.
5. There are probably other examples but you can see the DI is addressing
a variety of issues and problems.
Robert es
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DDI 02078/84
Follow-up on DCI's Speech on Excellence
Distribution:
Orig. - Addressee
1 - DCI
1 - ER
1 - DDI
1 - DDI Registry
2 - DDI PMS
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