DCI REQUEST FOR LONG RANGE PLANNING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90G01359R000300030017-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 22, 2016
• Document Release Date: August 24, 2011
• Sequence Number: 17
• Publication Date: June 16, 1986
• Content Type: MEMO

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DDI- Dd~'TX-~G
,1 6 JUN 1986
MEMORANDUM FOR: Associate Deputy Director for Intelligence
Director of as Asian Analysis
SUBJECT: DCI Request for Long Range Planning
REFERENCE: Memorandum for DI Office Directors, dtd 13 June
1986, Same Subject
1. From the long range planning perspective for the
Directorate and the Office, two areas -- neither of which
represent new management concerns -- stand out: the need to
remedy Agency-level administrative problems that hurt our effort
to attract new talent; and, the still unfulfilled requirement to
come up with a coherent approach to assimilating the growth that
has marked the last six years.
2. At the level of the Agency and the Directorate, we
continue to need a more streamlined recruitment, clearing and
hiring process that makes CIA and the DI competitive with other
employers. The shortcomings of the current system will become
more not less critical (as is already evident in today's more
dynamic economy and job market) in the next several years,
particularly as the DI tries to fill a few specific needs that
cannot be easily met by hiring good, young generalists or newly
minted graduate students.
3. A competitive pay, benefits, and retirement package for
DI professionals, particularly one that could be managed
separately from the Civil Service System, evidently is already
under consideration. It should be a goal that goes hand in hand
with an effort to fix our personnel recruiting and hiring
mechanism. Short of such significant reform, however, the
revisions in the secretarial pa&cale ought to be considered as
an approach for other professional compensation that could better
define rewards, improve the attractiveness of the Agency, and aid
retention.
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4. The end of our high growth period -- in terms of dollars
and people -- obviously has already occurred, and the need to
find better ways to assimilate our new people also is already
evident. The problem of assimilation only promises to become
more pressing down the road. In my view, the key management
question at this point is not how we go about identifying the
specific steps to integrate our new people, but if we have
defined the right overall strategy: in particular, whether as we
have done in recruiting, the DI should take more of these chores
into its own hands, and by implication, rely less on Agency-wide
systems and support.
5. To get at that issue, I believe we should do a ground-up
review of the training effort (to determine whether we, rather
than OTE, ought to do the bulk of it, for example); examine our
approach to presenting career choices, such as rotationals, in
light of our new "bulge" at younger ranks in order to study how
we can handle such decisions more effectively; and identify other
aspects of our personnel management that represent potential
troublespots for an organization that has grown rapidly and now
must deal with both more, and younger people who are just
entering journeyman status.
6. Given the youth and generation differences in the
Directorate, I believe we also should ensure that we have an
adequate system for communicating the perspectives of the new
members of the organization to those on the top. Whether that
will require a rethinking of the MAG, a different commitment to
management conferences, meetings and the like, or new training
for managers and supervisors is, of course, the question at
issue. But it seems to me that the mere fact that the
demographics of the Directorate have changed so radically since
1981 warrants a dedicated look at this area.
7. Finally, we need a careful study of our separation
policies and procedures. For us, who goes and who stays for a
career is a doubly serious question given our security
concerns. Our policies and procedures already may have been well
scrutinized because of cases like Kampiles and Howard, but given
the turnover rates that are likely in coming years, we should
take a hard look at this area to help both the employee and
ourselves.
8. Within OEA, our long term planning needs essentially
follow from these Agency and DI-level ideas. In personnel
management, we would propose to protect and enhance opportunities
for overseas assignments and policy rotationals. Pressures on
these options are certain to intensify as other agencies and
departments are downsized and put our interests on the block. To
that end, I would like to identify how we can capitalize on our
working relations with the DO's East Asia Division to regularize
rotationals (for example, they need Headquarters officers and we
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need to place middle-level analysts in stimulating and broadening
assignments, a complement that appears like a fit). We also need
to explore long run commitments from the private sector and from
academia to provide rotationals for our people. And, we should
find ways to protect travel and training funds if only to prevent
a now large, and sometimes isolated organization from losing
touch with its subject matter and potential analytic
collaborators.
9. Lastly, we in OEA should plan a program to keep in touch
with our recruiting contacts on campus and our external research
contractors despite the likelihood that we will not need the same
volume of new recruits, nor have the money to support contract
spending generously in a post-1988 administration. We have
already invested the time and effort to establish close working
relations with professors and researchers in the outside world.
Notwithstanding changes in our level of personnel needs and in
our level of funding, the contacts and communications should not
go by the boards.
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