DIRECTORATE MBO PROGRAM FOR FY 1977 & FY 1978

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-00473A000400060002-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 14
• Document Creation Date: December 12, 2016
• Document Release Date: February 1, 2002
• Sequence Number: 2
• Publication Date: August 8, 1977
• Content Type: MF

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8 August 1,977
MEMORANDUM FOR: Director of Communications DO/A Registry
File ~J~~y,,, _
Director of Data Processing CSC ,,~/.
Director of Finance
Director of Logistics
Director of Medical Services
Director of Personnel
Director of Security
Director of Training
Chief, Information $ Privacy Staff
Chief, Information System Analysis Staff
FROM: Michael J. Malanick
Acting Deputy Director for Administration
SUBJECT: Directorate MBO Program for FY 1977 & FY 1978
1. The MBO Schedule, which is attached, signals the be-
ginning of the Directorate's FY 1978 Management by Objectives
(MBO) Program and the wrap up of the FY 1977 Program.
2. The past year has seen reduced commitment to MBO
by other organizations--both in other agencies and in CIA.
A review of the contributions of MBO to this Directorate
over the past few years, however, leads to the conclusion that
the philosophy and techniques are particularly appropriate
to the activities of DDA. Among many other features, MBO--
.a. provides an opportunity and framework not
otherwise available for a deliberate, scheduled,
and ;periodic professional dialogue on the status
and .progress toward achievement of key management
objectives of the Directorate;
b. reserves for review of long-range manage-
ment objectives an allotment of time that otherwise
would be spent on day-to-day, short-range problems;
C. offers a unique perspective from which to
view Directorate management efforts; and
d. fosters communications and coordination.
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These few, listed attributes alone constitute a bottom line
equaling a plus.
3. Recently a DDA Administrative Notice (#77-5 dated
28 July 1977) reaffirmed commitment by the DDA to use of
Letters of Instruction (LOI's) that are part and parcel of
the MBO concept. This memorandum affirms commitment by the DDA
to MBO--a forward-looking, results-oriented, participative
management program. Focusing on selected key management areas,
the Directorate's MBO Program will continue to address objec-
tives that are innovative, problem solving, and/or uniquely
important.
4. The first step toward establishing the FY 1978 MBO
Program has been the selection of three Directorate management
goals against which to concentrate MBO efforts and frame
objectives.
a. Better Results - Effectiveness
The Directorate will undertake specific actions to
improve the results--that is, the effectiveness-- of
its activities. Results are the raison d'etre for
the organization, resources, and operation of this
Directorate. A priority goal must always be
"excellence"--to better our "product."
b. Update Expertise - Proficiency
The Directorate will undertake specific actions to
update or modernize the management and performance
of its activities. Change constantly occurs in
management and administrative policies and practices;
in the political, social, and economic environment;
and in technology. Many of these changes represent
new :ideas or advances in the "state of the art" whose
adoption or synthesis will help sustain the high
level of organizational and personal expertise de-
manded of DDA--especially in a time of dwindling
resources.
c. Enhance Information Management
The Directorate will undertake specific action to
enhance handling and exploitation of information.
Expansion of ADP, word processing, files, libraries,
graphics--all continue to offer more and more
challenges to the manager. Positive efforts must be
taken by the Directorate to attain a high degree of
efficiency in handling information and to optimize
usefulness of the information.
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An objective of this Directorate is to report by the end of
FY 1978 specific and measurable progress against each one of
these management goals.
5. Each Office should review its activities and plans for
identification and development of at least one objective under
each of these three Directorate goals. Although these objec-
tives will be deemed the priority objectives of the Directorate,
Office Directors are expected to recommend also objectives
that are responsive to other implicit Directorate or to Office
goals.
6. The MBO Schedule provides for the submission of pro--
posed objectives to the DDA on or before 31 August. Please
forward proposed objectives through the Management and Assess-
ment Staff in the format illustrated by Attachment B. That
format provides for:
a. Identification--number and short title
b. Statement of objective
c. Comment or description if needed to clarity
the objective
d. Coordination with other Offices
e. Goal
7. The MBO Schedule anticipates review and approval of
FY 1978 objectives by the DDA before the end of September for
implementation on 1 October.
8. Although action plans need not be submitted with the
proposed objectives, it is recommended that each Office at a
minimum tentatively outline an action plan at the time the
objectives are formulated. The schedule anticipates submission
of action plans for discussion at the October 1977 Management
Conferences. To assist Offices in the development of action
plans, attached is a copy of "Guidelines for Writing Objectives
.and Action Plans."
9. The final Management Conferences on the Fiscal Year
1977 MBO Program will be held in October. By the end of
November, each Office should be prepared with an evaluation
of its missions and functions, preferably by use of the posi-
tive indicators that have been developed during Fiscal Year 1977.
These evaluations will be discussed with the DDA on or about
30 November 1977.
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10. Formal post review of the FY 1977 MBO Program and
submission of a report to the DDA in November will be the
responsibility of the Management and Assessment Staff in con-
sultation with the Offices as required.
11. MAS personnel are available on extension
vide assistance requested by the Offices.
to proSTATINTL
Micha 1 a ani.c
Attachments:
(A) MBO Schedule for FY 1977 and FY 1978
(B) Format for Submission of Proposed Objectives
(C) Guidelines for Writing Objectives and Action Plans
cc: A/I/DDA
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 Approved For Release 2002/05/07 : CIA-RDP80-00473A000400060002-4 ATTACHMENT A
MBO SCHEDULE
FY 1977
PROGRAM
FY 1978
PROGRAM
August
1977
MBO Conference - Status of FY 1977
DDA objectives for period 1 May thru
New Directorate and Office level
objectives proposed for FY 1978
31 July 1977
September
1977
FY 1978 objectives approved and
published
October
1977
MBO Conference - Activity for selected
FY 1977 objectives for period 1 August
thru 30 September 1977
MBO Conference - Action Plans for
FY 78 objectives discussed/appv'd
November
1977
DDA/M&AS - Prepare written evaluation
of Directorate FY 1977 MBO Program
DDA Offices - Report on evaluation
the Office's missions and functions
of
December
1977
MBO Conference - Status of FY 1978
objectives for period 1 October
thru 30 November 1977
February
April
June
August
1978
MBO Conferences - Status of FY
1978 objectives (for the previous
two-month period) discussed
October
1978
MBO Conference - Activity for se-
lected FY 78 objectives for period
1 August thru 30 September 1978
November
1978
DDA/M$AS - Prepare written evalua-
tion of Directorate FY 1978 MBO
Program
8 August 1977
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sample format
DDA - FY 1978 MBO PROGRAM
Proposed Objectives
'1/ NUMBER:
2/ SHORT TITLE:
OFFICE OF GENERAL SUPPORT
OGS-8-78
Omnibus Microfilm Project
STATEMENT OF OBJECTIVE: To implement procedures by 31 March 1978 for weekly, multi-copy
microfilming of the central Omnibus files for distribution to
users.
EXPLANATION: Copies of microfilm will be sent to the 38 Offices having frequent
need to refer to the central Omnibus files. This will give users
immediate access to information in contrast with a current waiting
period of three days now required for reproduction, mailing, and
routing of a xerox copy on demand.
COORDINATION: The Office of Special Support has concurred with the proposed
objective which is a joint project. Approval by the Office of
Microfilming will be required for selection of equipment.
GOAL: This objective supports the Directorate goal for improving effec-
tiveness of its activities
1/ Numbers will consist of Office initials, next sequential number following last number
assigned in FY 1977, and fiscal year in which the objective is initiated. Objectives that
continue from prior years will'retain the old number but drop the alphabetic designation
of objective level (formerly used to identify Agency vs. Directorate MBO Program).
Example: OGS/D-3-77 will be OGS-3-77.
2/ Common use name for objective.
3/ See "Guidelines for Writing Objectives" for suggestions in preparing the statement,
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4/ For clarification, further description, etc., to aid in understanding and review leading to
o,-,,1 .,C +b,.. ., 1, _ ,,,. _.-.. __ it__ nr /A
6/
Identify other Offices that are or will be involved in attainment of the objective and
coordination status.
Answer to the implied "why" of the objective.
8 August 1977
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DDA - FY 1978 MBO PROGRAM
SECTION I: Guidelines for Writing
Ob;j ectives
SECTION II: Guidelines for Writing
Action Plans
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August-1977'
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DDA - FY 1978 MBO PROGRAM
SECTION I
GUIDELINES FOR WRITING OBJECTIVES
The format of a written objective usually contains at
least three major components. It specifies action, results,
and the conditions (constraints) under which an objective
is to be per-orme . That is, the statement indicates the
"what" (action), the "when" and "how much" (conditions) of the
action and its anticipated results. The "why" of the objec-
tive is not given here because it has been discussed in the
goal setting process. The "how" is typically excluded from
the objective statement because this is a purpose of the action
plan. An example of a statement of an objective follows:
To reduce the amount of employee turnover
(action) by 25% (result) by October 1st (condition/
time constraint).
1. Specific
An essential characteristic of a good objective is that
it should be specific. That is, it should clearly, concisely,
and unambiguously suggest one key area of activity in which
accomplishment is to take place. The statement should enable
all concerned to determine what single end result or condition
is to be achieved.
Objectives usually are written beginning with "to" followed
by an action verb such as:
analyze
develop
introduce
recruit
calculate
establish
limit
reduce
classify
expand
list
repair
complete
implement
operate
select
conduct
improve
organize
solve
decrease
increase
perform
train
describe
install
publish
write
2. Conditions or Constraints
The parameters under which the action is to be performed
and results achieved need to be stated. Constraints may include
a variety of items such as time, cost, resources, and physical
or environmental conditions.
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3. Measurable, Tangible, or Verifiable
Some objectives are easy to quantify whereas others are
extremely difficult. Where possible objectives should be
stated in. some measurable terms such as dollars, percents,
ratios, quantities or time. Measurable objectives make it
possible to determine if the objective has been achieved,
which in turn aids in the performance appraisal process.
For those key areas in which performance is difficult to
measure such as development of personnel or the improvement in
relations with subordinates, subjectives can be used. Subjec-
tives are formulated in terms of speccilic verifiable activities
or events which, if achieved, should lead to the desired
result.
4. Consistent
Objectives should be consistent with and supportive of
organization plans, policies and procedures.
5. Attainable
Given the abilities of the individual involved and the re-
sources available, a realistic possibility of achieving the
objective should be expected. Furthermore, the individual
should have control or at least influence over the accomplish-
ment of the objective. The actions needed to accomplish the
desired result should also be within the authority of the indi-
vidual.
6. Challenging
Achieving the objective should require greater effort. than
needed to maintain the status quo. An objective should challenge
an individual to expand his abilities and should focus on
growth and development.
However, it should be recognized that some legitimate per-
formance objectives require maintaining the status quo. With
changing environmental conditions, maintaining the status quo
can be a challenge. An example of challenging maintenance per-
formance objective may be to keep your production at the same
level with a parallel reduction in funds or personnel.
7. Relevant and Important
Achievement of the objective should provide the maximum
payoff on required investment in time and resources as com-
pared with other objectives. That is, the objective should be
focused on key result areas.
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In review, although all objectives will not meet these
criteria, they can serve as guidelines in writing good objec-
tives:
- Be specific regarding action to be taken and
results expected.
State conditions or constraints such as time and
cost.
Be measurable, tangible, or verifiable.
Be consistent with other organization objec-
tives, policies, plans and procedures.
Be attainable given abilities and resources.
Be challenging.
Be relevant and important.
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DDA - FY 1978 MBO PROGRAM
SECTION II
GUIDELINES FOR WRITING ACTION PLANS
1. The statement of the objective identifies "what" is
to be done. The function of the action plan is to outline "how"
it will be accomplished. The action plan should specify those
activities, resources and events required to achieve the objec-
tive.
2. Some objectives are simple and require an action plan
which can be stated in a brief manner. Others require more
extensive investigation to determine what is needed to obtain
the desired results. The following steps may be helpful in
facilitating the development of an action plan:
Phase I: Define Supporting Actions Needed to Accomplish the
Objective
The action plan should itemize the specific significant
action (milestones) that the responsible officer intends to take
to achieve the objective. These milestones should represent the
completion of critical actions necessary for the manager to
accomplish his objective and should meet all of the following
criteria:
(A) Measurable - Each milestone should be
stated in terms t at will allow determination of
whether it has been completed..
(B) Significant - Each milestone should re-
present a significant step toward achievement of
the objective.
(C) Logical - Each milestone should follow
logically from the previous steps and lead to future
steps.
(D) Com lete - Completion of all of the mile-
stones called for in the plan should assure achieve-
ment of the objective.
Phase II: Assign Responsibility for Each Supporting? Action
The action plan should cover only those actions to take
place during a given fiscal year. A rule of thumb is that at
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least one milestone should be scheduled for completion in each
two-month period of the fiscal year.
Phase IV: Specify Resources for the Objective
Although the objective statements may have identified some
resources (conditions) needed to achieve an objective, further
delineatjLon of the type and amount of resources required to
implement: the plan is desired. An estimate of the fiscal year
resources in terms of manyears and dollars should be included
in your action plan.
Phase V: Verify Time Schedules and Modify Action Plan
Determining the most suitable action is often an interactive
process. That is, several reviews and changes may be needed in
the original plan before a final action plan is made. Such
modifications may also alter the original time schedule and re-
quire adjustments.
3. Once you have completed the step outlined above,
please submit your action plan on Form 3629 (attached).
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