DIRECTOR'S GOALS, PRINCIPLES AND STANDARDS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B00885R000901060001-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 236
• Document Creation Date: December 22, 2016
• Document Release Date: January 7, 2010
• Sequence Number: 1
• Publication Date: March 2, 1984
• Content Type: MEMO

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DIRECTORATE.
OF
ADMINISTRATION
GOALSU PRINCIPLES AND STANDARDS
FOR THE CIA
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DDA 84-0217/20.
17 February 1984
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MEMORANDUM FOR: Director of Central Intelligence
Deputy Director of Central Intelligence
FROM: Harry E. Fitzwater
Deputy Director for Administration
SUBJECT: Product of DCI Exercises on Developing Goals, Principles,
and Standards for CIA
1. I am proud to present the Directorate of Administration's product
of your exercise in developing CIAYs goals, principles and standards. I
am particularly proud of the thoughtfulness and professionalism exhibited
by our Directorate's inputs. This is particularly pleasing since we are
often divorced from the intellectual side of the Agency, i:,e., operational
and analytical, and probably unconsciously considered the "hewers of wood
and carriers of water." The papers we forward may belie that perception,
if in fact it does exist.
2. As you will note from some of the Office Directors' memoranda to me,
the exercise drew some skepticism and question of purpose and effective
result. From what I have been able to glean from people involved, that
skepticism soon evolved to a sincere interest in the exercise that in many
cases resulted in people willingly working after hours on their inputs. I
understand that many wanted more time to think about the exercise and to try
to do a better job.
3. My direction to DA Office Directors did not tie them to a single
procedure as to how to develop these papers. I did propose, however, in
order to receive an input from "every corner of the organization," that they
consider starting at the Branch level with all of the Branch inputs being
synthesized at the Division level, and the Division level inputs being
distilled into a product for the office. The Offices' inputs were used to
develop a Directorate product. Some of the Offices used this proposal, others
did not. In accordance with our. discussion, you are receiving all of our
papers. Where you see a single signature or name does not` necessarily mean
one person developed the paper but is the.representative for the group.
4. I commend you on initiating this exercise but caution that we have
a tiger by the tail. We have created great expectations, not to follow
through would be disastrous. This atmosphere 6f expectation, hopeful
expectation that this quest is genuine, implies that you and the senior
management of the Agency are committed to excellence in all its forms.
Lurking beneath this expectation is a latent cynicism born of past
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frustrations where expectations, however perceived by our people, came to
naught. We, therefore, owe to our Agency an honest, realistic, and sincere
push to strive for understandable goals and standards and to pursue excellence
in every corner of the Agency.
5. In the notebooks attached you will find a theme running through the
inputs that we are a proud organization--proud of our Agency, our mission, and
our people. Our people believe we are better than other Government agencies
and the corporate giants. They believe our codes of conduct and unwritten
ethics are more rigid than either Government or the private sector. We
understand the principle of "the customer is always right" but "do not operate
for profit but with a sense of duty and pride."
6. During the past decade, starting in 1973, we went through considerable
trauma with RIFs, investigations, and a less than hospitable Congress, news
media, and public constituency. Decisionmaking was sucked up or pushed up. It 25X1
became practice to get a legal opinion b or -making a decision. Our lawyer
population grew from 0 to currently We wrote regulations that were
bureaucratic and involved enough people -.xi the decisionmaking process to ensure
that no one individual had too much at risk. We are still faced with the 25X1
necessity of congressional approval of changes to our regulations. This must
be changed. We must let the lower grades have an opportunity to take risks,
to make decisions. Within our Directorate I have a Task Force composed of the
Deputy Directors of the Offices studying ways to reduce bureaucracy in the
Directorate and across the Agency. I will make the results of their findings
available to the Executive Committee. Although I understand the facts of life
and the difficulties we face, we must resist pressure from Congress and the
Administration(s) to become another bureaucratic line organization, otherwise
this will further erode our elitism and rob us of 37 years of tradition. We
are not the Department of Agriculture but this country's protector of national
security.
7. The theme of the suggestions and thoughts contained in the papers say
we have a serious mission, that we are different from our federal colleagues,
that we do a better job, that we want to reduce bureaucracy, that we need less
upper level decisionmaking, that we deserve proper recognition for our efforts,
and that we are "one Agency" with a common purpose. To meet these goals and .
expectations, there are a number of specific and general suggestions which the
employees are charging you to consider and implement if at all possible. What
these submissions tell us is that our people want to see positive action and
movement; they want to participate as much as possible in decisions which affect
them; they want feedback as to the quality and nature of their work; and they want
no lowering in standards in the people we employ. We must continue to seek the
best and the brightest.
8. Your personal initiative in pursuing the search for excellence and the
sincere responses from our employees offer this Agency an excellent opportunity
to take a close look at ourselves, enumerate fundamental goals and precepts,
then take every means possible (using your authorities where needed) to implement
them for the common good.
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ECTORATE
I NI~TRATI
GOALS, PRINCIPLES-AND STAN.DAR, S
FOR THE CIA
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
+ To provide objective, accurate, timely and useful
intelligence to a wide range of consumers. Individual and
collective efforts are directed to achieve this purpose,
regardless of the nature of our immediate tasks.
+ To conduct counterintelligence abroad; to research and
develop state-of-art technical collection systems.
To maintain an organizational structure that fosters
interdirectorate communication and cooperation, and through
which components can depend on each other to support
individual and joint activities; to respect each element's
responsibilities and contributions; to make full use of all
elements.
To conduct our activities without abridging the
constitutional or legal rights of United States persons; to
assure that all employees are aware and sensitive to the
letter and spirit of the legal conteXt in which CIA
operates. To manifest the highest degree of professional and
personal integrity.
PEOPLE
To conduct our activities recognizing that the strength of
the organization depends on the quality of its people, and
thats its excellence is related to the opportunities it
affords for their professional and personal growth. To hire
and retain people of high quality and in accordance with fair
selection procedures; to recognize good performance through
personnel actions such as promotion, training and
assignments; to select managers for their ability to develop
employees, inspire enthusiasm, and promote excellence.
MANAGEMENT
To foster a management climate which rewards initiative,
creativity, risk taking, and responsibility in the attainment
of the Agency mission; to assure the quality of work life of
Agency personnel; to recognize the good management of human,
technical and fiscal resources.
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To have the mechanism and work environment which permit the
assessment of customer satisfaction with the value,
relevance, quality and timeliness of our product and
services.
STANDARDS
To excel in our work performance, development of people, and
in the research, development and installation of the most
effective technological systems; to exemplify ethics and
integrity of the highest order; to possess the capability and
flexibility to meet difficult and sudden changes; to maintain
a system that allows leadership and the achievement as the
best intelligence service in the world.
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- Develop processes for critical review of our performance
through the utilization of outside experts and internal
"devil's advocates;" maintain effort to seek and develop
personnel with diverse attitudes, points of view, and
perspectives.
- Develop creative ways for recognizing outstanding
performance.
- Place greater emphasis on orienting new employees to the
uniqueness of Agency, its goals, principles, and standards.
- Do away with "artificial" constraints regarding eligibility
for training.
- Institute a mechanism through which personnel can evaluate
their managers.
- Create a managerial climate that encourages responsibility
and subordinates bureaucracy.
- Establish a better control of classified information to
prevent "leaks."
- Update regularly the Agency mission, and educate personnel
on the matter.
- Develop a code of ethics.
-Develop a better mechanism to disseminate information in the
Agency, i.e., personnel system and competitive ranking.
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GOALS, PRINCIPLES, AND STANDARDS FOR CIA
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PURPOSE: To be the central intelligence organization/agency
for the US Government, and to provide timely, accurate, and
objective intelligence across the board; to provide policy
makers and implementers with the strongest intelligence base, to
aid in decision making and resultant actions, and, in an
apolitical atmosphere.
ORGANIZATION: The Agency is organized into five diverse
directorates, each critically dependent on the others, to support
and execute their individual and joint activities.
ETHICS/INTEGRITY: The A en y' i mission is carried ut with'i
the framework of Congressional statutes and Department of Justice
authorities, governing-the mission of intelligence collection,
production and dissemination. Senate and House oversight
committees have cognizance over all activity ongoing or planned,
and are regularly briefed on such.
PEOPLE: Human resources are the most important ingredient in
an intelligence organization. The foundation of this Agency is
rooted in the quality, loyalty, dedication, and commitment of its
employees.- Attention must be paid at all levels to the human
resources; employees must be developed, encouraged, trained,
challenged, and rewarded, or recognized, not just in tangible
ways.
MANAGEMENT: The Agency must have clear objectives and leadership
which generate challenge, belief, and enthusiasm at all levels.
The system must work up and down simultaneously; bureaucracy must
be kept at a minimum, if an organization such as the CIA is to
operate effectively and positively. Creativity must be
encouraged, regardless of location and amount of risk. An
intelligence organization which discourages creativity, free
thinking, unconventionality, but encourages conformity,
bureaucratic layers, and cautious conservatism will not be an
effective service for long, but will sink into comfortable
mediocrity.
*Performance of the highest quality, with professional
commitment and application.
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Development of skills and competencies via training, and
self and career development.
*Commitment to employees, and an incentive system, separate
from the pay scale.
*Acquisition and utilization of the most effective and state
of the art technologies.
changing requirements.
*Challenge and creativity in meeting and coping with ever
STAT
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QUEST FOR EXCELLENCE
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This response to the DCI's "Quest for Excellence" is framed
within the general statements on Purpose, Organization, etc. noted
in the annex. The objective is to apply the DCI's demand for a
serious examination aimed at improving overall quality.
1. Purpose. There is general agreement over the need for a
clear and forceful statement of purpose. The statement noted is
satisfactory but incomplete. It suggests more unity than actually
exists. CIA is a conglomerate and must adjust to that fact. The
statement of purpose would be more meaningful if broken down
by field of activity: human and technical collection; counter
intelligence; analysis and production; support; and covert action.
Agency leadership must define clearly tasks and limitations.- There
should be a recognition of the need for change including the phasing
out of programs as well as the emergence of new ones. We must recog-
nize practical limits, that is "mind your knitting..." There are
things we cannot do as well as things we must do.
2. Organization. The lesson noted in "Search for Excellence"
is relevant. "Organization follows strategy." This has not always
been the case in CIA, where organization has sometimes been a sub-
stitute for policy.
Recommendation.. Organization must be adapted to realities
and designed for impact and efficiency. It would be wise to experi-
ment with an amalgamation of a DO area division and a DI regional
office. Can it increase efficiency without impacting on operational
security?
The Office of Training and Education is particularly
affected by organizational compartmentation. Much training takes
place completely outside of OTE. A study should be made of the
existing system to determine if it is effective and if it should
be modified..
3. Ethics and People. There is within CIA a strong sense of
purpose and commitment. Although somewhat shaken by the revelations
of the 1970's, it is still impressive. Valuable as it is, we must
assure that it does not result in non critical thinking. We need
frank and open appraisal of past mistakes with stress on individual
responsibility.
Recommendation. A code of ethics is too general and
legalistic. Rather, we might develop a statement of ethical con-
cerns adapted for the individual within his component. We should
consider experimenting with having an annual evaluation of super-
visors by subordinates. It may be very useful. Within OTE's area
of work, it may be time to proceed with a "Professional Development
Course" for pre-midcareer level persons which may help to identify
individual concerns and stimulate creative thought.
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Recruitment. The DCI's statement is not convincing. He
ignores the fact that CIA has a bad image within significant sectors,
including parts of the academic world. Public relations efforts
should focus on this area, emphasing the collection and analytical
role of CIA.
4. Management. The statement of the objectives is laudable but'
does not describe management within much of the Agency. Preparation
of PAR's is not consistent; supervisors often discourage initiative;
compartmentation impedes communication; the system of review and
control discourages the freedom of action so praised in "...Excellence."
Many of these problems can be addressed in the discussion groups
but particularly in improved supervisor attention to people as
distinct from substance. Training does play a valuable role--
internal and external. Many of the complaints of civil service
life cannot be solved but the open airing can help. At the same time
we must emphasize that we are a public service organization account-
able to established authority. We work within a fabric of statute
and regulation. The suggestion that the DCI should use his special
authority for miscellaneous matters of benefits, etc., is unwise.
Such authority must be carefully restricted to matters of critical
concern.
5. Results. Valuable as the corporate examples may be, we
need to looooc o other models since the profit indicator is not
available. Certain universities, scholarly centers, museums and
cultural centers have operated effectively without profit. Can we
learn from them? This would still require deadlines and measure-
ment but the "get it done and move on" aspect noted by the DCI is
not appropriate. Long term development with the'possibility of
failure is a part of intelligence. For one Penkovsky there are
many failures. Again, we must "mind our knitting" by concentrating
on the priority areas facing us while looking with imagination to
the future.
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Purpose
Assembling the best people available to provide accurate,
objective, timely, and useful intelligence support to policy makers
as an impartial observer and reporter. Accountability provides
legitimacy to purpose--accountability to the people of the United
States through their executive, legislative, and judicial surrogates.
Organization
The structure of the Agency must consist of interdependent
cooperating elements which are flexible, disposable, and renewable.
Its essence is providing the environment and support to enable each
employee to work to his/her fullest potential toward accomplishing
our purpose. The organization provides opportunities for
professional and personal growth concomitant with production,
potential, and excellence.
Management
Management consists of temporary caretakers of people and
product whose function is to recognize and foster individual talent,
initiative, and creativity even at the expense of reordering or
replacing the production form. Constant, open, honest communication
and contact as far up, down, and across as possible is the mark of
the Agency manager who must be capable of motivating, delegating,
developing, rewarding, penalizing, or discharging his subordinates
in a fair and unbiased manner. His/her ability to blend manpower,
technology, and other resources to achieve objectives supporting the
Agency's purpose is the standard by which hi" competence is measured.
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13 February 1984
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SUBJECT: Goals, Principles and Standards
1. I have read the four papers assigned to me and find so
much that is banal and trivial that I have concluded that in our
Quest for Excellence 1984 the process is the product, that by
convening working groups to massage the Director's text we have
recognized and been surprisingly successful in satisfying every-
one's basic hunger for esteem and recognition. That may be 25X1
enough. To do more would unveil the timorous beast that hides
beneath the mantle of the Central Intelligence Agency.
3. And yet, the thread that runs through all four of the
papers that I've read is a presumption that we deliver a quality
product and/or service to the highest echelons of the US Govern-
ment and that all of the Agency is fully engaged in doing so,
that some kind of synergistic process is at play--enhancing our
integrity and purposefulness. At this juncture, that is errant--
and self deluding--myth. Fewer than 10 percent of the Agency's
population is or ought to be engaged in delivering any product.
The rest are bureaucrats of one stripe or another. We are a
diverse and changing organization--overly managed, judged and
promoted or found wanting by criteria that are nowhere standardized
or applied evenly, and strangling in red tape spun by marginally
competent administrators bent on saving their asses.
CONFIDENTIAL 25X1
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SUBJECT: Goals, Principles and Standards
4. Thirsty for public acclaim, though a "secret service,"
we demand recognition of our integrity. It is as though saying
it will make it so. Hogwash. It is obvious that many of the people
who contributed to the papers that I have read crave acceptance by
a peer group and "loving" supervisors who share with them every-
thing there is to know about anything and who compliment them
profusely for doing what they are paid to do. Presumably such
verbal intercourse complements the Self-satisfaction that comes
from "knowing they have served their country well."
5. OTE has accomplished that.
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Those of us who have served the Agency for more than three
decades have seen many changes occur, have witnessed successes
and failures, have observed a variance of management styles
displayed by our senior officials and have survived periodic
.reductions in force. The Agency in 1984 is, in my judgment, a
more sophisticated, professional and legally and morally
responsive organization than it has ever been. This is due to
many factors, among them the heritage bequeathed by our
predecessors, the pride and dedication of the majority of
employees and the knowledge that in some small way we are
making incremental changes toward a better product.
In the out-years the Agency will be faced with the age-old
problems of recruiting the best, keeping current with
technological advances, maintaining credibility with the
Legislative Branch and rising above politics.
One area where uniqueness and excellence may be achieved
would be to conduct a concerted drive to utilize the special
authorities granted the Director to establish separate pay
scales and other benefits for CIA separating us from the
beauracratic Civil Service System.
is
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15 February 1984
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MEMORANDUM FOR: Director of Education and Training STAT
ie , n orma ion Science Center
SUBJECT: Some Thoughts on Excellence
1. The assignment to set down a set of basic values unique
to and inherent in CIA is an interesting and challenging task.
An approach which seems to fit my perception of what "CIA is
all about" would look something like:
A. We value service to country. Call it partriotism,
call it "corny", call it whatever, there are needs of the
country-at-large which must be met by someone if the country is
to survive. We are part of that group of people who have been
chosen to serve the public, and we value that opportunity.
B. We value the service we provide. We have been
entrusted by the public to provide intelligence information to
our government officials on any and all threats from non-U.S.
sources. We have also been entrusted to thwart those threats
by appropriate action if it is in the best interests of the
security of our country to do so. We believe in the service we
provide and value it as essential to the survival of the people
we serve.
C We value the people who serve in CIA. They are the
means by which we meet our obligations. They must be carefully
selected. They must be trained. They must be challenged and
motivated. They must be given the opportunity to contribute up
to their full potential, and they must believe in what they are
doing. In other words, they must share the organizational
value structure.
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SUBJECT: Some Thoughts on Excellence
D. We value the opinion of the public concerning the
quality of our service. The public must trust us and have
faith in us to act in their best interests. That does not mean
we must tell the public everything. I am convinced they do not
want that. What they do want and expect, however, is that what
we do in secret is what they would want us to do if they had
access to the same information. Everything we do should meet
this test.
2. Certainly no less crucial than articulating a set of
CIA values is how we "live" them. Hopefully, the results of
this effort will be a statement of beliefs which CIA people
will feel comfortable with, not a set which has to be sold. I
do not view the next step as an implementation phase; but,
perhaps, more of an effort to raise the awareness level for CIA
employees of what we are all about. The day-to-day action at
every level of the organization and by every individual from
the DCI down must be consistent with our statement of values.
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STAT
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IN SEARCH OF EXCELLENCE: A STATEMENT OF AGENCY GOALS
IDB/OTD) TOTE
PURPOSE
The Central Intelligence Agency exists in order to
foster the National Goals and security of the United
States, in accordance with the wishes of the President,
the Congress, and the American People.
OBJECTIVES
1.0 To collect, analyze, and apply information. and
judgment in order to produce "intelligence."
2.0 To provide intelligence in a comprehensive,
timely, accurate, and useful way to authorized
consumers.
3.0 To establish a continuing high quality organiza-
tional resource for intelligence production--
as personnel and technology are employed
effectively, appropriately, and ethically.
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(SAMPLE ENABLING OBJECTIVES)
3.1 Recognition, recruitment, reward, and retention
of persons who possess qualties of creativity,
leadership, independence of action, and entre-
preneurship.
3.2 Identification, acquisition, utilization, and
maintenance of technologies that expand or improve
existing capabilities,' provide new organizational
potential and/or enhance the performance of
personnel.
(SAMPLE ENABLING SUBOBJECTIVES)
3.1.1 Recruitment efforts will be targeted toward
proven achievers.
Example: Recruiters will focus as much on
college instructors as college students.
3.2.1 Technological change shall be instituted before
the technology changes.
Example: The budget and procurement cycles
for new and innovative procedures and devices
will be on a faster track than for routine and
predictable items.
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IN SEARCH OF EXCELLENCE: A STATEMENT OF AGENCY GOALS
TCB/OTD
OBJECTIVES
Our reason for being is to improve on that which we have
done before. To produce better intelligence, to recruit
better agents, to analyze, to develop, to research, to
produce with a greater degree of certainty, accuracy and
speed.
PHILOSOPHY
The foundation of the Agency is its people. These
people must believe in the Agency and be willing to support
it and to accept sacrifice in order to do so.
Everyone can contribute, is involved, and shares in the
responsibility to promote Agency tasks and responsibilities.
This encompasses a very necessary "sense of belonging," or
identifying with the Agency and our need to continue to
improve and refine our individual areas of work.
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STANDARD
There is really only one standard. Our performance
deserves no less than absolute integrity in all our actions.
Honesty and trust are but parts of the sine que non of our
Agency, the integrity of all its employees.
(ADDITIONAL COMMENTS)
We need employees who are motivated to perform.
Intelligence, training, technical backgrounds are useful
but not as essential as is motivation to do, to learn, and
to try. Common sense vice intelligence is important. The
world is replete with stories of failed individuals of high
intelligence. Common sense is more useful, particularly
when combined with high intellignece. Common sense affords
us the willingness to learn and to adapt to new situations.
We must foster the understanding. and belief that upward
mobility in the Agency is fairly distributed and possible
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9 February 1984
MEMORANDUM FOR: I STAT
Executive Officer, OTE
Group #1
In Search of Excellence
The Central Intelligence Agency, like any service-oriented
company, should be dedicated to producing the highest quality
product possible for its' consumers. The need to motivate
managers and employees alike to pursue excellence and work
towards this common goal is critical. Four areas of concern
have been identified where improvement can only serve to
increase quality.
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Enhance communication. Specifically, ensure and provide
a clear conduit for the flow of information, suggestions and
criticism between management and employees. Senior management
should endeavor to maintain regular contact with employees and
avoid being too dependent on distilled reports from middle
management for their knowledge of the rank and file.
Upon the shoulders of management rests the major portion
of responsibility for motivating employees towards the pursuit
of agency goals. Thus any efforts made to improve the agency
must include taking steps to assure and maintain a high level
of quality in management. Management stability appears to be
an important factor. That is, avoid the "revolving door"
syndrome, especially at the middle management level. Constant
and short rotations may have a negative impact on personnel
performance; it would appear hard to pull together and respond
to someone if they are just passing through.
Also, ensure that exemplary performances by employees
are recognized in the workplace. The old cliche is still true;
everyone enjoys, and needs, a pat on the back when earned.
Whether it is in the form of a memo, a monetary award or a
certificate, recognition is a valuable tool in the motivation
process.
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CREATIVITY/INNOVATION
Creative thinking and new ideas are necessary to avoid
stagnation. It is important for the agency to create an
environment which fosters risk taking. Management should
strive to encourage, support and promote creativity. Employees
should feel that they are being solicited for their opinions
and ideas. Participation in the decision making process
helps to strengthen the bond between the employee and the
company.
PUBLIC IMAGE/MAINTAIN TRUST
This category is included in an effort to recognize
the impact that outside opinions and public image have on an
employees' morale and performance. The agency should continuously
monitor its' place in the intelligence community and the
public, and work to soften negative attitudes towards its'
actions and mission. If the product is appreciated, motivation
to produce quality work is increased.
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0
STATEMENT OF PURPOSE
To provide objective, comprehensive and timely intelligence to
U.S. policymakers in order to maintain and safeguard our national
interests.
OBJECTIVES
Integrity is of paramount importance for an intelligence organization
in a free society. The Agency operates under guidelines contained
in the National Security Act of 1947, as amended, and Executive
Orders which explain the limits of Agency activities. Employees
must make certain that their actions are legal and, most important,
is proper for officials of the United States Government. Since
significant, individual accomplishments must go unnoticed by the
general public, their reward may be the self-satisfaction in
knowing they have served their country well.
Our jobs demand a high degree of dedication, responsibility and
often anonimity. The Agency recognizes that having talented people
who will carry out their duties in the most professional manner
is essential.
The ability to produce intelligence of the highest quality which
directly meets the needs of its customers serves as the standard
throughout the Agency.
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The foundation of the Agency rests with its people. It is
imperitive that the Agency select and hire individuals with the best
qualifications and provide them with opportunities, through
training and career development, to achieve their maximun potential.
The Agency's philosophy of management centers around the
establishment of objectives which will encourage flexibility,
creativity, innovation and self-reliance among all employees.
The Agency strives to maintain its relatively small size in order
to limit the naturally inherent influence of large, bureaucratic
organizations to stifle productivity and individuality.
0
0
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Purpose. In a world where the foreign policy of many
nations is dictated by the desire for expansionism and supremacy,
providing our consumers with intelligence data is of vital
importance to their stability, well-being and even survival. It
is therefore our responsibility to provide accurate,
comprehensive intelligence support to a broad range of consumers
in a timely manner and in a form to be of greatest utility.
Organization. The CIA is composed of many unique elements,
each contributing individually and interactively to produce the
finished intelligence product.
Ethics. Our activities are conducted under the Constitution
and laws of the United States. Because of the nature of our
work, every member of the Agency must be aware of and sensitive
both to the letter and spirit of the law. Through performance
and conduct, all should show the highest degree of integrity.
The adherence to such high standards, in which we take great
pride, gives added credit to our work that is performed in an
area where not all the players are bound by the same rules.
People. The CIA recognizes that its strength rests in the
talents and abilities of its personnel. At all levels employee
potential is recognized and effort made to develop and use these
abilities, providing opportunity for personal growth and
increased responsibilities.
Measure of Results. Our success can be measured on the
basis of our ability to predict potential occurrences affecting
national security and to provide strategic intelligence to deal
effectively with such potential occurrences.
Recognizing that the nature of intelligence operations does
not allow total disclosure of success and failure, it is the
responsibility of management to communicate to employees how the
product is received and perceptions expressed by authorized
consumers.
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nn;ect"ves_
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STAT
atC
We are the finest intelligence service in the world. We
overcome the inherent contradiction of a secret intelligence
organization in a free society through personal discipline and
integrity. Our most important resources are talented, creative
and dedicated' people from varying backgrounds. We meet our goals
through maximum utilization of the talents of our people and
through the exploitation of state of the art technology. We
produce the highest quality intelligence without politicization.
We stand by our motto--Ye shall. know the truth and the truth shall
make you free.
Working within the guidelines of our constitution and laws,
our mission is to provide U. S. Government elements with:
o high quality, timely intelligence necessary to protect
national security interests,
o counter-intelligence to protect against hostile
activities of foreign intelligence and security services
and international terrorists groups,
o capability to support U. S. foreign policy through
special activities that supplement diplomacy,
o effective coordination of the U. S. foreign intelligence
effort.
To accomplish our mission we must develop and maintain a
positive work environment which fosters both individual and
organizational integrity, discipline, creativity, productivity and
commitment.
The challenge of being the best intelligence service in the
world requires that we make unusual demands on our people. We
recruit only the best for our service, and through training
enhance the skills and expertise unique to the intelligence
profession, encouraging the overall development of the individual
and commitment to the organization. We promote excellence through
a reciprocal agreement which challenges our personnel to be
creative, supports intelligent risk-taking, and rewards
resourcefulness, integrity and loyalty. Fostering and maintaining
the excellence of the Agency requires that managers provide
strong, courageous, innovative leadership to motivate our people
to meet individual and organizational goals.
?
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0
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GOALS, PRINCIPLES AND STANDARDS FOR CIA
Purpose To produce high quality intelligence estimates
and analyses that take into account every seen and unseen event
and to be prepared at any minute to answer questions from the
White House and the Hill. Our product is information.
People People are the root source of the organization.
The quality of our product depends on the quality of our people.
Each person is important to the organization and should feel
free to be creative and innovative. CIA should believe in
"respect for the individual."
There is 4 strong emphasis on employee development
and advancement. CIA provides resources to train and develop
the individual as a whole, thereby providing each individual the
opportunity for growth.
Management There is a team effort to get a job done. No
job is too large or too small for one individual to do. Managers
are not a plateau--theiy work with employees to improve quality of
performance, thus improving the quality of the product.
I
Measure of Results Maintain objectivity and independence.
When there are failures, be able to say "I do not regret having
tried." Our successes! are never heralded, but our failures are
known all over the world.
Excellence in CIA, as in any establishment, is based on
superior performance along with continued success achieved only
when employees combine their experience and ingenuity.
? 10 February 1984
OTE Group #5
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HAT IS THE PURPOSE OF CIA?
Tfie purpose of- the Agency fis to gather i nforinati on and p"r i1uce
intelligene~ far the political -readers--to "use- in--ma Ong
-" - decisions-regarding t"he defense o our country -
The Agency is "also seen-"as airotector of a"enocracy; both here
and thrdlu h6 U t-"tfie-world--and- a -guardian 6f -freedom and
prestige in our country.
KO W -"AR-E- THESE- P-U.R-P O"S E S T O--B-E A C'C"0-{?9 P LO-S"' -E d?--- --- --
T"o accompl i s"h "these purposes with t'he K X highest degree"
of excellence requires employee loyalty - requires us to
ask W at can I do for" the -ChA"?
tlork requires great ainnunt-of--eml oyee pr-idea b`ut empl ogees need
guidance and instruction to fully realize their potential
---" and achieve these a"oals With most effi-ciency~
l~Ji"thin thesecurity constraints f-"need=to-know", greater
agency-wide knowledge is-needed--by all employees.
- There must be a management atmosphere to permit employee
- oppportuni-ty and-e ncoura_ement to_improve self, _ _ _ _
Employees must have some free-d-oms to f leerntnivhat they Piave
learned in their training and self improvement. A certain
amount~of"ris{=taking should be encouraged.
_ -Agencyrust fully ufi-li ze its hurian resources -and not permi t
bureaucratic barriers to interfere.
- Agency must remain at the leading edge of technology in the__ _
--fields of coriuunications and intelliger7ce gatherin
Agency needs btfter rewards -system to recognize excellence in
a much more timely and less bureaucratic manner.
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9 February 1984
0
Executive Officer, OTE
FROM: Group #7
MISSION: To provide, using the best resources available, the
best foreign intelligence possible to a wide range of
consumers'in a timely and comprehensive manner.
MANAGEMENT: Management personnel are selected for their ability
to inspire enthusiasm and promote excellence based on
their own performance. By their example, management
will foster beliefs in the importance of the mission
of the Agency.
PEOPLE: CIA's people are its strength. CIA will provide a secure
and nurturing environment for its employees, affording
each person at every echelon an opportunity to learn and
grow. CIA expects from its people loyal and ethical con-
duct in their business and private lives in order to
bring credit on themselves and their employer.
STANDARDS: Recognizing the worth of each individual, CIA will:
--Provide a creative environment;
--Keep pace with new technological and scientific
developments;
--Foster and reward top quality performance;
? --Promote public trust by the excellence and integrity
of our performance.
STAT
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?
?
10 February 1984
MEMORANDUM FOR: Director of Training and Education
FROM Members of Excellence Group #8
SUBJECT Group Report
1. The overall mission of the Agency is to provide the best
finished intelligence; product in the world for the use of policy-
makers of the U.S. government. The Agency performs this mission
within the legal and policy framework established by legislative and
executive arms of the federal government. This mission clearly
places the Agency in the information collection and analysis
business. Given the !huge amounts of information available in
today's world, this agency must strive for the most effective and
efficient collection methods attainable, the highest-quality
analysis feasible, and the most lucid, concise distillation of the
results of this analysis.
2. In order to attain our goal of excellence, we believe that
all employees should hold certain convictions:
A. The mission of this agency ranks among the most important
of any in the federal government.
B. The Agency iss worthy of our deep pride and high respect.
C. The success of our enterprise depends on uncompromising
honesty and integrity on the part of every employee.
D. Agency employees are obliged to deal daily with a dynamic
world environment that shapes the work setting of all
employees. To remain effective in the face of constant
change and stress-creating challenges, individuals must
strive to be;flexible and resilient at all times.
E. Each individual has the responsibility to motivate him/
herself and to maintain that motivation.
3. Excellent performance by employees can be fostered only if
the organization creates an environment conducive to high achieve-
ment. The following are held to be essential to such an environment:
A. The employees of this agency are its most valuable asset.
As such, each individual employee--no matter what level--
is worthy of the respect of the organization.
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? SUBJECT: Group Report
B. Employee motivation is essential to high-quality perfor-
mance. While it is recognized that this motivation must
ultimately come from within the individual, the Agency will
do all in its power to foster this motivation.
C. In the same way individual employees need to demonstrate
flexibility to better serve the Agency, so too must the
Agency attempt to accommodate individual needs of employees.
D. Each employee deserves the opportunity to develop his/her
capabilities to the maximum, be it through on-the-job
training, formal coursework within the organization, or
outside training.
E. Through established programs and the caring attitude of its
employees the Agency demonstrates a sincere concern for the
safety and well-being of its personnel.
F. The organization encourages creativity and risk-taking on
the part of its employees at all levels.
? G. To function productively, free communication is essential.
This applies to the formal and informal exchange of infor-
mation across organizational boundaries, both horizontal
and vertical.
4. Operating principles.
A. The work of all directorates is crucial to the successful
accomplishment of our mission. In recognition of this, it
is essential that the opportunity for incentives and re-
wards for high accomplishment be equal across directorates.
B. Initiative and superior performance at all levels will be
recognized and rewarded by the organization.
C. The Agency should not suffer because of its structure, nor
should any aspect of it's mission be hindered by a "set of
procedures." Organizational flexibility is essential
because of rapid change that is a present-day reality. We
assume that different and better ways will be found to do
our jobs as time goes on. This applies to every aspect of
our functioning: policy making, individual tasks, job
descriptions, and ways of working together.
?
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1. The members of Group Nine feel that the "Purpose" statement,
though descriptive of the work of the Directorate of Intelligence,
lacks specificity and clarity in regard to intelligence collection
efforts and the actual work of the other three directorates.
2. The statement on "Organization" is not an accurate reflection
of organization at CIA. At CIA, there is a lack of sharing of
information that is purposely done under the "need-to-know"
principle. A free flow of information does not exist and
frequently the "right hand" does not know what the "left hand"
is doing. Protection of one's territory and suspicion about
others' activities work against interdependence.
3. The "Ethics" statement, though ideal, is too general and
greater specificity is needed. The applicability of the
"Ethics" statement is questionable in regard to practicability
and the laws of other countries. In addition, recruiters
sometimes violate ethics by making false promises about
employment opportunities and grade levels to applicants.
4. The statement about "People" is misleading and unrealistic.
Instead of stating that "management personnel are selected,"
we would prefer the words "management personnel should be
selected...." Our group feel that many of the people in CIA
are demoralized for the following reasons:
0
management reflects a "we-they" attitude.
an esprit de corps is lacking.
interaction is minimal.
personnel standards are low.
promotions result from politicking, not from
competence.
at some buildings, employees must suffer a financial
loss by paying for parking.
in some branches, no slots exist for headroom and
promotability.
salaries are not competitive with the private sector.
the Agency is "penny-wise but pound-foolish" in
spending money for recruitment and clearances but
not for equitable salaries.
PAR's are inconsistent and inaccurate since
oftentimes the numerical ratings do not jibe with
the comments.
personnel regulations do not reflect social trends
and should be up-dated (i.e. - as in the case of
single parents whose jobs require TDY travel thus
imposing a serious financial burden for child-care.)
standards and credentials required for promotion to
each grade, respectively, need to be established and
better defined.
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5. The "Management" statement seems to be in accord with the
philosophy of management at OTE. Members of the Analytical
Training Branch and the Language School especially feel that
management fosters creativity and the exchange of ideas.
Management in the Directorate of Intelligence, on the other
hand, imposes a rigid conformity to style, layers of editing
and review, and pressure to publish.
6. The statement on "Measure of Results" contains too much
verbiage and non-essential information. The first few
sentences which talk about "profitability" and "capital" are
irrelevant and should be deleted. In addition, the similar,
use of the word "prosperity" in the latter portion of the
statement should also be deleted since it implies that CIA
has something to do with the economic marketplace in the
United States. More clarification, specificity, and definition
are needed to describe "customers" accurately. Our customers
consist of the Executive Branch of government, and not the
general public at-large.
7. The list of "Standards" raises certain questions. Many
of the standards can only be taken on faith and are easier-
said-than-done. In particular, (1) the Agency is not up to
the state-of-the-art in providing simple technical support
items to employees (i.e. most typewriters and many word-
processors are already outdated); (2) "leadership" is an
unrealistic concept since we supposedly do not seek public
recognition; (3) "recognition as the best" is fallacious
when one asks "Who is making the judgment?"; and (4) the CIA
is too reactive and does not seem to nurture an ability to
be anticipative.
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IN SEARCH OF EXCELLENCE OTE group 10
Since people are the principal source of the Agency's
competency and represent a major investment, the Agency should
give priority to maintaining an environment which promotes
motivation, creativity, and humanism. Within this environment
should be stressed the ideals of freeflowing communication
channels, openness, trust, flexibility, individualism, and
personal growth. There should exist the opportunity and
potential for every employee to be the best that he can be.
One of the Agency's primary objectives should be to develop
each person to his full potential.
The first and most important step in achieving excellence
? is to re-focus the organization on clearly defined goals.
Goals provide direction and supply the foundation for building
a sense of shared purpose among the organization's members.
Therefore these goals must be congruent with the values of its
members. The future must include a vision that places high
value on people. Goal setting and action planning sessions in
which managers and subordinates participate are the best way of
implementing such a shared purpose, understanding, and
commitment that provide the basis for building trust and
clarity, for motivating the individual and instilling
esprit-de-corps. Employees must feel that the organization
they work for is their organization and that the organization
values them personally and professionally.
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The organization's leadership must welcome a healthy level
of risk-taking with a view towards personal growth and
development. Decisionmaking should be pushed down to the lowest
possible level. This requires an atmosphere of loyalty and
trust along with mutual support and respect between leaders and
followers.
The CIA should provide the opportunity to work in a
creative environment and one where there is a flow of
communication from the DCI level down to the unit level and
vice versa. Management should be open to all suggestions. New
ideas whether they are how to improve employee morale or how to
gather intelligence through some innovative technical means
should be encouraged, recognized and rewarded. The agency can
nurture these new ideas by providing the necessary internal
? and external training and fostering contacts with individuals
in government, private industry, and universities.
The DCI should exercise his legal prerogative to create a
unique personnel management system to attract, hire, and retain
the best human resources. The Agency should expand the
rotational assignments system to include lower grade levels.
The opportunities offered through rotational assignments offer
challenge and stimulation. This calls for the implementation
of added incentives, recognitions, and rewards.
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9 February 1984
MEMORANDUM FOR: STAT
Executive Officer, TE
Group #11
The Central Intelligence Agency is composed of operating elements
that are critically dependent upon one another to support their individual
and joint activities.
Our goals are to provide - in a timely and useful manner - accurate,
comprehensive information and polished intelligence to a broad range of
consumers supporting United States policy objectives both off our shores
and overseas.
No matter what job we have or the nature of our immediate tasks, our
independent and collective efforts are all directed toward this common
purpose.
CIA's operating style is to foster initiative and creativity by
allowing the individual great freedom of action in attaining well-defined
objectives, while requiring efficiency, accountability, and results at all
levels.
Our people, whose activities are conducted under and for the
protection of the Constitution and laws of the United States, are the source
of our capabilities and excellence. The strength and integrity of the
organization is dependent on the loyalty, quality and ethics of our people,
and our future is related to the opportunities afforded for their professional
and personal growth.
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We seek to exemplify in everything we do:
performance of the highest quality;
ethics and integrity of the highest order;
development of outstanding pride, skill, confidence, and
personal resources in the individual;
? to be on the cutting edge of and to efficiently utilize the
most effective technologies;
capability and flexibility to meet tough and sudden challenges;
? leadership and recognition as the best intelligence service in
the world.
The criterion measure of our excellence lies in the success of our
customers and their satisfaction with respect to the 'value, relevance, and
timeliness of the intelligence and operational inputs they receive from us.
This customer success and satisfaction can come only from your sense
of pride - your quality, creativity, dedication, and success in utilizing
both present and proposed technology and resources to collect, analyze, and
apply information and judgment to foster the security and prosperity of the
United States of America.
Our excellence is you.
Believe that we are the best - because you are.
Believe that we are important - because you are.
Our standards are high - and we are the best of the best.
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?
STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Purpose. To provide accurate, comprehensive intelligence
support to a broad range of consumers in a timely manner and in a
form to be of greatest utility. No matter what job we have or
the nature of our immediate tasks, our independent and collective
efforts are all directed towards this purpose.
Organization. The CIA is made up of operating elements that
are critically dependent on one another to support their
individual and joint activities. Each element's departmental and
national responsibilities are respected and, in turn, will
undertake to contribute to and make use of the role and
performance of other relevant elements.
Ethics. Our activities are conducted under the Constitution
and laws of the United States. The nature of our work is such
that every member of the Agency must be aware of and sensitive to
the letter and spirit of this legal context, and manifest the
highest degree of integrity in performance and conduct.
People. CIA's people are the root source of its
capabilities. The strength of the organization is dependent on
the quality of its people, and its future is related to the
? opportunities it affords for their professional and personal
growth. With this in mind, promotional opportunities shall be
commensurate with demonstrated capabilities, accepting that
non-traditional career paths may exist for some groups of
employees and therefore, credit must be given for job
experience. There shall be frequent review of positions
beginning after the employee has been in the position six months
to one year, with specific guidelines for upgrading if necessary,
and particular attention to the specific duties of unique
positions that differ with others of similar titles (rather than
simply evaluating groups of positions). Job security is also an
area that can contribute to the quality of personnel, thus,
Contract employees will be converted to Staff when certain
requirements are met, such as longevity, Citizenship, and
probable future need for that position within the organization.
Skills are recognized and fostered through training, travel and
assignments; management personnel are selected for their ability
to inspire enthusiasm and promote excellence based on their own
performance. The Agency expects loyalty, professionalism,
flexibility, and initiative from its people; and in turn the
people expect recognition, respect, support (moral, technical,
and administrative), clear channels of communication,
opportunities for initiative, protection for employees in special
categories, and room for improvement and advancement based upon
merit.
?
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Management. CIA's operating style is to foster initiatives
and creativity by allowing the individual great freedom of action
in attaining well-defined objectives, while requiring efficiency,
accountability, and results at all levels.
Measure of Results. Business organizations measure results
in profits, return on investment and capital growth required to
deliver the expanded and improved service which further increases
profit and capital value. This is achieved by meeting the needs
of customers more satisfactorily than alternative sources. As a
public service, this organization does not have profitability and
capital value to measure its results. Still, its results are in
the satisfaction of its customers in the value, relevance, and
timeliness of the intelligence and operational inputs they
receive. Those results come from the qualities of its people and
their creativity, dedication, and success in utilizing technology
and resources to collect, analyze, and apply information and
judgment to foster the security and prosperity of the United
States. The resources needed to achieve those results come from
the way the President and the Congress and the public assess and
value these results. Therefore, an effort shall be made to
acquaint the American people with the high standard of ethics and
performance exemplified by the personnel at CIA in an effort to
avoid loosing potential resources through misinformation.
Standards. We seek to exemplify in everything we do:
-- performance of the highest quality;
-- ethics and integrity of the highest order;
-- development of outstanding skills, confidence, and
personal resources in our people;
-- utilization of the most effective technologies;
-- capability and flexibility to meet tough and sudden
challenges;
-- leadership and recognition as the best intelligence
service in the world.
?
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7 February 1984
MEMORANDUM FOR:
Executive Otficer,_OTE
Group #13
Recruit top notch people in their fields.
Employ people whose goals/purposes are in concert with those of
the Agency.
Demonstrate progress.
Demonstrate validity of ideas.
Have more compensation/reward/pride in professionalism:
Management
Individuals
Trainers'
Analysts
Operations Officers
Artists
Secretaries
Etc.
Each profession should be respected and rewarded for achievement.
Secretaries are professionals
Avoid "labels" on professions.
Professional
Clerical
Technical
Should seniority (age) be important ....... treasure the wisdom
of experience.
Undercover employees should not "suffer" because of their status.
They put life/limb on the line.
Education loans (Credit Union).
Off-campus credits for course work.
Prestige in working for The Agency.
We are accountable.
STAT
I
Legality makes us different from other security agencies (Communist)
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We wish we could educate the American public on what we do:
Differences between CIA and other intelligence organizations--
their ideology.
Employees should be able to be proud of the image of the Agency.
Be able to proudly state they work for CIA.
Should have internal "family contentment" of working for
the Agency--despite the fact that they can not talk
about it on the outside.
Enthusiastic managers:
Transfer their enthusiasm to lower ranks.
Don't force those who don't have the inclination or
-potential into managerial positions.
This should not be the only way to advance.
Have vision of potential for those who have not achieved to
the height of their abilities.
How to motivate people:
Rewards---Spiritual/Physical.
Education--"Thought Reform".
Goals (Overall).
Purpose (Overall).
Repetition of standards/objectives/integrity/sensitivity
of being part of an "elite corps".
Encourage independent work habits, not necessarily having
a leader/follower distinction.(You don't have to "lead"
to do an excellent job.)
Individualism.
Ideas.
Overlap/continuity of jobs:
When "new" replaces "old", some guidelines should be
available for the transition--both documentation and
personal (training). Alleviate insecurity of taking
on the challenge of a new job.
Tell them that "they" are important.
Tell them that "what they do" is important.
Share with each other what they do.
Do we really need to keep it on a compartmented--need
to know-- basis.
We keep re-inventing the wheel.
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STATEMENT OF PURPOSE, PRINCIPLES, AND STANDARDS
by
OTE Working Group 14
Purpose.
The employees of CIA serve the American people by providing
their elected representatives with the best possible information
on foreign events that could affect our national interests. CIA
does not make foreign policy. Our mission is to provide policy
makers with facts and analyses that will help them formulate our
country's foreign policy. Although.we work under the direction
of the President and his National Security Council, our intelli-
gence product is objective. The CIA is neither a political nor
military entity, but rather an impartial observer and reporter on
the world situation.
Principles.
Because of the nature of intelligence work, we must maintain
a high level of secrecy about intelligence sources and methods.
Above all, we have a moral obligation to protect both American
and foreign citizens who often take grave risks to provide our
country with information we need. Nevertheless, we recognize
another obligation to be as open as possible with our fellow
citizens. To the extent possible, we distribute intelligence
information to the public and participate as an agency in coopera-
tive-ventures: with other public and private or.gani.zations. We
encourage our employees to be exemplary citizens and to actively
participate in professional associations and community activities.
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Standards.
The success of our mission depends on.the skills and integrity
of our people. We seek employees who exhibit the highest standards
of personal and professional conduct. CIA's personnel management
philosophy is one of career development for all employees. We
believe that training and educational programs are a part of
every job; we encourage employees to advance their own careers
through the assumption of responsibility; and we reward productivity
and loyalty through promotion, financial rewards, and job security.
We take pride in the fact that it is the people of CIA who provide
our country with the best intelligence service in the world.
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