NO DILEMMA ON RESOURCES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B01123R000100080013-8
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 9
• Document Creation Date: December 21, 2016
• Document Release Date: February 26, 2008
• Sequence Number: 13
• Publication Date: December 22, 1982
• Content Type: MEMO

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STAT
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EXCOM 82- 7062
22 December 1982
SUBJECT: Minutes of 9 December 1982 Executive Committee
Meeting: Long-Range Planning, Phase IV:
Support Capabilities
1. The Executive Committee met on 9 December 1982 to review
the DDA's long-range planning paper on support capabilities. Mr.
(ExDir) chaired the session; participants included Messrs.25X1
cMa on (DDCI); Stein (DDO); Hineman (DDS&r); Fitzwater (DJA);
Gates (DDI); Taylor (IG); Glerum (D/OP); and Childs
(Comptroller). (AIUO)
jIealso noted_ the need to broaden the focus on the
secretarial/clerical work force to include possibilities for
automation. He suggested tu e nee fgx management training,
focusing on techniques for eneralists who manage specialists. OT L.
training to the original DDA paper and introduced to 25X1
highlight the paper. outlined the methodology used 25X1
and noted the paper focused on providing support capabilities for
two alternative Agency populations: He 25X1
stressed the need for a much more sophisticated-support structure
in the years ahead. Continued emphasis should be placed on the
communications recapitalization.program, computer security,
central ADP services, increasing training requirements automated
support systems and growing space requirements. 25X1
25X1
3. summarized his reactions to the paper. He
did not see i qui-.rements to keep up with new initiatives and
to rebuild the DDA support infrastructure as either/or
propositions. He found a heavy emphasis on automation in the
paper but noted the lack of any qualitative discussion regarding
how automation will contribute to enhanced productivity. He
reiterated the conclusion from an earlier session that
scientific computing facility would not be required. 25X1'
concurred with the suggested increase in computer graphics and
the need to address. new means for data archiving for storage and
backup. ckup. He saw nothing dramatic in the communications portion of
the paper other than the acknowled ed need to follow through on
the recapitalization program. 25X1,
4. thought the-train.ing section overemphasized 25X1
2. Mr. Fitzwater noted the additions on sec
`cross a n d . existing job categories. Mr.
y
g
p
y g
p ,
countermeasures, and overseas support areas. He suggested
developing a stronger employee security awareness program. He
thought the securit
section was
ood in the
ol
ra
h
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ct. BY
rr,
25X1
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found nothing innovative in the finance section. In the
logistics area, applauded the concept of an V 25X1
i nt _r g .r v i oes support agreement with the Air Fox-me- He supported
OMS's suggestions for focusing on the impact of increased.use of
computer terminals on employees' well being, He also noted the
possibility of including'a gym in the new building. 25X1
thought the OIS portion of the planning paper overemphasized
artificial intelligence; he also qualified th concept of an
"uninterrupted exchange of dat." suggested that an 25X1
employee population of about a would probabl be reasonable 25X1
for planning purposes for the coming decade. 25X1
5
some interesting and not unfamiliar ideas, including giving
employees unclassified work to do while awaiting clearances, the
,mobki crisis center, formalizing the operations support
as,siisstant positions, and exchanges with State. He found the
paper weak in outlining the strengths and weaknesses of the
DDA. He suggested addressing what the directorate neecteil to do
to_,attract___an_d retain employees. Oyer-seas service and rotational
-assignments should be corls~d_ered. The DDA should also develop a
strategy for developing support capabilities in nontechnical
areas, including social and psychological areas. He also noted
the need to focus on the .impact of the national programs on
administrative support. 25X1
6. Mr. Stein observed that the DDA paper seemed to
overemphasize automation. His main concerns were the need for
more people and funds and the seriousness of the security
threat. He saw maintaining appropriate compartmentation as a
serious problem. Mr. Hineman saw the DDA paper stressing closing
the support gap rather than looking ahead--a natural result of
the reductions in recent years. He believed more people were
needed to work on computer security and the polygraph program.
He was concerned about getting the right kinds of people in these
areas and suggested more DDA/DDS&T exchanges might help. He also
thought that the D A should establish priorities among its
rebuilding needs. noted that when the Deputies were 25X1
asked to provide their space re uirements, the resulting list
exceeded the space that the Building will make 25X1
available. Mr. Hineman precipitated a discussion of the training
that will berequired for the secretaries/clericals. Mr. McMahon
opined that the skill mix will change considerably, with more
secretar_' is functioni more as intelligence I---
-ants 25X1
7. Mr. Gates was concerned that the DDA paper had been
written in isolation from the personnel paper. He pointed out
that while other directorate planning papers focused on how to
accomplish their missions, the DDA and Office of Personnel should
force the other directorates to focus on people concerns. He
suggested that the DDA should be thinking about nonfinancial
~_incentives to attract and retain people. Examples included
physical fitness facilities, an aggressive health care program, ~;?
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.s i
legal counseling, and better use of existing space. Mr. Gates
thought the Office of Security needed t be revitalize-d- More
attention should be paid to personnel security. Considerable
thought will be required regarding maintaining security standards
in the midst of the evolving social mores of current and future
api_cants. Mr. Gates thought in general the DDA paper lacked
imagination for dealing with the Agency's problems in the coming
8. Mr. Glerum acknowledged the resource dilemma of choosing
between rebuilding the Agency's dwindling infrastructure and
pursuing new initiatives. He supported the program outlined for
operational support assistants. He cautioned that categorizing
the Agency as a Foreign Service agency could have negative as
well as positive effects. He advocated that OMS do more
ps_c~hOlo i^~~ ~~~~~sments, particularly for people going 25X1
9. Mr. Taylor regretted that the planning paper appeared to
call for more money and more people as the answers to all
problems. He pointed out that the paper did not discuss the
important relationships between support entities and other
components. Large charter issues, such as the advisability of
decentralized versus centralized computer support, were also
missing. As.another example, he questioned whether
providing adequate R&D support in the security area. 25X1
noted that the information handling specialist who wi e added
to his Planning Staff will focus on the centralized ADP support
issue and strive to anticipate developments rather than react to
them. Mr. Taylor thought some serious thinking was warranted on
what a central support capability should be. noted 25X1
the possibility of dividing the DDA into two groups of
activities one people related and one oriented toward
"things." 25X1
10. Mr. Childs praised the many good ideas reflected in the
planning paper. He was not persuaded that automation would
become as pervasive within the next decade as the paper
indicated. He suggested including some ideas on management-
--training, particularly in the area of managing specialist Mr.
I i_~p-2t e,_- eu_c t aneemaag~ a~~~ai_der as_~A_n ice. Mr.
speculated this was a legacy from the recent budget cuts 25X1
in training. 25X1
11. Mr. McMahon thought the discussion had fostered some
good ideas worth pursuing. He agreed that the Office of Seeurt w_.
needed to th-ink more about the impact of changing societal values
on the Agency's security standards. He urged more attention be
paid__to physical security in the wake of the growing terrorise
threat. He encouraged increased availability of medical services
for employees. He recommended that the Office of Training
-.p-c_ep.ar_e-J o.r_ -_th.e __e.x.p e c t e d change in the mix of skills among
Ioyees. He also emphasized that increasing the number of
polygraph operators could not wait until 1984.. Finally, he said
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K i. d s i x; ~ j t
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that he would like to see more on how to broader
Agency focus to the Career Trainee pro
--25X1
25X1
12. advised that the Planning Staff would
summarize the planning process and develop a draft guidance
document for components. It will also evaluate the process. Mr-
then adjourned the. meeting. 225X1
Distribution:
DDCI (Subject File)
ExDir
DDI
DDO
DDA
DDS&T
Comptroller
IG
D/Persmonel
Planning Staff
EXCOM Minutes
ER
3
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 Approved For Release 2008/02/26: CIA-RDP86BO1123R000100080013-8 DD/A RegistrY
ns
EXOOM 82-7n61.
13 December 1n82
MEMORANDUM FOR : Executive Commit t e e Members
Executive Assistant to the DDCI
SUBJECT: Minutes of 2 December 1982 Executive Committees
Meeting: Long-Range Planning, Phase IV, Support
Capabilities
1. The Executive Committee met on 2 December 1982 to review
the Phase IV long-range planning papers on personnel eauirements
and research and development support capabilities. 25X1
chaired the session; participants included Messrs. McMahon
(DDCI); Hineman (DDS&T); Fitzwater (DDA); Stein (DDO); Gates
(DDI); Taylor (IG); Childs (Comptroller); and Glerum
(D/Personnel). (AIUO)
2. Personnel Planning. reviewed events in the GJ"I
planning cycle to date and outlined the next steps. He
highlighted 'papers submitted by the Comptroller and the General
Counsel. for this phase of the planning process. He noted that
the personnel planning paper was.a catalog of present and future
problems and the solutions suggested were tantamount to
continuing existing practices with slightly more resources.
Highlighting the paper, Mr. Glerum stated that more personnel
officers would be required for the components, recruiting and
retaining high quality employees would become increasingly
challenging, and offsets would be required to co c, nt
service becoming less attractive. In response tre 25X1
questions, he acknowledged that suggested solutions to t_e atter
included improved benefits and a special pay scale for hard-to-
get high technology specialists. He also noted that product ivi
measurement programs would only be applicable in some areas. 25X1
3. Mr. Gates stated that he was disappointed with the lack
of alternatives presented in the paper. He observed that
Congress probably would he more inclined to have CIA benefits
conform to those in the rest of the Government rather than to
improve CIA's benefit package. Ile noted the lack of any
differentiation among the problem sets facing the five career
services. He questioned the gains to be realized from
productivity measurement. Mr. Gates suggested a number of
significant issues on the horizon that should he addressed in the
Agency's personnel planning process: the changing character of
secretarial/clerical work in the wake of increasing office
automation, including SAFE and Ci.-~WT;, the impact of slowed
promotion rates leaving many GS-15s dim prospects for career
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advancement; the need to develop incentives other than money to
retain and motivate employees; the implications of an increased
percentage of specialists with narrow ranolcs of expertise; and
the impact r in societal values on the work ethic of newer
employees. 25X1
4. Mr. Stein said that he had similar concerns. He
believed that many of the problems could be solved if they could
be broken down into their directorate parts. He acknowledged
that the "one-Agency concept" was valid in many areas to ensure
equity, but in others it could compound the problems of working
in a large bureaucracy and dilute the career satisfaction that
was.more easily attained in smaller units. Mr. Hineman concurred
with the latter point. He objected to the negative tone. of the
planning paper, noting that people worked at CIA because of their
interest in their work and loyalty to the organization, not just
for money and benefits. Mr. Fitzwater thought the problems
identified in the paper as well as those noted by Mr. Gates were
valid. He observed that the environment the paper projected for
the future was already here.F-~ 25X1
contractors, and the. Agency has been unimaginitive in tapping
this skilled pool of people. He suggested the possibility of
establishing wholly owned subsidiaries to do specialized tasks.
5. Mr. Taylor concurred with the concept of employees being;
less inclined to spend entire careers at the Agency as "portable"
benefits became more common (e.g. Medicare, IRAs). He suggested
that dual career families should be considered a potential asset,
not a problem. Given the relatively small percentage of
employees serving overseas, Mr. Taylor thought concerns about
attracting employees to overseas service were overblo.in. He
noted that much of the Agency's significant work is performed by
6. Mr. McMahon said that the discussion had been very
constructive. He agreed that the secretarial issue merited
attention and suggested the IMS conversion program as a model.
He stated that surfacing issues like this one would be one of the
tangible benefits of the planning process. Mr. McMahon agreed
that with some imagination and good management, dual career
families should be a plus for the Agency. He was di srrmaved by the
materialistic theme throughout the paper. He was disappointed
that the paper did not reflect what he considered to be the ~i?..
spiv it`'of CIA employees who der iveU great satisfaction from the
enormous challenge of their work. Given the Agency's inability
to compete with the private sector financially, he suggested
concentrating on competing in other ways. Mr. Glerum said that
CIA applicants were not motivated only by money, but today's
economy did make money more of a factor than in other time
periods. concluded that the personnel paper had 25X1
served as an excellent catalyst for surfacing many ideas worth
pursuing. n 25X1
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Distribution:
DDCI (Subject File)
ExDir
DDI
DDA
DDO
DDS&T
IG
Comptroller
D/Personnel
Planning Staff
ER
EXOOM Minutes
4
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