CANDIDATE TOPICS FOR FEBRUARY OFF-SITE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90G01353R000500550003-8
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 124
• Document Creation Date: December 27, 2016
• Document Release Date: July 5, 2012
• Sequence Number: 3
• Publication Date: January 6, 1988
• Content Type: MEMO

STAT
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STAT
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
FROM:
R. E. Hinman
DDS&T
6E60 Hqs
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NO.
t;_'-e - 055 98
DATE
. 7 January 1981
TO: (Officer designation, room number, and
building)
DATE
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INITIALS
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
RECEIVED
FORWARDED
1 .
DDCI
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-s;
MEMORANDUM FOR: Director of Central Intelligence
FROM:
SUBJECT:
6 January 1988
R. E. Hineman
Deputy Director for Science and Technology
Candidate Topics for February Off-Site
1. Following are a few topics for your consideration in setting an
agenda for our management conference on 21-23 February.
a. The need for a single Agency. As intelligence problems become
more complex, it is clear that a multi-directorate response is
necessary. Our present way of operating results in isolation of cultures
which naturally encourages a much more narrow focus than desirable. We
need to do a better job of preparing the next generation of Agency
leaders so that they don't turn out to be just directorate leaders. We
need to have more movement at'various levels across the directorates and
more unified programs in order to move toward a single Agency.
b. Revitalized Executive Committee. If we are serious about moving
to a single, unified Agency, a revitalized Executive Committee where
advice can be given and taken, and decisions made is necessary.
C. Advertise CIA successes. Is this really 4 good idea? Does the
general public really expect the secret spy service of the country to
expose its activities, and is the public really interested? How do we go
about such a campaign? What sort of activities can we trumpet safely?
d. Counterintelligence. Counterintelligence has been treated piece-
meal by a limited number of people in two or three parts of the Agency.
It is not just a Directorate of Operations problem or an Office of
Security problem, but an Agency problem. How should the Agency organize
itself and provide the proper staffing to do the job correctly?
e. Research and Development funding. For years, research and
development (R&D) funding activities have had to compete directly with
all other Agency activities for funds. Because of the long-term nature
of research and development funding, requests often are reduced in favor
of "higher priority near-term" activities. As a result, we are not doing
all that we should to prepare ourselves for the future. Would we be
better off by establishing a fixed percentage of the Agency budget to go
to R&D and set those funds aside right off the top just as you would
funds for your savings account?
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411. 0
ADMINISTRATIVE - INTERNAL USE ONLY
SUBJECT: Candidate Topics for February Off-Site
f. Covert Action. While I play very little, if at all, in the
covert action arena, it seems to me a topic which is worthy of some
discussion. It is where the Agency gets all its black marks even though
a very small amount of our resources is devoted to the subject.
g. Agency size. The problems that require intelligence inputs are
growing not only in number but in complexity. In order to be responsive
to our customers, we need to increase the effectiveness of the people
that we have, and I believe increase the number of people. There are
some who would argue that the Agency is big enough and should not grow
any more. It seems to me that some discussion on this subject would be
beneficial.
2. I hope you will find the above helpful. Should you want further
elaboration on any of the topics, I will be pleased to talk with you about
them.
cc: DDCI
EXDIR
?
2
R. E. Hineman
ADMINISTRATIVE - INTERNAL USE ONLY
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ROUTING AND RECORD SHEET
SUBJECT: COptionol) ..---.....
2 ,,,,,,A4-44,00:0'MKX:V.Sten....4 1,46
Conference, l'. ebruary 1988
ExecoOm ?
FROM:
James H. Taylor
Executive Director
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EXTENSION
NO.
DATE
1 March 1988
TO: ?laNcTtlitaiii4tViitiZavr,"Ing"
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DATE
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INITIALS
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to whom. Draw a line across column after each comment.)
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L Director of Central
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ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Off-site Conference, 21-23 February 1988
hot* hgisby
25X1
FROM:
James H. Taylor
Executive Director
EXTENSION
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z - o 8-5-g
TO: (Officer designation, room number, and
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DATE
DATE
1 March 1988
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COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
1. Director, Intelligence
Community Staff
2- Deputy Director for
Administration
3. Deputy Director for
Intelligence
4- Deputy Director for
Operations
5- Deputy Director for
Science and Technology
?
Inspector General
7. Chairman, National
Intelligence Council
?
General Counsel
9. Director, Office of
Congressional Affairs
10.
Comptroller
IL Director, Public Affairs
Office
11 Counsel to the
DCI
13. Director, DCl/DDCI
Executive Staff
14.
15.
TO ALL:
PLEASE RESPECT THE DCIADCITS
VIEWS THAT THE NOTES FROM THE
OFF-SITE SHOULD NOT BE
REPRODUCED AS INDIVIDUAL COMMENTS
ARE OFF-THE-RECORD.
g--g 60
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1 March 1988
MEMORANDUM FOR: Director, Intelligence Community Staff
Deputy Director for Administration
Deputy Director for Intelligence
Deputy Director for Operations
Deputy Director for Science and Technology
Inspector General
Chairman, National Intelligence Council
General Counsel
Director, Office of Congressional Affairs
Comptroller
Director, Public Affairs Office
Counsel to the DCI
Director, DCl/DDCI Executive Staff
FROM: Executive Director
SUBJECT: Off-site Conference, 21-23 February 1988
Our off-site conference was made up of eleven specific discussions as
set forth in the attached conference agenda. These notes are intended to
briefly summarize the scope and character of each discussion, and our
recommendations for future action.
1. Mr. Hineman set forth the case for devoting a fixed percentage of
the Agency's budget (to be settled after Congressional action) to basic
research and development. He argued that such activity pays continuous
dividends to all of us; that it should be regarded as support to the entire
Agency and not simply to the S&T. He pointed to the need for Agency
involvement in certain kinds of computer processing technologies, super
conductivity, and in other areas with potentially revolutionary implications
for many parts of our profession. Others expressed general support for an
R&D program focused perhaps on five or six areas of the most fundamental
interest to all of us. Mr. Hineman pointed out that there was an extensive
process of consultation with all levels of management in an effort to ensure
that our R&D program really is responsive to all our needs. He proposed
that we gradually increase the percentage of our investment from today's
approximately 1.5 percent to about 2.5 percent of our budget, and that this
allocation be set after Congressional action. The DDCI noted that the
question Evan had raised was analogous to the problem of whether one pays
his savings account first or his mortgage payment. He suggested that we
think of today's 1.5 percent of non-personal services as a floor, exploring
ways to increase the level. Mr. Childs pointed out that we were free to
make this decision, but that each time we build a fence around one part of
our program we assured that many Congressional and other reductions would be
applied to the ever-declining, non-fenced balance.
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2. The second session was a presentation of Agency demographic trends
and their implications. Mr. Huffstutler took us through a series of charts
(available to attendees), laying out the composition of our workforce from
numerous points of view. He noted, in particular, that the number of
non-strength count employees has grown from 12 percent of our total
workforce some years ago to 25 percent today, reflecting, for example, the
numbers of part-time security folks needed to cope with the sizeable
increase in Agency population and the security escorts needed to help us
with the construction and fitting out of the new building. He also noted
that while today's Agency workforce is young, it seems to present a
reasonable healthy balance between more mature individuals able to provide
experience, competent leadership, and balance with newer, less experienced
employees who bring us fresh ideas and perspectives from the outside world.
There followed a good deal of discussion about today's reward structure;
about attrition and flow-through; and about problems we have retaining
certain kinds of employees, in particular, technical people at the GS-14
through SIS-01 or 02 level. Other issues discussed included some innovative
proposals from the Human Resource Task Force report which will be coming
forward for decision soon; the strong need for internal recognition of
superior performance, in part a result of the lack of outside recognition;
career progress being made by women; the operation of our career service
structure; continuing changes in the mix of our workforce, particularly the
continuing transformation of our clerical population into other higher
skilled areas; and issues relating to whether we are promoting the right
people to senior positions. The DCI stated his conviction that our career
services, particularly at the senior level, should be more broadly based.
Mr. Hineman expressed concern that, in pursuing this laudable goal, we not
be driven to a process dependent only on a paper record, which he
characterized as inadequate as it is operated elsewhere.
3. Mr. Taylor summarized the major changes that were made some four
years ago in our language programs, emphasizing that our experience with the
program so far strongly suggest that our Language Achievement and
Maintenance Awards Programs are working as intended, i.e., they do motivate
people to study and maintain language skills, but that the Use Program is
not having the desired effect. Mr. Stolz explained his great concern that
we do not have sufficient numbers of people who are truly competent to do
business in foreign languages. He cited statistics about the too limited
numbers of "highly skilled" (Level 4) speakers in many languages, and said
that he will soon propose a reorientation of the Language Program to
deemphasize Use Awards, while emphasizing higher level Achievement and
Maintenance Awards. In addition, he may propose that some of the funds
being spent on the Use Program truly be devoted to our training efforts,
allowing us to put more people overseas into full-time language training or
perhaps total immersion programs here in the United States. Mr. Childs
noted that we needed to establish some goals (i.e., 100 Level 4 French
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speakers), so we could see whether we were making progress. The DCI
expressed his conviction that we must support a long-term program, that the
Agency must make the necessary investments to sustain such programs, and
said he would support sensible new initiatives.
4. Mr. Price reviewed the Agency's use of rehired annuitants, including
those from the Agency as well as other federal organizations, particularly
Defense and the FBI. He pointed out that most annuitants in effect do
"piecework" and other tasks that aren't easily filled by career officers,
and that a decision to replace our annuitants with full-time staff employees
would add some $10M to our overall costs. There was a good deal of
discussion about the various circumstances in which annuitants are
cost-effective. The DDCI emphasized that those who use annuitants for their
unique skills should be required to identify new sources of such skills
within a specific time, e.g., one year. The DCI expressed appreciation for
the detailed presentation, and noted that the program seemed useful and
sensibly managed. He asked that we be particularly circumspect in allowing
back very senior people, and that we avoid circumstances in which someone
might retire from the Agency today and return to the same job tomorrow as an
annuitant, and the circumstance where someone might retire in a lower or
medium grade but be effectively granted a significant salary increase by the
terms of his contract as an annuitant.
25X1 5. took us through a series of provocative viewgraphs on
executive training and development. Much of the subsequent conversation
focused on recent innovations in the training program, particularly in the
Executive Seminar and the new First-Line Supervisor's Course. The DCI asked
a number of questions about assessment centers and similar techniques for
coming to better informed judgment about the management or leadership
abilities of individuals. He also asked a number of questions about the
techniques available for motivating our people, and expressed particular
interest in OTE's Looking Glass course, the new First-Line Supervisor's
Course, and other efforts to help managers develop their abilities. Other
topics were explored, including whether we are sending the right people off
to universities; how our training selection process works; and whether we
have tracked the people who have participated in our training program to see
what has become of them since training. The DCI stated his conviction that
"vertical dependency" is a problem, that our personnel system needs to
signal to employees that their career, promotion and other needs are
reviewed by more than their supervisor. There followed a decision of our
panel process as it relates to this issue. Finally, there was an animated
conversation about whether the Agency is promoting the right people into the
SIS ranks and whether all employees are in fact taking advantage of the new
innovative training programs which OTE has designed to help with these
issues. Mr. Stolz particularly noted that the DO has a problem with
participation in training programs, that partly this was the fault of
Operations Directorate managers, that it was in part an attitudinal
question, and partly that some OTE programs need to be better adapted to the
Operations culture if they are to be successful. Mr. Hineman stated his
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view that we should bring all new supergrades back from overseas, as
necessary, to participate in the Executive Seminar so as to ensure that all
25X1 officers are exposed to this experience, pointed out that
participation is good and improving, but that more effort and management
support will be required to get us to 100 percent.
6. The next session concerned minority hiring. Mr. Price took us
through a number of charts, making the point that women are becoming a
larger percentage of our professional workforce, that they seem to be doing
reasonably well and are moving upward in our organization, particularly that
the feeder groups to bring women to senior positions look in much better
order than only a feW years ago. The picture with respect to blacks and
other minorities is not so positive. The statistics show respectable
numbers of minorities coming into the Agency, though the numbers are
distorted by recent hirings of large numbers of relatively low graded
employees. There ensued a long discussion of the meaning of these
statistics; the effect of the PATB; and about how our hiring process
worked. Mr. Price noted that entry into the Agency for blacks would likely
become more difficult as the numbers of new hires decrease dramatically as a
result of reaching ceiling and an end to growth. In effect, the competition
is increasing. The Director emphasized that our directorates and offices
don't hire people, the Agency does. He said that the Office of Personnel
should, in some cases, hire qualified blacks and other minorities, even
though there might not be an Agency sponsor for them initially, and take the
responsibility for placing them on a career path. He added that the
circumstances for our women appeared good, but that we need to redouble our
efforts with blacks and other minorities.
7. The discussion then turned away from personnel resources to a
broader conversation about resource issues. Mr. Taylor reviewed how the
Community process evolved over the last decade and the DCI's changing role,
the abolition of the Executive Director's job in 1973, and the development
of the Comptroller meeting format which has shaped today's budget management
arrangements. He added that there now seems to be a broadly?based consensus
for much more thoughtful Agency planning directly linked to our resource
process, and that he will make some specific proposals shortly.
8. Messrsr. Stolz and Kerr then presented their perspectives on today's
resource picture, stressing our diminished circumstances, our changing
priorities, what the new Administration may want, and the perennial question
of what we can stop doing in order to make room for needed new efforts. The
DCI, in particular, stressed that we need to focus on what we must do, not
on what we don't want to do. He expressed his sense that despite
reductions, we are in quite good circumstances overall, and reiterated that
we need to pay continuing close attention at all management levels as to
whether our money is being spent in areas where it is truly required. The
DDCI noted that he didn't have the intimate contact with budgetary issues in
the Agency that he did as DDI, but that his view of our overall
circumstances was inevitably shaped by the small examples that came to his
attention, and that he had seen enough examples of unnecessary expenditures
lately to cause him to question whether we face a serious resource crunch.
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There followed a general conversation of these points, with emphasis on the
need to focus more clearly on the little items which do, in fact, add up,
but with recognition that just inflicted, sizeable cuts in the base program
will go far towards eliminating any minor excesses which may have appeared.
Mr. Taylor said that, in his opinion, -a discussion about whether we would
need to cut overseas stations or reduce or terminate analytical work in
selected areas (such as narcotics or counterterrorism) to cope with budget
cuts was irrelevant at the moment because these were not the items in our
program that truly cost money. He suggested that at the Agency's lowest
financial ebb in the late 1970's our personnel costs constituted half of the
Agency's budget, with the balance directed to current operations and a
near-zero level of investment. Even in 1988, after significant recent cuts,
25X1 our investment programs still total more than and it is in this area
that we will regrettably be forced to take further cuts if they come. The
DCI stressed the need to work hard to ensure that we maintain a level of
investment in the areas which require it; in effect, doing a little bit each
year to keep ourselves modern rather than be faced with replacing total
systems with expensive and highly-visible investment initiatives.
9. The Executive Committee met privately with the DCI and DDCI on
Monday evening to concentrate on a discussion of our counterintelligence/
security posture, and to discuss senior management relationships and
arrangements generally. Mr. Huffstutler was tasked to prepare a paper
summarizing our discussions in the counterintelligence area.
10. Tuesday morning the DCI summarized the previous
25X1 discussion along the lines above; announced his decision
will be the new ADDI; and emphasized his conviction that
emphasis on thoughtful planning for the future. We then
evening's
that
we must renew our
returned to the
resource discussion which had begun the day before, with Messrs. Hineman and
Huffstutler summarizing their circumstances and the challenges they face.
Mr. Hineman emphasized the collegial planning approach he had developed in
the S&T which encourages the Office Directors to operate in a more
thoughtful way. Mr. Huffstutler emphasized that while the DA had taken
major reductions recently, they at least had the satisfaction that (except
with respect to technical security), they had made major progress on most of
the needed Agency upgrades, including our communications program, the new
building program, etc.
11. The Director then summarized the entire session, expressing his
general satisfaction with the conversation, and complimenting all of the
presentors for their efforts. He observed that we hadn't spent much time
talking about communications with our employees, but that he wished to
emphasize its importance and that we would discuss it explicitly at our next-
session. He again emphasized his conviction that an organization as
heterogeneous as the Central Intelligence Agency very much needs a, corporate
perspective at the top, and that we are a cutting-edge organization
requiring continuing investment in the future if we are to maintain that
status. He emphasized the itportance of investing in systems which allow
5
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25X1
us to move our information around to ensure that the right people get the
right information, and stressed that we must do all this in the most modern
way.. .at least on a par with the private sector. He stressed that there
were certain kinds of issues that are very important to employees: parking
spaces, clean halls, decently painted facilities, etc., and that in dealing
with the budgetary cutbacks we should ensure that we don't tamper with these
important and high-visibility programs any more than is absolutely
necessary. He encouraged further progress in the executive training and
development areas, suggesting that we have made a very solid start; that we
need to maintain our flexibility and find additional ways to make sensible
moves which will enhance the future capabilities of our people. Finally, he
stressed again the need for all of us to think of "we" as referring to the
entire Agency, not just to the particular component in which we worked, and
reiterated that we needed to do better at tying our resource decisions to
our goals. Following this, the DDCI and others present each expressed their
views on the value of the discussions held and offered suggestions for the
future.
Decisions:
12. The Language Program will be revised to deemphasize the use of
language Use Awards and increase our investment in training and Achievement
and Maintenance Awards. Mr. Stolz will have proposals prepared for detailed
consideration by the Language Development Committee.
13. Mr. Taylor will begin development of a planning process which will
link our management objectives and priorities directly to the budget
process. Major changes will be made in time for incorporation into the 1991
budget process beginning in the Fall.
14. Mr. Huffstutler will complete a memorandum outlining agreed changes
in the counterintelligence/security area.
cc: DCI
DDCI
6
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25X1
us to move our information around to ensure that the right people get the
right information, and stressed that we must do all this in the most modern
way.. .at least on a par with the private sector. He stressed that there
were certain kinds of issues that are very important to employees: parking
spaces, clean halls, decently painted facilities, etc., and that in dealing
with the budgetary cutbacks we should ensure that we don't tamper with these
important and high-visibility programs any more than is absolutely
necessary. He encouraged further progress in the executive training and
development areas, suggesting that we have made a very solid start; that we
need to maintain our flexibility and Eind additional ways to make sensible
moves which will enhance the future capabilities of our people. Finally, he
stressed again the need for all of us to think of "we" as referring to the
entire Agency, not just to the particular component in which we worked, and
reiterated that we needed to do better at tying our resource decisions to
our goals. Following this, the DDCI and others present each expressed their
views on the value of the discussions held and offered suggestions for the
future.
Decisions:
12. The Language Program will be revised to deemphasiie the use of
language Use Awards and increase our investment in training and Achievement
and Maintenance Awards. Mr. Stolz will have proposals prepared for deti-liled
consideration by the Language Development Committee.
13. Mr. Taylor will begin development of a planning process which will
link our management objectives and priorities directly to the budget
process. Major changes will be made in time for incorporation into the 1991
budget process beginning in the Fall.
14. Mr. Huffstutler will complete a memorandum outlining agreed changes
in the counterintelligence/security area.
cc: DCI
DDCI
ORIG:EXDIR:AlTaylor:be
Distribution:
0 - D/ICS
1 - Ea. Addt'l Addressee
1 - DCI
1 - DDCI