THE DIRECTORATE OF ADMINISTRATION - GOALS FOR 1988

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90M01364R000800180005-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 18
• Document Creation Date: December 27, 2016
• Document Release Date: January 28, 2013
• Sequence Number: 5
• Publication Date: January 6, 1987
• Content Type: MEMO

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6TcciA__
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Status eport on DA Goals for 1988
1
EXTENSION
NO.
DDA 88-1864.
FROM:
DATE
taAIDDA
7D24 Hqs
2 September 1988
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
INMALS
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
RECEIVED
EORWARDIM
L EXO/OC
--
we approach the end of
1988, we need to assess the
kogress that we have made toward
Acc-omplishing the goals that we
estab1ish6d'Ior ourselves early
in the year. The DDA has requested
that each office provide a status
report on the goals (relevant to
your office) outlined in the
6 January 1987 memorandum for the
DCI (attached). Each office should
respond to goals "b", "6", and
"f". Goal "i" refers to "The DA -
An Action Agenda" dated 27 June
1986; please address goals from
this document which you are still
pursuing. I would appreciate
having your status report by
7
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_______
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Attachments:
6 Jan 1987 memo
27 June 1986 memo,
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1 - DDA Chrono w/o att
1 7 EXA/DDA Chrono w/att.
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ODA 88-0066
6 January 1987
MEMORANDUM FOR: Director of Central Intelligence
FROM: William F. Donnelly
Deputy Director for Administration
SUBJECT: The Directorate of Administration - Goals for 1988
1. The Directorate of Administration (DA) is involved in activities which
impact on the Agency as a whole as well as activities which are internal to
the Directorate and to its offices. Thus, its goals for 1988 may be
Agency-wide in nature or focused on the DA or one or more DA office. The
last-mentioned goals--or objectives--which in some cases are quite detailed,
are presented as attachments to this memorandum, .one,for each DA office.
2. In no particular priority order, Directorate-wide goals for 1988 are
presented below:
a. We will strive to improve customer relations, service standards
and responsiveness.
,b. We will continue efforts to increase the numbers of Minorities in
the Directorate and encourage their advancement
-
c. We will fit up and begin the move into the New Headquarters
Building while continuing daily support to the Agency with a minimum of
down time and inconvenience to those being supported and those being
moved.
d. We will further define the standards fOr "corporate data base" and
continue the process of having the offices within the DA jointly move
toward meeting that standard for automated data processing'.
e. We will expand career development efforts, increase management
training and establish a DA Executive Development Program.
. f. We will strive to improve managerial accountability, discipline
and follow-up.
g. WR Will, in collaboration with other concerned elements of the
Agency, take steps to improve the counterintelligence posture of the
organization.
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h. We will make a special effort to create and implement a medical
insurance strategy to provide for our employees through the Association
Benefit Plan.
i. We will complete or continue to follow up on items, as
appropriate, set out in "The DA - An Action Agenda," dated 27 June 1986,
copy enclosed.
Attachments
A. DA individual office objectives
B "The DA - An Action Agenda"
cc: DDCI
ORIG:DDA:WFDonnelly:hs
Distribution:
Original - Addressee
1 - DDCI
1 - ExReg
1 - DDA
1 - ADDA
1 - Each, office
director
1 -' C/MS/DA
1 - EKA
1 - DDA Subj
1 - DDA Chrono
1 - WFD Chrono
William F. Donnelly
2
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ODA 86-1166
27 June 1986
MEMORANDUM FOR: Director of Central Intelligence
Deputy Director of Central Intelligence
FROM: William F. Donnelly
Deputy Director for Administration
SUBJECT:
The DA - An Action Agenda
REFERENCE: Memo for DDA fm DCI, dtd 10 June 1986,
Same Subject
1. This paper deals with ten topics. They are interrelated. However,
each in its way stands alone and requires specific direction, planning and
follow through. Several require changes in culture, attitudes and perhaps
organizational structure. Three (h, i, and j below) are the continuation of
what is underway. All demand a clear focus on our evolving intelligence
mission, and, in that light, require us to make choices between what we do
which is merely useful and that which is essential.
2. In no particular priority, stated simply, I think the following should
be done by or within the Directorate of Administration:
a. In the interest of the whole Agency, the activities of the Offices
of Personnel, Security, Training and Education, Medical Services and the
compensation functions of Finance must be brought closer together and be
better coordinated.
b. A processing center for new Agency employees should be established
and the recruitment process overhauled.
c. The background investigation and polygraph process should be
reexamined and adjusted both at the initial and at the reinvestigation
stages.
d. A compassionate but firmly managed structure needs to be put in
place to handle Agency employees living on the "margin".
e. The compensation and reward systems of the Agency must be
converted to a modern, flexible system which directly contributes to
bringing out the best in all Agency employees.
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f. An aggressive education/reeducation program should be established
for selected Agency employees and blended with a meaningful executive
development program.
g. For fiscal, security, and efficiency reasons, the number of overt
compounds (buildinasl ocrunipd by the Aaencv in the Washington area should
be reduced
h. In the interest of the whole Agency, we should continue steps to
better coordinate the activities of the Offices of Communications,
Information Technology* Information Services, and :he publication and
printing functions of Logisti-Cs.
i. The upgrade and recapitalization of our ADP and communications
facilities and capabilities, which serve the whole.Agency.?_shomAd.continue
unabated.
j. The surge of additional resources into the technical security
arena should be maintained.
3. In a few words I will expand on each action item listed above. The
paragraphs below deal with the topics in the same sequence as presented in
paragraph 2.
a. The Offices of Personnel, Security, Training and Education*
Medical Services and the compensation functions of Finance are
particularly involved in people-related activities. A workload increase
in one office usually plays out through the others. The record shows, for
example, that OS should have expanded sooner to meet the recruitment
upswing in OP in the past few years. It didn't. There are other examples
of uncoordinated, uneven response to change from office to office. This
group of offices--along with line managers--are responsible for the well
being of our people from the employee servicet viewpoint but equally
important they should be concerned with assessment, signals of
vulnerability, and all the other small indicators which reveal morale
slippage and individual human problems which may lead to suitability
problems. Each of these offices probably has a separate record--paper or
computerized--about each of us. This isduplicative. These offices have
traditionally operated more or less independently of each other. I intend
to move to correct this situation by (a) making the ADDA responsible for
ensuring that these offices carry out their activities in a closely
coordinated program in the interest of the Agency as a whole, and (b) by
instituting a standard corporate computerized data base with appropriate
compartmentation.
b. The recruiting process has been the topic of
is general agreement, however, that for security and
would be wise to have a processing center for
from the buildings where the bulk of us work.
establishment of such a center
much debate. There
efficiency reasons it
new employees located away
I intend to move toward the
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As for the recruitment process, the existing system produced more than
25X1 new employees in 1984 and again in 1985. (For comparison, about
were recruited in 1980.) But the mix of employees in the pipeline is not
right and we have not been able to keep a balanced flow of CTs and
secretaries and DI analysts and communicators and ADP specialists, etc.
We don't respond quickly to new special recruitment requirements for
diverse types of people. The queue is cluttered with "easy" candidates.
The OS backlog stifles us. The mass of paperwork in OP and OS slows us
down. In my view, the whole recruitment processing system needs to be
streamlined from end to end and more closely managed. It needs to be
turned into a recruitment system for the 1990s which is responsive to our
needs and changes in our intelligence mission. I intend to model the
recruitment process, through OP, OS, OMS to OTE, then overhaul it where
required to make it more flexible, responsive, productive, and
accountable. I also aim to expand-the co--op and similar special programs
wherein we seek to develop an earlier relationship with the types of
people we want. But a word of caution. The existing process needs to be
improved while continuing to operate. We must recruit in the meantime.
(k word needs to be said about the customers of the recruitment
process. The Agency's employee mix is changing. We have career and
short-term requirements. Our mission is evolving and changes in emphasis
and technology are changing us. As a result, the talents we need now and
into the 1990s are different from the 1970s. These changing personnel
requirements create new recruitment criteria which must be clearly
conveyed to OP so we recruit for present needs and with an eye on
tomorrow.)
c. An IG inspection of the Polygraph Division of OS is in final
draft. It deals with a critical area of our security/personnel system
which needs reexamination and tuning. I intend to adjust the background
investigation and polygraph processes so that we can proceed more rapidly
in these areas. We are already taking steps to increase the number of
RIPs, to perform more analysis, and to cause OS to work more closely with
OMS. But OS, as I have stated on other occasions, in my opinion, is
presently a traumatized organization. The impact of new leadership,
reorganization, added emphasis on technical security, several senior
retirements, the Howard and Chin cases as well as the infusion of a large
number of new employees into the Polygraph Division needs to be digested.
d. The need to put a structure in place to handle Agency employees
living on the "margin" is a sensitive topic. It smacks of intrusion into
one's privacy. But,-with compassion, it is a topic that an intelligence
organization must face because of the inherent security overtones. Steps
have already been taken to begin to identify the magnitude of the
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intend to establisn a mecnanism, nopetuily unobtrusive and
compassionate in outlook, to identify, monitor, and assist--in the
interest of the employee and the Agency--employees who are in difficulty.
e. In my opinion, the employees in this Agency deserve a new
compensation system! We have been stuck too long with the inflexible,
bureaucratic edule. The fact that we have implemented "banding" in
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implementing a similar new pay system for a larger group of secretaries
are clear indications that the time for change is here. Recently, I
25X1 mentioned at the EXCOM meeting where he FY-88/89 budgets
were reviewed, that the whole Agency should have a new compensation
system. No one disagreed. I intend to aggressively move to establish a
new compensation system to be implemented in the next two years.
employees and are taking the final steps toward
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The granting of aWaidS-7particularly fiscal awards--is an important
but uneven process across the Agency. I have asked the ADDA, in
consultation with others, to propose a new standard _awards guide/criteria
for use across the whole Agency.
f. We are living in dynamic times. Change is all around us,
particularly technological change. One way of coping with this change is
to have an aggressive education/reeducation program for selected Agency
employees. I have in mind full-time external education wherein analysts,
engineers, ADP specialists and others are invested in by the Agency by
being sent for a year's training at various universities. In the past
five years such education has been provided to 30 persons per year. I
believe triple that number should be training externally per, year and this
education/reeducation program should be meshed with an executive
development program.
g. In my opinion, the Agency in the Washington area
too many compounds (buildings). We work in
is costly from an efficiency, fiscal, and security viewpoint.
provide secure communications to all these locations is extremely
expensive. I intend to reduce the number of overt compounds in the
Washington area to I think that this can be
accomplished by the 1989/90 time frame.
the Headauarters Combound.
is dispersed in
areas. This
Just to
I visualize our facilities
being
Initiatives
to accomplish this objective are already underway.
h.i.j. Finally, we already have taken steps to bring closer together
OC and OIT. The upgrade and recapitalization of our ADP and
communications facilities and capabilities is well underway. More
resources are being added to technical security. These continue to be
action items. These ongoing initiatives need to be brought to fruition.
4
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I aim to keep the momentum in these areas by appointing a senior
"coordinator" to ensure that the investments being made, and the
reorganizations associated with them, stall on course and are followed
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through and integrated.
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4. This action agenda is ambitious but if accepted and
accomplished,
it
should
improve and strengthen the Agency for several years
to come.
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ORIG:DDA:WFDonnelly:be:27Jun86
Distribution:
0 - Addees
1 - DDA Subj
1 - WFD Chrono
William F. Donnelly ki
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1988 Office of Logistics Objectives
1. Our principal objective in 1988 is to provide the best logistical
support possible to the Agency. Closely aligned with this objective is our
goal to manage Office of Logistics personnel--our most important resource--
recognizing that this objective and our functional goal are, indeed,
inseparable.
2. More specifically, our objectives for 1988 are listed below (not in
any order of priority):
a. Facility Management: (1) The move of components into the New
Headquarters Building, along with consolidation of Agency external facilities;
and, (2) begin backfill program and cafeteria .expansion.
d. . Procurement: (1) Complete last phase of Coopers and Lybrand
report, i.e., decentralization/reorganization of procurement function;
(2) increase competition via directorate goal setting; and, (3) expand reviews
of decentralized procurement teams.
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1988 Office of Finance Objectives
' Continue improvements in field financial control and reporting processes
through the use of automation: crwr,r-ifically "t-Pql-hPri" St-atinn Accounting
and Reporting System (STARS) at sites
and expand the use of the Field Accounting System (FAS) to
installations.
' Significantly reduce the backlog of cost contract post award audits
through an increase in staff resources devoted to the process and by the
development of performance measurements to aid in managing the process. We
will introduce certain ADP applications to monitor and measure the workload in
process, and make improvements in the process itself.
o Improve the timeliness and efficiency of financial services provided
(FMIP) by the budget and finance units in the Directorate of Operations
components as well as selected Directorates of Science and Technology and
Administration components. Specifically, under contract with Price
Waterhouse, Inc., complete the adoption of statistical sampling methodologies
in the voucher examination and vendor payment processes, set productivity
measures and standards for the major services performed, and publish a
standardized operating manual for use in all budget and finance units.
o Improve .Agency property and procurement financial controls and budgetary
reporting through the -Commercial Logistics Application System (CLAS) and the
Budget and Accounting Resources ,Systeme (BARS) This effort will take place
jointly with the Office of Logistics.
? Improve the professional training of Agency finance career officers
through the development of an expanded orientation course and a budget
execution course. Continue to use the CT Program to the maximum extent
possible for highly qualified junior professionals, and invest in language
training for finance officers assigned abroad.
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Attachment
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CONFIDENTIAL
1988 OIT Objectives
1. Our paramount objective in 1988 is to support the Agency
move to the New Headquarters Building. This involves the
movement of the following critical information technology
resources and personnel into the new building:
---Central OIT information systems
(computer centers, communication center)
---Decentralized customer equipment (e.g., workstations,
telephones)
---OIT Ks components
The movement of these essential resources is to be
accomplished with minimum disruption, no degradation
of customer service and no schedule delays.
2. Our second objective which is of significantly lower
priority than support to the move discussed above is the
enhancement of customer service in the face of shrinking
resources
---Complete installation of the new secure communications
network (PBX-based) in the Old Headquarters Building
-7-Provide foreign field DESIST support during
the 1988 Winter and Summer Olympics
---Award a requirements contract for a new OIT
standard workstation
---Implement a new data network architecture
-(IBMs System Network Architecture---SNA)
H--Meet- or exceed OIT Level Of Service standard's
(availability and performance)
---Deliver scheduled software releases for
SAFE (6), CAMS (2), Corporate Data (8)
---Continue the decentralization of ADP support
to DA offices
---Continue to add security safeguards to OIT
systems and networks
3. Our lowest priority objective is to continue the integration
of the three OIT disciplines: communications, adp and
information management; and continue the sensitizing of OIT
employees to the importance of customer service
to the office mission
---Revitalize OIT's business communications both
internally and with customers
==-Establish occupationally-based career sub-panels
---Define career development tracks for all OIT
occupations
---Develop a new training program with a goal
of broadening the perspective of OIT managers
and the forging of a new integrated OIT culture
CONFIDENTIAL
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1988 Office of Personnel Priorities
O Medical Insurance - By April 1988 build strategy to defend and fund the
Agency's Association Benefit Plan.
o Automation - Start development of an integrated personnel/payroll
system. Improve ADP support to component personnel officers. Support
the Agency's Human Resource Modernization initiatives.
o Human Resource Implementation - Devise strategy to implement the Human
Resource Modernization Plan approved by the Executive Committee.
' Employment - Work to refine and improve the employment system with
emphasis on building an end-to-end system.
o Career Service - Improve training and career development aspects of the
Career Service.
CONFIDENTIAL
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OFFICE OF MEDICAL SERVICES 1988 OBJECTIVES
EMPLOYEE HEALTH ANDSAFETY SERVICES
Conduct fire and safety inspections of kgency facilities; install
fire detection and alarm systems in two OC facilities; develop training for OC
on systems O&M.
Provide psychiatric/psychological consultations for employees, and
vocational/clinical psychological testing, assessment and counseling to
Provide EmplOyee Assistance Program counselling services to new cases (60%
general counseling, 30% financial counseling and 15% alcohol counseling).
25X1 Support employee visits to the Headquarters Fitness facility; design
and implement specialized physical fitness training programs for specific
occupational groups; open the New Building fitness and stress testing facility.
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APPLICANT SELECTION
25X1 Administer preliminary psychological testing to potential applicants in
25X1 the field; complete psychiatric/psychological screening on the
applicants culled from the field group.
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Administer additional testing and complete assessments on
CT applicants, and applicants.
applicants,
Conduct multiphasic screenings (including blood tests and other
measures) on applicants.
Support Polygraph Division with a total of consultations, including
on-site consults. Support Industrial and Contractor Branch/Appeals
Office with consults. Participate ir Applicant Review Panels.
TRAINING
Provide training in Basic Safety and Health, CPR, Medical Preparedness,
Employee Assistance Program Use and Individual Fitness to
Agency employees and family members. Deliver 2 safety courses for the
handicapped.
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DIRECIOR_ OF TRAINING AND EDUCATION
1988 OBJECTIVES
o Develop- a counterintelligence training program that provides
all CIA officers with training before and during overseas
assignment.
o Organize the first annual "DCI Off Site.'' The DCI would meet
with his component chiefs to communicate his objectives to those
who will implement them. A natural follow-up to the current
exercise.
o Provide training for IG officers
o Implement ethics presentations in orientation training. (The
Agency should develop and publish a statement of ethics.)
o Strengthen our overseas training program. This means
Learning Centers, self-study training materials, and additional
traveling training teams.
o Begin to build a small Community analyst training effort; in
anticipation of additional resources in FY 1989.
o Begin the implementation of an Executive Development program
for the DDA.
o Strengthen OTE's people management by publishing a career
development and employee handbook.
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STAT
STAT
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Challenges and Accomplishments in the
Directorate of Administration
ROM:
Henry P. kahoney
ADDA
7D24 Rqs?
EXTENSION I NO
DDA 88-1363
DATE
24 June 1988
TO: (Officer designotion, room number, and
building)
D/PAO
DATE
RECEWM
FORWARDED
OFFICER'S
INITIALS
3.
4.
B.
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after eoch comment.)
10.
11.
12.
13.
14
15.
ORIG: EXA/DDA
Lv)
Distribution:
Orig - Addressee
1 - DDA Subject w/att
1 - DDA Chrono w/o att
1 - EXA/DDA Chrono w/att
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