CIA FINANCIAL MANAGEMENT FOR THE 1990S - A STRATEGIC PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90M01364R000800380002-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 10
• Document Creation Date: December 23, 2016
• Document Release Date: August 28, 2013
• Sequence Number: 2
• Publication Date: October 26, 1988
• Content Type: REPORT

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7 D 10 37543
DDA:
17 November 1988
SI-AT Here is OF's draft strategic plan that
SI-AT mentioned in the staff meeting.
said yesterday, I think it is a good start
particularly since the team drafting it had a very
short deadline. You say it best--it's not an easy
task!
As I
This version will serve as the point of
departure for action plans to cover the next five
years or so. I hope these discussion groups will
begin to look beyond current plans (i.e. signi-
ficant progress has already been made in audit
backlog, prompt payment, and end-of-year closing
STAT3oals). Corporate Data and effort
should eventually help them be more specific and
corporate in their ADP planning. Note the switch
in male/female officer ratios (Section 3-3) over
the past decade.
The final version, with some alterations, will
be out probably out in the next week or so.
STAT
Attach: A/S
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STAT
STAT
STAT
STAT
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
FROM:
CIA Financial Management for the 1990s - A Strategic Plan
EXTENSION
Deputy Director for Financial Systems
1212 Key Building
TO: (Officer designation, room number, and
building) ,
NO. ,
OF-0349-88
DATE
26 October 1988
DATE
RECEIVED
FORWARDED
OFFICER'S
INITIALS
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
DA Registry
7-D-18 HQS
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7-D-24 HQS
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A
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10.
11
12.
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15.
Attached is a draft copy of the
financial management strategic
plan that we discussed. This
draft will be reviewed by
Dan Childs and our people bver
the next two weeks prior to
publication later
Please let me know
if there are any aeui ions,
deletions, or corrections that
you want made to the plan before
it is issued. Thanks.
FORM 610 USE PREVIOUS
1-79 EDITIONS
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Declassified in Part - Sanitized Copy Approved for Release 2013/08/28: CIA-RDP90M01364R000800380002-7
FINANCIAL
MANAGEMENT
FOR THE
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S RET
CIA FINANCIAL MANAGI4ENT FOR THE 1990'S
A STRATEGIC PLAN
CONTENTS
A Message from the Director of Finance (Page)
Foreword (Page)
Section
1. An Overview of the Plan (Page)
2. Implementing the Plan (Page)
3. Office of Finance Service Areas (Page)
3-1. Financial Controls (Page)
3-2. Financial Services (Page)
3-3. Employee Recruitment and Development (Page)
3-4. .Planning and Budget Services (Page)
Annex
1. Objectives (Page)
2. Strategic Architecture for CIA Financial Systems (Page)
Form
1. Action Plan (Page)
SE ET
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CIA FINANCIAL MANAGEMENT FOR THE 1990'S
A STRATEGIC PLAN
Improving customer service is the major financial management
challenge facing us. Technological improvements have provided
business with the capability to expand the range, quality, and
timeliness of the services they provide to their customers. More
knowledgeable customers, who rightfully expect to see dramatic.
improvements in the services they receive, mandate that
governmental organizations take advantage of the technology to
provide their customers with services that are comparable to those
offered by the private sector.
We have taken the preliminary steps needed to improve our
service. These steps include an intensive effort to recruit the
type of employee needed to meet future demands, development of the
systems necessary to satisfy those demands, and revisions in
organizational structure to meet future requirements for better
service while maintaining high standards for financial integrity.
My charge to you in this plan is to aggressively pursue the
course necessary to expand your role from being a provider of basic
financial services to being a key player in Agency financial
management. If we are unable to make that transition, we lose our
credibility and our effectiveness.
This plan represents a blueprint for implementing the changes
necessary for us to meet financial management responsibilities of
the 1990's. The objectives we have developed will be the basis of
our program and budget formulations and the benchmark against which
we measure the performance of our senior managers. In the weeks
following publication, we will develop specific action plans, both
near- and long-term, to achieve the plan's objectives. I will meet
with the responsible officers periodically to review our progress.
Because it sets the tone for the future, the plan is as vital
to the rank and file as it is to management. A well conceived plan
has no chance of success without your individual and collective
support. Since becoming Director of Finance, I have made a
concerted effort to get away from the Key Building and visit
careerists where they work. Time and again during those visits I
have been impressed with the caliber and esprit de corps of our
people. I am resolved that with your help, we will continue to
accomplish our mission with distinction and excellence.
Daniel A. Childs, Jr.
SECRET
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STAT
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SECRET
SECTION 1
AN OVERVIEW OF THE PLAN
One of the first steps in strategic planning is defining the
organization's business. The recently revised Office of Finance
mission statement provides a clear definition of our business.
MISSION
To provide the highest quality financial, budgetary, and
resource management services in support of the mission of the
Central Intelligence Agency.
We have identified four areas critical to the accomplishment of
that mission. The four service areas, in rank order of importance,
are:
o Financial Controls
o Financial Services
O Employee Recruitment and Development
O Planning and Budget Services
The service areas are addressed in Section 3, including the
objectives established for each. For easy reference, a
consolidated list of the objectives is included as Annex 1.
SECRET
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SECTION 2
IMPLEMENTING THE PLAN
Success in accomplishing the objectives specified in the plan
is dependent upon active involvement of managers at all levels to
implement it systematically. This strategic plan sets out eighteen
financial management objectives which we expect to accomplish over
the next decade. Some will be achieved in a year or less; some
will take several years. Others, like systems modernization, are
linked to technological evolution and never truly end.
Responsibility for meeting objectives set out in the plan will
be assigned to OF Divisions by the Director of Finance according to
the functional responsibilities of each Division. The responsible
Divisions will then develop goals and prepare specific action plans
to accomplish the objectives. Deadline dates for submitting action
plans to the Director of Finance will be established shortly after
responsibility for meeting the objectives is assigned. (See Form 1
for a suggested action plan format.)
It is crucial that managers be realistic in developing their
action plans. Define the steps which must be performed to
accomplish the objective by breaking the objective down into a
number of small, specific steps having start and end points.
Approved action plans which require additional personnel resources
and/or funding will be integrated into the 1989 budget and will be
included in out year budgets as necessary.
The Director of Finance will meet with managers on a regular
basis to review the progress being made to accomplish the
objectives set out in the strategic plan.
SECRET
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STAT
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FORM 1
OBJECTIVE
GOAL (S)
ACTION PLAN
ACTION STEP
START
END
RESPONSIBLE
DATE
DATE
COMPONENT/
OFFICER
WORK YEAR ESTIMATE,
COST ESTIMATE
COMMENTS
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