STATUS REPORT ON DA GOALS FOR 1988

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP91-00280R000200160001-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 11
• Document Creation Date: December 27, 2016
• Document Release Date: January 24, 2012
• Sequence Number: 1
• Publication Date: September 12, 1988
• Content Type: MEMO

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ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Status Report on DA Goals for 1988
FROM: EXTENSION NO.
C/IMSS/OL
TE 9 September 1988
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
1. P E L
-----
---
2. C P & Z' S
3. C PNS 0L
4. C/ACG/OL
5. C/CSG/OL
6. C/FMD/0L
3E14 HQ.
7. C/P&PG/OL
154 P&P Building
8. AC/RECD/OL
9? C SG 0L
10.
11.
12.
13.
14.
Unclassified when separated
from SECRET attachment
15.
FORM ~~ 0 USE PREVIOUS
1-79 EDITIONS
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12 SEP 1988
MEMORANDUM FOR: Procurement Executive, OL
Chief, Personnel & Training Staff, OL
Chief, Procurement Management Staff, OL
Chief, Security Staff, OL
Acting Chief, Agency Contracts Group, OL
Acting Chief, Covert Services Group, OL
Chief, Facilities Management Division, OL
Acting Chief, Printing & Photography Group, OL
Acting Chief, Real Estate & Construction
Division, OL
Acting Chief, Supply Group, OL
Chief, Information & Management Support
Staff, OL
SUBJECT: Status Report on DA Goals for 1988
REFERENCE: Multiple Addressee R&RS from EXA/DDA,
dated 2 September 1988, same subject
1. ached for your review and appropriate response to
IMSS by 19 September are the referent routing and record sheet
from and attachments thereto: 6 January 1987
memorandum for the DCI (DA Goals for 1988) and 26 June 1986
memorandum for the DCI and DDCI (The DA - An Action Agenda).
2. In order to assess the progress made toward
accomplishing the goals established early in 1988, the DDA has
requested that each office provide a status report on the goals
(relevant to each office) outlined in these two documents.
3. With regard to the 6 January memo, all OL components
should report on Goal 2a; P&TS, on Goals 2b, 2e, and 2f; and
FMG, on Goal 2c. IMSS will respond to Goal 2d.
4. Concerning the 27 June memo, RECD should report on
Goals 2g and 3g. P&PG and IMSS should report on Goals 2h and
3(h.i.j.).
5. If you have any questions or need assistance, please
Attachment:
Routing sheet w/atts
Unclassified when separated
from SECRET attachment
SECRET
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SUBJECT: Status Report on DA Goals for 1988
Distribution:
1 - Each addressee, w/att
1 - OL Reader, w/att
1 - OL/IMSS Official, w/att
1 - OL/IMSS Chrono, w/att
4 - OL/IMSS, w/att
OL/IMSSI I(8 Sept 88)
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ROUTING AND RECORD SHEET
EXO/OC
TO: (Officer designation, roan number, and
building)
. EXO/OF
9. EXO/OMS
Status Report on DA Goals for 1988
7D24 Hqs
EXA DDA
of alts
INmALS
IL
c
AC WU
- 74
1 1 ? EXO/OP
2 September 1988
COMMENTS (Number each comment to show from whoa
to whero. Draw a line owes* column after each comment.)
As we approach the end of
1988, we need to assess the
progress that we have made toward
accomplishing the goals that we
established for 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", "e", 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
iafW art by
Attachments:
6 Jan 1987 memo
27 June 1986 memo
STAT
STAT
1
1
I
15. EXO/OS
I
I I I I I STAT
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S E C R E T
DDA 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 foc sed 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 eesponsiveness.
P41S-+
U We will continue efforts to increase the numbers of. minorities in
the irectorate and:encourage their advancement.
c. We will fit up and begin the move into the New Headquarters
Ft4t Bui ng while continuing daily support to the Agency with a minimum of
down time and inconvenience to those being supported and those being
moved.
We will further define the standards for "corporate data base" and
dd
TMSS " * continue the process of having the offices within the DA jointly move
toward meeting that standard for automated data processing.
ptrs --p
p4-T5 -:0.
We will expand career development efforts, increase management
trai ng and establish a DA Executive Development Program.
O We will strive to improve managerial accountability, discipline
and follow-up.
g. die 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.
O 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"
ORIG:DDA:WFDonnelly:bs
")istribution:
original - Addressee
I - DDCI
I - ExReg
1 - DDA
I - ADDA
I - Each office
director
1 - C/MS/DA
1 - ERA
1 - DDA Subj
1 - DDA Chrono
1 - WFD Chrono
S E C R E T
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DDA 86-1166
27 June 1986
MEMORANDUM FOR: Director of Central Intelligence
Deputy Director of Central Intelligence
FROM: William F. Donnelly
Deputy Director for Administration
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.
Cg_) For fiscal, security, and efficiency reasons, the number of overt
corn unds (buildings) occupied by the Agency in the Washington area should
be reduced from about or less. 25X1
0 In the interest of the whole Agency, we should continue steps to
P 4-P6. better coordinate the activities of the Offices of Communications,
3,M SS Information Technology, Information Services, and the publication and
printing functions of Logistics.
i. The upgrade and recapitalization of our ADP and communications
facilities and capabilities, which serve the whole Agency, show d 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 services 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 is duplicative. 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 much debate. There
is general agreement, however, that for security and efficiency reasons it
would be wise to have a processing center for new employees located away
from the buildings where the bulk of us work. I intend to move toward the
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i for the recruitment process, the existing system produced more than
new employees in 1984 and again in 1985. (For comparison, about 25X1
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 ds't respond quickly to new special recruitment requirements for
divease types of people. The queue is cluttered with "easy" candidates.
The i 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
streilined from end to end and more closely managed. It needs to be
turf into a recruitment system for the 1990s which is responsive to our
needs and changes in our intelligence mission. I intend to model the
recr=tment processlthrough OP, OS, OMS to OTE, then overhaul it where
requbmd to make it more flexible, responsive, productive, And
accaentable. I also aim to expand. the co-op and similar special programs
wherein we seek to develop an earlier relationship with the types of
peoplt we want. But a word of caution. The existing process needs to be
impa^red while continuing to operate. We must recruit in the meantime.
Gk word needs to~Ibe said about the customers of the recruitment
process. The Agency's employee mix is changing. We have career and
shot!-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
consayed to OP so we recruit for present needs and with an eye on
tomaevcow. )
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
whick 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 tz.king 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,
reor nization, added emphasis on technical security, several senior
retisements, 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.
i The need to put a structure in place to handle Agency employees
liviy 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 identif the magnitude of the
problem. For example, we know that out of_current loans granted by25x1
the Credit Union, payment on 35 are in arrears by, six months or more.
Them is no system today, for a combination of reasons, that signals these
s F. r R F T
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were reviewed, that the whole Agency should have a new compensation
system. No one djsagreed. I intend to aggressively move to establish a
new compensation system to be implemented in the next two years.
The granting of awards--particularly 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.
implementing a similar new pay system for a larger group of secretaries
are clear indications that the time for change is here. Recently, I
mentioned at the EXCOM meeting where the FY-88/89 budgets 25x1
OC for about employees and are taking the final steps toward 25x1
35 cases to us so that we can monitor them or assist the individuals
involved. I intend to establish a mechanism, hopefully 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 GS schedule. The fact that we have implemented "banding" in
f. We are livin4 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 Washin ton area is dispersed in
too ny compounds (buildings). We work ineparate overt areas. This25X1
is costly from an efficiency, fiscal, and security viewpoint. Just to
provide secure communications to all these locations is extremely
expensive. I intend to reduce the number of overt compounds in the
Washington area to a number less than= I think that this can be 25X1
accomplished by the 1989/90 time frame. I visualize our facilities being
the Headquarters Compound, 25X1
25X1
iative~25X1
to accomplish this objective are already underway.
Finally, we already have taken steps to bring closer together
OC and IT. '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.
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S EC R E e
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, stay on course and are followed
through
4. This action agenda is ambitious but if accepted and accomplished, it
should improve and strengthen the Agency for several years to come.
William F. Donnelly
ORIG:DDA:WFDonnelly:be:27Jun86
Distribution:
O - Addees
1 - DDA Subj
I - WFD Chrono
25X1
25X1
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