OL FIVE-YEAR PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP91-00280R000200150005-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 40
• Document Creation Date: December 27, 2016
• Document Release Date: January 18, 2012
• Sequence Number: 5
• Publication Date: November 6, 1985
• Content Type: MEMO

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ROUTING AND RECORD SHEET
SUBJECT: (Optional)
OL Five-Year Plan, FY 86-90
FROM:
EXTENSION
NO.
OL 4227-85
C/IMSS/OL
DATE
4 Nov 85
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
INITIALS
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
RECEIVED
FORWARDED
EO/OL
both
objectives
when
Our
Attached
OL's Five
We have
(paragraphs
closely
and Assumptions,
new directorate
in para
charts for
objectives
directorate-
VI.
We have
related
of submitting
they're
div/stf
due
for your approval
-Year Plan for
revised the narrative
I - III) to
conform to FY 86
included
-level objectives
IV, attached milestone
our directorate
in para V, and
and office
in the matrix
omitted several
objectives, with
all as an
finalized by
chiefs.
date to the DDA
is
FY 86-90.
,
more
DA Goals
OL's
-level
listed
-level
at para
image-
the idea
addendum
our
is 6 Nov.
Ilk
aV
2.
DD/L
.
D/L
.
?
?
?
?
.
M.
II.
il
13.
14.
15. Unclassified when separated
from classified attachments
FRM O 610 USE PREVIOUS
1.79 EDITIONS
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ROUTING AND RECORD ?
SUBJECT: (Optional)
OL Five-Year Plan, FY 86-90
FROM:
EXTENSION NO.
Henry P. Mahoney
Director of Logistics
OL 4227-85
DATE
TO: (Officer designation, room number, and
building)
DATE
RECEIVED
FORWARDED
OFFICER S
INITIALS
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
DDA
7D18 HQ
D/L
4.
C/INISS/OL
6.
10.
12.
13.
14.
15. Unclassified when separated
from classified attachments
FORM 61 %," USE PREVIOUS
7-79 EDITIONS
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06 NOV 1985
MEMORANDUM FOR: Deputy Director for Administration
FROM: Henry P. Mahoney
Director of Logistics
SUBJECT: OL Five-Year Plan
REFERENCE: Multi Adse memo from DDA, dtd 19 Jul 85, subj:
DA Planning -- FY 86-91
1. As requested by referent, OL's Five-Year Plan for
FY 86-90 is attached.
2. The focal point for OL's planning activity is the
Information and Management Support Staff (IMSS), OL, extensions
Renry P. Mahoney y
Attachment
OL 4227-85
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SUBJECT: OL Five-Year Plan
Distribution:
Orig - Adse (Please return to OL/IMSS Official)
2 - DDA (1 w/atts)
1 - OL/IMSS Chrono, w/o att
1 - OL Files, w/att
1 - D/L Chrono, w/o att
OL/IMSS
(4 Nov 85)
2
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OFFICE OF LOGISTICS FIVE-YEAR PLAN
FY 1986-1990
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OFFICE OF LOGISTICS FIVE-YEAR PLAN ?
-FY 1986-1990
PART I
I. Introduction
II. Assumptions
III. Goals
IV. Objectives
V. First-Year Schedule
VI. Resource Implications
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OFFICE OF LOGISTICS FIVE-YEAR PLAN
FY 1986-1990
I. Introduction.
OL is a service organization. Services provided cover a
broad range of disciplines and involve a diverse support mission
not found in most offices where activities are more monolithic.
Due to OL's diverse nature, office-level goals and
objectives must be stated in global terms, with division goals
and objectives becoming more specific and focused. However, the
common goal that integrates all OL services -- and hence our
objectives -- is responsiveness.
The challenge OL will face during the next five years will
be to meet ever-increasing demands with the same or limited
increases in resources. The effects of these limited resources
must be offset by increased productivity, which can be achieved
only through the aggressive and efficient use of dynamic and
creative management skills, innovative procedures, automated
systems, and cross-training and ongoing motivation of our
personnel.
The purpose of this plan is to assign OL's organizational
priorities, ensure that emphasis is placed on those activities
where it is most needed, and direct our resources for the years
1986-90 in such a manner as to increase OL's productivity while
strengthening our service orientation and our responsiveness to
the many users of OL support.
II. Assumptions.
A. Requirements.
1. During the next five years, Agency resources will
stabilize. This stability in the resource base will
translate into fewer new initiatives as a greater percentage
of total resources are devoted to support requirements.
Yet, rapid response will be even more critical than in the
past because of terrorist activities, covert operations,
paramilitary programs, targets of opportunity, and
unanticipated and dynamically changing demands for support
services.
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OL FIVE-YEAR PLAN, FY 1986-1990 (cont'd)
2. Growing support requirements, together with
continued emphasis on decentralized logistics functions,
will necessitate that a pool of talent be available from
which OL can provide the mix of personnel to meet customer
requirements. Providing this pool will require recruiting
and training efforts of an even greater magnitude than in
the past.
3. Automated systems must be fully and efficiently
utilized to track customer requests, inventory stocks, and
materiel movements; provide the status of various work
projects; control space configurations; and perform a
multitude of other functions. To obtain the optimum use of
these systems, OL must develop greater expertise in ADP.
This can be accomplished by retraining selected personnel in
,OL disciplines, recruiting people with the requisite skills,
lAtfor obtaining personnel on rotational assignments from the
Office of Information Technology.
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B. Financial resources. Current prospects for the
logistics budget indicate that its growth will be approximately
consistent with inflation but will not be proportionate to the
growth in demand for goods and services. OL can anticipate
little if any resource augmentation from new initiatives for
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%Is ILL.-VS/111AV.,
1. Attrition through retirements will increase during
the next few years, and it will continue to be difficult and
challengin .. 3 9 II Of. nd technical
personnel.
2. --The personnel ceiling will remain relatively
stable. The types of OL positions distribution of skills
within OL, and trainincriteriafor OL personnel
to be realizned.
3. As ,the numbers of support personnel in the tleid
either stabilize or decrease over the next five years,
logistics personnel will be proportionally adjusted. A
hostile overseas environment will continue to make the
assignment of personnel overseas more difficult, and greater
use of extended TDY assignments will be necessary if current
responsiveness and levels of support are to be maintained.
2
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OL FIVE-YEAR PLAN, FY 1986-1990 (cont'd)
D. Space and facilities management.
1. In the near term, the problems and high costs
associated with maintaining aging utility systems in the
Headquarters and other Agency buildings will continue to
mount. Furthermore, With ,'changing work environments and the
spread of advanced technical and automated systems will come
increased demands for space. These factors can best be
accommodated through a proper mix of space retained_ia--
outlying buildings and additional leased officeice. An
integrated plan of logistics support, including a carefull
monitored system of configuration management, wilOaeeome
amen=moTe essential if customer space requirements are to be
satisfied in a timely manner.
2. The availability of the New Building) awe the
renovated and expanded powerhouse,L-together with the more
direct management and control of facilities operations,
space, and systems, will begin to have a beneficial impac
E. Energy. The cost of services such as transportation and
utilities, which are energy-intensive, will continue to
increase, thus requiring continued conservation efforts and
efficient management of energy resources.
F. Antiterrorist joperational activities.
1. Growing worldwide terrorism will make Agency
intelligence activities more crucial, and increased Agency
activity to develop countermeasure capabilities will call
for additional quick response to the logistics needs of ow
intelligence forces.
H. Information handling/production.
1. Agency and Intelligence Community requirements for
printing, photographic, and presentation graphics production
3
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OL FIVE-YEAR PLAN, FY 1986-1990 (cont'd)
support will continue to increase. New initiatives will be
undertaken to improve both timeliness cf
2. Pressures will continue to reduce the voluminous
amounts of paperwork and files and to develop efficient
information-handling alternatives. The quality and
efficiency of storage and retrieval systems for information
handling will have to be improved.
-
3. Cost efficiencies for the production of information
must be realized through automation and joint OIT/OL ?
initiatives in consolidated output media.facilities.
Goals.
A. Personnel.
1. Provide an effective personnel management
which promotes career development for the empl
1-r1 th-e rhanging needs of the Agency,
system
2. Recruit, tiain and maintain a highly skilled and
motivated work force, equipped with the tools necessary to
fulfill mission requirements.
3. Emphasize teamwork, integrity, responsible and
reasoned risktaking, and security consciousness to promote
and maintain a sense of pride in self and mission.
4. Maintain a work environment that provides all
employees the opportunity to develop as individuals, to
attain full potential, and to be recognized and rewarded for
their performance.
5. Strive to select our managers from those who
exemplify standards of excellence and are role models for
their subordinates based on their qualifications,.eftet
personal standards
B. Service. Provide high-quality service in a timely,
efficient, professional, and courteous manner; encourage
innovation and responsiveness; and remain responsive to mission
requirements through the aggressive pursuit of requirements,
improved interdirectorate and intradirectorate coordination, and
the adoption of new managerial approaches to enhance our
decision-making process.
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OL FIVE-YEAR PLAN, FY 1986-1990 (cont'd)
C. Use of resources. To ensure that intelligence
products are provided and support rendered in a timely and
efficient manner, maximize the efficient and effective use of
current resources and upgrade and expand capital resources to
promote efficient operations.
D. Cost efficiencies and productivity. Exploit the
potential for increased cost efficiencies, productivity, and
responsiveness by maximizing the use of automated systems,
delegating authority and responsibility to the most appropriate
levels, and, when applicable, adopting cost-saving,
efficiencylpe programs undertaken by other government entities
and private .ndus,try.
4
E. Working environment. Strive to improve the working
environment of Agency personnel while recognizing our
responsibility to use space and facilities effectively and
efficiently. Give special attention to providing a clean, safe
and comfortable workplace and minimizing the disruption to
rnnc a
personncil and operations during the trurtinn nd nrcupancy
of the ftew Headquarters Building.
F. Planning. Continue disaster and emergency planning
and develop mechanisms and procedures for maintaining essential
logistics support under adverse conditions.
IV. Objectives.
Review Status of New Building Construction Project and
Develop Recommendations for NBPO's Role in FY 87-88.
Develop a Transportation Plan for the Operation of the
Consolidated Headquarters.
Develop A Working Model of the Commercial Logistical
Application System (CLAS) (on hold pending further
determinations).
Develo /Install/Support Acceptable PC Applications for OC
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Oversee OL-wide Accomplishment of Image-Enhancement Program
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OL FIVE YEAR PLAN, FY 1986-1990 (cont'd)
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Bring Digital Prepress System to Full Operating Capability.
Establish Procedures to Contract Out Both Classified and
Unclassified Administrative Printing and Photographic
Material.
Establish Interim Improvements to the Secure Printing System.
- Schedule for Implementation of Barcoding
Issue Agency FAR Implementation Guidelines.
Inspect Decentralized Contracting Team Transactions.
? Establish Goals for Increasing Competitive Procurements.
Provide Mechanisms for Contract Support Assistant
Consistency Among Contracting Elements.
Publish Procurement Handbook for the Layman.
? Formalize Contract Officer Intern Program.
Continue Efforts to Reduce Contract Settlement Backlog
(joint with OF).
? Conduct a Study on Improving/Enhancing Headquarters Waste
Disposal Capabilities.
Establish a Configuration Management System.
Expand Dining, Kitchen and Staff Resources of the Executive
Dining Room Sufficient to Continue Providing Quality Service
into the 1990's.
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OL FIVE YEAR PLAN, FY 1986-1990 (contid)
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Conduct Design Study for Expansion of Headquarters
Cafeteria.
Develop a Parking Program for Implementation in 1987.
Conduct a Study of the Original Headquarters Building and
Identify Areas for Upgrade Commencing in 1987.
Develop an Integrated Logistics Support Plan (ILSP) for
the Headquarters Complex (joint with WO).
Design a Child Day Care Center and Award Contract.
Create a Quick-Reaction Craftsperson Capability to Support
Facility Renovation Requirements in the Field.
Initiate a Minority Recruitment Program with Primary Focus
on Professional and Technical Applicants for Careers in
Supply, Procurement, and Real Estate and Construction.
Initiate a Review of all Existing Training Programs in OL
to Insure They are Achieving Desired Results and Identify
Areas Where Additional Training is Needed to Insure
Appropriate Expertise at all Levels.
Recruit Candidates for OL Employment in Sufficient Numbers
to Insure that Office is at Ceiling in all Areas on
30 September 1986.
V. First Year Schedule. Milestone charts for objectives with
activities scheduled in FY-86 are contained at pages 8 through
42.
7
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OL FIVE-YEAR PLAN, FY 1986-1990 (cont'd)
VI. Resource Implications.
A. The most critical resource constraint is personnel
staffing. Since OL is a support/service organization, OL's
capabilities and growth must be keyed to the requirements and
growth of our customers. -Personnel increases are projected as a
need in all OL components to enable us to remain responsive to
.t.14. increasing requirements, particularly at
in Procurement Procurement Divisione,,r..),
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B. Funding shortages are projected for the forthcoming
period. To the extent that these shortages delay or otherwise
affect capital improvements, the effectiveness and
responsiveness of OL will be degraded proportionally.
SUBMITTED:
Director of Logistics Date
APPROVED:
Deputy Director for Administration Date
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PART II
OFFICE OF LOGISTICS FIVE-YEAR PLAN
OBJECTIVES FOR FY 1986-1990
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This matrix of OL objectives is organized by
OL divisions and staffs. It lists all OL
objectives (both Directorate-level and
Office-level) necessary to achieve the
overall goals in Part I of the Five-Year Plan
and cross-references OL objectives to the DA
goal it supports.
Objectives at the DDA tracking level are
included in Sections IV and V of Part I.
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OFFICE OF LOGISTICS FIVE-YEAR PLAN FY 1986-1990 OBJECTIVES
Objective
New Building Project Office
' Review Status of New Building Construction
Project and Develop Recommendations for
NBPO's Role in FY 87-88
Develop a Transportation Plan for the
Operation of the Consolidated Headquarters
Plan, Monitor and Complete Road Design
for Route 123 and Coordinate with the
State of Virginia Award of a Construction
Contract
Tracking Level
Supports
DDA Goal 86 87 88 89 90 DDA OL
2,6
6
1,3,6
Consolidate Information and Plan for 2,4,7
Written History of New Building Project
1
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Objective
Real Estate and Construction Division
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- Design and Renovate First Floor
Building
Tracking Level
Supports
DDA Goal 86 87 88 89 90 DDA OL
4,5
5
5
Implement EBOB Management of Parking 4
in External Buildings
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Facilities
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Sewer-Treatment 5
5
5
Review RECD Delegations of Contracting 2,4
Authority
2
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Objective
-- Publish Handbook of RECD Procedures
,-Review and Evaluate Position Descriptions
and Grades
Evaluate Software Packages for PCs 3,4
(Tracking Projects)
Develop and Implement a Wang System for 3,4
Tracking Real Estate Transactions
Tracking Level
Supports
DDA Goal 86 87 88 89 90 DDA OL
3
Enhance Co-op Program 1
3
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Objective
Information and Management Support Staff
Develop a Working Model of the Commercial
Logistical Application System (CLAS) (on
hold pending further determinations)
, Develop/Install/Support Atce table PC
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with OC)
Oversee OL-wide Accomplishment of
Image-Enhancement Program
Study the Feasibility of Creating a
Commo/Computer-Based Means to Request
Material from Overseas Sites
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Tracking Level
Supports
DDA Goal 86 87 88 89 90 DDA OL
4,7,8
3,4,5,7,8
1,2,3,4
3,4,5,7,8
Manage the Design (and Subsequent Construc- 6,7
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Access Center
Update LIs/LNs (joint with staffs and 7
divisions)
Reduce OL File Holdings (joint with staffs 6,7
and divisions)
4
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Objective
Printing and Photography Division
Tracking Level
Supports
DDA Goal 86 87 88 89 90 DDA OL
Bring Digital Prepress System to full 3,7,8
Operating Capability
Establish Procedures to Contract out Both 4
Classified and Unclassified Administrative
Printing and Photographic Material
Establish Interim Improvements to the
Secure Printing System
4
Attain Authorized Personnel Strength 1,4
Conduct a Baseline Survey of MD 7
Requirements
Provide Electronic Interfacing for Computer 7
Graphics
Standardize ink colors for all Agency 8
Publications
5
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Objective
Upgrade Professionalism of Workforce
Through Co-op Program and Internal
Training
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Tracking Level
Supports
DDA Goal 86 87 88 89 90 DDA OL
1,4
Improve PUD Working Environment 6
6
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Objective
Supply Division
Stock Vehicles for Agency Customers
Tracking Level
Supports
DDA Goal 86 87 88 89 90 DDA OL
3,4,5,7,9
3,4
4,7,8
1,4,6,7
4,7,8
4,7
Accelerate Supply Officer Training Program 1,2
7
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Supports
Tracking Level
Objective
DDA Goal
86
87
88
89
90
DDA
OL
Establish
Co-op Program
1,2
*
*
Replace/Rewrite FARS
4,5,7,8
*
*
Examine all OL Overseas Positions for
1,2
*
*
Uniformity of Grades in Relationship to
Responsibilities (joint with PUS)
Implement Changeover of Annual Dollar
Reporting from OF to OL
4
Expand the Office of Lolistics Operational
4,7
Activity
Establish
In-House Wang Program for
4,7,8
Control of Shipping Indicators
8
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Tracking Level
Supports
Objective DDA Goal 86 87 88 89 90 DDA OL
Procurement Management Staff
Issue Agency FAR Implementation Guidelines 2,7,8
Inspect Decentralized Contracting Team 2,4,7
Transactions
Establish Goals for Increasing Competitive 4,8
Procurements
Provide Mechanisms for Contract Support
Assistant Consistency Among Contracting
Elements
1,4,7
2,3,5
Publish Procurement Handbook for the Layman 4,7
Cancel Outdated Procurement Notes 7
9
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Objective
Procurement Division
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Tracking Level
Supports
DDA Goal 86 87 88 89 90 DDA OL
Formalize Contract Officer Intern 1,2
Program
v Continue Efforts to Reduce Contract 3,4,6
Settlement Backlog (joint with OF)
Institute Evening Shift for Clerical 1,2
Support
Prepare Two-Day "Introduction to PD"
Training Course for Contract Officer
Interns
Develop Standardization of Equipment
and Consolidate Maintenance Contracts.
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1
4,6
10
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Objective
Headquarters Operations, Maintenance,
and Engineering Division
Supports
DDA Goal 86 87 88 89 90 DDA OL
Tracking Level
Conduct a Study on Improving/Enhancing 4,6,7
Headquarters Waste Disposal Capabilities
Establish a Configuration Management 6
System
Expand Dining, Kitchen and Staff
Resources of the EDR Sufficient to
Continue Providing Quality Service
Into the 1990's
4,6
Conduct Design Study for Expansion of 6
Headquarters Cafeteria
Develop a Parking Program for Implementa- 6,7
tion in 1987
L.. Conduct a Study of the Original Head-
quarters Building and Identify Areas for
Upgrade in 1987
6,7,8
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Objective
Develop an Integrated Logistics Support
Program (ILSP) for the Headquarters
Complex (joint with NBPO)
Design a Child Day Care Center and Award 6
a Contract
Tracking Level
Supports
DDA Goal 86 87 88 89 90 DDA OL
3,4,7,8
Create a Quick-Reaction Craftsperson
Capability to Support Facility Renovation
Requirkements in the Field
1,2,3,4,5
Design and Install an OL/HOME Division 4,7,8
Management Information System (joint with
DISS/DAS)
Replace all Ground Floodlights on the 6
Headquarters Compound
Upgrade and Automate the Headquarters 6
Building Elevators
Establish a "Quick-Reaction" Furniture 6,7
Program
12 '
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Tracking Level
Supports
Objective DDA Goal 86 87 88 89 90 DDA OL
Conduct a Study of Courier Population 1,2,4
to Determine Ways of Reducing Turnover
' Reallocate Headquarters Facility Parking 6
Study Staff versus Contractor Distribution 4,6,7,8
for 04M Area Services at Headquarters '
13
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Objective
Personnel and Training Staff
Initiate a Minority Recruitment Program
With Primary Focus on Professional and
Technical Applicants for Careers in Supply,
Procurement, and Real Estate and Construction
Supports
DDA Goal 86 87 88 89 90 DDA OL
Tracking Level
1
L- Initiate a Review of All Existing Training 1,2
Programs in OL to Insure They are Achieving
Desired Results and Identify Areas Where
Additional Training is Needed to Insure
Appropriate Expertise at all Levels.
' Recruit Candidates for OL Employment in 1,4
Sufficient Numbers to Insure that Office
is at Ceiling in all Areas on 30 September
1986.
Initiate a Formal Schedule of Briefings 1,2
for OL Careerists on Personnel Matters
- Develop an Automated Data Base for Training 1,4,7
Information
Update Handbook for Evaluation Panel 1,4
Members
Update OL Personnel Handbook 1,4
14
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JtlAKEI
Objective
Security Staff
Tracking Level
Supports
DDA Goal 86 87 88 89 90 DDA OL
4
Establish a Dynamic Security Education 2
Program
Develop Computer Program to Track 7
Reinspections of Contractor Facilities
Update the Standard Security Procedures 4
for Contractors Security Manual
15
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Objective
Budget and Fiscal Branch
Develop Uniform Monthly/Quarterly Budget
Review Reporting Standards for OL
Functional Elements
Supports
DDA GOAL 86 87 88 89 90 DDA OL
Tracking Level
Enhance Coordination Between Finance 7
Officers Assigned to OL Elements
16
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4 JUL B85
ADMINISTRATIVE - INTERNAL USE ONLY
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Directorate of Administration Planning FY1986 - FY1991
J
FROM:
Harry E. Fitzwater
Deputy Director for Administration
7D18 HQS
EXTENSION
NO.
DATE
TO: (Officer designation, room number,
building)
and
DATE
OFFICER'S
INITIALS
COMMENTS (Number each comment to show from whom
to whom. Draw a in across column after each comment.)
RECEIVED
FORWARDED
1.
TAT
D/OC
A E cili" ?-1"---
'bii?--
1) DP? iabh"L
-----
J
14
0
i'Cle/
0
2.
D/OF
616 Key
3.
D/OIS
1205 Ames
4.
D/OIT
2D02 HQS
5.
D/ OL
.
TAT

/
V
6.
D/OMS
1D4040 HQS
T D/OP
TAT
8.
TAT
D/OS
TAT
Y. D/OTE
936 C of C
10.
11.
12.
13.
14.
15.
,
FORM 61 D
0 USIZ'auS ADMINISTRATIVE - INTERNAL USE ONLY
1-79 GPO : 1983 0 - 411-632
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DDA 85-1829/1
1 C JUL.
4 1985
MEMORANDUM FOR:
Director of Communications
Director of Finance
Director of Information Services
Director of Information Technology
Director of Logistics
Director of Medical Services
Director of Personnel
Director of Security
Director of Training and Education
FROM:
Harry E. Fitzwater
Deputy Director for Administration
SUBJECT:
Directorate of Administration Planning
FY1986 - FY1991
REFERENCES:
A. Multiple Adse memo fm EXDIR, dtd 31 Mar 83,
Subj: CIA Strategic Plan, 1982-1992
B. Addendum (1984), dtd Mar 84, Subj: Central
Intelligence Agency Strategic Plan, 1982-1992
STAT
C.
Memo for DCI fm DDA, dtd 20 May 85, Subj: DDA
Quarterly Review of Office Objectives
1. The following describes Directorate of Administration (DA)
strategic planning activities over the next four months which will
result in up-to-date:
o DA Office FY1986 - FY1991 plans--including Office Goals and
Assumptions.
o DA FY1986 - FY1991 plan-- including DA Goals and Assumptions.
_2. Most of the activity will be strategic planning at the Office
level. This, in my view, is where it should be. Recent trends in
industrial strategic planning support substantial decentralization of
planning in large organizations. You will note that I am not proposing
major changes over the way we've performed planning in the DA for the
past four years.
ADMINISTRATIVE - INTERNAL USE ONLY
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STAT
Step 1 -- Update FY1985 DA Goals and Assumptions to create FY1986
DA Goals and Assumptions. The FY1985 Goals and Assumptions are
attached. Recommendations for updates to the documents, in
accordance with the CIA Strategic Plan and its 1984 Addendum
(References A and B), are requested of DA Offices.
Action: Updates to FY1985 DA Goals and Assumptions for FY1986
due from Offices by 19 August 1985.
Action: Final FY1986 DA Goals and Assumptions distributed by DA
Plans Staff by 23 August 1985.
Step 2 -- Generate Office FY1986 - FY1991 Plans. Each Office Plan
(15 pages or less) should consist of:
Introduction
Office-level Assumptions
Office-level Goals
Objectives
Objective Schedules for FY1986
Resource Implications
Your Office-level Assumptions and Goals should be compatible with
final DA FY1986 Assumptions and Goals, and your Office Objectives
should contribute to the accomplishment of DA and Office Goals.
Action: Office FY1986 - FY1991 Plans due from Offices by
6 November 1985.
Step 3 -- Generate DA FY1986 - FY1991 Plan. This Plan will largely
be a compendium of DA Office FY1986 - FY1991 Plans. It will be
coordinated by Chief of DA Plans Staff, with the
Planning Officers ot the DA Offices.
Action: DA FY1986 - FY1991 Plan distributed by DA Plans
Staff by 29 November 1985.
STAT 3. ias scheduled a meeting for DA Planning Officers on
12 August at 0 I is in m 7D32 to discuss implementation of Step 2
STAT ? Step 3 the above. Please call him on .f you have
comments or questions.
4. As in past years, you are requested to report on significant
Objectives at quarterly reviews during FY1986. In the final quarterly
review session for FY1985 (most such sessions will be scheduled in
November 1985), each,Office Director is requested to present a brief
(10 minute) review of the accomplishments oi his Office in FY1985.
2
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STAT
5. I am most appreciative of the fine planning effort you and your
personnel have expended during the past year. I have been so pleased
with your quarterly reviews that I have passed on information about them
and a sample of one DA Office's five-year plan to the Director, as
indicated in Reference C. The reviews continue to give me an excellent
opportunity to meet with your personnel, to gain insight into your
programs, and to ensure Directorate-wide coordination of our most
important activities.
Attachments
3
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0 ADMINISTRATIVE - INTERNAL USE ONLY
STAT ?
DIRECTORATE OF ADMINISTRATION GOALS--FY 1985
1. Personnel is the single most important resource of the
Directorate. Therefore, we must recruit, train, and retain the best
people available based on their skill, performance, and suitability. We
must create a work environment which provides all employees the
opportunity to develop as individuals, to attain full potential and to
be recognized and awarded for their performance.
Each Office shall provide an effective personnel management system
which promotes both career development for the employee and is
responsive to the changing needs of the Agency. Programs shall be
developed which provide opportunities for intra-directorate career
development experiences, encourage EEO, affirmative action, and
individual training. Succession planning should strive to select as our
managers those who exemplify standards of excellence and are role models
for their subordinates based on their qualifications and personal
standards.
2. Each Office shall instill in its employees a renewed sense of
discipline and dedication to the high standards and principles espoused
by the Agency, particularly in the areas of personal integrity and
security. We must be attentive to the misuse of government facilities
and services. We must retain an esprit de corps, a teamwork approach,
and a deep sense of pride in mission and accomplishment to sustain our
personnel not only throughout their Agency careers but also during their
post-employment years.
3. We must recognize the sense of urgency associated with the
Agency's overseas mission and question how daily actions contribute to
ensuring a quality intelligence product produced on a timely, objective
basis. We must foster reasoned risktakings throughout the intelligence
process, aggressively pursue requirements, and improve inter- and
intra-directorate coordination.
4. The Directorate must provide support services in a prompt and
efficient manner by delegating authority and responsibility to the most
appropriate level. Directorate support activities must be responsive,
innovative, and timely. Lour support efforts must enhance the efficiency
of Agency operations and the accomplishment of its mission.] We must
maintain the mechanisms and infrastructure which are necessary to
support operational activities.
5. We must recognize our responsibility to provide a suitable
working environment and we must use facilities and space effectively.
Each manager shall give special attention to the cleanliness and safety
of the working environment. We must recognize that health, safety,
morale, efficiency, and productivity are interdependent. We must
minimize the disruptions associated with office moves and we must strive
for a smooth transition to the new Headquarters building.
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6. All Directorate activities shall be conducted in an efficient
manner with emphasis on streamlining activities by reducing waste,
avoiding duplication of effort, using cost-savings techniques, and fully
utilizing existing resources. We must be particularly attentive to the
cost-savings, efficiency-type recommendations and studies undertaken by
other government entities and private industry so that we are in a
position to adopt those measures which are applicable to the Agency.
7. The Directorate must strive to exploit state-of-the-art
capabilities and equipment. We must modernize and upgrade resources so
that the Directorate will fulfill its missions and functions in a modern
and efficient manner. We must quietly but proudly relish our successes
and learn from our failures.
8. The Directorate must continue disaster/emergency planning which
focuses attention on contingency planning and develops mechanisms and
procedures which will maintain essential support capabilities under
adverse conditions. We must strive to establish operational
redundancies in support services. The Directorate must prepare for the
continuity of essential functions during periods of national emergency
and for the relocation and/or reconstitution of Agency elements.
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STAT
STAT
ADMINISTRATIVE - INTERNAL USE ONLY
DIRECTORATE OF ADMINISTRATION ASSUMPTIONS--FY 1985
1. The Agency will stabilize in population and resources. Economic
pressures and political realities will result in a stable situation.
2. Since this stability will extend to the resource base of the
Directorate, there will be continued emphasis on cost effectiveness and
efficiency. The large ongoing initiatives in the Directorate will
continue to absorb a large share of the resource base. The Standard
Support Requirements (SSR) concept will be continued in order to permit
the Directorate to maintain its base and to support new initiatives.
3. Changes in the economy, as well as new conditions associated
with Agency employment (Social Security participation), will serve to
make an Agency career less attractive. Our ability to hire skilled
employees, especially in technical areas, will be more difficult.
4. Rapid responses to unanticipated requirements and intelligence
demands will be needed, requiring a flexible support structure capable
of meeting dynamically changing demands for support services.
6. Operating environments abroad will be increasingly hostile,
requiring efforts to enhance the protection of our personnel overseas,
to upgrade physical security equipment, and to improve security
practices and procedures.
7. Agency management will continue to emphasize long-range and
emergency planning.
9. As activities in support of the construction of the building
proceed, we will stabilize our requirements for leased space.
Additional space will be acquired to accommodate FY 1985 personnel
increases and/or operational equipment.
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10. Increased use of office automation and data processing resources
must be anticipated and will enhance the performance of our mission.
11. Agency management will emphasize the need to investigate and
possibly adopt reforms undertaken by other government agencies and
private industry. In view of the changing environment, there will be a
need to conduct studies and reviews to assure that the Directorate is
operating in the most efficient manner.
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