EXCELLENCE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89-00087R000300280002-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 72
• Document Creation Date: December 27, 2016
• Document Release Date: December 12, 2012
• Sequence Number: 2
• Publication Date: August 30, 1984
• Content Type: MEMO

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MEMORANDUM FOR: Director of Central Intelligence
FROM: James H. Taylor
Executive Director
SUBJECT: Excellence (U)
2 A U G i98
F, eOCII ,rc 1eni3try
v?1- 8017
1. Attached are the directorates' responses to your request
for an update on the Excellence Campaign. (U)
2. The directorates have done a good job. Most of the
approved recorrnendations of the Excellence Task Force have been
implemented. Those requiring longer-term analysis are still
under active review. They concern:
-- creation of a phased retirement program, and
-- development of CIA retirement options beyond CIAIRIV,
and Civil Service.
I will continue to monitor and report progress on them. (C)
3. Judging from the attached responses, the excellence
campaign has involved employees at all levels in generating new
ideas and improving communication. It is not possible in a short
memorandum to summarize adequately the amount and quality of
actions and ideas reported by the directorates. To mention only
a few:
-- an innovative suggestion from the S&T Directorate to
allow employees to donate unused leave to the Public Service
Aid Society (PSAS) fund for emergency use by others who run
out of leave as a result of serious hardship;
-- the DI's creation of over a dozen analytic task
forces to work on discreet problems and then disband;
--a concerted drive in the DA to reduce paperwork and
bureaucracy in the areas of supply operations, procurement,
.vehicles, facilities, claims, and. property accounting; and
-- the DO' s "town meeting" open to all (D/fl) employees
and hosted by the ADDO and the Chairman of the D/O Committee
on Excellence. (A second meeting is schedh.iled for this
fall.) (C) /?, _a,
Downgrade to CONFIDENTIAL when
separated from attachments. c"'rt"'
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I.
4. Our task now is to keep alive the spirit that generates
productive activity without bureaucratizing it;. We need to
foster a feeling of employee involvement in constantly seeking
new and better ways to do our job. Managers must stay in close
touch with their employees, encourage innovative suggestions and
cooperative problem solving and, above all, listen and react
positively to good ideas. We need to reward superior performance
quickly and publically: with material benefits when possible, but
also with a simple verbal recognition for a job well done. (U)
5. But most importantly, it seems to me, our leaders need
to share with all employees their conviction that the Agency's
mission is crucial, that it requires the very best efforts of all
of us, and that what we do must be done well. People respond
with the best they have in them when they are convinced of the
value of their cause. Sustaining that conviction among employees
is the most important contribution Agency leadership can make.
(U)
VJames H. T ylor
Attachments
Distribution:
Orig..=_,-Aressee Watt
1 DDA Watt
"I3D I w/ a. t t
1 - DDO w/att
I - DDS&T w/ a t t
I ER w/DO att only.
1 - PS (Excellence) w/att
1 - ExDir w/att
(29.August 1934)
SECRET
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ROUTING AND REECORD SHEET
Harry
DDA
7D18 HQ
FORM 610 U EOt,TION5US
3AUG1984
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
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DDA Registry
84-0217/90
3 August-1984
MEMORANDUM FOR: Director of Central Intelligence
FROM: Harry E. Fitzwater
Deputy Director for Administration
1. We in the Directorate of Administration (DA), as a whole and in
each DA Office individually, have approached "excellence" with vigor,
and it is paying off. I have seen many instances in the DA of a
rekindling of the winning spirit which made CIA great. For example, in
the office of Personnel, the clerical recruiting group, after hearing
your first "excellence" speech, was in the spirit of entrepreneurship
inspired to set high and challenging recruitment goals. The group was
successful in substantially increasing the number of clericals who
entered on duty in the following months. It is this type of "bias for
action" that is providing, in my opinion, the most lasting and
beneficial product of the "excellence" exercise.
2. This paper provides the "4-5 page" summary you requested
concerning actions taken by the DA in search of "excellence." Since
there have been many more actions than can be contained in the summary,
I have attached papers from DA Offices if you can find the time to read
them. The following list of items surrrarizes our accomplishments:
a. Authority to approve Certificates of Merit and Meritorious
Unit Citations is delegated to heads of career subgroups.
b. Control of an Office's FTE allocation is delegated to
the Office Director.
c. Authority to approve Special Achievement and
Exceptional Accomplishment Awards up to $500 is delegated
to heads of career subgroups, and authority to approve
awards of $501 to $1,000 is delegated to the DDs.
d. Advance Work Plans are no longer mandatory.
e. Formal promotion recommendations from supervisors are
no longer required.
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f. On IG surveys of DA Offices, DA management will review
each survey to determine the extent of dissemination to our
employees.
g. We are providing periodic briefings, displays, and/or
publications on career items of interest such as benefits.
h. Assignments of SIS 1/2 employees are delegated to DDs;
cross-directorate assignments are approved by the Executive
Director.
i. OTE is assisting other directorates in establishing
Trends and Highlights courses.
j. OTE is addressing the Agency's Credo and the DCI's
Checklist of Principles and Standards in its introductory
courses for employees.
k. Existing policy that provides the authority to promote
exceptional performers faster than established time-in-grade
guidelines is reaffirmed.
1. The eight-hour donation rule for directed overtime
is eliminated.
in. One means we are using to generate new ideas in the DA
is the Directorate of Administration Advisory Committee (D.AAC),
a task force which consists of the DA Deputy Office Directors.
n. D/OP has tasked each component personnel officer to
develop a checklist for new employees.
o. OTE has taken several steps to simplify procedures
for external training.
p. An Ci?9S Health Fair and a DA Career Day will be held
in the fall of 1984.
q. A policy for security approval for training of the
spouse of an Agency employee is established
r. Shorthand is being abolished as a requirement for
promotion (shorthand will continue to be a requirement for
some positions).
s. Local purchasing authority has been delegated to
operating components
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t. The equipment and facilities of the Headquarters
Physical Fitness area have been improved.
u. A new certificate granting career status and a
promotion certificate with an added reference to "excellence"
are being printed.
v. We are continuing to market AIM in a way that will
not raise expectations higher than our ability and resources
allow us to deliver.
w. A concerted effort to improve the quality of life at
Headquarters includes wallpaper in the elevator corridors and
iriprovements to corridor lighting.
x. Security restrictions during the April 1984 Family
Visitation Day were reduced relative to preceding family days.
3. Items suggested by the Excellence Task Force which are currently
pending in the DA include:
a. Emphasize dual-career tracks.
b. Create special pay scales for high technology jobs.
c. Consider a phased retirement program.
4. Actions we are taking to keep "excellence" alive include:
a. SIS students in the OTE Executive Development Program/Core
course all read In Search of Excellence by Peters and Waterman.
The course structure follows these principles, and there is
a session on the DCI's objectives and the CIA Credo. As one of the
Executive Development Electives, OTE plans to conduct a workshop on
"excellence" in the late fall. The focus of the workshop will be
strategies for the application of the DCI's objectives at the unit
level.
b. OP produced a videotape on "Excellence" and is continuing
to get enthusiastic reviews from audiences throughout the Agency.
A second such tape will be produced by OP.
c. Thirty-nine D/OP notes, 12 Headquarters and Field
Regulations, and four Headquarters Notices have been published
by OP (and more will be published) with the aim of reducing
bureaucracy or recognizing "excellence."
d. OC is making great strides at improving quality of
life items for its overseas Personnel. For example, OC moved
to increase per diem rates so that our travelers
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can reside in western-style hotels. Also, OC provided small
generators to reduce the hardships imposed
on employees and their families by long and frequent residential
power outages. These are only two of the items which OC is using
to improve the quality of life of our overseas OC personnel.
e. The Directorate of Operations has expressed increased
concern about the safety and welfare of Agency employees
assigned to certain overseas posts where crime and violence
are ranpant. In recognition of this serious concern, OS has
made available several officers who joined with other DO
volunteers in conducting a training course on personal pro-
tection techniques at selected overseas locations. It is
likely that we will be assigning one officer to a
because of his recognized expertise in
the personal pro ec ion area. This program has received
strong praise from Agency and State Department representatives
at overseas posts.
f. OL has implemented and is continuing to implement
items to reduce bureaucracy in the areas of supply operations;
procurement; motor vehicles; real estate and construction;
accounting for lost, damaged, or destroyed Government property;
claims for lost, damaged, or destroyed personal property;
household furnishings; and property accounting.
g. ODP has created a consulting services facility staffed
with 14 consultants. It also has consultants at the new ADP
Distribution Center to provide immediate assistance to end users
with questions. This will provide an ongoing "excellence" service.
5. In the DA, we will continue to energetically get out the word on
"excellence." For example, we use and will continue to use notizes,
briefings, videotapes, publications, and special events (such as
carpool/vanpool fairs).- The momentum for "excellence" is moving smartly
in the DA and its Offices. We should continue to encourage "excellence"
and to get out the word as indicated above. I have been frankly
surprised at how much "excellence" activity is going on in the Agency.
Now is the time to reflect on our successes to date that have resulted
from "excellence" and to publicize them.
r E. F1 zwver
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t.J1 i` 113\ A AJ 11\[11 A tL 1111 L3\31.u vv ^'
ODP 84-1123.
2 7 JUL 1984
Provide advance copies of ODP Tech Notes and instituted
an ADP Control Officer Bulletin.
Held several meetings with ADP control officers to
explain the new ODP organization and to brief them on
AIM, networking, and the responsibilities of the ADP
Control Officer.
ADMINISTRATIVE INTERNAL USE ONLY
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MEMORANDUM FOR: Deputy Director for Administration
.Director of Data Processing
SUBJECT: L Items of Excellence
1. Perhaps the most important recent action of ODP in
recognizing excellence was our recommendation of awards for 37
individuals who were instrumental in making the EC (Early
Capability) of SAFE op-erational.
2. In terms of improving the working environment for our
people, we have replaced approximately 45 desks with modular
furniture that makes more efficient use of the space available
and provides better access to terminals, word processors, and
other pieces of equipment in the office. In addition, we have
put 50 electric fans in place to help alleviate the warm and
stuffy conditions in much of our Headquarters office space.
3. Several steps have been taken to improve our service
to end users, including:
- Creation of a new Consulting Services facility staffed
with 14 consultants.
Assignment of consultants at the new ODP Distribution
Center to provide immediate assistance to end users
with questions.
4. To provide close and continuing communications with
ADP Control Officers, we have done the following:
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30 July 1984
1'`_FMO FS:DUM FOR: Deputy Director for Administration
Acting Director o Me"ica Services
SUBJECT: Items of Excellence
In response to your request the following are Office o
i_edical Services Items of "Excellence":
--Development of the Employee Assistance Program designed to
identify and assist employees and dependents with personal
difficulties they are experiencing and to assist supervisors to
identify the source of performance concerns regarding an
employee. Brochures, posters, tentcards, and other promotional
advertising will be distributed within the next few weeks.
--Three employee health education presentations were held in
the auditorium on 16 March, 31 May, and 27 June 1984. There are
plans to continue these beginning in September and every other
month thereafter.
--Instituted a new applicant medical screening procedure
which permitted more applicants to be screened faster without
the aid of additional resources.
--Instituted in-house depth perception and visual field
analysis for imagery analysis of applicants thereby reducing
processing time and costs of doing externally.
--Provided refreshments (coffee and donuts) for applicants
who %..ere required to fast 12 to 18 hours before their medical
Screening.
--Future plans include instituting a mammography screening
rogram for breast cancer and automating all applicant and
dependent processing procedures.
--All OMS component chiefs are now meeting on a regular
basis to find ways to improve ON?iS clinical and operational
support products by integrating OMS multi-disciplines more
effectively.
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SUBJECT: Items of Excellence
--Implemented an "upfront" PATB screening which allows all
professional applicant test results to be reviewed and
categorized by PSD psychologists. This al.lo*vws earlier
identification of the more suitable and qualified applicants
tilt have begun processing. In early FY 85 PSD will activate a
computer program designed to generate "skills bank" reports of
test results directly from applicant test data stored in the PSD
computer database. This will eliminate psychologists' time used
in interpreting and writing the basic "skills bank reports" and
allow Agency supervisors quicker access to a more detailed
report. In addition, this. will free psychologists to support
other OMS and Agency clinical and operational programs.
--Reinstituted a quarterly Medical Newsletter containing
articles more germane to the Agency and its employees.
---OMS is currently planning a Health Fair for late fall 1984.
--Updated the quality and capability of the current
Headquarters fitness facilities and began planning the
'facilities for the new building. These facilities along with
the two new program positions-will allow ONS to develop and
offer a more comprehensive nrourain.
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In Search of Excellence in the
Office of Communications
I. The Office of Communications (OC) is seriously consi-
dering ways to strive for excellence in every undertaking that
involves us. We are aggressively consulting with communications
customers to ensure that they receive excellent support in the
future without unduly burdening the taxpayer. This effort encom-
passes complex plans for new building communications systems, the
recapitalization program and extensive crisis communications
systems. Also included are refinements to our basic service,
e.g., the reduction of paper as the Automated Printing and Repro-
duction System (APARS) and the SAFE system are more effectively
used (present savings are $10,000 per month). OC's most note-
worthy effort towards excellence has been in the area of people
and this year has been dedicated as the "Year of the People" to
illustrate this emphasis.
2. OC is moving vigorously to recruit and retain more
qualified people to accomplish its mission as well as provide an
improved work environment. It is our intention to have suffi-
cient staff to provide .training time arid leave periods while
keeping our facilities staffed at reasonable strength levels so
that work demands are tolerable. While working within the frame-
work of our. regulations, we have moved away from our traditional
pattern of applying Agency financial regulations so literally and
conservatively. This flexibility is being applied in the
interest of our employees. In the quality of life area we have:
a. Moved to increase per. diem rates Iso that
our travelers can reside in a Western style hotel.
b. Liberalized OC's policy concerning the provision of
vehicles where local transportation does not meet our
mission needs. OC personnel have traditionally been the
first called -to duty but the last on the list.
c. We have provided small generators
to reduce the hardships imposed on employees an weir
families by long and frequent residential power outages.
d. Increased some benefits and are working to provide
others at to offset high living costs and poor living
conditions at this remote site.
e. Provided rental vehicles for up to five days of
processing between tours for our overseas people. This will
ease both the physical and fiscal burden of OC employees
trying to process and train in a short period of time at
diverse facilities.
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f. Funds were provided for improved air conditions
and modern bathroom fixtures in the living quarters. at
We are now seeking $400,000 for new furnishings for
t e quarters.
3. A great deal of energy and resources have and will
continue to be expended to technically train OC employees to
operate, maintain and manage the ever more complex communications
network. We have recently moved to improve our training to go
beyond the basic technical necessities:
a. To improve-the quality and readiness of our graduate
communicators we have recently provided an extended training
experience of up to one year, prior to assignment overseas,
or in the Headquarters Center. This new
opportunity provides a "hands-on" experience for new
employees so they can develop operational knowledge prior to
a field assignment. A reduced per diem rate has also been
applied to this extended training period to offset the high
cost of maintaining a temporary residence in this area.
b. With the Office of Training and Education assis-
tance, special offerings of behavioral training courses are
scheduled for 125 OC employees between assignments this
summer. This will be the first such opportunity for our
overseas cadre to receive this type training on this scale.
This effort will be continued.
c. The Office provided an evening OC lecture series
entitled the Mini-Masters covering subjects as diverse as
personnel management, planning and budgetary processes,
modern equipment usage, satellite and high frequency radio
concepts and liaison relationships. A real world approach
was taken in these presentations by OC managers. Average
.class attendance was 48 with 27 employees qualifying for
certificates by attending six of the eight- lectures.
4. Just a few of the ways OC is moving to recognize and
reward its employees for excellence on the job follow:
a. Ten percent of OC employees received some form of
cash award and/or certificate award during the past year.
b. OC is aggressively using its promotion headroom to
promote more deserving employees and to ensure pay equity. In
the past ninety days OC has upgraded or applied grade points
to erase deferred grade allocations for
positions..
c. OC, with the Office of Personnel's assistance, is
developing a "pay banding" proposal which will provide for a
closer relation between performance and pay. This system
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will be tested on our communicator cadre
employees and if it provides the incentives necessary to
attract and retain personnel as expected, other groups will
be included.
d. We are in the process of developing a monetary award
for our singleton communicators who by necessity are confined
to their post of assignment on a standby basis,
5. OC is moving to change the image of our people. The
fact that they are intelligence officers supporting an intelli-
gence mission is being stressed. We are pushing to obtain more
at every opportunity. In addition, we are
sending a variety o our key-skill people outside the Office on
rotational assignments for the experience and to demonstrate to
others the high caliber officer that OC produces.
6: The caliber of performance of OC employees under the
most arduous circumstances is legend. In the past, their sheer
stamina and self reliance filled the gaps in an old and fragile
network. The Office is determined to inspire new members of this
uniquely skilled group to seek the professional and personal
achievement of their predecessors. And,-to provide an organi-
zati6n which encourages the characteristics of excellence.
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30 JUL 1334
t,E .OP.ANDUM FOR: Deputy Director for Administration
FROM:
Director of Security
SUBJECT: In Search of Excellence
Harry:
1. Reference is made to your recent verbal request that we
expeditiously provide a list of "excellence" items which have
been developed by the Office of Security in recent months.
2. I have taken the liberty of attaching a copy of my
memorandum of 15 February, which indicated to you the very
strong emotional feelings generated within the ranks of this
Office as a result of the DCI-initiated excellence exercise.
The point was made that there was a lot of honest soul-
searching; the Central Intelligence Agency is indeed a unique
organization, with a special mission; our people are our most
precious commodity, and we should avoid at all costs the trend
towards bureaucracy for fear that the Agency will lose its
elite status.
3. The exercise definitely started a "fire" at various
levels in the Agency, almost like a religious experience, and
there was a body of opinion within. the Office of Security that
we need to "rekindle" the winning spirit which made CIA great.
The new Agency credo has captured the basic message, and
certainly seems to imply that there is a somewhat special
psychological contract between Agency management and our
employees - with obligations on both sides.
4. A central theme of our earlier paper is that the Agency
has a rich tradition of excellence; communications should be
kept open; and we should appropriately reinforce at every
opportunity the fundamental importance of the Agency "family."
A number of my officers who recently saw Bob Magee's videotape
on excellence concluded that this is a fine initial effort to
communicate the basic importance of our national security
mission, and reaffirm our rich Agency heritage. The sense of
"belonging" was well recognized by the DDCI in one of his
auditorium talks, when there was the comment that people ought
to pay to work here.
INTELLIGENCE SOURCES R
G METHGDS INVOLVED
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5. The Office of Security has nothing sensational to
report in terms of accomplishments on the excellence front.. We
are not on a dramatic new course. I believe it is safe to say
that we have been trying to light a few candles in a program
aimed at revitalizing the office; delegating a bit more
authority; encouraging the flow of fresh ideas; reminding our
new employees of past Agency successes; and stressing at' every
opportunity that we have a close-knit, family-type organization.
There has been some considerable focus on maintaining or
improving lines of communications at all levels.
6. In response to your request, the Office of Security is
providing you with the attached list of "excellence" items. In
making this list available to you, we would merely urge that
the natter be kept in perspective and be viewed as a single
package. Our concern is that the individual items, viewed out
of context, could be misconstrued. This program started on a
high idealistic level, and we would not want it to be perceived
as an attempt to toot our own bureaucratic horn, especially
when there are rather strong feelings against bureaucratic red
tape.
ALL PORTIONS OF THIS DOCI.,,=1
ARE CLASSIFIED CONFIDENTIAL
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\j'',,,?iI?3i 1Ll .._is -,! H 4t L
1. Security. Officers' Training Program
All newly hired security professional trainees are provided
with a basic four-week training program designed to
familiarize these individuals with the Agency, the
Directorate, and the office of Security. They are
personally welcomed to the Office through a "one-on-one"
session with the Director of Security, and they are briefed
extensively on career development issues. As an important
ingredient of this program, these new Security careerists
now receive detailed information concerning our rich
security tradition and our sup-port ive roles in major Agency
programs A strenuous effort
is made to generate a team spirit, comraderie, and a sense
of belonging to the Security family. Critiques suggest
that this is an excellent endeavor.
2. Orientation for New Clericals
Approximately every three months all newly hired clerical
employees are provided with a one-day orientation program
in order that they might meet with the Director and Deputy
Director of Security, as well as other line managers. we
address such issues as personnel management, internal/
external training, Office of Security mission/organization,
and office automation. There are formal presentations as
well as "coffee and donut" sessions where these new
employees can meet and talk with senior managers and senior
secretaries in a relaxed, informal atmosphere. This has
been a very successful program.
3. Summer-Only Employees
We have recently established a half-day program for the
Office of Security's Summer-Only employees, who are briefed
on our organizational structure and personally welcomed by
the Director of Security. The feedback from the employees
has been generally favorable.
CON, I
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7. Bi-?eekly Staff Meeting
We have continued our program of holding bi-weekly staff
meetings in the Office of Security conference room.
Attendees include the area security officers and all
supervisors above the GS-14 branch chief level. We are as
forthcoming as possible concerning signficant developments
in the Agency and the Office of Security. As an outgrowth
of the meeting, the Office of Security also disseminates
. I
co DEN I IA-
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"Staff Notes" which highlight the major items at the
meeting and provides data on personnel promotions and
reassignments. In the very recent past, we have also made
it a point to send out "Staff Notes" on. interesting items,
8. Videotape Program
Within the last 45 days, we instituted a program of
-\.prov~ding ith video equipment so
,that field personnel would have the opportunity to view the
bi-weekly staff meeting and other special events, as deter-
mined by the Director of Security. Our Security Education
Group is building up a modest collection of interesting
items, which includes the Director of Security's presenta-
tation on personnel security problems. We have plans for
the development of a number of worthwhile video programs,
and the Director of Security is committed to one which will
stress the traditional positive aspects of security support.
Most- certainly, the Director of Personnel's presentation on
excellence can now get wider dissemination to our
representatives in the field. The equipment has been
purchased and will be on site in August 1984. We see great
potential in this program.
10. The Personal Protection Program
The Directorate of Operations has expressed increased
concern about the safety and welfare of Agency employees
assigned to certain overseas posts where crime and violence
are rampant. In recognition to this serious concern, the
Office of Security has made available several officers who
joined with other DO volunteers in conducting a training
course on personal protection techniques at selected
overseas locations.
because of
his recognized exper ise in the personal protection area.
This program has received strong praise from Agency and
State Department representatives at overseas posts.
CO;1 ;=:
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11. Agency-Wide Security Support
The concern for our Agency employees takes shape in many
forms and is not encumbered by geographical boundaries or
parochial considerations. The Security Duty Office is open
24 hours, 7 days a week, to render assistance to all
employees, regardless of rank or position.
we strongly believe that this
is an elite organization whose personnel are deserving of
special considerations in their moments of need. Those who
have been helped could best assess the value of this effort.
13. Briefing for Security Spouses
onc- of the recent "excellence" initiatives related to
n the training of certain spouses
of Agency employees-. though our program is still in the
preliminary/developmental stage, the Office of Security is
now giving considerations to the establishment of a 2 - 3
hour session for the spouses of new Security professionals.
Since spouses play such a vital role in the overall career
progression of our officers, this is considered to be a
worthwhile effort to "bring then into the family."
i eL
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Do '- .- -_'rv
30 July 1984
MEMORANDU;1 FOR: Deputy Director for Administration
FROM:
Director o n orma ion Services
SUBJECT: Excellence--Your Report to the DCI
1. h:hen assuming this Office, I came with little knowledge of its
work and absolutely no expertise in its technical programs. Yet I did
not come to the job empty-handed. From my earlier career I acquired some
knowledge about and experience in running a Career Service and developed
some reasonably good instincts about the needs of employees. That prior
experience has really been of help here because from almost my first day
it became clear that the Career Service aspects of this Office needed
attention. In addition, and as I told our people at our first meeting,
the OIS image has not been a good one, and I was determined not only to
improve Agency awareness of the importance of our work and the value of
our careerists but also to improve their own self-image and pride in what
they do. Toward these ends we have taken the following actions.
a. We have expanded our weekly staff meetings to include all
senior Records Management Officers throughout the Agency.
-In addition, we started the practice of inviting several
junior careerists to attend these meetings. For the senior
officers who, regularly join us, this weekly meeting keeps
them informed of what is happening in the central office;
and in turn they bring to our attention items of interest or
problems they are having. For our invited attendees, this
gives them a chance to see their senior staff in action and
gives us a chance to get to know them better.
b. Throughout this past year, we have been having a one-on-one
meeting with each careerist down through the GS-12 level.
These discussions will continue in order to reach the
remaining employees in the lower grades. These meetings
provide an opportunity for the careerists to talk with us
off the record as openly and as directly as they wish; it
allows us to get to know then better.
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c. Decisions concerning our budget and our expenditure of funds
are no longer made unilaterally. Beginning last year, I
started the practice of monthly budget meetings with our
senior staff. During these meetings we talk about needs and
requirements against available funds and reach a consensus
on what OIS does with its money. The reaction to this
practice has been overwhelmingly positive because our
Division Chiefs are participating in the management of this
Office.
d. We have made periodic visits to components to meet with our
careerists assigned outside OIS and will continue this. In
the central office I have been able to spend time each week
in each of our divisions.
e. We have been holding periodic rap sessions with careerists
throughout the MI subgroup. Since the response has been
quite positive, we will continue these sessions.
f. Last year we started the practice of sending copies of the
weekly report kwe send to you to the senior component Records
Management Officers. (4,e strike any particular item that
has been sent to you for your information only or any other
sensitive item that ought not to be widely circulated).
g, he have asked our senior Records tanagement Officers outside
the central office to hold regular staff meetings with their
;4I colleagues in their Directorates so that these careerists
also may know what is going on.
h. Again, toviard the end of involving our careerists in the
management of OIS t.e have made some significant changes in
our panel system and its operation. An assignment panel has
been created which consists of the heads of our four MI
subgroup career panels. This practice involves employees
down to the GS-11 grade level in the OIS assignment pro-
cess. In addition, I started the practice of not simply
receiving panel rankings or promotion recomnndations but
rather sitting with each of the panels to discuss the
results of their work. To date, we have been able to reach
a consensus on the final action to be taken. Again, this
practice has involved MI careerists in the personnel manage-
ment aspects of running this Office.
2. All authorities vested in the Director of Information Services
which properly can be delegated have been. Moreover, during my first
week as the Director of Information Services, I promised the Division
Chiefs that I would not tell them hove to suck eggs" but would expect
thei-ii to run their divisions and to keep me informed. I encouraged them
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to seek my help when it is needed and never to hesitate to propose some
initiative or innovative change in our work. I believe you are already
aware of some of the significant progress we have made and the momentum
which has been generated with your tremendous financial support.
3. 1-tuch of the progress we have made in OIS preceded the Director's
quest for excellence but his and your emphasis have spurred us to search
even more for better ways to do what we are charged with doing and to add
to our employees' pride in their Agency employment. Our other contri-
butions to excellence have taken the forts of suggestions to you for
changes in past practices and procedures, some of which have been
accepted.
4. This is a small office with diverse functions and employees
spread throughout the Agency. In many ways managing a small office is
more difficult than managing a large one. Given the level of our work
and grade structure, it has been difficult to develop career paths for
our careerists but we have had some measure of success. Also, we have
had some success in getting some upgrades of positions and are hopeful
that we will get even more. We must explore every possible way to offer
more of our careerists the opportunity to reach senior levels. Our
greatest success has been in the area of communications; there is little
if anything that we do that is not brought to the attention of all. I n
addition, I sense that our people are beginning to believe more in
themselves and in the Office. I can assure you that OIS is fully
committed to the DCI' s and your objective for attaining excellence in all
that we do.
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:~ JUL fGN
N)PP 165-84
1? OR I iJ 1 1'OR: Deputy Director for Administration
FRC 1: Allen R. Elkins
Director of Finance
STJB3EC?: Office of Finance Initiatives In Pursuit of Excellence
1. The Office of Finance is proud to set forth the following initiatives
which, as part of a long term and on-going effort to increase productivity and
enhance financial support to the Agency, have been accoilished or are in a
planunin_g or de velop n.ental stage:
a. Field Acccr,nting System (F 1S)
This is an automated accounting and reporting system for Agency field
installations ,inich is in use in differing stages of developlae.nnt, at
It has greatly
inaLe xt aen reten on at ose rations anc affords easy
e
iT
.
,
destruction of financial records in the even` of an emergency. The system
provides the Stations with rtucn more current data than possible with the
s
manual procedures and eliminates most of the budget forecasting pro:~le:m
inherent in hard-copy re-porting by pouch service. The latest version of
FAS ,inicb. builds and expands upon the experience OF has gained since the
~-
effort, O-and is studying ways to implement electronic signatures for
approvl certification purposes and the creation of an electronic
audit trail.
b. Contract Systems Audit Division (CS?D) Use of Portable Grid
Con: puters
CS_xO is using Grid portable computers at on-site audits of com:rercial
contractors and in negotiations where contract terms or financial data are
changed. The CSAI) auditor, during negotiations, has the capability of
instantly recording the changes and seeing the results immediately. Cost
savings are enjoyed by shortening the audit time required and by providing
accurate data instantly during the negotiation process.
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d. Random Sampling of Travel Vouchers
Beginning 2 July 1984, a GAO approved random sampling technique for
the auditing of domestic travel vouchers under X750 was implemented by
Central Travel Branch and the travel section of the Office of Development
and Engineering. Data collected. thus far indicates that we can anticipate
significant savings in domestic travel audit processing time. This office
has long been a strong proponent of a centralized Agency travel function.
Now that this will become a reality, in the near future, random sampling
nay eventually be applied to the totality of Agency travel with even
greater efficiency and savings realized.
e. Financial Regulatory Issuances
A dedicated effort has been made and continues, to simplify financial
regulatory issuances and set forth straightforward and easily understood
financial policies for use by Agency approving and certifying officers.
As part of this effort, OF has developed a listing, by subject matter,
tianicn references the appropriate regulation, handbook, memorandum, or
legal decision dealing with the subject. This listing, which has been the
recipient of many accolades, will be made available shortly (on disk for
use on W'-1NG Microfiche, and hard copy) to all support and financial
officer, thro::ghout. the Agency and overseas.
f. Internal Controls
The system of Internal Controls required by the Federal Managers'
Fiscal Integrity Act of 1982 was authored and implemented by OF. The
relative ease of implementation is a tribute to the existing controls
built into the existing organizational structure.
g. CIARDS Actuarial Program
An automated system has been developed to provide and maintain the
data necessary for the Treasury Actuary to determine the required funding
for CIARDS. This process, labor intensive and requiring massive ODP
production efforts, has been totally revzm79ed and modernized, with control
of output now completely in the hard of O.
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h. i-tarried Couple Entitlements
OF was instrumental in the establishment of. the policy for &- pal
entitlements to Agency employees married to each other and assigned PCS to
the same post. Long advocated by OF, this policy is one of fairness and
is in keeping with the tenor of the tiees.
k. Quality of Life Improvements
OF Registry has been refurbished with new furniture, equipment,
carpeting, and room dividers. Personnel have been issued smocks for
protective purposes and a dreary office has been transformed. Morale and
productivity have shown a marked rise in response to these actions.
1. Reduction in OF Forms
This office, responsible for 302 financial forms, eliminated 29 forms
during FY 83/84. OF was co:;-,mended for this reduction by the Chief,
Records Management Division. _
M. Computer Assisted Instruction (CPT)
A C_AI software package has been develop by OF; it can be used for
any instructional purpose desired. It is a unique, user friendly system
which is available for Agency-wide use.
n_ Cable Traffic
At present, Monetary Division makes two trips daily to headquarters in
order to bring Or cable traffic to Key Building. This system delays OF
response to action required cables. Action is being taken through use of
Programs established for the DESIST system to have our cable traffic rude
available on terminals ai Key Building. Considerable time savings will be
possible with this capability and reaction to requests to provide
operational support enhanced.
o. Cash and Bank Reconciliation Systems
Systems are being developed by OF which will provide a continual
balance of cash-on hand and automate the labor-intensive reconciliation of
acco~znts. Implementation of these systems will have
a large payoff in increased monetary control and greatly reduced
reconciling efforts.
S E C R E T
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 C' t' n v r m
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p. O-Reorganization
OF h_zs b? en reorganized with the Deputy Director for Financial
Opera Lions responsible for responding to problems and requirements of our
Careerists detailed to the external service, and with centralized
development of large auto-mated systems under the Deputy Director for
Financial Systems. The reorganization aligns senior manager
responsibilities with the major functional areas of responsibility.
2. This office has taken, and will. continue to take, a hard look at
procedures and functions to determine cihere continued improvements can be made.
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G%_..!
OTr E-1-1500
??1E`i~J t'1DU 4 FOR: Deputy Director for Administration
Director of Training and Education
SUBJLCi: Status Report--Search for Excellence
the Office of Training and Education (0TE) has undertaken several
initiatives since the last status report as part of our continuing
effort towards promoting excellence. A brief report of these
initiatives follo,:s:
o In response to numerous requests f ro,:q Agency training officers
for additional writing courses, the Communications Training Branch
conducted an Agency-wide writing needs assessment. The outcome of
the assessment indicated a strong desire for a multi-level writing
program (remedial- to advanced composition) as well as the need for
job-specific writing. Candidates for both staff and independent
contractor status have been interviewed to obtain the resources to
imple - nt the reco,~menclations of the needs assessment.
Several computer programs
have been identified or possible use in the planned multi-level
writing program.
o SIS students in the Executive Development Program/Core Course
all read In Search of Excellence by Peters and tW;aterman. The whole
course structure follows these principles, and there is a session
on the DCI's objectives and the CIA Credo. As one of the Executive
Development Electives, we plan to conduct a workshop on
"Excellence" in the late fall. The focus of the workshop will be
strategies for the application of the DCI's objectives at the unit
level.
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 rMT-T1lF JTTAT.
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SU3.JGCI': Status Repo;. t--Search for Excellence
o A Computer Based Training (CBT) group was created on 30 April to
serve as OTE's focal point for CBT. After an initial training
program conducted 4 - S June, the CBT staff began work in
mid-June. An Interdirectorate CBT Group has been formed and held
its first meeting oci 14 June. The OTE CBT Group is serving as the
secretariat for this information-sharing group, which will meet
next on 16 August to hear a report from NPIC on the use of CBT in
the training of imagery analysts.
o The first OTE in-house course, Fundamentals of AI*%i, is currently
being written by the CBT group staff aid should be completed in
late 1981 or early 1985. The first two lessons of the AIM course
will be used in a comparative study of the two authoring systems
being considered for implementation in the SAFE Training Program.
o OTE is obtaining CBT expertise from consultant
Her advice is initially being sought in four areas:
1) preliminary assessment of mainframe-(1elivered courseware in
courses taught by the ISTD; 2) advice on how to structure the OTE
effort in mainframe CBT delivery; 3) advice on bow to approach the
question of micro-based CBT delivery; 4) advice on how the Of 'Lice
should approach the whole question of CBT implementation and the
role of .the CBT Group in this.
o An initiative was developed by the Analysis Training Branch to
train Intelligence Community Analysts in the methods of
intelligence analysis. Preliminary discussions with several
Agencies clearly suggest a positive response to the proposal. If
approved, six courses designed to meet the particular needs of the
Community would be developed and implemented during FY 1986.
o A program is ongoing which will identify the specific training
needs of the professional DS&T officer. This effort conducted in
conjunction with the DSET has involved a review of
different position descriptions to identify specific needs. 4aen
the validation effort is completed, an appropriate curricula will
be established as was done for the DI during FY 1983.
o A National Warning Course to train Community analysts on the
production of warning intelligence was developed at the request of
the National Intelligence Officer for Warning. After the first
running in June received such pervasive interest from the
Community, it laas included in the FY 1985 program and is fully
subscribed for the entire year.
2
a) dFII)l;`I FIU
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SU0JECT. Status Report--Search j or i.xcc;lle.,:.e
o The Career Training Program has been restructured to meet the
needs of all directorates in the Agency. This enhanced program
stresses the one-Agency concept reinforced by long periods of
common training among the career trainees (CTs) destined for
different directorates. Included in this new program is the
requirement that all non-DO CTs take operations familiarization to
acquaint them with the principles and concepts of clandestine field
activity. The programs concludes with directorate-specific
trailing designed to prepare Us for their ultimate assignment.
All directorates have pledged their support to the new Career
Trai-ling Progra;n and over the next three years we anticipate
training upt arils of =CT--, per year.
o Prior to the development of the new Secretarial Training
P rogr am:l, there were only eight general courses offered to the
secretarial/clerical employees in the Agency. The nVVr program
consists of 25 courses designed primarily for secretaries and
administrative support personnel. The following courses have
already been introduced on a pilot basis: 1) Planagement Stills
for Secretaries and Administrative Assistants, 2) 1Jomen in the
11ork Force, 3) Role o` the Secretary in an Automated Office,
4) Effective Oral Presentation, 5) Getting Your Ideas Across, 6)
Stress Management, and 7) Time Management. Response to these
courses has been overwhelmingly enthusiastic. The remaining
courses will be introduced during FY 1985.
CO`TIDLN T IAL
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 1 rn\TT Tnt TYTT A i
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PLEHORANDUM FOR: Deputy Director for Administration
FROM: Robert W. Magee
Director of Personnel
SUBJECT: Office of Personnel Response to Excellence
1. During our recent Quarterly Review with you, we reported our
progress on a variety of issues related to "Excellence"--regulations a,,d
notices published, Director of Personnel Notes :issued, briefings given by
senior OP officers, and a variety of other topics which are enumerated in
paragraph 4 below. These are important contributions, but I would like
to provide you with a few lines that speak to the "Spirit of Excellence,"
incidents in OP which demonstrate the spirit the DCI is trying to capture.
2. Perhaps the most vivid example of a motivated group is
OP/Employment Division IV--the clerical. recruiting group. Up through
1983 the clerical recru:itir.;; effort was routinely bringing in from 30 to
45 new people a month. Following the DCI's speech, Division IV set a
goal for itself to demonstrate its commitment to Excellence--in March the
EOD goal was set at 70. They fell a little short and were only able to
EOD 63 people. That only served to motivate them to reach a higher
goal. Division IV in April EOD'd 90 people. Their self-established
July goal was set even higher. There were 120 scheduled to EOD by
Monday, 30 July. I cannot think of a more vivid e:'ample of
"Excellence." These achievements were not the result of a mandate. They
are a demonstration of the sense of unity of purpose and team spirit that
the Division IV managers have instilled in their employees. One only
need ask around about the need for secretaries, clerk typists, finance
assistants or security escorts to learn how significant an accomplishment
this truly is. We don't believe this is an aberration. It is an
affirmation of belief in the Agency's purpose and pride in one's work.
3. Pride in the work unit is 'not limited to large, visible
components. I recently did some NBWA, and in OP/TRB (the OP File Room)
discovered a real sense of pride. As you know, we recently computerized
the system whereby component personnel officers request Official
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 .~1 -COmFIOENTIAL
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Personnel. Files. The system has improved the efficiency of TRB.and in
spite of the fact that. it is located ouL; ide Headquarters, in over 80; of
the cases files are delivered to the requestor within two work days.
This is not done without some turmoil, however. The area in which files
are pulled and packaged for delivery is crowded, and the furniture is
makeshift at best. To the extent they could, the TRB folks have
organized and dressed up the space, but they know they could be even more
efficient with the proper equipment. So they asked me for it. They have
the same high spirit which is demonstrated in Employment Division IV,
without having the glamour attached to a recruiting function. So, I am
going to find the bucks tb buy the furniture they need--$7,000 is a small
price to pay for the productivity increases we hope will follow from the
purchase. The people were visibly excited when told they would get the
furniture they wanted. They know they are part of a great Organization;
they know they make a contribution to the greater good.
4. In terms of quantitative measures, you will recall from our
Quarterly Review that the following actions have been taken:
a. 39 Director of Personnel Notes have been published;
b. 12 Headquarters and Field regulations are in the process of
being published with the aim of reducing bureaucracy or recognizing
Excellence;
c. Four Headquarters Notices have been published for the
purpose cited in (b) above;
d. We have begun several new initiatives, such as special
payscales for high tech categories (Commo banding);
e. We have produced a videotape on "Excellence" and are getting
enthusiastic reviews from audiences throughout the.Agency;
f. A second "Excellence" videotape is in process; and
g. Senior OP managers continue to provide informative briefings
on subjects such as health benefits improvements, retirement legislation
and domestic relocation to a variety of Agency audiences as we continue
to monitor these topics and prepare a response to protect Agency equities.
5. You know we are heavily committed to the DCI's program. There
are two words which sun up the. OP attitude. We believe.
Robert W. Magee
crr TnrN*rTAr.
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TO,
JUL 19 4
t?IEAI01RANDU4 FOR: Deputy Director for Administration
FROM: Daniel C. King
Director of Logistics
SUBJECT: Pursuit of Excellence
1. As you requested, we have conducted a review of Office
of Logistics (OL) efforts keyed to the Director's pursuit. of
excellence objectives. Attachment A and B present a summary of
those efforts, which we believe represent a significant
contribution not only to the search for. excellence but to the
maintenance of excellence as well. Since OL responsibilities
cover a wide and diverse spectrum of activities we have, for
the purpose of clarity and ease of reporting, elected to report
our efforts as follows:
Attachment A represents action by OL to reduce
bureaucracy. Primarily, the actions listed have been
effected through regulatory change and greater delegation
of authority and responsibility.
Attachment B which you will recognize as information
presented at- our recent planning conference with you,
provides a listing of the many and varied ways through
which 01. currently communicates. You will also note that
this listing is divided into-two major categories and at
the end of each category are listed additional planned
activities to further improve OL communications.
2. In the other areas of concern to the Director, we
continue as always to encourage sensible .risktaking, creativity
and innovation among all OL employees, and we appropriately
recognize and reward the many outstanding performers and
deserving individuals who contribute to the success of L and
the Agency.
Daniel C. King
OL 41Z5 84
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REDUCING BUREAUCRACY
a. SUPPLY OPERATIONS
(1) Operating components are no longer required to provide
OL with signature cards for approving officers authorized to
sign requisitions.
(3) Autnority has been delegated to a Chief of Station to
approve the sale of government property to employees when that
property is properly advertised and the employee is the reign
bidder.
(4) The authorized line item limit for requisitions tb the
Small Purcnases Section has recently been
raised from $300 to $500.
(1) A new policy was recently established to permit
components to make purchases up to $1,000 per transaction
without OL involvement, using funds from either an imprest fund
or Office of Finance disbursing element. The previous limit
was $300.
(2) Another recent change in procurement policy involves a
change in the dollar limitation for non-competitive
procurements. The threshold has been raised from $1,000 to
$2,500.
(3) A recent revision to the regulation governing
procurement raised the limit that a COS or COB
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can authorize without Headquarters approval from $3,000 to
$5,000.
c. MOTOR VEHICLES
The recent revision of regulations covering motor vehicles
has resulted in a delegation of authority to Operating
Officials to manage their Table of Vehicle Allowance (TVA)
directly without OL approval as long as there is no overall
increase in the number and type of vehicles. Also optional
accessories for vehicles previously required Deputy Director
approval; now only Operating Official approval is required.
d. REAL ESTATE AND CONSTRUCTION
(1) A recent change to the regulation governing
headquarters Area Logistical Services raised the level of what
the Director of Logistics can approve for building alterations
from $25,000 to $100,000. This authority has in turn been
redelegated to the Chief, Real Estate and Construction Division
(RECD) and to the Chief, Headquarters Operation, Maintenance
and Engineering Division (HOME) OL.
(2) In addition to the above, the following changes are
currently being incorporated into the regulations governing
Real Estate and Construction
-Raising the Deputy Director approval authority for
the purchase of new property or for new construction
from the present $25,000 to $100,000.
-Similarly, raising Operating Officials' authority
from $5,000 to $25,000.
-Also, the authority for leasing additional space to
be raised: Deputy Director from the the present
$25,000 in annual rent to $100,000; for Operating
Officials from the present $1,000 to $4,000.
-A recent change to the complement field regulation
increased the total cost of alterations., repairs, and
new construction that a COS or COB can approve from
$1,000 to $2,000 for a single structure and from
$5,000 to $10,000 for multiple structures.
C. ACCOUNTING FOR LOST, DAMAGED, OR DESTROYED GOVERNMENT
PROPERTY
In process is a revision of to
clarify the point that a report of survey need not be made for
any loss or destruction of property when it is readily
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apparent that no one was at fault (negligent-) or there was no
unauthorized use or disposition. Since this point is
frequently overlooked, needless survey reports are often sent
to the headquarters Survey Review Board. The revised -
regulation will stress that the chief of activity has the
authority to write off such property without having a report of
survey prepared, although he r;ay forward such action to higner
authority if he wishes.
f. CLAIMS FOR LOST, DAMAGED, On DESTROYED PERSONAL PROPERTY
Recently the value of claims that can be settled by the
Chief of Component rather than be referred to tile Headquarters
Claims Review Board (HCRil) was raised from $100. to $300. Also,
for claims that are sent to the HCRB (over $300) the
Chairman/HCRB can now adjudicate without the participation of
the rest of the Board all claims of less than $2,000 vice the
previous $1,000 limit. This results in much faster resolution
of claims.
g. HOUSEHOLD FURNISHINGS
A recent revision to the regulation governing household
furnishings authorized each area division to make minor
adjustments to furniture authorizations and to establish cost
limitations for rugs and draperies.
This same revision added smote detectors and security locks
to the list of items a COS or COB can acquire without
Headquarters approval.
h. PROPERTY ACCOUNTING
It should be mentioned that our system for property
accounting is extremely decentralized. The chief of activity
only makes o-te report. a year to the Off ice of Finance (and that
is just the total value of the activity's property) and no
-reports to the Office of Logistics. The chief of activity is
authorized to delegate to his subordinates the authority to
write off property under many circumstances. A recent revision
has done away with the requirement for a chief of activity to
sign a Certificate of Expenditure when property is transferred
to another Agency component, even when disposal is to be
accomplished by the receiving component. Now only tne
accountable officer signs such documentation. This change
greatly decreases the number of property transactions that the
chief of activity has to sign.
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Attachment B
1. BRIEFINGS/COURSES/SEMll,s'tRS/CONFERENCES
a. Existing
(1) Headquarters Property Accounting Course -
Instruction in control of Agency property, and
establishing and maintaining property accounting
records.
Audience: OL careerists
Frequency: Quarterly (three-day course)
Last Date Conducted: 05-06 June 1984
(2) Agency Standard Automated Property System (ASAPS)
Course - A familiarization with ASAPS covering ASAPS
file structure; a review of data elements, standard and
ad hoc reporting procedures, and data base manager
functions.
Audience: Agency accountable property managers
Frequency: Every two months (two-day course)
Last Date Conducted: 18-19 June 1984
(3) Printing and Photography Seminar - Information.
seminar on services provided by the Printing and
Photography Division.
- Audience: All Agency employees requiring Pt;PD
services.
Frequency: Yearly (two-day seminar)
Last Date Conducted: July 1982
(4) Logistics Conference - Two-day conference with
internal and external speakers with topics of interest
to all OL careerists.
Audience: 250 OL careerists
Frequency: Yearly
Last Date Conducted: 14-15 May 1984
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(5) Logistics Secretarial Conference - Two-day
conference with in terna 1 and external speakers 'with
ciaphasi.s on secretarial concerns.
- Audience: 35 OL careerists
- Frequency: Yearly
- Last Date Conducted: 30 April--01 May 1984
(6) Logistics Orientation - a 2 1/2-day course
designed to give participants an overview of the Office
of Logistics.
Audience: New OL employees; OL employees returning
from extended overseas tour; and Agency
employees whose jobs interface with OL
activities
Frequency: Quarterly
Last Date Conducted: 28 March 1984
(7) Director of Logistics Quarterly Conference - Four
or five twenty-minute briefingson new OL initiatives.
Audience: OL careerists--primarily for those
serving outside of OL
Frequency: Quarterly
Last Date Conducted: 11 April 1984
(8) Rap Sessions - Held by the D/L, DD/L and L0, witn
approximately 30 OL careerists in attendance to discuss
their concerns.
Audience: All OL employees participate at one
time or another.
Frequency: Quarterly
Last Date Conducted: 02 July 1984
(9) D/L Staff Meeting - Briefing on weekly events.
Audience: D/L, DD/L, E0, AEO, all division/staff
chiefs, C/B FB, C/OL-OC/IAIC, C/OGC/Lt;PLD,
and recipients of awards
Frequency: t'feeKly
Last Date Conducted: 27 July 1984
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(10) Yearly visit to each outlyinn OL coin ane,~t. by D/L,
DD/L or TO _.
Audience: Various logistics components in
Headquarters and overseas
- Frequency: Weekly
(11) Branch Staff Meetings -- Attended by D/L, DD/L or EO
to discuss concerns.
- Audience: Branch employees
- Frequency: Bimonthly
(12) D/L Walk-Abouts - D/L walks to individual offices
and talks to employees at their workstations.
Audience: OL careerists
Frequency: Biweekly
Last Date Conducted: 05 June 1984
(13) Open Door Policy - The D/L, DD/L or EO are
personally available to discuss concerns with any employee
and often reiterates his open door policy.
Audience: All OL careerists
Frequency: Continuing
(14) New Building Briefings - Briefings on. space,
parking, design, and general projects associated with the
planning for and construction of the new building-
Audience:. General and specific interest groups
Frequency: Ad hoc
Last Date Conducted: 13 June 1984
b. Planned
(1) Telepouclies to Overseas Facilities - To update on
OL news.
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- Audience: OL careerists overseas
- Frequency: tks events occur
Last date Conducted: Will ll to issued July 1984
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2. D.ISPLAlYS/PU13LICA'1'I0 ?S
a. Existing
(1) The OL Personnel Handbook: Designed to
familiarize the new employee with the Personnel
Management system. The Handbook contains the laws,
regulations and policies, and administrative procedures
that provide the framework for OL personnel
management. (Issuance of the handbook has been
discontinued pending revision of same.)
(2) Catalog of Courses: The Office. of Logistics
Catalog of (.ouurses is designed to provide a broad
overview of the internal and external training
available for employees and to serve as a guideline to
Careerists in formulating a personalized training
program.
(3) "Executive Furnishings Catalog": The "Executive
Furnishings Catalog" has been printed and distributed
to all support officers. Tne full-color catalog
includes pictures, stock ni.mbers, and prices of
furnishings according to grade for GS-lSs and above.
The catalog will be updated periodically as necessary
due to price or other changes or additions.
(4) "Headquarters Logistics Notes": On 22 May 1984
the first in a series.0 "Headquarters Logistics Notes"
was distributed to all logistics and support officers
in Headquarters Building and at outlying buildings.
The notes are meant to be informal in nature and are
not intended to establish policy. Recipients of the
notes were asked to give them wide circulation to all
interested employees.
The notes have been published weekly since
initiation of the series and contained information
relating to construction of the new building on the
Headquarters compound; parking; the status of the
Headquarters maintenance and operations contract; the
relamping program; the reorganization of Logistics
Services Division, OL, as the Headquarters Operations,
Maintenance and Engineering Division, OL; and new
access routes to the Headquarters Building from North,
South, and West Parking Lots, with naps provided by the
New Building Project office, etc.
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(5) Exhibit of Memorabilia: On 15 June 1984, an
exhibit consisting of memorabilia from the 24 flay
1984, groundbreaking ceremony for the ne; i building, and
from the 1959 cornerstone laying for the Headquarters
Building was mounted beside the model at the junction
of the lC/1D corridors at headquarters Building.
(6) Fine Arts Commission Exhibits: The Interior
Design Consultant assists the Fine Arts Commission and
other components with exhibits in the ID Exhibit
Corridor at Headquarters. Building.
(7) Agency Shuttle Bus Schedules: Agency shuttle bus
schedules are updated whenever the schedule changes and
are distributed to all interested employees via
receptionists in all Agency-occupied buildings, shuttle
bus drivers, etc.
(8) Headquarters Building Locator A new trifo-1d
.locator raap of 'Headquarters Building teas been prepared,
and a supply has been sent to the Office of Personnel
.for inclusion in their informational packet for new
employees. The locator maps are also available to all
current employees.
(9) At the time of the
move o Agency personnel Into the Building, a
colorful orocnure was prepared giving information about
the building and its environs, including
transportation, service stations, restaurants and fast
food facilities, department stores, shops, libraries,
etc.
.(10) Quality Circles Newsletter: Produced quarterly,
this publication serves as a Pt;PD in-house
communication device, and may be of general interest to
those outside of P$PD interested in developing a
Quality Circle Program.
(11) New Building Displays: The.NBPO provides New
building Construction In omation displays as well as a
model and artist renderings of the new building.
(lz) D/L Staff Notes: ` Weekly items of interest to OL
careerists to Keep them informed of office activities
and concerns. Notes taken from D/L Staff Meeting.
(13) Item of Interest for D/L Staff Notes: Prepared
on rotation by OL divisions and staffs to provide
in-depth information on a current initiative underway
in the staff or division.
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b. Planned
(1) "t teal i ty of Life in CI .": The Interior Design
Consultant is t orking ith the Fine Arts Commission on
the booklet, "Quality of Life in CIA." This is a new
version of the booklet, "Design for Living in CIA." It.
addresses the Headquarters Building design History and
offers guidelines for employees to extend good design
into the workplace.
(2) Computerized Carpool Service: A new service will
soon be available in Room 1J45, Headquarters Building,
to personnel desiring to join a carpool. A
computerized list of existing carpools within a
geographic area will be accessible by providing the
grid number from the large rap in the 1J Corridor or
similar maps located at the outlying buildings.
(3) Carpool/Vanpool Fair: In support of the Agency's
efforts to encourage the use of carpools and vanpools,
OL/l10i?IE plans to have a fair in the near future to make
pertinent information available and the formation of
carpools/vanpools easier. A Vanpool Fair was
previously held at Headquarters Building on 14 January
1980.
(4) PL;PD Handbook: A P4PD customer handbook, which
will provide a summary of all. services offered, will be
available in the near future. Our current plans are to
distribute the handbook to all P1PD customers.
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SECRET
DDI #04778-84
17 August 1984
MEMORANDUM FOR: Executive Director
FROM Deputy Director for Intelligence
SUBJECT Search for Excellence Program
1. The Directorate of Intelligence follow-up to the DCI's
"Excellence" program began even before he delivered his speech on
16 March. Once the Excellence task force under John McMahon's
auspices had finished its work and made its recommendations, I
asked each Office Director and Staff Chief in the DI to convene
their people once again and to come up with ideas for furthering.
the Excellence program within the Directorate of Intelligence.
Each organization, as well as the Directorate's Management
Advisory Group, submitted its recommendations and I asked a
Directorate-level task force to make recommendations to me on
which of these measures should be adopted as Directorate
policy. The task force was chaired by Persian Gulf
Division Chief in NESA and our representative to the McMahon
group, and also included a branch chief, an analyst, a secretary
and one of our administrative officers.
2. The newsletter that I issued on 1 June (attached)
presented to the Directorate a long list of measures and policy
changes incorporating not only the Director's decisions but my
own in terms of steps to be taken within the Directorate of
Intelligence on recognition and awards, reducing bureaucracy and
delegating downward, the Directorate's substantive review
process, and a range of other topics. This 1 June publication
sets forth a large number of significant policy changes in the
Directorate, several of which required changes of Agency policy
in order to implement. These Agency policy chances were in fact
made with the help of the DDCI and the DDA.
3. I emphasized at the end of that newsletter that "action
-- and action throughout the year" -- on the Excellence program
would be essential and that "the credo is a statement of
aspirations; all of us now need to work to make it more of a
reality." I stated that the measures announced in the newsletter
were "only a start".
4. In response to your memorandum of 24 July and the
Director's of 26 July, I have once again solicited from the
SECRET Cl By Signer
DECL OADR
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sr.UKk"i
Office Directors reports on the measures they have taken
subsequent to the first of June. I present highlights'of these
below. The report is divided into two categorises: substance and
5. While I think you should look over the large number of
examples below, I would highlight the following developments:
-- The burgeoning of task forces to work on discreet
substantive analytical problems with a view to their
disbanding once the job is done.
The dramatic number of initiatives to better inform all
of the people in each office of what is going on,
particularly from an administrative and bureaucratic
standpoint.
-- An apparent far reaching change in the attitude of
managers toward involving their people in.identifying
problems and coming up with the solutions.
-- An effort for the first time to expand management
attention, concern and career planning effort rn
categories of employees other than analysts.
6. It is the breadth and number of the Excellence-prompted
initiatives over just a three month period that convince me that
the Excellence effort genuinely took hold and that DI managers
got the message. I frankly believe that most of the major items
that we can do in these areas have been tabled -- from the use of
task forces for both substantive and bureaucratic purposes to
greater manager contact with employees to management involvement
of employees at all levels in trying to solve problems. It seems
to me that principal future steps lie in our keeping alive the
spirit that has motivated the actions of the last few months and
insuring that with time it does not dissipate and become
forgotten.
7. I
factors in
of the DDI
produced.
Center and
formal and
think it is fair to say that one of the precipitating
the Director's interest in task forces was formation
Task Force and the high quality report that it
In many respects, the Technology Transfer Assessment
the Instability, Insurgency and Terrorism Center are
lasting kinds of task forces that bring together a mix
skills throughout the Directorate to address high priority
problems. But I think the Director's interest, and the Agency's
in general, are more accurately reflected in the formation of
task forces to take on a specific job, do it, and then disband.
What follows are a, series of examples of task forces that have.
been formed just within the last three months within the
Directorate of Intelligence to address substantive problems:
. 2
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OGI has formed snecial task force to develop the means
for exploiting relating
to LDC economics, drug trafficking and grey area trade
in arms and nuclear materials.
An inter-branch task force of analysts in four branches
of OGI has been formed to improve work on the Third
World debt problem.
At ALA's instigation, an Intelligence Community task
force has been created to review and agree upon the data
base and methodologies used to calculate the arms flow
from Nicaragua to El Salvador.
ALA has established an informal task force to conduct
collaborative analysis on the Latin American debt
crisis. It includes elements of two divisions in ALA,
one from OGI, and the NIO for Economics.
-- ALA has formed an informal task force with Treasury and
State
-- ALA has established as part of its FY-85 research effort
a task force to identify and analyze key economic and
political issues through the 1990s.
-- ALA has also formed a task force with participants from
DDO, INR, NPIC, NSC and DIA to analyze key strategic
facilities as a crisis management tool.
-- OSWR has created a task force to increase emphasis on
future Soviet weapon systems. Special studies under the
auspices of the task force include Soviet capabilities
to develop space based systems to. detect aircraft and
cruise missiles, Soviet ground attack helicopters of the
'90s, and Soviet capabilities and intentions to develop
maneuvering reentry vehicles.
-- OSWR is developing a task force to assess Soviet
capabilities to develop responses to the President's
Strategic Defense Initiative and is examining the
possibility of a task force to address the Soviet
Command, Control and Communications problem.
-- OCR also has formed a task force to examine the
organization and functions of the main OCR indexing
operations and to prepare the new central index file of
SAFE.
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SECRET
-- The Analytic Support Group has created a task force
planning for the delivery of foreign television
ASG has created a cross-directorate group attempting to
improve computer training available to analysts.
-- EURA and SOVA are creating an inter-office task force to
address problems relating to CEMA, with a particular
view to understanding better the broader implications of
Soviet-East European economic relations.
-- CPAS has created a task force to explore ways in which
foreign television broadcasts can contribute to current
intelligence reporting and I&W responsibilities.
-- OIA has created an ad hoc group to develop a plan on how
the office can best prepare for the
collection system
-- CRES has formed a task force to review the DI/ADP
Modernization Study with particular emphasis on possible
actions to deal with analysts' concerns over how to
influence collection systems.
8. The Directorate has taken a number of other initiatives
as an outgrowth of the Excellence undertaking to try and improve
analysis. Some of these include:
-- OGI is creating cross-cutting branch units to pursue
non-traditional research. For example, the Political
Instability Branch will examine mechanisms for sudden
change in a series of Third World countries and the
Economic Analysis Branch is looking at a number of non-
traditional areas such as Third World austerity and
narcotics trafficking.
-- OGI is pursuing new opportunities for cross-divisional
analysis, identifying areas where skills unique to one
division can be applied to substantive issues handled in
another unit.
na )II; an t e ocmodity Analysis
Branch are looking at patterns of Soviet commodity
purchases with a view toward their impact on individual
LDCs and potential leverage for the Soviets.
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SECRET
OGI also has developed several special programs to
broaden the experience and perspective: of analysts,
including an "out of area assignments program" involving
some 20 assignments in other government agencies or
overseas to provide first-hand experience in the use of
intelligence or the opportunity to develop unique
insights on substantive issues. For example, one
analyst just spent three months abroad examining the
development of high-tech industries in seven newly
industrialized countries.
OGI's Geography Division is exploring the possibility of
contracting with local geography professors to set up
special studies programs for non-geographers in the
division highlighting systematic geographic research and
the opportunity to apply elementary integrated
techniques on foreign area topics.
OGI's Strategic Resources Division is establishing a
training guide for its personnel, including appropriate
academic course work from local universities based on
area specialization, recommended short courses from
universities or consultants in specialized topics, and a
listing of appropriate conferences or seminars
applicable to the division.
OGI's Geography Division also is trying to create an
environment encouraging the "trickling up" o.f ideas from
all employees in the division. Key substantive topics
are identified within branches and then, similar to the
drafting of the credo exercise, each branch discusses
the topic and makes recommendations. By occasionally
setting aside time,.the division hopes to stimulate free
and uninhibited thinking that will uncover good ideas.
ALA has undertaken an active program to improve
dramatically its relations with the DO. This has
involved a formal program for DO CTs to serve in interim
assignments in the office, the recruitment of a DO
officer as a deputy division chief in ALA, senior
managers attendance at DO Chiefs of Stations conferences
and meetings with reports officers.
Virtually all offices in the Directorate have created
mentors for new analysts to see that the analysts get
the training and guidance they need, help in
understanding how our work is done, and in learning the
resources and opportunities available to them.
-- OSWR has started a guest speaker program, bringing in
outsiders to deal with specific substantive topics.
5
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-- OSWR's management has set aside time each day. to meet
with managers and focus on analytical developments and
discuss substantive issues. Discussion of management
and administrative concerns are forbidden at these
sessions.
-- SOVA has established review procedures to examine Soviet
force projections in the context of supporting
assumptions and key constraints that affect individual
weapon programs and overall production and deployment.
This systematic review of future forces considers order-
of-battle, force effectiveness data, and plant
production capacities as well as technical, political
and economic motivations and constraints.
Working groups have been established in SOVA to deal
with projections of specific categories of weapons to
assure consistency with all-source intelligence and to
identify industrial, economic and technological
constraints and incentives that affect individual
programs. Key supporting assumptions are reviewed and
if the intelligence bearing on individual programs is
ambiguous or weak the working groups may request
additional research or produce alternative projections.
-- OCR has established service representatives to both OSWR
and OGI. These representatives are charged with
evangelizing these offices and explaining and promoting
library support to analysts.
-- OCR has begun reviewing DI production plans to bring a
full range of OCR support services to bear on a problem
even before an analyst requests it.
-- EURA has 'nitiated a new European Review feature called
"One Analyst's View" which is published with a
disclaimer and without any review.
-- The East European Division has begun using panels
throughout the process of researching, writing and
reviewing papers to bring together analysts and managers
who can provide ideas and support on a particular
subject to the analyst.
-- OEA has been encouraging its people to apply new
approaches and methodologies. Recent examples range
from the formation of a new regional assessment staff to
produce cross-cutting East Asian wide regional
assessments to the recent report (which the DCI and DDCI
both have seen) on how well positioned we are for the
troubles ahead for both collection and analysis on the
6
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A series of informal seminars by SOVA and OSWR senior
analysts to keep Third World military analysts current
with weapon developments and weapon systems will begin
in September.
II. BUREAUCRACY
9. A number of initiatives have been taken by the offices
to reduce bureaucracy, delegate authority, improve the quality of
life, grant more prompt and wider recognition for excellence, and
better involve and better inform our people about the mysteries
of this bureaucracy. What follows is a selection from each of
the offices of major initiatives that have been-taken.
An advisory committee of analysts, support personnel and
branch chiefs has been formed to work out a system of
fair guidelines for financial award.
Changes have been made in the substantive review process
to minimize unnecessary aggravation and inconvenience to
the analyst and also to speed the process.
A mentor system has been established for new employees
so that each new employee will have someone below the
branch chief level to whom they can turn for work
related information and advice.
New initiatives in training include using all of the
positions for the September running of the Seminar on
Intelligence Analysis, a course design to develop
brainstorming skills and identify more creative ways of
approaching traditional analytic problems. As a result
a majority of a division will simultaneously be exposed
to these tools and techniques with the expectation that
the shared experience will stimulate and facilitate
their use when the employees return to their jobs.
A program has been developed for circulating out of area
training opportunities to the secretarial staff. TDYs
are being developed for Intelligence Assistants to have
the opportunity to travel and attend conferences. For
example, one IA who has been working with the
International Energy Team for nearly 10 years will
attend a conference on energy security issues next month
in Hawaii.
Because many newer analysts were not familiar with
procedural steps involved in preparing NID and PDB
articles, a senior officer has prepared a memo detailing
those steps.
7
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Z) r, k, tcni
Because of so many first-time travelers abroad, NESA is
holding a series of briefings on required procedures,
and so forth related to traveling
-- Guidelines have been issued on the use and availability
of flex-time.
In response to considerable misunderstanding about
office funding of activities, the Executive Officer
presented a lecture on the budget process to personnel.
Despite numerous complaints about the very high
temperatures In one of NESA's division, the problem
remained unresolved. Using its own new funding
authorities resulting from the Excellence program, NESA
management simply purchased a dozen large floor fans to
provide relief.
A task force was created to develop career training
profiles for secretaries, political military analysts,
and economists. The profile contains course
descriptions and when during an individual's' career a
course would be appropriate.
Because of concern over the introduction of computers
and the resulting impact on secretarial duties, office
secretaries met and compiled a new job description that
include both current duties and computer oriented tasks.
To give secretaries a better understanding of the nature
of our work, a visit has been arranged for them to NSA
for an orientation briefing.
-- Several external training courses for secretaries have
been identified.
The office has begun publishing a newsletter that will
include promotions, kudos, travel, production and
performance comparisons.
NESA military analysts have begun holding regular
meetings to exchange information and address military
related issues.
A space working group has been established to identify
and provide suggestions for solutions to work space
problems.
Work will soon be completed that will provide each
analyst with self-enclosed work stations enhancing
privacy and noise reduction.
.8
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-- A task force developed a checklist for all'new employees
detailing information to assist them in adapting to
their new working environment. -
-- New procedures were established to improve and
accelerate the office/division review process.
- NESA has established procedures for cash awards for
outstanding research papers.
-- An ADP task'force has been established to review current
and future office computer requirements.
-- Deputy division chiefs have been made full members of
the career service panel. These individuals know the
individual analyst perhaps best of all.
Graduate fellows on duty with. ALA are serving as full-
fledged country desk officers.
-- A secretarial advisory group in the office has been
formed resulting in solutions to several on-going issues
and improvement in morale.
-- Economic and military mentors for new analysts have been
established.
-- The office is delegating authority to lower levels in
management, reducing routine administrative meetings.
For example,.division chiefs are now able to authorize
part-time external training during duty hours for
personnel taking courses directly applicable to their
jobs.
SOVA
SOVA has initiated programs for enhancing professional
training for those in secretarial and technical career
fields. It has sponsored the attendance of two
secretaries at a professional secretaries international
convention in Toronto, will sponsor attendance of
technical employees at various local and national
computer conferences, will encourage secretarial and
technical rotations for career broadening experiences
and will continue to move technical employees into
junior analyst positions.
-- SOVA is giving out of cycle promotions to recognize
especially outstanding analysts, awarding QSIs and cash
awards for sustained excellent performance.
9
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St;U i'1
-- SOVA has designed a new seven week intensive Russian
language course.
The office has published a memorandum to all division
and branch chiefs listing ten new procedures delegating
authority downward on recruitment, selection, vacancy
notices, use of informal notes in lieu of formal
correspondence.
-- Branch chiefs are authorized to approve outside training
requests.
-- Authority has been lowered to approve purchase orders
for books and periodicals.
-- Authority to approve biographic reports has been.
delegated to division chiefs.
-- Division chiefs have been authorized to approve requests
for installation in headquarters' TV grid.
-- Non-managerial personnel have been assigned as team
leaders to handle special tasks.
-- The office has implemented a procedure whereby career
service panel ranking groups recommend awards for long-
term high quality performance as they evaluate
employees.
The office in late May held a 2 1/2 day conference
involving 50 employees from all parts of the office on
the subject "in pursuit of excellence".
-- The office held a conference to discuss ways of
improving operations.
-- An OCR in-house program to cross-train service personnel
in other office services.
-- OCR has eliminated chain of command routing on requests
to take training or attend conferences.
-- The office introduced simpler forms for data collection
for the management information system.
EURA
Secretaries are being encouraged to take advantage of
training away from Eeadquarters.
10
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The office will hold its first conference for
secretaries in October.
-- Three EURA economists are organizing a monthly seminar
series.
-- The office is circulating a monthly newsletter to
analysts.
-- The deputy director of the office is meeting
individually with all analysts and secretaries who have
been in the office less than a year.
-- The office is adopting a mentor system for all new
analysts.
-- Branch chiefs are able to sign off on draft NID
articles.
A task force has been established to improve physical
arrangements of various divisions in the office.
The office also has named a task force to conduct their
own mini inspection of the office, talking to as many
people as possible in the office about a wide range of
substantive, administrative and quality of life
issues. The team will issue a report in September.
The Cartography, Design and Publications Group has
formed a task force to plan for the acquisition and
budgeting of technologically advanced equipment for the
development and production of maps and graphics.
-- Another task force is looking into ways to improve the
crowded working environment.
-- A number of employees have been given cash awards.
The office is attempting to resolve a longstanding
problem concerning how to fairly compensate CPAS
employees who work night shifts.
A first-ever office conference was held in July where
the reports of several teams charged with surveying
office employees on a variety of issues and problems
were presented and discussed.
OEA is promoting greater junior analyst contact with
consumers.
11
F.rRRT
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0 r- k, n. F, L
OEA has sponsored a recent conference for its
secretaries and monthly secretarial
meetings and briefings are being arranged. _
Several teams have been established in OIA such as an
ADP committee and a new equipment committee to keep
analysts and support people aware of initiatives in
these areas and to solicit their concerns and opinions.
An OIA clerical and registry committee chaired by the
office's deputy director has been formed to communicate
with secretaries and other clerical and registry
personnel and to address their needs and concerns.
The Imagery Tasking Center has initiated a weekly ITC
staff note to pass items of interest within CRES and the
DI to its personnel at Headquarters to keep
them up to date.
An experienced secretary has been made responsible for
maintaining the foreign disclosure data base and also
for analysis of data and preparation of memorandum
concerning the data.
Two secretaries have attended the COMIREX course at
Offett Air Force Base both in recognition of their long
time contribution in this arena and to move their
understanding of the imagery world.
Next Steps
10. Many of the initiatives described above are at first
glance very modest or may seem to senior managers even as
trivial. Nevertheless, these measures address matters that are
of great concern to employees at all levels and, I believe,
demonstrate a far more aggressive attitude by DI managers to take
a more sympathetic and involved attitude toward improving the
quality of life for our employees, reducing bureaucracy and
taking advantage of new approaches to improve our substantive
work. In just three or four months the total number of these
h
i
e
n t
initiatives taken by managers to involve employees
decision process and to address their concerns is staggering.
ond the policies announced in my newsletter, the
B
1
ey
.
1
Directorate has taken a number of its own initiatives to include:
-- An extraordinary recruitment effort of our own involving
the dispatch of many analysts to scores of campuses to
make direct contact.
.12
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-- A special program for potential minority employees
developed by the Minority Affairs Panel.
-- Involvement of functional advisory panels in training
activities.
-- The convocation of conferences for colleague placement
directors from all over the US.
-- The development of Directorate recruiting pamphlets.
Interviews with all employees leaving the Directorate
both as reassignments and separations in the hope to
reduce attrition rates
Rio ert M. /rates
Deputy Director foj Intelligence
Attachment:
DDI Newsletter
-13
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Several days before the DCI's "Excellence" speech in the
auditorium on March 16, I asked each Office and Staff to submit
its suggestions for improvements that we might make on our own
within the Directorate of Intelligence. I also met with the
Directorate's Management Advisory Group and asked them to consul:
widely within the Directorate and provide me a paper with
suggestions for improving the working environment in the Agency.
Once.the Director had given
Gulf Division Chief in
NESA, to team up with several others in the Directorate
representing different skills and levels and sort out from the
many suggestions from the Offices those measures we could or
should implement.
Now that I have theCommittee report, the MAG report,
and the Director's guidelines, I would like to set forth in one
place changes in policy and approach to reduce bureaucratic
barriers to excellence, to recognize excellence of performance,
and to foster imagination, creativity, and better management at
all levels.
1. Recognition and Reward
The DCI has delegated to me the authority to approve quality
step increases, cash awards up to $1,000, and awards up to and
including the Career Intelligence Medal. In the past,
recognition for an excellent performance has been too infrequent,
given to too few people, and too long delayed.
-- To recognize and reward more deserving people in the
Directorate, I am delegating authority to Office
Directors and Staff Chiefs to make cash awards up to
$500. Because there is not a significant amount of
money remaining for FY-84, these awards will be reviewer
until the end of this fiscal year by the ADDI to insure
that no office is taking a disproportionate amount of
available funds. Beginning on 1 October, 80% of our
Cl By Signer
SECRET DECL OADR
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C' a I... U :i 11,- m ak.r
:1 st:roa ericilur3-,_ ce
iJ .. r Lu prov d? rocu ,if_I.on for to the
., t 1 o d e z e i:. : a-
:;. n 1 :::r'_ n3 :i0,1 1 *%t' i ae p n'Ve, bsed on.
_oC:1:41:'i:cJ.tioa of he L'r're'_r S rvice Board, awards in
r F_ -2'?nti I.. of $ : to S I ,000 a T.velL a of er i;T ard s
n _13 j. t1;; t_1'-t Ci.;r '.'c 1atelii`?~ i'tcz 1eda__ i `+i' l
per3ona_ly aTs,-, select re'cipie nts of such a;:-'a rd s
--- I w_lcono _co !:a_enaetiaas from J _fice Directors for
q'_Ia'_? y step inc1?a;;es for sustained excellence and
r ilia %ic Tsa ,f' s c.. the 02-f lee. and W_v13 oe' lu_STei to bear
in ni ad the ran;r of non--cash awarder teat serve to focus
attention and grant re-o5 ri' t= on for eutstaadIn
'f for the .ie i r: cus Unit C:1 ta?::.o.1
a little creati%?'i_ _Y and iT :aSj''_aat on th e are
o...i':_r way a to give : cogviit:Lon and `.3t ecial thanks fo
'Jr w ' l iOT aoC:i eC-a r' t. '1
tl
._a __not c -itts t:. iv. r":~.~?~t__$_j ti ".+_.. i.rn i.. There ;'.lust
to recogt ice eYcaiienci:
e t; !c(:.~ s a all T:. po ? s that rua~..~~.. a._7_ V l s every day need
d
to Je on the loot out for 'r' s t?3 {'?ward partiloula cL_.
to siT)i?ree ,.a' 1 In to tthe
Tj '7
r s vll ;._.i 1E'. t.Q . .:.`: `eriorL. n. ~.e ai.ii good' ~: C l?l,1:atio
11'due.1-n:1?th'!rcu^': C z_': e )=?~_. :i Ln`y :.~ol< i?Ic!?_
1_;I...D.L:'ct ; 1,4 Ca a 1. ate-
a ; gnniant to r~ Once I have approved t_her verba_i i
t to only required paperwork u-111 be the personnel
- Fr.c__ ._ow on, .r,?:.. \-ti I. :i...._.'?.e_ r' X.i_ce_`orat_.e-w'.d i;,o`_ices for
ST-S--01/2 vncaaciu~
- Annual Work Plans henceforth are optional.
-- Career panels will no longer require separate
documentation for promotion recommendations.
-- Tine-in-grade guidelines for promotion will, continue to
be waived selectively to-reward excellence i.n
performance.
2
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SECRET
Two notebooks containing all Vacancy Notices for the
Directorate and all Agency-wide notices will be placed
in the Library.
The monthly report on production statistics required for
the Product Evaluation Staff is eliminated effective
immediately.
-- The annual requirement to prepare the Senior Officer
Development Plan is eliminated.
-- As I of 11 May,
office directors are authorized to spend up to 51,000
for supplies and equipment.
Authority to determine whether academic courses,
conferences or seminars meet the two year training and
education requirement I established henceforth will rest
with the branch chief rather than the office director.
Each office should provide the branch chiefs wish
guidelines to appropriate standards.
Approval of Agency-sponsored attendance at professional
conferences is delegated to the Office Directors.
Offices must keep a record of such approvals.
Participation in panels, presentation of papers and
other such involvement in conference programs asst still
be approved by the ADDI.
Authority to approve participation in Agency non-quota
training courses (such as language courses) will reside
with the branch chief. The branch chief also will now
have the authority to give Directorate approval for
Agency sponsored academic course work, although OTE
approval must still be obtained.
The requirement for reporting on the quarterly review of
destruction of files is eliminated, but I urge everyone
to try to reduce files, if for no other reason than to
give us a little more space.
Office directors are encouraged to be more aggressive
and creative about training opportunities for
secretaries and intelligence assistants. Directorate of
Intelligence authority to approve non-CIA training
opportunities or non-quota CIA training courses will
rest with the office directors.
From now on, secretaries will be included in all
Directorate teams for recruiting secretaries an'
clericals; we will encourage the Office of Personnel to
follow suit.
3
vr'o 'P
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t
[ 2. , Lj i~ ?+ .._L2 t,;?) .CSO
A.3; it ?-,_.' d .~s% ;~?:: :?'feo T. is oo2 3. ite pro;.O [:eCl up
tC1 ti's L ch proaotioiis
will i ' cona;tngen.t or. avai. -able headroo i anti overall
cf. ' i c _ + a . -r da t : v -1 . Ca re ?r : C-r i''.c Panels will.
,,s n. ?t s a t e a ch g r ad e
i.01~t;Ltll:s~ to lava ? ~.13tf c! 1 ;i it:. s:1i ana ty s
level. at L-~,asr-
The Di-rector has abolished he eight--hour donation rule
on di.r_ected ovrertiri'e ?'or GS-2Z through CS-1S
.: # J XI t? o i, 7 :9 S h O it i f a n,
a CUi1,J_?,._ L:i~z, aLl a?: a ho~.is work trig nature of of
1 ;._111aS . C1rt:e cal. s for e::r a e, :. ?)r i the tiately
cr repletion of a:;s. . ed work or' in responding to fast
owing rEnt :. that should be viewed as a natural result
i .'`_ o?it p:: ' ;7 l:1Ai { ted overtime
1. a :....
d u t y ,
LUisi?.~ O1i
,-
emplayee time go beyond the norm : or DI pro essionat
Authority to approve overt icie resides within the
rS li `.1i t n /Ll - L aC}.,Y_~. .. { ar a bJ. i.itt t 41 '.M. ...: Yid ~?i_ 3.t
se nior sE.C.'etaria1 ass tgn iaents, but those with shorthand
and other specialized s? i13.s wi.1.1 obviously be more
ise an :! be +a< Anal s?): Cou2 isf-'-
t S li o, t,
1
for a six week orientation to CIA and tit.e Di. A r.ew
cLaployee orientation checklist will be .:revel+lped for a'. -_
othew new DI people,. ,ach? ?offi.c_? also should appoint a
:'.L" for. each to to and
3.t.l.i .ci:. _..
Rev to %.5 .i~roc,7-ss
III The
There is probably no aspect of this, directorates work that
` `bo of PLi, e.;_:c.r do vet fror? pillar
to post trying to satisfy c'oz?tcadicto'r y guidance.
Another approach would be to have comments on strong
papers sent up the line on the same copy of the
draft so that reviewers titrong.h the office director
will be able to see, review ned comment not only on
the draft but on other reviewers' comments. Papers
could then return to the analyst just one time for
revision before coming to me. The objective would
be to review conflicts among different reviewers and
force the chain of eor:?r.- nii t resolve such conflicts
without the analyst. having to try to satisfy
everyone.
llenc;e ~ ~" ').t -? uJ d nop .. t? a ques 31~.i.. 'IJ?.7.ut in}
comments on pap e s come directly ,..o rte t.re-t the analyst
or branch chief, I encourage such questions.
I continue to be open to other su