DIRECTORATE PLANNING PROCESS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B01123R000100030003-4
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 9
• Document Creation Date: December 21, 2016
• Document Release Date: August 26, 2008
• Sequence Number: 3
• Publication Date: April 9, 1981
• Content Type: MEMO

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DD/A 81-0747
9 APR 1981
MEMORANDUM FORA: Director of Communications
FROM:
Director of Data Processing
Director of Finance
Director of Information Services
Director of Logistics
Director of Medical Services
Director of Security
Director of Training F Education
taff, DDA
Directorate Planning Process
1. Those activities and elements which constituted the Directorate
Planning Process including strategic, operational and conversational
objectives, action plans, narrative reports, and quarterly management
conferences are hereby temporarily discontinued. There also is no
reporting requirement at the directorate level on your second quarter
1981 Directorate Planning Process activity.
2. You should continue to pursue whatever office-level planning
activity you feel best serves your needs.
3. ,We will report any information on the status of the Agency Long-
Range Planning activity when we receive it. You will also be given
ample notice when and if a replacement planning process at the directorate
level is generated.
4. If you have any questions or comments, please call me on
cc: Office Planning Officers
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OVER Vi EW OF D A 5-YEAR PLAN
19 JANUARY 1982
o FORMER DIRECTORATE PLANNING PROCESS:
--OBJECTIVES:
STRAGETIC
OPERATIONAL
CONVERSATIONAL
--ACTION PLANS
--NARRATIVE REPORTS
--QUARTERLY MANAGEMENT CONFERENCES
SUSPENDED 1 APRIL 1931.
STAT
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CURRENT SYSTEM EFFECTIVE 1 OCTOBER 1981
--TIMING
SHORT DEADLINE (2 NOV 81 CALL - 1 DEC 81 DUE DATE)
PRIME FACTOR - MEET 1984 PROGRAM CALL
NOW THRU 1 OCT 82 - TRANSITIONAL
REVISE 1 OCT 82
-MAIN CONCERN FOR O/DDA MANAGEMENT TEAM:
SIMPLIFY PROCEDURES
REDUCE ADMIN. OVERHEAD
GET PLANNING TO FOCUS ON PROGRAMMING RESOURCES
STRETCH MANAGEMENT ATTENTION FROM SHORT-TERM
PROJECT ORIENTATION TO LONG-TERM TRENDS
A. PERSONNEL
B. SECURITY
IMPROVE THE REPUTATION OF DIRECTORATE
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--GUIDELINES FOR QUARTERLY MEETINGS
1-1 1/2 HOURS
INTRO - OFFICE DIRECTOR
RESPONSIBLE OFFICER PRESENT OBJECTIVE
DISCUSS PROGRESS AND PROBLEMS
TIE-IN WITH DDA GOALS
PRESENT AGENDA 3 WORKING DAYS PRIOR TO CONFERENCE
NO PRE-MEETING SUBMISSIONS
ACTIONS ITEMS - DURING MEETING - FOLLOW-UP
BY DDA PLANS OFFICER
MEMO FOR RECORD - DDA/PLANS OFFICER
'SHOULD NOT BE GRIPE SESSION
CAN BE:"INFO ONLY" INTRO OF NEW INITIATIVES
SHOULD NOT BE COURT OF SPECIAL APPEALS
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--GENERAL OBSERVATIONS
OVERALL VERY GOOD
OVERALL SUPPORT DDA GOALS
NEED MORE TIME:
A. STRETCH PARAMETERS FROM SHORT/
MI -TERM TO LONG-TERM
B. ORIENTATIONATOSMISSS~IONRORIENTATION
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GOALS
1. Personnel is the single most important resource of the
Directorate. Consequently, our primary goal is to. create a work
environment wherein our people are encouraged to develop as
individuals and are given opportunity to attain their fullest
potential. We must manage an effective career development system
which is multi-faceted, maximizing the potential of the employee
as well as his/her contribution to the Organization. Each Office
shall establish a dynamic personnel management process which
provides effective career management for all employees. This
process will respond to the changing needs of the Agency and the
intelligence profession; develop programs which meet component
needs; and establish realistic succession planning for senior
management positions. EEO, affirmative action programs, and
training shall be incorporated into this goal.
2. In conjunction with our primary goal and of equal
importance, each Office shall instill in its employees a renewed
sense of discipline and dedication to the high standards and
principles espoused by the Agency, particularly in the areas of
personal integrity and security. Our objective is to stop the
deterioration in security attitudes which have eroded the
effectiveness of our mission over the past decade. In addition,
we must rekindle an esprit de corps, a teamwork approach, and a
deep sense of pride in self and mission accomplishment to sustain
our personnel, not only throughout their Agency careers, but also
during their post employment years.
3. Maximize the effective utilization of existing facilities
and space while taking appropriate action for additional needs.
Each manager shall give special attention (over and above the
general scope of Logistics' responsibility) to the cleanliness
and safety of the working environment. There shall be a clear
recognition of the interdependence of health and safety on our
productivity. The working environment shall be managed and
maintained in such a manner that it is conducive to improve
morale and that it enhances the efficiency of our activities.
4. All Directorate activities shall be conducted in an
efficient manner with emphasis upon streamlining records
holdings, reducing waste, avoiding duplication of efforts, using
cost-savings techniques, and maximum utilization of existing
resources. To accomplish this, we must anticipate and
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. .
aggressively pursue developing requirements and formulate
improved mechanisms for inter- and intra-Directorate coordination.
5. Make preparations for supporting unanticipated world-
wide intelligence demands and requirements caused by a surge in
collection and/or analysis efforts.
6. The Directorate will pay appropriate attention to
utilizing R&D programs to exploit "state-of-the art"
capabilities and to ensure that Directorate support is second to
none. We must also ensure proper planning for the
recapitalization of resources so that the Directorate will
fulfill projected missions and functions in a modern and
efficient manner.
7. Establish Disaster/Emergency Planning which focuses
attention on contingency planning and develops mechanisms and
procedures which will maintain essential support capabilities
under adverse conditions. The Directorate must prepare for the
continuity of essential functions during periods of national
emergency and for the relocation and/or reconstitution of Agency
elements.
8. The Directorate's mission.in providing services of
common concern in a prompt and efficient manner must be
emphasized. Directorate support activities must be responsive,
innovative, and timely. Our support endeavors will enhance, not
impede, the efficiency of Agency operations and assist the accom-
plishment of its mission.
9. Eliminate those areas of duplication which occur in
providing services of common concern. Particular attention
should be paid to services provided to our Agency by other
government organizations. In addition, identify those areas
which could be performed more efficiently by contracting to the
commercial market.
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V V
ASSUMPTIONS
1. During the next five years, it is likely that the Agency
will experience a continued growth in requirements. As a result,
the Directorate may expect increased demands for expanding
services. We may expect the resource base of the Directorate to
increase; however, there must be continued emphasis on cost
effectiveness and efficiency.
2. Anticipated requirements which may call for expanded
administrative support are: increase in the Agency's population,
expansion of
community activities, anincrease utilization
handling systems.
3. While we may experience some minor adjustments within
our current Directorate structure to adapt to changing and/or
expanding requirements, there will not be any major reorganiza-
tions.
4. A surge capability for quick responses to unanticipated
intelligence demands will be needed and it will require a support
structure which is equally flexible.
5. Covert action operations will receive increased emphasis
from the policy makers; an effective capability in this area will
be developed which will require significant support from the
Directorate of Administration working closely with the
Directorate of Operations. In addition, we will be required to
support quick-reaction, anti-terrorism capabilities.
6. As new technical collection systems continue to be
developed, the Directorate will be called upon to support
additional general contracting activities, ground stations, and
logistics systems.
7. Activities in support of a new building on the
Headquarters compound will continue.
8. The emphasis on increased analytical capabilities
(languages, country expertise, amalgamation of multiple-source
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data) will continue and will require additional administrative
support in terms of traning, physical plant, equipment, etc.
9. The Agency will adopt a multi-year, target-oriented
program approach as a budgetary strategy. Support resources will
be incorporated into a total program concept.
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