DIRECTORATE OF ADMINISTRATION FY 1974 ANUAL REPORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R006100090007-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 47
• Document Creation Date: December 14, 2016
• Document Release Date: January 2, 2003
• Sequence Number: 7
• Publication Date: January 1, 1974
• Content Type: REPORT

Approved For Release 2003/04/2 ttIA~ P84-0078OR006100090007-1
a LH
iff.
Directorate of Administration
FY 1974 Annual Report
SECTION A.
The basic goals of this Directorate during FY 1974 were to improve the
services it provides to other components of the Agency while at the same
time reducing the resources necessary to provide such services. These
goals have called for a more direct involvement of each management level
in the operation of the components and of the Directorate as a whole. We
have sought to identify means of costing our services so that we can make
'users of DD/A resources aware of the impact of their demands upon this
Directorate. At the same time, we have sought to validate our own functions
to assure that we are doing what we are supposed to be doing in the most
efficient manner that we can do it today and with the appropriate investment
of resources in the doing of the task.
The second year of the application of management by objectives strategies
has brought growth in the application of that technique to the management
problems of this Directorate. The use of periodic meetings with each Office
Director has improved the communications flow both up and down and has per-
mitted the Directorate level to become more intimately aware of the problems
of the subordinate levels. It is obvious as we close the fiscal year that
both the Deputy Director and the Office Directors are much more at ease with
this management technique than they were as the year began. We anticipate
that increased familiarity with the applications of MBO will permit enhanced
accomplishments during the forthcoming fiscal year. The stress has been on
openness in communications and the development of a concept of teamwork
throughout the Directorate which we think will help us in meeting our future
problems.
One of the most obvious influences upon the Directorate during the past
fiscal year was the dynamic movement of personnel. Twenty-one changes in
key personnel took place throughout the Directorate and its components
involving Directors or Deputy Directors of components. In addition to the
personnel changes, four unit changes occurred including the movement of the
Office of the Comptroller into and then out of the Directorate. The fact
that Directorate and component programs were able to move forward without
faltering speaks well for the latent leadership which had been developed in
the Directorate and was standing in the wings ready to take over as changes
took place. FY 1975 certainly should have more stability for our key posi-
tions than FY 1974 and this too should be reflected in a greater rate of
accomplishment.
The other item of major significance is the effect inflation is having
upon the services offered by DD/A. The three components whose budgets are
not dominated by personal services: the Offices of Communications, Joint
25X1
Approved For Release 2003/04/2 &R P8 -00780R006100090007-
 Approved For Release 2003/04/ rq DP84-0078OR006100090007-1
Computer Support, and Logistics, have all seen inroads made in their
operating capability by the unchecked rising costs of everything. While
programs were effected during FY 1974 to reduce the impact of inflation,
the rate of growth of inflation outstripped the pace of the efforts to
counter it. Many of the programs initiated in FY 1974 will begin to have
payoff in FY 1975, but, again, we are uncertain that the rate of imple-
mentation of these programs will be sufficient to offset the continued
growth of inflation.
SECTION B.
The Directorate had two objectives which applied to all components
within the Directorate in FY 1974. One of these was a DCI objective and
the other was a Deputy Director level objective.
The DCI objective called for each component to define and provide
the essential support services necessary to the effective funding of the
Agency's program with a reduction in manpower and funding levels in both
FY's 1974 and 1975. This was done by all DD/A Offices. All Offices took
personnel reductions during the course of the fiscal year but were able
to continue providing essentially the same level of services as in prior
years. In some Offices productivity increased due to the application of
technology. The Office of Communications' progress in this area of
enhancing productivity by technical means is particularly noteworthy.
The Deputy Director level objective called for each Office to develop
systems which would permit the identification of costs and allocation to
customer components. The degree of success to which this objective was
accomplished varied with complexity of the services provided by each Office.
All Offices made the attempt. Some succeeded in a relatively simple and
straightforward fashion. Others were able to develop costing systems for
a portion of their product but not all of it. Still others made the try,
learned by failure, and will be continuing the effort during FY 1975. We
are not convinced that this effort is worth the cost involved to actually
implement the system. That is to say, we may be establishing potential
techniques and, in the course of establishing-potential techniques, learn
more about our products and the components of which they are composed,
but the actual implementation of the system and costing back to the cus-
tomers may prove to be highly cost-ineffective. We may be acting as
Frankenstein in creating a monster.
A second DCI objective for FY 1975 whose attainment was considerably
enhanced in FY 1974 was that which called for the Data Management Centers
(DAC) to be in full operation and carrying out the design functions of
the SIPS program by the end of FY 1975. The major decision here was to
Approved For Release 2003/04/29 : 84-00780R006100090007-1
 Approved For Release 2003/04/29 : CIA-RDP84-0078OR006100090007-1
E
Ei
H
modify SIPS from an all inclusive program to a small Management Assistance
Program (MAP) which contains specific objectives which could be attained.
Progress is being made; DAC's are in operation in the Headquarters, Key
and Ames Buildings.
Deputy Director level objectives for accomplishment by individual
Offices of the Directorate are elaborated on in each Office's Annual
Report submitted to you in July. Please refer to those reports for
evaluation of the following objectives.
Office of Communications Annual Report Page
Each element of OC will develop, formalize, and obtain
approval of a system to review its functions (activities). 3
Each OC element will develop a system for the continuing
evaluation of the performance of on-going programs to see if 4
program objectives are being met.
By the end of FY 75 complete the conversion of approxi-
mately 15% of the high frequency communications network to 5
SKYLINK.
Close the relay facilities in FY 74
25X1 to produce a savings of about
million in FY 75. 5
Determine the information, digitized data, secure
voice, and facsimile communications requirements for the 6
Agency and, as appropriate, the Intelligence Community.
Modify and improve the system to expedite the
delivery, installation, repair, and accounting for Covert
Communications equipment. This system will provide a basis
for more effective management of the in-use Covert Communi-
cations equipment inventory. 6-7
Install a hold and forward switching system to handle
a projected 20-25% increase in workload without additional
personnel, and instantaneously and automatically relay
data messages. The new switching system will also provide
a capability to handle eight times as many data circuits 7
(32) within the existing area.
Determine whether presently employed practices for
calibration of Agency test equipment are adequate or
whether calibration capabilities should be established. 8
Approved For Release 2003/04/29 CIA-RDP84-00780R006100090007-1
25X1
 Approved For Release 2003/ RDP84-0078OR006100090007-1
-4-
Undertake the improvement of both the standard telephone
and secure voice communications capability of the Agency. 8
Undertake the automation of the Headquarters Cable
Dissemination System (CDS).
Office of Finance Annual Report
The Certification and Liaison Division, in conjunction
with Accounts and Analysis Division and Planning Staff, is
to complete during FY 75 the survey and review of the de-
centralized certification functions and operations in the
Headquarters area.
Develop techniques for greater use of contractors'
records as the source data for determining the scope of
audit.
Improve the quality and efficiency of payrolling
operations through development of quantity and quality
work measurement techniques and through reorganization
tailored to automated and manual operations respectively. 4
Reorganize Monetary Division during FY 74 to more
fully integrate all elements of Division activities
compatible with realignment of office space made possible
by the construction of a secure area.
Complete project for microfilming all financial
vouchers and files subject to retention periods of 12
years or longer with objective of being on current
basis during FY 75.
In conjunction with MAP develop and implement
enhanced computer applications for payroll, invoice
payments, and the general accounting system.
Develop and publish new or revised financial
procedures as required to accommodate Data Access
Center operations.
Identify and schedule for training in Information
Science related courses at least 15 MF careerists. 7
MAP application to administration of Agency
proprietaries. 7
Approved For Release 2003/0t"i-RDP84-00780R006100090007-1
 Approved For Release 2003/
LFA-RDP84-0078OR006100090007-1
With MAP extend application of the staff employees
payroll system to other categories of personnel to extent
feasible during FY 74 and FY 75.
With OJCS and OP produce the actuarial evaluation
of CIARDS by 30 June 75. 8
Complete by 30 June 75 compilation and publication
of a "Decision Digest" comprising significant policy
decisions by the Director of Finance, General Counsel,
Comptroller General, and other management officials
which relate to general financial entitlements of
employees.
Office of Joint Computer Support Annual Report
Conduct by 30 January 74 a qualitative and quantita-
tive review with the Directors of OEL, OSI, and OWI of the
on-going OJCS computer programming and computer processing
effort being used to support the analysis of technical
collections of intelligence so that improved computer sup-
port can be provided within currently allocated OJCS
resources.
Put into operation by 1 January 76 a Mass Storage
System for storing at least 200 billion bits of data
on-line.
Expand the present OJCS resource accounting and
pricing system to include facilities for resource
allocation by 30 September 73.
Develop by 30 January 74 a plan for OJCS computer
systems covering the period 1 January 74 through 31
December 76.
Develop by 30 June 74 a capability for measuring
the use of elements in a computer system (tape drives,
disk storage, core storage, channels, etc.) and evalu-
ating the needs for such elements in the system.
Develop and coordinate within DD/A by 1 September
73 an updated list of system objectives, priorities,
and end-products for MAP; settle operation and use
procedures for DAC by 30 June 74.
13
Complete consolidation of CRS computer processing
in OJCS by 30 October 1973. 17
Approved For Release 200 _ j , IA-RDP84-0078OR006100090007-1
 Approved For Release 2003
CTCIA-RDP84-00780R006100090007-1
Complete consolidation of ISD/DDO computer processing
under OJCS management by 30 April 74.
Develop by 1 January 74 such OJCS procedures as are
necessary to manage Office level objectives and to extend
the MBO program to Division level objectives.
Develop by 30 December 73 a plan for improving the
technical security of CP/CMS, the control program for the
OJCS time sharing system.
Develop by 30 June 74 personnel management systems
for job descriptions, career paths, training programs,
employee evaluations, and career counseling.
Reorganize computer application activities into
projects and reduce the percentage of level-of-effort
projects to 15% of the total effort by 30 January 74.
Develop an internal cost accounting system by
30 June 75 which will enable the tracking of OJCS
hardware, software, supplies, and manpower costs.
Develop and publish Users Guide for Computer
Center by 28 February 74.
Develop additional ADP training courses: an
after-hours course in Basic Data Processing by 30
October 73, and a course in Computer Standards by
30 December 74.
Consolidate personnel from Information Processing
Branch/SSS into OJCS staffing complement by 30 October 73. 27
Develop a financial plan by January 75 for capital
equipment for the five year period 1974-1978. 28
Develop inhouse competence for maintaining and
tuning GIM II software by February 75.
During FY 75 and again in FY 76, OJCS should plan
for a 20% increase in computer resources workload, a
5% increase in personnel resources; and a 10% increase
in capital equipment resources.
Approved For Release 2003/04/29 CIA-RDP84-0078OR006100090007-1
 Approved For Release 2003/Qpu -RDP84-00780R006100090007-1
25X1
Office of Logistics Annual Report
Conduct study of types, amounts, and contingency
25X1 Logistics contingency stockpile
25X1
25X1
Reduce the onboard personnel strength of the
to a FY 75 yearend strength of
Define the totality of the types and levels of all
services provided to the Agency and their essentiality to
the Agency's mission and operations. Report of study to
be submitted by 31 December 73.
Conduct surveys of Agency contracting elements and
recommend corrective action to improve the procurement
process.
Evaluate the application of innovative printing
processing systems, techniques, and equipment.
6
Review and report on Agency dispersion problems and
inefficiencies in the Metropolitan Washington area.
Develop a plan setting forth the cost in resources
of the Agency assuming responsibility for maintenance and
operation of its capital plans in the Metropolitan area
versus the cost of budgeting and reimbursing GSA for
these services.
Develop ways to use resources data developed for MAP.
7
Conduct personnel training and counseling programs
for those employees physically separated from the Career
Service flagpole.
8
futur
Recruit five professionals with potential to fill
e Log Officer Generalist positions.
8
Conduct a study of general purchase and covert
purchase activities with the objective of streamlining
the process.
Approved For Release 200
_Q 9: 1111~ RP 9
IA-RDP84-00780R006100090007-1
 Approved For Release 2003SfEOIA-RDP84-00780R006100090007-1
Establish and implement a program for the professional
development and specialized training of ten engineers and
technicians by 30 June 75.
Reinspect 25X1
facilities authorized to possess
Agency classified material.
25X1
Office of Medical Services Annual Report
Modify the OMS medical chartroom to provide space for
additional personnel involved in the OMS Information
Processing System and for the inclusion of the MAP terminal. 3
Start in FY 74 the conversion of all medical charts
to a terminal digit, color-coded system, and all dependent
charts to a unit records system.
Screen 0 employees in FY 74 under the Multiphasic
Testing and Periodic Health Examination program. These
should be employees who are not now seen on any recurrent
basis. Evaluate the results and develop a data base for
evaluation of the system.
Develop and test in FY 74 the system for the
computerized test interpretation and reporting for the
Professional Test Battery administered by the Psycho-
logical Services Staff/OMS.
Establish in FY 74 the Behavioral and Social Sciences
Program through the recruitment of consultant specialists
and develop an Agency mechanism for the program which,
following approval, will go into operation; conduct trial
applications.
Explore with interested Agency operating offices
the feasibility of trial use of the Assessment Center
techniques as a device to improve the identification
and career development of managerial personnel; develop,
test, and implement an Assessment Center in at least one
office in FY 74.
Develop and test in FY 74 and have in operation by
FY 75 a data system that will comprehensively reflect
the incidence of illness of Agency personnel overseas.
Approved For Release 203 II201 CIA-RDP84-0078OR006100090007-1
 Approved For Release 2003/0
1RDP84-00780R006100090007-1
Initiate discussions with the office of Communications
in FY 74 concerning the exchange of medical data, case in-
formation and laboratory specimens with Agency field instal-
lations. Conduct trials of such exchange in FY 75. Ultimate
concept is a central Headquarters diagnostic facility avail-
able to the Agency Regional Medical Officers in the field
with a potential tie-in with university centers in the U.S. 8
Office of Personnel Annual Report
25X1 Provide a phase input of new applications of
qualified candidates for professional employment.
Increase by 15% the number of black professional/
technical applicant case referrals against FY 74 and
FY 75 requirements.
Increase by 10% the number of clerical applicant
cases referred over FY 73 input. 3
Reduce by 25% the average time clerical employees
spend in the TAS in FY 74 (over FY 72 and 73). 4
Reduce from 60 to 45 days the average time consumed
from receipt of applications in PSB to initiation of
security and medical clearances.
Improve service to operating components by relieving
them of responsibility for pre-employment processing of
staff type contract employees.
Identify direct Office of Personnel manpower costs
to recruit and EOD professional, clerical, and technical
appointees by Office.
Reduce by 10% the time expended between initiation,
processing, and approval of applications for retirement
in FY 74 over FY 73.
Reduce by 10% the time expended in processing
insurance, overseas medical and Office of Employee
Compensation claims.
Reduce by 50% the number of special life insurance
premium payments processed manually.
Increase by 10% the number of Position and Manpower
Utilization Surveys in FY 74 over FY 73. 6
1~1'~"~?'_~i ~9. ca
Approved For Release 2003/ I Lii O-RDP84-00780R006100090007-1
 Approved For Release 2003
NO, k A-RDP84-0078OR006100090007-1
Perform field survey of EA Division.
Perform records management survey of OP.
Convert 50 cubic feet of hard copy OP documents in
Archives to microfilm.
Review all QAB master Biographic Profiles to make
certain there is a BP for each staff employee and staff
agent on duty in the Agency as of Cob 31 May 73.
Review all QAB master code sheets to make certain
the qualifications of all staff personnel currently on
duty in the Agency as of 31 May 73 have been coded.
Update the Biographic Profiles covering each staff
employee and staff agent assigned to the DCI component. 6
Complete by end of FY 74 retirement projections by
Agency and Directorates for FY 75-78 and determine their
implications for future age and grade balances and
employee development requirements.
Identify all successful personnel approaches/prac-
tices/systems in use throughout the Agency and disseminate
findings to Directorate management by the end of February 75. 7
Complete OP pre-implementation actions for conversion
of data from present system to MAP's project STAFFING by
the end of FY 75. 7
In conjunction with MAP Staff, complete OP pre-
implementation actions for projects PERSIGN, PERFIT,
POLAND, PERSTEP, and PERSEAS for conversion of data and
operations from present systems to the new automated
Human Resources Data Systems by the end of FY 75.
In conjunction with MAP Staff, complete "Specifications"
review of all OP Human Resources data items in sufficient
time to permit MAP to complete computer programming necessary
to effect implementation of MAP by the end of FY 75.
In conjunction with MAP Staff, design and procure
forms required for input and output under the MAP program
as required in FY 75.
Establish by the end of FY 74 an internal OP ADP
resource use accountability system consonant with the
OJCS ADP resource allocation system.
Approved For Release 2003/GfA-RDP84-00780R006100090007-1
 Approved For Release 2003/0 BIi-RDP84-00780R006100090007-1
By the end of FY 74 identify manpower costs to conduct
position and manpower utilization surveys.
By the end of FY 74 identify by Office the manpower
costs of the Qualifications Coding program.
By the end of FY 74 identify by Office the manpower
costs of the production of Biographic Profiles.
Refine Annual Personnel Plan and the Personnel Develop-
ment Program acceptable to Management Committee and the
Director by end of FY 75.
During FY 74 and FY 75 develop and establish MBO
management concepts and methodology as the basis for all
FY 77 submissions.
Provide guidance to OP components in adopting the MBO
style of management during FY 74 and FY 75.
Review 20% of OP functions.
Determine in FY 74, with the assistance of the MAP
Staff, computer information needed for manpower planning,
analysis, trends, and projections. 10
Complete, with the assistance of MAP and SAS/OER,
by the end of FY 75, the development of personnel models
and systems to analyze major problems of personnel
management. 10
Transfer trained personnel to the OJCS Data Access
Center when required to implement new systems while main-
taining effective coverage of existing functional and
processing systems during test period. 11
Train TRB personnel for eventual transfer to the
OJCS/DAC as the DAC assumes more TRB functions. 11
Develop in FY 74 a program of 11 sessions to brief
35 or more Personnel Officers each session on personnel
technical matters and to share and discuss past experiences
in solving personnel technical matters and to share and
discuss past experiences in solving personnel problems. 11
Approved For Release 2003/0 _ 1 I -RDP84-00780R006100090007-1
 Approved For Release 2003 Ufl f IA-RDP84-0078OR006100090007-1
Office of Security Annual Report
Summary of Office of Security FY 74 objectives and
performance evaluation is on pages 3 and 4 of their
annual report.
Office of Training Annual Report
Provide training support equivalent to that provided
in FY 73 with the Agency prescribed reduction of 2.34% in
staff personnel.
Examine the training activities at the Office of
Training on the basis of cost effectiveness.
Increase professional and substantive expertise and
balance to the professional staff of OTR yet within the
5% restrictions cited in the next objective.
Reduce OTR's personnel and space by 5% in FY 75. 4
Determine in FY 74 the extent to which the content
of the present Information Science Training Program
should be revised to support the intelligence information
systems in CIA and the Community in FY 75. 4
Prepare officers at all career levels to assume
increased responsibility involving decision-making and
execution of policy, in FY 74, to be operative in FY 75;
develop new or revise current courses on management
training for officers at junior, middle, and senior levels. 5
Beginning in FY 74, to be operative by the end of
FY775 support the Agency's effort toward systematic career
development of its employees, (a) by assisting heads of
the major components in developing prototype Training
Profiles for key categories of their personnel, and (b)
by developing an information system, using OTR's computerized
training records as a base, from which requirements of the
component for training can be projected to permit OTR to
adjust curriculum and staffing to meet those requirements.
The system anticipates use of the terminal cluster planned
for installation in FY 75 in the Chamber of Commerce
Building for the Management Assistance Program (MAP). 6
Approved For Release 2003/0 cites-RDP84-00780R006100090007-1
 Approved For Release 200 MET IA-RDP84-0078OR006100090007-1
-13-
Develop a program performance evaluation system to be
operative in FY 75, for the continued evaluation of ongoing
OTR programs to determine if objectives are being met, and
to permit the continuing identification of marginal programs
and activities that can be curtailed or eliminated. 6
5X1 Annual Report
Develop a system for the continuing evaluation of
the performance of ongoing programs to see if program
objectives are being met. 3
Provide better and more efficient centralized
25X1 support to hosted units 0 by planning and effecting
selected facility, security, and life safety improvements. 3
CIA Historical Staff Annual Report
25X1
Terminate0 (DDO component history program)
and the rest of the component history program.
Complete work on photographic portrait collection of
senior officials and honors winners and compile them of
reference for a continuing program.
Information Systems Analysis Staff Annual Report
Management control of information processing
equipment exclusive of ADP.
Publication of technical standards for certain
information processing equipment.
Establish a Copying Center on an experimental basis
and test concept for 180 days to determine if cost
effective.
interviewed in oral history program and begin interviewing. 3
Integrate Historical Staff holdings with Agency
Archives. 4
Fix terms of reference for intelligence museum
collection:. 4
Assign writers and researchers to each of the
approved topics and have topical outlines written.
Complete a list of active and retired officials to be
Approved For Release 200 ICIA-RDP84-00780R006100090007-1
2
 Approved For Release 2003/r(A RDP84-00780R006100090007-1
Establish Classification Programs Branch and implement
a systematic review of 30-year old records. Also monitor
Agency implementation of ED 11652.
SECTION C
Clearly, the Directorate will have to develop a system of performance
evaluation which will permit an objective appraisal of component management.
Such a system is not in existence for this review. The lack of an objec-
tive performance evaluation criterion, coupled with a lack of continuity as
a result of management turnover forces an unusually heavy reliance upon the
self-appraisal of the individual components. We will have in operation for
the next annual report a system which will give us better information than
we have today.
We have reviewed the components' performance against objectives in
terms of the significance of the objective itself, quality of management
evidenced in performance against that objective, and the impact or poten-
tial impact of successful accomplishment upon the Agency, Directorate, or
component. A component whose objectives were significant, well managed,
and with a broad scale of impact in terms of dollars or manpower receives
a grade of excellent. A component whose objectives were of minor signifi-
cance although well managed and with narrow impact is rated as good. A
component whose objectives were not significant, had notable shortfalls
in management toward those objectives, and the impact of the objectives
upon the Agency was minor is rated fair or poor.
Office of Communications
The overall evaluation of the performance of OC management during
FY 74 was excellent. Certain of the objectives were highly significant
and had broad impact not only within the Agency but other parts of the
Federal Government. Management toward these objectives was marked by
discipline and thoughtfulness. The most significant objectives which
were accomplished by OC were the continued installation of SKYLINK
terminals and the shutdown of the radio bases F' I and 25X1
25X1 In view of recent political events, the timing of
ese actions was excellent. Several of the OC objectives carried for-
ward into FY 1975. In most instances the carry-over was due to circum-
stances beyond the control of OC, such as delays in obtaining hardware
or the broadening of the scope of the original objective.
Objective 1 - Develop a system for identifying communications costs
attributable to customer Agency components and to other agencies. These
costs are to be used to support requests for resources needed to provide
service to these customers.
OC investigated several systems which would permit them to accomplish
this objective. The systems developed were not worth the cost because of
Approved For Release 2003/fud RDP84-0078OR006100090007-1
CL
 Approved For Release 2003/04/29':-OIA-RDP84-00780R006100090007-1
-their complex nature. Indeed the administration of the system was more
costly than the value of the information. Accordingly, OC decided to use
data already accumulated to continue development of a costing system.
Objective 2 - Each OC element will develop, formalize, and obtain
approval of a system to review its functions (activities).
This objective for FY 1974 was really limited to developing the data
base to permit the review to be conducted in FY 1975. Each OC component
made a list of its functions and reviewed them in terms of criteria to
design and measure the validity of the specific function.
Performance evaluation: Good
Objecti.ve 3 - Each OC element will develop a system for the continuing
evaluation of the performance of on-going programs to see if program objec-
tives are being met.
Here again we are dealing with a multi-year objective in which the
groundwork is laid in FY 1974 for implementation in FY 1975.
Performance evaluation: Excellent
Objective 4 - By the end of FY 1975, complete the conversion of
approximately 15% of the high frequency communications network to the
Staff Satellite Communications System (SKYLINK).
Shortfalls in the SKYLINK program have been due to programming
require ents and delays in the space segments of the program which are
25X1
Performance evaluation: Excellent
Objective 5 - Close the relay facilities at in FY 74
25X1 to produce a savings of 0 staff positions and $1.5 million beginning
in FY 75.
25X1
Performance evaluation: Excellent
Objective 6 - Determine the information, digitized data, secure voice,
and facsimile communications requirements for the Agency and, as appropriate,
the Intelligence Community.
Approved For Release 2003/0 9.: CIA. RDP84-00780R006100090007-1
 Approved For Release 2003/04%29 : CIA-RDP84-00780R006100090007-1
-16-
This objective was broadened during the course of the year to include
secure voice and facsimile requirements, thus causing it to miss its
original target date. However, the objective will be completed during
the first quarter of FY 75.
Performance evaluation: Fair
Objective 7 - Modify and improve the system to expedite the delivery,
installation, repair, and accounting for covert communications equipment.
This system will provide a basis for more effective management of the
in-use covert communications equipment inventory.
Performance evaluation: Excellent
Objective 8 - Install a hold and forward switching system to handle a
projected 20-25% increase in workload without additional personnel, and to
instantaneously and automatically relay data messages. The system will
also provide a capability to handle eight times as many data circuits (32)
within the existing area.
This objective is running behind schedule by about two months primarily
due to software developmental problems. Installation is due to take place
in November 1974.
Performance evaluation: Good
Objective 9 - Determine whether presently employed practices for
calibration of Agency test equipment are adequate or whether additional
calibration capabilities should be established.
Performance evaluation: Good
Objective 10 - Undertake the improvement of both the standard telephone
and secure voice communications capability of the Agency.
This is another objective which laid the groundwork in FY 74 for
performance in FY 75.
Performance evaluation: Excellent
Objective 11 - Undertake the automation of the Headquarters. cable
dissemination system (CDS).
Performance evaluation: Good
Approved For Release 2003/04/2 iw: i bP84-00780R006100090007-1
 Approved For Release 2003/
A-RDP84-00780R006100090007-1
LLB?
5R
-16-
This objective was broadened during the course of the year to include
secure voice and facsimile requirements, thus causing it to miss its
original target date. However, the objective will be completed during
the first quarter of FY 75.
Performance evaluation: Excellent
Objective 7 - Modify and improve the system to expedite the delivery,
installation, repair, and accounting for covert communications equipment.
This system will provide a basis for more effective management of the
in-use covert communications equipment inventory.
Performance evaluation: Excellent
Objective 8 - Install a hold and forward switching system to handle a
projected 20-25% increase in workload without additional personnel, and to
instantaneously and automatically relay data messages. The system will
also provide a capability to handle eight times as many data circuits (32)
within the existing area.
This objective is running behind schedule by about two months primarily
due to software developmental problems. Installation is due to take place
in November 1974.
Performance evaluation: Good
Objective 9 - Determine whether presently employed practices for
calibration of Agency test equipment are adequate or whether additional
calibration capabilities should be established.
Performance evaluation: Good
Objective 10 - Undertake the improvement of both the standard telephone
and secure voice communications capability of the Agency.
This is another objective which laid the groundwork in FY 74 for
performance in FY 75.
Performance evaluation: Excellent
Objective 11 - Undertake the automation of the Headquarters cable
dissemination system (CDS).
Performance evaluation: Good
Approved For Release 2003/04!9 ? RDP84-00780R006100090007-1
 Approved For Release 2003/k//` IA-RDP84-007808006100090007-1
Office of Finance
This Office is a neat, tidy package. Its programs and objectives impact
upon the Agency as a whole and have a direct effect upon the morale of the
employees. No one wants to miss a paycheck. During the course of this fiscal
year it had twelve objectives; six were completed and six were carried over.
Some of the carry-over was caused by the impact of unanticipated external
events as described in Section A.2. of OF's Annual Report. These external
events had considerable impact upon OF resources and required considerable
management flexibility in order to meet the challenges. In reprogramming
personnel resources to meet these requirements it was necessary to divert
resources from planned objectives. Taking all factors into account we
evaluate OF's management performance during FY 1974 as excellent.
Objective A 1.1 - Provide all services necessary to the fulfillment of
the respective functional responsibilities of each Division and Staff with
a reduction in manpower levels in FY 74.
Even though a diversion of personnel to deal with problems previously
cited;, caused a shortfall in level of resources assigned to the improvement
of financial procedures, systems, and instructions, OF continued to meet
the basic level of this objective.
Performance evaluation:- Excellent
Objective A 1.3 - The Certification and Liaison Division, in conjunction
with Accounts and Analysis Division and Planning Staff, is to complete during
FY 75 the survey and review of decentralized certification functions and
operations in the Headquarters area.
This objective was deferred because of manpower problems and will be
undertaken during FY 75.
Performance evaluation: Poor
Objective A 1.4 - Develop techniques for greater use of contractors'
records as the source data for determining the scope of audit.
This objective was completed during FY 74. New audit procedures were
developed and tested. Implementation of the program should save considerable
manpower by eliminating pre-audit preparation work.
Performance evaluation: Excellent
Objective A 1.5 - Improve the quality and efficiency of payrolling
operations throug development of quantity and quality work measurement
techniques and reorganization tailored to automated and manual operations.
Approved For Release 2003 A-RDP84-0078OR006100090007-1
 Approved For Release 2003 / ~ TSGIA-RDP84-00780R006100090007-1
-18-
This objective was only partially completed. Assets were diverted to
the retroactive salary increase and implementation of FLSA. Work which was
accomplished toward the objective was of a high quality and should result
in a more timely processing of payroll accounts with fewer errors.
Performance evaluation: Good
Objective A 1.6 - Reorganize Monetary Division during FY 74 to more
fully integrate a elements of Division activities compatible with re-
alignment of office space made possible by the construction of a secure
area.
Performance evaluation: Excellent
Objective A 1.7 - Complete project for microfilming all financial
vouchers and files subject to retention periods of 12 years or longer
with objective of being on current basis during FY 75.
This objective which is ahead of schedule will provide greater
security and save space.
Performance evaluation: Excellent
Objective B 1.1 - In conjunction with MAP, develop during FY 74 plans
for (a completion of Key Building Data Access Center installation, (b)
identification of MF personnel assignments and functions to be performed
at Key and Headquarters DAC's, and (c) maintenance of ongoing accounting
system during transition to DAC operations.
The objective was completed. Some necessary changes will be
coordinated between OJCS and OF.
Performance evaluation: Excellent
Objective B 1.2 - In conjunction with MAP, develop and implement
enhanced computer applications for payroll, invoice payments, and the
general accounting system.
This objective has not been met because of priority competition within
OJCS.
Performance evaluation: Good
Objective B 1.4 - Identify and schedule at least 15 MF Careerists for
training in Information Science-related courses.
While the quantitative measurement of this objective was not met,
12 Careerists did attend such courses. Considerable amount of enthusiasm
Approved For Release 2003/0 ,C 4-RDP84-00780R006100090007-1
 Approved For Release 2003/04P'29 CI4 -RDP84-0078OR006100090007-1
-19-
for the courses has been generated and there will be a specific running of
the Information Science for Financial Management course in October. This
training program promises long term dividends to OF.
Performance evaluation: Good
Objective B 2.2 - With MAP, extend application of the staff employees
payroll system to other categories of personnel to extent feasible during
FY 74 and FY 75.
This objective was met during FY 74 and has resulted in some savings
in processing time and in more expeditious payrolling for the personnel
involved.
Performance evaluation: High Good
Objective C - With OJCS and OP, produce the actuarial evaluation of
CIARDS by 30 June 1975.
This program is on schedule and should be completed by 30 June 1975.
Performance evaluation: Excellent
Objective E By 30 June 75 compile and publish a "Decision Digest"
comprising significant policy decisions by the Director of Finance, General
Counsel, Comptroller General, and other management officials which relate
to general financial entitlements of employees.
This objective is running ahead of schedule.
Performance evaluation: Excellent
Office of Joint Computer Support
OJCS had nineteen objectives for FY 74. Twelve were accomplished
during the year and seven were carried over into FY 75. Significant
objectives were: the mass storage system; development of a computer
resource allocation system; development of the computer system plan for
FY's 75-78; CRS consolidation with OJCS; ISG/DDO consolidation with OJCS;
and IPB/SSS consolidation with OJCS. Most of these objectives were con-
cerned with centralizing the management of computer resources, a signifi-
cant initial step in the management of Agency assets. Overall evaluation
of OJCS performance during FY 74 is excellent.
Objective 1 - By 30 January 1974 conduct a qualitative and quantita-
tive review with the Directors of OEL, OSI, and OWI of the ongoing OJCS
Approved For Release 2003/O i/.29 J -RDP84-0078OR006100090007-1
 Approved For Release 2003 0 , IA-RDP84-0078OR006100090007-1
-20-
computer programming and computer processing effort being used to support
the analysis of technical collections of intelligence so that improved
computer support can be provided within currently allocated OJCS resources.
This objective was completed a month ahead of schedule. Its product
is primarily useful in improving the quality of service to the DD/S&T and
in defining the type of long range requirement of which TADS is represen-
tative.
Performance evaluation: Excellent
Objective 2 - Put into operation by 1 January 1976 a mass storage
system for storing at least 200 billion bits of data on-line.
This objective has slipped about six months due to problems with the
contractor which are not OJCS related. There have been no major problems
encountered and it is anticipated that we will end up with a good quality
product.
Performance evaluation: Good
Objective 3 - Expand the present OJCS resource accounting and pricing
system to include facilities for resource allocation by 30 September 1973.
This objective has laid the groundwork for an ADP resource control
methodology. The objective was completed on time and reports have been
produced on a regular basis against this objective.
Performance evaluation: Excellent
Objective 4 - Develop by 30 January 1974 a plan for OJCS computer
systems covering the period 1 January 1974 through 31 December 1976.
This objective was completed later than planned due in part to a
great deal more interaction between computer personnel than anticipated.
It was also delayed somewhat because of the involvement of OJCS personnel
in the mergers with CRS and ISG.
Performance evaluation: Fair
Objective 5 - Develop by 30 June 1974 a capability for measuring the
use of elements in a computer system (tape drives, disk storage, core
storage, channels, etc.) and evaluate the needs for such elements in the
system.
Performance evaluation: Excellent
Approved For Release 2003/04 l~i#RDP84-00780R006100090007-1
 Approved For Release 2003/ 'n'J,~#IA-RDP84-0078OR006100090007-1
Objective 6 - Develop and coordinate within DD/A by 1 September 1973
an updated list of system objectives, priorities, and end-products for MAP;
settle operation and use procedures for DAC by 30 June 1974.
Performance evaluation: Excellent
Objective 7 - Complete consolidation of CRS computer processing in
OJCS by 30 October 1973.
Although the CRS consolidation did take place relatively near schedule
permitting the release of the IBM 360/155 leased by CRS in November 1973,
there were severe problems with the quality of service and for some time
it was not satisfactory to the primary customer - CRS. By the end of the
fiscal year the quality of service to CRS had improved.
Performance evaluation: Poor - improved to Fair
Objective 8 - Complete consolidation of ISG/DDO computer processing
under OJCS by 30 April 1974.
Agreement was reached with DDO on the transfer of the computer
facility to OJCS management and the necessary staff work was done to
permit the attainment of the objective.
Performance evaluation: Good
Objective 9 - Develop by 1 January 1974 such OJCS procedures as are
necessary to manage Office-level objectives and to extend the MBO program
to Division-level objectives.
Performance evaluation: Good
Objective 10 - Develop by 30 December 1973 a plan for improving the
technical security of CP/CMS, the control program for the OJCS time sharing
system.
The plan was developed and its implementation did enhance the technical
level of computer security, but much needs to be done to bring the level of
security up to the point where it is satisfactory to all present orpotential
users.
Performance evaluation: Fair
Objective 11 - Develop by 30 June 1974 personnel management systems
for job descriptions, career paths, training programs, employee evaluations,
and career counseling.
This is an inhouse objective designed to improve personnel management
within OJCS and provide career paths for employees. Some minor delays were
Approved For Release 2003 i~ k IA-RDP84-00780R006100090007-1
 Approved For Release 2003/ TH, ff-RDP84-0078OR006100090007-1
-22-
encountered due to reorganization.
Performance evaluation: Good
Objective 12 - Reorganize computer application activities into
projects and reduce the percentage of level-of-effort projects to 15%
of the total effort by 30 January 1974.
Performance evaluation: Excellent
Objective 13 - Develop an internal cost accounting system by 30 June
1975 which will enable the tracking of OJCS hardware, software, supplies,
and manpower costs.
This project is running behind schedule and the completion date has
been changed from October 1974 to June 1975, a shortfall of nine months.
Performance evaluation: Poor.
Objective 14 - Develop and publish "Users Guide for Computer Center"
by 28 February 1974.
The objective was met although not in a timely fashion. We believe
the Users Guide is going to be of considerable value to the customers.
Performance evaluation: Good
Objective 15 - Develop additional ADP training courses: an after-
hours course in Basic Data Processing by 30 October 1973, and a Computer
Standards course by 30 December 1974.
Objective 16 - Consolidate personnel from Information Processing
BrancS into OJCS staffing complement by 30 October 1973.
Performance evaluation: Excellent
Objective 17 - By January 1975 develop a financial plan for capital
equipment for the five year period 1974-1978.
This objective will carry over into FY 75. So far the results of
the work done against this objective have not been particularly meaningful
and we remain uncertain as to whether it will be in the long run.
Performance evaluation: Good
Approved For Release 2003/0 :'Q ?RDP84-00780R006100090007-1
 Approved For Release 2003/ , . RDP84-00780R006100090007-1
Objective 18 - Develop inhouse competence for maintaining and tuning
GIM II software by February 1975.
Performance evaluation: Excellent
Objective 19 - During FY 75 and again in FY 76, OJCS should plan for
a 20% increase in computer resources workload; a 5% increase in personnel
resources; and a 10% increase in capital equipment resources.
Performance against this objective has given OJCS a sense of discipline
in planning and has provided them with a feeling for directions in which
they should be moving. Actual accomplishment of the objective in terms of
resources being made available is, of course, subject to outside influences.
Performance evaluation: Good
Office of Logistics
This is another of the DD/A Offices which had considerable volatility
at the top management level. OL had fifteen objectives for FY 74; seven
were completed and eight were carried forward into FY 75. Overall evalua-
tion of OL's performance is a strong good.
Objective 1 - Conduct a study of types, amounts, and contingency
This objective is currently on schedule and should be completed in
accordance with the action plan.
Performance evaluation: Good
25X1 Objective 2 - Close out and dispose of Logistics contingency stockpile
The program is well ahead of schedule and action should be completed
by the close of CY 74.
Performance evaluation: Excellent
X1
Reduction was accomplished 18 months ahead of schedu e.
Performance evaluation: Excellent
25X1
Approved For Release 2003/04/29 : CIA-RDP84-0078OR006100090007-1
 Approved For Release 2003/04/2-9 : C A-RDP84-0078OR006100090007-1
SESHEI
-24-
Objective 4 - Define the totality of the types and levels of all
services provided to the Agency and their essentiality to the Agency's
mission and operations. Submit a report of the study by 31 December '1973.
Performance evaluation: Excellent
Objective 5 - Conduct surveys of Agency contracting elements and take
corrective action to improve the procurement process.
All action has been completed except the implementation of a new
contract numbering system which has been postponed indefinitely.
Objective 6 - Evaluate the application of innovative printing
processing systems, techniques, and equipment.
This is a highly complex task involving not only OL and ISAS, but the
production elements of the Agency as well. Considerable progress has been
made toward the objective.
Performance evaluation: Good
Objective 7 - Arrange for the construction and design of Data Access
Centers, provide technical services, liaison, and properly trained operators.
This will carry over into FY 75 for reasons beyond OL's control.
Performance evaluation: Good
Objective 8 - Conduct a review and report on Agency dispersion problems
and inefficiencies in the Metropolitan Washington area.
Performance evaluation: Excellent
Objective 10 - Develop ways to use resources data developed for MAP.
This objective will carry over into FY 75. The delay is-partly due
to software problems.
Performance evaluation: Good
Objective 11 - Establish a system whereby each OL Division's resources
expended can be accounted for and allocated to the Agency component re-
questing its services.
This objective is substantially complete. Final reports cannot be
completed until FY 75 yearend figures are available.
Performance evaluation: Excellent
Approved For Release 2003/04/ I 2DP84-00780R006100090007-1
UT I
 Approved For Release 2003/
A-RDP84-0078OR006100090007-1
IMt I
Objective 12 - Conduct personnel training and counseling programs for
those employees physically separated from the career service flagpole.
Performance evaluation: Good
Objective 13 - Initiate a recruitment and selection program to add
five professionals with potential to fill future Logistics Officer Generalist
positions.
This objective has been substantially met with three people on duty and
two in the pipeline.
Performance evaluation: Good
Objective 14 - Conduct a study of general purchase and cover purchase
activities with the objective of streamlining the process.
This objective has three projects under it. Two were completed on
schedule with one - Blanket Purchase Agreement - proving to be most
successful. The Requirements Contract project was not completed on
schedule and will slip into FY 75.
Objective 15 - Establish a program for the professional development
and specialized training of ten engineers and technicians to be completed
by 30 June 1975.
This objective was only partially met during FY 74. This slippage
caused a reappraisal of the training program to a longer term and broader
objective which will continue until 1983.
Performance evaluation: Good
Objective 16 - Reinspect or terminate the security approval of 75%
25X1 of thel contractor facilities authorized to possess Agency classified
material.
The desired quantitative goals against this objective were surpassed.
Performance evaluation: Excellent
Office of Medical Services
OMS had ten objectives for FY 74; five were accomplished and five were
carried over. Several of those carried over were part of ongoing projects
and the carry-over does not denote any slippage. Overall evaluation of OMS
performance against objectives is good.
Approved For Release 2 T : CIA-RDP84-0078OR006100090007-1
 Approved For Release 2003/ 9r - -RDP84-00780R006100090007-1
-26-
Objective 1 - Reduce manpower and funding levels.
Performance evaluation: Good
Objective 2 - Identify certain costs.
OMS viewed this objective as a pilot program for an Office-wide
objective in FY 75.
Performance evaluation: Good
Objective 3 - Modify medical chartroom.
Performance evaluation: Good
Objective 4 - Conversion of medical charts.
The first part of the objective was completed ahead of schedule. The
second part was deferred because of a management decision to concentrate
personnel resources on the first part.
Performance evaluation: Fair
Objective 5 - Multiphasic Testing and Periodic Health Examination
program.
The program was initiated and the pilot phase completed on schedule.
The quantitative goal of 1,500 was not met, but the actual number achieved
of 1,330 was certainly sufficient to enable OMS to evaluate the program.
Performance evaluation: Excellent
Objective 6 - Computerized test interpretation.
This is a multi-year program which is on schedule.
Performance evaluation: Good
Objective 7 - Behavioral and Social Sciences program.
Milestones of the objectives were not satisfactorily met. Problems
were encountered in recruiting consultant specialists in the field of
anthropology, sociology and psychology. This delay has caused the re-
scheduling of all the subsequent milestones.
Performance evaluation: Fair
Approved For Release 2003/0414-RDP84-00780R006100090007-1
 Approved For Release 2003/
4-RDP84-00780R006100090007-1
Objective 8 - Assessment Center program.
This objective was satisfactorily completed although a change in
OJCS management, the participant in the program, caused a redirection of
the program. OMS management proved to have sufficient flexibility to do
this and still meet their objective.
Performance evaluation: Excellent
Objective 9 - Data system on overseas illness.
This objective was not met in FY 74 primarily due to personnel
absences. It is now running three months behind schedule.
Performance evaluation: Fair
Objective 10 - Electronic exchange of medical data with the field.
The objective was satisfactorily accomplished during FY 74 albeit
a somewhat limited objective.
Performance evaluation: Fair
Office of Personnel
The Office of Personnel was another of the DD/A Offices which had
several changes at the top levels of management during this fiscal year.
We would evaluate the overall performance of OP as excellent and are
particularly pleased with the new directions which it is taking.
In our evaluation of OP's objectives we have combined several related
ones into one evaluation in order to reduce the unwieldiness of the pre-
sentation. OP had 32 objectives and completed 24 of them during the course
of the year. Five were carried over and three were missed completely. The
most significant objectives, in our opinion, were Nos. 1, 2, 4, 5, 11, 18
and 28.
Objective 1 - Provide a phased input of
qualified candidates for professional employment.
new applications of
This was one of the complete misses. OP over referred the target
goal by 87.3%.
Performance evaluation: Poor
25X1
Approved For Release 2003/ f -RDP84-0078OR006100090007-1
 Approved For Release 2003/
h -RDP84-0078OR006100090007-1
M ff
-28-
Objective 2 - Increase by 15% the number of black professional/
technical applicant case referrals against FY 74 and 75 requirements.
OP has reason to be proud that it exceeded planned performance against
this objective, particularly in view of the intense competition for quali-
fied black professionals.
Performance evaluation: Excellent
Objective 3 - Increase by 10% the number of clerical applicant cases
referred over FY 73 input.
This objective fell short by 42% of the planned number. Factors
beyond OP's control affected the performance, but other factors which led
to the unsatisfactory performance were within their control.
Performance evaluation: Poor
Objective 4 - Reduce by 25% the average time clerical employees spend
in the TAS in FY 74 (based on FY 72 and 73 experience).
This objective was exceeded - performance was laudatory.
Performance evaluation: Excellent
Objective 5 - Reduce from 60 to 45 days the average time condumed
from receipt of applications in PSB to initiation of security and medical
clearances.
Performance evaluation: Excellent
Objective 6 - Improve service to operating components by relieving
them of responsibility for pre-employment processing of staff type con-
tract employees.
The initial goals of the objective were reached, but as OP notes,
additional time must be spent in monitoring this to ensure that old
habit patterns do not return.
Performance evaluation: Good
Objective 7 - Identify direct OP manpower costs to recruit and EOD
professional, clerical, and technical appointees by Office.
The objective was redefined in more limited terms than originally
conceived and was met.
Approved For Release 2003/04/29 : CIA-RDP84-00780R006100090007-1
 Approved For Release 2003/OA/29:' `,ClA-RDP84-0078OR006100090007-1
-29-
Objective 8 - Reduce by 10% the time expended between initiation,
processing, and approval of applications for retirement in FY 74 (based
on FY 73 experience).
i.; or1 rre , i .f 1 be:
il Object-1 erect col p 1 e ~ "'er L o'.yhl ~.
mVe is cons i ci ~: v.
i
required before all the figures are in.
Performance evaluation: Good
Objective 9 - Reduce by 10% the time expended in processing insurance,
overseas medical, and Office of Employee Compensation claims.
This objective was partially accomplished. There was a reduction in
the time involved in overseas medical claims in OFEC, however, more time
was required to process health benefit claims.
Performance evaluation: Fair
Objective 10 - Reduce by 50% the number of special life insurance
premium payments processed manually.
Performance evaluation: Good
Objective 11 - Increase by 10% the number of Position and Manpower
Utilization surveys in FY 74 (based on FY 73 experience).
This objective was exceeded, but we still are not satisfied with the
methodology of the conduct of the surveys. We address ourselves to this
during the forthcoming fiscal year in order to sharpen the product.
Performance evaluation: Excellent
Objective 13.- Perform records management survey of OP.
This objective was jointly accomplished by OP and ISAS.
Performance evaluation: Good
Objective 14 - Convert 50 cubic feet of hard copy OP documents in
Archives to microfilm.
Performance evaluation: Good
Objectives 15, 16 & 17 - (Review and updating of biographic profiles)
Performance evaluation: Good
Objective 18 - Complete by end of FY 74 retirement projections for
FY 75-78 and determine their implications for future age and grade
balances and employee development requirements.
Approved For Release 2 i 4% : CIA-RDP84-0078OR006100090007-1
 Approved For Release 2003/04/29 : Ct -RDP84-0078OR006100090007-1
This objective was completed on schedule. This proved to be a
valuable exercise in learning to forecast retirement probabilities.
Performance evaluation: Good
Objective 19 - Identify all successful personnel approaches/practices/
systems in use throughout the Agency and disseminate findings to Directorate
management by the end of February 1975.
This is an ongoing objective which is well underway and progress to
date is quite satisfactory.
Performance evaluation: Excellent
Objectives 20, 21, 22 & 23 - (MAP related objectives)
These MAP-related projects are proceeding in accordance with joint
OP-OJCS action plans. Work to date is on schedule.
Performance evaluation: Good
Objective 24 - Establish by the end of FY 74 an internal OP ADP
resource use accountability system consonant with the OJCS ADP resource
allocation system.
Performance evaluation: Good
Objective 25 - By the end of FY 74 identify manpower costs to conduct
position and manpower utilization surveys.
Performance evaluation: Good
Objectives 26 & 27 - (Identify costs of Qualifications Coding Program
and Biographic Profiles)
Performance evaluation: Good
Objective 28 - Refine APP and PDP acceptable to Management Committee
and the Director by the end of FY 75.
Performance evaluation: Good
Objectives 29 & 30 - (Establishment of MBO in OP components)
These objectives have been completed, however they are considered
trivial.
Performance evaluation: Fair
Approved For Release 2003/04/2 _ C P-R P84-0078OR006100090007-1
 Approved For Release 2003/ gliki 1-RDP84-00780R006100090007-1
-30-
This objective was completed on schedule. This proved to be a
valuable exercise in learning to forecast retirement probabilities.
Objective 19 - Identify all successful personnel approaches/practices/
systems in use throughout the Agency and disseminate findings to Directorate
management by the end of February 1975.
This is an ongoing objective which is well underway and progress to
date is quite satisfactory.
Performance evaluation: Excellent
Objectives 20, 21, 22 & 23 - (MAP related objectives)
These MAP-related projects are proceeding in accordance with joint
OP-OJCS action plans. Work to date is on schedule.
Performance evaluation: Good
Objective 24 - Establish by the end of FY 74 an internal OP ADP
resource use accountability system consonant with the OJCS ADP resource
allocation system.
Performance evaluation: Good
Objective 25 - By the end of FY 74 identify manpower costs to conduct
position and manpower utilization surveys.
Objectives 26 & 27 - (Identify costs of Qualifications Coding Program
and Biographic Profiles)
Performance evaluation: Good
Objective 28 - Refine APP and PDP acceptable to Management Committee
and the Director by the end of FY 75.
Performance evaluation: Good
Objectives 29 & 30 - (Establishment of MBO in OP components)
These objectives have been completed, however they are considered
trivial.
Performance evaluation: Fair
Approved For Release 2003/04/-JkDP84-00780R006100090007-1
 Approved For Release 2003/ L#TA-RDP84-0078OR006100090007-1
-31-
Objectives 34 & 35 - (DAC-related objectives)
These objectives are behind schedule due to factors beyond OP's
control. No evaluation given.
Objective 36 - Develop in FY 74 a program of 11 sessions to brief
35 or more Personnel Officers each session on personnel technical matters
and to share and discuss past experiences in solving personnel problems.
This objective was accomplished in terms of the number of programs
held but not in terms of the number of attendees. The evaluation is
based on the quality of the sessions rather than the number of attendees.
Performance evaluation: Excellent
Office of Security
The Office of Security had 14 major objectives for FY 1974. Most of
these objectives were subdivided into many objectives so that the total
number of objectives which OS tracked was about 30. Of the 14 objectives,
7 were accomplished during the course of the fiscal year and 7 were carried
over to the subsequent fiscal year. In some cases carryover was because
the objective was a multi-year program. In other cases carryovers were
due to problems with manufacturers of hardware. Our overall evaluation
of OS's performance is good.
Objective 1 - Provide increasing security support to the Non-Official
Cover Officer program.....
This objective is well behind schedule because the requirements for
support of NOC officers has not been defined by the DDO components.
Conceivably, these requirements will never be defined.
Performance evaluation: Poor
Objective 2 - Meet Agency security policy requirement for the
sanitization of storage media to include the publication of a Headquarters
Regulation.
This is a multi-year objective relating primarily to development of
policy or the promulgation of regulations or the provision of training.
The common thread of all the objectives is some form of relationship
with computers. Almost all of the sub-items have slipped, in many cases
because of slippage in hardware programs. In many cases the item should
not have been listed as an objective and in other cases the failures are
for reasons beyond OS's control.
Performance evaluation: Poor
Approved For Release 2003/0m-: 1 RDP84-00780R006100090007-1
 Approved For Release 2003/ A-RDP84-0078OR006100090007-1
Objective 3 - Place all of the
on the central computer storage by incorporating 18 systems into the OCS
25X1 by 31 December 1974.
25X1
This objective was met in full.
Performance evaluation: Good
Objective 4 - Complete the updating of
new
remaining 40 manual systems by FY 75.
Performance evaluation: Good
25X1
by adding 25X1
on the
25X1
25X1
25X1
This objective fell behind schedule and was not met. Political
situations prevented one install.ation and others were rescheduled to
permit one team to make multiple installations.
Performance evaluation: Fair
Objective 6 - Decrease periodic technical inspection trips by two
in FY 74 and by five in FY 75 over FY 73 through greater utilization of
F_ I
This is a two-part objective which was met as scheduled.
Performance evaluation: Good
This is divided into four parts and all four are falling behind
schedule due to hardware problems.
Objective 8 - Complete during FY 74 a study to determine how we can
stream ine investigative techniques and procedures and implement daring
FY 75 the approved recommendations. This objective is designed to ensure
that with fewer investigators available, investigations will still comply
with statutory and Agency requirements.
Performance evaluation: Good
Approved For Release 2003/04/ DP84-00780R006100090007-1
 Approved For Release 2003/ A-RDP84-00780R006100090007-1
Objective 9 - Develop during FY 74 a system which will permit the
identification of costs applicable to the various operating components
for operational support.
Performance evaluation: Good
Objective 10 - Review Security training courses during FY 74 and
restructure those courses for Security Officers going overseas by
1 January 74 to make them responsive to the security needs of certain
support personnel going to posts where no professional Security Officers
are assigned. These courses will be made available in the last half of
FY 74 to non-Security personnel going overseas in FY 75 who have need
for the training.
This objective was completed on schedule.
Performance evaluation: Good
Objective 11 - Identify through test and evaluation during FY 74
suitable non-polluting devices for the destruction of classified material.
During early FY 75 publish a list of such devices with their character-
istics and capacities so that a suitable device will be installed at
every new overseas station or base or installed as a replacement for an
existing polluting device wherever necessary.
This objective was completed ahead of schedule.
Performance evaluation: Good
Objective 12!'- Increase the validity and reliability of procedures
covering ingress and egress of Agency buildings by (1) developing by
1 January 74 a program for continued evaluation of guard post necessity
and the performance of the guards and (2) by providing in April 1976 a
system to validate badges and match them to their unique holder.
This objective is continuing on schedule.
Performance evaluation: Good
Objective 13 - By utilizing and reorganizing existing manpower and
funding levels, complete by 30 June 74, the process of replacing existing
manual controls and reporting activities associated with case processing
procedures in OS with a fully automatic CAPER-OS system.
This joint OJCS-OS action is running very much behind schedule.
It should be in effect by 1 September 74.
Approved For Release 2003/O4 90A-RDP84-00780R006100090007-1
 Approved For Release 2003/ IAA-RDP84-0078OR006100090007-1
Objective 14 - Develop during FY 74 and implement during FY 75 a system
which will permit actual costing of investigations and clearances both as to
dollars and manhours as a means of supporting our requirements for personnel
and funds during subsequent years.
This objective is running behind schedule.
Performance evaluation: Poor
Office of Training
The Office of Training had 22 objectives for FY 74; 10 were accomplished
during this period, 12 were carried into FY 75. The most significant of the
objectives was No. 1. The overall evaluation of OTR performance against
FY 74 objectives is good.
Objective 1 - Provide training support equivalent to that provided in
FY 73 with the Agency prescribed reduction of 2.34% in staff personnel
from FY 73.
This objective was met and in some cases the estimated number of
courses, students or student days was exceeded by OTR while taking the
prescribed reduction in staff personnel.
Performance evaluation: Excellent
Objective 2 - Examine the training activities of OTR on the basis of
cost effectiveness.
This objective is being carried forward into FY 75. Reviews of
language requirements were held with two DDO area divisions.
Performance evaluation: Good
Objective 3 - Increase professional and substantive expertise and
balance to the professional staff of OTR yet within the 5% restrictions
cited in Objective 4.
This objective was hurt by the turnover of personnel in senior
positions within OTR and performance was disappointing. The objective
has been carried over into FY 75.
Performance evaluation: Fair
Objective 4 - Reduce OTR's personnel and space by 5% in FY 75.
The personnel reduction has been achieved. The effort to reduce
space was unsuccessful.
Performance evaluation: Fair
Approved For Release 2003/04&RDP84-00780R006100090007-1
 Approved For Release 200 K fIA-RDP84-00780R006100090007-1
Objective 5 - Determine in FY 74 the extent to which the content of
the present Information Science Training Program should be revised to
support the intelligence information systems in CIA and the Community
in FY 75.
Performance evaluation: Good
Objective 6 - Prepare officers at all career levels to assume increased
responsibility involving decision making and execution of policy, in FY 74,
to be operative in FY 75; develop new or revise current courses on manage-
ment training for officers at junior, middle, and senior levels.
This rather complex objective was largely accomplished during the
fiscal year.
Performance evaluation: Good
Objective 7 - Beginning in FY 74, to be operative by the end of FY 75,
support the Agency's effort toward systematic career development of its
employees, (a) by assisting heads of the major components in developing
prototype Training Profiles for key categories of personnel, and (b) by
developing an information system from which requirements of the component
can be projected to permit OTR to adjust curriculum and staffing to meet
those requirements. The system anticipates use of the terminal cluster
planned for installation in FY 75 in the Chamber of Commerce Building
for the Management Assistance Program.
Part of this objective was carried forward into FY 76 because of
MAP priorities. The first portion of the program has been accomplished
and detailed instructions for profile preparation have been forwarded
to the Office of Personnel.
Performance evaluation: Fair
Objective 8 - Develop a program performance evaluation system to be
operative in FY 75, for the continued evaluation of ongoing OTR programs
to determine if objectives are being met, and to permit the continuing
identification of marginal programs and activities that can be curtailed
or eliminated.
The performance evaluation system has been developed to become
effective in the current fiscal year.
Performance evaluation: Good
Approved For Release 2003/0 94A!-RDP84-00780R006100090007-1
 Approved For Release 2003/ R,9, -RDP84-00780R006100090007-1
Objective 9 - Begin in FY 74 to develop a training cost-model which
permits identification of OTR's costs and their allocation to customer-
components as a means of supporting OTR's requirements for personnel and
other resources.
Performance evaluation: Good
Objective 10 - In FY 74, examine the coverage on international economics,
world ecology and demography included in training programs in the Office of
Training and within other components of the Agency to determine, in coordina-
tion with the OTR Curriculum Committee, the types of programs or courses, or
specific lectures, or other forms of input needed to support the FY 75
requirements of the Agency.
Performance evaluation: Good
Objective 11 - Beginning in FY 74 introduce and advance the use of
newer educational methods, with particular emphasis on proactive learning
by the student.
This objective was not met and largely marked time. Budgetary and
space constraints were the principal reasons for lack of motion.
Performance evaluation: Poor
Objective 12 - Ensure orderly development of the executive cadre in
OTR, in FY 74 to be operative in FY 75, identify the individuals and prepare
specific executive development plans for a minimum of three members of the
Training Career Service for each of two staff positions at the GS-15 level
and above.
Objective 13 - Strengthen the Training Career Staff, develop in FY 74
to be operative in FY 75, a systematic program for the professional develop-
ment of each member, with special emphasis on enhancing the qualifications
and skills of the instructor corps.
Neither Objective 12 nor Objective 13 were accomplished in a satis-
factory fashion and are being carried over into FY 75-76.
Performance evaluation: Fair
Objective 14 - Determine and implement in FY 74 a solution to the
present over-enrollment of students in the Basic Operations Course....
A solution was not found to this objective and it becomes a
continuing objective.
Performance evaluation: Poor
Approved For Release 2003/04/29 : CIA-RDP84-0078OR006100090007-1
 Approved For Release 2003/0M i -RDP84-0078OR006100090007-1
25X1
Performance evaluation: Good
Objective 16 - Increase the value of the Language Qualifications
Register as an effective source of information, for Agency managers to
use in determining personnel assignments requiring language competencies,
by the end of FY 75, to achieve 95% completion of verification of language
skills of employees whose claimed (untested) proficiencies (700) were on
record as of 31 March 73.
This objective was met in large part. The only language claims
which were not verified were those of personnel overseas.
Performance evaluation: Good
Objective 17 - Continuing toward the goal of efficient management of
OTR's language laboratories, in the Chamber of Commerce Building, by the
end of FY 75 complete the conversion of 8,000-10,000 language tapes cur-
rently on reels to cassettes, and purchase 40 cassette record/playback
machines to replace the present stock of reel machines.
Performance evaluation: Good
Objective 18 - Increase efficiency in conducting language training in
FY 74 by relocating in the Headquarters Building, part-time courses in two
languages and increase the activity in FY 75 by providing part-time
courses in a minimum of two additional languages.
Performance evaluation: Good
Objective 19 - Reduce from ten to four weeksthe time required after
completion of a basic or beginning course to achieve a highly useful
level of foreign language competence; inaugurate in FY 74 a total-immersion
program in Russian, and if successful, add programs in French and Spanish.
In FY 75 introduce a program in a fourth language.
Objective 20 - Ensure the effectiveness, quality, and efficienc of
OTR's entire training effort, in FY 74. Unit Chiefs and the will 25X1
design and test one or more techniques of acquiring information to deter-
mine the impact of training on job performance. In FY 74 they will also
apply the techniques to three courses or programs conducted within their
components, and in FY 75, to an additional 50% of their total curricula.
Activity against this objective is continuing.
Performance evaluation: Fair
Approved For Release 2003/04/29
sal
 Approved For Release 2003/ A-RDP84-0078OR006100090007-1
xi
Objective 21 - Respond to the increased number of Midcareerists whose
development plans include attendance at the MDC, during FY 74, without any
addition of staff, conduct the course for an additional 30 employees above
the current FY 73 level of 120 in grades GS 12-13, and in FY 75 conduct
the course for a total of 180 employees in grades GS 12-13.
Performance evaluation: Good
This objective was not completed in FY 74 due to factors beyond the
control of OTR. It is being carried forward into FY 75.
Performance evaluation: Fair
SECTION D.
Office of Communications
OUTPUT CATEGORY
Staff message communicatons
Clandestine communications
Unclassified telephone service
Secure voice and facsimile service
Data communications
Message distribution services
RECIPIENT
All Agency; other Gov agencies
DDO
All Agency
All Agency
All Agency
All Agency
Annually OC contacts the Directorates of the Agency to review the
status of requirements they have levied and to discuss and price-out their
new requirements. The results are translated into specifics in the OC
program and the budget estimate. In addition to the annual review, indi-
vidual elements of OC maintain liaison with components of the Directorates
to provide the communications support and monitor its effectiveness.
Customer approval and appreciation of the service have been high, particu-
larly so when the support provided is evaluated against the resources
available to OC. A measure of the efficiency of the OC support is the
42% productivity gain in staff communications and the 22% gain in the
message distribution categories since the base year of 1966. This is
indeed an outstanding achievement whether compared with other Government
entities or the private sector.
Approved For Release 20031 4 EIIA-RDP84-00780R006100090007-1
 Approved For Release 2003 ;: CIA-RDP84-0078OR006100090007-1
b L!
-39-
25X1
X1
OC has continued to provide services at the high quality level which
it has historically done. During the course of the past fiscal year pro-
ductivity continued to rise as OC sought to make full use of technology
to supplement manpower. The prompt action in closing down
Office of Finance
OUTPUT CATEGORY RECIPIENT
Official records of financial and material
resources in financial reporting All Agency
Regulatory issuances and handbooks All Agency
Paychecks, earnings & leave statements All Agency
Periodic and yearend reports IRS; State tax authorities
Annuity checks and annual statements
of amounts paid and taxes withheld CIARDS annuitants
25X1
Other Gov agencies; commercial
vendors and contractors, and
employees
Customers' needs are ascertained by the interaction between OF and
Finance Officers in the various components. Primary reliance is based
upon requirements levied upon OF formally by customers or informally
through the Finance Officers serving each component.
OF reacted quickly and expeditiously to several unprogrammed, high
impact requirements which were levied upon them. A special task force of
three employees was utilized for nearly three months to review a 25X1
files for payment of approximately 25X1
o
employees for unused compensatory time Da lances earned prior to dates
implementation of special overtime policies for those locations. OF par-
ticipated with the Office of Personnel in determining requirements for
administration of restored leave and with OJCS in review of required
modifications of the payroll system to accommodate FLSA. They also
arranged for emergency reprinting of T&A reports to permit accumulation
of data beginning 1 May 1974 which will be needed for retroactive compu-
tation of FLSA entitlements for non-exempt personnel when the payroll
system is modified.
Payments
Approved For Release 20031 A-RDP84-0078OR006100090007-1
 Approved For Release 2003/04/29 : CIA-RDP84-0078OR006100090007-1
Approved For Release 2003/04/29 : CIA-RDP84-0078OR006100090007-1
 Approved For Release 2003/0 9
IA-RDP84-00780R006100090007-1
fit a
Office of Joint Computer Support
OUTPUT CATEGORY RECIPIENT
Computer systems; computer processing All Agency
For two years OJCS has been producing a Project Activity Report which
shows the monthly and year-to-date manpower and computer usage by Direc-
torage, Office and Project. This report is distributed to the Comptroller,
DD's, and Office Directors. During FY 74 a Computer Allocation System was
initiated. The purpose of this sytem was to improve management's control
over the level of ADP resources and to stimulate cost consciousness on the
part of users in their demands for computer services. Monthly reports show
the allocated ADP resources for each Office and the usage.
To determine the ADP requirements for each Office an ADP Call was
issued in June 1974. This showed FY 74 activity and requested information
on projected changes for FY 75. The information received from this call
will be used as a basis for FY 75 allocations.
The largest single accomplishment in OJCS during FY 74 was keeping up
with and providing an improved level of service for an ever-increasing
customer requirement. This in turn generated additional demand which may
actually cause a deterioration of service if we remain unable to put into
effect the full five-year equipment plan for OJCS. We think the quality
of the service has definitely improved and is continuing to improve, but
warn that like the one hoss shay, sudden deterioration may take place due
to equipment overlap.
See the attachment to this page for comparison of FY 75 ADP require-
ments data with FY 74 data.
Office of Logistics
OUTPUT CATEGORY RECIPIENT
Procurement All Agency
Receipt, storage, issuance of supplies All Agency
Transportation All Agency-Washington area
Real Property All Agency
Services Agency personnel in Metro
Washington area
Printing All Agency; White House;
AEC; Dept. of State
Approved For Release 2003* 0 E A-RDP84-007808006100090007-1
 Approved For Release 2003/
6T,A-RDP84-00780R006100090007-1
Customer needs and requirements and their satisfaction with services
performed are ascertained by informal feedback from Logistics Officers
assigned to the components and by formal memoranda from the components
themselves.
OL was the primary Agency victim of national inflation this year
with unfunded requirements, primarily for paper purchases, in excess of
a quarter of a million dollars. Demands for space in the Headquarters
Building remained heavy and incapable of solution. All in all, taking
into account the managerial turmoil, and the impact of inflation, we
believe OL did an excellent job through the past fiscal year.
Office of Medical Services
OUTPUT CATEGORY RECIPIENT
Medical advice, clinical care,
psychiatric services, psychological
services, operational medical support All Agency
OMS continued its high level of professional support to the Agency.
FY 74 saw an expansion of that service with the initiation of Multiphasic
Testing and Periodic Health Examination program. Another visual aid
exhibit was developed as part of the Health Education Program. This
was a heart disease detection exhibit. Professionals from the Psychiatric
and Psychological Services Staffs were assembled into an OMS task force on
25X
Office of Personnel
Professional input
Administrative activity
Manpower management
RECIPIENT
All Agency
Employees; career services
All levels of Agency
management
All Agency employees
OP, like some of the other Offices of the Directorate, went through
significant, top-level management changes. It had been confronted with a
diminished staffing requirement levied by the Agency as a whole. Service
has improved as noted by the success in processing personnel through TAS
in one half the time. Affirmative action has been taken with regard to
APP and PDP and the application of these plans throughout the Agency. The
recommendations of PSAG will play an increasingly significant role in the
Agency's handling of personnel matters. Greatly increased emphasis has
been put upon recruiting of minority groups.
Approved For Release 2003/0 RDP84-0078OR006100090007-1
 Approved For Release 2003/0
8 t`-RDP84-007808006100090007-1
Office of Security
OUTPUT CATEGORY RECIPIENT
Personnel security and safety All Agency employees
Physical and technical security
of facilities All Agency
Customer needs and requirements and their satisfaction with services
performed are ascertained by informal feedback from the Security Officers
assigned to the components and by formal memoranda from the components
themselves.
OS had major management changes during the fiscal year which affected
its performance. It successfully went through a major reorganization
resulting in better alignment of its mission and its functions. Progress
was made in developing a badge machine to be utilized initially at the
Headquarters Building.
Office of Training
OUTPUT CATEGORY
Internal training courses
External training courses
RECIPIENT
All Agency and Intelligence
Community
All Agency
Qualitative measures of training are difficult to acquire and more
difficult to evaluate. OTR receives predominantly favorable reactions
from student evaluations for the quality and content of its programs.
The increasing use of training by the Agency suggests that OTR is doing
its job well. The individual training programs are under continual review
and modification to assure their relevance and validity. There is a strong
sense of achievement in OTR which reflects a high quality training effort
accomplished under increasingly stringent budgetary and personnel con-
straints.
See the attachment to this page
utilization FY 71 - FY 74.
25X1
Output in OTR is measured by the number of courses offered, the number
of students in attendance and total student days. Using these measures,
FY 74 was the most productive year for the Office since before FY 69.
OTR scheduled 542 course offerings (71 courses), 7,793 students attended,
accumulating 71,069 student days.
Approved For Release 20S Q9. CIA-RDP84-0078OR006100090007-1
 Approved For Release 2003/04/29 : CIA-RDP84-0078OR006100090007-1
Approved For Release 2003/04/29 : CIA-RDP84-0078OR006100090007-1
 Approved For Release 2003/ - y,LCjA-RDP84-00780R006100090007-1
SECTION E.
We have no meaningful or significant recommendations for inclusion
in this Section. Our progress throughout the Directorate against the
DCI objectives is satisfactory and on target. We have commented in the
letter of transmittal on our relative dissatisfaction with the Annual
Report format as a management performance evaluation mechanism. In
that letter of transmittal we have made some suggestions which we think
might make the Directorate input to the Annual Report more meaningful
in the future. Our major concern is one which is shared, I am certain,
by all; that is, that the continuing constraints upon resources may
inhibit our capability of performing our assigned functions unless we
are relieved of some of those functions.
Approved For Release 200 EIIA-RDP84-00780R006100090007-1