CONFERENCE OF DD/A OFFICE HEADS, 27-29 SEPTEMBER 1974

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00261R000200050005-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 196
• Document Creation Date: November 17, 2016
• Document Release Date: April 28, 2000
• Sequence Number: 5
• Publication Date: September 16, 1974
• Content Type: FORM

El INCibitotailF4HD5or Rgai1.9/06/13 : ciA-Ropn-o@gmrtibilgacomoomn SECRET
ROUTING AND RECORD SHEET
MCI: (Optional)
e
Conference of DD/A Office Heads, 27-29 September 1974
FROM:
C/Services & Registration Staff, OTR
Pm 1016 C of C
EXTENSION
3107
NO.
DATE 16 September 1974
TO: (Officer designation, room number, and
building)
i?)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
RECEIVED
FORWARDED
INITIALS
1.
Executive Officer to the DD/A
Pm 7-D-26, Hqs.
7447
y
The attached
information.
If there
or omissions,
and we will correct
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,
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is for your
are any inaccuracies
please let me know
them immediately
3.
.
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10.
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12.
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FORM 410 USE PREVIOUS
3-62 EDITIONS El SECRET El CONFIDENTIAL ri INTERNAL USE ONLY El UNCLASSIFIED
ST TINTL
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DD/A
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ADMINISTRATIVE - INTERNAL USE ONLY
MBORANDUM FOR RECORD
SUBJECT: Conference of DD/A Office
umber 1974
27-29 Septer 1974
Conference at the 27-29 tember are based
1. The foil a ts in support of A Office Head
on requirements placed upon the Office of Training by Mr.
Executive Officer to the WA.
STATINTL
ce of Logistics.
itzweter, Kane,
dy to the
on 27 Septer, departing from
the Main Entrance of the Headquarters Building at 0 p.m. These same
individuals will be met at the Airport on Sunday, 29 Septeaber at about
2430 P.m. for the return trip to the Headquarters Building. (Mr. Alfonso
Rodriguez will drive his POV to and from the
will be the responsibility of the Office of
follows:
a.
3:30 p. on
Kane, Malanick, Yale
mcmL,1111,11,11111=1, fonOW Withass erg
e en STATINTL
c. These two planes will depart STATINTL
on 29 September at approximately 2:00 p.m. with the same passengers
as on the first trip.
4. There will be a cocktail party for the group shortly after arrival
fo dinner at the Officers Club.All other meals411 be
erved a
STATINTL
11 depart first, at approximately
I carry Messrs. Blake, Fitzwater,
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of the participants is
3.
2
3
4
6
7
S
9
10
Mc.Pttzwter*
Mr. Kane
Officers Club)
Mr.
Mr.
Mr.
6. limes *finials, and
ile at will conform ss nearly ss
sdhedule.
. extension 6535.
Aires, additions or deletions s
STATI NTL
STATI NTL
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TATINTL Wi
STATI NTL
ADMINISTRATIVE INTERNAL USE ONLY
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STATINTL
Friday, er
Afternoon
Prram for DIVA Conference
27, 28, 29 September 1974
Arrive, get settled, cocktail party
Dinner
2000-2100 Opening Remarks - of conferenc
Saturday, 28 September,
ke
0830-0900 DDA roach to Planning
0900-1000
Directorate Planning Mechanism
101S-1100
Review of NW - Mr.
STATINTL
1100-1200
Study
Messrs.
STATINTL
1200-1330
Lunch
TATI NTL
1330-1400
PASG - Current Perspective ssrs.
1400-1430
Personnel Development in Communications
STATINTL
1445-1545
GS-12 and Above Voltaltary Separations
Blake
1545-1645
Briefing on Headquarters Space and View
for Overseas IA% Malanick
aining
1: --2000
Dinner
2000-2100
4mo. ?-e,,D
Sunday ptembe
0830-0930
09 030
1045-1145
1145-1300
1400
Attitudinal Survey
0 '('Cia. Wk?220
Costing of DDASerV s N
Nelanick
EHO and Upward Mobility - Mr.
Concluding Remarks - Planning Process - Mr. B1aic
Lunch
Depart
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STATINTL
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25X1A
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DD/A 74-3377
MEMORANDUM FOR: Director of Communications
Director of Finance
Director of Joint Computer Support
Director of Logistics
Director of Medical Services
Director of Personnel
Director of Security
Director of Training
SUBJECT Perspectives for Intelligence, 1975-1980
1. Attached herewith is a copy of "Perspectives for Intelligence,
1975-1980" which was very recently distributed to USIB principals, the
President's Foreign Intelligence Advisory Board and the National Security
Council Intelligence Committee. The study focuses on what may happen in the
next five years, and what the Intelligence Community must do to prepare itself
to meet the future challenges. It is designed to stimulate early action on
programs requiring long-term research, development; and planning, such as com-
plex technical systems, language training, skills augmentation, etc.
2. The "Perspectives" paper can be used in generating a lot of useful
questions, as we keep in mind the primary mission of the Agency, and how this
Directorate fits into the overall picture. In my initial review, I came up
with thirteen questions that appear to be pertinent, and I am sure that the
list could be expanded with the application of additional research and review.
It is important that we look beyond the specific language in the study and
anticipate the requirements of operating components in the years ahead.
3. I will have more to say at the conference on the general
issue of planning guidance. In the meantime, Office Directors are urged to
have the attachments thoroughly analyzed in terms of the underlying implica-
tions, so that we have a worthwhile exchange of views at our management
conference.
John N. McMahon
sociate Deputy Director
for
Administration
Atts
"Perspectives for Intelligence, 1975-1980"
Thirteen questions re subject
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RE PERSPECTIVES FOR INTELLIGENCE, 1975-80
1. We must ensure we have an established mechanism for identi-
fication and refinement of our requirements and an evaluation
system to go with it which 1411 permit the adjustment in
application of our resources to priority needs.
2. In order to accommodate the mix of people that CEA will
require in the '75 to '80 time frame, do we have the
proper recruitment program to assure the availability
of the right talent? Has the recruitment system culti-
vated the right departments at the various universities?
Will the universities be producing the competence and
talent we need or must we beef up our internal training
program?
3. There is a specific emphasis cited in the '75 to '80 time
frame for intensive language training and the need for the
right language capability within the Community; specifically,
Chinese. Concomitant with an intense language training, it
is necessary to develop the proper appreciation of the culture
involved. Are we prepared to provide in-depth cultural courses?
4. With the growing threat of terrorism throughout the world, do
we have a mechanism for upgrading the physical security of
our people and installations?
5. As we move towards "an open society" in our intelligence
work, what steps need be taken to ensure proper legislation
needed to protect our methods and sources?
6. Have we canvassed our various stations and facilities abroad
to estimate the availability of resources, i.e., fuel and
electricity? Do we have the necessary backup plans to
ensure against interruption in our operations?
7. With the reduction of official U. S. presence overseas,
do we have to do more in providing support for our non-
official cover activities? In this context, what assurances
can we give to our nonofficial cover officers and families
regarding adequate medical care?
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8. Is our planned expansion of secure voice capability in harmony
with the demands? How long will it be necessary to maintain
an HF backup capability?
9. The increased data expected from our collection systems will
demand a more sophisticated processing analysis and dissemi-
nation technique. Is OJCS worrying this problem? Is Comm
in synch with OJCS needs?
10. Have we given any thought to the improved methods of data
presentation? In addition to various displays which will
be needed, are we content with our information control and
processing procedures?
11. The Director has spoken repeatedly about his desire to
replace the paper mill with the computer. Is anyone
thinking about the impact on OJCS regarding such an
implementation in our scheme of things?
12. If indeed we do transform from a paper Community to a computer
display Community, have we begun to think of the impact not
only on OJCS and Comm but also on PSD?
13. Do we have any ball that is bouncing in our court regarding
the inter and intra Community use of communications and
computers?
2
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USIB /IRAC -D-22. 1/20
30 July 1974
UNITED STATES INTELLIGENCE BOARD
INTELLIGENCE RESOURCES ADVISORY COMMITTEE
MEMORANDUM FOR USIB Principals
IRAC Members
SUBJECT Perspectives for Intelligence
REFERENCES a. USIB/IRAC-D-22. 1/18, 18 June 1974
b. USIB-M-671, 27 June 1974, Item 6
Pursuant to the discussion at the USIB meeting of 27 June
(reference b. ), the attached final version of the Perspectives are
forwarded herewith for information. Copies have also been provided
to the President's Foreign Intelligence Advisory Board and the
members of the National Security Council Intelligence Committee.
25X1A
ecre tary
Attachment
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Exempt from general
declassification schedule of E.O. 11652
exemption category 58(1),(2),(3)
Automatically declassifiedn
R0eine
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No Foreign Dinar:
DIRECTOR of CENTRAL INTELLIGENCE
Perspectives for Intelligence
1975-1980
Secret
July 1974
USIB/IRAC D 22.1/20
$44.0
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NATIONAL SECURITY INFORMATION
Unauthorized Disclosure Subject to Criminal Sanctions
Classified by 365211
Exempt from general
declassification schedule of E.O. 11652
exemption category 511(2)
Automatically declassified on
Data Impossible to Determine
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DIRECTOR OF CENTRAL INTELLIGENCE
PERSPECTIVES FOR INTELLIGENCE
1975 ? 1980
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TABLE OF CONTENTS
Page
Introduction
1
Part I?Major World Problems
1
General
1
The USSR
2
China
2
Western Europe
3
Eastern Europe
3
Japan
3
New Powers
4
The Third World
4
Social Change
4
The Acceleration of Events
5
Part II?The Role of Intelligence
5
General
5
The USSR
6
China
6
Europe
6
Economics
7
Other Priorities
7
Part III?Implications for Intelligence Planning
8
General
8
Collection vs. Exploitation
8
Demands vs. Resources
9
Technical Systems
10
Requirements and Evaluation
11
Manpower Implications
11
Security
12
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Introduction
1. These Perspectives for Intelligence 1975-1980 are issued by the Director
of Central Intelligence to provide general guidance for planning for all elements
of the Intelligence Community for the next five years. They are particularly
designed to stimulate early action on programs requiring long-tern-i research,
development, or planning?such as complex technical systems, language train-
ing, skills augmentation, etc. They are designed to influence Fiscal Year 1975
decisions whose effects will be felt only after several years. For Fiscal Year 1975,
near-term guidance is provided in the Director's Objectives submitted to the
President, which include both Substantive Objectives ( further detailed in Key
Intelligence Questions) and Resource Management Objectives. The Director's
Annual Report to the President on the work of the Intelligence Community will
include comment on steps taken during FY 75 to meet future requirements.
2. These Perspectives open with a general overview of the political, economic
and security environment anticipated during the coming five years ( Part I). This
is followed by an overall statement of the anticipated role of intelligence in these
situations during that period (Part II). Finally, more specific guidance is given
with respect to activities which should be planned or initiated in order to meet
the needs of the period ahead (Part III).
3. The Perspectives are focused primarily on major national intelligence prob-
lems and guidance. They recognize but do not deal extensively with three addi-
tional categories of important problems:
( a ) Continuing lower priority national responsibilities which must be
satisfied with a limited allocation of resources;
( b ) Departmental or tactical intelligence support of civilian and mili-
tary elements of the United States Government. This will also require con-
tinuing investment of attention and resources;
( c) Unexpected problems or crises which can pose major political, eco-
nomic or security problems to the United States. To the extent that these
requirements cannot be met by reallocation of resources from less urgent
activities, some reserve capability must be included in planning to meet them.
Part I?Major World Problems
1. General. The balance of power between the US and USSR is unlikely
to change fundamentally. Perception of the balance, however, may change im-
portantly in either Moscow or Washington, or both. Beyond this, many other
nations will play major roles in the international arena. Additional nations possess-
ing nuclear weapons or having significant control over critical economic resources
will be capable of seriously upsetting the international equilibrium. The chang-
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ing balance between the world's supply of and demand for natural resources will
strain the world's political, economic, and social institutions. Thus the US will be
confronted not only with the steady-state Soviet threat to US national interests
but turbulence in other world relationships as well.
2. The USSR. Notwithstanding the probable continuation of detente and an
absence of armed conflict, the USSR will remain the principal adversary of the
US during the next five years. It will regard the US as its major security threat,
and act accordingly. In foreign policy, its continued efforts to expand its inter-
national influence will bring it into conflict with US interests. This will include
political action in Western Europe, the Near East, and South Asia, and, to a some-
what lesser extent, Latin America. In its economic policy, Moscow will continue to
give high priority to the kinds of growth which increase national power and its
projection abroad.
The circumstances which commend detente to the USSR, however, have com-
plicated this picture. These are: the need to control local crises lest they lead to
general war; the burden of the Sino-Soviet conflict; and the desire for economic
and technological assistance from the West. The Soviets will have to deal in the
corning years with a number of dilemmas as they attempt to square traditional
attitudes with the requirements of a detente posture.
These dilemmas may take an acute form in the strategic field. While con-
tinuing to modernize its ground, naval, and tactical air forces, the USSR is vigor-
ously pursuing the opportunities left open by SALT I. Except to the extent re-
strained by arms limitation agreements, the Soviets will make substantial improve-
ments in their missile forces, including MIRVing, improved accuracy, increased
throw-weight, and better survivability. At the same time, they will continue to
maintain and to improve their defenses. They will be working to develop effective
weapons and supporting systems in such areas as ASW, satellites, and lasers. Ex-
pecting strategic equality with the US, the USSR gives indications of angling
further for a measure of strategic superiority, if that can be obtained at reason-
able risk.
Domestically, the pressure for modernizing reforms of the Soviet system, and
particularly its economic administrative structure, will grow. Prolonged detente
may also eventually have some effect on the Communist Party's ability to wield
its authority effectively in all areas of public life. But these are long-term possi-
bilities, and over the next five years the essentials of the Soviet domestic system
are not likely to be substantially altered.
3. China. Almost certainly, China will undergo a change in leadership. The
succession could see an initial collegial unity followed by an authoritarian, aggres-
sive and xenophobic leader. The initial period could also be followed by frag-
mentation into a variety of contesting military, party, and provincial elements. For
planning purposes, however, it would seem most appropriate to assume that the
follow-on leadership in China will maintain the unity and authoritarian discipline
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imposed by the Communist Party, that it will be primarily concerned with internal
unity in meeting the social and economic problems within China, and that it will
retain a somewhat paranoid attitude toward the outside world and particular
suspicion of countries on its periphery.
China will continue gradually to develop its strategic forces and will present
a retaliatory threat to the Soviet Union. By 1980, it will have the capability of
threatening the United States with a demonstration ( or desperation) strike by a
small number of ICBMs and SLBMs. China will maintain large general purpose
forces capable of operations on its periphery but will be unlikely to commit them
in the absence of major provocation or concern.
Internally, China will continue its authoritarian economic programs, which
are likely to keep agriculture abreast of population, to enable industry to ex-
pand capacity and output, and to support an increasingly modern defense estab-
lishment. Internationally, China will endeavor to become the ideological leader
of the Third World. It will participate in aid programs and similar political
gestures with other Third World powers but will not establish substantial au-
thority over Third World countries.
4, Western Europe. Western Europe will continue efforts at integration with
uneven results. The subjective impulse toward unity and the objective factors
working for it will continue to encounter obstacles arising from nationalistic
rivalries, tensions between the concepts of Europeanism and Atlanticism, and
Europe's ultimate dependence on US support against the USSR. New leadership
in the principal West European states promises some change in tactics and
approach to these problems?mostly in ways congenial to the US?but the
fundamental issues will continue to resist quick solution. Europe, and US-Euro-
pean relations, will be particularly vulnerable to economic strains and uncer-
tainties?inflation at home and trade problems with both the advanced states
and the Third World countries supplying raw materials, especially oil,
5. Eastern Europe. While Eastern Europe will continue to be under Soviet
control, recurrent pressures for some loosening of ties with Moscow will compli-
cate the picture. The five-year period could see an explosion from within one
or more East European countries against Soviet dominance, but Moscow would
quickly reestablish its hegemony ( by force if necessary), whatever the price
in terms of other policies. Internal discipline may be alleviated somewhat in
these countries so long as they adhere to Soviet guidance in diplomatic and
security matters. Economic relations with the West and with the Third World
will grow in quantity and in independence from Soviet control. The passing
of Tito could open an arena of difficulty and contest over the succession in-
ternally and over the future orientation of Yugoslavia externally.
6. Japan. Japan will continue to play a major economic role and as a par-
ticipant in international economic affairs generally, expanding its contacts and
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relations with other countries, including the USSR and China. It will still, how-
ever, place priority on close and cooperative relations with the United States
although, on issues it considers vital to its own well-being, it will be less amenable
to American influence. The internal Japanese scene is not apt to change so sub-
stantially as to affect Japan's role abroad.
7. New Powers. During the coming years, a number of nations will increase
in absolute and relative strength and become at least regional great powers, plus
playing more substantial roles in world international forums. An example is
Brazil, whose economic and political power is increasingly felt in Latin America.
Another is Iran, whose Shah is determined to build that country's relative strength
in the region so as to play a full great power role there. Nigeria and Zaire could
also develop this sort of role in Africa. Aside from these, several nations having
considerable influence within regions will display greater independence from
the close US relationship which has characterized them in the past. This will
be particularly prevalent in the economic field, but it will also occur in various
international relationships. Examples of such powers are Canada, Mexico, Aus-
tralia, Thailand, and Saudi Arabia, plus several South American nations such as
Venezuela, Panama, and Peru.
8. The Third World will present a varity of problems. A number of local
disputes will preoccupy not only the leaders of individual countries but the
international community. Examples are relationships between India and Paki-
stan, between black and white Sub-Sahara Africa, and within Southern Arabia
and the Persian Gulf. Several existing disputes will continue to be a matter of
concern to the international community and will sow the seeds of potential larger
scale involvement ( Arabs and Israel, North and South Vietnam, North and South
Korea, Taiwan and China). A number of Third World countries will become
increasingly antagonistic toward the great powers and their local presence in
the economic, political and cultural spheres, e.g., in Africa, Latin America and
South Asia. In this respect some identity of interest may grow between nations
divided by the Cold War, developing into collaboration against both superpower
complexes, e.g., the Arab nations, the rising black nations of Africa, and the
nations of the Malay Archipelago. Internally, many Third World nations will
suffer serious damage from tribal and regional differences, economic extremism,
and ideological zealots (India, Cambodia, Ethiopia, et al). Some of the Third
World will find an outlet for its frustrations in self-defeating assaults on great
power economic relationships and in hamstringing the effectiveness of a variety of
international forums.
9. Social change will cause turbulence and possibly create power vacuums
in a number of areas. These will stem from increased expectations and a percep-
tion of the growing economic gap between less developed countries (and classes
within countries) and the developed world. Areas particularly susceptible to
this process will be the Persian Gulf, certain other Arab states such as Morocco,
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India, possibly Indonesia, the Philippines, and, in Latin America, Peru, Ecuador
and Bolivia. Internally this turbulence may be temporarily stilled by some au-
thoritarian governments, particularly those benefiting from increased oil revenues,
but these will have difficulties in maintaining themselves over the longer term
and transferring power to successors. The resulting turbulence can present
temptations to neighboring states to exploit long-standing differences or to great
powers desirous of extending their influence. Such turbulence will also exist
within advanced nations, as economic, racial, ideological, or regional minorities
turn to violence and terrorism to press their claims against more and more deli-
cately tuned and interdependent societies.
10. The acceleration of events will be characteristic of the years ahead.
This will come from improved communication and transportation, sharply re-
ducing the time available to reflect on, negotiate, and resolve international
problems. It will also raise many local events to international prominence and
inflate national or political pride, posing further handicaps to successful ne-
gotiations. There will be a resulting tendency towards shorter attention spans
for individual situations and a need for simultaneous perception and manage-
ment of a multiplicity of international relationships. Many national or interna-
tional institutions are simply not structured to cope with accelerating change.
Such change will occur most conspicuously in the fields of science and technology,
but the pace there will have substantial effects on the pace of sociological,
industrial, and institutional change, with resultant political and economic impacts.
Identification and accurate assessments of such changes and their effects will be
needed on an increasingly rapid or even immediate basis.
Part II?The Role of Intelligence
1. General. The primary charge on intelligence during these years will be to
provide accurate and pertinent information and assessments with respect to
the increased range of problems requiring US decision. In particular, the need
will be for advance notifications of forthcoming policy problems and, of course,
for tactical early warning as well. These responsibilities will be especially im-
portant in an era of accelerating events so that diplomacy, negotiation, or other
benign initiatives can head off military confrontations between states or other
disruptive events. The acceleration of events and the explosion of information
will also require a major effort by the intelligence community to identify major
policy and negotiating issues, to process raw information into manageable form,
and to devise adequate techniques to identify for consumers the essential ele-
ments of foreign situations, the reliability of our assessments, and the likely
impact of alternative policy decisions. Intelligence will increasingly be expected
to provide assessments of the intentions and likely courses of action of foreign
powers, in addition to their basic capabilities. To do this will require inter-
disciplinary analysis which melds economic, technological, sociological and
cultural factors with political and military data.
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2. The USSR. The USSR will remain as the major intelligence target. Its
military power, its economic role in the world, and its foreign policies will con-
tinue to pose major problems for American leadership. Intelligence will be ex-
pected to provide precise data on Soviet military capabilities and economic
activity. It must follow Soviet efforts to acquire advanced scientific and tech-
nological assistance and the potential impact on both military and economic
capabilities. It will be expected also to supply reliable assessments of Soviet
political dynamics and intentions. These must be supplemented by clear and
accurate forecasts of likely Soviet courses of action in the political, economic,
and military fields. While a small percentage of this material will become avail-
able through open exchange and access, vast fields of highly important informa-
tion will be kept by the Soviets within a closed society, requiring extraordinary
efforts to obtain and understand them. A particular requirement will be ac-
curate and demonstrable monitoring of arms limitation agreements made with
the Soviet Union. In the military field special attention will be focused on Soviet
research and development, in particular with respect to weapons and supporting
systems which could substantially affect the balance of power. These will in-
clude antisubmarine warfare, ballistic missiles, satellites and advanced-tech-
nology systems. Intelligence will be required to identify and maintain a base-line
capability for tactical intelligence coverage, for rapid augmentation in case of
local or general confrontation or conflict. Trends and actions in Soviet leadership
and political doctrine will be a major subject of interest to assist in negotiations
and to warn of undesirable developments ahead. The Soviet role abroad, either
directly through diplomatic means or indirectly through party or subversive
means, will be a matter of particular attention with respect to the turbulence
of the Third World.
3. China. China will continue to be a second but still important intelligence
target. The closed nature of Chinese society will make it difficult to assess any
turmoil within the country or threats China might pose abroad. The latter will
become particularly important as Chinese strategic power grows and comes to in-
clude capabilities against the United States itself. It will also apply to Chinese
political activities and intentions in view of China's influence in the Far East and
ties with and aspirations in the Third World.
4. Europe. Europe's efforts toward cohesion will be a constant and major
intelligence target in view of United States economic and security interests in
the region, and the importance of Europe to the overall relationship between
the United States and the Soviet Union. Intelligence collection in Western
Europe will be in great part a matter of following open political, economic and
military activities. The challenge will lie in providing useful assessments of their
significance and likely future developments. Europe's economy will be a sig-
nificant intelligence target not only in Europe itself but also with respect to
Europe's impact on the Third World and world-wide economic affairs. Eastern
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Europe will be a constant collection and assessment target, in order to determine
political developments vis-a-vis the USSR and the military and political strength
the East European nations individually and collectively bring to the Warsaw
Pact.
5. Economics. Economic intelligence will increase in importance world-
wide. This will include economic situations in nations having a major impact
on the world economy and on relationships with the United States, such as the
Arab oil states, major economic powers such as Japan, major suppliers of food
and raw materials, and nations where internal economic chaos can create major
world problems out of sympathy or resonance ( e.g., India). Economic intelli-
gence of value to US policy makers is necessarily international in scope, includ-
ing such topics as the activities of multi-national corporations, international de-
velopment programs, regional economic arrangements, and the working of in-
ternational commodity markets. In some cases, nations with close political and
military bonds to the United States may become important economic intelligence
targets, e.g., Western Europe, Canada, Japan, etc., raising complicated problems
for intelligence coverage.
6. Other Priorities. Intelligence will increasingly be expected to warn of and
explain new situations posing problems to American interests. An example will be
to identify the causes of social change, turbulence, and political terrorism in Third
World countries, so the component elements of these problems can be isolated,
negotiated about or countered with appropriate mechanisms. This may require in-
tensified efforts on our part to understand and communicate the differences
between societies, cultures, and nation personalities. Intelligence will be called
upon more often to assess the threat of terrorists against US installations and
private enterprises abroad and, beyond that, the risk that some terrorists may
acquire nuclear weapons.
7. A few of the major problems which will be either the subject of dispute
or negotiation, or sometimes both, and consequently will be priority intelligence
requirements, can be listed:
( a ) Rates of production, consumption, and pricing of raw materials and
energy sources and international commodity arrangements;
(b) Price and non-price restrictions on international trade, including
transportation and communication services;
( c) The international payments mechanism and the coordination of na-
tional fiscal-monetary policies;
( d) National policies with respect to military sales and foreign business
activity and investment, including policies toward multi-national corpora-
tions;
( e) Arms limitation, nuclear proliferation, and crisis avoidance;
(f) jurisdiction, exploitation, and relationships in the oceans and on
sea beds.
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Part III?Implications for Intelligence Planning
1. General. The prospect is for further reduction of resources through infla-
tion, with a need to cover a greater range of intelligence requirements and an
information explosion. New collection systems must be developed to cope with
technological advances in target entities. Because of the greater increased data
flow expected from collection systems already under development, greater empha-
sis will have to be applied to the development of more sophisticated processing
systems, analysis and dissemination techniques. A third major planning area will
be in the refinement of requirements and evaluation systems to ensure the appli-
cation of available resources to priority needs and the most effective distribution
of intelligence tasks among components of the Community. The Community will
need, finally, a different mix of manpower to meet both the substantive and
technological problems which will be confronting it in future years.
2. Collection vs. Exploitation. Over the past decade, management focus and
the allocation of resources have been directed especially to the application of
advanced technology to the collection and, to a lesser degree, the processing of
intelligence data. This has been highly successful, resulting in major substantive
advances in our knowledge, particularly with regard to the military capabilities
of the Soviet Union. This investment has made a major contribution to the nego-
tiations required for detente. Technological progress will soon reach a point?
insofar as new capabilities in the photo and signal intelligence area are con-
cerned?which will present us with large problems of success.
Within the time frame of this document, an important and pervasive problem
facing the Intelligence Community will be to ensure efficient exploitation of the
enormous amounts of information it will be collecting. Exploitation means not
only sifting, selecting and analyzing the most relevant data, but also the applica-
tion of advanced techniques to transfer that data from collectors to analysts and
the analytical product, in turn, to the ultimate users of intelligence?all in the
most meaningful and useful form we can devise. New styles of using information
and the relationships they can portray may force new styles of policy deliberation
that will differ markedly from those of the past.
Action: Study and planning must be initiated by Intelligence Community
agencies concerning:
( a) The rapid processing of raw information received, including the
selection and discard of non-essential material at the earliest possible time,
identification and accelerated dissemination of critical material, and the re-
duction of manpower and investment devoted to lower priority material;
(b) Development of improved techniques and disciplines of analysis
and production;
(c) Development of improved methods of presentation.
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3. Demands vs. Resources. Another problem of great magnitude facing the
Community over the next five to ten years will be the changing ( and in all prob-
ability increasing) demands for intelligence while available resources for intelli-
gence decrease in real terms.
In the past, the major portion of our intelligence effort has necessarily been
deployed against the military capabilities of the Soviet Union and our other adver-
saries, actual and potential. Even assuming a period of genuine detente, much of
this military focus must be maintained because of the importance of the subject
to national security and the need for information on the quality of potential
enemy weapons systems. It must not only serve to keep us alert militarily, but
also support negotiations and verify arms limitation agreements. At the same
time, the demands for other types of intelligence are growing. The result is a
probable net increase in demand with a new proportionate mix among political,
economic, military and technological target objectives.
This simultaneous shift and increase in requirements are occurring in a period
of serious resource constraints and continuing inflation. Until very recently we
have had the freedom to invest resources in a number of functional areas simul-
taneously without undue difficulty. This is no longer true. We will have to accom-
plish our objectives without the benefit of significantly greater resources. We
must find trade-offs in the systems we use, the areas we cover, and the depth
of the data we seek.
One area which holds promise for greater efficiency is the national/tactical
interface. Current studies seek to identify ways by which national programs can
better support tactical requirements, and vice versa. As more capable and flexible
systems come into the national inventory, they must be made to serve the needs
of operational forces as well as national-level consumers. Modernized systems and
procedures which, by their design, permit greater mutuality of effort between
national and force support activities should enable trade-offs achieving net re-
source savings.
Another area can be the optimum interrelationship among overt and clan-
destine, and technical and human sources. Costly or risky clandestine techniques
must be employed only if overt sources cannot be successful in obtaining needed
information. The technical can in some cases substitute for human effort, but
certain types of critical intelligence?e.g., about opinions, plans, and decisions?
are best, and sometimes only, collectible by human sources.
We should explore the possibility of greater future reliance on other nations
for intelligence contributions, e.g., in the technical field. At the same time, some
of our most crucial scientific and technical collection systems are located on
friendly foreign soil. We should begin contingency planning in case it is necessary
to relocate or restructure the support of major technical collection resources.
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A final area of greater productivity is in better utilization of intelligence.
With due respect for the protection of intelligence sources and methods and na-
tional security information, intelligence can be more broadly disseminated and
sanitized for service to subordinate civil and miltary government elements, the
Congress, the public, and friendly and allied governments.
Action: Study and planning must be initiated by Intelligence Community
agencies to:
( a) Increase flexibility of responses to changes in priorities for intelli-
gence coverage;
( b ) Identify areas in which intelligence coverage can be reduced to a
base-line maintenance level, permitting rapid augmentation in case of in-
creased need;
( c) Examine techniques by which national programs can contribute
better to departmental needs and vice versa;
( d) Examine areas subject to overt and human source collection, reduc-
ing the need for clandestine or technical operation;
( e ) Develop programs to improve the productivity of intelligence re-
sources in qualitative terms;
( f ) Review possibilities of greater foreign contributions to US intelli-
gence, and prepare for contingent changes in present program;
( g ) Examine possibilities of increased utilization of intelligence through
sanitization, wider dissemination, etc.;
( h) Examine possibilities of greater utilization of reserve military in-
telligence organizations in performing non-time-sensitive intelligence tasks.
4. Technical Systems. The great accomplishments of present and projected
technical collection systems must not conceal the fact that a major crisis is arising
in the future. This stems in part from the necessity of solving the problems of
processing and presenting the material collected, noted above. Also of great
concern is the pace of technological change, which increases the complexity of
targets at a rapid rate. This poses the danger that present collection systems
will become obsolescent very quickly. Still, the technology of collection and
processing also advances so that new potentials appear at shorter intervals. A
governing restraint on exploiting these new potentials comes from budget and
inflationary pressures. Because of long development and production cycles, the
conflicts among these factors must be resolved at early stages, requiring the
Intelligence Community to study and plan to:
( a ) Identify technological trends in target complexes which will close
off access and initiate planning for upgrading current collection and process-
ing systems to assure future coverage;
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( b ) Research and develop new techniques of collection and processing
to capitalize on technological change to give access and coverage to new
targets of importance;
(c) Ensure that substantive intelligence need rather than technological
improvement momentum drives investment in upgrading or replacing cur-
rently operating and productive systems.
5. Requirements and Evaluation. Taking advantage of potential trade-offs
will require systematic evaluation of the total effort, and the forging of a much
tighter link between the allocation of resources and the substantive intelligence
result. A start in this direction has been made with the KIQ/KEP, but success
will require an increasing commitment from the entire Community. In particular,
the Community must demonstrate flexibility in reducing at least to a maintenance
level intelligence activities providing only marginal results in the circumstances
of the time.
A key factor in the better evaluation and more efficient use of resources
will be a far better definition of intelligence requirements, both short and long
term (the latter in particular with regard to R&D). Today the Community
has a confusing variety of means, methods, vehicles and even language to de-
termine and state requirements. Ways of restructuring the machinery for gen-
erating and communicating requirements must be undertaken on both Com-
munity and departmental levels. Thus study and planning is required to:
( a) Interrelate the procedures at tactical, departmental and national
levels for generating requirements, so as to ensure optimum satisfaction
of each;
(b) Improve communication among intelligence users, producers and
collectors to reduce bureaucratic rigidities and improve the responsiveness
and flexibility of the intelligence machinery at all levels;
( c) Produce periodic evaluations of the products and performance
of the Intelligence Community against current primary or maintenance
level requirements;
(d) Develop orderly procedures for evaluating user satisfaction and
dissatisfaction with intelligence products.
6. Manpower Implications. The future responsibilities of the Intelligence
Community establish new needs for manpower levels, academic and scientific
disciplines and language capabilities. This will be particularly true with respect
to human source collection, where depth of cultural knowledge plus greater
capabilities in scientific and economic disciplines will be needed. The analyst
of the future will have to be comfortable with electronic tools. In our preoccupa-
tion recently with manpower reductions, investment in new talent, training and
career development, and exposure abroad may have suffered. This cannot be
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permitted to continue. In particular, steps are needed to deepen our knowledge
of foreign cultures and thought processes through language fluency and foreign
residence, especially with respect to nations important in political, economic
or military terms ( e.g., USSR and Eastern Europe, China, Latin America, Arab
States, Japan, South and Southeast Asia). We must enhance our ability to do
interpretive, estimative assessments of trends abroad and their effects on US
interests. This is an area where a modest increment of resources, more in salaries
and area studies than in rising manpower totals, can produce large returns.
Collectors and producers must extend their ability to cover both scientific
and liberal arts subjects?intelligence must be equally comfortable in either or
both of the "two cultures." And the Intelligence Community must undertake
affirmative action to ensure equal employment opportunity to keep fully in step
with national and government-wide trends.
Advanced information processing and presentation techniques will pose
particular manpower training requirements. Indeed, the Intelligence Community
should be in the forefront in placing new technologies in the service of users.
New methods of analysis, forecasting, coordination and presentation of informa-
tion must be energetically explored and applied where appropriate. Care must
be taken in the application of such new methods and systems to ensure they
Ire designed for the people who will use them and that adequate training in
their use is active and integral to the process.
The Intelligence Community must study and plan to:
(a) Assure that training and familiarization are undertaken in new
methods of collection, analysis and production, particularly in the use of
new technical capabilities to increase productivity and precision and save
manpower;
(b) Develop selection and training programs in those foreign languages
and cultures which will be important intelligence targets of the particular
agency in the 1975-1980 time frame (especially Russian and Chinese);
(c) Ensure the availability of technical and academic talents and ex-
pertise in the subjects which will be of importance in the years 1975-1980,
e.g., economics;
( d) Flexibly reduce manpower commitments to lower priority activities
and reduce (or reorient to new requirements) the persons freed by such
change in priority;
(e) Develop and apply affirmative action plans for equal employment
opportunity.
7. Security. The Intelligence Community must develop a satisfactory resolu-
tion of its needs for the protection of sources and methods and the American
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public's right to information about its Government's activities. This may require
new legislation, the development of new ways of informing the Congress and the
public of the substantive conclusions of the intelligence process and clear standards
for compliance with the Freedom of Information Act and Executive Order 11652
( and their exceptions) in the Intelligence Community.
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1.J74
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RE PERSPECTIVES FOR INTELLIGENCE, 1975-80
1. We must ensure we have an established mechanism for identi-
fication and refinement of our requirements and an evaluation
system to go with it which will permit the adjustment in
application of our resources to priority needs.
2. In order to accommodate the mix of people that CIA will
require in the '75 to '80 time frame, do we have the
proper recruitment program to assure the availability
of the right talent? Has the recruitment system culti-
vated the right departments at the various universities?
Will the universities be producing the competence and
talent we need or must we beef up our internal training
program?
3. There is a specific emphasis cited in the '75 to '80 time
frame for intensive language training and the need for the
right language capability within the Community; specifically,
Chinese. Concomitant with an intense language training, it
is necessary to develop the proper appreciation of the culture
involved. Are we prepared to provide in-depth cultural courses?
4. With the growing threat of terrorism throughout the world, do
we have a mechanism for upgrading the physical security of
our people and installations?
5. As we move towards "an open society" in our intelligence
work, what steps need be taken to ensure proper legislation
needed to protect our methods and sources?
6. Have we canvassed our various stations and facilities abroad
to estimate the availability of resources, i.e., fuel and
electricity? Do we have the necessary backup plans to
ensure against interruption in our operations?
7. With the reduction of official U. S. presence overseas,
do we have to do more in providing support for our non-
official cover activities? In this context, what assurances
can we give to our nonofficial cover officers and families
regarding adequate medical care?
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8. Is our planned expansion of secure voice capability in harmony
with the demands? How long will it be necessary to maintain
an HF backup capability?
9. The increased data expected from our collection systems will
demand a more sophisticated processing analysis and dissemi-
nation technique. Is OJCS worrying this problem? Is Commo
in synch with OJCS needs?
10. Have we given any thought to the improved methods of data
presentation? In addition to various displays which will
be needed, are we content with our information control and
processing procedures?
11. The Director has spoken repeatedly about his desire to
replace the paper mill with the computer. Is anyone
thinking about the impact on OJCS regarding such an
implementation in our scheme of things?
12. If indeed we do transform from a paper Community to a computer
display Community, have we begun to think of the impact not
only on OJCS and Commo but also on PSD?
13. Do we have any ball that is bouncing in our court regarding
the inter and intra Community use of communications and
computers?
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30 AUG 19/4
MEMORANDUM FOR: Acting Deputy Director for Administration
SUBJECT The Planning Process
REFERENCES (a) Multiple Adse Memo dtd 8 Aug 74 fr
EO-DDMS, subject: DD/M&S Planning
Council
STATINTL
(b) Memo dtd 16 Aug 74 to DD/MU fr D/L,
subject: Suggested Agenda Items for
the Conference
1. With respect to the increased emphasis on long-term
planning and the basic concept of a planning mechanism, this
Office envisions long-range planning (3 to 7 years ahead) as
essentially an Agency top-management function concerned with fore-
casting future situations; making estimates concerning these
situations; going through the processes of identifying issues,
requirements, and potential dangers; analyzing and evaluating the
ultimate means for reaching desired goals according to predetermined
schedules; estimating the funds and resources required to do the
work; and taking action in sufficient time to prepare for and cope
with changing conditions or contingent events. We also envision
this top-level planning as providing the policies under which the
individual offices will operate.
2. At the risk of trying to reinvent the wheel, we would like
to propose a concept for long-range planning which would employ the
classic techniques of strategic planning and include the mechanism
and resources necessary to carry out the complete planning process.
Our main thrust being to start those who may be involved with the
planning process to begin thinking of the total concept of planning;
i.e., to conceptually have everyone operating on the same basis.
In this manner we should be able to eliminate the possibility of
such a planning effort to suffer an early demise as a staff window-
dressing function as did the Deputy Director for Support 15-Year
Planning Committee (circa 1965). To this end we shall, therefore,
address the subjects of the planning mechanism, the human and
material aspects of planning, strategic planning, and mission
analysis.
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SUBJECT: The Planning Process
3. We shall start with the planning mechanism. As noted
in paragraph 3 of our Referent (b) submission, we feel that the
assignment of a group of Office Directors to perform as a Planning
Council under the chairmanship of the Associate Deputy Director
for Administration would appear the most effective group to deal
with broad-based aggregate planning. Although it is a valid
statistic that top-level management devotes 30 to 33 percent of
its time to planning of one kind or another with middle..level
management using between 22 and 30 percent of its time for the same
function, we believe the senior Planning Council will require a
subordinate group of planners. As a rule, high-level planning is
involved with developing planning methods and factors by which many
different situations and assumptions can be. evaluated. Because of
the complex step-by-step technique required by high-level strategic
and mission planning, top management does not have sufficient time
to concentrate on precise factors in relation to specific items.
Thus, once policy formulation has been established as a result of
high..level planning, your subordinate planning group would deal
with the precise factors and specific items. This does not mean
that the subordinate group cannot participate in the early on-
stages of strategic planning. It can, if tasked to, do certain
things within certain parameters. A good example of a subordinate
planning group dealing with precise factors would be the recent
study. Top.-level planners had formulated a
po icy?close the depot. The subordinate planners, in dealing with
precise factors, provided the answers as to the means. Similarly,
in support of toplevel strategic planning, subordinate planners
have provided proposed options concerned with the future of the
Logistics asset. This study dealt with the precise
cost and capability factors required by the strategic planners.
We would also recommend a planning "secretariat" be established
to schedule meetings, maintain files., serve as the official recorder
for top-level and subordinate planning sessions, prepare agenda
information, and coordinate the actions and input of the subordinate
planning group where required. Considering past planning efforts
by subordinate planning groups at the office level, the secretariat
should also establish a bibliographical reference of all existing
as well as future plans at all major planning levels.
4. We noted that the Planning Council members were drawn
from the Office of Logistics, the Office of Communications, and
the Office of joint Computer Support as being the most complex
offices within the Directorate. However, as there is a definite
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SUBJECT: The Planning Process
relationship between planning and cooperation among management
groups and planning does have an Impact On the quality of human
relationships, we propose that the Planning Council be selectively
expanded to include membership from at least two of the other
offices in the Directorate; i.e., Office of Personnel, the Office
of Security, the Office of Training, and the Office of Medical
Services. With these inclusions, we should produce more con-
structive "frictions" and preclude the possibility of opposition
by an "informal group."
5. Most planning emphasis has concentrated on the formal
organization, reporting criteria, evaluations of progress, and
the role of machines, but little attention has been paid to the
human factor, and,after all, it is people that make the plans
work. We must avoid the stereotyped preoccupation with physical
tasks and procedural matters and communicate with those who must
execute and live with the programs. Mr. Irwin T. Sanders (a
planner of note) sees many career administrators as their own
worst enemies in the planning process because they think of their
roles in terms of efficiency norms and routinized procedures,
? . .They have been taught administration as the science of
budget making, delegations of authority, and personnel management
?mmi rather than as the art of leading a human organization to respond
creatively to changing conditions." To quote planner, Mr. David W.
Ewing, " 0 .Perhaps the biggest villain in strategic planning is
the leadership group that is almost-but-not-quite charismatic; over-
confident of its abilities, overenthusiastic in its sense of
mission. ,and picks subjectives that are beyond or foreign to the
abilities of those who must live with the product and do the day
today work." And we must certainly avoid being hung-up on that
one.
6. Strategic planning is the specialized branch of the
planning activity which is primarily concerned with anticipating
events or contingencies, making diagnoses, and shaping appropriate
courses of action so that an organization will be in the best
position to respond effectively to contingencies. One of the
more recent examples of planners, in this case a subordinate group,
dealing with precise factors in a strategic sense was the Office
of Logistics study concerning the shortage of paper and related
products. The contingencp.-a real and predicted shortage which
would impact on the Agency. The study--a diagnosis which lead to
top management formulating a policy and establishing a Directorate
objective (B57801). This in turn resulted in forming a "Materiel
Resources Group" of planners to deal with specifics and keep manage-
ment advised and in a position to respond to any predicted future
situation arising from this contingency. Long.drange policy
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SUBJECT: The Planning Process
formulation and strategic planning are closely related. Policy
is essentially an agreement, however arrived at, by decree or
by coLcensus, but preferably by a meeting of minds after
examining alternatives, that is concerned with objectives of action
and the ways and means to achieve those objectives. Policy implies
an accurate forecast of needs to cope with future situations, the
capability and authority to act, and the will to act at the proper
time. Attachment 1 is a chart graphically describing the explicit
and implicit elements of policy that unify and permit its trans-
formation into a course of action. Set forth below are the basic
elements of strategic planning.
a. Strategic Analysis: Primarily concerned with forces
of action with the term "option" denoting defined courses of
action which have been subjected to selection procedures and
judged by competent authority as suitable. In other words,
a set of studied choices open to the decision makers.
b. Suitability: Applying several sets of criteria to
screen the options and reduce, in accordance with policy
guidance, mission responsibilities and assumptions.
c. Feasibil: Suitable courses of action subjected
to feasibility studies to rule out those not feasible.
Feasibility is judged against the following factors:
(1) Standards or operational requirements.
(2) Operating environment.
(3) Restrictions imposed by physical limitations.
(4) Limitations of resources, i.e., funding,
personnel, skills, etc.
Note: All factors should be appraised separately
and together.
d. Acceptability: The courses of action judged
suitable and feasible are subjected to analytical
evaluations to provide basis for ruling out unacceptable
courses of action. There are four factors involved with
acceptability. These factors and a chart showing the
mechanism for the feedback and recycling of selection
criteria used in the process of ascertaining suitability,
feasibility, and acceptability are appended as Attachment 2.
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SUBJECT: The Planning Process
Attachment 3 is a chart depicting the steps used to evaluate
feasible alternatives to arrive at the judgments which provide
acceptable alternatives.
7. In mission analysis, the sole task is to develop a con-
cept of the mission in relation to the situations, events, and
contingencies expected to be encountered in the future. Ergo,
the preliminary planning step leading to the strategic analysis
project. Basic parts of mission analysis are the factors of
needs and issues. To arrive ata correct analysis it is necessary
to examine (visualize) future potential situations, events, and
contingencies, then diagnose the needs as a basis for delineating
the issues and finally what courses of action to take.
8. The concept of strategic planning presented herein places
primary emphasis on reaching agreements in a series of steps, and
agreements are required at each step in the planning operation
before proceeding to the next step. A brief description of these
steps is provided by Attachment 4.
9. It should be noted that we have deliberately omitted
systems analysis as a factor because it applies mainly to those
areas where you have hardware or engineering development stages.
Although systems analysis is used to support cost effectiveness
evaluations, what it generally evaluates is the performance of a
system or its components as opposed to its strategic effectiveness.
10. In conclusion, high-level managers and their senior
planners must be able to visualize future needs, identify important
issues they may face, and initiate timely and appropriate action in
order to keep the risks of being caught unprepared to an absolute
minimum. Competent strategic plans will furnish necessary support
and act as guides to management actions. In strategic planning a
high degree of diagnostic skill is required to provide the insight
so necessary to perceive future situations. The application of
exceptional foresight is also required to determine the constraints,
the opportunities, any roadblocks, and the contingencies that may
be met on the way to the desired goals. Mission analysis and
strategic analysis can help to provide these requirements and should
be the basis for policy agreements that will make the follow-on
programming and budgeting systems an effective management instrument.
5
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SUBJECT: The Planning Process
We must avoid plowing headlong into strategic planning with -
supreme confidenceand find ourselves with that "almost-but-not-
quite charistatic group.'' In connection therewith, we believe
that there are certain pitfalls or obsessions that must be con-
sidered, and these are listed in Attachment S. Attachment 6
provides some basic concepts for mission and strategic planning.
STATI NTL
Michael NLIaoglainsti.cicks
Director f
6 Atts
6
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"------
Mi.ssion
Needs
-----
Future
Situations
EXPLICIT AND IMPLICIT ELEMENTS OF POLICY
Issues
[
Strategic
Analysis
Options
Policy
/ Agreement
- - ----- ----->
Formulatio,
Course
of
Action
NOTE: Ends (objectives or goals), ways, and means are strategic
elements in planning. These are generally evaluated in a serial
arrangement one at a time. However, a coordinate arrangement, as
reflected by the schedule below, may be judged more suitable. To
clarify, quite often strategy is limited or determined by the means
Available; in additon, the lack of an explict policy will result in
an inclinaton to look first at the means proposed or available. In
these cases the what-have-we-got-to-do-it-with overshadows the ways
of achieving the ends or goals; i.e., the manager has no other choice;
and the objectives, the ways, and the overall strategy are determined
by the means. Given a clear choice, managers should use all of the
interactions provided by the schedule. In the preferred order, a
manager would examine: first, the ends (goals) they wish to accomplish;
next, explore the ways or methods to achieve the goals; then, assess
the means in terms of funds and other resources (human and material)
available.
1.
2.
3.
4.
S.
6.
First
Ends
Ends
Ways
Ways
Means
Means
ORDER
Second
`) Ways
'sr Means
'o Means
* Ends
Ways
Ends
Third
? Means
Ways
Ends
---> Means
> Ends
_N Ways
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THE TOUR ACCEPTABILITY FACTORS
1. Timing
2. Contingent Events as Forecasted
3. Performance of Proposed Means Employed in Different Ways
. Gross .Cost Estimates
NOTE: These factors are examined by varying the parameters and
relating their effects in sensitivity analyses, i.e., a graphic
charting of the various relationships, sensitivities, and trade-
offs to aid in arriving at judgments of strategic effectiveness.
In Strategic analysis assumptions concerning contingent events,
timing, cost, and performance are employed to a much greater.
extent than in systems analysis, although the techniques are
similar. In strategic analysis the techniques are used to ex-
plore boundary conditions, to .surface important interfaces, and
to locate critical trade-offs among the factors involved. The
payoff from these evaluations is a group of acceptable alter-
natives or options which are candidates for policy formulation
and decision. Inappropriate alternatives can be shelved for
future reference if any need should arise.
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STEPS USED TO EVALUATE FEASIBLE ALTLRNATI VES
? . .
Suitability
Studies
Courses
of --
Action
Feasibility Acceptability
Studies
? \
Unsuitable
Not
Feasible
rUnacceptable; Inappropriatej
Studies ? Judgments-
,
----Treferred
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STEPS USED TO REACH AGREEMENTS
IN THE STRATEGIC PLANNING PROCESS
1. Diagnosis of needs,
2. Ithmtification and delineation.
0
3. Formulation of proposed courses of action to settle the
issues,
4. Elimination of inappropriate proposals and retention of
the suitable, the feasible, and the acceptable,
5. Preparation of the retained alternatives as options for
a policy decision,
6. Agreement concerning the policy, i.e., the objectives, ways,
and means of action, and
7. Transformation of the policy into a preferred course of
action as the basis for program and budget planning.
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1. Concentration on physical facilities and programs.
2. Emphasis on external environment, i.e., technological
developments, short-deadline dempnA forecats, current
trends, etc.
3. Blueprinting the future--The art of using planning as a
device to "fix" the future. Basic assumptions and view-
points become fixed.
4. Failure to communicate--People fear a planned change and
they resist being changed by other people unless they know
why.
5. Overestimating the logical appeal of plans and resulting
programs and underestimating the difficulty of making changes
at the operating level.
6. Ignoring the existence of the "informal group," again a lack
of communications. The informal group (mainly just concerned
people) has an amazing ability to resist planned changes from
outside planners. The informal group generally has a conserv-
ative influence on the planners, more often than not, a
braking effect. Note: Successful planners pay daily respect
to the informal group power.
7. Failure to analyze the talents and abilities of people in
the organization as well as material resources. This has
a lot to do with appraisal of tangible abilities such as
identifying the efficiency minded, those with extraordinary
skills or "know-how," and those with the ability to make
decisions. At the same time, an assessement should be made
of values and aptitudes and characteristics that can be
classified as intangible assets.
8. An inability to be flexible and depart from any segment of
the "master plan" in favor of an alternative strategy.
9. Regarding policy as the way things are being accomplished,
i.e., a state of affairs arrived at by muddling through and
hoping for the best, not by exercise or strategic foresight.
10. Using contemporay positions as a fixed and inflexible policy ,
guide for the future.
11. Concentration on the idealistic or extreme visionary programs
not germane to the immediate and practical interests of the
organization
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BASIC MANAGEMENT CONCEPTS FOR MISSION AND STRATEGIC PLANNING
1. Determination as to what kind of business we are really in
and how do all of the elements relate to one another. Admittedly
a mixed bag, and it will not suffice to simply say "services."
' 2.. -Employing available resources in the proper manner,
especially when changing circumstances or contingencies require
a change of course.
3. Considering the element of leadtime in planning for
contingencies far enough ahead to allow enough time for preparation
and maneuvering.
4. The identification of possible or probable roadblocks and
sources of interference which could delay or preclude reaching
mission goals.
5. Conceiving a conceptual framework for planning, with a
platform being the concept of the mission, around which to organize
and guide systematic information gathering and analysis.
? 6. Recognizing that a contemporary position will suffice only
for short-range procedures with limited capabilities.
7. Minimizing risks of being caught unprepared by relating
the mission to estimates of future situations.
8. Based on the planning process and derived from all of the
analyses and studies that define the courses of action or options,
to agree on an appropriate policy, transform it into a preferred
course of action and march forward.
9. Considering that when we think of long-range planning, we
are thinking of those plans which will cover the period from 3
(preferably 5) to 7 years downstream.
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Mike:
For your information, and Jack's too if you wish to pass it
along, I am indebted to for
their contributions and advice on this paper. I had asked Prank
for his written opinion as to a Directorate planning concept
and his thoughtful notes on the subject gave me assurances that
I was on the right track. Helen provided an elaboration on the
theme of a "Secretariat" to provide coordination of and control
over the total planning effort, and her suggestion to establish
a bibliographical planning reference I consider most valuable.
Following is the bibliography of reference material used for
special research, more assurances and graphic charts:
Ewing, David W.
"The Human Side of Planning: Tool or Tyrant?"
New York, The MacMillan Co., 1969
Mottley, Charles M.
"Strategic Planning" extracted from "Planning,
Programming, Budgeting: A Systems Approach to
Management" (Second Edition)
Edited By: Fremont J. Lyden and Ernest G. Miller
Chicago, Markham Publishing Co., 1973
Eccles, Henry E., Rear Admiral, USN, Ret.
"Logistics in the National Defense"
Harrisburg, Pa., The Stackpole Co., 1959
Morrisey, George L.
"Management by Objectives and Results"
Addison-Wesley Publishing Co., 1970
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2 AVG 19/4
NIRMORANDITM- ? Deputy Director for chrl ni s tL. n
SUBJECT: Financial Guidance for 1975 and 1976
1. This memorandum constitutes my guidance to you on the 1975 and
1976 programs of your Directorate. You are reminded that we do not yet
have our appropriation for FY 1975. You should proceed with the imple-
mentation of your program with that caution in mind. In addition, because
of the severe resource constraints we anticipate for 1976, even assuming
no further reductions by OMB or the Congress, I am asking that you
undertake certain detailed reviews to explore opportunities for possible
further savings. The guidance and issues are based upon the data you
submitted to the Comptroller in response to the Program Call, the Program
Review book prepared by the Comptroller, and the discussion with you
in the Management Committee on 2 August 1974.
2. The program level for your Directorate is:
FY 1975 FY 1976
Staff Positions
Contract Positions
25X9
For 1975 you will receive one allotment for all the programs of your
Directorate reflecting the above totals. Since the Comptroller will no
longer retain detailed allotment records at the component level, 1 will
hold you responsible for creating similar controls at the component
level to ensure that Directorate totals are not exceeded. Thus, I will
expect you to keep your records and controls over your resources
by major component as in the past, and to continue to provide project
(FAN) and-subobject class data to the Automated Budget Control (ABC)
System for monthly verification of the way the resources are being used.
Your first input to the ABC system should reflect initial program approvals;
no reprogramming will be allowed until this data base is established.
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3. Within the 1975 amount allotted above, thousand is provi
for personal services costs of permanent staff and contract employment (sub-
object classes 1101 and 1145). For temporary and part-time employment,
180 A.E. is suggested and you should compute your own dollar amounts
for subobject class 1148. You are free to allocate these monies to com-
ponents as required and to 1-epro2;ram between components as needed,
subsequent to the initial input to the budget control system, but not to
convert them to nonpersonal services object classes without the Comp-
troller's prior agreement. This step is being taken to help ensure our
ability to meet a possible congressional reduction in our pending 1975
request as well as other problems or opportunities which may develop.
4. During the course of the Program Review, I approved certain key
programs for 1975 representing major investments or activities in which I
have a personal interest. Because of the importance of these projects, I
expect them to be carried forward at the levels I have approved. For your
25X1A Directorate, the specific activities are as follows:
25X1A
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25X1A
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a. The Program, funded at thousand for FY 1975,
to include procurement of five field terminals, and entry terminals
for both
b. Secure Voice (Staff) to continue on a maintenance basis only
during FY 1975 at a funding level of
Communications Area Facilities, funded for FY 1975 at
A detailed list of specific projects scheduled to
this total should be submitted to the Office of
the Comptroller by 6 September 1974.
d. Office of Lo?istics Entineering Support, funded for FY 1975
at for Utilities Monitoring, a
P.L. 92-313 reimbursement to GSA). A list of the specific projects
planned for the current year to be funded within this total should
be submitted to the Office of the Comptroller by 6 September 1974.
e. Merged Computer Operations, funded at thousand for 25X1A
FY 1975 (with funds transferred from Operations 'rectorate).
f. Computer Assisted Field Terminals (CAFT). Continued
development of this program at a funded level of
in FY 1975.
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g. Office of Communications factored costs for funded
within your current FY 1975 allocation at Any
additional costs will be requested from the Reserve to meet the
total FY 1975 requirements.
h. COMIREX contractual studies, for which was
transferred from the Intelligence Directorate budget to OJCS, which
25X1A will have supervision over the contract. In transferring these funds
(and in putting an additional in the OJCS program for
1976) I was seeking the economies of centralized management of ADP.
However, I request that you ask OJCS to set up, with OJCS as
chairman, a steering group composed of COMIREX, OD&F. and the
IC Staff to assist OJCS in achieving the general community objectives
of the COMIREX program.
25X1C
25X1C
If for any reason you deem it necessary to change these levels by more
than 10%, I will expect you to prepare a recommendation for the Comptroller
who will usually seek my review. While I recognize that approved
programs cannot always be carried out as originally planned, it is
important that I be informed when changes occur and have the opportunity
to review and consider the factors causing the changes to determine
whether the funds approved earlier, or affected by the change, might
be used better elsewhere. To facilitate continuing management review,
the activities identified above must be specifically reflected by subobject
class or in FAN (or combinations of FAN) accounts and you should work
with the Office of the Comptroller to ensure that this request is met.
5. You will be expected to raise, for separate decision, any repro-
gramming which vvas not explicitly reviewed during the Program Conference
and which would commit you or the Agency to an obligation of more than
$250 thousand during the following five years.
6. There is one additional requirement upon which I must insist. The
Program Execution Procedure set forth a requirement for notifying me,
under certain conditions, before action is taken on activities approved
during the Program Review. These involve:
a. Politically sensitive projects, carrying a significant risk of
causing embarrassment to the U.S. Government in general or to
the Agen-cy in particular. Approval by the National Security Council
of politically sensitive activities will fulfill this requirement.
b. Major contractual agreements undertaken on behalf of and
funded by other agencies.
vow
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c. Real property transactions which have the potential for
raising security, political or operational difficulties.
d. Other individual transactions involving more than $500 thousand.
Although it will rarely be necessary to change a plan at the last minute,
it is imperative that I be informed through the Comptroller before you
take action on any of the kinds of projects described above so that they
can be evaluated in relation to the then current status of the environment
and the Agency's overall resource situation.
7. All matters 'covered above should normally be sent in one copy
only to the attention of the Comptroller who will forward them to me
when he believes they require my specific approval. In cases where he
believes it unnecessary to inform me personally, he will so notify you.
Periodically he will inform me of those items where he has determined
my direct involvement was not required.
8. In paragraph one I noted the need to continue seeking oppor-
tunities to effect further savings in funds and positions. You will
have your own ideas about how you might approach this problem but
there are a number of areas where I believe attention will prove
:rewarding. You are requested to consider and submit recommendations
by the dates indicated:
a. Examining comprehensively the personnel and career
management practices throughout the Agency and the resources
devoted to them. Your examination should take into account the
differing career management needs of the Directorates and should
identify areas where differences serve no useful purpose. The
objective should be to provide the most effective career manage-
ment system for the Agency with reduced resources in FY 1976.
28 February 1975
b. Developing and instituting a multi-faceted program to
reduce the cost of day-to-day Agency operations in areas most
seriously affected by inflation. Managers and individual
employees must be made aware of ways in which they can effect
savings through frugal use of materiel resources. 31 October 1974
c. Accelerating the development of methods to identify the
costs of services furnished to Agency components; and expanding
that effort to include a systematic study of all areas of activity
where modification of the way we budget for goods and services
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might focus managerial responsibility more sharply on the alloca-
tion of resources. Such a study should bear in mind the cost/
benefit tradeoffs, and should stop short of developing .systems
which would cost more to administer than their implementation
might save. -31 December 1.974
25X1A d. Studying, in coordination with the IC Staff, ways in
which. the might be used by other
parts of the Intelligence Community in the long term. Pro-
25X1A posals should include alternative ways in which the cost of
operation of thel=might be shared beginning in FY 1978.
Action to implement such a program probably should be deferred
until we have some experience with the current arrangement,
but proposals should be ready for inclusion in the FY 1978
Program submission.
New
25X1C
e. Developing a system of costing security investigations
conducted on behalf of NRO. The purpose should be to
develop hard data which would permit us to charge such costs
to the NRO budget beginning in, FY 1977. 1 March 1975
f. Investigating the economics which might be realized by
using forms of
Agency communicators overseas. 1 February 1975
25X1C
g. Studying ways in which the cost of providing communica-
tions services might be charged to individual customers within
the Agency as well as other departments and agencies. 1 March 1975
9. The other Deputies have been asked to undertake studies in their
own areas of responsibility. Some of them will be of interest to you and
some will require your cooperation and assistance:
a. The DDO has been asked:
(1) to consider, with DDS&T, the merging of
Division D, OEL, and relevant parts of OTS into
a single organization supporting SIGINT collection;
"(2) to define the minimum necessary overseas
structure; identifying for each country the irreducible
minimum level of resources required to sustain the
essential operations at each station and base including
communication and all other support costs; and
*my
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(3) to establish a language training complement
and suggest an appropriate size and how it should
operate.
b. The DDS8ET has beon as..Loci to condur_H: a stuciy o tochnic.ai
support to agents, including communications support; to determire
,whether and to what degree such support should be made the
responsibility of one component. The types of support required,
the costs of this support in manpower and in equipment, and
current practices in decentralized funding should be examined.
This study will involve, at a minimum, OT, OD&E, -0C, Div D
and OEL.
c. The Comptroller will direct a study of the resources
devoted to our accounting, certification, and budget functions
throughout the Agency. He will examine the whole process
of resource control in terms of structure, timing, information
requirements, use of computer time, and relevance to manage-
ment needs at various levels.
25X1A
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MEMORANDUM FOR THE RECORD
SUBJLGT: Financial Guidance for 1975 and 1976
REF : Memo to DD/A fr DCI dtd 23 Aug 74; same subject
STATINTL 1. Discussion with Mr. Comptroller's Office regarding
clarification of several paragraphs contained in reference resulted in
the following:
Paragraph 5
"You will be expected to raise, for separate decision,
any reprogramming which was not explicitly reviewed during
the Program Conference and which would contht you or the
Agency to an obligation of more than $250 thousand during
the following five years."
Any reprogramming which raises the total obligations of a project/program
by more than $250,000 during the following five years, above the amount
contained in the current FY 1976 budget (OB) will require higher level
decision.
*ow
Paragraph 6.c.
"Real property transactions which have the potential
for raising security, political or operational difficulties."
Exclude safehouses in the Metropolitan D.C. area unless the component con-
cerned feels there is something unusual about the transaction and therefore
higher level concurrence should be required.
Paragraph 6.d.
"Other individual transactions involving more than
$500 thousand.' -
Procurement transactions conducted through the Agency Property Procurement
Account apply if the purchase is for a single item and the total exceeds
$500K, however, if the transaction involves procurement of a number of
items (replenishment of stock) and the total of all items exceeds $500K,
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S1ATINTL it does not have to be approved by higher authority. If the transaction
is unusual; Le., purchase of it should be written up
for approval before proceeding.
Nur'
:???
DD/A Plans Staff
STAT I NTL
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DD/A 74-3473
9 September 1974
i4Lq,i0RAND6'iA FOR: Director o? Counicati,op,
Director of Finance
Director of Joint Computer Support
Director of Logistics
Director of Medical Services
Director of Personnel
Director of Security
Director of Training
SUBJECT
DD/A Management Conference
27-29 September 1974, 25X1A
1. The DD/A has asked that the following item from the
DCI financial guidelines for FY 75 and 76 be included in the
Management Conference agenda:
"8. b. Developing and instituting a multi-
faceted program to reduce the cost of day-to-day
Agency operations in areas most seriously affected
by inflation. Managers and individual employees
must be made aware of ways in which they can effect
savings through frugal use of materiel resources."
2.. Please be prepared to discuss this item from the
standpoint of your Office.
A/Chief, DD/A Plans Staff
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OC-M-74-467
15 August 1974
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT DDMU Planning Council
REFERENCE DDMU 74-3022, 8 August 1974
1. This is in response to referenced memorandum which
requests the Office of Communications comments on a concept
of establishing a DDMETS Planning Council.
2. The Office of Communications is already heavily
committed to planning activities related to the conduct ?of
our business. On an annual basis we develop those plans and
programs which are required to keep the Agency's communications
systems operating effectively and efficiently and responsive to
known and projected requirements. In addition, when we are con-
templating major system changes such as those related to
or Secure Voice, we develop long range plans covering such
programs for ten or more years in the future. A major input 25X1A
to this planning process is derived from direct contacts with
our customers and with Agency components having peripheral
interest in the plan being prepared. For example, in preparing
our Secure Voice Plan we conducted a requirements survey involv-
ing direct contacts with virtually all Headquarters components,
and we consulted with the Office of Security regarding the security
of the present red-button system, contractor maintenance and
other security-related factors, and with the Office of Logistics
regarding matters within its purview. In a similar manner, OC
provides consultation and input to planning studies being carried
out by other DDM&S Offices, such as the OJCS MAP plans and the
OL study on space requirements for environmentally sensitive
equipments. It is our feeling that the planning procedures
illustrated above have been and continue to be effective and
responsive to the needs of the individual offices. The activ-
ities of the proposed Planning Council should not duplicate or
replace these procedures which are already being effectively
employed.
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SUBJECT: DDMU Planning Council
3. If it is determined that a Planning Council is
needed at the Directorate level to make sure that the various
Offices are not making plans which contradict or duplicate
plans of other Offices within the Directorate, it appears to
me that the DDM&S Plans Staff should be the focal point.
When and if that Staff determines that there is a lack of
coordination or cohesiveness in the plans of the various
Offices then they can call meetings of representatives of
the Offices affected. Periodic informal meetings of Plans
Officers from all the Offices could also be continued as in
recent months. I certainly do not visualize a need for
development of an overall Directorate plan which encompasses
all of the various programs going on within the Directorate.
Since we are a very diverse group of Offices, it appears that
the possibilities of overlapping plans or contradicting plans
are relatively remote.
25X1A
Directb of Ccimniunications
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t3LiLl 15 AUG 1974
MEMORANDUM FOR: Executive Officer to the Deputy Director
for Management and Services
SUBJECT DD/MS Planning Council
REFERENCE DD/M&S 74-3022 dtd 8 Aug 1974, Same Subject
1. We believe the proposed Directorate Planning Council
has the potential for making significant contributions to the
long term planning process in areas of DDMS concern.
2. In our view the importance of the role of this Council
warrants the personal attention of office directors. We,
therefore, favor the reference proposal that the permanent
membership of the Council be comprised of the ADD/MS and
the Office Directors of Communications, Joint Computer
Support and Logistics. As a suggestion we believe the
permanent membership should be augmented by perhaps two of
the directors of the remaining five offices who would serve
annual terms on a rotating basis.
3. We believe that additional planning for operation
of the Council, frequency of meetings, approach to problems,
etc., should await formation of the Council and be subject
to the Council's direction.
STATI NTL
Thomas B. ?a Ye
Director of F nance
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OJCS 1108-74
15 AUG 1174
MEMORANDUM FOR: Executive Officer, DD/M&S
SUBJECT DD/M&S Planning Council
REFERENCE Memo to D/OJCS fm EXO/DD/M&S, dtd 8 Aug
74, same Subj (DD/M&S 74-3022)
1. I have the feeling that even with the "extended
discussion on the increased need for planning in Government"
which took place on 26 July and 5 August 1974 at meetings
with the DD/M&S, there is little commonality among the DD/M&S
Office Directors of what such plans should include or look
like. As with your memorandum, the things that come through
the clearest are procedural, i.e., possibility of two Plan-
ning Councils, possible membership on these councils, etc.
2. What is needed, apparently, is better guidance
on the substance of such plans or Planning Councils. It
would be very helpful if the DD/M&S listed, for each Office
or Planning Council, the types of questions he expects the
planning to answer. Another way to get his idea across would
be to distribute a plan from some other organization that il-
lustrates what he has in mind. It is our intention to draft
an OJCS plan as we understand the requirement before the
September meetings. This would be in addition to the OJCS
Systems plan covering FY-75 - FY-78.
3. As for the three schemes for Planning Council
representation, I favor the alternative in paragraph 3c of
the reference. Regardless of which alternate is selected, I
suspect it would be wise to allow for meetings to be attended
by such additional personnel as the Office Director and DD/M&S
feel are appropriate. It is believed that alternative 3c would
result in a better end product. It is my opinion that the
Office Directors could not allot sufficient time to the plan-
ning to do it justice while trying to manage their Offices.
25X1A
TER
Director Joint puter Support
Distribution:
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2 - O/D/OJCS
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ONFIDENTIAL
1 6 AUG 1974
,ORAN UM FOR: Deputy Director for Management and Services
SUBJECT
Suggested Agenda Items for the
Conference
REFERENCE Multiple Adse Memo dtd 8 Aug 74 ft EO-DD/NS,
subject: DD/MS Planning Council
25X1A
1. In connection with the conference scheduled 25X1A
September* we are providing a list of topics suggested by the
various Divisions and Staffs as possible items for inclusion in
the conference agenda:
a. Centralized Interface with Department of State.
Because fhe Agency has diversified 6usiness and contacts
with State [Office of Logistics (OL), Office of Finance
(OF), Office of Communications (OC), 25X1C
25X1Cit frequently happens that infor-
Noe TRIMPIFTIVellilldecisions are made, by one contact
which are of concern to one or more of the others and which
might or might not be shared. Perhaps a small focal point
office, with representation from the elements concerned,
could be established which would insure that all elements
would be made aware of any mutual State/Agency arrangements.
b. Cable Slug. As an alternative to the above, and one
that could be implemented immediately, would be the creation
of a cable slug such as "State" or "Dept." which would
indicate interface actions. Scheduled routing of such
traffic would notify all components concerned so that any
required coordination could be undertaken accordingly.
c. DD/MIS Managerial Training. Senior management
training at the university level depends, to a large extent,
on the case study method. Perhaps such courses could be
developed for managers or emerging managers at the Office
level within the DD/M&S. At the next lower level, case study
courses could be developed for training in the more
functional disciplines (e.g., within OL, such courses could
be directed toward supply, procurement, transportation, etc.).
Such formalized training might be more effective than on-the-
job training in the development of DD/MS managers.
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d. Funding and Control of Renovation Pro4ects. If the
various components were required to plan an iaentify
facilities requirements or renovations well in advance, it
would permit OL to budget and to schedule its work forces,
as well as the work forces of supporting agencies, and
establish a more efficient and meaningful priority system.
Frequently, under the current system, components can come up
with last.minute requirements and, since they fund such
requirements, they demand immediate action.
f. Recruiting. In general, attention should be called
to the continuing problem of the administrative and handling
time for employee applications which can cause, and probably
has caused, the loss of qualified applicants. More
specifically, recruiting problems are impacting on the
maintenance of a sufficient courier force. The point is,
this is an area of service that impacts on the entire Agency.
Finally, the Skills Bank, which was designed to provide an
early review of applicant files has not been effective for
OL purposes. Being located outside of the Headquarters
Building, we find it delays the review process rather than
accelerates it.
g. Upward Mobility. The DD/MS might wish to consider
a Directorate-wiae Upward Mobility Program as opposed to
having each Office administer its own. While each Office
could be tasked to identify positions to be used for on-the-
job training or eventual assignment at the GS-06 through
GS-08 levels, a Directorate program would permit crossover
among Offices for the development of those lower-graded
employees. It would also allow a freer movement of those
employees who might currently be locked into positions or
occupational series which do not permit them to realize
their full potential.
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h. Space. The DD/MS might wish to brief the Office
Heads regarding the current problems with spaces particularly
within the Headquarters Buildlng, and what to expect in the
future. For example, any Headquarters space which might
be relinquished within the DD/NS is already earmarked for
the Office of Joint Computer Support. Components should
consider space external to Headquarters (e.g., Rosslyn) in
their future planning.
i. Consolidation of Courier Services. Office Heads
might 11 :0 to now t e sta us o t e program and how it
relates to courier recruitment (paragraph f. above).
J. Furniture and Interior Decorating. It might be
appropriate to discuss the financial and physical problems
associated with this topic.
k. Small Purchases Branch (SPB . The capabilities of
the SPB, an t e a vantages o ts use, could be explained
and discussed. Some example advantages are:
(1) Quick reaction.
(2) Reduction in paperwork.
(3) Reduction in OL and OP operations since items
procured through the SPB are not processed through the
Financial Property Accounting system.
It could also be pointed out that items procured through SPB
are chargeable to funds rather than Property Requisitioning
Authority. This is a point which is not widely understood
except by budget and fiscal officers.
2. We shall be glad to provide additional details to support
any of the above topics which might be selected as agenda items.
3. With respect to providing recommendations to improve the
long,-range planning process (which we felt was one of the main
thrusts of the referent), and in accordance with my telephone
conversation with the EO-DD/MS on 13 August, I am limiting my
comments at this time to stating that the assignment of a group
3
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of Office Directors to perform as a Planning Council under the
chairmanship of the Associate Deputy Director for Management and
3,3rvicas would appear the most effective of the alternatives pre-
sented to deal with broad base aggregate planning. However, I do
)
propose to treat the subject of long-range planning more fully
and will forward an additional paper on this subject to the DD/MS
. prior to 30 August 1974.
is/ Michael J Malanick
Michael J. 14alanick
Director of Logistics
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1t;
MEMORANDUM FOR: Deputy Director for Management
and Services
SUBJECT DD/METS Planning Council
REFERENCE
Memorandum from EO-DD/M&S, dated
8 August 1974, subject as above
As requested, the referent memorandum has
been considered in the OMS, and comments are as
follows
Since we are uncertain how Directorate
planning should be organized, we would favor
further discussion -- and learning -- while
the question remains open. If our position
is desired at this time on one of the three
alternatives outlined in the referent memoran-
dum, we would favor the third alternative, i.e.
using the existing Directorate planning mecha-
nisms.
7
Jo TIETJEN,
Direct() of Medical Services
iS:2 LILY
STATI NTL
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FEES 74-
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15 AUG 1974
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT DD/MS Planning Council
REFERENCE Memo dtd 8 August 1974 to DD/MS Office Heads
from EO-DD/MS; re same subject
Jack:
We have studied Skip's memorandum concerning
your views on the need to develop a planning mechanism or
council.
I am puzzled at the emphasis given in this
memorandum to the Offices of Logistics, Communications and
Joint Computer Support as the areas for which planning needs
are the greatest. The increasing attention by the Director
and the Management Committee on personnel reductions, manpower
controls, and the many significant implications of PASG, as
well as the constraints on money and personnel, calls for
personnel planning of the highest order.
I agree, of course, that the planning
responsibilities of the Offices of Logistics, Communications
and Joint Computer Support are complex and fully support the
suggestion that these Offices be grouped. At the same time,
I suggest for your consideration a similar grouping of the
Offices of Personnel, Security, Training, and Medical Services
charged with the same planning responsibilities you have in
mind for the other Offices.
I also believe that the need for long-term
planning demands a level of attention which requires personal
participation by the Heads of the Offices concerned. Staff
support to these councils could be provided by the DD/MS
Plans Staff with assistance to each Office Head from his own
planning staffs. To all who can use the data, we would supply
our various manpower projections and forecasts which should be
useful for many long-term planning considerations.
STATI NTL
ann
Director of Personnel
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1 G AUG 1974
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT DD/MS Planning Council
REFERENCE Memo to Office Heads fr EO-DD/MS
dtd 8 Aug 74, same subject
(DD/MS 74-3022)
1. This memorandum responds to referent request and
is for information only.
2. We suggest a DD/MS planning mechanism organized
along the following lines:
A. a Planning Council consisting of the Deputy
Office Heads and chaired by the ADD/M&S;
B. a Planning Committee consisting of the
Planning Officers of each of the DD/MS Offices
and chaired by the Chief, DD/M&S Plans Staff.
3. This planning group would somewhat parallel the recent
organization of a Senior Personnel Resources Board and a
Personnel Resources Committee. The Planning Council would
consider broad policy issues and make planning assumptions
upon which detailed planning was to be based. The Council
would act as a whole in considering issues affecting the
plans of all Offices, such as anticipated trends in per-
sonnel and funding ceilings in future years, in identifying
functional areas where contingency plans should be developed,
in evaluating the efficiency of our current Directorate
organization, etc. In dealing with matters of concern to
a more limited number of Offices, the Council could divide
itself into sub-groups, such as the Offices of Logistics,
Communications, Joint Computer Services, and Finance for
matters dealing primarily with our physical assets, and
Personnel, Security, Medical Services, and Training for
matters dealing with our personnel assets.
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4. The Planning Committee would provide staff support
to the Council by preparing and referring back to the Council
detailed planning documents. The Committee should also
suggest to the Council areas in which policy decisions or
guidance are needed- for planning purposes.
'Charles W. Kane
Director of Security
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7
"f i itr. '73
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT - ? DD/M&S Planning Council
REFERENCE ?
? Memo to Office Heads fm EO-DDM&S dtd 8 Aug 74;
same subject
1. I endorse the idea of a Planning Council for the Directorate
and envision it studying and making recommendations to the DDM&S related,
inter alia, to the following:
a. The efficient and equitable allocation and use of
authorized fiscal and personnel resources.
b. The most appropriate distribution among components
of unanticipated or crash reductions in resources.
c. The Directorate positions on matters of future concern,
i.e., DCI Perspectives for Intelligence 1975-1980, technological
developments impacting on M&S components and related matters
where "brain storming" by a knowledgeable group could be inno-
vative and productive.
d. The review and evaluation of the Directorate planning
systems for relevance and effectiveness.
2. Unlike almost anything else we do, except the periodic Directorate
management conferences at the ...a Planning Council has the ancillary
benefit of developing understanding and cohesion among components. Achieve-
ment of such a goal may be just as important as any substantive product
of the Council.
3. Somewhat unlike the referent alternatives, I believe there should
be just one Council and that each of the eight components should have one
representative, probably the Deputy Director (with the Office Director
as alternate). Mille the logical Directorate breakout of services and
people exists, as noted in referent, I believe sufficient overlap is
always present to render such a firm division of planning groups very
difficult. Hence, the single Planning Council concept seems more practical.
Sub-canmittees or sub-groups could be assigned tasks as required, but
always for later consideration by the entire Council.
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4. Finally, I concur that the group be chaired by the Associate
DDM&S and suggest that the Chief, Plans Staff, DDM&S, be Executive
Secretary to the group.
?-Al onso Rodriguez
Director of Training
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22 August 74
SUBJECT: Additional Comments on the DD/A Planning Council
The attached chart summarizes the preferences of the various Offices
with respect to a DD/A Planning Council. The following are some comments
which were included in the Office MOMS:
--Wbuld be useful for DD/A to cite for each Office or
Planning Councilthe types Of questions he expects them to
answer. (OJCS)
--Security's preference follows model of Senior Personnel
Resources Board and Personnel Resources Committee recently
established.
--Use sub-committees or sub-groups for specific tasks
(OTR).
Att.
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Reactions to DD/A Planning Council
PREFERRED ALTERNATIVES
A
B
C
Office
A-DD/A +
D/OL, OC
& OJCS
A-DD/A +
3 Office
De uties
C/PS-DDA +
Office
Plans Chiefs

Logistics 1
X - Did. not
specify which
Office Directors
_ ....
Medical
'
Comma
X
Finance
X - Augment with
two other Direc-
tors rotating.
jCS
X
Personnel '
X - D/L, D/C,
& D/JCS (1 grp)
DIP, D/S, D/T,
& D/M in 2nd grp.
Staff suppor-
to 2 groups
in Alt. A
Security
X - Council of
all Office
Deputies &
Committee of
all Plans Officers
Training
X - Include all
Office Deputies.
Use C/PS-DDA as
Exec. Secretary
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74-30
25X1A
12Elfr
- BY 0191246
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r 4
b. Mother alternative would be to call upon three of the
to emit on planning. This would also
ip of the MX)/MS.
c. A third alternative mould be to convene a group under
the chairmanShip of the Chief, Plans Staff, consisting of the
planning officers of appropriate Offices. In this case, individ-
uals should be selected for their sObstantive knowledge of the
planning process rather than as representatives of the Offices.
There night possibly be input from subunits in such areas as
technological matters.
4. Office Directors, in an overall effort to improv, he planning
process, are urged to further staff out this issue and furnish their can-
ts, suggestions recommendations by close of business 30 August 1974.
This will then be uii.d. together and you will be provided with a summary
prior to the conference.
ference book)
EO-DD/M4S111111111kmg (8 Aug 74)
Distribution:
Orig DiC0
25X1A
Xcy - Ea additional adseCD/F' /JCS, D/L, D/MS uno
- subject
Do/m4s Chrono
: Mr. Blake's conference book
s conference book
ereace book
erence book
25X1A
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,tnMORANDUM FOR:
,JBJECT
1 R000200050005-4
DD/A 74-3305
i AUG 1,T7.4
Director of Communications
Director of Finance
Director of Joint Computer Support
Director of Logistics
Director of Medical Services
Director of Personnel
Director of Security
Director of Training
: Agenda Item for Conference
MBO as a management technique has been in use by
-;1143 Directorate for slightly over a yeai.. We will be
0.:'.scussing MBO further at the conference. As
part of the discussion, I would appreciate your taking
the time to evaluate how MBO has worked in your Office
and be prepared to share with the rest of us your views
on this subject.
Approved For R
--111?Z'
hn NMcMahon
Acting Deputy Director
for
Administration
STATI NTL
isygOat?/taii.FGWRpqc1RD00290050005-4
U00
STATI NTL
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Finally someone has admitted to those tactics that managers really use.
CPYRGHT
Management's
secret techniques
By Alan Boyden
CPYRGHT
THE SUCCESS OF MBO has been
so great that other proven mana-
gerial strategies are being gravely
underutilized. The problem is es-
pecially acute in the case of young
business graduates who are still
in the throes of theft managerial
apprenticeship. Frequently, such
people have a surfeit of knowl-
edge, but only a modicum of ring-
craft, and need greater exposure
to the realities of management.
Here, then, are seven alternatives
to MBO which no person of ambi-
tion can afford to ignore. Judi-
ciously selected and discreetly ap-
plied, they will acid breadth and
perspective to existing skills.
Management by coercion.
Since most modern managers see
themselves as liberal and enlight-
ened, this somewhat primitive ap-
proach is now distinctly unfashion-
able; indeed, only a few dinosaurs
still espouse it openly. But it is not
really dead?only used more sub-
tly. For example, while it is rare
for a boss to fire a man just be-
cause he dislikes him, there is
nothing to prevent him from with-
holding a salary increase, or from
deleting the man's name from a
promotion list. Again, should he
wish to get rid of a really trouble-
some individual, he need only re-
structure the person's job so that
his weaknesses are exposed. The
subsequent dismissal then be-
Condensed from Manaclerrc Today (March 1974), ? 1974 by Management Publications Ltd.
58 MANAGEMENT REVIEW
comes a mere formality, and in-
variably the boss will be com-
mended for his vigilance.
Management by conversion.
Hitch your wagon to a rising exec-
utive?but be ready to jump off
if he begins to falter. The signs of
a downward trend in your patron's
fortunes are usually unmistakable:
frequent absences from training
courses; his sudden reassignment
to a "consultancy" role; and, most
sinister of all, the dismemberment
of his empire into smaller units. As
soon as the vultures start to
gather, it is time to nail your
colors to some other mast. Dis-
creetly, you will begin to air your
"reservations" about your patron's
policies. You will stay silent at
meetings when he is expecting
your support. And during casual
conversation with his most bitter
opponents, you will confess to a
growing disenchantment.
By the time the blow falls on
the unfortunate, conversion to the
other camp should be virtually
complete. And far from being
spurned as a renegade or a turn-
coat, you will be welcomed to the
fold like the Prodigal Son. But
beware; the price of survival is
eternal vigilance.
Stop toting that barge
Management by desertion.
This technique will bring peace to
any executive who may be worry-
ing about the possibility of a
breakdown caused by overwork.
If you are becoming overwhelmed
by your problems, the answer, of
course, is to delegate.
Every manager needs time to
recharge his batteries, so have no
qualms about delegating your
more mundane 19's. After all,
one of your key ,,onsibilities is
to develop your subordinates, and
there is no substitute for experi-
ence gained on the job. Moreover,
you can use the time saved to
engage in more important activi-
ties, like planning the recruitment
of additional staff. Many executives
have soared to great heights
through their prowess as delega-
tors; indeed, some are always in
demand as chairmen at manage-
ment conferences and only a few
have been careless enough to get
fired.
Management by diversion. In
the days of ancient Rome, the un-
couth masses were diverted from
their miseries by the skillful use
of popular entertainments such as
gladiatorial contests. In modern
companies such needs are satis-
fied by generous fringe benefits
and recreational facilities. There
is something here for everyone.
The dissatisfied executive may not
have much of a job, but at least
he has a pension. The worker on
the assembly line, however bored,
can look forward to the Thursday
evening darts match at the com-
pany club. Secretaries can make
new friends at the lunchtime disco
or over a game of ping-pong.
Promise them nothing
Management by perversion.
This is, simply, the art of tailoring
any communication to meet your
own personal needs. It is not what
( you say, but what you leave unsaid
that is important. This technique
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CPYRGHT
CPYRGHT
is frequently employed by com-
pany chairmen at annual meetings,
though there are plenty of other,
less exalted applications. For ex-
ample, many "performance ap-
praisal interviews" are not near1:0
as objective as their supporters
claim; indeed, some are mere ex-
ercises in manipulation. The strat ?
egy used by "appraisers" at these
discussions is invariably the same
Keep the person interested and
highly motivated, but never commi
yourself to anything specific. Mans
an employee is assured that hi:
"long-term prospects" are excel
lent, simply because he would bE
difficult to replace.
Management by submersion
As every wise manager knows, the
road to unemployment is pavec
with good ideas. Despite all thE
conference cant about initiative
and creativity, it is safer to have
no ideas at all if you wish to sur-
vive. By doing as you are told anc
plodding on regardless, you pose
no threat to anyone and can merge
into the background. Soon you wil
be regarded as a harmless decora-
tion who is no more dangerous
than a potted plant in the person-
nel office.
Unfortunately, as a manager
you will be expected to change
things occasionally, and to change
without changing requires no little
skill. Sometimes you can take the
iead yourself: For example, a few
trivial adjustments to your depart-
mental records system can be sold
to your boss as a major innovation.
More often, however, you will find
yourself embroiled in changes
60 MANAGEMENT REVIEW
sparked by others, and it is fre-
quently unwise to be openly criti-
cal. Far better to pledge your sup-
port, do the minimum that is
necessary, and emerge virtually
unscathed when the storm has
passed. Enthusiastic words and
apathetic deeds can undermine
even the most radical changes.
Management by subversion.
This last method is particularly
favored by frustrated executives
who seek to punish their compa-
nies for their lack of advancement.
Such people are especially active
in large organizations where there
are strong traditions of corporate
paternalism. The attitudes of these
internal "freedom fighters" are
easily defined: first, a total disbe-
lief of all company publicity; sec-
ond, a profound suspicion of
higher management; and finally,
an unshakable conviction that
"pull," not performance, is the key
to success. For them the corpora-
tion is a malignant force that can
only be defeated by guerrilla tac-
tics; hence most of their battles
are fought in corridors and wash-
rooms.
Curiously, few of the above
techniques are mentioned in man-
agement textbooks or business
schools; yet managers are adept at
learning them where all the most
effective management training
takes place?on the job. ?
The Author: Alan Boydell is a pseud-
onym for an executive in a large corn-
oany.
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Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4
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LI u. NcRaorprEsd For niltrotowo6/13 : CIA-RDE81cupoopag0005oon4 SECRET
ROUTING AND RECORD SHEET
IttriBJECT: (Optional)
FROM:
7 D 18 Hqs.
EXTENSION
NO
DATE
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
INITIALS
COMMENTS (Number each comment to show from whom
to whom Draw a line across column after each comment.)
RECEIVED
FORWARDED
1. Executive Officer, DDA
25XIA?
';;F?"4-1. t?or.Seet4e
?
,
to
i
.
5.
7.
.
'
10.
1 1 .
12.
13.
14.
15.
Approved For Release
2000/06/13
:
CIA-RD?81-00261R000200050005-4
FORM 610 U SE EDITIONS 10 SECRET 0 CONFIDENTIAL r-1 INTERNAL
3-62 1---1 USE ONLY 0 UNCLASSIFIED
Approved For Release 2000/06/13: CIA-RDP81-00261R00020V0t01Y054 3
MEMORANDUM FOR:
29 August 1974
Director of Communications
Director of Finance
Director of Joint Computer Support
Director of Logistics
Director of Medical Services
Director of Personnel
Director of Security
Director of Training
SUBJECT : Implementation of PASG Recommendations
1. The new approaches to personnel management resulting from the PASG
recommendations established a Directorate-wide career service and changed
the former ten individual career services into subgroups of the Directorate
Career Service. The Deputy Director, as Head of his Career Service, was
charged with developing policies and procedures for organizing, managing,
and monitoring the personnel operations in the Directorate to best accomplish
Agency objectives and his own requirements.
2. The senior Career Service Board, composed of the Director of each
Office, was renamed the Senior Personnel Resources Board and charged with
the responsibility of helping the Deputy Director formulate Directorate-wide
personnel policies and guidance and monitor the effectiveness of the activities
of the subgroups in complying with these policies and guidance. To provide
staff support to the Senior Personnel Resources Board, the Personnel Resources
Committee was established and is composed of representatives from each sub-
group.
3. Each of you, as Director of your Office, is the Head of your subgroup
of the over-all Directorate Career Service; and, at the same time, you are a
mdmber of the Senior Resources Board, which is concerned with the over-all
Career Service. Your representative on the Personnel Resources Committee
represents you in its endeavor to develop for the Board action plans for the
following matters:
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Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4
a. Policies, career subgroups and structures most appropriate
for implementing the PASG recommendation that each Directorate will
constitute a Career Service.
b. Directorate-wide objectives and plans to implement the ten
DCI personnel objectives contained in the PASG report.
c. Specific means of implementing the 16 personnel responsibilities
and authorities of the Deputy Director in the PASG report.
4. Tab A is a work chart developed for the Committee indicating the tasks it
is undertaking and the time frames in which it hopes to accomplish them. Tab B
lists the ten Agency personnel objectives and guidance for accomplishing them.
Tab C provides suggestions with respect to the 16 Deputy Director's responsibilities.
5. The Personnel Resources Committee has inventoried existing personnel
management practices and procedures which are being used in the various career
subgroups. This data is being analyzed to determine what areas need to be
examined in terms of the PASG recommendations. It is not the aim to have
absolute uniformity of personnel procedures throughout the subgroups, but
differences should be considered and a determination made that they are valid
and in conformity with the over -all Directorate personnel objectives.
6. In order to provide recommendations to the Senior Personnel Resources
Board concerning subgroup and Career Service actions, the Committee is going to
need the cooperation of the Office Directors. The Committee believes that a
viable and effective personnel management system for the Directorate Career
Service can only be developed through the participation and cooperation of the
career subgroups. It is realized that each Office Director has a difficult task in
trying to develop a program in his own subgroup which will satisfy his Office's
unique personnel requirements, and then having to participate in the Board's
efforts to implement the PASG recommendations through a Directorate-wide
Career Service.
Personnel Resources Committee
Attachments
STATI NTL
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-2-
ILLEGIB
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Next 1 Page(s) In Document Exempt
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USE 0.,J7(
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APPROACHES TO ACHIEVING DCI PERSONNEL OBJECTIVES
OBJECTIVE NO. I "Recruit, with full attention to equal opportunity policies, the best
qualified individuals to fill personnel requirements."
APPROACHES METHODS OF ACCOMPLISHMENT
1. Consolidate component Advance Staffing Plans 1. The Annual Personnel Plan and the Advance Staffing Plan
ith the Annual Personnel Plan. should be mutually consistent at the time of preparation of
the former.
2. Promote the use of Vacancy Notices in and be- 2. The Vacancy Notice system is available to assist the
.,een Directorates. Senior Personnel Resource Boards in filling their Directorate's
personnel requirements.
3. Increase the hiring of professional employees 3.
OP will increase recruitment efforts in schools where
co= recognized minority groups in order to realize there is a large minority representation enrolled, and develop an
irectorate coals asstipulated in. the APP. ongoing program designed to strengthen the Agency's ability to
acquire minority employees.
To the extent that funds can be made available, OP will in-
stitute ?a program to bring selected Black applicants into Head-
quarters for interview by interested operating components. CP
will vigorously pursue minority Co-op applicants as a source for
increasing the employment of minorities in professional jobs in
the Agency.
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ADMINISTRATI
Approved ForRelease2 00/0WISicletet-RIDP831 10112E4R00020#
ozGougQ4ents and Directorates
to the use of specially tailored training and rotation plans as
an integral part of the employment of Black applicants for
professional jobs, e.g., language and area training assignments.
4. OP and PSS/OMS have initiated relevant efforts.
Examine ways of improving the selection
ss, including the possible testing of applicants
pacific occupational groups.
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AD1I1LLZ)11..] .111NAL U6E ONLY
BE ArclY94tF?Ree-asg 2009/06/13 ? CIA-RDP81-00261R000200050005-4
OJCTr NO. PlaalE anlenancegency ?
bro.Lessionalism at all employee levels IV the
planning of future personnel requirements, the acquisition of needed skill mixes,
and by the training and qualifications updating of employees (as deemed necessary
to insure their qualifications-readiness for current and future assignments)."
APPROACHES
More systematically plan future personnel staff-
ltterns and personnel flows in the Directorate and
71ents.
Provide for the continued training and
ications updating of employees on duty to
their readiness to meet current and future
7e:ments.
Approved roi Release'
METHODS OF ACCOMPLISHMENT
1. The Deputies and Component Heads, with the assistance of
the Director of Personnel as appropriate, should evaluate their
future work force characteristics and staffing needs in order to
more effectively meet personnel requirements and assure qualified
employees for future tasks. The Directorates can provide
necessary guidelines on potential aggregate changes in manpower,
grade structure and requisite skill mix and have an active role
to play in the preparation of the APP.
2. The PDP exists as a major mechanism to serve this purpose,
and is moving from an orientation on executive development toward
a more comprehensive coverage of a wider mix of grades and
occupations. For those groups not included in the PDP, an important
role can be played by career counseling within the Career Service
evaluation system. In general, training models or guidances should
be provided for developing the necessary Progression of skills
and on-the-Job experience.
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1pkiNisTB4T1T
Approved For Release 2000/
3. Identify occupational affinity groups in the
. Annually review future component training plans
d needs.
USE ONE
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3. The Director of Personnel has been asked to modify the
Qualification Record System to facilitate the ready identificatio
of employees having qualifications appropriate to selected
occupational affinity groups. By linking qualifications and
occupations, it would be possible to enhance both employee
mobility and career development with greater assurance of
serving the interests of both the employee and management. To
aid this effort, each Deputy should be prepared to make available
individuals he believes particularly competent to participate in
such studies and who would possess the knowledge and experience
necessary to determine the qualifications and skills needed to me,
-various types of requirements.
4. The Senior Personnel Resources Board could require each
component to develop training profiles for their managerial offic(
and other occupational groups :Ire training relates closely to jc
performance and employee development. Each Directorate also
reviews training-related information in the APP and PDP which
would provide a useful basis for discussions with OTR
representatives.
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Afl:IiI CTI
0117..7CTIvARP.roYedIERVINeN5S'
APPROACHES
.u ODLY
tic 13 Pa9kka.Po1k09?2q1M93-g99g9RA the
Personnel pining and policy processes."
METHODS OF ACCOMPLIMENT
1. The Deputy Directors will determine Directorate-
wide objectives and action steps in support of the 10 DCI
personnel objectives and will consider the development of
additional personnel objectives for Directorate-wide
application.
2. The Deputy Directors will develop Directorate
1. Implement Directorate personnel objectives.
2. Prepare Directorate-wide personnel guidances,
)verning the performance of personnel responsibilities
d the establishment of career service structures and
'OCCSSCS.
Approved ForiReleAse 2000
guidances covering, as appropriate, the 16 personnel authorities
and responsibilities designated in the PASG Report and any other
personnel areas of concern .to them.. Priority should be given to
the establishment of needed Directorate guidances on employee
evaluations, rankings and promotion criteria, and the establish-
ment of evaluation and follow-up systems to keep the Deputies
continually infOrmed on the effect and merit of their programs ?
and policies.
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OBJEG:IVE Appi4oVerd)FrorRekraser20001061133: VAPRONTTPD02610R0902000101064 ortant
personnel policies and processes by more frequent use of Agency and
component notices."
APPROACHES
1. Prepare Agency Notices or Employee Bulletins on
or personnel decisics having general applicability
'luding actions of th,: CIA Management Committee.
P. Provide a mechansm to survey employee views
comments on personnel management in the Agency.
3. Improve .personnel communications in the
'ectorates.
Approved For Release-200
METHODS OF ACCOMPLISHMENT
1. Important personnel decisions or information about
planned actions that generally affect employees should be
communicated as openly as possible at the instance of the
DCI, the Management Committee, or the Director of Personnel,
as appropriate.
2. The Director of Personnel will recommend guidelines
to the Management Committee for the use of employee surveys,
whenever appropriate, as an integral part of the Agency
personnel system.
3. The SPRB will recommend to their Deputies how the ?
communications system throughout the Directorate can be improvPd.
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-
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OBJECTIVE NO. 5 "Provide employees with opportunities and satisfactions
commensurate with their individual skills and ability."
" APPROACHES
Accomplish this objective through general improve?
in personnel management, as no single action
ers a solution. The pursuit of the other
ectives has particular applicability.
METHODS OF ACCOMPLISHMENT
This is a central objective for the totality of personnel
programs within a Directorate but it will not be achieved if
those programs are undertaken in a fragmented, uncoordinated
fashion. Thus it is incumbent upon the SPRB to maintain an
overview and to provide a coordinating mechanism for the
Directorate programs.
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ODJECITT.VE NO. 6 "Administer an emplicYee rocoanitian_aY-tcla thzz la if 11
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emphasizes individual contributions and outputs directed to the accom-
plishment of Agency and lower-echelon goals."
=ROACHES METHODS OF ACCOMPLISHMENT
lore closely relate employee recognition systems Policy on promotions and the use of QSIs is a major topic
ymotions, challenging assignments, training, QSIs,
Dr and merit awards, oral and written acknowledge-
etc.) to achievement of organizational
ectives. Pay special attention to the possibility
Lncreasing opportunities for supplementing
tr.ry benefits with non-tangible rewards in
)gnizing job achievement.
Approved For Release-200
of consideration for the SPRB within the context of Agency
regulations and policies. With respect to non-monetary
recognition, the SPED could be briefed by OP on the
unevenness of past practices and could ask OP to
develop proposals for uniform procedures and guidance within
the Directorate, which may have needs warranting more
detailed consideration than Provided by Agency-wide
regulations and guidance.
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L.)::Jra UltLIX
OB`7C1-11/134prbVtelrFiRERt4Ot1Sef2iXtOiOidtgel^CitVEMMIPPRAtiNMSR.?6999-kfiontof
professionals as practicable, is planned and acted upon."
APPRACHES
L. Expand PDP to encompass professional personnel
DW the executive and pre-executive levels.
2. Fully utilize the rotation plans stated in the
Approved FOil'Release-20
METHODS OF ACCOMPLISHMENT
1. The Director has instructed that PDP needs to be
applied in improving the personnel development of professionals
generally. Deputy Directors should be prepared to extend the
coverage of PDP to all professional and technical personnel,
GS-09 and above, vho have the potential for further lateral
or vertical development.
2. Deputy Directors should monitor the performance of the
components under their jurisdiction in implementing rotation
plans in the APP.
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OBJIIHI=EAltOrdVett)FiatIReleltSe120(19#1611advC4AtRUP8-14Ma361R00020QQ?1407,4eVen
in comnonc2nts where advancement room is limited."
173.0ACHES
Identify "highly-talented employees" through the
Approved For
METHODS OF ACTOMPLISHMENT
The Deputy Directors should instruct boards and panels to
give special attention to young highly-talented employees
identified in the PDP. As long as these personnel live up
to expectations, Deputy Directors should not permit boards
and panels to use rigid time-in-grade requirements to pre- -
elude the rapid advancement of these individuals even though
promotion spaces are limited.
As boards and panels monitor the progress of high-potential
employees they should remain abreast of the current skills,
knowledges and other characteristics needed for effectiveness
in key jobs at the senior level.
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,
..f.81,7pp261 R000200050005-4
ADMEISTELTV. . UL:E ONLY
OBJECTIVE s PPr9vedeF9X-rR14@tete :PArEgRettl491.241KOORMROckikrvisor s the
responsnility for judging tha training needs of individual employees."
APPROACHES
Periodic consideration by supervisors of individual
relopmental training needs (e.g., supervisory review
t'me of Pitness Re.osrts and Letters of Instruction
caxation.
METHODS OF ACCOMPLISHMENT
In deciding the specific kinds of training most needed to
develop individuals under their supervision all supervisors
(first line, middle managers and executives) should focus on
(a) career service requirements and (b) employee interests and
needs rather than deciding upon enrollments as occasions arise.
In monitoring training within their Directorates, the
Deputies should examine the relevancy of training experiences to
the subsequent utilization of employees concerned as required in
the PDP.
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AD=IS".,T.AT'V JS'z. ONLY
O::IVAPPrd I-2EIRPIP,7aggp?9,ROIP?11A: igiV'Tff.laP?k?P?:e61.12scl??9P(PAci29 -'111ar 0 fa the use
of an appropriate evaluation system, following Agency-wide policy and guidance.
Develop better means of determining the possible use elsewhere in the Agency of
those employees who are judged to have qualifications for continued employment
even though they are considered surplus in a particular Career Service or
component.
APPROACHES
1. Give priority to the establishment and
?eration of an appronriate evaluation system in the
Lrectorates.
2. Develop or expana a career counseling program.
METHODS OF ACCOMPLISHMENT
^1. This will be a major responsibility of the SPRB in
each Directorate. It is recommended that the initial step
be for each SPRB to be briefed on present career management
policies, practices, techniques, procedures, and organizational
structure within the Directorate. These will form the basis
for an interim system. The Boards will then need to acquire
a staff capability, perhaps through appointing ad hoc task
groups of component officers, to develop for Board approval
Directorate-wide guidance on promotion and ranking conforming
to Agency-level guidance. The Boards should seek to preserve
flexibility of evalustton c;:i4,eria among sub-panels when the
nature of the work is sufficiently diverse between occupational
groups as to affect the evaluation criteria deemed appropriate.
2. Each Sub-Career Service Board should be direct( !to .
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Approved For
Ur
2000/0643&91t3ffn1 Agm on9p?99,q514,, /Or sub-panels
3. Develop better inter-Directorate means of re-
lying surplus, qualified personnel.
as Career Counselors. Officers so designated should receive
training in counseling techniques. The existence of the
service and the names of the designated officers should be
disseminated to members of the Sub-Career Service Group.
3. Qualified individuals surplus to the needs of one
Directorate may be suited to the needs of another. The
SPR3 should consider how they might complement the role of
OP in finding useful employment for such individuals within
the Agency.
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AD!,a1TI;32.71., WiLY
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pl'i7-i':OACI1E'S TO HAI ar,IIIG 16 DD P-asour.Er., A1JTpoT,T7s 1.-Fs-PoT.,:sTrITLT.T:17"1:
AUTHORITY OR RESPONSIBTLITY
1. Develop and disseminate uniform
SUGGESTED ACTION APT:?..OACH
.Before establishing uniform criteria
promotion criteria. for promotion, evaluation, and rankir.o,
the Senior Personnel Resources Board
(SPRB) would find it useful to review
current career management policies)
practices, techniques, procedures, and
organizational structure (Boards, Panels
presently being used within the DDM&S.
It would also find it helpful tore-
view a checklist being prepared by OP
Approved For Release 2000/06/13:
,
on elements to consider in establishing
a personnel evaluation system. The
SPRB could then move to modify the
system, as required, either on the basis
of reviewing and approving specific
proposals for modification originating
from each Career System Sub-Group
On the basis of policy guidelines de-
veloped in ad hoc study teams made up
of Sub-Group representatives, or a mix-
ture of both approaches. Whatever
system is established should seek to
maintain some flexibility so that
criteria are established appropriate to
IA-RDP81-00261R000200050005-4
the unique characteristics of specific
2. Establish an appropriate Directorate
Approved For Release 2000/06/13 : CIA-
panel structure and procedures to
conduct, at least annually, the
evaluation and ranking of profes-
sional.personnel.
DitlSjigifloboiob6511006-46-rvIces
Provide the evaluation panels with
uniform ranking criteria that will
identify employees with the highest
and least potential and those in
between. Normally, those having
the lowest rankings will have this
fact made known to them.
Provide for periodic review by
the Deputy of evaluation activ-
ities and results.
the DDY:.:3 should fon-Lally be roder;]
?
nated as Career Sub-Groups aT
authori.zed to retain their present
structs and "desiE,nabions" uni_
the SB concludes that changes nus
be made to improve personnel manage
ment within the Directorate.
Career Sub-Group representatives
could make up a working study .11:0U10
serving the SPRB and tasked with thE
study of specific issues or problems
relative to the development or dis-
semination of uniform evaluation
criteria. (This process would?rfccur
after the SPRB review of current
practices when it is in a position
to make recommendations relative to
establishing uniform criteria!
The SPRB should establish a schedule
for briefing the DDN&S on the re-
sults of evaluation activities for
each Directorate Career Sub-Group.
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0:;L7
ADMINTSTL!.... ONLY
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5: In connection with 'Management by 5. Individual offices within the DDM&S
Objectives, the Annual Personnel should.participate in developing
Plan and the Personnel Development action plans for. implementing Direc-
Program,. establish Directorate- torate personnel objectives related
wide personnel objectives. to the APP, PDP and PASG. The SPRB
should be the focal point for the
development of these objectives and
should be responsible for monitoring
Directorate progress toward the
attainment of these objectives.
6. Establish a program and criteria 6. The SPRE should oversee the opera-
for the career management of super- tion of a program for the career
grade personnel at the Directorate management of supergrade personnel.
level.
Create a Directorate-wide coun- 7. Each Career Sub-Group should be
seling program which, as a Id/air/IL, directed to establish a counseling
will provide for the counseling of service. The CMO and specific mem-
employees as appropriate in the bers of career boards or panels
evaluation process. Also provide within Career Sub-Groups should be
for a visible counseling source or designated as career counselors.
sources that employees can go to on Each career counselor should be pro-
their own initiative in order to seek vided training in counseling tech-
job assistance and career guidance. niques. (OTR and PSS/OMS have
developed a pilot course for this
purpose.) The particulars as to the
operation of the counseling service
Approved For Release 2000/06/13: 1A-R6g11260Ykiabti126665`6665ainated
all members of the Career Sub-Groups.
Approved For Release 2000/06/13 : C
8. Organize logical groups, below
Directorate level, on either a
grade, function, program, etc.,
basls which, for their members,
will implement the personnel
policy guidances and instructions
of the Directorate.
9. Establish Directorate standards
for selecting candidates to attend
senior schools or courses, includ-
ing the requirement that consider-
ation be given before the training
as to how the trainees will be
utilized after attending the
schools or courses.
10. Establish Directorate policy and
standards for approving external
full-time and part-time training, .
including the requirement that
consideration be given before the
training as to how the trainees
will be utilized after attending
Approved For Release 2000106113:
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8. The need for changes in the present
array of Career Sub-Groups can on.Ly
be confirmed after further study
and after the SPRB has become thor-
oughly familiar with existing
structures. Special inter-Career
Sub-Group panels could be established
to assume cognizance and responsi-
bility for employees in special
categories should such be established
after examination of occupational
affinity groups by OP.
The SPRB Should develop common stand-
ards and guidances as appropriate
(OTR to provide technical support).
10. The SPRB should develop common stand-
ards and guidance after receiving
input from each of the Career Sub-
Groups (OTR to provide technical
support).
IA-RDP81-00261R000200050005-4
1.
ADMINISTP=.
Approved For Release 2000/06/13:
Establish minimum training stand-
ards for Managerial positions and
for occupational positions or groups
when training is considered signi-
ficant for job performance and
employee development.
12. Provide policy to facilitate
inter-Directorate transfers and
rotational tours.
13. Establish procedures and provide
guidance for recommending Honor
and Merit Awards.
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ONLY
IA-RDP81-00261R000200050005-4
11. DDM&S should require each Career
Sub-Group to develop training pro-f
files for their managerial positions
and other occupational groups where
training is an integral element in
effective job performance and em-
ployee development. Following the
review of their rationale by the SPRB
they would be approved by the DDM&S.
The PDP developed by each Career
Sub-Group should include the estab-
lishment of training profiles for
specii'ic employee groups (by grade
within occupational specialty).
.12. SPRB to consider with staff Support
from OP.
13. SPRB should be briefed by OP On
the past unevenness of standards for
granting such awards. SPRB could
task OP to develop proposals for
providing guidance to all components
within the Directorates.
IA-RDP81-00261R000200050005-4
0:;hY
ADMINIST7!7':'
Nwroved For Release 2000/06/13 : Cl
1)1. Provide a system for the annual
review of supergrade personnel
in Personal Rank Assignments, to
effect corrective actions when
needed.
15. Develop procedures to handle
potential surplus cases, including
the following elements: coun-
seling, consiaeration for re-
training and/or reassignment, and
notification of surplus status.
16. Establish a uniform grievance pro-
cedure within the Directorate.
USE ONLY
-RDP81-00261R000200050005-4
14. OP to provide periodic tabula-
tions to the SPRB for review. The
Board will consider corrective
actions should such be required.
15. All Career Sub-Groups should examine,
under the supervision of SPRB, their
procedures for identifying and
handling surplus personnel to insure
they are consistent with Agency
regulations and policies.
16. SPRB to review current procedures
in use by the Career Sub-GroupsAm
as may be necessary. The Board
will direct that changes be made
if necessary to insure that Agency
regulations on this subject are
being satisfied and that a uniform
procedure exists with the Directorat
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Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4
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Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4
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Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4
Director of Central Intelligence
Sir:
found the results of the attached analysis
both interesting and disturbing. As you will
?10,;ote, in paragraph 4, we have a plan of action
within the Directorate to try to identify the
true causes for the separations. If our plan is
successful, I would then propose to raise the
natter for consideration by the Management
Committee.
DD/MS 74-3052
DO/M&S 7D-26 Hqs
Is/ John F. lilcikG
John F. Blake
x5454 8/13/74
Distribution:
Orig DCI w/orig 74-3052
1 - DDCI w/ cy of att.
1 - ER w/cy of att.
1 - MS Subject w/cy of att.
-
1 - MS Chrono w/o att.
1 - JFB Chrono w/o att.
OD/M&S/JFB1ake:jmh:5454 (13 August 1974)
Attachment: DD/MS 74-3052, Memo to DD/M&S Office Directors, Subject, Voluntary
Separations - GS-12 and Above, dtd 13 August 1974
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DD/WTS 74-3052
13 AUG 1974
MEMORANDUM FOR: Director of Communications
Director of Finance
Director of Joint Computer Support
Director of Logistics
Director of Medical Services
Director of Personnel
Director of Security
Director of Training
SUBJECT Voluntary Separations - GS-12 and Above
1. My staff has prepared, and I have reviewed with considerable
concern, a quantitative analysis of the 127 GS-12's and above who
voluntarily separated from the Agency during Fiscal Years 1973 and 1974.
Briefly, here are some of the facts: average grade - 12.88; average age -
35.82 years; average experience - 8.33 years. Over 25 percent were CT's,
Now and over 9 percent were P.D's. Thirty-nine of the 127 went to other
Government agencies; 48 joined private industry. Twenty-no of those
going to other Government agencies received immediate salary increases;
18 received higher salaries from private industry.
2. These figures can give one pause to wonder, for a prima facie
case can be rade that we are losing good people, if not some of our
best, just at a time when they are beginning to realize their full
potential. Though this Directorate compares most favorably in the
loss column with a little over 20 percent of the total, we still felt
the effect of a problem that warrants our attention. 'ahile not san-
guine about the prospects of an easy solution, I believe a thorough
analysis of the situation cannot help but increase our understanding
and align our perspective.
3. Therefore, I request that you do a review of your personnel
losses during the past two fiscal years, concentrating particularly
on those in grades GS-07 through GS-14 who resigned from the Agency.
Specifically, try to isolate the reasons behind the voluntary separa-
tions and what action was or could have been taken to retain those
employees who had potential and did their job well.
VW"
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4. I plan to lead the discussion on this matter when we get
-.together for our conference in late September. in the meantime,
here are some questions I'd like you to ponder:
a. Would a two-grade promotion system up to GS-11
be part of a solution to the problem?
b. Would a more liberal approach to external training
be beneficial?
c. Haw can we give more responsibility earlier to our
junior officers?
d. Should the Directorate's Career Management Officers
have a broader role in the promotions, assignments, and
training of our junior officers?
e. Should the Office of Personnel perform periodic
extensive analysis of voluntary separations of CS-09's and
above to determine reasons, problem areas, and trends?
These questions regarding possible approaches to this matter are some
of those that occurred to me -- you may have others. If so, please
keep them in mind as we prepare to discuss the issue next month.
Is! John F. Blalt.?
John F. slake
Deputy Director
for
Management and Services
0-DDM&S:LRM:kbp/7726 (12 Aug 74)
Distribution:
Orig D/CC
1 - Each other adse
M&S Subject w/Att (Conference Notebook)
1 - MS Chrono
1 - LRM
Ufa OHly
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SECRET
MEMORANDUM FOR: Deputy Director for Administration
25X1A SUBJECT
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4111.14.
" SEP 1974
Management Conference - Agenda Items
1. My presentation at the forthcoming conference at
during the weekend of 27 September will be divided
into two parts. In the first part, I will attempt to encapsu-
late the current status of the space situation, especially in
the Headquarters area as we see it today and then sometime after
November 1975 -- the date we hope to move out of the Magazine
Building. I will make brief reference to the Building Planning
Staff and what we hope to have them accomplish once they are
manned and in operation. In addition, I will mention briefly
the major engineering projects which are either now underway
or in the planning stage.
2. The second part of my presentation will center upon
some of the problems we are having (and will be having) in
filling our overseas slots and what we are attempting to do
about combating these problems. As an illustration of how
acute this matter is, at one time we predicted that, in 1976,
we could have found ourselves in the situation where we might
have only two or three qualified and acceptable candidates to
fill as many as ten positions within a particular grade range.
As a result, ?we have placed increased emphasis on additional in-
house training, cross-fertilization, and a formalized upward mobility
program. As an aside, I will be prepared to discuss the latter
program which we are about to embark upon.
3. Copies of appropriate material on each of these
subjects are attached.
2 Atts
Att 1 - Agenda Item,?( material
Att 2 - Agenda Item XI material
Director of Logistics
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This memorandum may be re-
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QC.r,Dc-r
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MEMORANDUM FOR: Director of Lollistics
SUBJECT
REFERENCE
? ? Logistics Services Division Objective
and. Action Plans
? Memo dtd 21 May 74 to OL Staff and Division
Chiefs fm EQ/OL, subject: Action Plan
Reporting
1. This memorandum Summariv,es the results of the Logistics
Services Division (LSD) FY 1974 objective to develop a system
whereby LSD/OL resources expended can be accounted for and
allocated to the office requesting those services and further
requests specific guidance regarding the application of these
results during FY 1975.
2. The subobjective of each Branch, results, and recom-
mended implementing procedures are as follows:
a. Space Maintenance and Facilities Branch
(1) Develop man-hour requirements and
other costs associated with support of the
auditorium and presentations therein. The
average cost of labor is $6.56 per man-hour,
and the cost of equipment is $28.77 per hour.
(2) To relate the cost to the indivi-
dual components, it will be necessary for
the requesting component to submit the
requirements on a Form 2620 and for a
member of the Branch to compute the man-
hours and cost of services actually expended.
The forms can be reviewed periodically to
determine levels of service provided to the
different components.
b. Space Maintenance and Facilities Branch
(1) Develop formula to relate man-
hours of Project Officers' efforts to
dollar value/square footage of completed
renovations or modifications. Man-hour
requirements to estimated dollar value
of renovations Of modP:ications is one
? man-hour,to $338.
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SUBJECT: Logistics Services Division Objective
and Action Plans
(2) To relle tile cost of Project
Officers to the components requesting
services, the estimated cost of a project
would be divided by the cost factor ($338)
to determine the number of man-hours re-
quired. The man-hour cost would be added
to the cost of the project. Total cost
can be reviewed quarterly to determine
levels of service previded to the differ-
ent components.
c. Building Services Branch
(1) Establish man-hour requirements
per ton of classified waste material
destroyed. The man-hour requirement per
pound of classified waste destroyed is
.003 man-hours. The cost per pound of
classified waste destroyed is $.05.
(2) In order to relate cost to
components, it will be necessary to
control the distribution of burn bags.
Components would request burn bags on
a Form 1490. The forms can be reviewed
periodically to determine usage rate.
d. Building Services Branch
(1) Develop method of correlating
man-hours to furnishings moved in moving
Agency components throughout the Metro-
politan Washington Area. The man-hour
requirements to move a safe is one
man-hour, a work station is 2 1/2 man-
hours, a piece of furniture is 1/2
man-hour, and to move a piece of
equipment is 1/2 man-hour. The average
cost per man-hour is $5.80..
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SUBJECT: Logistics Services Division Objective
and Action Plans
(2) To relate the cost to the
dual?components, the requesting component
will have to submit all requirements on a
Form 2620 or 1490. A Building Services
Branch (BSB) employee will be required to
compute the cost of each move and note the
total cost of each move. The forms can be
reviewed periodically to determine costs
of service provided per Directorate.
-e. Building Services Branch
(1) Establish man-hour requirements
per Agency employee for expendable items
issued by BSB. The cost for expendable
items (including man-hour requirements)
per Agency employee is $56 per year.
(2) To relate the cost of expendable
supplies and manpower to the individual
components, the total cost can be prorated
according ? to personnel strength.
f. Architectural Design Staff
(1) Develop formula to relate man-
hours of architect's effort to dollar
value/square footage of completed reno-
vations or modifications. Man-hour
requirements to estimated dollar. value
of renovations or modifications is one
man-hour to $124.
(2) To relate, the cost of archi-
tects to the components requesting
services, the estimated cost of a
project would be divided by the cost
factor ($124) to determine the number
of Man-hours required. The man-hour
cost would be added to the cost of the
project. Total cost can be reviewed
quarterly to determine levels of ser-
vice provided to the different comuonr,mts.
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SUBJECT: Logistics Services Division Objective
and Action Plans
Motor riDol Branch
(1) Develop cost of providing Motor
Pool services to Agency elements including
shuttle bus service, chauffeur-driven
vehicles, U-drive-it vehicles, and new
car preparation. The maintenance cost
for vehicles is $.06 per mile for sedans
and station wagons, $.07 for light trucks
and limousines, and $.08 for buses. The
driver cost is $1.94 per mile for chauffeur
service, $.79 for bus service, and $1.39
for executive chauffeur service.
(2) To relate the cost of Motor Pool
services to individual components, samples
of passengers using the shuttle system
would be taken periodically. To relate
cost of chauffeur and U-drive-it service,
the daily chauffeur record can be reviewed
periodically to determine usage rate.
h. Mail and Courier Branch
(1) Establish man-hour requirements
and transportation costs related to
courier service. The man-hour require-
ments per piece of mail is .024 man-hours.
The cost per piece of mail is $.17.
(2) To relate the cost of mail ser-
vice to the individual components, sample
mail counts can be taken to measure the
volume of outgoing mail from an Agency
component.
3. As indicated above, it would be possible for this
office to charge customers for services rendered. It should
also be obvious from the above that to do so would require
considerable cost accounting on our part. For that reason,
we do not recommend that we go through the effort required
to establish internal cost accounting procedures- unless it
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SUBJECT: Logistics Services .Division Objective
and Action Plans
is, in fact, drtern5ned that on an Agency -wide basis all
offices will function on a reimbursable basis, i.e., budget
for anticipated service costs each year.
4. If, on the other hand, it is intended only to advise
components of such service costs in the hope that it will act
as a restraining influence, then only certain of our costs
are of such significance that they would have any meaning to
individual components. Specifically, these costs would include
major space renovations, expendable supplies, executive chauf-
feurs, and mail services. If it is your desire that costs be
reported in these areas for their impact effect, then we are
prepared to do so.
S. We request your guidance.
STATI NTL
Chief ogistkcs Services Division, OL
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? 1 February 1974
MEMORANDUM FOR: Director of Logistics
SUBJECT. Management By Objectives - OE Objective 11:
Supplemental Notes on PSD Allocation of Resources
- REFERENCE Memo dtd 16 Jan 74 to D/L fr C/PSD/OL, same
subject
1. In my memorandum of 16 January I promised some further analytic
and/or clarifying notes on the report of allocation of PSD resources.
Most of the notes below are merely clarification and summary in nature,
much of which might be deduced from reviewing the tabular material.
They are arranged by Directorate. Some of the summary type data could
be.incorporated with the cost data with future reports.
2. Notes:
1 a. Under DCI
NIO costs reflect predecessor ONE costs nether these
costs will change in amount because of changes in procedures
or requirements is not known. At present this work receives
the highest priority and generally has short deadlines. The
work is typeset and multicolor in nature.
The DCI accounts for only three percent of Division
resources.
b. DD/S&T
A majority of the intelligence reports for this direc-
torate are funneled through one publication branch in the
Office of Scientific Intelligence. This pleasant circum-
stance minimizes liaison problems and simplifies resolution
of occasional priority conflicts.
The DD/S&T accounts for 11 percent of Division resources,
about two-thirds of which is printing.
NPIC is by far the major user of Photography -Branch
resources, accounting for 70 percent of the DD/S&T total.
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SUBJECT: Management By Objectives - OL Objective 11:
Supplemental Notes on PSD Allocation of Resources
c, DD/M&S
The Office of Logistics is its own best customer, t
majority of requirements being for forms printing.
Costs charged to the DD/M&S, as would be expected,
are primn_rily for administrative and general usage items
for all Agency components.
Seventeen percent of Division resources support the
DD/M&S of which nearly two-thirds is printing.
Photography Branch contributes resources to all DD/M&S
offices. The Office of Security and the Information Systems
Analysis Staff are the largest users.
d. The DD/I is the largest consumer of PSD resources (54
percent), and OBGI accounts for almost one-fourth of the DD/I total.
OBGI, through Cartography Division, provides support to all Agency
components for most of the maps and graphics that appear in Agency
publications. Consequently, much of the funds attributed to OBGI
could be reallocated to those customers (projects) serviced by
Cartography Division.
OCI accounts for 20 percent of DD/I requirements, the greater
portion of which is attributed to the operation of the seventh
floor plant (SPP). Seven-day, 24-hour staffing is required by
'CCI. Much of the work is highly classified and requires
immediate production.
SPP does service other Agency components but not to a
significant degree in terms of resources expended.
CRS requirements are fulfilled primarily in the MPP
and Photography Branch in a 6:5 proportion. The printing
is primarily from camera ready copy and black only. The
Photography work consists of making negatives and prints
for the files of CRS. Expenditures in support of the CRS
mission account for about 15 percent of the DD/I obligations.
STATSPEC The accounts for one-seventh of the DD/I total.
The major portion of this work is done at GPP (soon at MPP)
and consists of the which account for 90 STATSPEC
STATSPEC percent of the total.
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SUBJECT: Management By Objectives - OL Objective II:
Supplemental Notes on PSD Allocation of Resources
OER is a relatively minor DD/I user. Much of their
work is of a short deadline nature and Is muluicoLor. The
OER mission seems to be burgeoning and it is anticipated
that their share of PSD resources will increase.
OSR is primarily a SPP user and does not account for
significant PSD resources.
OPR is a new office and is expected to account for
about $50,000 - $75,000 annually.
e. DDO
This Directorate, which accounts for 14 percent of PSD
resources, has proven unsusceptible to accurate cost
allocation. Two factors are involved in this problem -
on-going organizational changes, and a high volume of jobs
from various sources processed concurrently (FIR reports).
The printing work is primarily short-run duplicating and
is done at GPP. DDO consumes a considerable amount of
Photography Branch resources, accounting for about 27
percent of the resources of the branch.
f. Extra-Agency
Extra-Agency resource expenditures are returned to the
Agency by using departments.
Acting Chief
Printing Services Division, OL
STATI NTL
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In 1974, the Office of Logistics became fully aware of the impact of fewer
and fewer individuals interested and willing- to serve in oversees assignments.
We have found the wain cause of this reluctance to he:
1. Many employees have been back from overseas several years,
are out of the habit of frequent rotation and the employee,
his wife and children now find it difficult to move again.
2. Many of the financial benefits of overseas duty have dimin-
ished considerably. The cost of living in many overseas
areas is extremely high and has placed a greater hardship
on families overseas than those remaining in the U.S.
Overseas advantages such as servants and better than U.S.
equivalent housing have disappeared.
3. Logistics is an older Career Service (Average age of our
GS-09 is 40 and GS-12 is 44), most have children in High
School and because of their children's interests find it
difficult to relocate.
4. With older employees there is a resultant increase in
medical problems.
5. Many of the employees in grade levels GS-07 through GS-11
initially found it necessary to have a working wife in
order to purchase homes and maintain an appropriate
standard of living in the Washington area. These wives
now have their own careers and an overseas assignment
at. this time would be very disruptive.
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2 3 AUG 1374
r,EmoRnnum FOR: Director of Logistics
SUBJECT : Upward Mobility Program for the Office of Logistics
1. I recommend that, in establishing an Upward Mobility Program for the
Office of Logistics (OL), you announce you, as the Director of Logistics (D/L),
are going to provide experience and training opportunities for deserving OL
careerists who are now locked in an occupational series which does not enable
them to realize their full work potential. To attain this objective, you have
established an OL Upward Mobility Program which will enable them to qualify
for pre- or paraprofessional positions. Selection for this Program is based
on an individual's interest, ability, initiative, supervisory recommendations
and need for the opportunity. It is open to all OL employees regardless of
whether they are general schedule, contract, GP or wage board. The Program
will be administered by a Working Group (WG) with final selection by you.
2. The ultimate goal of the Program is to establish target positions
at the GS-07 level for which candidates at the GS-04 and GS-05 level can be
trained. Candidates should be willing to spend a year or more in on-the-job
training with some formal training included. At the time s/he enters the
Program s/he will be assigned to a Division's Development Complement in a
training status.
3. The WG, comprised of three OL careerists, will do your administra-
tion. I would like to serve as coordinator/advisor. The length of service
should be for approximately 18 months. Meetings will be scheduled at my dis-
cretion with the frequency depending on the volume of business. Initially,
I anticipate members spending about 10 to 20 percent of their time in this
assignment, or more if required. Rather than forma m?
formal notes. Possible membership:
4. Identification of Upward Mobility Positions. To insure that your
Division and Staff Chiefs are fully committed, they should be asked to iden-
tify positions to be used as Development Complement slots which can be tagged
Upward Mobility. The positions selected should have the likelihood of suc-
cess built in so that we do not have a high rate of failure or dropout. I
anticipate an initial identification of 10 different positions. I envision
a position somewhere between the clerical and semiprofessional level; for
example, a GS-05 Supply Clerk Typist will be tagged Upward Mobility/Develop-
ment Complement. The initial training period will be 1 year but, based on
individual need, an extension or modification of the training period may be
necessary. -At the successful completion of the training period, the indi-
vidual would be assigned to a GS-07 Supply Assistant job.
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..,UBJECT: Upward Mobility Program for the Office of Logistics
5. Annpuncement/Selectien_Process: Through an all-Logistics employee
?tulletin the Program will be announced and explained -- its motives, objec-
atldL )10n, Vacancy r7,t-:cs folicjng Lhe cuYrntly
existing format will announce the positions.? The UG will coordinate with the
. Division and Staff Chiefs for interviews and selection with concurrence by you.
see the application process as follows:
a. In response to the Vacancy Notices, the candidate either
applies in writing or is recommended by his supervisor. The appli-
cation is accompanied by a statement from the supervisor concerning
the individual's qualifications and potential. (I strongly urge
that this statement be shown to the candidate.)
b. The WG will interview the candidates and forward the names
it feels are best qualified to the selecting supervisor.
c. The selecting supervisor will interview the candidates and
indicate to the WG his choice to fill the vacancy. This will be
forwarded to the OIL for final decision.
d. The D/L will notify all applicants in writing of selection
or non-selection.
NOTE: I originally thought we should include the Differential Aptitude Test
and certain parts of the Professional Employees Test Battery. However, I now
feel that we may be subject to criticism from the blacks -- I am open on this.
6. Training Plan. Within 2 weeks after the individual starts his new
assignment, the supervisor will draw up a plan to include both on-th:,.-job
training and formal training for the next 12 months.
7. Followup Interviews. At 3-month intervals, both the employee and
the supervisor will meet with the WG to provide an assessment of the employee's
progress and performance. If the employee has failed to live up to the expec-
tation, s/he will be reassigned out of the Program.
8. Promotions. Trainees will be considered for promotion during their
training periods based on the same criteria applicable to other OL employees.
Supervisors will evaluate the overall performance and potential of trainees
and submit promotion recommendations through normal administrative channels,
wherever warranted.
OL Training Officer-
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OJCS 1286-74
16 September 1974
MEMORANDUM FOR: Deputy Director for Administration
SUBJECT Costing Services
1. It is suggested that the attached paper be appended
to the final draft of the Agenda. The paper dis-
cusses the management philosophy that initially led OJCS
to adopt a costing system and reviews some of our experiences
with the system. If distributed prior to the discussion of
Item 12 (Costing of DD/A Services), it may stimulate a
more active discussion.
2. In addition to the Subject paper, I propose to
make a short presentation covering in more detail OJCS'
current costing system and the benefits and problems with
the system. The presentation would conclude with the pros
and cons of a full charge back system. This would be fol- y
lowed by D/OL presenting his Office's proposed plan for 4/
costing OL services. We believe that this will generate
a lively discussion of the Subject.
25X1A
Attachment: a/s
Distribution:
0 + 2 - adse
1 OJCS Registry
2 - O/D/OJCS
E. F T IATER
Direct() f Joint mputer Support
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Costing Services
GENE PAL
16 September 1974
The objective of costing services is to provide the neces-
sary information to management so that it can evaluate and
control the use of those services. Only services that require
management's attention either because they consume large
amounts of resources and/or because they are limited and have
high demand are worth costing. It should be made clear at the
outset that costing systems and the various data they produce
are not useful in themselves. If it is unclear what a specific
costing system is to accomplish and what types of actions will
be taken based on the data produced by the system, then cost-
ing should not be instituted.
In general, what are the uses and effects of costing
systems? Costing permits an organization producing service(s)
to gain insight into how it allocates its resources and to
monitor its efficiency. In a formal way it can verify that
its high priority operations are indeed getting more support Auk
than those of lesser importance and take corrective action if
this is not the case. A cost system permits analysis of the
costs for each major function involved in providing a service.
Management attention can be concentrated on those functions
consuming the most dollars. Any changes introduced can be
compared with cost histories of previous methods to insure
that efficiency or productivity has really increased.
When a producing organization assigns costs to the ser-
vice(s) it provides, higher management is in a better posi-
tion to evaluate that organization's performance. The cost-
ing system then affects the producer in that he knows this
evaluation is possible and he in turn also becomes more cost
conscious.
r)
AnotheriAffect of costing is that the consumer of the
service is made aware of its cost. Will a consumer take any
special action or indulge in alternatives simply because he
is aware of the cost of a service? The answer here depends
on the impact to the user. For example, if daily three people
are jointly emptying his wastebasket, the owner of the waste-
basket doesn't care if there is no cost to him. However, he
will lend his attention if he must provide commensurate com-
pensation each time the service is performed. That being the
case, he may perform a methods study and ask for a stripped
down service of only one dumper and a periodicity of only once
every three days. In this case, costing gave him sufficient
in fo ?Re 26001/061113) CIMOIDPBT100264FR3000200656005-4
the service and to what degree.
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COSTING OF OJCS SERVICES
The Office of Joint Computer Support has been experiment-
ing with various types and levels of costing since 1968. The
'situation that caused this phenomenon was the rapid growth of
,computer usagE., within CIA. Today, there is close Lc) 15 tim2s
the computing capacity in the OJCS Center as there was ten
years ago. Managing a rate of growth approaching cancer is
not an easy task. The combination of increasing demand by a
growing number of users for an expanding array of services
gave OJCS managers an extremely difficult problem in planning
future growth. The long lead times required to procure and
install hardware and to develop software necessarily forced
decisions to be taken based on long range projections. With-
out a good picture of the past and present, the planning
activity was a highly intuitive and painful process (and
remains so to this day). Those conditions served as the
impetus to OJCS to devise methods to quantify its work so that
it could achieve a better perspective of its operations. A
system has evolved that measures and assigns costs to each of
the major services provided by OJCS. The objective of the
system is to show in both dollar terms and work units how
OJCS resources are allocated to the various Agency components
by type of project or activity and by type of service. This
data permits OJCS management to better understand the impact
of change on its operations, to identify and accurately gauge
those functions/services consuming high resources, and to
generate a history of how components are using the resources
over long periods of time. All of these factors have given
some aid to the planning activity. A second use of the cost
data can and should be made by the users of OJCS resources,
namely to aid them in projecting and justifying their future
ADP requirements rather than permitting this function to
remain an exclusive OJCS activity.
DESCRIPTION OF OJCS COSTING SYSTEM
OJCS costs most of the services it provides to external
users. Services costed are; professional services supplied
by programmers and systems analysts, computer processing
(both batch and timesharing), data preparation, punch card
processing, and special data conversions done on stand-alone
equipment. Services that are not costed include ADP training
and some types of technical consultation.
The factors considered in calculating costs for these
various services are limited to those paid for by OJCS budget
dollars. They are; rental and maintenance costs of equipment,
personnel costs, and the cost of all major supplies such as
tapes,, disks, and,printer paper. Equipment that is purchased
is treated in the cost system as if it were on rental. Factors
not considered in the cost picture include: space, electrical
aite No D Rk
ApproalVeFor Keieaser i/ 6 TS. : tiMitbitrait-bijItikbMootatiA4 etc
2
25X1A
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A goal of the OJCS system is to determine the cost and 01144
amount of each type of service provided to users. To do this,
it is necessary to determine a unit cost for each service.
Once these unit costs are established, meaningful totals can
be aggregated and made available to users of the services.
Also as cr,'aviouslv stat_l, uaries of this data reva7
OJCS resources are allocated to the various Agency components.
Unit costs or rates are derived by dividing the total yearly
costs of a service by the total yearly volume of associated
work units. The total cost of a service is determined by
summing all direct costs associated with the service and its
share of the indirect or overhead costs. In some cases,
overhead is pro-rated based on overall percentages of direct
costs and in other cases the amount of overhead is apportioned
as a result of inspection. Additional detail on how individual
costs are determined is attached.
Operation of the cost system requires that procedures
be set up for counting and recording each unit of work. Addi-
tionally, an identification scheme must be maintained so that
each work unit can be related to some specific effort of a
using component. Once each month this data is merged, validated,
total costs are calculated, and reports are then distributed
to using components and also within OJCS.
REVIEW
The system has produced the expected information, namely
a detailed picture of resources versus users. The continu-
ity of the data has generated an historical base that is very
helpful in determining growth rates of our various services,
and is becoming more and more a valuable aid in future
planning and also in monitoring current performance. Dis-
semination of the cost information is also serving to increase
the cost consciousness of OJCS personnel and, in a few in-
stances, some of the using components. In general, the
system has had much more impact on OJCS than its users. As
long as the OJCS services are looked at as free by users,
there is not much reason for the users to control or even
review their costs.
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3
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Informal preliminary observations on Upward Mobility:
1. I feel it is a pretty comprehensive review of the problem.
There is enough solid information on which to make a decision.
2. I favor a "centralized" approach for MS, and it might be
worthwhile to double check re an Agency Upward Mobility Plan.
3. There might very well be strong practical reluctance to advertise
outside the Directorate, if the program does not work in both
directions. (DDO types can be Personnel/Security officer, but
DD/MS comers can't be case officers).
4. The program is extremely modest, in talking about five positions,
so there should not be too much opposition from Office Directors.
Possibly we would make it eight?
5. The study spells out how the program would be administered, but
I am not clear where ITiqould be handled? (CMO-OP). There will
be a lot of interviews and tests in the screening procedure.
6. The "Office" programs refer to entering people on duty. Is it an
internal, external or combination plan? If it includes outside
applicants, at GS-3 to -5 level, are they given the complete
battery of tests before EOD?
7. What is out next step?
a. Discuss with request comments, and
find out where the Agency stands on one centralized plan.
25X1 A
b. Set up a meeting with Jack Blake.
c. Send to Office Directors for comment--with a two-week
suspense.
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4.
25X1A
25X1A
25X1A
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74-2943
August 1974
WWi ma.? Director of Corramications
Director of Finance
Director of Joint Czewter Support
Director of Logisti c?
Director of Medical Semi
Director of Personnel
Director of Security
Director of Training
14.-wardl?bbility Program for DDMEIS
1, The Dejuty Director far Management and Services has reviewed
the attached
item for Upward Mobill and feels it is an appropriate
at the Conference the weekend of 25X1A
23-29 September i974. It is urged that all Office Directors thoroughly
staff out this package, analyze the VRTIOUS options, and be prepared to
aka a position on an upward mobility program for this Directorate.
ro is no requirement to submit ccesesnts or reccemendatiens prior to
nferenceo but we will be glad to distribute any papers which you
feel would be usefui to the participants.
The Director of Personnel will be asked to lead the discussion
onthis agenda item.
3. Spedal1ooseafbjnd.rswj1ibedjsthjjutedataisterdate
ro thatthe material can be appropriately filed and retained for use at
the Conference.
Officer to the
Director
gement and Services
C/PS-DDAWIS
EO-DD/M51111111.Vit (5 Aug 74)
Distribution: ----
Orig - D/CO
vetr'' 44 ARest2Q00/06/13 : CIA-RDP81-002
eqt
;,- D F D/JCS, b/E, D/MS, D/P, pis, DTR
e 41 E2
Ap
- &S C rono w/o atts
I.
-.0 I
25X1A
50005-4
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25X1A
24 July 1974
MEMORANDUM FOR: Mr. Blake
25X1A THROUGH
SUBJECT
%are
Upward Mobility (UM)
1. As a part of their affirmative action plans to be included in
Equal Employment Opportunity programs, Federal agencies are required to
develop and submit plans which ensure a results-oriented UM effort.
Executive Order 11478 and the EEO Act of 1972 (PL 92-261) both require
training programs that are now known as, or include, UM. Though the
law does not specify minimum or maximum grade levels for UM programs,
the greatest opportunity for implementation lies within the range of
the lower grade levels, for example, GS-07 and below.
2. The Civil Service Commission has defined UM as "a systematic
management effort that focuses Federal personnel policy and practice on
the development and implementation of lower level employees.. .who are
in positions or occupational series which do not enable them to realize
their full work potential." With the application of this definition,
UM provides developmental opportunities to lower level employees which
go beyond normal staff improvement practices. For example, the design
of bridge and trainee positions which enable lower level employees to
qualify for pre- or paraprofessional jobs is one means of providing UM.
Affording typing and related training to a GS-02 mail clerk who lacks
qualification for an identified GS-03 or GS-04 clerk typist position or
providing the required training for a clerk-typist to qualify for a
targeted secretarial position are other examples of UM. However, according
to the CSC, training and developmental efforts designed primarily to
improve current occupational performance should not be regarded as UM,
nor should intern or Co-op programs, student (summer) employment, and
other programs using outside recruitment.
3. Planning is, of course, critical to the success of any UM effort.
It is therefore essential that each Federal Government organization follow
a defined process to ensure its UM plans will yield anticipated results.
(Attachment A describes a planning process recommended by the CSC with
an accompanying flowchart showing the sequence of the planning steps.)
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An agency's total UM effort should contain plans for the following essential
program elements:
a. identification of target positions;
b. application of merit procedures for selection of
employees into UM programs;
c. development and delivery of counseling services;
d. involvement of supervtsors in program planning
and implementation;
e. design and delivery of required training; and
f. development of evaluation and reporting procedures.
4. In following the Agency's decentralized approach to UM, the M&S
Directorate has two options. First, each Office Director can be required
to develop and implement his own intra-Office program. (Attachments B
through F are summaries of how UM programs might be established for the
Offices of Logistics, Personnel (PMCD), Finance, Training and Security.)
This approach can be attractive, albeit deceptively. With each Office
developing its own program, many people can be involved, and the statistics,
as far as sheer numbers are concerned, would be impressive. But there are
significant problems inherent in this approach. Just as there would be
many people involved in the programs, so would many people be involved with
the programs, in planning, screening, selection, and training - far more,
in fact, than required by a more centralized approach. The resultant
involvement of many administrators and concommitant expenditure of monies
would be felt quickly, and a possible upshot could be a mixture among the
Offices of subtle resistance and genuine commitment, a situation in which
inequality is introduced into what is designed as a facet of equal employ-
ment opportunity. Should such a situation arise, and it is reasonable to
assume that some unevenness is inevitable in a multiple approach, the
DD/M&S might find too much of his time and efforts involved in encouraging,
admonishing, or even coercing recalcitrant Offices. Sanctions of some
kind, however, might indeed be necessary.
5. A second option is an M&S Directorate (inter-Office) UM program
which could be initiated as follows: during the planning phase, several,
e.g., five, positions are identified as target positions for which lower
level employees are to be developed. To illustrate, there might be a
target position in each of the Offices of Communications, Personnel,
Security, Finance, and Joint Computer Support, but this is not to exclude
the other Offices, and the mix could take any complexion. An announce-
ment is then made of the program, spelling out the objectives, basic
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. Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4
-3-
eligibility requirements, selection process, etc. The next step would be
to accept and review applications, screen and interview applicants, and
make the selection. An intrinsic advantage in the Directorate approach
is that, for the M&S employee in the lower grades, new career possibili-
ties are opened up. A warehouse assistant who is good with figures might
seek a career as an accountant with OF, or a security clerk might find
she has the interest in and potential for becoming a Personnel Officer.
The Directorate as a whole stands to gain, for it has a larger base from
which to draw the best applicants, fewer people are involved in the
administration of the program, the cost in money and manpower is less,
and, due to the narrower focus, success is surer.
6. In a memorandum written to the Director of CIA's EEO program,
25X1A expressed concern that the Agency's decentralized approach
to UM will result 'in significant disadvantages to both the individual
employee and to the Agency" and that "we risk the loss of employee confi-
dence and cultivate the seeds of dissatisfaction." Though he expands upon
his concern at some length, the details need not be recapitulated here.
(See Attachment G.) What he is saying, however, is a fair reflection of
the position of the CSC, which as stated:
The development and implementation of effective Upward
Mobility is a team effort. As a system, Upward Mobility is
made possible only through the involvement of all facets of
Agency management. To ensure an effective program, agencies
should allocate sufficient resources and establish a central
point of coordination. [emphasis mine]
25X1A Indeed, as the memo points out, our following a decentralized
approach means that there is in fact no Agency program -- even though
most other Government agencies have centrally planned, managed, directed
and well reported programs. (Attachments H through K summarize UM at
State, NIH, GAO and GSA,respectively, as examples of centralized programs.)
7. It is in the context of a centralized program that there is a
third option for an MS UM effort. The basic approach is that outlined
in paragraph 5, except that the announcement of the UM program is sent
to all Agency employees, and applications are taken accordingly. The
selection process could be set up along the lines listed below:
a. Issue a notice to Agency employees announcing the
program, spelling out any requirements necessary, and
inviting them to submit their applications.
b. Assign a person knowledgeable of the program to
interview each applicant, discussing goals, career plans,
training, etc., and to do the initial screening of appli-
cants, including recommendations for action outside the
program.
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c. Establish testing procedures for applicants (e.g.,
the Differential Aptitude tests and four sections of the
PETB, which relate to attitudes and interests as opposed to
knowledge gained through education).
d. Create a Selection Panel made up of representatives
from the Offices participating, and which would be responsible
for reviewing the applicant's Agency personnel file, test
results, etc., as well as interviewing applicants prior to
final selection.
This approach has two principles to recommend it: it vastly enlarges
the base from which candidates for UM may be drawn, and it may well
serve to enhance the Directorate's role as a leader in the overall EEO
efforts of the Agency. In time, perhaps, this approach Could be the
precursor of an effective Agency UM program.
8. It is recommended, therefore, that you approve an MIS Directorate
UM program that is open to eligible candidates on an Agency-wide basis.
By taking this action, an effective, results-oriented UM program may be
launched, to the mutual benefit of the individual employee, the
Directorate, and the Agency.
25X1 A
Attachments
A through K
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Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4
Attachment I to FF.M U.:Jr. No. 7t3-27 (1)
'THE UN'ARD MO-3ILITY DR.CCESS
A fundamental precept of Upward Mobility holds that employees with.
potential who lack qualifications may become cualified for eurrent or
projected higher level vacancies. Successful person-position matching,
therefore, requires careful planning to ensure a results-oriented
program -- one which can be productive for both employee and manager.
The attached Upward Mobility Program Planning Chart outlines the process
to be followed and the products which result from each planning phase.
It is constructed to show the sequence of the essential steps to be
taken as well as the continuing cycle of feedback for plan refinement.
TnENTUYING TARGET POSITIONS
Critical to the preparation of the plan is the identification of appro-
priate target positions for which lower level employees will be dev-
eloped. To arrive at the number and kinds of target jobs, agencies
should:
FIRST - analyze current and projected staffing needs to determine
the -number and series of anticipated position vacancies
and estimate when those vacancies need to be filled.
(FFM 332, Appendix M - Guide to Short-Range Manpower
Planning)
SECOND - review current employee skills to determine which of
these position vacancies may be filled through merit pro-
motion procedures by persons who presently meet qualifi-
cation standards. (FFM 713, Subchapter 2 and AppendixA -
Maximum Utilization of Skills and Training)
THIRD - determine which current and projected position vacancies
are appropriate for Upward Mobility purposes; review exist-
ing technical and professional positions to determine those
which may be restructured for Uaward Mobility purposes.
Designate these as tarqat lobs. (handbook X113 and Person-
nel Management Series Pamphlet f.26 - Upward Mobility Through
Job Restructuring)
ASSESSING EMPLOYEE POT7NTTAL
As a prerequisite to employee participation in an Upward Mobility pro-
gram., the potential of eligible employees should be determined,
Potential is defined as the ability (including desire) to acquire and
use skills and kncwledges needed to successfully perform higher level
work, specifically in those kinds of occupations and at grade levels
which could or will be targets for upwardly mobile employees.
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Approved For Release 2000/06K-3-'1CFAAbP81Z0261R060260W005Z4
The first step in the assesSment of employee potential is to identify
the thills, knowledges and abilities required for successful performance
in the target job.. These may be identified through job analysis..
Agencies should define the target job in terms of specific tasks to be
performed and establish those-- skills, knowledges, and abilities required
to performeach task. With data obtained from this analysis, employee
potential for the. target jobs may then be measured by such tools as:
(1) performance ratings which show transferability of related know-
ledges, skills and abilities;
(2) self-rating instruments which show employee motivation to
assume more complex tasks and greater responsibilities;
(3) tests and interviews which measure likelihood of success in
meeting target job requirements. (See PPM Letter 335-10,
Revised Intructions for Use of Written Tests in Promotion
and Internal Placement.)
In all cases, employee potential must be identified through merit prin-
ciples. (FPM. Supplement 335%1, Evaluation of Employees for Promotion
and Internal Placement.)
To Complete the planning process, agencies should follow the steps
. outlined in the attached. Upward Mobility Planning Chart,
TRAINING FOR UPWARD MOBILITY
In developing training plans in support of Upward Nobility programs,
agencies must ensure that any training is related to the performance
of official duties in a position co7nmensurate with the employee's
potential. All training programs called for in the EEO Act fall within
the bounds of Chapter 41 of Title 5, United States Code (formerly the
Government Employees Training Act), if the particular agency is covered
by that chapter. Congress fully anticipated that the law would be used
to fund training for advancement as well as for the performance of an
employee's current official duties. The only restrictions on training
for advancement in Chapter 41 are (1) the prohibition on training for
an academic degree in order to qualify for a position for which the
degree is a basic requirement and (2) the prohibition on training an
employee in a non-Government facility for the purpose of filling a
position by promotion if there is in the agency concerned another
employee of equal ability and suitability who is fully qualified and
available.
Other pertinent requirements of particular significance which affect
training in support of Upward Mobility programs are the following:
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Approved For Release 2000/06/13 : CIA-RDP81-00261R000200050005-4
Attachment 1 to FF.X Ltr. No. 713-27 (3)
.When agency employees are trained at agency expense, the train-
ing must be to meet -demonstrated. agency needs for ? trained man-
power and be utilized by the agency.
All training must be related to current or future duties within
the employing agency. Training for possible vacancies in other
agencies is not authorized.
An agency must use established merit promotion procedures in
selecting employees for Upward Mobility training given primarily
to prepare trainees for advancement and which is required to
qualify for promotion or for reassignment to a position with
known promotion potential.
For a more detailed statement, designed to equip agency managers, train-
ing specialists, EEO staffs, and others with a working knowledge of the
purpose of Upward Mobility training and the requirements of law and
regulation which have a particular bearing on this kind of training,
see "Training in Support of Upward Mobility Programs" (Attachment to
CSC Bulletin 410-83 ). That statement is in harmony with policies on
training appearing in Chapter 410 of the Federal Personnel Manual.
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Prz-Plannina
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Upward Mobilit
Pecgram.
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Office of Logistics
Upward Mobility Program
I. Enter on Duty
The Office of Logistics offers three different types of
positions for entering on duty at the GS-04 or WG-04 level.
Under the upward mobility program the individual could enter
as:
a.
b.
C.
Courier - GS-04 assigned to Headquarters
Warehouse Assistant - WG-04,
Supply Clerk GS-04,
These positions would allow the individual to become
familiar with Agency organization and the elementary rules
of supply.
II. Assignment: Supply Assistant, GS-05
These positions are located at the
individual could move into the GS-06 level by assuming
supervisory responsibilities.
III. Assignment: Supply Assistant, GS-06 and GS-07
There are three positions which the Supply
GS-05 could move into either at Headquarters or the
25X1A
IV. Note
25X1A
25X1A
The
At this juncture in the individual's career, the Office of
Logistics offers two routes leading to professional positions.
One is the Logistics Officer category and the other is the Supply
Officer.
V. Assignments
Logistics
a. Logistics Asst. GS-07 in a
DDO Area Division or overseas.
b. Logistics Asst, GS-09 in a DDO
Area Div, a Hqs component, or
overseas.
25X1A
25X1A
Supply
Supply Asst, GS-07 in a
Hqs component or overseas.
Supply Asst, GS-09 in a
Hqs component, the Supply
Division, or overseas.
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c. Logistics Officer, GS-11 in a
DDO Area Div, Hqs component,
or overseas.
d. Logistics Officer, GS-12 in a
DDO Area Div, a Hqs component,
or overseas.
VI. General
Supply Officer, GS-11
in a Hqs component or
the Supply Division.
Supply Officer, GS-12 in
a Hqs component or Supply
Division-
The position descriptions used for this exercise were selected
at random and would not necessarily be the exact position the indi-
vidual would be placed in. The objective was to show the "type"
of positions that would lend themselves to an upward mobility con-
cept. There are many logistics and supply positions throughout
the Agency that could be used in such a program.
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Office of Personnel (PMCD)
Upward Mobility Program
I. Clerk Typist, GS-05
All training in this position would be done on-the-job.
II. Position Management Asst, GS-07
The incumbent should take the Position Management Orientation
Course which is one week in duration. All other training
would be on-the-job oriented.
III. Position Management Asst, GS-09
A. The incumbent should take the Manpower Management
Institute Course called Basic Principles and Techniques
of Position Classification which is a one week course.
B. After working in the position for three months the
individual should take the Civil Service Commission
course Advanced Position Classification.
C. The Department of Agriculture course Position Management
and Classification.
IV. Position Management Officer, GS-11
Incumbent should take the CSC course Management Analysis and
Review.
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Office of Finance
Upward Mobility Program
There are two routes in Finance which lend themselves to upward
mobility. An employee could enter on duty at the GS-03 or GS-04
level in payroll and over a period of time work up to the GS-09
level. The training needed to go up the work ladder in payroll
could all be done on-the-job.
II. Another possible route for advancement would be to enter the
employee on duty at the GS-03 or GS-04 level in payroll and upon
reaching the GS-06 level, transfer to the Certification and
Liaison Division to a GS-07 position. Here the employee could
serve a tour of duty in the travel section and a tour of duty
in auditing vouchers.
III. Upon completion of the assignments in Ca, the employee could
then be transferred to a Budget & Finance position in an Area
Division of the DDO at the GS-07 level. In an Area Division
the employee could progress to the GS-09 and the GS-11 levels.
Before an employee would be considered for a DDO assignment,
OF would expect the individual to have shown an interest in the
field of accounting to the point of having acquired an AA degree
in accounting. The assignments in payroll and Ca would allow
the employee ample time to acquire an AA degree before he or she
came into the zone of consideration for a DDO assignment.
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Office of Training
Upward Mobility Program
I. The Training Assistant occupational series in OTR appears to
lend itself to an upward mobility program. The present staffing
complement reflects Training Assistant positions at the GS-06,
-07, and -09 levels.
II. An individual could enter on duty at the GS-04 or GS-05 level and
be slotted in one of the GS-06 positions. Typing is required
in these positions and other than that skill, all other training
could be done on-the-job.
III. Each school or faculty in OTR has Training Assistant positions.
The duties and responsibilities vary with the different types
of courses given.
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Office of Security
Upward Mobility Program
I. Enter on Duty
The individual could enter as a GS-04 or GS-05 Security
Clerk in the Security Records Division, Indices Section. The
positions in the Section are at the GS-04, -05, -06, and -07
levels.
II. Assignments
After reaching the GS-07 level in the Indices Section,
an individual could follow one of two career paths in Security.
#1 - Case Analysis Branch, Security Research Analyst.
The positions in this Branch are at the GS-09 level and could
lead to a GS-11. Upon reaching the GS-11 level the individual
could be transferred to the Clearance Division, Staff and
Operations Branch, Personnel Security Officer. These positions
are at the GS-12 and GS-13 levels.
#2 - Physical Security Division, Security Duty Officer
Section. Here the individual would become a Physical Security
Officer. The positions in the Section are at the GS-09 and
GS-11 levels. After reaching the GS-11 level the individual
could be transferred to a field office as a Junior Investigator.
Positions in the field provide growth potential up to the GS-14
level.
III. Note
The above proposal does not preclude the interchanging of
assignments (for example going from a position in Clearance
Division to Physical Security Division and vice versa). This
plan is only a proposal for upward mobility.
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18 June 1974
MEMORANDUM FOR: Director, EEO
SUBJECT: Upward Mobility Program Planning ,
Tom,
1. The longer I work on the problem of developing
a DDO/Services Staff upward mobility training program,
the more I am convinced that the Agency's decentralized
approach to such planning results in significant dis-
advantages to both the individual employee and to the
Agency; the longer we postpone the development of an over-
all Agency level program, the more I am concerned that we
risk the loss of employee confidence and cultivate the
seeds of dissatisfaction. I shall continue to develop
a Services Staff program but I urge that you consider
the following:
a. For the employee, the Agency decision to
decentralize such planning to the Directorates,
and within the Directorates to the Offices/Divisions,
introduces a significant degree of inequality into
the basic design of what is intended as an equal
opportunity program. Our present approach restricts
the scope of any upward mobility program to the
capability of the sponsoring component to provide
opportunities and relies solely on component
initiative; this results in either limited, or
zero programs in most components. Our decentralized
approach restricts an employee's opportunity for
participation in an upward mobility program to the
component in which he serves; this results in greater
opportunities for some than for others, and for no
opportunity for most. Unless an individual's potential
coincides with the general nature of his assigned com-
ponent's activities, and unless his component has an
upward mobility program, his chances for upward
mobility development are quite limited.
"
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b. For. the Agency, our present approach does
not represent the most effective use of our re-
:;ources. If each of our major components individually
established upward mobility programs, the number of
positions involved would be far in excess of what
other agencies have invested.in such programs, and
yet, presented incrementally by sponsoring component,
would look minute to the employees of the individual
components. In all probability, most components
will fail to establish programs, and most employees
are likely to be disillusioned. Additionally, our
decentralized approach means that there is no Agency
program, a fact that denies us the public relations
benefits in dealing with the CSC and the OMB enjoyed
by State, NIH, Treasury and other departments and
agencies almost all of whom have Centrally planned,
managed, directed, and well reported programs(see
attachments).
2. What appears most misunderstood about upward
mobility is the difference between upward mobility as
a'philosophy of management and upward mobility as a
formal program.
a. As a philosophy of management, upward
mobility is for everyone; its application results
in an environment in which management promotes the
general welfare of its employees through career
systems, counseling, competitive evaluation and
promotion, training, and informative communications,
and in which the employee is assured of management's
support in his individual efforts to improve his
skills, of management's commitment to keep him in-
formed on job opportunities, and of management's
willingness to allow individual employees to move
laterally within the organization in the pursuit
of assignments of greater interest. Although we have
a significant degree of the philosophy of upward
mobility in our present personnel management prac-
tices, viz. the Off-Campus Educational Program, the
Vacancy Notice System, etc., our commitment to all
it represents is neither full nor universal.
b. As a formal program, upward mobflity is not
tor everyone; in implementing Executive Order 11478,
wIlich by law requires upward mobility programs, the
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Civil Service Commission has noted that while the
law did not specify any minimum or maximum grade
levels for upward mobility efforts, generally the
greatest opportunity for impact is at the lower
grade levels. Therefore it is anticipated that
most Agency programs will be dealing with employees
at the GS-07 (or equivalent) levels and below." As
a formal program upward mobility is not intended to..
promote the general Welfare of all employees but the
specific welfare of lower graded employees who have
potential for advancement; it is intended to provide
these individuals with maximum feasible opportunity
to enhance their skills in order to qualify for -
higher graded assignment. What is also misunderstood
about upward mobility training programs is that it is
not only having a large number of lower graded employees
which makes a component a good candidate for an upward
mobility program, it is having a reasonable number of
target positions for which lower graded individuals
can be trained. You need to identify the positions
for which you are training those selected for the
program and you need to be able to assign the individuals
to these positions when their training is completed. As
Civil Service Commission Chairman Hampton has noted "to
train employees without being able to give them oppor-
tunities to utilize their training would be unwise;
to provide career counseling which is not geared to
realistic opportunities would be harmful; and to pub-
licize an upward mobility program without providing
genuine opportunities for advancement would have a
negative effect." Our decentralized approach tends
to head us in the latter direction.
3. In my judgment, a better approach to our upward
mobility program planning would be at the Agency level to:
a. Identify those categories of tasks for which
the likelihood of success for upward mobility train-
ing is the greatest. For example, it is probable
that more candidates for budget/finance, personnel,
or logistics type positions could be successfully
trained than candidates for science-related positions.
b. In collaboration with component managers and
supervisors whose support, personal commitment and
involvement is essential to the success of any upward
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mobility program, determine the number and the nature
of positions which Agency management believes should
be filled through an upward mobility program rather
than through the normal recruitment program.
c. Establish criteria for eligibility and
competitive selection procedures.
d. Announce the program in an Agency-wide notice
and solicit applications from all interested employees
at grades through GS-07.
From a review of other departmental programs the above
approach appears to be general practice; although most
target positions seem to be in the area of support ser-
vices, the State Department identifies Foreign Service
Reserve officer positions, NIH includes professional
scientific officer positions, and other agencies target
editorial, library, and related professions/positions
(see attachments).
4. The scope and nature of the Agency's activities
seem to offer a full menu of upward mobility possibilities,
and the staffing pattern of some components suggests a
fertile field for productive programs. Surely we have
a large number of bright young employees who could be
trained for target positions in 0/C, an office with an
FY 73 on-duty strength of including zero (0) black STATINTL
professionals and only nine (9) women professionals;
surely we have lower graded employees with good aptitude
in mathematics who could be trained for target positions
in 0/F, an office with an FY 73 on-duty strength of STATINTL
including only one black professional and forty-three (43)
women professionals. If the State Department can find and
train ten (10) lower level employees per year as Foreign
Service Reserve officers, we should be able to fill some
part of our twenty (20) PTP positions through an upward
Aobility mechanism. ADP, personnel, logistics, and
records management are just a few of the many other
areas which could provide similar target positions.
S. Upward nobility is a concept which has stirred
the inner yearnings and aspirations of our lower level
employees: it is a concept to which the Agency has pledged
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its full support. Our decentralized program however tends
to discriminate against many employees and can lead to
widespread disappointment and dissatisfaction. I strongly
urge that you discuss with the Director the possibility of
a centrally planned and managed program and solicit his
approval for the establishment of an ad hoc Advisory Group
to study the matter and make appropriate recommendations_
STATI NTL
TJuU/ Services Staff
Attachments
Other Government
Upward Mobility Programs
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P?-Irn;,.; 1.?
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Upward Mobility:
State's "MUSTANG" Program
1. The "Mustang" plan designed by the Department of State is a
continuing in-service internship program to identify, select, and
train exceptional and talented employees below the officer level.
Those selected, after successful completion of on-the-job training
and other instruction, are appointed as Reserve Officers and ultimately
have opportunities for assignment and development as either Foreign
Affairs specialists or Foreign Service Officers.
2. Basic Eligibility Requirements
The "Mustang" program is open to Civil Service employees in
grades GS-1 through 8 and Foreign Service staff employees in classes
10 through 6 who are at least 21 years of age and who have at least
2 years of service with the Department. Qualified employees who want
to become candidates are required to take the Federal Service Entrance
Examination, unless they have taken it previously. No minimum passing
score is set. The candidate's performance on the examination is con-
sidered along with the other factors listed in evaluating his or her
aptitude and potential.
3. Selection of Candidates
Candidates are selected for the "Mustang" program on the basis
of projected staffing needs in position categories or functional spec-
ialties which provide appropriate opportunities for advancement and in
which vacancies at junior officer levels either exist or are anticipated.
There are periodic announcements of opportunities for "Mustang" candi-
date openings in particular categories. Candidates forward their
applications to the Office of Personnel (PER/CA) stating the functions
in which they prefer to be trained. Procedures for applying are spelled
out in subsequent announcements.
4. Selection Panel
PER/CA convenes a selection panel which includes representatives
in the appropriate functional speciality. The panel reviews the educa-
tion, experience, and performance of applicants in the light of the list
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Qf functional openings to determine those who are qualified for oral
examination. Qualffications considered in this review include
potential to assume broader responsibilities;
h. quality of overall performance;
c. demonstrated abilities related to the functions
for which candidates are being examined; and
d. ability to work with people harmoniously.
5. Oral. Examination
For successful candidates serving in the Department, the panel
holds an oral examination as soon as possible. Candidates at overseas
posts normally receive the oral examination when in the Department on
home leave or following the completion of their overseas assignments.
Arrangements may be made to administer the oral examination in the field
when a candidate's return is unusually delayed.
The oral examination will be used to measure
a. the candidate potential for service in a particular
function;
b. his approach to problem-solving; and
c. his potential for advancement as an officer.
The selection panel makes final selections of candidates by
ovaluating basic qualifications and experience, along with the results
cf the Federal Service Entrance Examination and the oral examination.
Candidates selected are normally assigned to a central comple-
ment in Personnel for 6 to 12 months before placement in an officer
category, depending on the amount of training needed. The Chief of
Career Counseling and Assignments, or his designee, oversees the selec-
t-;on, training, counseling, and onward assignments of "Mustang" candidates.
6. Status at Reg_inning of Trainiqg
if an employee is in grade GS-4 or below at the time of his
selection for the "Mustang" program, he is promoted to GS-5 when his
training begins. If an employee is in grade GS-5 at the time of his
selection, he is promoted to GS-6 at the time his training begins, if
he has served one year at the GS-5 level. Otherwise, he is promoted
to GS-6 during training upon completion of one year at the GS-5 level.
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Staff employees with 2 years service are likely to be in class FSS-8
because of the semi-automatic promotion policy for FSS employees from
FSS-10 to 9 and from FSS-9 to 8. If an FSS employee is below class 8
at the time of selection, he is promoted to FSS-8 at the beginning of
training. Employees selected from other classes remain in that class
when they enter training.
7. Training
Training is tailored to the individual needs of candidates
and is administered in cooperation with the Foreign Service Institute.
The content of the training varies according to the staffing needs of
the Department and to the knowledge, skills, and abilities program
participants bring with them. Typically, it includes on-the-job
assignments supplemented by related study at FSI, CSC, or local insti-
tutions, and by special reports, seminars, and individual counseling.
Participants may take the required courses before or during the on-
the-job work assignments or after-hours, depending upon the nature and
length of the course. Some staff employees are able to begin on-the-
job training at the post and complete formal courses in the Department
later. These arrangements vary with the qualifications and experience
of the participant. Career Counseling and Assignments plan and monitor
each participant's training, evaluating his progress on a quarterly
basis.
8. Status Upon Completion of Training
Upon satisfactory completion of training, participants in
grades GS-5 or 6 and in class FSS-8 are appointed as FSR-8's for a
5-year term. Those in grades GS-7 or 8 and in FSS-7 or 6 are appointed
as FSR-7's for a 5-year term. Each employee will have reemployment
rights to his former status and grade during the period of his FSR
appointment.
Those trained for functions normally designed for FSO's
become eligible for consideration for lateral entry as FSO's after
4 years serve at the officer level if under 31, or 3 years service if
over 31. Those trained for FAS functions become eligible for consider-
ation for FAS appointments after 3 years service at an officer level.
For purposes of this program, all service from the beginning of training
qualify as officer-level service for either FSO or FAS appointment.
9. Special Conversion Arrangements
The "Mustang" program, as outlined, is limited and highly
selective. It is supplemented by special procedures that provide a
career ladder to permanent officer-rank for exceptionally qualified
persons in the following three categories:
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a. Fore%n Service Staff Personnel of Class 5 and Above
Who Do Not Hold Officer-Level Positions.
Many employees in this category are not now eligible
for appointments as FSO or FAS even though they may have in
the past been trained for and held such officer-level positions
as Assistant Personnel Officer, Assistant General Services
Officer, and Consular Officer. Since many, positions of this
type, which served as channels of advancement, were abolished
in recent reductions, talented staff support employees have
had diminished opportunities for advancement to officer-rank.
o. Couriers.
Normally given appointments as Reserve officers for
3 years only, couriers frequently have the education, experience,
or ability to serve usefully in officer-level positions in other
fields when their appointments expire.
c. Communications and Records Personnel.
Normally recruited below the officer level, with
satisfactory performance, Communications and Records personnel
are promoted to levels where they become eli?ible for officer
status in the Foreign Affairs Specialist Corps.
10. Other Opportunities for Non-Officer Personnel
To provide self-development opportunities for all lower-level
omployees, the Department continues to review employee records to identify
those who may be stalled in their upward mobility, and who can be helped
with training to qualify for new positions at higher grades. Super-
visors at all levels are urged to refer promising junior employees to
the Career Counseling and Assignment Division (PER/CA) and to make full
ise of existing tools to upgrade skills for higher-level positions. Some
employees who benefit from this assistance may later qualify for the
"Mustang" program.
11. Evaluation
The "Mustang" program began in May 1972 at which time 65
employees were in competition for the 10 openings in the program.
Although only 10 were selected, the other 55 applicants were not
neglected. The Career Counseling and Assignments Officer talked with
them, summarizing the results of oral and written examinations, iden-
tifying areas of weakness, and recommending specific steps which would
either improve their chances to qualify for Mustang in the future or
which would help them achieve other occupational goals. One measure
of the success of "Mustang" is the fact that, for the second cycle
completed in June 1974, there were 140 applicants.
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Upward Mobility: NIH's Stride Program
1. Project Stride at the National Institutes of Health, HEW, Bethesda,
Maryland, is a career development program which combines on-the-job training
(OJT) in a technician or para-professional position with three to four
courses a semester of college study. The training period lasts up to three
years. Placement in a professional position at NIH is the goal of the Stride
program. The program is open to employees in jobs which dead-end below the
GS-9 level. More than 90 such employees have thus far been selected to
participate in the program.
Turning 90 trainees into professionals demands much time of three NIH
Employee Development Specialists. To implement the OJT portion of Stride,
time has been spent creating technician positions, formulating planning and
control techniques to secure the value of the OJT, and periodically weighing
the actual progress of trainees. The arrangements for academic instruction
for the trainees have involved selection of a university, contract nego-
tiations, post-contract communication with the colleges, designing planning
techniques to match coursework to the target job, and evaluating the students'
and the program's progress. The three administrators, who are not assigned
full time to Stride, have found novel ways of performing these tasks.
2. Use of Technician Positions
Since the NIH program includes twenty hours or more per week of
OJT, a technician position had to be found for every target professional
position. In several cases, technician positions were ready made. For
example, to prepare trainees for Psychologist positions, NIH was able to
use the Psychology Technician series 181. For several other occupations
the 301 series was used. Finally, several were designated in the same
series as that of the target occupation. Thus, several trainees occupy
GS-633 physical therapist assistant positions to prepare for GS-633 physical
therapist professional vacancies. Through these assistant positions, Stride
trainees obtain OJT.
3. On-the-Job Training.
Project Stride is an attempt to merge, in a meaningful manner,
academic education with OJT. In theory, the academic education and OJT
experience are mutually supportive and motivating to the trainee. What
is unique about the program are the OJT work projects for academic credit.
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The method of career development planning outlined for Stride
supervisors in their NTH handbook is "careful analysis of the expected
outcome of the training experience; in the case of Stride, competence
of a professional caliber in the chosen occupational area. The analysis
should begin by looking at the target occupation to identify its func-
tional elements. The outcome should be a list of tasks or job elements
wMch can be placed in a hierarchy of increasing complexity. The list of
tasks should in its simplest form identify what the individual is expected
to do and at what level of success or output he is expected to do it. The
development of the training plan then becomes a matter of projecting over
a three-year period how a trainee's on-job experience will be organized so
that the trainee is introduced to concepts and tasks in the order in which
they appear in the hierarchy. To be useful in evaluating the trainee's
program in acquiring professional competence, the identified job elements
must be measurable. Groups of job elements of a related nature are then
identified as bench marks for progress evaluation."
In Stride, OJT projects are specifically designed by the supervisor
and trainee to obtain course credit from American University. To do so,
they have to be approved by the department of the university in whose area
Ule project would be credited. Furthermore, a minimum of 5 hours per work
week must be exclusively devoted to the project. A professor provides
guidance during the project, and at fts conclusion, grades it. Thus, a
ratner novel means of merging OJT and academic training is accomplished.
The NIH administrative team monitors the work assignments of Stride
trainees through three methods. The first is informal, continual conver-
sations with trainees and their supervisors. More formally, desk audits
are performed as each trainee;is considered for an annual promotion. Such
an audit can uncover cases where the supervisor had failed to assign a
trainee progressively more responsible duties. Other formal feedback
methods are under development.
4. Matching Courses to Jobs
Presently, course selection is largely a matter between the student
and the faculty advisor, within the bounds of requirements of the Depart-
ment in which the student is majoring (the major having been chosen on the
basis of job relatedness). Usually, the student also consults the super-
visor when choosing electives. However, faculty advisors have hat diffi-
culty relating curriculum to target occupations, especially when the target
is an administrative profession such as Grants Management. Furthermore,
there is a greater emphasis in HEW on assuring that upward mobility training
does prepare trainees for target positions. Therefore, the NIH Employee
Development Specialists plan to monitor course selection more closely to
keep them related to the duties of the target position.
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6. Academic Performance
A primary tool of evaluation is the grade, used to determined who
needs assistance, and to evaluate the program as a whole, in terms of such
things as the correlation between selection ratings and academic success.
Although trainees are enrolled in classes held on AU's campus and open to
regular AU students, the grades of the first 46 have been quite good.
Thirteen are doing B work or better, 28 are doing 0+ level work, and only
5 are below 2.0. Thus, based on grades, Stride appears to be a success
thus far.
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Upward Mobility: GAO
1. A Comptroller General-appointed task force has produced a broad
career advancement program for lower level employees in GAO. Three new
positions have been established - management analyst assistant, claims
adjudicator assistant, and management analyst trainee - to serve as bridges
to higher level jobs for those GAO employees with potential who are in dead-
ended clerical and technical positions. Eighty-nine developmental slots
will be used from now through 1976 in training those selected. To administer
the four occupationally-oriented development programs during the first year,
a director for upward mobility has been appointed.
2. Career Ladder
The largest development effort focuses on the management analyst
occupation, providing nonprofessional employees with a career ladder
beginning at the GS-4 management analyst assistant level through the GS-6
level. The GS-6 assistant position serves as a bridge to the GS-7 manage-
ment analyst which has a career ladder to higher grade levels. At the
GS-4 level work duties include primarily procedural audit activities such
as preparing schedules and workpapers and examining and verifying a variety
of source documents. Work assignments at the GS-5 level include GS-4 duties,
ff.? but also involve progressively more complex tasks such as some analysis of
facts, preparation of administrative reports, and participation in inter-
views. At the GS-6 level, duties will be similar to, although not as sub-
stantive as, those performed by the professional GS-7 auditor.
Potential program participants include all clerical, administrative,
technical, and wage board employees at the GS-4 through GS-9 levels and
GS-3 employees eligible for promotion to GS-4. As of May 31, 1973, GAO
had 1,356 employees in these classifications and anticipates that more than
enough applicants will be qualified to fill the slots allocated in the
Washington, D. C. area during fiscal years 1974-76.
3. Qualifications
In addition to a high school diploma or equivalent and one year
or work experience at GAO, the minimum entrance qualifications for manage-
ment analyst assistant positions include:
College semester hour credit: GS-4 GS-5 GS-6
Accounting or Management 3 8
Other 5 7
Total 8 15
Years of Experience:
General (incl. at least 1 year at GAO) 1 1
Specialized 1 2
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'Clenral experience' is defined as those duties which GAO clerical, adminis-
trative, and technical employees normally perform. "Specialized experience"
is defined as those duties which management analyst assistants at the GS-4,
GS-5, and GS-6 level perform
4. Selection
Each applicant for the program must submit an application, which
wi'l provide the basis for evaluating the applicant's formal education,
job-related classroom training, work experience, and outside activities.
A panel of seven employees will identify and select applicants that have
the potential for successfully completing the program. The panel will be
composed of:
a. Two members of the task force that developed the
preprofessional program. They will eventually be
succeeded by representatives from the Upward
Mobility Program.
b. One representative from the Office of Personnel
Management.
c. One EEO representative.
d. One employee from the headquarters office who is
rETresenta-,:ive of GAO's GS-4 to GS-9 employees
and who is not a program applicant.
e. Two supervisors who will employ participants and
Wi,o have a working knowledge of the characteristics
the applicants need to successfully participate in
tie progran.
The selection panel will judge applicants on the basis of results of
an independent test to evaluate potential, personal interviews, supervisors'
evaluations of job performance and potential for the program, work exper-
ience, formal education, jcb-related classroom training, honors and awards,
nd outside activities. Each of these factors will be assigned a weight,
and, to be accepted, the applicant must score sufficiently high in two
factors: potential for the program and job performance and potential.
f,Alitional points will te awarded for the other factors but applicants need
not accumulate points in formal education, classroom training, honors and
awards, and outside activities to be eligible for selection.
Four teams, each consisting of four members will conduct interviews
with each applicant. Applicants will then have an opportunity to review
and comment on the interview team's evaluation.
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Each program applicant will be evaluated by his current supervisor
and by a previous supervisor of the applicant's choice. The applicant
Will be. given an opportunity to review and comment on each evaluation.
The supervisory rating has two parts - an evaluation of the appli-
cant's potential for this program and an effectiveness appraisal. Factors
in the first part include: relationships with other workers and super-
visors, poise, learning, and reasoning abilities, motivation, types and
quality of work performed, character and integrity, stability and adapt-
ability, and leadership. The second part will be the applicant's last
two annual effectiveness appraisals.
The selection process will be conducted in two phases. Initially,
the panel will consider each applicant's job performance and potential
for the program. The panel will then combine these factors with the
remaining criteria to identify those who are most acceptable. Individuals
who are not selected or who are not considered acceptable will be counseled
by members of the selection panel and interview teams.
There will be a ranked waiting list of 10 or more qualified employees
for the management analyst program who will enter the program in order of
their standing on the list.
5. Placement
Through a pool arrangement, preprofessionals will be assigned to
divisions and supervisors where they will receive the greatest develop-
mental opportunities. Each program participant will be asked to indicate,
in order of preference, the operating divisions in which he prefers to work.
To the maximum extent possible, participants will be assigned to the
divisions they prefer.
6. Training
Within 30 days after entry into the program, the participant, his
supervisor, and his sponsor will develop an OJT plan which lists specific
training activities to be provided and estimates the time to be spent on
each activity. This plan is included in the participant's career develop-
ment plan and may be modified as necessary.
Each participant in the management analyst assistant program must
complete a minimum of 30 semester hours of college level courses during
the 3-year program. Courses include: Principles of Accounting, Principles
of Management, Math, English Composition, Logic, and Oral Communication.
Participants will be given a 6-weeks adjustment period to complete their
in-house training and to become familiar with their new responsibilities
before they enroll in college courses.
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1.,A0 will pay all tuition casts and participants must maintain a C-1-
average in these courses. Participants who do not maintain that average
t'or two successive semesters will be evaluated to determine if they should
he released from the program.
Initially, each participant will be allowed to choose the accredited
ollege or university he will attend and will be allowed flexible working
hours to permit him to take required college courses.
7. Career Development Plan
Each participant, his supervisor and his management sponsor will
develop a career development training plan which will include a list of
developmental tasks, standards of performance, in-house training courses
and a schedule of required college courses. The plan must be submitted
30 days after entry in the program and must be updated at least quarterly
during the first year and semi-annually thereafter.
8. Supervision and Counseling
Tie selection panel will interview supervisors identified by
division directors as having demonstrated past staff development and
willingness to participate in the program. Those selected will be given
fiecial training on the program, the participants' career development
pians, and techniques to help develop the participants' potential.
Each participant will be assigned a management sponsor who will guide,
counsel, and actively assist to help ensure successful accomplishment of
agreed-upon development goals. The sponsor will be a senior professional
staff member and will be given special training to help him carry out his
responsibilities.
The supervisor and sponsor will also be responsible for monitoring
the academic progress of the participant and, when necessary, will refer
the participant to other sources of help, including tutorial assistance
provided by staff volunteers.
9, Performance Evaluation
The participant's progress will be evaluated quarterly during the
:First year and semi-annually thereafter. Promotions will be based on a
positive determination that the participant has demonstrated a capability
to perform the duties of the next higher grade. Most participants will be
promoted after one year in grade, provided their job performances are
satisfactory and they have completed the required college courses.
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If the supervisor, counselor and Program Director determine that a
participant is not meeting program expectations, the Director will decide
whether the problem can be resolved by reassignment, supervisor-participant
mediation, remedial training courses, tutoring assistance, or more inten-
sified OJT. In order to ensure that participants are evaluated objectively,
participants will be assigned to at least two different supervisors.
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Upward Mobility: GSA's TAP
1. Steppingstone to a New Career
The Training and Advancement Program (TAP) in GSA is providing the
means by which employees in dead-end jobs are competitively selected and
placed in new career fields. Once there, they are given concentrated training
experiences (on-the-job and in the classroom) to facilitate their upward
mobility. This year GSA plans to give TAP opportunities to up to 80
employees.
2. Career Fields Covered
Trainees in TAP enter the program in one of thirty-three occupational
series at grades from GS-2 to GS-9. They are trained for a target position
at the next higher grade in the series, or in those series where positions
are properly classified at two grade intervals, a target position at two
grades higher. Among the career fields used for trainees are: accounting
technician, computer aid and technician, legal assistant, archives technician,
personnel technician, and statistical assistant.
3. Selection Methods
Any career or career-conditional GSA employee may apply for TAP. To
be selected, candidates must possess the necessary qualifications for the
target position or possess an overall background of sufficient level and type
to clearly indicate that they have the potential ability to perform success-
fully in the target position. , In 1970 GSA negotiated a training agreement
with the Civil Service Commission to allow selection of those with potential,
but lacking the actual job qualifications.
Once applications are received a three member panel picks those appli-
cants with the best potential through a two-phase selection process. In
the first phase two persons familiar with an applicant's work performance
rate the applicant's ability to perform the essential general knowledges
and skills required in the target position. Such general knowledges and
skills may include: ability to organize work, understand instructions, skill
in oral expression, and good knowledge of office procedures. The panel then
decides which applicant should receive further consideration on the basis of
these ratings.
Those chosen in the first screening are then evaluated and ranked by
the panel according to the following factors: performance on the job, demon-
strated learning ability, and personal traits. During this phase applicants
may be required to take appropriate, CSC-approved written tests. Results
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25X9
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/MS 74-5022
Director of Communications
Director of Finance
Director of Joint Computer Support
Director of Logistics
Director of Medical Services
Director of Personnel
Director of Security
Director of Training
DD/MS Planning Council
At the 1)D/M4S iimth1y meettng of 26 July 1974, thenswas some
discussion on the increased need for panning in Government, in
Agency, and in the Directorate. The thought was expressed that some
of the Office Directors night be given specific responsibility in this
area as members of a Directorate Planning Council. It was agreed that
there would have to be increased emphasis on long-term planning, this did
not necessarily mean larger pl the various Offices and
the topic would be discussed at the conference in September. 25)(1A
2. At the special meeting with Office Directors on 5 August 1974,
the I)/MS further discussed the concept of a planning rechanism or a
Planning Council, which might possibly involve am alignment of the three
major cemponents which.lutve particularly complex planning responsibilities--
the Offices of Logistics, Communications and joint Computer Support. (Some
of the other components, such as the Offices of Personnel, Security and
NWdical Services are more oriented towards people and the screening problem,
utich is a separate matter.)
3. For purposes of discussion and further consideration, the moo
Plans Staff developed three alternative approaches to the problem:
a. The assignment of a group of Office Directors to perform
he function of the Planning Council under the chairmanship of
the ADD/MAS. /he three Offices that have the greatest impact
upon the Directorate In this area are Communications, Joint Computer
Support and Logistics. If the three Directors perform in this role,
the Deputies would of necessity have increased responsibility during
the period that the Council is in session particularly in the months
preceding Program Call.
B2 IMPDET
as BY 008246
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b.
tive would be to ca
meet on planning.
ip of the ADD/MS.
Athird alteniative would be to convene a group under
the chairmanship of the Chief, Plans Staff, consisting of the
planning officers of appropriate Offices. In this case, individ-
uals should be selected for their substantive knowledge of the
planning process rather than as _representatives of the Offices.
There might possibly be input from subunits in such areas as
technological setters.
4. Office Directors, in an overall effort to improve the planning
s are urged to further staff out this issue and %rata their =-
suggestions, or recormaandations by close of business 30 August 1974.
1 then be pulled together and you will be provided wifh a summary
1 5X1A prior to the conference.
5X1A
linv e cer
Executive
Deputy Director
for Management and Services
(conference book)
EO-DD/MS 111111rbag (8 Aug 74)
Distribution:
Orig D/CO
Xcy - Ea additional adse (D/F, D/JCS
I - MO/MS Subject D/1., D/MS, DIP, D/S, DTR)
I - DD/MS Chrono
BlaWs_comference book
Ts conference book
25X1A Mr.
1 - Mr. conference book
I - Mt s conference book
2
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DD/A 74-3356
(374
25X1 A
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ILLEOIB
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MEMORANDUM FOR: Director of Personnel
sumer rptA Manpower Panel
Fred:
1. You may have notiiiiiii11111111111111hos been asked to be the
discussion leader at the conference, along with Messrs. Kane,
Tietjen, and Rodriguez, on the topic of a WA Manpower Panel.
2. This is to advise that the issue, using whatever title you
is an outgrowth of your memorandum of 15 August 1974 concerning the DD/A
Planning Council. In effect, there is full agreement with your point that
the DCI is giving increased attention to personnel reductions, manpower
controls, the many significant implications of PASG, as well as the con-
straints on money and personnel. It does appear to make sense that there
be a grouping of the Offices of Personnel, Security, Training and Medical
Services charged with planning responsibilities.
3. It is also obvious that there has to be a very close working
relationship between these same Offices on other problems of mutual interest.
This would include, but not be limited to, such items as processing time,
problem cases, personnel emergencies during off-duty hours, the drug abuse
program, the alcoholism program, the EEO program, and the various panels,
including the Applicant Review Panel, the Overseas Review Panel, and the
Personnel Evaluation Board.
4. I fully realize that there is a considerable amount of day-to-day
interplay at the working level between OP, OS and OMS, but would suggest
that some consideration might be given to a more formalized Panel, meeting
on a scheduled basis, with membership possibly including the appropriate.
N.
1 11.
- TRAy CITIOU0
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25X1 A
Acting Deputy Director
for
Administration
cc: D/Medical Services
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our)
ILLEGIB
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25X1A
EO-DD/A: Icing (29 Aug 74)
Distribution:
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1 - D/S w/cy of ref memo (DD/MS 74-3145)
1 - DIMS w/cy of ref memo "
1 - DTR w/cy of Ref memo 25X1A
DD/A Subject w/Orig of ref memo (Planning file
- DDtA Chrono
DD S 74-3145: Memo dtd Au! 74 to DD/MS fr D/Personnel, subj: DD/MS Planith
onf)
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3 0 AUG 1974
MEMORANDUM FOR: Acting Deputy Director for Administration
STATI NTL
NNW
SUBJECT
? The Planning Process
REFERENCES (a) Multiple Adse Memo dtd 8 Aug 74 fr
EO-DD/MU, subject: DD/M&S Planning
Council
(b) Memo dtd 16 Aug 74 to DD/MS fr D/L,
subject: Suggested Agenda Items for
the Conference
1. With respect to the increased emphasis on long-term
planning and the basic concept of a planning mechanism, this
Office envisions long-range planning (3 to 7 years ahead) as
essentially an Agency top-management function concerned with fore-
casting future situations; making estimates concerning these
situations; going through the processes of identifying issues,
requirements, and potential dangers; analyzing and evaluating the
ultimate means for reaching desired goals according to predetermined
schedules; estimating the funds and resources required to do the .
work; and taking action in sufficient time to prepare for and cope
with changing conditions or contingent events. We also envision
this top-level planning as providing the policies under which the
individual offices will operate.
2. At the risk of trying to reinvent the wheel, we would like
to propose a concept for long-range planning which would employ the
classic techniques of strategic planning and include the mechanism
and resources necessary to carry out the complete planning process.
Our main thrust being to start those who may be involved with the
planning process to begin thinking of the total concept of planning;
i.e., to conceptually have everyone operating on the same basis.
In this manner we should be able to eliminate the possibility of
such a planning effort to suffer an early demise as a staff window-
dressing function as did the Deputy Director for Support 15-Year
Planning Committee (circa 1965). To this end we shall, therefore,
address the subjects of the planning mechanism, the human and
material aspects of planning, strategic planning, and mission
analysis.
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SUBJECT: The Planning Process
3. We shall start with the planning mechanism. As noted
in paragraph 3 of our Referent (b) submission, we feel that the
',!:isignment of a group of Office Directors to perform as a Planning
Council under the chairmanship of the Associate Deputy Director
for Administration would appear the most effective group to deal
with broad-based aggregate planning. Although it is a valid
statistic that top-level management devotes 30 to 33 percent of
its time to planning of one kind or another with middle-level
management using between 22 and 30 percent of its time for the same
function, we believe the senior Planning Council will require a
subordinate group of planners. As a rule, high-level planning is
involved with developing planning methods and factors by which many
different situations and assumptions can be evaluated. Because of
the complex step-by-step technique required by high-level strategic
and mission planning, top management does not have sufficient time
to concentrate on precise factors in relation to specific items.
Thus, once policy formulation has been established as a result of
highi.level planning, your subordinate planning group would deal
with the precise factors and specific items. This does not mean
that the subordinate group cannot participate in the early on-
stages of strategic planning. It can, if tasked to, do certain
things within certain parameters. A good example of a subordinate
planning group dealing with precise factors would be the recent
study. Top-level planners had formulated a
policy--close the depot. The subordinate planners, in dealing with
precise factors, provided the answers as to the means. Similarly,
in support of top-level strategic planning, subordinate planners
have provided proposed options concerned with the future of the
Logistics This study dealt with the precise
cost and capability factors required by the strategic planners.
We would also recommend a planning "secretariat" be established
to schedule meetings, maintain files, serve as the official recorder
for top-level and subordinate planning sessions, prepare agenda
information, and coordinate the actions and input of the subordinate
planning group where required. Considering past planning efforts
by subordinate planning groups at the office level, the secretariat
should also establish a bibliographical reference of all existing
as well as future plans at all major planning levels.
4. We noted that the Planning Council members were drawn
from the Office of Logistics, the Office of Communications, and
the Office of Joint Computer Support as being the most complex
offices within the Directorate. However, as there is a definite
2
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SUBJECT: The Planning Process
relationship between planning and cooperation among management
groups and planning does have an impact on the quality of human
relationships, we propose that the Planning Council be selectively
expanded to include membership from at least two of the other
offices in the Directorate; i.e., Office of Personnel, the Office
of Security, the Office of Training, and the Office of Medical
Services. With these inclusions, we should produce more con-
structive "frictions" and preclude the possibility of opposition
by an "informal group."
5. Most planning emphasis has concentrated on the formal
organization, reporting criteria, evaluations of progress, and
the role of machines, but little attention has been paid to the
human factor, and,after all, it is people that make the plans
work. We must avoid the stereotyped preoccupation with physical
tasks ?and procedural matters and communicate with those who must
execute and live with the programs. Mr. Trwin T. Sanders (a
planner of note) sees many career administrators as their own
worst enemies in the planning process because they think of their
roles in terms of efficiency norms and routinized procedures,
? . .They have been taught administration as the science of
budget making, delegations of authority, and personnel management
-*we rather than as the art of leading a human organization to respond
creatively to changing conditions." To quote planner, Mr. David W.
Ewing, ". .Perhaps the biggest villain in strategic planning is
the leadership group that is almost-but-not-quite charismatic; over-
confident of its abilities, overenthusiastic in its sense of
mission. . .and picks subjectives that are beyond or foreign to the
abilities of those who must live with the product and do the day-
to-day work." And we must certainly avoid being hung-up on that
one.
6. Strategic planning is the specialized branch of the
planning activity which is primarily concerned with anticipating
events or contingencies, making diagnoses, and shaping appropriate
courses of action so that an organization will be in the best
position to respond effectively to contingencies. One of the
more recent examples of planners, in this case a subordinate group,
dealing with precise factors in a strategic sense was the Office
of Logistics study concerning the shortage of paper and related
products. The contingency-a real and predicted shortage which
would impact on the Agency. The study..-a diagnosis which lead to
top management formulating a policy and establishing a Directorate
objective (B57801). This in turn resulted in forming a "Materiel
Resources Group" of planners to deal with specifics and keep manage.-
ment advised and in a position to respond to any predicted future
situatioA arising from this contingency. Long-range policy
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SUBJECT: The Planning Process
formulation and strategic planning are closely related. Policy
is essentially an agreement, however arrived at, by decree or
by concensus, but preferably by a meeting of minds after
examining alternatives, that is concerned with objectives of action
and the ways and means to achieve those objectives. Policy implies
an accurate forecast of needs to cope with future situations, the
capability and authority to act, and the will to act at the proper
time. Attachment 1 is a chart graphically describing the explicit
and implicit elements of policy that unify and permit its trans-
formation into a course of action. Set forth below are the basic
elements of strategic planning.
a. Strategic Analysis: Primarily concerned with forces
of action with the term "option" denoting defined courses of
action which have been subjected to selection procedures and
judged by competent authority as suitable. In other words,
a set of studied choices open to the decision makers.
b. Suitability: Applying several sets of criteria to
screen the options and reduce, in accordance with policy
guidance, mission responsibilities and assumptions.
c. Feasibilit : Suitable courses of action subjected
to feasibility studies to rule out those not feasible.
Feasibility is judged against the following factors:
(1) Standards or operational requirements.
(2) Operating environment.
(3) Restrictions imposed by physical limitations.
(4) Limitations of resources, i.e., funding,
personnel, skills, etc.
Note: All factors should be appraised separately
and together.
? d. Accep_tability: The courses of action judged
suitable-a-Fla feasible arc subjected to analytical
evaluations to provide basis for ruling out unacceptable
courses of action. There are four factors involved with
acceptability. These factors and a chart showing the
mechanism for the feedback and recycling of selection
criteria used in the process of ascertaining suitability,
feasibility, and acceptability are appended as Attachment 2.
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SUBJECT: The Planning Process
Attachment 3 is a chart depicting the steps used to evaluate
feasible alternatives to arrive at the judgments which provide
acceptable alternatives.
7. In mission analysis, the sole task is to develop a con-
cept of the mission in relation to the situations, events, and
contingencies expected to be encountered in the future. Ergo,
the preliminary planning step leading to the strategic analysis
project. Basic parts of mission analysis are the factors of
needs and issues. To arrive at a correct analysis it is necessary
to examine (visualize) future potential situations, events, and
contingencies, then diagnose the needs as a basis for delineating
the issues and finally what courses of action to take.
8. The concept of strategic planning presented herein places
primary emphasis on reaching agreements in a series of steps, and
agreements are required at each step in the planning operation
before proceeding to the next step. A brief description of these
steps is provided by Attachment 4,
9. It should be noted that we have deliberately omitted
systems analysis as a factor because it applies mainly to those
areas where you have hardware or engineering development stages.
Although systems analysis is used to support cost effectiveness
evaluations, what it generally evaluates is the performance of a
system or its components as opposed to its strategic effectiveness.
10. In conclusion, high-level managers and their senior
planners must be able to visualize future needs, identify important
issues they may face, and initiate timely and appropriate action in
order to keep the risks of being caught unprepared to an absolute
minimum. Competent strategic plans will furnish necessary support
and act as guides to management actions. In strategic planning a
high degree of diagnostic skill is required to provide the insight
so necessary to perceive future situations. The application of
exceptional foresight is also required to determine the constraints,
the opportunities, any roadblocks, and the contingencies that may
be met on the way to the desired goals. Mission analysis and
strategic analysis can help to provide these requirements and should
be the basis for policy agreements that will make the follow-on
programming and budgeting systems an effective management instrument.
5
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'wore
We must avoid plowing headlong into strategic planning with
supreme confidence and find ourselves with that "almost-but-not-
quite charismatic group." In connection therewith, we believe
that there are certain pitfalls or obsessions that must be con-
sidered, and these are listed in Attachment 5. Attachment 6
provides some basic concepts for mission and strategic planning.
STATI NTL
6 Atts
Michael . Malanick
Director of Logistics
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EXPLICIT AND IMPLICIT ELEMENTS OF POLICY
Strategic
Policy
Options
Analysis
Course
Agreement of
> Act;lon
Formulatiox
NOTE: Ends (objectives or goals), ways, and means are strategic
elements in planning. These are generally evaluated in a serial
arrangement one at a time. However, a coordinate arrangement, as
reflected by the schedule below, may be judged more suitable. To
clarify, quite often strategy is limited or determined by the means
available; in additon, the lack of an explict policy will result in
.*100-an inclinaton to look first at the means proposed or available. In
these cases the what-have-we-got-to-do-it-with overshadows the ways
of achieving the ends or goals; i.e., the manager has no other choice;
and the objectives, the ways, and the overall strategy are determined
by the means. Given a clear choice, managers should use all of the
interactions provided by the schedule. In the preferred order, a
manager would examine: first, the ends (goals) they wish to accomplish;
next, explore the ways or methods to achieve the goals; then, assess
the means in terms of funds and other resources (human and material)
available.
ORDER
First Second Third
1. Ends ". Ways Means
2. Ends Means > Ways
3. Ways ') Means > Ends
4. Ways -----> Ends --------> Means
5. Means ------- Ways -----> Ends
6. Means > Ends __N Ways
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THE 'FOUR ACCEPTABILITY -FACTORS
1. Timing ?
2. Contingent .Events as Forecasted
3. PerfOrmance of Proposed Means Employed in Different Ways
4. Gross Cost Estimates
NOTE: These factors are examined by varying the parameters and
relating their effects in sensitivity analyses, i.e., a graphic
charting of the various relationships, sensitivities, and trade-
offs to aid in arriving at judgments of strategic effectiveness.
In strategic analysis assumptions concerning contingent events,
timing, cost, and performance are employed to a much greater
extent than in systems analysis, although the techniques are
similar. In strategic analysis the techniques are used to ex-
plore boundary conditions, to surface important interfaces, and
to locate critical trade-offs among the factors involved. The
payoff from these evaluations is a group of acceptable alter-
natives or options which are candidates for policy formulation
and decision. Inappropriate alternatives can be shelved for
future reference if any need should arise.
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Nose
STEPS USED .TO EVALUATE. FEASIBLE ALTERNATIVES
Suitability Feasibility Acceptability
Studies Studies Studies Judgments
\ /
\- ? _______/
\ /
Courses I.
of; ----
Action
:
Unsuitable
Not
Feasible
????? inele0
Unacceptable Inapprppriate.
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STEPS USED TO REACH AGREEMENTS
IN Tiff-STRATf,GIT-PLANG-PROChSS
1. Diagnosis of needs,
Identification and delineation of issues,
3. Formulation of proposed courses of action to settle the
issues,
4. Elimination of inappropriate proposals and retention of
the suitable, the feasible, and the acceptable,
5. Preparation of the retained alternatives as options for
a policy decision,
6. Agreement concerning the policy, i.e., the objectives, ways,
and means of action, and
7. Transformation of the policy into a preferred course of
action as the basis for program and budget planning.
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PITFALLS OR OBSESSIONS TO AVOID
1. Concentration on physical facilities and programs.
2. Emphasis on external environment, i.e., technological
developments, short-deadlinc demand forecasts, current
trends, etc.
3. Blueprinting the future--The art of using planning as a
device to "fix" the future. Basic assumptions and view-
points become fixed.
4. Failure to communicate--People fear a planned change and
they resist being changed by other people unless they know
why.
5. Overestimating the logical appeal of plans and resulting
programs and underestimating the difficulty of making changes
at the operating level.
6. Ignoring the existence of the "informal group," again a lack
of communications. The informal group (mainly just concerned
people) has an amazing ability to resist planned changes from
outside planners. The informal group generally has a conserv-
ative influence on the planners, more often than not, a
braking effect. Note: Successful planners pay daily respect
to the informal group power.
7. Failure to analyze the talents and abilities of people in
the organization as well as material resources. This has
a lot to do with appraisal of tangible abilities such as
identifying the efficiency minded, those with extraordinary
skills or "know-how," and those with the ability to make
decisions. At the same time, an assessement should be made
of values and aptitudes and characteristics that can be
classified as intangible assets.
8. An inability to be flexible and depart from any segment of
the "master plan" in favor of an alternative strategy.
9. Regarding policy as the way things are being accomplished,
i.e., a state of affairs arrived at by muddling through and
hoping for the best,not by exercise or strategic foresight.
10. Using contemporay positions as a fixed and inflexible policy
guide for the future.
11. Concentration on the idealistic or extreme visionary programs
not germane to the immediate and practical interests of the
organization?
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BASIC MANAGEMENT CONCEPTS FOR. MISSION AND STRATEGIC PLANNING
1. Determination as to what kind of business we are really in
and how do all of the elements relate to one another. Admittedly
a mixed bag, and it will not suffice to simply say "services."
2. Employing available resources in the proper manner,
especially when changing circumstances or contingencies require
a change of course.
3. Considering the element of leadtime in planning for
contingencies far enough ahead to allow enough time for preparation
and maneuvering.
4. The identification of possible or probable roadblocks and
sources of interference which could delay or preclude reaching
mission goals.
5. Conceiving a conceptual framework for planning, with a
platform being the concept of the mission, around which to organize
and guide systematic information gathering and analysis.
6. Recognizing that a contemporary position will suffice only
for short-range procedures with limited capabilities.
7. Minimizing risks of being caught unprepared by relating
mew'
the mission to estimates of future situations.
8. Based on the planning process and derived from all of the
analyses and studies that define the courses of action or options,
?to agree on an appropriate policy, transform it into a preferred
course of action and march forward.
9. Considering that when we think of long-range planning, we
are thinking of those plans which will cover the period from 3
(preferably 5) to 7 years downstream.
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*re
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Mike:
For your information and Jack's too if ou wish to .ass it
along, I am indebted to for
their contributions and advice on this paper. T had asked Frank
for his written opinion as to a Directorate planning concept
and his thoughtful notes on the subject gave me assurances that
I was on the right track. Helen provided an elaboration on the
theme of a "Secretariat" to provide coordination of and control
over the total planning effort, and her suggestion to establish
a bibliographical planning reference I consider most valuable.
Following is the bibliography of reference material used for
special research, more assurances and graphic charts:
Ewing, David W.
"The Human Side of Planning: Tool or Tyrant?"
New York, The MacMillan Co., 1969
Mottley, Charles M.
"Strategic Planning" extracted from "Planning,
Programming, Budgeting: A Systems Approach to
Management" (Second Edition)
Edited By: Fremont J. Lyden and Ernest G. Miller
Chicago, Markham Publishing Co., 1973
Eccles, Henry E., Rear Admiral, USN, Ret.
"Logistics in the National Defense"
Harrisburg, Pa., The Stackpole Co., 1959
Morrisey, George L.
"Management by Objectives and Results"
Addison-Wesley Publishing Co., 1970
25X1A
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xl
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ROUTING AND RECORD SHEET
thECT: (Optional)
No,
The Planning Process
I FROM:
Director of Logistics
1227 Ames Centex Bldg ,./L/
EXTENSION
2551
NO .
DATE
I
TO: (Officer designation, room number, and
build,ng)
SATE
OFFICER'S
INITIALS
COMMENTS (Number each comment to show from whom I
to whom. Draw a line across column after each comment.)
RECEIVED
FORWARDED
lActing Deputy Director
for Administration
7D18 Hqtrs. Bldg.
2 to 3: When we shortened our
suspense on the "Planning Council,
Mike Malanick called me to say tha
his staff was deeply involved in
researching the planning process,
and more time would be required.
suggested he continue the long-ter
study, effor and the attached reflects
these ts. There might be
some disagreement with aspects of
this, but it does show that Logist
is working the issue. I recommend
a. Dissemination to all
Office Directors, in standard
fashion, as part of the manage-
ment conference.
b. Referral to the Chief,
Plans Staff, for our own
internal review and comments
prior to the conference.
Att: DD/A 74-3358
2. 25X1A
Mr
PI
iI/11 if
1^40.2.1t
3.
Mr. McMahon S)otv1..
4. --Z?
.
.
.
.
10.
11.
12.
13.
1,4.
_New
15.
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El CONFIUNTIA! El !PillW
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22 August 74
SUBJECT: Additional Comments on the DD/A Planning Council
The attached chart summarizes the preferences of the various Offices
with respect to a DD/A Planning Council. The following are some comments
which were included in the Office memos:
--Would be useful for DEVA to cite for each Office or
Planning Council the types of questions he expects them to
answer. (OJCS)
--Security's preference follows model of Senior Personnel
Resources Board and Personnel Resources Committee recently
established.
--Use sub-committees or sub-groups for specific tasks
(OTR).
werwe
Att.
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Reactions to DD/A Planning Council
--------
A
- ----- --- .--
--Ii
C
A-DD/A +
D/OL, OC
Office & OJCS
A-DD/A +
3 Office
Deputies
C/PS-DDA +
Office
Plans Chiefs
Logistics X - Did not
specify which
Office Directors
Medical .
X
Commo
X
Finance X - Augment with
two other Direc-
tors rotating.
JCS
X
Personnel
X - D/L, D/C,
& D/JCS (1 grp)
DIP, D/S, D/T,
& DIM in 2nd grp.
Staff suppor-
to 2 groups
in Alt. A
Security
X - Council of
all Office
Deputies &
Committee of
all Plans Officers
Training
I
X - Include all
Office Deputies.
Use C/PS-DDA as
Exec. Secretary
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OC-M-74-467
15 August 1974
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT DDMS Planning Council
REFERENCE DDMS 74-3022, 8 August 1974
1. This is in response to referenced memorandum which
requests the Office of Communications comments on a concept
of establishing a DDMS Planning Council.
2. The Office of Communications is already heavily
committed to planning activities related to the conduct of
our business. On an annual basis we develop those plans and
programs which are required to keep the Agency's communications
systems operating effectively and efficiently and responsive to
known and projected requirements. In addition, when we are con-
templating major system changes such as those related to
or Secure Voice, we develop long range plans covering such
programs for ten or more years in the future. A major input
to this planning process is derived from direct contacts with
our customers and with Agency components having peripheral
interest in the plan being prepared. For example, in preparing
our Secure Voice Plan we conducted a requirements survey involv-
ing direct contacts with virtually all Headquarters components,
and we consulted with the Office of Security regarding the security
of the present red-button system, contractor maintenance and
other security-related factors, and with the Office of Logistics
regarding matters within its purview. In a similar manner, OC
provides consultation and input to planning studies being carried
out by other DDMS Offices, such as the OJCS MAP plans and the
OL study on space requirements for environmentally sensitive
equipments. It is our feeling that the planning procedures
illustrated above have been and continue to be effective and (\
responsive to the needs of the individual offices. The activ-
ities of the proposed Planning Council should not duplicate or
replace these procedures which are already being effectively_}
employed.
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rflR h- r-NTIAL
SUBJECT: DDIOS Planning Council
3. If it is determined that a Planning Council is
needed at the Directorate level to make sure that the various
Offices are not making plans which contradict or duplicate
plans of other Offices within the Directorate, it appears to
me that the DDIOS Plans Staff should be the focal point.
When and if that Staff determines that there is a lack of
coordination or cohesiveness in the plans of the various
Offices then they can call meetings of representatives of
the Offices affected. Periodic informal meetings of Plans
Officers from all the Offices could also be continued as in
recent months. I certainly do not visualize a need for
development of an overall Directorate plan which encompasses
all of the various programs going on within the Directorate.
Since we are a very diverse group of Offices, it appears that
the possibilities of overlapping plans or contradicting plans
are relatively remote.
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MEL
riT 3NAL
ma
E ONLY 1 5 AUG 1974
MEMORANDUM FOR: Executive Officer to the Deputy Director
for Management and Services
SUBJECT DD/MS Planning Council
REFERENCE DD/KS 74-3022 dtd 8 Aug 1974, Same Subject
1. We believe the proposed Directorate Planning Council
has the potential for making significant contributions to the
long term planning process in areas of DDMS concern.
2. In our view the importance of the role of this Council
warrants the personal attention of office directors. We,
therefore, favor the reference proposal that the permanent
membership of the Council be comprised of the ADD/MU and
the Office Directors of Communications, Joint Computer
Support and Logistics. As a suggestion we believe the
permanent membership should be augmented by perhaps two of
the directors of the remaining five offices who would serve
annual terms on a rotating basis.
3. We believe that additional planning for operation
of the Council, frequency of meetings, approach to problems,
etc., should await formation of the Council and be subject
to the Council's direction.
Thomas B. YaJe
Director of F nance
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MEMORANDUM FOR:
SUBJECT
REFERENCE
OJCS 1108-74
1 5 AUG 1974
Executive Officer, DD/M&S
DD/M&S Planning Council
Memo to D/OJCS fm EXO/DD/M&S, dtd 8 Aug
74, same Subj (DD/M&S 74-3022)
1. I have the feeling that even with the "extended
discussion on the increased need for planning in Government"
which took place on 26 July and 5 August 1974 at meetings
with the DD/M&S, there is little commonality among the DD/M&S
Office Directors of what such plans should include or look
like. As with your memorandum, the things that come through
the clearest are procedural, i.e., possibility of two Plan-
ning Councils, possible membership on these councils, etc.
2. What is needed, apparently, is better guidance
on the substance of such plans or Planning Councils. It
would be very helpful if the DD/M&S listed, for each Office
or Planning Council, the types of questions he expects the
planning to answer. Another way to get his idea across would
be to distribute a plan from some other organization that il-
lustrates what he has in mind. It is our intention to draft
an OJCS plan as we understand the requirement before the
September meetings. This would be in addition to the OJCS
Systems plan covering FY-75 - FY-78.
3. As for the three schemes for Planning Council
representation, I favor the alternative in paragraph 3c of
the reference. Regardless of which alternate is selected, I
suspect it would be wise to allow for meetings to be attended
by such additional personnel as the Office Director and DD/M&S
feel are appropriate. It is believed that alternative 3c would
result in a better end product. It is my opinion that the
Office Directors could not allot sufficient time to the plan-
ning to do it justice while trying to manage their Offices.
25X1A
Hk E.
Director Joint puter Support
Distribution:
Orig & 1 - adse
2 - O/D/OJCS
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1 6 AUG 1974
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT DD/MS Planning Council
REFERENCE Memo to Office Heads fr EO-DD/MS
dtd 8 Aug 74, same subject
(DD/MS 74-3022)
1. This memorandum responds to referent request and
is for information only.
2. We suggest a DD/MS planning mechanism organized
along the following lines:
A. a Planning Council consisting of the Deputy
Office Heads and chaired by the ADD/M&S;
B. a Planning Committee consisting of the
Planning Officers of each of the DD/MS Offices
and chaired by the Chief, DD/MS Plans Staff.
3. This planning group would somewhat parallel the recent
organization of a Senior Personnel Resources Board and a
Personnel Resources Committee. The Planning Council would
consider broad policy issues and make planning assumptions
upon which detailed planning was to be based. The Council
would act as a whole in considering issues affecting the
plans of all Offices, such as anticipated trends in per-
sonnel and funding ceilings in future years, in identifying
functional areas where contingency plans should be developed,
in evaluating the efficiency of our current Directorate
organization, etc. In dealing with matters of concern to
a more limited number of Offices, the Council could divide
itself into sub-groups, such as the Offices of Logistics,
Communications, Joint Computer Services, and Finance for
matters dealing primarily with our physical assets, and
Personnel, Security, Medical Services, and Training for
matters dealing with our personnel assets.
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4. The Planning Committee would provide staff support
to the Council by preparing and referring back to the Council
detailed planning documents. The Committee should also
suggest to the Council areas in which policy decisions or
guidance are needed for planning purposes.
25X1A
Charles W. Kane
Director of Security
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13 AUG 1974
NENORANDUM FOR: Deputy Director for Management and Services
SUBJECT : DD/MES Planning Council
REFERENCE : Memo to Office Heads fm EO-EMS dtd 8 Aug 74;
same subject
1. I endorse the idea of a Planning Council for the Directorate
and envision it studying and making recommendations to the DDM&S related,
inter alia, to the following:
a. The efficient and equitable allocation and use of
authorized fiscal and personnel resources.
b. The most appropriate distribution among components
of unanticipated or crash reductions in resources.
c. The Directorate positions on matters of future concern,
i.e., DCI Perpectives for Intelligence 1975-1980, technological
developments Impacting on MU components and related matters
where "brain storming" by a knowledgeable group could be inno-
vative and productive.
d. The review and evaluation of the Directorate planning
systems for relevance and effectiveness.
2. Unlike almost anything else we do, except the periodic Directorate
25X1A management conferences at the a Planning Council has the ancillary
benefit of developing understanding and cohesion among components. Achieve-
ment of such a goal may be just as important as any substantive product
of the Council.
3. Somewhat unlike the referent alternatives, I believe there should
be just one Council and that each of the eight components should have one
representative, probably the Deputy Director (with the Office Director
as alternate). While the logical Directorate breakout of services and
people exists, as noted in referent, I believe sufficient overlap is
always present to render such a firm division of planning groups very
difficult. Hence, the single Planning Council concept seems more practical.
Sub-committees or sub-groups could be assigned tasks as required, but
always for later consideration by the entire Council.
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4. Finally, I concur that the group be chaired by the Associate
DDMS and suggest that the Chief, Plans Staff, DDMS, be Executive
Secretary to the group.
-Tow'
Director of Training
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1 6 AUG 1974
MEMORANDUM FOR: Deputy Director for Management
and Services
SUBJECT DD/MS Planning Council
REFERENCE
Memorandum from EO-DD/KS, dated
8 August 1974, subject as above
As requested, the referent memorandum has
been considered in the OMS, and comments are as
follows.
Since we are uncertain how Directorate
planning should be organized, we would favor
further discussion -- and learning -- while
the question remains open. If our position
is desired at this time on one of the three
alternatives outlined in the referent memoran-
dum, we would favor the third alternative, i.e.,
using the existing Directorate planning mecha-
nisms.
STATI NTL
JO PIR. TIETJEN, M.D.
Directo of Medical Services
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1 5 AUG 1974
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT ?
^ DD/MU Planning Council
REFERENCE ?
? Memo dtd 8 August 1974 to DD/MS Office Heads
from EO-DD/MU; re same subject
Jack:
We have studied Skip's memorandum concerning
your views on the need to develop a planning mechanism or
council.
I am puzzled at the emphasis given in this
memorandum to the Offices of Logistics, Communications and
Joint Computer Support as the areas for which planning needs
are the greatest. The increasing attention by the Director
and the Management Committee on personnel reductions, manpower
controls, and the many significant implications of PASG, as
well as the constraints on money and personnel, calls for
personnel planning of the highest order.
I agree, of course, that the planning
responsibilities of the Offices of Logistics, Communications
and Joint Computer Support are complex and fully support the
suggestion that these Offices be grouped. At the same time,
I suggest for your consideration a similar grouping of the
Offices of Personnel, Security, Training, and Medical Services
charged with the same planning responsibilities you have in
mind for the other Offices.
I also believe that the need for long-term
planning demands a level of attention which requires personal
participation by the Heads of the Offices concerned. Staff
support to these councils could be provided by the DD/MS
Plans Staff with assistance to each Office Head from his own
planning staffs. To all who can use the data, we would supply
our various manpower projections and forecasts which should be
useful for many long-term planning considerations.
M. Jann
Director of Personnel
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