BIWEEKLY ACTIVITIES REPORT #1 21 DECEMBER - 31 DECEMBER 1964

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06096A000100010021-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 5
• Document Creation Date: November 16, 2016
• Document Release Date: May 8, 2000
• Sequence Number: 21
• Publication Date: January 5, 1965
• Content Type: MF

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WAR-` C. 0
Nr ENT1AL
5 January 1965
MEMORANDUM FOR: Chief, Intelligence School
SUBJECT: Biweekly Activities Report #1
21 December - 31 December 1964
1. As has been the case in past years, the time around the
holidays is a rather inactive one for a briefer, and a relatively short
report of one briefing given during this time bears out what has
become traditional. This briefing was given on Monday, 21 December,
from 1430 to 1500 to Ambassador Ben Hill Brown, Jr., who is going to
Liberia.
2. There have been some other activities during this period. On
21 December, I had lunch with Mr. Roy Melbourne, Director of the Foreign
Service Institute's Mid-Career Course. The subject of our conversation
was the new Foreign Affairs Program Management Seminar that the FSi. is
working up for people somewhat more senior than the Mid-Career Course
people have been. As I have said in a previous report, I believe we
should meet Melbourne half-way and try to improve the CIA part of this
course. He has allotted only a day to the spring session but expects
to push this up to two full days for the Agency for the August session.
I think it would be well worthwhile to try to create a stimulating
program for these people at that time. For the first running of the
course this spring, I would suggest that we treat it as we would treat
a more senior group, with a welcome, perhaps, by Mr. Kirkpatrick or
General Carter, a better meeting room than the OCR movie theatre we have
been. using (I would suggest Col. White's conference room), and better
logistical arrangements for coffee and lunch than we have had In the
past. Melbourne Is very enthusiastic about this new course and appears
to have very strong high-level State Department backing. I enclose a
prospectus.
A 3. On Tuesday, 29 December, Paul Chr6tien and I had lunch with
General Royce of The Military Assistance Institute, who is retiring from
his post there. On the following day I received a letter from General
Reynolds, who has taken over General Royce's job, and was informed that
my presentation on The Role of CIA would be deleted from their Program
of Instruction from here on in because MAI, had been directed to include
in their curriculum several additional hours of Military Assistance
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SUBJECT: Biweekly Activities Report #1
CONFIDENTIAL
subjects. "The new broom sweeps clean" and I have been swept. The only
mitigating factor in this appears to be that MAI has, in fact, been
directed to Include additional Military Assistance subjects In their
course. At a party for General Royce on the evening of 30 December, I
met MAI's boss who is, I believe, with the Research Analysis Corporation,
which owns MAI. Without knowing what contribution I made to the course,
he told me they had been directed to Include extra Military Assistance
subjects and would have to make a number of changes in the curriculum.
This knowledge made me feel a little better about being "fired" when I
received the word. I regret, however, that these people who will be In
contact to some extent with our field personnel will not be receiving the
message in the future and sincerely hope that it has not been any
failing on. my part which resulted in or caused this decision.
25X1A
E
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SCHOOL OF FOREIGN AFFAIRS
Department of State
FOREIGN AFFAIRS PROGRAM MANAGEMENT SEMINAR
The Seminar is designed to prepare foreign affairs specialists to become
desk officers, embassy section chiefs, principal officers and to assume other
executive-type positions by studying the design, implementation and coordination
of the main programs constituting United States foreign affairs. It is intended
for qualified State Department officers and for those with comparable backgrounds
in other agencies concerned with foreign affairs.
Officers rising to managerial responsibilities in foreign affairs, using
the Foreign Service as the example, generally start by becoming desk officers,
section chiefs or principal officers of moderate size consulates. This usually
occurs at a level comparable to senior FSO-4. Under present career management
patterns these officers have been concentrating their previous years on one of
the broader specialties. Some will have served in more than one specialty. To
cross the new threshold, they must learn to see both their own specialties and
the others with the eyes of management: how the main programs are best built,
conducted and combined in the pursuit of United States objectives.
After outlining the foreign affairs role and principles of program management,
the Seminar will survey elements of the American scene related to overseas
operations. Then it will turn to the significant factors in developing nations
which create an added management dimension since United States programs require
foreign cooperation. Communism, the ideological-operations competitor, will be
examined for its interplay with United States programs.
Building on the above material, the Seminar will study the elements within
the United States establishment involved in foreign affairs activities and see
how each does its part. It will show how policies and programs are developed and
actually managed, by examining the roles and techniques of agencies whose interests
range from policy direction to political, information, economic, military, and
scientific programs. Aspects of diplomatic practfee and negotiation of value to
managers also will be stressed. Reference will lie made to executive-legislative
relationships, public opinion, and other relato1 factors that influence the
conduct of foreign affairs. Finally, it will'freat management from the Washington
and field view, including the country team role and the need to meld all programs
for the success of United States policy. Case studies and the best qualified
professional speakers will be highlights of the Seminar.
A continuous thread throughout the Seminar will be separate country studies
by student panels. For the duration of the Seminar each panel will examine program
management with relation to all United States activities affecting a selected
developing country.
Each panel in three presentations spaced during the Seminar will successively
survey local factors bearing on United States policies and activities, review the
current scope and estimate the effectiveness of United States programs, and finally
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outline ways in which panel proposed programs can best be integrated and managed,
and even adapted to a hypothetically changed situation.
The Seminar, to achieve its purposes during its 16-week length, will use
lectures by the most appropriate personalities, the cited student panels, visits
to agencies and installations, selected readings, and independent study. Phases
of the Seminar, not necessarily in the suggested sequence nor in the flexibly noted
working time and exclusing independent study, will be as follows:
After developing the rationale for the Seminar and the need for capable program
managers, relevant principles of management, as well as management practices and
techniques proved successful in both business and government, will be presented
for sophisticated study and be discussed by ranking officials and qualified
technicians and executives. (5 days)
Management coordination of programs will be the underlying theme throughout
the Seminar stemming from the opening phase and will be merged into both the
descriptive and operational aspects of the phases examined. Since the officers
will be working primarily on country programs as a rule, the emphasis of training
will be on these, with appropriate reference to how they fit into regional and
global affairs. The training will show how the programs are designed, how they
operate, and how they are coordinated with the related variety of United States
programs.
There is a real necessity for understanding certain social, economic, cultural
and political elements of the American base which have an impact on foreign affairs
operations in which a program manager is engaged or which are professionally
useful. This will range from social and economic trends, including civil rights
and labor relations, to those related to Congressional policies and to informational
and cultural developments. (9 days)
The developing nations will be used as the best examples of the interaction
of domestic conditions and problems with United States program operations there.
After a look at contrasting Western and Indian attitudes as poles of reference
in dealing with peoples, the modernization problems of successive world areas
will be discussed. The roles of key groups such as students, youth, women and
labor, as well as political, economic and military elites, in such areas will be
examined. This will give professionally useful basic material of an area nature
of potential use in foreign affairs program management. (6 days)
A fund of knowledge will be developed in the potential program manager of
communist techniques and programs, from propaganda and subversion to military
and economic aid, as well as the nature of their threat to and interaction with
United States global activities. These will be studied and discussed by world
areas. (5 days)
The Seminar will seek to show how the policies are devised under which program
managers operate and how certain foreign affairs agencies manage their own programs
both in Washington and the field. This will be done by an elaboration by concrete
examples of the factors involved in intra and inter-agency coordination of
certain programs. The phase will principally concern itself with the White House,
NSC, Congress, State, the UN, USIA, and CIA. Readings on thinkers currently
influencing United States policy, operations and programs will be individually
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6. United States and International Economic Policy and Program Coordination
The varied featureswill be explored of United States economic activities at
home and abroad, their international relationships and the implications of these
for United States operations, and the relevant roles and management of United
States economic agencies' programs overseas. This phase would involve State,
Treasury, AID, Commerce, Agriculture, and the Peace Corps. (6 days)
7. United States Military Policy and Program Coordination
The coordination in political-military matters between State and Defense
will be examined, together with the Defense role in operations and programs abroad.
This will include United States military concepts of operations, the Military
Assistance programs operating through ISA in Defense and MAAG in the field, the
role of military intelligence, military programs in developing states concerned
with internal defense, Defense interest in space and missilry, the problems
involved in the operation of the United States alliance systems, and the questions
of disarmament. (7 days)
8. United States Science and Technology Problems and Programs in Foreign Affairs
A study will be made of the increasing interaction of scientific technology
on United States activities and programs overseas. This will examine the contribu-
tions being made by scientific agencies such as AEC and NASA to the general
activities spectrum, the ways their programs are being integrated with others,
their relationship to other international scientific activities, and the application
of technology through programs to meet the needs of developing countries. (5 days)
9. The Relation of Diplomatic Practice and Negotiation to Overseas Operations
The changing role and function of diplomacy will be stressed in the light
of the varied United States programs overseas and the interrelation between
bilateral and multilateral activities. Negotiation, its techniques and the role
for program managers in buttressing United States operations, will be examined
through the general practice of illustrative cases. (5 days)
10. Combined Program Management
Having examined the separate operational program tools involved in United States
activities overseas and the way each is being managed, this phase will discuss
management problems and solutions from.the Washington and field perspectives.
Comprehensive country programing, post operational management, the role of the
country team, and the indispensable melding of all programs for the success of
United States policy will be stressed. Case studies will be used to illustrate
these points, as well as the most qualified speakers, including chiefs of mission.
As a culminating exercise, each country study panel will make realistic
proposals for the most effective separate and joint management of its suggested
United States programs affecting the country studied. The panel also will show
how it would adapt its programs to meet another posed contingency. (10 days)
NOTE: The total number of days indicated represents- 72, plus 4 days for. scheduled
country panel presentations, or 76 out of a total of 80 days for the 16 weeks. The
other 4 days will be devoted to independent study.
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