DDA EXCHANGE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-00473A000300040021-6
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 78
• Document Creation Date: December 12, 2016
• Document Release Date: January 14, 2002
• Sequence Number: 21
• Publication Date: May 26, 1977
• Content Type: MF

Approved For Release 2002/02J
MEMORANDUM FOR: Director of Central Intelligence
FROM: John F. Blake
Deputy Director for Administration
SUBJECT: DDA Exchange
REFERENCE: Routing and Record Sheet, dtd 18 Apr 77 (ODA 77-2176)
1. Action Re nested: You are invited to author the lead article
for the J 1 ssue~of Exchange. A copy of a past issue is attached
for your review.
2. Background: DDA Exchange is a quarterly publication with wide
circulation hrougiout the "irctorate and among DDA careerists serving
in other components. The publication serves as a source of information
as well as a vehicle to describe new techniques or concepts at work in
the Directorate. The majority of the articles are prepared by DDA
careerists, writing on their own time, on topics of professional interest.
Based on a survey recently conducted among the readership, the publication
is very favorably received and is an important source of information of
DDA activities. Previous authors of the lead article (or "Comment")
include John McMahon, George Bush and Hank Knoche. Several of the survey
responses requested an article from you. The articles normally run
between 300 and 600 words. The subject of the article is, of course, left
to your discretion; however, the Executive Board of Exchange offers the
following suggestions for your consideration as subject areas:
a. your recently established "small group meetings,"
b. your previous view of the Agency from Naples contrasted
with your present view from the seventh floor, or
c. what type of support you expect from the Directorate of
Administration.
It has been our custom to include a photograph of the author of "Comment"
with the article. With your permission, we could use your official Agency
photograph, or if you prefer, arrangements will be made for one to be taken
at your convenience.
3A0003000400
DDA 77-2995
26 May 1977
DOWNGRADE TO UNCLASSIFIED
UPON REMOVAL OF ATTACHMENT
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3. Recommendation: That you submit an article as requested above.
Our deadline for submission of articles to the printer for this issue is
on or about 10 June 1977.
; ti F
John F. Blake
Attachment - April 1977 DDA Exc hanc, e
I WILL SUBMIT AN ARTICLE:
Di ecfor o Cen 1-Intelligence
I WILL NOT SUBMIT AN ARTICLE:
Director of C ntra nte1T1genre'-'
7 v 77
Date
Distribution:
Orig - DCI w/Att
I - DDCI w/Att
1 - ER w/Att
- DDA Subject w/o Att
1 - DDA Chrono
1 - JFB Chrono
DDA/M&AS:kmg (26 May 77)
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7 June 1977 .
DDA EXCHANGE
Draft Lead Article
One of my highest priorities, and one which I hope you will
share through your support and your ideas, is to increase public'
understanding of what the Central Intelligence Agency does and
why. Intelligence organizations have traditionally been super
secret, closely guarded institutions. There has, and continues
to be, good reason for operating in this kind of environment.
However, with an absence of accurate information, rumors and
myths flourish. Over the years, and particularly in the recent
past, these myths have served to magnify and distort the truth,
further undermining the Agency?s credibility at a time when
it needed all the support it could muster.
I. think it will benefit the Agency and help restore public
trust in the critical job we are doing to step out of the shadows
of secrecy and let the public see what we are doing to the greatest
extent possible. The more the public knows about the CIA the
more difficult it will be for irresponsible commentators to make
sweeping generalities about what we are and what we do. Truth is,
after all, what we seek in our work.
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Some of you have already contributed to
opening up the Agency more in specific ways. These includes
? Declassifying as much of our work as we can
so that more of our excellent studies can be made available
to industry, academic institutions, and interested citizens.
Our recent Oil Study is a good example of this. Really
very little had to be done to this formerly classified
study to declassify it. It is now an important part of
the open literature on energy where it can make a real
contribution to the current debate.
? CBSs "60 Minutes'!\While the presence of camera
crews in the Agency'. 4., ,' more than a week., was at times
an inconvenience and involved some security problems which
had to be resolved, I believe in the long run it was well
worth the effort. A large audience across the country will
see inside the CIA for the first time when that program
is aired. Hopefully, they will learn for themselves that we
are ordinary people, dedicated to serving our country well
in an organization which fulfills a vital national need.
? Improved security. A revived emphasis on security may
seem to work against the goal of opening up the Agency more.
In fact, by protecting legitmately sensitive information better,
we hope to reduce overclassification which can breed a contempt
for all classified material. and lead to leaks. A larger
quantity of information is then unclassified and available to
the public.
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Others of you will, I hope, become involved in similar
projects. Many fine ideas have come from the meetings I have had with-16
I ciy.ahv,Directorate Management Advisory Groups. These are being staffed and
decisions will be made soon on many of them. As we move ahead, I
will keep you informed of the initiatives we are taking through my
Notes From The Director. In the meanwhile, I want to continue meeting
with small groups of you to elicit your good ideas. There will be
an invitation published soon asking many of you to volunteer to
participate in one of these groups. No grade level has a monopoly on
innovative ideas, so I hope you will join me. in this endeavor.
Together we can continue to improve our product, to make a career
in intelligence even more rewarding, and to re-earn the public
confidence and trust we deserve.
In my short time with you, I have found the challenge stimulating.
The CIA has a key role in our government. The support we provide
the President, Congress, and the Cabinet is absolutely central
to their decision-making and we are relied on by them to provide
the best information and analysis available on which they can
base their decisions. You are unquestionably where the action is.
You are also where the best people are. The CIA is openly
recognized throughout government as being staffed by outstanding
people. This has been confirmed to me personally during these
past months through the timeliness of your responses and their
obvious quality and thoroughness.
The opportunities available to the Agency in the coming months
could not be more exciting. America is not the dominant political,
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economical or military force in the world that it was after the
Second War World. The Soviet Union has established great military
power. Even the smaller nations of the third world can together
exercise real economic leverage. And, year by year the rest
of the world continues to evolve politically. Few nations are
willing to accept either democracy or communism in their pure
forms or as dictated to them by larger nations. Instead, they seek
a tailoring of political theory to their own situation. Consequently,
the political influence larger nations can exert on developing
nations is limited. Centers of powers sometimes shift unpredictably,
vitiating what was yesterday thought to be an uncompromisable
power base, be it political,' economic or military.
In this fluid world, knowing what other nations are thinking
and what they intend to do is the surest guarantee that we will
be ready to counter or complement their actions. The Intelligence
Coummity is unique in snaking this contribution to the leaders
of our country. Our task today is to increase the receptivity of
Congress, the President, and, most important, the public to our
product. To do this we must demonstrate through action that the
intelligence product is of highest quality, that it reflects
the maximum of our collection and analytic capabilities, and that
it is being pursued in a manner of which they can be proud. Our
efforts to open the Agency to greater scrutiny are in my mind
indispensible to this goal. I solicit your cooperation and help.
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confidential
ange
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CONFIDENTIAL
"Coming together is a beginning; keeping
together is progress; working together is
success."
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help! dd
see excnange
p age 58
A publication designed to furnish a me-
dium for the exchange of ideas, concepts,
information, and techniques that are of
common interest to the personnel who are
engaged in resource management in the
Directorate of Administration.
VOLUME 2, NO. 2
NATIONAL SECURITY INFORMATION
Unauthorized Disclosure Subject to Criminal Sanctions
< ;lasslfied by 000288
Exempt from General Declassification Schedule
of E 0 11652, exemption category:
4tb13(1(2), and (3)
Automatically declassified on.
date impossible to determine
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staff
25X1A
25X1A SENIOR EDITORS
25X1A
25X1A
ASS
OS
OP
OC
OMS
OL
OF
ODP
OTR
CMO-DDA
A-I-DDA
EO-DDA
MANAGING EDITOR
25X1 A M&AS-DD
ADMINISTRATIVE ASSOCIATE
M&AS-DD
index
COMMENT ................................................. 4
THE DIRECTORATE ................................. 8
FORUM ....................................................... 12
ABOUT DDA .............................................. 36
A California Fire ................................... 36
Minority Career Day at Michigan State.. 40
Status of the DDA Senior Rotation
Program .............................................. 42
Butterflies May be Free But WATS
Calls Are Not ..................................... 42
Portrait-Office Directors' Conference.. 44
INNOVATION .............................................. 46
Planning, Creativity and Initiative ....... 46
The Incentive Awards Story ............... 50
FEATURE ................................................... 52
Security Classification Consciousness
Raising ................................................. 52
The Information Science Center ........ 55
IN CONCLUSION ...................................... 58
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comment
This edition of DDA Exchange marks the
first anniversary for publication of our Direc-
torate magazine. Tradition dictates a pause,
on such an occasion, to assess our present
state and prospects for the future. Since the
Reader Survey will do that for DDA Ex-
change, this Comment will address the
present state and future prospects for the
Directorate.
The Directorate of Administration is alive
and well-it is full of life. All the vital signs
are good. It is functioning; it is growing-that
is, maturing; it is responding to challenge;
and it is building foundations for the future.
The articles in this issue of DDA Exchange
themselves bear witness to the vitality of the
Directorate.
25X1A
Read about the couriers-the "conveyors"
of the intelligence product from its r
finished stage. Read the story of the
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ber as you read that these are also Illustra-
tive of the functioning and operation of the
entire Directorate in its diverse and far-flung
missions and roles.
The Directorate continues to mature,
keeping pace with advances in technology
and in increasingly sophisticated analytical
techniques. Working with the DDI on project
SAFE, ODP will, by late 1980, have helped
provide "computerized" tools in the process
of intelligence analysis. A relative newcomer
to DDA is the Information Science Center
that, in meeting the training requirements of
the entire Intelligence Community in mod-
ern, quantitative techniques of analysis, has
increased its course offerings from two to
eleven and student attendance from 47 to
700 (est.) in just seven years.
Resumption of operations within a matter
fire
s just a to ken o
e can- o responsiveness of the Direc-
torate. Other stories in this issue refer to the
challenges met by the Directorate in adjust-
ing to the growing legal constraints on our
activities, a subject the General Counsel
addressed at the DDA Division Chiefs'
Conference, and the classified information
"revolution" resulting from the Freedom of
Information Act, the Privacy Act, and the 30-
year classification review program that is
mandated by Executive Order 11652.
The co-op program, as described in the
Office of Finance, is just one way we are
building for the future excellence of the
Directorate's staffing complement. Another
is the DDA Senior Rotation Program whose
success in just a few months suggests
expansion even at this early date. Represen-
tatives of the major components in the
Directorate recently spent an entire day just
exchanging ideas for improvement in plan-
ning, management, efficiency, productivity
and fiscal economies.
The Directorate Is not only alive, but it is
well. Well-being perhaps can best be mea-
sured by the degree of professionalism and
by the extent of cooperation. Again, we
come back to this Issue of DDA Exchange
for testimony. For example, back-lighting
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the articles on "Psychological Testing," on
"Job Analysis-Key to Good Management,"
and on the "Citizens Radio Service," are
highly developed technical, behavioral, and
managerial skills and expertise applied
objectively and dispassionately.
None of the above, of course, could be as
effectively accomplished without coopera-
tion among man v. The DDA Division Chief's
Conference and the Office
Directors' Con erence a two weeks later
attest to the
Directorate conviction that benefits accrue
by working with one another.
The Directorate has problems and
difficulties-this cannot and will not be
denied. Things are not all rosey; things do
not always work the way we expect; things
sometimes fall through the cracks. At the
recent conferences of Division Chiefs and of
Office Directors, many problems were
identified and discussed-some without
immediate or even apparent solution. How-
ever, these must be viewed in their proper
perspective. They are not overwhelming.
They are not beyond the proven capability of
the men and women of the Directorate,
either to solve or to accommodate. A
healthy organization can meet problems
without fear.
And what of the future prospects for the
Directorate of Administration? None can
deny that prediction of finite form and
structure can be made only after acknowl-
edgment of chance. However, we can as-
sure the continued life and well being of the
Directorate very simply-that is, do our jobs
the very best we can, maintain our profes-
sionalism, and work together. If we commit
ourselves to these guidelines, we who
constitute the Directorate of Administration
can predict with certainty that ours will
continue to be a vital and integral contribu-
tion to the mission of the Agency.
(CONFIDENTIAL)
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the directorate
DDA DIVISION CHIEFS' CONFERENCE
The Directorate of Administration chalked
up a "first" when all the line division chiefs
from the eight DDA Offices were invited to
meet early in March for a three-day confer-
ence. Almost all attended. Among the con-
ference objectives were the discussion of
common problems, communication be-
tween these division chiefs and the DDA on
substantive and career needs, and finally-
and -perhaps most importantly-meeting
The ambitious agenda encompassed a
mix of lecture and report sessions and of
working sessions. Each Office delegation
shared with the assembly an update on
significant trends, developments, and
changes in their respective Offices. Mr.
Blake and the conferees enjoyed an hour of
questions and answers after the conclusion
of his formal presentation. And of personal
interest to each of the division chiefs was the
discussion with Mr. Malanick on the policies
of the "M" career service and the career
management of personnel at the division
chief level. Responding to the vital interests
of each division chief, Mr. Anthony Lapham,
General Counsel, was Invited to speak about
the legal constraints on the Agency's activi-
ties and the growing role of OGC. Expand-
ing the horizons of the conference theme
were the comments offered by Mr. Knoche
who joined the divi ' n chiefs at the social
hour and at dinner. 25X1 A
The working sessions centered around
the activities of the five teams composed of
representatives from each Office. The
teams, in lively debate, met to discuss
problem areas and then reported their
findings and observations to the assembly.
In its post-conference meeting with Mr.
Blake and Mr. Malanick, the Steering Group
gave a summary briefing of the findings by
the teams on each of the subjects consid-
ered and presented them with the written,
31-page Conference Reports that ad-
dressed:
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Personnel Management:
DDA Personnel Handbook
Employee Concerns
Personnel Administration
Training
Personnel Planning
The Care and Feeding of Division Chiefs
Communication in the Directorate
Control and Creativity
What have been the results of the Confer-
ence? It's still too early to draw the bottom
line on the tangible results. However, the
Steering Group, in its post-conference
meeting with Mr. Blake and Mr. Malanick,
tabled a list of topics suggested by the
division chiefs for discussion by the Office
Directors at the DDA Management Confer-
ence. Among these were:
The results of the DDA Division Chiefs'
Conference:
The future of computer applications in
DDA;
The revision of competitive evaluation
descriptors;
The utility of the MBO system in DDA.
Mr. Blake, in initial response to the
Conference Reports, wrote to each conferee
expressing his thanks for his or her partici-
pation in the efforts of the group and
committing the senior management of the
Directorate to review and analyze the find-
ings of the Conference Reports for the
purpose of undertaking appropriate action.
These have been the tangible results.
From their individual conference critiques,
however, the message is clear. The most
acclaimed result of the conference was
contact with other division chiefs. One of the
conferees observes:
The primary benefit is not the sched-
uled agenda items; it is the opportunity to
meet and appreciate your fellow confer-
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forum
FINANCE .................................................... 13
Cooperative Education ......................... 13
DATA PROCESSING ................................ 14
Project SAFE ....................................... 14
TRAINING ................................................... 17
Report on Agency Training ................ 17
LOGISTICS ................................................. 19
Profile: The Couriers ............................ 19
MEDICAL SERVICES ................................ 23
Psychological Tests .............................. 23
PERSONNEL ............................................... 26
Job Analysis-Key to better Manage-
ment ................................................... 26
SECURITY .................................................. 30
Interagency Training Center ................ 3C
COMMUNICATIONS .................................. 32
The Citizens' Radio Service ................ W
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finance
COOPERATIVE EDUCATION
The Office of Finance has participated in
the Cooperative Education Program since
1970. This Program assists in development
of talented college students who are inter-
ested in pursuing an accounting career with
CIA. It offers qualified students the opportu-
nity to apply principles taught in the class-
room to the Agency's financial management,
accounting and budgeting systems, and
familiarizes the student with Government
finance and accounting practices and pro-
cedures. This is accomplished through
alternating periods of work with college
attendance, usually of three month's dura-
tion in each capacity.
The Finance Cooperative Education Pro-
gram is comprised of eight workblocks in
the various functions of the Office. The
Program started with one student in 1970
and has reached a total of six students.
Cooperative Education Programs were es-
tablished with Rochester Institute of Tech-
nology, University of West Florida, Indiana
State University, Virginia Polytechnic
Institute, and American Unversity. The
majority of these colleges require the stu-
dent to be in the sophomore year before
entering a co-op program. The student
applies to the Agency as any other appli-
cant, receives the same clearances, and is
put under contract for the number of years
necessary to complete his or her degree.
Upon graduation and re-clearance, the stu-
dent is converted to staff employee status at
a grade level commensurate with on-the-job
experience and in accordance with guide-
lines established by the OP.
The flexibility of the Program has permit-
ted one student to complete his Master's
Degree while in the Co-op Program. Upon
graduation he entered the Agency's Career
Trainee Program as an internally sponsored
candidate, converted to staff employment in
July 1976 and will be assigned to his first
overseas post this summer.
13
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Of the six students completing the
Finance Cooperative Education Program,
three have entered on duty as staff employ-
ees, one elected to return to school to
pursue a law degree, and two accepted
employment with another government
agency. One of the latter has since re-
applied to the Agency and is being pro-
cessed for staff employment this fall.
Thus, the Office has been able to capita-
lize on its investment by having college
students enter on duty who are capable of
rendering a productive performance on an
immediate basis. It is with a great deal of
pride and enthusiasm that OF recommends
this type program to other Agency compo-
nents who are involved in direct hire of
professional employees. (UNCLASSIFIED)
data processing
The primary objective of the SAFE system
is to assist the DDI analysts in the produc-
tion of the CIA's primary project-intelli-
gence. It will do this by providing efficient
access to and machine-aided analysis of the
voluminous storage of available data.
Initiated in 1972 by the then Executive
Director-Comptroller, Bill Colby, to deter-
mine whether "on-line" computers could
provide more effective use of available
information, the SAFE (Support for the
Analysts' File Environment) System is in-
tended to help the analyst to produce better
intelligence. It will do this by making it easier
to search large volumes of data for relevant
information; by delivering information elec-
tronically as it is received; by holding up to
25X1A
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ten years' data on-line for immediate search
and retrieval; by serving as a private file for
each user; by providing composition, edit-
ing, and conferencing facilities, and by
adapting these facilities to the analysts'
needs.
During 1973 and 1974 an experiment was
conducted by OCR to determine the useful-
ness of "computerized" tools in the process
of intelligence analysis. A group of volunteer
analysts was asked to select and use a set of
functions such as "search text," "search a
file," "retrieve," "get mail," and "store in a
personal file" and to determine the degree
to which these functions were useful in their
work. The experiment was so successful
that it will continue to operate and expand
as "Interim SAFE," until SAFE replaces it
perhaps in 1980. Meanwhile, in 1974, a
panel of experts from industry, government
and educational communities was convened
and reaffirmed the feasibility of SAFE and
offered suggestions for its development.
In 1975 the OCR and ODP developed a
management plan whereby ODP would
develop the system for OCR. An ODP
Project Team was formed and a budget was
prepared. The Systems Analysis Staff of
OCR and SAFE Project Office of ODP began
defining a set of functions to be developed
based on the stated needs of the analysts.
In FY 1977, funding was approved and
initial contracts are being negotiated for site
preparation and technical system definition.
Congress has directed a $35 million funding
limit on the development of SAFE and has
also directed that coordination and possibly
joint development be carried out with DIA.
The Agency is defining the system archi-
tecture and operational environment and
will contract system development. While the
detailed plan for system operations is not
complete, full operation is expected to be
achieved in late 1980.
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The system will support over 2,000 users
with access to over 40 billion characters of
electronically stored data (equivalent to over
200 conventional disc storage drives) and 80
million pages of hard copy and microform
documents (equivalent to a stack of paper
over 50,000 feet high).
In summary, the SAFE System has been
specified by the analysts to assist the
analysts in their work. It is to provide a
greatly improved facility for using greater
amounts of data more effectively than is now
possible and, thereby, assist directly in the
production of improved intelligence.
25X1A (UNCLASSIFIED)
training
REPORT ON AGENCY TRAINING
CIA has the most active and largest
training program of any civilian department
or agency when measured in terms of
personnel strength. In FY 1976, the Agency
commitment to training cost close to $30
million-a figure which includes all costs,
including the salaries paid to employees
during training. The time of employees
engaged in training aggregated 569 man-
years. The number of "enrollments"-one
person in one course or program, regard-
less of length-totaled over 21,000. These
figures include the 60-odd courses and 23
foreign languages taught by OTR, the 279
specialized courses conducted by Agency
components mostly for their own personnel,
and the courses taken outside the Agency
by employees at Agency expense.
25X1A
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Why should the Agency make such a
substantial investment in training? In large
measure, CIA's training requirements are a
direct result of the kind of missions for
which the Agency has responsibility. An
operations officer or operations support
officer must obtain the knowledge of this
work after entrance on duty, as training for
operations work is not available outside the
Agency. Foreign language competence, an-
other vital ingredient in the work of our
personnel stationed abroad, usually re-
quires additional study prior to assignment
abroad. The wide spectrum of information
which needs to be collected and analyzed as
part of our foreign intelligence effort
generates, in turn, the need for a great
diversity of subject matter specialists.
There is, however, still another important
reason for the Agency's extensive invest-
ment in training: Agency management is
convinced that a small, highly skilled and
highly motivated work force is superior to,
more efficient than, and more economical
than a larger, less highly trained force
whose motivation is weaker. It is the policy
of Agency management to seek out and
enter on duty personnel with more than
average education and higher than average
skill levels, and after that to make a
substantial training investment in order that
our personnel may function both in diverse
roles and more effectively on an individual
basis.
How well is our training going? We
recently got some answers from a special
study. At the direction of the Agency's
Executive Advisory Group, a special task
force was formed last December to answer
the question as to whether Agency training
programs are truly augmenting the skills
and capabilities of all critical segments of
the Agency. The task force, comprised of
officers from each directorate, consulted
component chiefs and senior managers
across the Agency. Their review identified
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several areas for improvement or innova-
tion; one identified need was for an orienta-
tion course for new employees in the
technical and office-worker fields. OTR has
since begun such a course. On the whole,
Agency managers registered a vote of
confidence in the Agency's training program
with the task force.
Another measure comes from an in-depth
review of all Agency training activities by a
three-man investigating team from the
House Appropriations Committee's staff.
The team has recently completed its study
over a six-month period. Their findings are
not available to the Agency until the Appro-
priations Committee has reviewed their
report. However, the team, which includes
one member who was the director of
training of another major government orga-
nization until his retirement in August 1975,
concluded that the Agency has a first-rate
training program.
Finally, the Agency rank and file have
indicated, in the Agency personnel manage-
ment survey published last December, that
they are satisfied with the training they
obtain and believe they have adequately
utilized it in better performance in their jobs.
(UNCLASSIFIED)
logistics
The product of this Agency is essentially
information. Raw data is received from a
multitude of sources in many forms which
must be transformed into useful information
for distribution to our consumers. The
conveyors of that product, from its raw
25X1A
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materials form through its production stages
to the consumer, are the Agency couriers. A
comprehensive, graphic presentation de-
picting that activity would resemble a bowl
of spaghetti.
The courier shop is a busy place respond-
ing to the routine, the ad hoc, and the
priority. Packages must be x-rayed for
bombs, newspapers must be delivered
early, and the telephone rings constantly.
The couriers drive in excess of half a
million miles a year, walk thousands of
miles, deliver millions of pieces of corre-
spondence and equipment weighing thou-
sands of tons. They must know every major
and access clearances and must know who
is authorized to receive each piece of mail
they carry and the procedures required to
transmit it. The intelligence community is as
familiar to them as the back of their hand,
and they list the offices of the Secretaries of
State and Defense and the President of the
United States among their multitude of
customers.
Hundreds of employees have entered on
duty through the Mail and Courier Branch. A
new employee assigned to the branch can
quickly become productive while adjusting
to a new situation and life style. They also
get a good look at the Agency, its functions,
offices, and personnel. Proper supervision
and development for the new, young em-
ployee is essential.
Those who choose to remain, the journey-
men, are the backbone of the operation.
They may work for days without the pres-25X1A
ence of a supervisor. They live as close as
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25X1 A medical services
PSYCHOLOGICAL TESTS
Ph.D., OMS
For over twenty years, the results of tests
given by Psychological Services Staff to
applicants and employees, and especially
the Professional Test Battery (PATB and
PETB), have played some role in personnel
decisions affecting the individuals tested.
We are frequently asked: (a) how large a
role? (b) how useful? (c) how valid? The
answers, in short, are respectively: (a) don't
know; (b) evidently, quite useful; and (c)
demonstrably, quite valid.
The first question, that of the impact of the
test battery, is the hardest to answer; the
answer lies in the ways in which Agency
components utilize the test results. To the
credit of the staff psychologists and consul-
tants who established the testing program,
no assumptions were made concerning
what the levels of abilities, the desirable
personal traits and attitudes, or the indi-
cated interests of the Agency professional
ought to be. Instead, three other assump-
tions governed. The first was that the
diversity of professional jobs within the
Agency accommodated such a wide range
of interests, abilities, and styles that selec-
tion of anyone's stereotypical ideal was
bound to be off base. The second was that
those persons closest to the job-the imme-
diate supervisors and the personnel officers
in the component concerned-were better
able to make selection and assignment
decisions than were persons far removed
from the target job. The third assumption
was that the best service which such a
psychological testing service could provide
to the selection and assignment process
was that of giving a descriptive picture of the
candidate, providing information on general
abilities, personality traits, attitudes, and
interests which those closest to the job
could translate into strengths and liabilities
for the position as they see it. The line of
reasoning giving rise to the testing program
A 23
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was that it should not be one of setting cut-
off scores or minimum standards but one of
providing management information about
the candidate which could not be derived
from other sources-including interviews.
Thus the typical PATB report provides a
description of the individual-not scores or
pass-fail decisions, but a narrative descrip-
tion of attitudes and interests, style and
abilities. The weight given to such reports
varies greatly. Some of the many factors in
addition to the test report which enter into
the decision process are the amount, detail,
and quality of other information the decision
maker has about the candidate, the extent
to which the psychological test report is
congruent with the other information, and
the experience and attitudes of the decision
maker with respect to the use of test reports.
It is in those instances where test results
appear to be inconsistent with academic
records or job history that the psychological
tests demonstrate their greatest utility.
Through raising questions which force the
decision maker to seek additional informa-
tion, such as interview reports, a close
evaluation of transcripts, examination of
previous work performed by the candidate,
or reports from references, the decision
maker can make a more accurate appraisal
of the true potential offered by the candi-
date.
The second question, how useful is the
test data, is easier to answer. The utility of
the tests is underscored by the insistence of
Agency managers that test results should be
available at the earliest stages of applicant
consideration and by the extremely wide
range of Agency components requesting
test reports. The test data is most useful
when little is known about the candidate. In
instances where there is a limited work
history or where the candidate's training and
experience are in areas other than that for
which he/she is being considered, the test
report can help reduce uncertainty about
the match between the individual and the
requirements of the position. Where there is
a history of successful performance in
assignments similar to those of the "target"
assignment, the test report, obviously, pro-
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vides less novel information to the decision
maker.
The third question concerns the validity of
the test battery, the degree to which it
measures or predicts that which it is in-
tended to predict. PSS has traditionally
taken the position that research indicating
the relationship between test scores and job
performance is imperative. The ultimate
ideal of testing is to develop a series of
prediction equations which accurately fore-
cast the candidate's potential for success in
any of the wide range of Agency job
categories for which he/she is likely to be
considered. There are numerous obstacles
to reaching this ideal, but PSS continually
conducts research studies on the validity of
the Professional Test Battery as it relates to
specific Agency jobs. The validity research
over the years has added significantly to the
predictive utility of the tests, and test
validation and job performance research
constitute a major part of PSS research
activities.
Psychological test reports, then, consti-
tute another tool which can be used by
those who make selection and assignment
decisions. The reports provide information
which is usually unavailable from other
sources. The description of the candidate as
presented in the test report is information
which the decisionmaker uses In conjunc-
tion with other information about the individ-
ual. Test reports are used in decision
making but do not constitute the sole basis
upon which decisions are made.
(UNCLASSIFIED)
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personnel
JOB ANALYSIS-KEY TO BETTER
MANAGEMENT
Why is Job Analysis Important to Managers?
Gaining a clear understanding of what
makes up a job, what a worker is responsi-
ble for doing, and what he or she needs in
order to do it, is basic to your responsibil-
ities as a manager. Job analysis can help
you gain this understanding.
What is Job Analysis? What is it's Purpose?
Job analysis is the systematic process of
collecting and making certain judgments
about all of the pertinent information relat-
ing to the nature of a specific job. The
purpose of job analysis is to provide a job
related basis for management decisions that
involve recruiting, selection, placement,
training, advancement, compensation, and
other personnel functions. It is a dynamic
process-an ongoing effort to assure an
accurate and reliable basis for personnel
management decisions.
Job analysis can be carried out through a
variety of techniques designed to obtain and
present information about a job. Among the
basic facts about the job that can be derived
through job analysis are these:
? what must get done to achieve objec-
tives-the functions of the job;
? what the worker does-the tasks in-
volved in the job;
? what methods, techniques, or tools are
used in performing the work;
? what products or services will result;
? what skills, knowledges, and abilities
are needed to perform the work; and,
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? what level of performance should be
required of the worker.
How is Job Analysis Information Used?
The information obtained through job
analysis provides the building blocks for
developing personnel management pro-
grams.
? For position classification, the tasks
identified are grouped into positions,
each of which constitutes the total work
assignment for a single person. Similar
positions then can be organized into
groups. This grouping together in cate-
gories or classes of those positions
which are sufficiently similar in duties
and responsibilities so that they can be
treated alike for administrative pur-
poses is known as position classifica-
tion.
? A classification plan based upon job
analysis provides an effective founda-
tion for a compensation plan designed
to assure equal pay for equal work.
? Job analysis affords a basis for the
systematic recruitment, placement, and
promotion of personnel.
Position descriptions developed through
job analysis help employees and super-
visors to understand the duties and respon-
sibilities in job assignments. They are also
useful in setting standards for employee
performance. A proper understanding of job
duties and the skills, knowledges, and
abilities needed to perform them is basic to
planning an employee development pro-
gram and developing training plans for
individual employees.
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blow Do You Manage Through Job Analysis?
Job analysis should be carried out
consistently within the framework of the
organization's mission, goals, and objec-
tives. The tasks of each job should logically
support all of these. In job design or job
restructuring it is important to keep the
objectives clearly in mind so that tasks can
be grouped in the way that will best support
the objectives and promote efficiency and
economy.
By the same token, an analysis of existing
jobs may uncover tasks that are not being
performed in the most efficient and eco-
nomic manner to contribute to organization
objectives. If the analyst is armed with a
clear statement of mission, goals, and
objectives, the results can provide you with
important benefits in the effective use of
manpower. With the help of accurate job
analysis, you can determine what job duties
should be adjusted to meet the needs of the
organization. Through job analysis you can
answer such questions as:
? Are job duties arranged so as to make
a maximum contribution to organiza-
tional mission, goals, and objectives?
? Is work designed to attract and moti-
vate capable employees?
? Can work duties be rearranged to give
more variety and improve job interest?
? Can highly routine tasks that have no
challenge be eliminated or automated?
? Has necessary attention been given to
the development of career ladders and
upward mobility?
What is the Manager's Role in Job Analysis?
With organizational mission, goals, and
objectives in mind, the manager should:
? discuss the purpose and importance of
job analysis with subordinate super-
visors and show how it will assist them
in carrying out their responsibilities;
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? explain the process to employees;
? consult with technical experts such as
position management officers, Budget
Officers, and Personnel Officers for
advice and assistance.
Managers need to oversee the job analy-
sis effort in an organization. This involves:
? providing support to the effort, seeing
that it has adequate resources and
evaluating its effectiveness as a basis
for management decisions;
? seeing that those who perform or
participate in job analysis are properly
trained and are informed of its impor-
tance;
? assuring that recruiting, selection, ap-
pointment, and other personnel proce-
dures are job-related through use of
job analysis.
The amount of time needed for job
analysis, of course, will vary-with the
complexity of the job as well as with the size
of the jurisdiction or organization involved.
Managers will find, however, that devoting
the necessary time is a worthwhile invest-
ment. A personnel system designed to serve
the organization's mission, goals, and objec-
tives, with properly developed positions and
realistic statements of qualifications, will be
invaluable to successful program manage-
ment. OP's Position Management and Com-
pensation Division is available to assist
Managers in Job Analysis efforts.
(UNCLASSIFIED)
CONFIDENTIAL 29
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communications
This article is a sequel to a previous article
entitled Use of The Radio Frequency
Spectrum. The first article defined in brief
non-technical terms the whole of the radio
spectrum, some of its uses, and spectrum
management. Among other users of the
radio spectrum, the article identified the
private citizen. While many Agency employ-
ees have a professional interest in the radio
frequency spectrum, this article is written for
the employees who have an interest as
private citizens.
The Citizens Radio Service, or "Citizens
Band" to use a more familiar term, was
established in 1947 by the Federal Commu-
nications Commission (FCC). For the first
time, a portion of the radio frequency
spectrum was made available to the general
25X1A
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public for personal short-distance radio
communications, signaling, and remote
control by radio signals. Initially, only two
classes of service, Class-A and Class-B,
were available. The band of frequencies
allocated to this service was in the ultra-high
frequency (UHF) range. Class-A and Class-
B service was not widely accepted by the
general public, however, because the equip-
ment was expensive and the range of
communications limited compared to to-
day's standards. Class-C service was the
next to be established, and it was reserved
for remote control of devices such as the
model airplane. The breakthrough for prac-
tical Citizens band (CB) radio came in 1958
when the FCC allocated a band of lower
frequencies and created the Class-D serv-
ice. Public response to this service was
overwhelming. Within two years over
100,000 persons obtained CB licenses, and
the manufacturers producing CB radio
equipment at popular prices multiplied by
more than 30 to 1. The lower cost and
improved operating range of equipment
made possible by Class-D service accounts
for the widespread and still growing popu-
larity of CB radio.
So much for the background of The
Citizens Radio Service and on with a
discussion of the specific service that has
captured the public spotlight. The band of
frequencies allocated to Class-D service
extends from 26.96 to 27.25 megahertz.
Within that band are 40 channels (individual
frequencies) on which Class-D stations op-
erate exclusively. Within the limits of busi-
ness or personal communications, uses of
the Class-D band are practically unlimited.
Businesses use it, for example, for radio
dispatched service and delivery trucks.
Businessmen, professionals, and salesmen
use it to maintain contact with their offices.
For personal communications, CB radio can
be used to obtain emergency road service
or to make motel reservations while travel-
ing along the highway, and it can be used to
maintain contact between campers, sports-
men, or the home and family car.
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A wide variety of CB equipment is avail-
able to the prospective buyer. If you are
venturing into the field of CB radio for the
first time and have little or no electronics
background it is safest to be certain that you
select equipment from a reputable com-
pany. Most CB sets are transceivers, a
combination of transmitter and receiver, and
can be purchased in kit form or as factory-
wired models. First among some of the
considerations regarding equipment selec-
tion is the power source. Be sure you select
equipment to operate on the type of power
you plan to use. Mobile installations in the
car operate on 6 or 12 volts DC while fixed
installations at home operate on 117 volts
AC. For portable use, battery powered
equipment is also available. Transmitter
power and the terrain surrounding the area
of primary use is another consideration. As
a general rule, the higher the transmitter
power (up to the maximum power allowed
by the FCC) and the flatter the terrain, the
greater the range of communications. The
area of primary use also affects reception.
Sets to be used in large metropolitan areas
should have good selectivity plus squelch
and noise-limiter circuits because of the
heavy congestion and high noise level on
CB channels.
Having purchased your equipment, the
next step is to obtain a station license and a
copy of the FCC Rules and Regulations, Part
95. Both must be in your possession prior to
the installation and use of the CB set;
otherwise, it is an illegal station in the eyes
of the FCC. A license is easy to obtain as it
requires no test, technical skill or special-
ized knowledge. An application for license
usually is included with the set at the time of
purchase, and it should be completed and
forwarded to the FCC. A copy of the FCC
Rules and Regulations, Part 95, may be
obtained from the Government Printing
Office.
After obtaining the equipment, the station
license, and completing the installation you
are almost ready to operate. By the way, if
you want optimum performance from your
set and do not have an electronics back-
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ground, it is recommended that you have
the set installed by or with advice of a
qualified technician. The final step before
beginning operations is to become thor-
oughly familiar with the FCC Rules and
Regulations and the proper operation of the
CB set. The CB band in many areas has
become crowded with CB'ers who did not
take the time to do this, or those who
willfully ignore the rules as well as the
courtesy and respect due others who share
the CB band. Don't become one of them, for
anyone can listen to your transmission
providing they are in range of your signals,
and the one listening could be an FCC
monitoring station. When a violator of the
rules and regulations is detected, the FCC
issues a citation. The action taken depends
on the nature of the violation, but more
serious violations can result in suspension
or revocation of the station license.
Anticipating travel outside the United
States? If so, there is one more tip to offer.
Check to make certain that you can carry or
ship CB equipment into the country you are
planning to enter. In many countries CB
operation is forbidden. Importing equipment
into such countries could result in confisca-
tion of the equipment. On the other hand,
Canada, for example, has a reciprocal
agreement with the United States that allows
U.S. citizens to operate CB radio in Canada.
To qualify for CB operation in Canada,
however, you must obtain a Canadian
license in advance and have it in your
possession when you cross the border.
Assistance in determining the laws of any
country can be obtained by calling the FCC.
If you are one of the CB enthusiasts who
belongs or wants to belong to the growing
ranks of citizens using the Citizens Radio
Service-Happy Communicating! Ten-four.
(UNCLASSIFIED)
1DENTI 35
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MINORITY CAREER DAY AT MICHIGAN
STATE
One of the largest Minority Career Days in
the Midwest was held at Michigan State
the event and a high degree of interest in
CIA careers was in evidence. The recruiters
reported that they exhausted all of their
brochures and literature during the first few
hours.
The event began at 6:00 p.m. on the
evening of the 27th and ran until 9:00 p.m.
This permitted a casual look and chat with
the many representatives of government
and industry who were on hand, and it
allowed for a sign-up of interested students
for a formal 30-minute interview the follow-
ing day. The Placement Director, Mr. Jack
Shingleton, reports that their experience has
shown this to be a productive arrangement
from the viewpoint of the employer and the
applicant.
Other Minority Career Day events during
the current academic season which CIA
recruiters and representatives have at-
tended include: Hampton Institute, Virginia
State College, University of Michigan, Uni-
versity of Louisville, Ohio State University
and the University of Illinois at Champaign.
(UNCLASSIFIED)
25X1A
J
ames Shingleton, Placement Director of
R A!
40
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STATUS OF THE DDA SENIOR
ROTATION PROGRAM
BUTTERFLIES MAY BE FREE
BUT WATS CALLS ARE NOT
25X1A
The Senior Rotation Program which was
noted in an earlier issue continues to roll
along in fine style and the DDA is most
pleased by the results thus far. To date, the
A/DDA has Interviewed six of the partici-
pants and an equal number of their immedi-
ate supervisors, and with one minor excep-
tion all have agreed that the program has
proven beneficial not only to the individual
participant but to the Offices as well. All of
us have agreed that it should be continued
and possibly expanded. (UNCLASSIFIED)
Many Agency employees are under the
misapprehension that every time they dial a
WATS call, "it doesn't cost anything." Noth-
ing could be further from the truth. The
Agency leases both Full Business WATS
circuits at a fixed monthly rate of between
$890 and $1,675 and Measured Time WATS
circuits at an average charge of 290 for each
minute of transmission time.
Don't let the fixed monthly rate fool you.
Increased traffic conditions together with
unnecessarily lengthy conversations tie up
the equipment and circuitry, resulting in the
Agency having to lease additional equip-
ment and circuitry.
42 CONFIDENTIAL
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The message should be clear. The more
efficient use of WATS, the lower the cost.
The following are the keys to good WATS
usage:
? Limit calls to official business only.
Nonofficial WATS calls are not authorized.
? Plan your calls. Make sure you have
what you'll need at hand before placing a
call. It might help to jot down the points
you want to cover.
? Remember that timing begins on the
Measured Time circuits when the number
you are calling is answered. If you put the
party on "hold", the timing continues
since the call has been answered.
? Keep time in mind. Time is money.
(UNCLASSIFIED)
25X1A
CONFIDENTIAL
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innovation
PLANNING, CREATIVITY AND INITIATIVE
The fourth DDA Planning Team Confer-
on 25 January 1977 at the
Building. The conference 25X1 A
was attended y approximately 30 persons
representing all DDA Offices and several 25X1A
Directorate Staffs.
25X1A
ativity and Initiative in the Era of Transition."
The conference was structured to permit a
ten-minute presentation by a representative
from each DDA component on ideas for
improvement in planning, management, effi-
ciency, productivity, or dollar savings. Each
presentation was followed by a short discus-
sion of the subject by members of the
audience. The conference schedule also
included 45-minute presentations by the
A/DDA (DDA Views one Transition) and the
A/I/DDA (Status of Committee Investiga-
tions currently in progress).
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Following is a sampling of individual
presentations which may be of interest to
Exchange readers:
rs
of
Center
uced at the Center are inte-
grated into classroom courses and sent to
field sites for individual self study. Through
this facility, OC can provide a better quality
of training to more students, at less cost
than was possible through conventional
training methods.
OF, explored the possi-
i sties o a s t in computer management
from a centrally managed facility of large
main frame computers to decentralized
user-managed facilities of mini-computers.
Among the questions raised as food for
thought were: How does the user organiza-
tion prepare (organizationally, procedurally)
for this new responsibility? Who would
provide the necessary training and technical
guidance for installation and operation, as
well as software development? How would
continuity of current operations be ensured
if a change in ADP management took place?
OP, presented an over-
vi efforts toward improving
the cost effectiveness and timeliness of
applicant processing. staff con-
cluded that this problem MRction with
related requirements of interfacing with
extant ADP systems could be resolved with
the acquisition of a minicomputer.
OS, described a paper
f ow s u y un era en by his staff to review
the many memos and action documents
which require Director of Security approval,
concurrence or action. The first phase of the
study resulted in the downward delegation
of 13 separate action types. The second
phase of the program has the DD/Sec
reviewing incoming paperwork to further
delegate certain actions which would more
appropriately be performed at lower levels.
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ODP, discussed the
4~~Wages which may be
derived through purchasing rather than
leasin certain types of equipment. Mr.
cited recent examples where signifi-
ings were realized by ODP through
the purchase of computer peripheral equip-
ment and word processing equipment.
OTR, described a way in
er terminal in OTR has
been used to assist the Executive Officer in
the accountability of projects and adminis-
trative actions. In summary, a series of user-
developed programs are invoked to process
lists of events (kept current each week) and
produce a "Do-List," a reporting of action
items which are scheduled for the coming
week.
M&AS, concluded the indi-
vidual presentations by noting that the wide
range of topics presented seems to indicate
a growing diversity in planning duties and an
increasing emphasis on the process of
planning. New concern toward ADP proj-
ects, improved personnel systems, and
doing things more efficiently at less cost are
rapidly becoming an integral part of the
planners' activities. All of which suggest a
need to look beyond the traditional concept
of planning as a functional or budgetary
process to one which includes a project's
environment, its legality, its place in the
organization, and its impact on it.
Of particular interest to the Planning
Team were the presentations by the guest
speakers, Messrs. Mike Malanick and Hal
Mr. Mike Malanick, A/DDA, discussed the
activities of the Agency during the recent
transition period and what appears to lie in
store with a new Director and a new
Administration. In looking to the future, Mr.
Malanick stated that the Comptroller's Of-
fice felt there would be little impact work-
wise resulting from Zero-Based Budgeting
as it is patterned closely to our present
Resource Package system. Excerpts from a
recent Presidential Review Memo read to
25X1A
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CONFIDENTIAL
the audience suggested several changes
that President Carter will make in the future
to streamline procedures in the Intelligence
Community structure. President Carter pre-
fers the use of Presidential Directives, for
example, rather than NSC memos as used
by the Ford Administration. Mr. Malanick
25X1 A also foresaw revisions to Executive Order
25X1A
11905 in the coming months.
A/I/DDA, presented a
activities of the Con-
gressional committees which continue to
review Agency activities. general
observations of the investigat ons and words
of advice are:
. Investigations and oversight should be
accepted as a way of life by Agency
personnel, and not a temporary disrup-
tion;
. We are generally spoiled by 25 years of
relative freedom from investigations;
. We will not return to ways of the
past-nor should we want to! We can
learn to live with Congressional scru-
tiny and live with it constructively.
In closing, Toted, "The strength of
the CIA has een a creativity of its people.
We cannot allow the investigations to kill our
`can-do' attitude." (CONFIDENTIAL)
25X1A
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CONFIDENTIAL
SECURITY CLASSIFICATION
CONSCIOUSNESS RAISING
Do you know why seemingly innocuous
memoranda and purely administrative doc-
uments, like this copy of Exchange, require
national security classification? Do you
know what "E2 IMPDET" means at the
bottom right corner of classified docu-
ments? If you aren't quite sure, you are not
alone-probably many Agency employees
would hedge their answers to these ques-
tions.
Over the last few years the need for
education in the use of national security
classification has become a stark reality.
With the amendments to the Freedom of
Information Act in 1974, the Agency began
reviewing documents for release to the
public. This intensive search and retrieval
process has surfaced the widespread
abuses of the classification system commit-
ted over the years because of a lack of
25X1A
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CONFIDENTIAL
training. In retrospect, it appears that
Agency writers suffered from 'secretitis,'
stamping nearly every document produced
SECRET. And now, the review of these so-
called "classified" documents to determine
the legitimacy of the classification consumes
enormous amounts of time and effort on the
part of many Agency employees. The 30-
Year Review Program to be established this
year will involve a review of all 30-year-old
classified holdings to determine the necess-
ity for retention of national security classifi-
cation beyond the limit set by Executive
Order 11652 on national security classifica-
tion. The volume of this material which must
be reviewed prior to transfer to the National
Archives for historical preservation is esti-
mated in the thousands of cubic feet-and
that is for 1947 records alone. If Agency
classifiers had been more judicious in the
past in the application of classification, the
task of reviewing this material might not be
so mammoth. And, if we are not more
judicious today, the problem for the next
generation of officers will be even more
monstrous.
The Directorate of Administration is taking
steps to develop instructional programs to
meet the needs of Agency employees,
particularly classifying officers, in the use of
national security classification. Although the
element of sound judgment can never be
totally eliminated from classification deci-
sions, guidelines are a necessity. So, to ease
the decision-making process, the Director-
ate plans to gather, consolidate and publish
Agency guidelines, incorporating Intelli-
gence Community directives and the unwrit-
ten policies we've used in the past into a
reference handbook for classifiers.
Another classification consciousness-rais-
ing effort is a briefing program. An officer
whose specialty is national security classifi-
cation briefs new employees and authorized
classifiers on the proper use of national
security classification. Additionally, arrange-
ments are being made to include similar
briefings in regularly scheduled courses so
as to reach the broadest possible audience.
She is available to brief others who feel their
offices require updating of their knowledge
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CONFIDENTIAL
and responsibilities vis-a-vis the s stem. For
further n contact on
extensio
The Directorate takes seriously our com-
pliance with the spirit of Executive Order
11652 to classify less. One aspect of compli-
ance in which we have been somewhat
negligent is the requirement to classify
documents by paragraph. To remedy this
situation and bring us more into conform-
ance with other agencies, a regulation on
paragraph classification has been circulated
for coordination. Hopefully, this procedure
will force writers to stop to reflect on the
classification they assign to paragraphs of
documents and common sense will prevail
over the automaticity of classification.
If you can't answer the questions at the
beginning of this article, perhaps you are
guilty of classification by rote. The four
Rules for Classifiers are meant to increase
your classification consciousness:
? Challenge classification decisions you
feel are not correct.
? Classification decisions should be
made consciously, not automatically.
? If you are a classifier, remember it's
your number that appears on the
documents. So, be sure you under-
stand the rationale for the classifica-
tion.
? The concept of individuality applies;
every document is classified on its own
merit. (UNCLASSIFIED)
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CONFIDENTIAL
The Information Science Center (ISC) is a
unique activity in OTR. It provides training in
quantitative methods of analysis for the
Intelligence Community. And it is a new-
comer to OTR.
In June 1965, the President's Foreign
Intelligence Advisory Board recommended
that this kind of specialized training be
established. About two years later the DCI
asked the DoD to implement the recommen-
dation, and the ISC was established as a
part of the Defense Intelligence School.
Classes finally began in 1970.
The transition to CIA and OTR occurred in
the summer of 1973 after Mr. Colby learned
that DIA would have to close the Center
because of budget and personnel reduc-
tions.
The Center has been operating in the
Chamber of Commerce Building since Au-
gust 1973.
The rationale for the Center goes well
beyond its bureaucratic origins. It embodies
a special commitment to understanding and
solving problems which arise out of the
interrelationships between people, organi-
zations, information and technology.
The underlying rationale for the Center's
training programs and related activities is
based on five fundamental ideas:
First, that to acquire the ability to view
the world in terms of systems-compon-
ents connected together for a purpose-is
to acquire a powerful, effective instrument
for tackling many practical analysis and
management problems in intelligence.
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Second, that effective analysis and man-
agement requires a holistic approach to
problem-solving which couples informed
judgment with the best available analytic
techniques.
Third, that educated, informed analysts,
as well as managers in the contemporary
intelligence environment must have a
basic understanding of the computer and
of the social and organizational implica-
tions of emerging computer technology.
Fourth, that information and its manipula-
tion-its generation, acquisition, ordering,
formulation, communication and end use
for various purposes-have become cen-
tral to the operation of modern organiza-
tions and must, therefore, be central to
the training of contemporary analysts and
managers.
Finally, that to respond adequately to
today's problems and to future needs,
intelligence officers must be taught not
only how to maintain present systems and
respond to immediate well-defined needs,
but how to engage in long-term planning
effectively and humanely.
The growing interest in the Center is
reflected in the rapidly-increasing number
of analysts and managers attending the
various courses, and the growth in the kinds
of training provided by the Center.
70
2
47
7i
2
56
72
2
102
73
3
172
74
7
308
75
8
444
8
456
H
700
(est.)
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Attendance was dominated by CIA in FY
76; CIA-226, DIA-106, NSA-46, Army-20,
Navy-16, Air Force-30; but this will probably
change drastically in FY 77. Major General
U.S.A., who is responsi-
production in DIA, has
requested a special two-week course in
probability and statistics and over 200 DIA
analysts are expected to take this course
during the year.
Additional training activities planned for
FY 77 range from more seminars and
workshops tailored to specific topics or
office interests to four new courses dealing
with the COMIREX Automated Management
System.
Does ISC training make a difference? Yes
indeed-very much so. For example, an
excellent simulation model treating the likli-
hood of oil exports by the Peoples Republic
of China has had a major impact in CIA on
intelli ence collection re uirements. Briga-
dier U.S.A., of DIA
recently commen a ISC instructor for
" .. his participation in the application of
System Dynamics to an estimative issue of
direct concern to the Secretary of Defense."
Equally important, if not more, is the
routine use of the techniques and methods
learned by analysts and managers at the
ISC in all facets of the intelligence business.
At last, more than a decade after the
PFIAB recommendation, information sci-
ence is coming alive and thriving in the
Intelligence Community. (UNCLASSIFIED)
25X1A
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.:ONFIDENTIAL
in conclusion
Since publication of the first issue of
Exchange, one year ago, its Editors have
received numerous comments concerning
its design, its content and its usefulness.
Although each subsequent issue spurred
more comments and suggestions, the in-
formal nature of the feedback did not easily
lend itself to analysis. The tear-out question-
naire included with this issue was designed
toward this end. It seeks to elicit reader
opinion on the effectiveness of Exchange
and several aspects of its characteristics.
Additionally, the responses will help the
editors in planning for future editions or
direct the content of the magazine toward
areas of greatest interest.
The preparation of the questionnaire was
in itself a learning experience, and one from
which our readers might benefit if they are
someday faced with developing a survey of
this type. As with any project, we began with
a goal: to determine whether or not Ex-
change is effectively accomplishing its pur-
pose of providing a medium for the ex-
change of information which is of interest to
DDA personnel. We also sought the reader-
ship's opinion of the quality of Exchange
and their suggestions for improving it. To
provide a basis for categorizing the re-
sponses, general demographic data consist-
ing of the reader's general grade category
and Office of assignment was included in
the questionnaire-the former to provide
data relative to perceptions and levels of
interest in this communication form among
grade categories; the latter to provide
information to assist the Senior Editor in
each DDA Office.
At an early stage in the process, Psycho-
logical Services Staff (OMS/PSS) was con-
sulted for guidance on the framing of the
survey form. Included in their advice was the
caveat: keep the survey short and the
wording brief, unambiguous and simple.
PSS also provided us with several examples
of previous Agency surveys which we found
quite helpful. During the four iterations of
survey development which followed, the
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25X1A
questions and response choices were tested
by M&AS staffers, coordinated with each of
the Senior Editors and Associate Editors,
and reviewed a in their penulti-
mate form with OMS/PSS.
Along the way, various speculations were
proffered as to which groups might or might
not respond to the questionnaire. (Some
thought that the higher graded readers were
more apt to complete the questionnaire;
25X1 A others felt the lower graded readers would.
One editor saw the negative reader as more
likely to respond; another saw the positive
reader in this role. etc.) Contrasting opinions
notwithstanding, we found unifying elements
of sincerity and interest among all persons
with whom we came in contact during the
process of developing the questionnaire.
Every member of the Editorial Board as well
as others who offered their advice were
sincerely interested in pursuing the ques-
tionnaire as a means of gaining information
which could provide some measure of its
effectiveness, and lead to improving the
publication.
Accordingly, the Editorial Staff urges you,
the reader, to take a few minutes, reflect on
your impressions of Exchange over the past
year, and with candor and sincerity, com-
plete one of the questionnaires contained in
this booklet. The completed questionnaire
need only be folded, stapled and sent
through internal mail to the Managing Editor
(Room 7D18, Headquarters). If there are no
questionnaires in your copy of Ex
wwMed immediateTG~e have established
13 May 1977 as a cut-off day in order to
begin our analysis of the responses. But if
you cannot meet this date, please mail your
response anyway-we're always happy to
learn your thoughts. (UNCLASSIFIED)
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DDA EXCHANGE READER SURVEY
Each reader of this issue is requested to take a few minutes to answer the following questions. Your responses
will help the Editors evaluate the acceptance and usefulness of Exchange. Please fold the completed survey form and
staple it so the address on the reverse side shows, then forward It through internal mail. Survey responses should be
mailed by 13 May 1977. Results of the survey will be Included in a future Issue of Exchange.
Please circle the letter corresponding to the most appropriate answer.
1. How much of Exchange do you normally read?
a) All articles b) Most articles c) An article or two d) Usually don't read it
2. To what degree has Exchange increased your understanding of the Directorate?
a) Very high b) High c) Moderate d) Low
3. How do you rate Exchange as a source of information?
a) Excellent b) Good c) Poor d) Very poor
4. In what ways is this information useful to you? (Circle all which apply.)
a) As applies to b) As applies to c) As background d) Other:
your job or Office your career information
activities development
5. Do you feel the average length of the publication is:
a) Too short b) About right c) Too long
6. Would you prefer that Exchange be published:
a) More frequently b) As is [quarterly] c) Less frequently d) Not at all
7. What is your opinion of the general quality of Exchange? (writing style, readability,
conveyance of message)
a) Very high b) High c) Low d) Very low
8. What topics or subject areas do you suggest for future publication?
10. Please check one item in each of the following categories:
Your grade: GS-14 or above GS-10 thru 13 GS-9 or below
Office of Assignment: OC-ODP-OF-OL_OMS-OP_OS-OTR-O/DDA_Other
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MANAGING EDITOR, DDA EXCHANGE
7D18
HEADQUARTERS
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DDA EXCHANGE READER SURVEY
Each reader of this Issue is requested to take a few minutes to answer the following questions. Your responses
will help the Editors evaluate the acceptance and usefulness of Exchange. Please fold the completed survey form and
staple it so the address on the reverse side shows, then forward It through internal mail. Survey responses should be
mailed by 13 May 1977. Results of the survey will be Included In a future issue of Exchange.
Please circle the letter corresponding to the most appropriate answer.
1. How much of Exchange do you normally read?
a) All articles b) Most articles c) An article or two d) Usually don't read it
2. To what degree has Exchange increased your understanding of the Directorate?
a) Very high b) High c) Moderate d) Low
3. How do you rate Exchange as a source of information?
a) Excellent b) Good c) Poor d) Very poor
4. In what ways is this information useful to you? (Circle all which apply.)
a) As applies to b) As applies to c) As background d) Other:
your job or Office your career information
activities development
5. Do you feel the average length of the publication is:
a) Too short b) About right c) Too long
6. Would you prefer that Exchange be published:
a) More frequently b) As is [quarterly] c) Less frequently d) Not at all
7. What is your opinion of the general quality of Exchange? (writing style, readability,
conveyance of message)
a) Very high b) High c) Low d) Very low
8. What topics or subject areas do you suggest for future publication?
9. Please add any comment or suggestion pertaining to the publication of Exchange.
10. Please check one item in each of the following categories:
Your grade: GS-14 or above GS-10 thru 13 GS-9 or below
Office of Assignment: OC_ODP-OF-OL_OMS-OP-OS_OTR_O/DDA-Other
(PLEASE FORWARD COMPLETED RESPONSE BEFORE 13 MAY 1977.)
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MANAGING EDITOR, DDA EXCHANGE
7D18
HEADQUARTERS
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DDA EXCHANGE READER SURVEY
Each reader of this issue Is requested to take a few minutes to answer the following questions. Your responses
will help the Editors evaluate the acceptance and usefulness of Exchange. Please fold the completed survey form and
staple It so the address on the reverse side shows, then forward it through internal mail. Survey responses should be
mailed by 13 May 1977. Results of the survey will be included in a future issue of Exchange.
Please circle the letter corresponding to the most appropriate answer.
1. How much of Exchange do you normally read?
a) All articles b) Most articles c) An article or two d) Usually don't read it
2. To what degree has Exchange increased your understanding of the Directorate?
a) Very high b) High c) Moderate d) Low
3. How do you rate Exchange as a source of Information?
a) Excellent b) Good c) Poor d) Very poor
4. In what ways is this information useful to you? (Circle all which apply.)
a) As applies to b) As applies to c) As background d) Other:
your job or Office your career information
activities development
5. Do you feel the average length of the publication is:
a) Too short b) About right c) Too long
6. Would you prefer that Exchange be published:
a) More frequently b) As is [quarterly] c) Less frequently d) Not at all
7. What is your opinion of the general quality of Exchange? (writing style, readability,
conveyance of message)
a) Very high b) High c) Low d) Very low
8. What topics or subject areas do you suggest for future publication?
9. Please add any comment or suggestion pertaining to the publication of Exchange.
10. Please check one item in each of the following categories:
Your grade: GS-14 or above GS-10 thru 13 GS-9 or below
Office of Assignment: OC-ODP-OF-OL-OMS-OP_OS-OTR-O/DDA-Other
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MANAGING EDITOR, DDA EXCHANGE
7D18
HEADQUARTERS
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DDA EXCHANGE READER SURVEY
Each reader of this issue is requested to take a few minutes to answer the following questions. Your responses
will help the Editors evaluate the acceptance and usefulness of Exchange. Please fold the completed survey form and
staple it so the address on the reverse side shows, then forward it through internal mail. Survey responses should be
mailed by 13 May 1977. Results of the survey will be included in a future issue of Exchange.
Please circle the letter corresponding to the most appropriate answer.
1. How much of Exchange do you normally read?
a) All articles b) Most articles c) An article or two d) Usually don't read it
2. To what degree has Exchange increased your understanding of the Directorate?
a) Very high b) High c) Moderate d) Low
3. How do you rate Exchange as a source of information?
a) Excellent b) Good c) Poor d) Very poor
4. In what ways is this information useful to you? (Circle all which apply.)
a) As applies to b) As applies to c) As background d) Other:
your job or Office your career information
activities development
5. Do you feel the average length of the publication is:
a) Too short b) About right c) Too long
6. Would you prefer that Exchange be published:
a) More frequently b) As is [quarterly] c) Less frequently d) Not at all
7. What is your opinion of the general quality of Exchange? (writing style, readability,
conveyance of message)
a) Very high b) High c) Low d) Very low
8. What topics or subject areas do you suggest for future publication?
10. Please check one item in each of the following categories:
Your grade: GS-14 or above GS-10 thru 13 GS-9 or below
Office of Assignment: OC-ODP-OF-OL-OMS-OP-OS-OTR-O/DDA-Other
(PLEASE FORWARD COMPLETED RESPONSE BEFORE 13 MAY 1977.)
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MANAGING EDITOR, DDA EXCHANGE
7D18
HEADQUARTERS
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 Approved For Release 2002/02/13 : CIA-RDP80-00473AO00300040021-6
DDA EXCHANGE READER SURVEY
Each reader of this issue is requested to take a few minutes to answer the following questions. Your responses
will help the Editors evaluate the acceptance and usefulness of Exchange. Please fold the completed survey form and
staple it so the address on the reverse side shows, then forward it through internal mall. Survey responses should be
mailed by 13 May 1977. Results of the survey will be Included in a future issue of Exchange.
Please circle the letter corresponding to the most appropriate answer.
1. How much of Exchange do you normally read?
a) All articles b) Most articles c) An article or two d) Usually don't read it
2. To what degree has Exchange Increased your understanding of the Directorate?
a) Very high b) High c) Moderate d) Low
3. How do you rate Exchange as a source of Information?
a) Excellent b) Good c) Poor d) Very poor
4. In what ways is this information useful to you? (Circle all which apply.)
a) As applies to b) As applies to c) As background d) Other:
your job or Office your career information
activities development
5. Do you feel the average length of the publication is:
a) Too short b) About right c) Too long
6. Would you prefer that Exchange be published:
a) More frequently b) As is [quarterly] c) Less frequently d) Not at all
7. What is your opinion of the general quality of Exchange? (writing style, readability,
conveyance of message)
a) Very high b) High c) Low d) Very low
8. What topics or subject areas do you suggest for future publication?
10. Please check one item In each of the following categories:
Your grade: GS-14 or above GS-10 thru 13 GS-9 or below
Office of Assignment: OC-ODP_OF_OL-OMS-OP_OS-OTR-O/DDA-Other
W~18O 1 ED~FAs ~~ 8 f31i4 3666 0021-6
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MANAGING EDITOR, DDA EXCHANGE
7D18
HEADQUARTERS
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 Approved For Release 2002/02/13 : CIA-RDP80-00473A000300040021-6
DDA EXCHANGE READER SURVEY
Each reader of this issue is requested to take a few minutes to answer the following questions. Your responses
will help the Editors evaluate the acceptance and usefulness of Exchange. Please fold the completed survey form and
staple it so the address on the reverse side shows, then forward it through internal mail. Survey responses should be
mailed by 13 May 1977. Results of the survey will be included in a future issue of Exchange.
Please circle the letter corresponding to the most appropriate answer.
1. How much of Exchange do you normally read?
a) All articles b) Most articles c) An article or two d) Usually don't read it
2. To what degree has Exchange increased your understanding of the Directorate?
a) Very high b) High c) Moderate d) Low
3. How do you rate Exchange as a source of Information?
a) Excellent b) Good c) Poor d) Very poor
4. In what ways is this information useful to you? (Circle all which apply.)
a) As applies to b) As applies to c) As background d) Other:
your job or Office your career information
activities development
5. Do you feel the average length of the publication is:
a) Too short b) About right c) Too long
6. Would you prefer that Exchange be published:
a) More frequently b) As is [quarterly] c) Less frequently d) Not at all
7. What is your opinion of the general quality of Exchange? (writing style, readability,
conveyance of message)
a) Very high b) High c) Low d) Very low
8. What topics or subject areas do you suggest for future publication?
10. Please check one item in each of the following categories:
Your grade: GS-14 or above GS-10 thru 13 GS-9 or below
Office of Assignment: OC-ODP-OF-OL-OMS-OP-OS_OTR-O/DDA-Other
(PLEASE FORWARD COMPLETED RESPONSE BEFORE 13 MAY 1977.)
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MANAGING EDITOR, DDA EXCHANGE
7D18
HEADQUARTERS
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confidential
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.~~
File
Items of Interest for Director's Briefing Book
DD/A 77-4522
xecu ive ic.er DDA
19 August 1977
Mr. Ben Evans
Executive Secretary
Attached herewith are
the ODDA's items of interest
for the Director's Briefing 25X1
Book.
EO/DDA 19 August 1977
From Ex Sec'y ER 77-2022;
DD/A 77-4522: Preparation
of Briefing Materials for the
DCI - COB 19 August 1977
Dist: 0 RS-Mr.
Evans w/att
RS
DDA
Subj
1
RS
DDA
Chrono
1
RFZ
chrono
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Visiting Groups
(U/AIUO) About 45 members of a National Security Agency
cryptologic course will visit Headquarters for a briefing pro-
gram on 24 August. These are noncommissioned and warrant
officers with 10-15 years of field experience in SIGINT opera-
tions. As a first for any of the Special Programs, this
class will tour the Signals Analysis Division Laboratory,
Directorate of Science and Technology.
Discovery of Additional Project ARTICHOKE Files
(C) On 15 August, fourteen feet of material relating to
Project ARTICHOKE was discovered at the Agency Archives and
Records Center
(C) The material, relating to the 1949-1956 period, had
not been incorporated in the primary Office of Security file
index. Although our initial review has been limited, it
would appear the material generally does not contain informa-
tion on major activities not previously reported. It does,
however, contain detailed information relating to Projects
ARTICHOKE and BLUEBIRD.
Documents Found in Public Printing Shop
(U/AIUO) On 17 August, the Agency was alerted to the
fact that some documents were found in a printing shop in
Herndon, Virginia, which possibly belonged to the Agency or
another member of the Intelligence Community. The documents
were turned over to the Federal Bureau of Investigation, and
the FBI has provided copies to the Office of Security for
review. This review is now underway, but has not yet identi-
fied their sensitivity nor their origin.
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Project OUTREACH
(U/AIUO) Invitations for Project OUTREACH will not be
printed until the first week in September to allow for last
minute text and time changes. The Intelligence Cycle brochure,
produced by OTR for use with the project, is scheduled to be
completed by 26 August.
Headquarters Closed Circuit Television (CCTV)
(U) A work order in the amount of $19,730 for the installa-
tion of conduit for the CCTV system was hand-carried through
channels to GSA on 12 August. This work will be scheduled by
LSD and GSA. Requisitions for monitors and distribution elec-
tronics have been received from OTR and are being processed
for procurement.
Recruitment Brochure
(U) An official of the Immigration and Naturalization
Service phoned the Office of Personnel (OP) during the week to
discuss the new professional brochure. They are in the process
of updating and revising their publications and wanted addi-
tional copies. They appeared to be favorably impressed by the
Agency's publication. OP recruiters also continue to report
that the brochure is in high demand by college placement offices
throughout the country.
Retirement Activity
(U/AIUO) Since the official announcement concerning dis-
continued service was issued on 10 August 1977, our Retirement
Operations Branch has experienced a dramatic 100 percent increase
in requests for annuity estimates. Applicants for disability
retirement have also noticeably increased in number.
Combined Federal Campaign
(U) Forms for the forthcoming CFC campaign have been
ordered. The campaign is tentatively scheduled for 8 September
through 11 November 1977.
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Military Detail
25X1A (U/AIUO)
11 August 1977 for assi.gnmen o .
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25X1A
entered on duty on
Consultants
(U/AIUO) The justification for use of consultants for
FY 1978 has been prepared and forwarded to the Acting DCI. Of
the 59 consultants currently on board, 46 are being recommended
for continuation.
Funding of DoD's Phase II Secure Voice Program
(C) The funding of DoD's Phase II secure voice program
still appears to be questionable. DCA is waiting for its
Comptroller to study the Congressional action on the subject.
As a result of the many difficulties encountered with this
program, NCS anticipates that it will be tasked to do a
"common technology study" for secure voice requirements and
systems.
Communications Support to National Intelligence Tasking Center
(NITC)
(C) We are in the second phase of the project of developing
communications support plans for NITC. Though the requirements
are not well defined because of the undeveloped state of the
plans of the IC Staff itself, we are developing cost and time
estimates for the "F" Street facility as well as for a facility
collocated with the OPSCEN at Headquarters. The latter task
was added to the requirements on the 15th. We are continuing
to attempt to get the requirements better defined so they may
be satisfied.
NSA Communications Proposal
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M INTERNAL
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ROUTING AND RECORD SHEET
SUBJECT: (Optional)
"
Briefing Book" for the Director
FROM:
EXTENSION
NO. DD/A- 7 7 - ~(W~,/
xecu ive
lcer DA
DATE 12 August 1977
TO:
(Officer designation, room number, and
DATE
build
ing)
OFFICER'S
COMMENTS (Number each comment to show from whom
RECE IVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
I
Helen:
ie
Th
DDA W
kl
R
y
eports
e
ee
due on 19 August will have
asterisks on those items
3.
which they feel will be of
interest to the Director.
h
k
d
th
t
b
e
ave as
e
em
o
sure
their ir
reports
are i
n
by
Noon
1
19
Friday,
August.
7
so kind
Would
you be
57
to pull those items together
for forwarding to Mr. Ben
Evans by the close of busine
6.
19 August.
8.
9.
'H,r Z~.c ~jO 2x!-
10.
11.
12
.
13.
14.
15.
FORM
3-62
USE PREVIO S INTERNAL
610 EDITIONS ^ SECRET ^ CONFIDENTIAL El USE ONLY ^ UNCLASSIFIED
X1A
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