ANNUAL REPORT OF THE DCI MANAGEMENT ADVISORY GROUP

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01495R000900010001-4
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 65
• Document Creation Date: December 19, 2016
• Document Release Date: September 19, 2005
• Sequence Number: 1
• Publication Date: July 1, 1975
• Content Type: REPORT

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Confidential
Annual Report
of the
DCI Management Advisory Group
Submitted to the Director of Central Intelligence, July 1975
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MEMORANDUM FOR: Deputy Director for Administration
Deputy Director for Intelligence
Deputy Director for Operations
Deputy Director for Science & Technology
On 19 August I met with the Management Advisory Group
.d to review its 1974-1975 Annual Report. Several activities
described therein are worthy of calling to your attention.
Please distribute a copy of this report to your office
am heads and to your Directorate MAG. Sufficient copies are
attached to accomplish this.
Attachment
As Stated
Info Copies:
1-DDCI
1-D/DCI/IC
1-D/DCI/NIO
1-GC
1-LC
2-I G
1-Asst/DCI
14-MAG
1-Comptroller
1-D/EEO
This memo downgraded
to ADMIN INTERNAL USE
ONLY when removed from
attachments.
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1 August 1975
segment of each of its meetings to a discussion of the
challenges confronting U.S. intelligence generally and
the Agency in particular. Your recent public statements
and your addresses to Agency employees have been central
to these exchanges. The actions and activities in this
report do not address these issues directly. It is
difficult to portray for you even in a general way the
t f
h
MEMORANDUM FOR: Director of Central Intelligence
SUBJECT: Activities of the Management Advisory
Group, June 1974-May 1975
1. The activities of the Management Advisory Group
(MAG) during the past twelve months are summarized in
this annual report. MAG has devoted a significant
vu comes o t
ese discussions since comments and feel-
ings have ranged widely-a flavor that has been captured
in our periodic reports to you on morale within the
Agency. We thought you should be made aware of the
inevitable effect of this changed environment on the
way the MAG functions. We are troubled by many things
but we remain committed to the npi it fnr +----1;+-
intelligence in our foreign policy process. We under-
stand and support the general position of openness and
cooperation that you have adopted. We hope that our
future service to you will include the kind of foresight
and concern that was duly and appropriately recorded
by our not too distant predecessors.
2. During the past twelve months, MAG prepared a
number of papers commenting on various practices or
situations. Summaries of these papers, including any
action taken by management in response to our recom-
mendations, are given below.
A. New Procedures for Evaluating Research
Proposals. MAG suggested new procedures, including
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a possible role for the CIA Management Committee,
for evaluating research proposals. On 15 July 1974
the Management Committee approved the Comptroller's
recommendation that the Management Committee ought
not to become involved in reviewing and approving
research contract proposals and that the problem
should be handled by the offices concerned. (Tab A).
B. Proposed Handbook on Agency Management
Processes. You asked MAG to review a paper written
by the Comptroller's office, "CIA Management
Processes" of 6 June 1974. MAG suggested that
the draft, strengthened in several areas, broadened
in scope, and given to more detail, would provide
a basis for an Agency management handbook. Clar-
ification of the goals and expectations of the new
management processes via this handbook would more
effectively enlist the employee support essential
to a successful management program. MAG continues
to endorse the need for this paper. (Tab B).
C. DDI Management Staff's Paper on the Proposal
for a New Film on the Agency. MAG endorses the
proposal for a new film, initially submitted by an
employee to Mr. Thuermer, and developed some
suggestions for inclusion in the production of a
new film for public viewing to replace the now
dated and narrowly focused "Need To Know." (Tab C).
D. DDO Memoranda on Grades and Career Manage-
ment of Agency Senior Secretaries. MAG endorsed
the DDO's recommendation that the static supervisor/
secretary grade structure be changed and a separate
career service for senior secretaries be established.
The Management Committee has asked the Director of
Personnel to review this subject with the DDO staff.
(Tab D).
E. Notifying All Employees on Matters of
General Concern. In this memo, MAG stressed the
need for better and more regular communications
between management and employees, with particular
attention to the possible legislation to protect
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sources and methods. The subject of increased
communication, we understand, has been discussed
by you with your Deputy Directors on several
occasions. We are also following with great interest
your efforts to promote legislation to protect
sources and methods. (Tab E).
F. Agency Image. Following a discussion with
you, MAG prepared a paper in November 1974 concern-
ing the Agency's image. The paper identified
activities which we felt could be judiciously
publicized and which would reflect credit on the
professionalism and imagination of Agency personnel.
This position was essentially endorsed by Mr. Thuermer
in a subsequent memorandum. Taking into account our
previous involvement, MAG was asked in May 1975 to
review a study on the same subject which had been
prepared for the Management Committee by the Center
for the Study of Intelligence. MAG endorsed the
conclusions and recommendations of this study and
again suggested an expansion of Mr. Thuermer's
staff as a means by which recommendations such as
those of the Center might be most effectively
carried out. The Management Committee addressed
the subject of CIA Public Relations on 30 June 1975
and directed additional action to OTR's Center for
the Study of Intelligence. (Tab F).
G. Annual Personnel Plan and Personnel Develop-
ment Program. MAG felt that these programs were
poorly understood by those for whom they were
designed. We understand that you discussed this
subject at a staff meeting on 4 February and
requested that these plans be given greater
exposure. We understand that you subsequently told
your Deputies that affected employees should be
consulted regarding the Personnel Development
Program. We are pleased to see that various
Directorate personnel handbooks make mention of
these programs. (Tab G).
H. Internal Communications: Proposed
Newsletter and Support Bulletin. In a memo of
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24 January 1975, we suggested that an internal
employee newsletter would be useful. We also
suggested an updated Support bulletin with
insurance, retirement and other financial informa-
tion in one publication for ready reference by
possible retirees and other employees. This memo,
directed by you to the Management Committee, is on
its pending agenda. (Tab H).
I. Progress Report on "New Approaches to
Personnel Management." The original report to
employees, "New Approaches to Personnel Management,"
was issued 14 April 1974. Partly in response to
employee concerns voiced during the MAG publicity
campaign, we asked for a progress report on this
subject on 28 February 1975. We understand that
an employee bulletin, "Progress and New Directions
in Personnel Management," was issued 23 July 1975
(Tab I).
J. Employee Responses to MAG Publicity Program.
In December 1974 MAG conducted a publicity
campaign and received a number of suggestions and
comments. At the same time, we had an updated
employee bulletin on MAG issued. We took care of
most of the employees' comments and queries
directly. We sent you a summary of the campaign
and also requested comments from the Office of
Training and the Office of Personnel regarding
specific suggestions or queries. We have received
responses from the Office of Training and the
Office of Personnel. (Tab J).
K. MAG's Proposed Agenda Items for DCI's
Meeting with Deputy Directors. The DDA informally
suggested that MAG might be interested in submit-
ting some proposed agenda items for the conference
you had planned with your Deputy Directors regard-
ing the management of CIA. The suggested items
we sent to the Comptroller concerned the balance
of line and staff, an information bulletin for
employees, substantive requirements and resource
allocation, training for senior management, and
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finished intelligence feedback. Additional items
may be presented before the meeting is held.
3. During the reporting period, MAG also was
involved in the following activities:
A. MAG sent representatives to speak at
presentations of the Senior Seminar and Midcareer
Course to explain the purpose of MAG and to receive
feedback from attendees of these courses. MAG
intends to make this a regular practice and has
made the necessary arrangements with OTR.
B. MAG attended a meeting with the Directorates'
MAG's and agreed to send them our monthly business
agenda to avoid duplication of effort on problems
of common concern. We are also sending them a copy
of this report.
C. MAG sent an informal memo to the DDA
advancing a suggestion we had received from the DDO
MAG regarding expansion of the program on Women's
Safety. The DDA responded affirmatively.
D. Based on a suggestion from a MAG member,
we queried the Office of Security regarding the
status of briefings/clearances for GSI and GSA
employees. The Office of Security conducted a
survey and subsequently sent a memo to the DDA
suggesting that briefings be given to certain
categories of employees. The DDA endorsed this
suggestion and MAG recommended that a notice be
circulated to employees on this subject.
E. MAG was requested to look at voluntary
separations from the Agency to determine whether
there might be a serious "Brain Drain." As it
happened, the Office of Personnel had separately
studied this problem and provided statistics showing
that voluntary separations were not creating
significant problems for any Directorate.
F. During last year we were briefed at our
monthly business meetings by the following offices:
Office of Training, Comptroller, IC Staff/Product
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Review Division and the Office of Personnel. MAG
continued with monthly business and dinner meetings
(in April, these were changed to lunch meetings).
Senior Agency officers continued to speak at the
dinner/lunch meetings. The speakers, in order of
appearance were, Messrs. Nelson, Kane, Proctor,
Isenstead, Cary, Warner, Blake, Thuermer and
General Wilson; also Messrs. Carver and Knoche.
In addition, meetings were held with you to discuss
topics under MAG's consideration and subjects of
an ad hoc nature.
G. MAG endorsed an Office of Medical Services
idea that the OMS paper, "Introduction to-Drugs of
Abuse," be distributed to all employees.
H. MAG discussed with you possible CIA
participation in the bicentennial celebrations and
suggested that CIA participation be limited to
in-house participation.
1. We discussed your memo of 31 October 1974
entitled "Fighting Inflation." We noted that
significant additional savings would only come from
selective cuts in programs, an area requiring
substantive review to a degree which would make it
impractical for MAG consideration.
J. In an informal dinner discussion with
Mr. George Cary, the Legislative Counsel, we
stressed that employees should be better informed
via Agency channels on events affecting Agency
interests which were going on at Capitol Hill. As
a result, "Congressional Proposals on Covert Action
and Legislative Oversight" was published as an
employee bulletin.
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MEMORANDUM FOR: Director of Central Intelligence
SUBJECT: New Procedures for Evaluating
Research Proposals
1. Should the Agency spend $4,844,763 for the
University of Wisconsin to do "an applied system
study of world climate variation in relation to food
production?" Should we give Professor Jacoby of M.I.T.
$600,000 to develop a world energy model? These kinds
of proposals-of which there are dozens every year-
each suggest sponsoring development of a technique to
estimate numbers we want to know, from data we do know
or are willing to assume.
2. The review process for each proposal is some-
times complicated. A DDI analyst may, for example,
suggest that a research contractor should be hired to
do something. The analyst can then either ask the
Office of Research and Development (ORD) to pay for the
venture, or can request DDI funds. In either case,
the request filters upward through layers of management
until one directorate ultimately pays or says no.
Alternatively, high-level management in the DDS&T can
initiate a proposal which may then be reviewed by DDI
officers. There is no single channel for all proposals,
and there need not be.
3. Usually the right people see and comment on
each proposal, but often no one ever learns what the
contractor will do, or how his work will be evaluated.
In particular, the Agency paid roughly $50,000 for the
University of Wisconsin to write a proposal on fore-
casting food supplies. Now any of several officers
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in the DDI and the DDS&T can encourage or discourage
spending five million dollars as the proposal recommends.
4. To determine what the university would do
with the money, one reads on page 40 of the proposal
that ". . . the primary aim of this proposal is to be able
to predict the world's food supply . . ." What does this
mean? Will we get forecasts of each country's grain
and livestock outputs? Apparently not, since on page 20
we learn that the "climate/food system" will be "dis-
aggregated no farther than is absolutely necessary to
obtain a good simulator of its performance. This means
that disaggregation in the Climate/Food Simulator to be
developed will stop well before the level of chloro-
plast physiology, even well before the levels of
individual crop plants and individual fields."
5. If the Climate/Food Simulator will not predict
grain production, then what will it do? What policies
will the study evaluate? The answer may well be that
the study will be a systematic interdisciplinary effort
to solve vital nutritional problems bearing on national
security. What nutritional problems? This sort of
question/answer game can continue through endless meetings
and memoranda, and perhaps never be resolved.
6. The game continues because we seldom ask the
right questions. By asking for research plans, proposals,
and objectives, we elicit meaningless generalities.
7. Slight modifications of the contract proposal
and review process could greatly improve its effectiveness.
The Agency officers who first advocate funding a proposal
should be asked to:
a. Prepare a table of variables. In no more than
ten pages, this table would summarize what the pro-
posed research would accomplish. For example, rather
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than saying that a study's primary aim is to predict
the world's food supply, one could say that the
study will predict for the next four years the time
series on Soviet grain production found on page 323
of the National Economy of the USSR, 1972. If
this prediction is to be linked to policy variables
such as the US price support for domestic wheat
production, then the policy variables should also
be identified precisely.
b. Specify a benchmark against which the new
estimating technique will be compared. Anyone can
forecast, so the chief research problem is to develop
a technique that works better than known methods.
The managerial problem is to determine whether
additional accuracy is worth the cost.
Benchmarks usually exist or can be established
inexpensively. In the above example, the University
of Wisconsin method can be compared to the current
Agency method for predicting Soviet grain production.
c. Specify the performance criteria by which the
new estimating technique will be judged. Given a
new technique and a benchmark, how will we determine
which one is best? This is a difficult question,
and one that deserves attention before we spend
money to develop a method.
d. Identify the Agency customers whom the new
method would serve. Potential customers should be
told exactly what the method will do, and how it
will be compared with alternative approaches. In
particular, many customers want to know something
about food and the weather. But who cares about
Zambian production of sustenance units? If some-
one does care, why should he believe a University
of Wisconsin forecast based partly on an extrapolation
of tree ring diameters?
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,S. The four major questions outlined above could be
used in two ways, first for screening research proposals,
and then for auditing results of research we fund. In
any audit we should expect to find research efforts
that failed because a contractor simply could not devise
a better method to do a certain task.
9. But when we find a technique that has been
developed but never used, we should ask why. Did we
ever understand what the contractor would do? Did we
determine which customers would use the technique's
results? This sort of audit would help greatly in
planning future research programs.
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SUBJECT: Proposed Handbook on Agency Management
Processes
1. This memorandum responds to your request at our last
meeting to provide you with MAG comments on subject paper. We
should make clear at the outset that there exists within MAG some
uncertainty as to the exact purpose and the intended audience of
this paper. The comments that follow assume the ultimate intent of
the paper is to provide a cohesive description of the Agency's manage-
ment process to all levels of the Agency.
2. It is the general consensus of MAG that the Comptroller's
draft is a solid attempt to reconcile the plethora of recent management
initiatives and explain their interrelationships. It is particularly
useful in that it provides a basic conceptual framework, a
description of the major differences in the various Agency components'
interpretation and implementation of the new management initiatives,
and an identification of problem areas that need to be resolved.
3. MAG feels that the paper has two major shortcomings-
it is too narrow in scope; and it is lacking in detail as to how these
various initiatives provide a systematic and coordinated approach to
the management of the Agency's activities.
4. It is our feeling that the scope of this paper should be
expanded to recognize more clearly the Agency's role as a part of
aw the intelligence community, and the impact that community programs
have on Agency management. In the area of planning, for example,
while we would agree that overall long-term planning for the Agency,
per se, virtually nonexistent, there are numerous forums extant
which do engage in out-year planning and significantly influence
Agency operations and the allocation of resources, usually over a
relatively long period of time. In view of their potential
..+ impact, they should not be ignored.
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5. Similarly, further attention should be given to the fundamental
difference in orientation of production and processing activities vis-a-vis
collection activities. This we believe may be one of the primary
factors that has led to the different interpretations of the new manage-
ment initiatives by the various Agency Directorates.
6. Finally, if indeed this paper is intended to serve as a
handbook on the Agency's management process, as envisaged by
MAG, a much more systematic and detailed exposition will be required.
Too much effort has been devoted to justifying the environment as it
exists; far too little has been devoted to such things as the purpose
and goals of these various initiatives, the responsibilities of the various
players, definitions and explanations of the various concepts in terms
understandable by the layman, and detailed instructions and examples
as to how these initiatives are to be implemented in a cohesive plan
of action.
7. It is our firm belief that if Agency management, through
whatever means, is to be effective and produce results, it must be
by design-not by accident. The primary means to insure achieve-
ment of this goal is clear, concise communication of management's
intent and expectations to all levels of the Agency. This in turn should
insure the grass-roots support that will be required to make the
Agency management process a viable and dynamic system. The
Comptroller's paper is a good beginning-much remains to be done.
8. MAG will be happy to meet with you to elaborate on any of
the points raised, if you wish.
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A New Film On CIA
Summary
The DDI Management Staff reviewed the Agency's existing "image"
film, "A Need To Know" and conducted a series of talks with
qualified employees. We have concluded that:
1. "A Need To Know" is out-of-date and too confined in
subject matter.
2. There are good reasons for making a new film and the
certainty that it too will become obsolete should not be a
deterrent.
3. If a new film is made it should stress that (a) the
government has a duty to maintain intelligence organizations
to find out denied information about foreign developments
affecting its security; (b) citizens of this country gain
directly in terms of security and tax savings from the work
of this Agency; (c) CIA is strictly accountable for its
actions and expenditures; (d) the Agency is a four part organi-
zation with collection, analysis and support responsibilities;
and (e) CIA is increasingly involved in new activities that
are more acceptable to the general public.
4. The production problems and costs involved in making
a new film are less than might be expected. A film comparable
to "A Need To Know" in length and complexity could probably
be produced in less than six months, for less than $100,000
and with minimum interference with normal Headquarters
activity.
This paper addresses three questions concerning the need for
a new indoctrination and orientation film on the Agency.
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1. Is there a need for a new film;
2. If there is, what should be its content; and
3. What costs and problems should be anticipated?
To respond to these questions this Staff began by reviewing
the existing documentary film about the Agency, "A Need To Know."
Produced in 1969, this film was classified Confidential, ran
about 40 minutes and focused primarily on the activities of the
Intelligence Directorate. The chief reactions of members of our
Staff were that the film has commendable aspects but that:
1. It is overlong and overclassified for a film
confined largely to the analytical work of the Agency;
2. It is dated by the portrayal of issues and incidents,
some already passe at the time it was produced; and
3. It could have been improved not only by showing the
work of the other three Directorates but by indicating the
Agency's external relationships and responsibilities to the
Intelligence Community, the President and the Congress.
We then proceeded with a series of interviews with employees
who were in a position to respond to the three questions noted
above either because of their experience with "A Need To Know"
or because their current duties involve representing the Agency
to outside audiences. These individuals were:
1. 'xecutive Assistant to the Deputy
Director and former member of the Advisory Committee on
"A Need To Know";
2. Mr. George Carver, Deputy to the DCI for National
Intelligence Officers;
3, of the Office of the Inspector
General and former project manager of "A Need To Know";
4.1 of the Office of Training and
principal Agency briefing officer for outside audiences;
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5. I lof the Office of the Comptroller
and a drafter of the DCI's annual budget presentations to
the Congress; and
6. f the Intelligence Community
Staff (Congressional Relations) and a participant in "A
Need To Know."
The views expressed below are largely the result of our
conversations with these individuals.
Without exception, those interviewed were in favor of making
a new film about the Agency suitable for general audiences. Their
reasons varied from simply wanting a current replacement for "A
Need To Know" to a deep concern about the Agency's image as a
result of "Watergate" developments. Several persons commented
that a new film would be consistent with the DCI's position on
a more public stance for CIA.
When confronted with Mr. Colby's question about whether
such films tend to become out-dated too quickly, most responded
that this should not be a deterring consideration. The consensus
was that the era had passed when the Agency could claim that it
had "no public relations" and that making films about its work at
six year intervals need not be considered an extraordinary expense.
To protect the viability of such films it was suggested that the
activities depicted focus more on the constants in the Agency's
work and less on historical events. It was also suggested that
a "modular" approach could be taken in producing the film which
would permit the subsequent replacement of sequences showing a
specific President or a CIA Director.
III. The Content of a New Film
Five major themes emerged from our conversations about what
might be included in a new film about the Agency. These were:
1. The Need To Know. Most agreed that the current
Agency film had been on the mark in its assertion that any
nation has an obligation to its citizens to be informed
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about all foreign developments that may affect their welfare
and to maintain an intelligence organization to ferret out
those facts about such developments which other governments
would deny us. Both nd Mr. Carver felt that
this idea should be "up front" in any future film, that its
legitimacy should be underlined and that the Agency should
feel no need to be "defensive" about making this point.
2. The Value of CIA's Work. Several persons suggested
that any new film should strongly represent the practical
benefits to the public that accrue from the Agency's work.
They offered the following examples: (a) the policy of
Detente in general and the SALT agreements in particular
which could not exist without the verification provided by
intelligence; (b) the fact that the cost of national defense
would be markedly higher were it not for the specific
knowledge of foreign military capabilities which intelligence
operations make possible; and (c) that the effectiveness of
the US as a peacemaker in international disputes such as
the Arab-Israeli confrontation would be considerably reduced
without the clues to the ultimate interests of the contending
governments which the Agency can often provide.
in particular, felt that a strong case should be made for
the Agency's work as not only cost effective but as a significant
bargain for the American taxpayer.
3. The Agency's Accountability. Most of those interviewed
believed that one of the Agency's major "image" problems was
the impression that CIA is autonomous in the activities it
undertakes and unlimited in its resources. They felt that
any new film about the Agency should emphasize that its
operations are directed by the President and the National
Security Council; coordinated with the Departments of State
and Defense and the other elements of the Intelligence
Community; annually funded, regularly reviewed and ultimately
controlled by the Congress. I suggested
that special attention be paid to the DCI's role as leader of
the Intelligence Community, to the CIA's elevated but relatively
modest place among all US intelligence elements and to the
Intelligence Community Staff as a means of coordinating and
consolidating the total US intelligence effort.
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4. The Need to Show the Whole Agency. There was
unanimity among those interviewed on the necessity of depicting
the work of all four Directorates in any future film. Some
felt that an exposition of the basic organization, including
the names of the Directorates, would do no harm in terms of
security and would be beneficial in striking a posture of
candor with the public. Others thought that a less explicit
approach would suffice if it acknowledged that the Agency
had components whose functional responsibilities were human
collection, technical collection, analysis and support. All
believed that another film which concentrated on how intel-
ligence was produced, but not on how it was collected, would
not "wash" with contemporary audiences. It was also noted
that to be useful as a recruiting device, the film should
show that there are at least four major types of careers to
be pursued at CIA.
5. The Changing Nature of the Agency's Work. Another
frequently mentioned subject in these interviews was the
changing mission of CIA and that this fact could be publicized
to the Agency's advantage. A new film could point out, for
example, that (a) our human collection component is involved
almost exclusively in information gathering-not covert action-
and is increasingly concerned with issues like economics,
international terrorism and the global trade in narcotics;
(b) that technical collection has grown enormously in recent
years and provides not only a vast quantity of high quality
intelligence, but does so at far less risk of international
confrontations; and (c) that our analysts, although still
concerned with the political intentions and military capabilities
of foreign powers, have moved from preoccupation with `Cold
War' issues to questions of international finance, energy
supplies, agricultural resources, the use of the oceans and
other questions impacting on world political stability.
In addition to these broadly shared ideas about the content
of a new Agency film, several individual suggestions about the
subject matter and format of this undertaking are worth noting.
felt that the film should be designed for the widest
possible use but should be restricted to about 15 minutes in length.
His.reasoning was that the normal classroom presentation at a
college or high school or an after-dinner speech to a civic
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organization only allows for about 50 minutes. These audiences
want a film, but they are most interested in time for questions
to a live employee of CIA.
When told of uggestion for a 15 minute film,
accepted his rationale but argued that
there was also a need for the longer format to show to more
studious academic audiences, to military reserve groups and other
elements in the intelligence community and to potential employees
needing a fuller view of career opportunities.
suggested that if conceived and produced at the same time, the
cost of producing two films instead of one might be well worth
considering.
Finally, Messrs. Il stressed the
need for conducting some thorough "market research" with target
audiences prior to getting underway with any new fil
noted that an advisory panel of three academicians had been
consulted before making "A Need To Know," but that they had not
been very helpful. Nevertheless, one of the reasons why this
film became so dated so soon was that it represented what people
in CIA thought the public should know about the A enc , not what
those on the outside actually wanted to know. uggested
that determining what was wanted could best be accomplished by
an independent market research team.
the project manager for "A Need To Know,"
provided the most valuable information on this topic. Three
documents from his files dealing with the organization of that
project in the fall of 1968 are included at annex.
The costs of producing such a film are less than one might
expect. "A Need To Know" was budgeted at $68,000 in FY 1969
funds and, although the actual figure was not available from
OTR or the Office of Logistics, all participants
agreed that the total cost was about $10,000 less than that amount.
Assuming the same length of film, the cost would be considerably
higher in FY 1975 or 1976, but probably still under $100,000.
The chief difficulty in producing such a film is not in the
shooting, but in agreeing on the script. This was accomplished
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last time by giving the job to an independent contractor,
after providing him with numerous briefings by
those components of the Agency that were featured in the film.
I uggested that the same approach could be used this
time and specifically recommended the re-hiring of but
only after a more detailed agreement had been hammered out about
the content of the film by an Advisory Committee representing
all components of the Agency. The script for "A Need To Know"
took about one month to produce.
Actual production of the last film required about two months.
The small professional crew was assisted by OTR representatives
and no major problems were encountered. The impact on the normal
work of the Agency was considered to be minimal. In casting
the film,noted that care had to be taken of the
cover status o the actors. Even though only DDI personnel were
used as actors, their spouses were occasionally employed in
another Directorate. thought that in any new film
emphasis should again be given to including women and minority
group representatives among the participants. n
the other hand, reported that college groups and some other
audiences reacted adversely to the high percentage of black faces
in group scenes, contending that the Agency was making a contrived
effort to show itself as an equal opportunity employer.
7
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19 July 1974
MEMORANDUM FOR: CIA Management Committee
SUBJECT: DDI Management Staff's Paper on the Proposal
for a New Film on the Agency
MAG endorses the excellent paper "A New Film on CIA?" written by
the DDI Management Staff and has the following additional suggestions:
(1) Within the larger film, one or more substantive case
studies (showing intelligence collection, analysis, and use by
the policy making level) could be included, perhaps in the guise
of a training exercise. For example, the props assembled for the
well-received front corridor Cuban missile crisis display might
be used in a section of the film which would purport to show
photo interpreters being briefed/trained upon entering on duty.
Or a case study of a narcotics intelligence collection/enforcement
operation in Southeast Asia or the Near East might be presented
as part of a seminar for narcotics operations officers.
(2) A classified version of the film (covering greater detail)
might be produced at the same time as the unclassified version.
This would be useful as part of Agency orientation courses as
well as to show "official" visitors such as DIA and State Department
officers.
(3) It might be useful to alert employees to the fact that
management is considering doing a new film and soliciting contributions.
Ideas for themes, case studies, and perhaps even some script writing
talent might emerge.
(4) Two additional items might also be woven into the film:
(a) cooperation with the Agency on the part of certain members of
the academic world, and (b) career development of Agency employees
(including the fact that some move on to other senior government
jobs, such as Mr. Hyland, Director of INR).
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19 July 1974
MEMORANDUM FOR: CIA Management Committee
SUBJECT: DDO Memorandums on Grades and Career
Management of Agency Senior Secretaries
1. After review of the DDO's memorandums on Agency secretaries,
MAG believes that he has presented a superb analysis of the existing
secretarial situation and gives excellent recommendations for resolving
a problem which permeates the entire Agency-the plight of the professional
" secretary. In fact, the study is so complete and thorough that there
is very little MAG can add except that adoption of the recommendations
would.go a long way towards development of a truly professional
secretarial complement for the Agency-removal of the static supervisor/
secretary grade structure in favor of grading positions on the duties
and responsibilities inherent in the particular job; and establishing
a separate career service for senior secretaries, eventually GS-07
and above, which would foster improvement of skills, more adequate
career counseling, competitive promotions, and more orderly assignment
procedures, here and abroad.
2. MAG wholeheartedly endorses the findings and recommendations,
and urges that the Management Committee seriously consider their
adoption.
ADMINISTRATIVE
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MEMORANDUM FOR: Director of Central Intelligence
SUBJECT: Notifying All Employees on Matters of
General Concern
After recent discussion with Mr. George Cary, the
Legislative Counsel, the Management Advisory Group has
learned that the Deputy Director for Administration is
examining the feasibility of establishing a regular
means for informing Agency employees about matters of
general concern. MAG believes there is a critical
need within the Agency for such a mechanism in order
to maintain understanding and morale in the face of
the continuing criticism and challenge from outside.
In particular, MAG urges an all-employee dissemination
explaining the purposes and nature of pending legislation
relating to national security information and its control.
MANAGEMENT ADVISORY GROUP
ADMINISTRATIV
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SUBJECT: Agency Image
1. In response to your concern about the
Agency's public image and its impact on recruiting,
press coverage, and Congress, MAG has pursued the
subject in interviews and discussions. Although
much of the adverse reporting of Agency activities
may subside in the post-Watergate period, MAG be-
lieves that the Agency must be more forthcoming in
areas where public disclosures can be made without
dM jeopardizing operations.
2. MAG has found some examples of activities
which could be judiciously publicized and which, we
believe, would reflect credit on the professionalism
and imagination of Agency personnel. They appear to
fall generally into two areas: intelligence reports
(including cartographic materials) for areas where
travel is limited and published information lacking;
and technological innovations where the Agency has
been instrumental in developing new collection, pro-
cessing or analytical techniques.
3. Examples of intelligence reporting which
might be considered for broader public dissemination
include:
-Basic economic facts and cartographic
materials such as the "China Atlas" prepared
for President Nixon's trip to the PRC. This
is regarded by some as the finest document of
its kind in the public domain.
-Release of Soviet, East European, and
China base maps which are unclassified but not
available to the public.
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-Release of portions of economic hand-
books on denied areas for use in the academic
and research community where details will not
compromise sources.
-Informational statements on current topics
especially designed for wide dissemination in
Congress. The purpose of such reports would be
to raise issues rather than predict outcomes.
4. MAG believes that political and biographical
assessments are generally less in demand and may
create more than smooth controversy on the Agency's
views. Similarly, military evaluations probably
would compromise sources and methods and are best
released through declassified Congressional testimony.
5. Examples of technological innovation in
which the Agency has played an important role must
be carefully chosen and will consist primarily of
historical summaries or, perhaps, current systems
with non-military applications.
-The growth of food supply forecasting
as an example of the policy support role
played by the Agency could serve as a theme
for an article or briefing.
-A description of intelligence data
handling and retrieval techniques, as well as
new, miniature data storage designs will appeal
to certain audiences.
6. Once again, MAG recognizes that careless
handling of such issues could do the Agency more
harm than good, but knowledgeable individuals may
be able to propose constructive ways to publicize
such activities and should be able to propose ad-
ditions to this list of examples.
7. In addition to DCI briefings and the selected
release of materials, MAG urges that the Agency con-
2
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tinue its more relaxed policy with regard to overt
Agency personnel publishing in professional journals.
It might be desirable to admit Agency affiliation
for the writer but include the "official view"
disclaimer. Such a policy permits research personnel
in some areas such as economics to serve a tour in
the Agency and still maintain professional visability
through publications. Because this is an important
consideration in returning to the academic world,
recruiting in universities may be facilitated.
8. MAG also recommends that the Agency public
relations office be expanded somewhat. There are
limits to what two men can do and if the Agency is to
take an initiative in searching for ways to improve
its public image, it will take time and additional
personnel to do it.
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MEMORANDUM FOR: Secretary, CIA Management Committee
SUBJECT: Agency Image
for our review by the Deputy Executive Secretary,
1. The Management Advisory Group endorses the con-
clusions and recommendations contained in the recent survey
by OTR's Center for the Study of Intelligence concerning
Agency activities contributing to public understanding
of intelligence and the CIA. This material was provided
who took note of our concern about the Agency's public image
as expressed in a memorandum to the Director last November
(attached).
2. The MAG continues to believe that there is a need
for a somewhat expanded staff having central responsibility
for the Agency's public relations. Such a group would be in
a better position to:
a. Develop initiatives and to staff out, obtain
approval for, and subsequently implement
recommendations such as those made by the
Center.
b. Serve as a central point for the identifi-
cation of appropriate Agency spokesmen to
address outside groups on particular issues.
c. Serve as an identified point of contact for
employees who may have creative suggestions
with regard to improving public understand-
ing of the Agency.
In our view, this staff could also be used for a more
focussed effort to quickly provide the Director with the
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necessary information to decide whether a public response
should be made to specific allegations in the media.
for
THE MANAGEMENT ADVISORY GROUP
Attachment
as stated
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MEMORANDUM FOR: DCI
24 January 1975
Management Advisory Group
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Annual Personnel Plan and Personnel
Development Program
1. MAG has reviewed the Office of Personnel memoranda setting out
instructions for the collection of information on the Annual Personnel
Plan and the Personnel Development Program and has discussed these plans
with representatives of the Office of Personnel.
2. We note that you made mention of the Annual Personnel Plan and
the Personnel Development program in your employee notice, "Integrity of
the Merit System." We also note that the Mid-Career course includes a
section on these plans. However, it is MAG's opinion that the existence
and ramifications of these plans seem to be known to only a limited number
of managers and very few employees.
3. MAG suggests that additional publicity be given to these plans.
We think it would be useful if you would issue a status report on the
utility of the Annual Personnel Plan as a management tool, citing specific
examples of how you and your managers use it. For those Directorates
which have not disseminated information on these programs, we suggest they
be required to do so. Where appropriate, we think each Directorate should
devise effective ways of explaining the Personnel Development Program to
employees to broaden understanding and support of it.
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SUBJECT: Internal Communications: Proposed Newsletter and
Support Bulletin
1. Over the years various MAG's and management have discussed the
advisability of issuing a regular newsletter to all employees. To date,
this idea had been rejected by either MAG or management.
2. The current MAG believes that a newsletter would be useful and
would like you to take a fresh look at this subject. MAG believes that a
newsletter is necessary for the following reasons:
a. Many employees in the Agency, especially in support/service posi-
tions, need to be reassured that they are contributing, in one way or another,
to the important work of the Agency. Rarely seeing the results of their
labors, they need to have some feedback from consumers, both internal and
external. We see the newsletter as an excellent forum for occasional feed-
back from consumers; FBIS, for example, in its newsletter lets its employees
know when the State Department makes a point of citing its product.
b. Many items on your bulletin board are of significant interest
and deserve wider distribution. We are thinking particularly of the letter
the President sent to you last fall which set out our obligations in the
intelligence field.
c. As is obvious from our observations and some response to the MAG
publicity campaign, there is a good deal of confusion about many admin-
istrative matters. Because some offices do not hold regular staff meet-
ings, some offices regularly exclude non-professionals from same, and ad-
ministrative "facts" get garbled before they reach employees, it would be
useful to have all administrative policies spelled out in print, along
with the appropriate number to call should an employee have questions.
3. Regarding topics for inclusion in the newsletter, we suggest the
following:
a. Summaries of DCI speeches. This would include speeches to groups
outside the Agency as well as those made periodically to employees in the
auditorium.
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c. Organizational changes, such as the merging or abolition of offices/
functions. This should include the reasons behind the change, not just an
announcement that a change has been made.
d. Announcement of significant awards by the Honor and Merit Awards
Board, including when security permits, the reasons for the award.
e. Announcement of awards by the Suggestions Awards Committee, in
eluding when feasible, follow-up studies on the utility of a particular
suggestion.
f. Feedback from consumers, when security conditions permit.
g. EEO development, perhaps including biographies of minority em-
ployees who have achieved certain levels.
h. Training opportunities, particularly in external institutions.
Also, employees should be informed of necessary qualifications and nominat-
ing procedures.
i. Articles on retirees who found satisfactory outside employment in
a second career.
j. Description of MAG activities, both the DCI MAG and the
directorate MAG's.
k. Reaction of summer employees and interns to CIA employment.
1. Legislation which affects the Agency, especially the proposed
amendment to the National Security Act of 1947.
m. Management. Explanation of trends or new concepts in Agency
management such as Management by Objective, the Personnel Development
Program and the Annual Personnel Plan.
n. Current interest articles, such as what the Agency is doing in
particular areas, such as international terrorism and economic intelligence.
o. Future trends, including what changes management anticipates in
the Agency and insight into what skills will be needed by the intelligence
community in the future.
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4. A newsletter would also provide a forum for feedback from em-
ployees to management. (This is a subject raised by an employee in re-
sponse to MAG's publicity campaign). Also, employee comments could be
solicited on topics of priority interest, such as economy measures. There
could be a letter to the editor column and the newsletter could run an
occasional attitude survey if the DDO finds that the one it recently con-
ducted is being helpful to management.
5. We are aware of the possibility that the contents of a newsletter,
if surfaced in the press, might be used to embarrass the Agency. However,
wd we think that this is a risk worth taking. We are also aware that security
considerations will preclude many items, especially DDO events, from be-
ing included. However, we think that DDO employees, both here and in the
field, are interested in what is going on in the rest the Agency and
would be avid readers of the newsletter whether or not it included DDO
activities.
6. We suggest that the newsletter be issued on a bi-monthly basis.
7. In addition to the newsletter, we suggest that the Support Bul-
letin on employee benefits, which was last issued in January 1967, be
updated and published. Inflation, and other developments, have made the
facts and figures in the bulletin very much out of date and there is defi-
nitely a need for this type of publication at this time.
Management Advisory Group
3
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SUBJECT: Progress Report on "New Approaches to Personnel
Management"
Sometime during FY 1975 it might be advisable to issue a progress
report to all employees on the results of the "New Approaches to Per-
sonnel Management" which were spelled out in an Employee Bulletin dated
1 April 1974.
There is a good deal of employee interest in this subject and em-
ployees would like to know how their directorates, and all directorates
for that matter, are responding to your instructions. To simplify mat-
ters, it might be useful to issue the progress reports on a piecemeal
basis; for example, a paper on rotational assignments might be a good
starting point.
ADMINISTRATIVE
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EMPLO YEE
BULLETIN
PROGRESS AND NEW DIRECTIONS
IN PERSONNEL MANAGEMENT
More than a year ago, we adopted a program to achieve greater
uniformity of personnel management within the Agency while retaining
for the directorates the flexibility necessary to meet their own unique
personnel requirements (Employee Bulletin No. 397 dated 1 April 1974).
Since that time, much work has been done in preparation of a personnel
system that will assume greater importance to you as it evolves. I
asked for a report of progress after the first nine months and the
findings are of interest to all of us.
In April 1974 I listed six actions to be implemented; the
following tabulates each action and its status:
ACT ION
a. Consolidate the 23 Career Services
into 5.
STATUS
b. Assign each Deputy Director and
the senior representative of the
Executive Career Service respon-
sibility for implementing the
specified 16 point personnel
program.
Each has published a handbook
on personnel management for the
information of supervisors and
employees.
Each now has boards and panels
to undertake competitive evalua-
tion of employees.
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c. Adopt new statement of Agency
personnel policy and revise the
appropriate regulations.
STATUS
Designated counselors and boards/
panels have provided career-
related counseling, on the
initiative either of the counselor
or of the employee, to more than
5,000 employees; these sessions
have ranged from relatively brief
discussions about specific prob-
lems to more lengthy sessions
concerning the future career of
the employee.
The newly consolidated Career
Services have completed reviews
of personnel practices and are
moving, as they have described
in their handbooks, to create
greater internal uniformity of
procedures and criteria re-
lating to competitive evaluation
and promotion.
Actions taken on the remaining
responsibilities have been de-
scribed in the handbooks, sup-
porting notices and regulations,
and procedural guidelines.
Done: Iknd related
regulations in Personnel series.
d. Publish Agency personnel
objectives.
e. Establish the Supergrade Review
Panel.
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f. Office of Personnel review oc-
cupational and qualification
recording systems in an endeavor
to create a more precise system
to identify groups of employees
with common occupational or
functional specialities that
will allow a greater opportunity
for employees to compete for
available vacancies.
A system has been devised for
the identification of such "affinity
groups," as the need arises,
through the joint cooperation
of the Office of Personnel and
the Career Service concerned.
The personnel system administered by the Career Services places
an emphasis on performance and achievement by the individual employee.
This is essential if we are to fulfill our substantive objectives,
so important to national security. To maintain and further strengthen
this emphasis on performance and achievement, the personnel system must
produce mutual confidence between employees and managers. To this end,
personnel goals have been published in regulations and in bulletins,
and I have asked the Deputy Directors to ensure the most full and con-
tinuing communication with you concerning the implementation of changes
in personnel policy.
FUTURE DIRECTIONS FOR PERSONNEL POLICIES AND
PROCEDURES. The changes in personnel policies that have been set in
motion require continuing assessment and sometimes modification. As the
directorates have proceeded to consolidate their own personnel systems and to
publish their personnel handbooks, it has become evident that some of the dif-
ferences in procedure among directorates are not necessary and that ad-
ditional Agency-wide standardization may be advisable. We are looking
into these with the help of the Office of Personnel to assist the
directorates in taking the necessary actions.
The Categories Used for Ranking of Personnel
The ranking categories specified in each Career Service Handbook
play an important role with respect to decisions for career development,
assignments, promotion, and retention. At present, the description of
ranking categories varies among directorates, as do the procedures for
determining which category an employee fits into. We will move now to
greater standardization.
3
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Involuntary Separation
The Agency is a dynamic organization which, over time, may need to
reduce further or may no longer require certain functions or occupational
skills. Even under circumstances of reduction, it needs to maintain a
certain level of entry of young professionals so that its future effective-
ness is not foreclosed.
It is important to maintain the distinction between the separation
of employees by "surplusing" and by "selection out" through competitive
ranking. I am requiring the Deputy Directors to pay special attention
to the separation of employees under each of these circumstances.
In the event of the elimination or major reduction of a function
or of a requirement for an occupational skill, an employee may be declared
surplus who may be a solid performer but is in fact surplus to the needs
of the Agency. Procedures exist to attempt to place the employee elsewhere
within the Agency. Should separation as surplus nevertheless result, it
should carry no stigma of poor performance; competitive performance is
not the determining factor.
"Selection out" by competitive ranking is the termination of em-
ployees whose performance and potential are low in comparison with other
employees of the same grade and occupation. Competitive ranking leads
to the identification of a designated percentage of low-ranked employees
(within a Career Service as a whole) who are to be counseled and given
as much opportunity as possible to improve their performance. The pro-
cedures followed, however, should not protect the poor performer at the
expense of the good performer. In fact, early departure from an in-
appropriate job is frequently a blessing, leading to a more fulfilling
career in a more appropriate job elsewhere.
Specialists and Generalists
Competitive evaluation systems elsewhere in government have en-
countered problems when the same panels rate generalists and specialists.
If preference appears to be given to generalists by the panel, specialist
training is viewed as limiting opportunities for advancement, and em-
ployees are discouraged from acquiring specialist skills needed by the
organization. Comparatively few panels in the Agency consider such
mixes of generalists and specialists, but when this becomes a problem,
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it may be necessary to establish sub-panels for specialists or to develop
affinity groups within directorates for specialists.
The Responsiblity for Promotion Recommendations
Under the evolving competitive evaluation system, both the super-
visors and the boards/panels should have responsibilities in the promotion
area appropriate to their roles. The supervisor should retain a respon-
sibility to initiate promotion recommendations, but it should be shared
with the boards/panels. While a supervisor may initiate a promotion
recommendation through the appropriate board/panel, which should attach
its own recommendations to the Head of the Career Service, the board/
panel should also be authorized to initiate promition recommendations
on its own.
The Role of A PP and PDP
The Annual Personnel Plan (APP) and the Personnel Development
Program (PDP) may not yet be familiar names to some of you, but they
already are playing a role in personnel decisions that affect all of
you. The APP is designed to focus the attention of senior managers on
the development of personnel management plans in their respective areas
of responsibility. It is prepared on a fiscal year basis and reports
on important areas of concern, including but not limited to expected
separations, goals for accessions, promotions and training, and the
EEO program. The APP provides an evaluation of accomplishments toward
previously established goals and reports personnel management targets
for the new year. I personally review the APP with the Deputy Directors
each year.
The Personnel Development Program (PDP) forms the planning basis
for the career management and development system. Part I, Executive
Level Development, is prepared annually to cover three-year periods
and identifies expected executive level vacancies, candidates for the
vacancies, and those GS 13-15 officers judged to have the potential for
assignment to executive level positions. It also reports the individual
developmental training and special assignment plans for these officers.
I also personally review the PDP with the Deputy Directors concerned.
Part II of the PDP requires the preparation of Developmental Pro-
"I* files which are the general assignment and training patterns for each
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of the significant professions or disciplines within a Career Service.
They will provide basic guidelines against which the accomplishments
and experience of individuals associated with a particular discipline
can be evaluated in terms of their progress and personalized plans
for their development. These profiles are scheduled to be completed
soon and will be made available to all employees, supervisors, and
Career Service boards and panels.
I would stress to you the evolutionary nature of any personnel
system. We learn by our successes and our failures. I shall look to
the Deputy Directors and to the Director of Personnel to assist me in
the evaluation of personnel management in the Agency. As we make more
extensive use of the new procedures and evaluate them, we shall discover
areas where improvement is desirable. We hope also to receive employee
suggestions and comments to help in this process. We shall continue
to work toward a system that serves both the interests of responsible
management and the interests of employees who aspire to develop to their
full potential.
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Employee Suggestions Submitted During December 1974 MAG
Publicity Compaign and Resulting Actions
That the Agency offer greater opportunities for employees to advance their
skills and knowledge, for example, through short lectures, mini-courses
that could be attended during office hours without excessive interference
with normal duties.
The Director of Training responded with a summation of
opportunities now available, some of which come close
to the employee's idea. OTR plans to expand its self-
study program.
That certain administrative brochures were of questionable value and in
an inappropriate format and that these publications failed to identify
originating office.
The DDA responded with its evaluation of the publications
in question and noted that a commendation had been
received from the Civil Service Commission on one of
them. MAG suggested that administrative publications
should carry an identification of the issuing office
with an address and telephone number.
That CIA adopt fiscal year as the annual leave year.
MAG determined that the Civil Service Commission defines
the fiscal year and that this suggestion was not
feasible at this time.
That greater efficiency be shown in handling insurance claims.
The DDA has taken steps to deal more effectively with
the claims backlog.
That an affirmative action program be designed to reach all employees
periodically to solicit ideas, check morale, anticipate problems, encourage
pride, etc.
Discussed with employee the various means available to
employees to put forward their ideas and suggested that
thrust of the Agency's policy is to foster communication.
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That there be a correction in maldistribution in the supergrade structure.
Determined that OMB decides the overall supergrade ceiling
for the Agency and that the DCI distributes them on the
basis of recommendations of the Office of Personnel
Position Management and Compensation Division.
That the Agency participate in the experimental four-day week program.
Informed employee thawas revised in 1973 to
allow nontraditional work schedules where useful. MAG
considers that four day week impractical for the
Agency in general.
That CIA produce a daily five-minute radio program of unclassified
intelligence for public education.
MAG forwarded this idea to the Suggestion Awards Committee.
That MAG study the possibility of greater career opportunities for
clericals.
The DDA responded to our query on this subject with
a memorandum on upward mobility.
That parking spaces be allocated on various different bases.
MAG declined to address this problem as outside
its purview.
That MAG look into the Agency personnel rotation system.
MAG suggested to the DCI that a status report on
"New Approaches to Personnel Management" would be
useful with particular reference to rotational
assignments.
That time-in-grade requirements for promotion be eliminated.
MAG informed employee that guidelines, not
restrictions, exist.
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28 February 1975
SUBJECT: Employee Responses to MAG Publicity Program
As a result of the publicity program on MAG which took
place in December 1974, we have received quite a few comments
from employees. Many of these were queries regarding
administrative matters; these we responded to by telephone.
We sent some employee responses to the offices concerned,
for example, a complaint about the tardiness of processing
insurance claims went directly to the DDA and a suggestion
regarding FOIA procedures directly to that office.
Suggestions regarding programs or policies, we believe,
should be more properly sent to the responsible office via
your office. We have therefore attached items for consid-
eration by the Office of Personnel and the Office of Training.
If you approve of this procedure, we would appreciate your
forwarding the attached, noting that MAG would appreciate
a response at their convenience.
Since many of the responses pertained to administrative
matters, we suggest that a greater attempt be made to pro-
vide employees with a telephone number to call at the time
administrative policies are announced. For example, an
"action line" which would provide answers regarding the
rationale for parking permit distribution would be very
welcome.
MANAGEMENT ADVISORY GROUP
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28 February 1975
Asa result of the MAG publicity campaign in December
1974, we received the following suggestions from an
employee: "Mini-courses in Headquarters building, to allow
attendance by all levels without job disruption. Include
language training as well, an area in which we are woefully
weak."
MAG has the following comments on the above: A MAG
member called the individual who submitted the suggestion,
noting that it would be passed on to OTR. MAG suggests
that OTR consider conducting a survey among employees to
see how widespread the above need is. Perhaps offices
could be polled as well to see if they have need for tailored
part-time courses which could be created by OTR. MAG can
visualize, for example, a good deal of interest in short
presentations in all Agency buildings on MBO, particularly
as it applies to the Intelligence business.
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28 February 1975
As a result of the MAG publicity campaign in December
1974, we received the following suggestion from an employee:
"A track system which affords upward mobility from clerical
through para-professional to professional, based on
performance."
MAG has the following comments on the above: A MAG
member called the individual who submitted this suggestion,
noting the existing programs in the DDO, DDI and NPIC. (MAG
received help from the Office of Personnel in coming up with
this information.) MAG believes there is a good deal of
ignorance about these programs, especially among those for
whom the programs are intended, and suggested that the
Office of Personnel issue an employee notice describing
the existing upward mobility programs and any planned for
the future. For those who wish more information, telephone
numbers should be included. It might also be appropriate
to mention that career counseling and vocational testing
are available for those who are unsure about whether they
are in the right jobs for their talents and ambitions.
MANAGEMENT ADVISORY GROUP
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MEMORANDUM FOR: Management Advisory Group
THROUGH: Deputy Director for Administration
SUBJECT: Management Advisory Group Training Suggestion
REFERENCE: MAG Memo 75-1559, dtd 28 Feb 75
1. In response to the employee suggestion received by MAG for offering
"mini-courses" and MAG's suggestion for conducting a survey to determine the
need for such courses or tailored part-time courses, we wish to offer the
following comments on the opportunities now available for such study.
A. Agency Off-Campus Program
Participation in the Off-Campus Program has increased signifi-
cantly. There were 549 registrations for 30 courses and a tuition
expenditure of $38,450 for the fall semester 1974. The spring semester
1975 has 385 registrations for 21 courses and a tuition expenditure of
$26,400. The average grade of participants is 8.2 and for the spring
semester 1975, 49 percent of the participants are women.
B. Part-time Language Training
Part-time language training is given both at the Chamber of
Commerce Building (C of C) and at Headquarters. Presently at C of C
there are 25 part-time classes with 38 students in 13 languages, and
at Headquarters there are 37 classes with 192 students in five
languages. The Before and After Hours Language Training Program
(BAHLT) was terminated in June 1974 because of a 60 percent drop-out
rate and the yield from the program was not cost-effective. The Off-
Campus Program offers language instruction.
C. Self-Study Program
The OTR Media Center, open all hours and located in GJ-68
Headquarters, provides the facilities and training materials for the
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OTR Self-Study Program (video and audio) and the OJCS Self-Study
Program (video and audio). The OTR program contains some 23 courses
in the fields of MBO, management, supervision, speed reading, etc.
In addition, the language laboratory offers employees the opportunity
to learn a new language and to maintain or improve their proficiency
in over 30 languages. The OJCS program consists of 52 video courses,
19 audio courses, and 13 videotaped lectures in EDP.
D. Guest Speaker Program
The Guest Speaker Program held in the CIA Auditorium begins
in October and continues on a regular monthly basis through May.
During the year over 3,000 Agency and Community personnel hear eight
outstanding speakers from government, business and the academic
community discuss such wide-ranging topics as science and technology,
international economics, and foreign affairs. Each presentation is
videotaped in order that interested employees who can not attend the
presentations or wish to re-examine the presentations can view them
at a later date.
E. The University of Maryland Instructional TV System
Negotiations continue with the University of Maryland for
installation of an instructional television system. It will afford
Agency employees the opportunity of taking courses for credit or
audit via TV in engineering, science, and management subjects in the
Headquarters Building.
F. Component Conducted Training
Components other than the Office of Training conduct on-the-
job programs and formal courses and seminars to meet a wide range of
specialized requirements. Courses range in length from two hours
to 848 hours. During Fiscal Year 1974, nineteen Agency components,
representing all Directorates, conducted 1,001 runnings of 255 courses
for students.
G. MBO Training
We have, upon request, provided short, tailored courses on
MBO for individual components at their facility. MBO is also being
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covered in the Fundamentals of Supervision and Management (FSM) course.
As stated earlier, MBO is available in the self-study program. Pres-
ently we are designing a special MBO course which can be tailored to
meet the requirements of components in each of the Directorates.
September 1975 is the target date for the first running of this new
course.
2. Most of the above mentioned programs are described in detail in
the current OTR Catalog which is available through all Agency Training
Officers.
3. With the existing wide range of training opportunities available
to Agency employees, plus the planned expansion in the self-study programs,
and MBO Agency-wide training, the proposed Maryland Instructional TV System,
the additional training requirements stemming from the Annual Personnel
Plans (APP) and Personnel Development Programs (PDP), the Office of Training
resources are being taxed to the fullest. We are not able to handle an
additional program as suggested but feel that many of the above mentioned
activities contribute to the suggestor's ideas. We are grateful for the
suggestor's interest in training and welcome ideas for improving our
overall training effort.
Alfonso Rodriguez
Director of Training
Distribution:
Orig & 1-Adse
1-ER
1-DD/A
2-DTR
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MEMORANDUM FOR: Management Advisory Group
VIA: Executive Secretary
SUBJECT: Upward Mobility Programs
REFERENCE: Memo for OP fr MAG dtd 28 Feb 75
1. Consideration has been given to the suggestion in
reference memorandum for the issurance of an Employee Bulletin
advising of the existence of upward mobility programs in the
Agency, to include any in the process of development. For
the reasons cited below, we do not believe an Agencywide
notice or bulletin is appropriate in this instance.
a. Formal upward mobility programs are in effect
only in the DDO, DDI and the NPIC Office of DDS&T, though
there are small one- or two-position pilot programs in several
other Offices of DDS&T and in the Office of Logistics, DDA.
There is sufficient difference between the design of the
various programs and the processes involved in them to make
it impossible for an Agency notice or bulletin to convey the
intent, scope and details of each operation.
b. The existing programs are designed for a specific
Office or Directorate and there is no intent at this time to
make them available to personnel outside the sponsoring Career
Service or Career Sub-Group. It is not expected new programs
would be designed on any different basis.
dated 25 September 1974, and has also included comments in
DDI published the details of its program in
c. Information on the current programs has been
published within the Office or Directorate concerned. The
DDO program is described in dated 27 May 1970.
We are advised the processes in the program have been some-
what changed and a new Instruction is being developed. The
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its Personnel Handbook. NPIC published
dated 26 March 1974, which described its Director's Position
Opportunity Program.
d. Information concerning the employee counseling
services, including career counseling, available in the Agency
and in the respective Directorates has been included in the
Personnel Management or Personnel Handbooks recently published
by the DDI, DDS&T and the DDA. The DDO counseling services
are described in Career Counseling. "Visible"
counseling services are a direct responsibility of the Deputy
Directors as one of the Sixteen Points outlined in the New
Approaches to Personnel Management.
e. There is one other Agency personnel management
program which, while not an upward mobility program as desig-
nated in the Federal Government, will provide a description
of career progression in the various professional disciplines
of the Career Services. Part two of the FY 75 Personnel
Development Program requires the preparation of Developmental
Profiles, to include training and assignment, for the signif-
icant professional groups. These "Profiles" are due to be
completed by the end of this Fiscal Year and should be pub-
lished by the Directorates soon thereafter. They will be
available to employees, supervisors and Career Panels and
Boards for use in monitoring employee development and career
progression. They should satisfy the latter part of the
employee suggestion cited in the MAG memorandum.
2. If the Management Advisory Group finds that the
individual employees are still not aware of the job oppor-
tunities or counseling 'services available to them in their
Offices or Directorates, it may be appropriate to ask that
these individual components make a further effort to bring
such matters to the attention of their personnel. We do not
believe more published notices or bulletins would serve the
purpose. However, Career Services and Career Sub-Groups have
been asked by the Director, through the medium of the Annual
Personnel Plan, to insure there is an expansion of "group
communications," i.e., Office level meetings for all personnel.
These meetings offer management the forum to explain their
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personnel management philosophies and policies and to again
identify for their employees the career development programs
and services available to them.
F. W. M. Janney
Director of Personnel
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EMPLOYEE
BULLETIN
1. The CIA Management Advisory Group (MAG) was established
in June 1969 to provide assistance to the Director of Central Intelligence
by identifying and making recommendations on issues and problems
affecting Agency personnel and operations. MAG is not in any way a
replacement for the command and staff channels available to the
Director and his top management and has no formal guidelines or
production responsiblities. It is free to meet as often as it wishes,
take up any subject, and request any materials needed for its work.
MAG reports to the Director through the Deputy Executive Secretary
who also serves as its adviser. In addition to MAG, there are
management advisory groups within each directorate. MAG
concentrates on matters of concern to employees in all directorates
and keeps abreast of the activities of the directorate management
advisory groups to avoid duplication of effort.
2. MAG is composed of 14 officers who serve a one year tour.
There are three members from each directorate and two from the DCI
area. Members are chosen from among employees in ages 30 through 45
and in grades 12 through 16. Tours are staggered to ensure
continuity of effort and expertise. If you wish to serve on MAG
please contact your directorate career service management officer.
Members are expected to attend meetings regularly and to
participate actively in the administrative and substantive aspects
of MAG.
3. The following is a representative sample of the activities
in which MAG was involved during FY 1974:
a. MAG wrote a memorandum to the Director noting that
some employees received no feedback after applying for a job
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vacancy, and suggested that the Office of Personnel or directorate
personnel officers provide written notification to all applicants
when the position has been filled. The suggestion was approved.
b. MAG conducted a survey of the Suggestion and Invention
Awards Program and wrote a memorandum to the CIA
Management Committee stressing both the strengths and weaknesses
of the program. MAG also stressed that the program's ultimate
success depends largely upon support from top and middle
management. Management considered the survey to be of such
value that is was summarized and disseminated in December
1973 as a DCI memorandum to all employees.
c. MAG submitted 18 specific recommendations to the
Personnel Approaches Study Group which was developing an over-
all Agency policy on personnel management. The input from MAG
and the directorate-level management advisory groups contributed
to the "New Approaches to Personnel Management"
enunciated by the Director in Employee Bulletin No. 397
dated 1 April 1974.
d. MAG suggested to the Management Committee that GSA
employees be given increased recognition. This resulted in an
open house for GSA employees and the dissemination of information
to Agency support officers about the contributions made by GSA
employees.
4. Although MAG generates many of the subjects it considers, it
needs input from Agency employees in every component and at every
level. Ideas and suggestions should be on general topics that would
improve the Agency's overall performance. (MAG is not the appropriate
body to hear personal employee grievances since procedures for their
adjudication already are established.) If you have an idea or suggestion
that you wish MAG to consider, please either send it to MAG or call
extensioniIto obtain the name of a MAG member so that a
personal meeting can be arranged. A tear-off portion of this notice is
provided for your convenience. All contributions will be seriously
considered and kept confidential to the extent the contributor desires.
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(Classify if applicable)
MAG
Executive Registry
7-E-12 Headquarters Building
Date First Name Only
(Classify if applicable)
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