ACTIVITIES OF THE MANAGEMENT ADVISORY GROUP JUNE 1973-MAY 1974

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01495R000900010002-3
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 62
• Document Creation Date: December 19, 2016
• Document Release Date: September 19, 2005
• Sequence Number: 2
• Content Type: REPORT

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TAB
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MEMORA~-JM FOR: The File
DDI received 12 copies of the MAG
Annual Report. Copies were given to each
Office Director (8 copies), one to Management
Staff, and one to CGAS at 6 September's
Executive Council Meeting. Mr. Proctor
has one copy in the Management Committee
files and the one attached for the MAG file.
(DATE)
BE 10-10f
FORM GN 54 101 WHICH RELACES
MAY FORM
I AU
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Activities of
the Management Advisory Group
June 1973-May 1974
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9 August 1974
MEMORANDUM FOR: Deputy Director for Intelligence
Deputy Director for Management E Services
Deputy Director for Operations
Deputy Director for Science & Technology
SUBJECT: MAG Annual Report 1973-1974
1. On 6 August I met with the Management Advisory
Group to review its 1973-1974 Annual Report. Several
activities described therein are worthy of calling to
your attention. Please distribute this report to your
offices heads as you wish. Sufficient copies are attached
to accomplish this.
2. During my meeting with MAG we discussed very
briefly its relationship with the Directorate MAG's. At
your convenience, I would welcome a short status report
(written or oral) on your MAG's.
W. E. Colby
Director
Info Copies:
1 - DDCI
1 - D/DCI/IC
1 - D/DCI/NIO
1 - GC
1 - LC
2 - IG
1 - Asst/DCI
14- MAG
1 - Comptroller
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5 July 1974
MEMORANDUM FOR: Director of Central Intelligence
SUBJECT Activities of the Management
Advisory Group, June 1973 - May 1974
1. The activities of the Management Advisory
Group (MAG) during the past twelve months are summarized
in this annual report.
2. Administratively, MAG continued with monthly
business and dinner meetings. In addition, monthly
meetings were held with the DCI where MAG provided,
at his request, recommendations and comments on
several topics. Senior Agency officials continued
to speak at the dinner meetings, and, for the first
time, the guest speaker at one dinner meeting was
from outside the Agency. That speaker was Dr. Ray Cline,
then Director of INR, State Department. The fresh
perspective offered by a guest from outside the Agency,
but within the intelligence community, made this a
particular desirable innovation. The speakers in
order of appearance were: Messrs. Proctor, Nelson,
Brownman, Evans, and Gen. Walters; also Messrs. Cline,
Critchfield, Iams, Carver, Duckett, and Gen. Graham.
3. In September MAG held a three-day business
session MAG members found this session
particular y rewar ing, from both a business and
personal standpoint. The MAG paper on personnel
approaches (included as Tab J), considered by most
members to be the most significant paper of the
year, was developed during this meeting.
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4. During the year, consideration was given to
changing MAG's affiliation from the Executive
Secretariat to either the Inspector General or the
Secretary of the Management Committee. However, after
discussions with the parties involved, the present
arrangement was determined to be preferable and will
be continued.
5. Most importantly, MAG prepared a number of
papers during the twelve-month period identifying or
responding to problems or potential problems in the
Agency and offering recommendations for improvement.
Summaries of these papers, including any actions
taken by management in response to our recommendations,
are given below:
A. Recommendation for CIA Policy State-_
ment on Wives of CIA Employees Stationed Abroad.
MAG recommended that a policy statement be issued
to provide station chiefs and overseas employees
with guidance on the question of the relationship,
obligations, and duties of wives of CIA personnel
abroad. The recommendation was considered by Agency
management to deal with a "non-problem" and, therefore,
was not approved. (Tab A)
B. Policies and Procedures in Separate
Components Applicable Elsewhere. In the previous
annual report, MAG presented information on a number
of management policies and procedures found to be
particularly effective by various components within
the Agency. The Office of Personnel added to this
compilation, and the Director suggested, at the time,
that these techniques be publicized. This information
was not published, and MAG again, during this twelve-
month period, provided the Director with a summary of
particularly effective techniques and again asked that
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they be publicized. The Director concurred in this
request and suggested that an "exhibit" of these
techniques be prepared. A two-day symposium was
held on 9-10 April 1974 on personnel practices,
and further efforts are underway. (Tab B)
C. Summation of Excess Personnel Data.
MAG reviewed directorate data on personnel considered
to be excess at the time of the March 1973 excess
exercise to determine if there was bias against
personnel detached from their parent components. MAG
did note apparent bias against some personnel assigned
to other components and suggested a review of the
policy of selecting personnel for these assignments.
Concurrently, an employee appealed the excess action,
charging bias because of assignment status. DDMfS
reviewed the facts and, as a result, Assign
mnnt D
l i
..,., __-4 -1
o
cy
D. Request for Increased Recognition of
GSA Employees. MAG urged that management encourage
programswhich would recognize the importance of
GSA employees to the Agency. Increased recognition
would properly express the Agency's appreciation,
have a positive effect on the morale of GSA employees,
and contribute to the efficiency of the GSA work force.
MAG's suggestion that the Agency publish its appreciation
for GSA's work was not carried out. However, MAG's
recommendations did result in an open house for GSA
employees and the dissemination of positive information
about GSA employees to Agency support officers. (Tab C)
E.. Directorate Management. In response
to the DCI's query as to what relationships should
exist between the DCI and directorate MAGs, we
recommended against any formal liaison or coordination
requirements between the groups and urged that each
be recognized as independent in its own right. (Tab n)
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F. Maternity and Paternity Leave. In
response to a letter from an Agency employee, MAG
recommended the wider dissemination of information
on maternity leave. Concurrently and unknown to MAG,
Agency regulations were being rewritten to liberalize
the administration of maternity leave in line with
federal practice. The revised regulations have since
been published. MAG did not endorse other recommendations
in the letter concerning paternity leave or maternity
leave for adoption. (Tab E)
G. Vacancy Procedures: A Suggestion.
It was brought to MAG's attention that some employees
received no feedback after applying for a vacancy.
MAG, therefore, recommended that there be a formal
requirement to provide written notification to all
of the applicants for a position when the vacancy is
filled. Management approved and implemented this
suggestion. (Tab F)
H. Agency Sponsored Charter Bus Service.
The title of this MAG recommendation implied that
the Agency fund and organize charter bus service for
large concentrations of Agency employees. However,
our intent was to merely obtain Agency assistance in
identifying these concentrations so that the employees
themselves could organize charter bus service to
their areas of residence. Specifically, we requested
Agency assistance with a questionnaire and computer
support to identify these employee concentrations.
However, Agency participation in this idea has been
judged infeasible for legal and security reasons. (Tab C)
I. The Program Call Process: Need for
Reappraisal. MAG felt that Program Call was not
meeting its intended purpose of being an effective
management improvement tool and recommended an appraisal
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of the entire process. MAG stressed that the data
demanded of components below the directorate level
was too detailed, and the manpower cost to provide
the data was excessive. It urged a reappraisal aimed
toward achieving greater selectivity in collecting
data from the components and greater flexibility for
the components in providing the data. Although
Agency management felt that the proposal was too
general, it did, in fact, indicate an intention to
overhaul the Program Call process. (Tab H)
J. Centralized Courier and Pouch Facilities.
MAG pointed out to the Director that numerous studies
and suggestions recommending the consolidation of
courier and pouch facilities within the Agency had been
made, all without result. We, therefore, recommended
that he personally interest himself in this matter and
encourage such consolidation. He did so, and the
Management Committee is directing efforts to
centralize these services. (Tab I)
K. Recommendations on Agency Personnel
Management. MAG made 18 specific recommendations
on Agency personnel management practices to the
Personnel Approaches Study Group which was developing
an overall Agency policy on the subject. MAG cited
the premises upon which the recommendations were based
and noted that some of the recommendations were already
practiced by some components but should be implemented
throughout. Our inputs, as well as those from
directorate-level MAG's contributed to the "New
Approaches to Personnel Management" enunciated by the
Director in his Employee Bulletin of 1 April 1974.
(Tab J)
L. Survey of Su estion and Invention
Awards Program. MAG conducted a limited survey o the
suggestion and invention awards programs, stressing
both the strengths and weaknesses in the program.
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It concluded that although the program seems to be
fairly administered, it is impossible to quantify its
value. MAG stressed that the program's ultimate success
depends largely upon support from top and middle
management. The survey was thought by management to
be of such value that it was summarized and published
as an employee bulletin in December 1973. (Tab K)
M. "Feedback" as a Mechanism for the
Evaluation of Agency Performance. MAG made several
recommendations oar tom use of feedback data as a
measure of Agency performance. Management rejected
the first of these recommendations, the establishment
of the Publications Source Survey program on a
community-wide basis, since it was thought to conflict
with the Key Intelligence Question Evaluation Process
(KEP), then being formulated. Decisions on the
remainder of the recommendations, which involved
creating a mechanism for obtaining feedback on
"actionable" reporting and greater participation
by NIO's and analysts in planning and evaluating
collection projects, have been deferred by management
until a later date. (Tab L)
N. Steps to Encourage Car Pools. To
facilitate the formation of car pools, MAG recommended
that the Office of Personnel be authorized to release,
under adequate security procedures and on individual-
request basis, the names of all persons living within
a given ZIP code or telephone exchange area. MAG
felt that greater access to this information would
be particularly beneficial to those living in remote
areas not shown on the car pool locator boards.
Although the recommendation to make available the
names of potential car pool members was rejected on
security and "invasion of privacy" grounds, car pool
locator boards covering a larger geographic area will
be installed. (Tab M)
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0. New Procedures for Evaluating Research
Proposals. MAG recommended modifications to the
contract proposal and review process to improve its
effectiveness. It criticized the process for not
focusing on the specifics of a research proposal,
thereby contributing to needlessly long negotiations
and causing ambiguities about what the proposal will
do. These modifications involved the use of four
specific criteria which could be used for screening
research proposals and for auditing the results of
research that is funded. These modifications are
now being considered by management. (Tab N)
P. Comments on the Director's Los Angeles
World Affairs Council Speech. MAG recommended that
the speech be given wide distribution to all employees
at Headquarters and overseas and that a covering
memo present some of the Director's thoughts on
"going public." MAG also suggested that the Director
post, perhaps on the DCI bulletin board, a list of all
organizations and persons who visit and tour Headquarter's
components and include his plans for future exposure.
The Director indicated that he would consider
implementing these suggestions. (Tab 0)
7
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3.2 June 197,11
MEMORANDUM FOR: Executive Secretary,
CIA Management Committee
Recommendation for CIA Policy
Statement on Wives of CIA Employees
..Stationed Abroad
1. It is IyAG's judgment that CIA should issue
a policy statement on the role of the wives (or-
husbarids) of CIA employees stationed abroad similar
in substance to the Joint Department of State/Agency
for International Development/United States Information
Agency policy statement on this subject issued in
January 1972 as Department of State Airgram A-728
(copy attached).,
2. The recommendation for an Agency policy
statement is not the result of a MAG study or record
of instances indicating any abuses by CIA Station
Chiefs in this area. Nevertheless, MAG sees utility,
in an Agency initiative to provide guidance to COS's
and overseas employees on the question of,the relation-
ship, obligations, and duties of wives of CIA
personnel abroad.
MANAGEMENT ADVISORY GROUP
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ME iORANDUM FOR: -
Executive Secretary
CIA Management Committee
FROM
Management Advisory Group
SUBJECT .
Policies and Procedures in Separate
Components Applicable Elsewhere
REFERENCES
A.
B.
Memo for Mr. Colby fr OP, dtd
.21 Feb 73, same subject
Memo for ExDir-Compt fr NAG, dtd
13 Dec 72, same subject
1. Reference A from the Office of Personnel outlined
additional practices in separate components which might
have applicability elsewhere. NAG agrees that the Office
of Personnel is the logical "clearing house" for identifica-
tion, review, and sharing of personnel-related information
on successful management techniques developed by the various
components of the Agency. MAG further heartily endorses
Mr. Colby' s instruct-ion to the Office of Personnel to "gen-
erate some action" to publicize those innovations which have
proven to be effective and worthwhile.
2. The mechanical. compilation of viable management
policies and procedures (References A, B, and the remainder
of this memorandum), however, will be a feckless exercise not
warranting the time and effort required unless some sort of
vehicle (verbal, written, or a combination thereof) to make
them known to all managers is developed. It is realized that
the establishment of an effective and continuing means of
communicating these ideas is, perforce, a tall order, but one
which is necessary if disparate parts of the Agency are to
benef=it from the experimentation of other components.
3. The following paragraphs contain a few additional
policies and procedures which have come to MAG's attention-
since References A and B were prepared and are forwarded as
a r. ad,.dend=,.. to these memoranda Once again for your conven-
ience, the contributions have been grouped under the cate-
gcries of orientation, communi.cati ons, personnel planning
a__d. evel_opment, evaluation, and uhilizati_on. of junior officers.
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The consolidation of parts of the earlier memoranda and these
paragraphs into a package for distribution to Agency managers
would be a good beginning (but only a beginning) in comstiuni -
ca ti ng these ideas.
4. Orientation
A. OSI has several methods of guiding a new analyst.
He meets with the Director of OSI upon entrance on duty and
again after three years to discuss his problems and future in
the office . New professionals of GS-11 rank and below are as-
signed a "big bro the.r" who not only introduces him to. certain
Agency facilities and services, but also reports monthly for.
nine months to the OSI personnel officer on ho=,a well the new
employee is settling in. Any major problems with the new em-
ployee are called to the attention of the Director of OSI
through this mechanism.
B. Additionally, OST utilizes a form listing various
Agency briefings and familiarization tours (such as an NPIC tour)
which is sent to a new analyst's division as a reminder to his
supervisor that he should be sent to appropriate ones. Further-
more, each division and the production staff brief groups of new
analysts so that they can become familiar with the overall respon-
sibilities of the office. 'To acquaint OSI divisions with new em-
ployees, OSI..issues a short biography on recent arrivals.
5. Communications
A. OSR has issued a directory -- sized and folded to fit
into the Agency phone book. This directory allows for easy access
to the division or analyst within OSR who may. have the answers to
questions posed by personnel within and without OSR. OCI and OER-
have similar listings of personnel and offices which lead to easy
access to those who may have the expertise required to answer -
specific questions.
B. OSI has established a biweekly office newsletter
which contains substantive and administrative information con-
cerning the past two weeks, upcoming events of interest, and
editorials from the division chiefs. Every other week, a calendar'
alone is issued listing the significant even :s for the coming weer1.
C. OSI has a yearly awards program with the entire Office
in attendance in the auditorium. Awards are given and the
Director speaks on any topic he feels of interest to the Office
or the chiefs may choose to discuss their activities for the past
year. On occasion, selected analysts have spoken on matters wi ich
they deemed to be ol`. interest to the entire Office.
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~. Personnel Planning and Development
OSI has issued notices and regulations covering the
role of the career service panel, promotions, evaluations of
performance, and recognition of superior perfdrmance. The
career service panel includes two members-at-large (as opposed
to each division and staff chief) who serve for two years; they
are picked from GS-lls through GS-14s.
7. Evaluation
OSI requires each supervisor preparing fitness reports
to hold a mid-point discussion with the analyst being reviewed.
Strengths and weaknesses are discussed by the supervisor, and the
reviewee is expected to air his complaints and problems at that
time. This has proven to be an excellent mechanism for opening the
lines of communications between the employee and the supervisor.
A memo of the conversation is prepared by the reviewer, shown to
the reviewee, and then placed in OSI personnel records.-
8. Utilization of Junior Officers
A. The Office of Security also has 'a Management Advisory
Group (which came into existence at about the same time as M AG)
consisting of young careerists, grade GS-ll or below, who have
been with the Office of Security for at least one year. It is
chaired by the Deputy Director of Security with its objective ---
"to obtain management input and advice from our younger careerists.
B. The Office of Communications' Administrative 4ew _Tzey Panel, 25X1
proved _7n1e example ot ut2. i zation of junior officers Membership was voluntary and divided among the operations, tech-
nical and teleconuriunications staffs, excluding supervisory
personnel. Its purpose was to open lines of communications. be-
tween the station administration and the remainder of the staff.
Indeed, the panel received so many queries and recommendatjo ns that
the frequency of meetings was increased from monthly to weekly to
ea w1bh the worn_oad. _
tac~_,.nnts
ference
o- err nce B
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11 July 1973
MEMORANDUM FOR : Executive Secretary, CIA
Management Committee
FROM Management Advisory Group
SUBJECT Increased Recognition of GSA
Employees
1. A MAG inquiry into the Agency's relations with the General
Services Administration (GSA) has resulted in the conclusion that
working arrangements and coordination on day-to-day matters are
excellent. However, in some areas the Agency could take action to
assist GSA in building and maintaining a work force which would be
more efficient and, consequently, more highly regarded and appreciated.
Specifically, the Agency could encourage its personnel to give proper
recognition to the GSA work units and, in particular, to the custodial
force. For example,+the Agency could issue employee bulletins which
point out how each Agency employee can help to make the custodial
forces' job just a bit easier. This action alone might signal to the
GSA work force that indeed, "Somebody does care."
2. The Agency and GSA should continue to explore possible
? programs which might cause the GSA employees to feel more appreciated
by their CIA tenants. For example, an open house for GSA employees
and their families seems a simple, inexpensive gesture which could
have a positive impact on the morale of GSA employees. There are
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similar ideas that both Agency and GSA officials have considered
which have not been implemented for one reason or another; they
should be reviewed and, if they remain valid, should be reconsidered.
3. MAG believes that Agency management should actively encourage
any programs which could assist GSA in accomplishing its mission. It
appears that, as an initial move, publication of the Agency's concern
and appreciation for the job GSA is doing would be appropriate. From
there, additional programs should be explored which could result in'
an improved working environment for both Agency and GSA employees.
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24 July 1973
MEMORA DUM OR: Executive Secretary, CLA Management
Committee
SUBJECT Directorate Management Groups
1. The Management Advisory Group has been asked to
comment on the relationship which should exist between tha`MAG
and the rectintly formed Director .te management groupps.
2. The MAG recognizes the Directorate rr_anagemen;
groups as sovereign bndioa. They exist independently of the
lvLAG, and presumably will be responsive to the needs of their
components and the guidance of their respective Deputy Direc-
3. The MAG members, individually and as a cos m.ittee,
will attempt to respond positively to any request forad;%i; crr
cooperation from the Directorate management groups. However,
the MAC is reIuctfaint at preset t.:' 3ugg st any formal liaison or
coot dination requirements.
4. The MAC understands that foxrner MAG m embers may
serve initially with the Directorate management groups. Informal
relations between the M,-AG and the other manag-ement -roues should
develop naturally if this practice is followed. The 'vi.r'?G will cann-
tinue to monitor the develcpm nt of r, l tions between the groups,
and may have some additional suggestions to offer in th ?utur e.
VIAxNA=,r1ZNT AD `: TSORY GRROt
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PERS
14 August 1973
NOTE FOR: Director Central Intelligence
FROM : Management Advisory Group (MAG)
SUBJECT : Maternity and Paternity Leave
1. The attached memorandum was sent to MAG for consideration.
Upon investigation it was determined that the central issue was
whether a person adopting a child or a man whose wife was having
a child should be able to use sick leave, as is the case for women
who are pregnant. MAG was informed by the Office of Personnel that
the Agency's rules in this matter are in conformity with Civil
Service regulations.
2. The writer of the memorandum offers three recommendations
in paragraph five of his submission. A majority of the MAG does
not endorse recommendations a and b. Recommendation c, however,
is endorsed by MAG. We believe that this could best Fe accomplished
through an Employee Bulletin on the subject or as part of the Office
of Medical Services "Newsletter."
3. We are forwarding this memorandum for your information.
MAG plans no further action on the subject.
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MEMORANDUM FOR: The Management Advisory Group
SUBJECT Maternity and Paternity Leave
1. I would like to call to your attention some in-
equalities with regard to the Agency's policies on maternity
and paternity leave. The problem came to my attention
because of my recent, personal experience arising from my
adoption of a foreign child.
2. Confusion exists over the Agency's maternity leave
policy. For example, most women believe they must go on
maternity leave at the end of the seven and one-half months
of pregnancy. The Agency does permit a woman to work longer
in certain instances, if the doctor advises it is not in-
jurious to her or the baby. This option is not well known
and in fact, women are rarely told that it exists.
3. Eligibility for maternity leave is defined in
terms of capacity (or incapacitation) for work. Taken in
strictly medical 'terms, this automatically eliminates a man
from receiving paternity leave. Such a fixation on bio-
logical criteria alone is, I suggest, a form of discrimin-
ation which is out of date with the current government
emphasis on equality of the sexes. There are many forms of
incapacitation. Certainly a husband can become incapacitated
for work, worrying over the care his other children are
receiving while his wife is in the hospital.
4. Under the current regulation, a woman who is
adopting a child is not eligible for maternity leave,
because there is no biological incapacitation. Again the
phrase incapacitation is defined in the narrowest of terms,
to the point where in fact it becomes a form of discrimination.
5. I suggest that the whole policy of maternity/
paternity leave be re-examined, that the Agency not hide
behind narrow and somewhat antiquated bureaucratic inter-
pretations, and that CIA streamline its maternity/paternity
policy along the following lines:
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a. Men be granted paternity leave in cases where
their wives are having natural childbirth, or
in cases where an adoption is involved.
b. That women adopting children be given the same
right to maternity leave as women having
natural children.
c. That the confusion over maternity leave be cleared
up. More specifically that pregnant women be
told that they have the option to work longer
than seven and one-half months of their pregnancy.
6. I hope that the Management Advisory Group will
find enou
h
i
g
mer
t in the problem to consider it,
25X1
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PERS
14 August 1973
MEMORANDUM FOR: Director Central Intelligence
FROM : Management Advisory Group (MAG)
SUBJECT : Vacancy Procedures: A Suggestion
1. It has been brought to MAG's attention that some employees
have received no feedback after applying for a vacancy, in effect
leaving them in a state of limbo. The problem appears to be a
breakdown in the Agency's normal procedures. MAG understands that
on Agency-wide vacancy notices the Office of Personnel is supposed
to notify all applicants or their personnel officers when the posi-
tion is filled. A similar procedure is supposed to operate within
the Directorates on intra-Directorates vacancies.
2. Adequate feedback is an essential ingredient of gooG manage-
ment and good personnel relations. To insure that this occurs con-
cerning vacancy applications, MAG recommends that once a vacancy
has been filled, the Office of Personnel or the appropriate office
within a Directorate have the formal requirement to provide written
notification to all the applicants for a position that it no longer
exists. This could be done by a simple form letter which would be
sent automatically to the applicants.
3. If you believe that this suggestion has merit, you might
wish to forward it to the Office of Personnel and the Directorate
personnel officers for action.
ADMINISTRATIVE - INTERNAL USE ONLY
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73l
14 August 1973
MEMORANDUM FOR: Director Central Intelligence
FROM . Management Advisory Group (MAG)
SUBJECT Vacancy Procedures: A Suggestion
1. It has been brought to MAG's attention that some employees
have received no feedback after applying for a vacancy, in effect
leaving them in a state of limbo. The problem appears to be a
breakdown in the Agency's normal procedures. MAG understands that
on Agency-wide vacancy notices the Office of Personnel is supposed
to notify all applicants or .,their personnel officers when the posi-
tion is filled. A similar procedure is supposed to operate within
.the Directorates on intra-Directorates vacancies.
2. Adequate feedback is an essential ingredient of good manage--
ment and good personnel relations. To insure that this occurs con-
cerning vacancy applications, NAG recommends that once a vacancy
has been filled, the Office of Personnel or the appropriate office
within a Directo'ra e have the formal requirement to provide written
notification to all the applicants for a position that it no longer
exists. This could he done by a dimple form letter which would be
sent automatically to the applicants. _
3. If you believe that this suggestion has merit, you night
wish to forward it to the Office of Personnel and the Directorate
personnel officers for action.
ADMINISTRATIVE w INTEERiNAL USE ONLY
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20 1:ug,ust 1973
";EN0?A iDU;'-1 FOR: Mr. Col by
SUBJECT Agency Sponsored Charter Bus Service
1. It has been suggested to NAG that management should give
serious consideration to the establ -i sh~ment of a charter bus service
Tor-Agency employ es, Efficiently operated bus service could help
alleviate the problems of parking, tardiness, traffic congestion,
the energy crisis and air pollution.
2. Unfortunately regular bus service to the Agency is poor,
requiring some people to wake several transfers, involving long
circuitous routes in many cases, and ,,iith no service available
in all too many areas.
3. There are numerous communities in the metropolitan area
where large numbers of Agency employees reside. These areas could
be identified by means of a questionnaire and computer -support.
Charter bus service would be directed at these locations,
4. NAG recommends that the Office of Logistics and the Office
of Security give priority to preparing a plan for the creation of a.
charter bus service.
THE MANAGEMENT ADV ? SO Y GROUP
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22 August'1973
i 1,'.iO ~'1VtiDU S C)R: Mr. Colby
'UBJECT . The Program Call Process: Need
for Reappraisal
11,AG has surveyed Program Call (as a process, not. just a
etocument) and concluded it isn't living up to its promise as
a management improvement tool. In particular, NAG believes
far too much manpower is devoted to reporting
in a detail. unnecessary for effective management. NAG
bu.1..ieves this is an appropriate. time for a fresh look at
the entire . p r o c e s s.
1. At the beginning of FY--73, departing from the
previous Ex-Dir' s approach of ,,7 i thholdiI g a sizeable, port-ion.
of the funds or contingencies, 'the ix-Dr distributed all,
'1 Lh 1
of the Congressionally approved funds to the DD s d. Consistent
with this decentralized management philosophy, line managers
po formance is now to be measured against specific objectives.
Program Call, however appears to re7min, Conceptually and it
pr'act i ce, a remnant of the former con itraliz e d approach under
C'L?e Ex-D r. Excessive amounts of informal: ion are being
Collected to permit O/PP ~3 to scrutinize components b :l.o~q
dire c1'.orat(" level.
- 2. obviously, effective management at higher levels
of authority requires a jcrv "iny of the ac 1.iti i 1..ies of lower
echelon components. Ho:Jeve- , increasing demands for detail
have 7i1ciC T'.>:"A.. at~ ~ this a bLl_C~ Y ?1,=>U?..~ me -*Cask for many components AS the
volume of generated paper gets greater :each pass ng year,
components often-merely co through the drill of "playing the
NA bel eves the eIEfort de vo' .. ced to c o7.l.ect ing a n d
C) .,iu 1 i'A.c C, S
recording these data drams both resources and spi Lt.S :car
beyond the necessities o. effective mina g oment:. NAG b l_Leves
that efforts ex : nd .'d in Program Call 1 data collection would
Z lessc'nea if they were sub jec-`ed to the cons tre:J_nts,
pressed LlpUll
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3. U7ith.in cel fain components the real planning
^_.:i_forC is separat ,a from the business ulfilling the Prog?:a:T'
Call reporting re .iuirements . i'l.AG is im ble to sort sincere
problems from mere excuses in regard to arguments for. separate
planning processes. Some argue, for exa :1? e, that the schedule
of Progr am Call is inappropriate to actual d.ecisi on-`ma%iig'
t R
o Chars refer to the need for rapid is nd personal. interaction
management levels i reaching planning decisions.
.. In short, there is strong evidence that co`mitting all co -monen.
without exception to Program Call has resulted in a stalemate.
1'..,G believes that it is irimportant for each directorate staff
to start meaningful dialogues With lire components to underst=an
and isolate the important factors on which management decisions
are based.
The "Management by Objectives" Performance
Measurement approach.. has been recently added, to the Program
Call process. The basic concept of management by objectives
is attractive, despite concern over how to measure . performance
by quantitative indicators. The present approach is- to intake
a quantitative measurement of performance against the annual
list of, objectives at the end of the year. In many types of
ryork, both in government and industry, this is more than
sufficient. But in the intelligence business priorities are
altered, often overnight, by world events, shifts in political
alignments, collection breakthroughs, etc.. For some com'ponent
therefore, a meaningful measure of performance Would seem to be
a rati^g of "i heir ability to react successfully to a crisis,
or to a major shift in priorities . Yet the current syste'i,
consisting only of a fixed set of objectives, seems to imply
that a manager who reallocates resources away from fixed
objectives to met a new situation lover his- performance
score.
5. It does seem evident that components requiring
great- _lcxibili al to a~?C~ e reao~.. ~_..~,~ rces can pla n t?7:L1.1_ th less
-~y to rcu_._ .~
con.s:.i.dvrl'c ~ o:.~ion. Ats. J.JI..l~ Buby w - a-It seems a
~. than s~~_:~l ~.' ~ c en: ~ ?
para:s DDO area J s:? sio'} 1-i h generally are eco my 'ti`ts.
by 1' G as requiring con sid considerable operational fl xib? lity,
4 l so generate ire largest volume of pa_ for Program Call
and! for. tha closely related project reonut s 0lC_Cf:. For
D7~i \ ' am
Fig T sionTC' rt:..,c..rl l 7 la~~~. -?~ ~ a r nte~d to 31
AJ ~_-`. ?.L .Z~ 1t7,..r last I....._
Y'r.., -:a ('es'I'_id by 1' ' S I , o~ ",,hich e ten _' a - Sears were
required to respond to t.h_=e Program Call . do LAt'..ent. 1': Z I., G wonders
amounts of ma-, p .:ier should he spent- cataloging
c,11 f`(l u. tai 1- ,aher. :'`",:i-Ma :r,:-, ao.:Y; ar to s'eff' ce_,. i?_.}_~=
C/ '`i ? ' t= un e rs wand wh he, ' _.. for ope a t?_ona 1_` t"y
1 _.m - r_i.l y :! n
=;ciT. nr Liien ico:re.
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6. Furthermore, performance evaluation hecomesS
c 1ouded. when measured against existing objectives- Since
-) ,,al requirements are not removed short of the annual
''":'ogre! Call, an action unit presumably remains responsible
,o- . their fulfillment regardless of how ad hoc r ' ire *een
~.'e been levied during the year. A major effort mus? he
l;i .C e to review and overhaul past: objectives i f tr:.e' M ana._gement
y Object ve Pe Performance Measure ne,'~:,. a~~', roach is going to
1
The Program Call Process probably should begin with
a wide canv 3.ss of future_ consumer requirements and be backer?
by a sensitive input from action units regarding their own
? uture needs. PLI%G believes that er.~or eva1ua~. -ianZ muas+-
p.:an ce p
involve three factors: tangible results measured against a
valid objective, the costs to achieve those particular results,
and the degree to which results meet consumer requirements.
Recorrr-nendetion:
In brief, MAG xecoruends a reappraisal of the Prograr:
Call Process in its broadest rr.anage gilt sense In the Spiri it
of improving management effectiveness while reducing resources
expended in reporting,: the reappraisal should be directed
toward greater selectivity in the collection of data from
different components, and greater flexibility in. the methods
per, pitted to those components in providing data.- -
i-'_anage_m^ment Advisory. Group
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20 September 1973
MEMORANDUM FOR: Director of Central Intelligence
FROM Management Advisory Group
SUBJECT Centralized Courier and Pouch Facilities
1. The Agency courier and pouch facilities are a
decentralized and compartmented conglomeration of services
and resources. Since 1962 three major studies and two
Employee Suggestions have recommended, with one exception,
consolidation of the various courier systems as a cost sav-
ing measure. The single exception argued for decentralized
service based on the need for security compartmentation. In
spite of the time and effort spent studying this issue, and
the similarity in the conclusions and recommendations reached,
no implementing action has been taken. Still, it would seem
that with appropriate courier clearances and wrapping proce-
dures, all classifications and categories of materials could
be transmitted within a centralized courier and pouch system
without violating either security or the "need to know" prin-
ciple.
2. The Information Systems Analysis Staff, DDMFTS is
currently conducting yet another study of this problem. MAG
recommends that you express a personal interest in this issue
aicC'ericaura. e tie ado Lion of ~rocerural anc pol c changes
re site to es-tab in. a central i zes courier and o~ uc
service.
AJv1INISTRATIVE - INTERNAL USE ONLY
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PII NORANDU%I FOR: The Personnel Approaches Study Group
FIROM The Management Advisory Group
SUBJECT NAG Recommendations on Agency Personnel
Management
The Management Advisory Group recommendations outlined
below are presented for the consideration of the Personnel
Approaches Study Group in :Framing its analysis of Agency
personnel management. NAG is aware that, some of the proce-
dures recommended are already practiced in some component;;
they are included because, NAG believes they should be imple-
mented throughout the Agency. For the sake of brevity, we
have not included background arguments or the detailed
ration.ales .vhich underlie specific recommendations, but we
would he happy to discuss there if requested to do so.
The premises listed describe NAG's points of departure
in the preparation of its recommendations. They are repro-
clucecl ilere because we believe them to be important in their
own rigilt.
PRI~'MISIBS
1. Resource constraints will require the Agency
to operate with fewer people.
2. The Agency is and must remain mission-oriented;
therefore, personnel management policies must
reflect and support rather than drive Agency
programs .
3. Mission requirements are continuously changing
and increasing in comple .ity.
4. Top management is committed to change .
S. A great many Agency problems and a majority of
morale problems result from pool Superti'i..scry
I)er:Formance .
6. The Agency is losing too m Illy des il ab? u and
productive employees .
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7 Orderly separation of marginal employees is 'a
necessary part of personnel mana. averment. Although
Agency regulations provide the basis for such
a process , they have yet to be ~_.rplemented in
any consistent: Agency-wide fashion.
8. Agency bureaucratic processes have grown to the
point where they inhibit. fu3 fi i.1r ent of the Agency' s
mission and are a detriment to morale. and of iciency.
RE COMITMINDAT 10 N S
l.. Establish one Career Service for each Directorate
and one for the DC1.
2. Create a Career- Service for all GS-16s rand. above.
3. Create a Career Panel system along' functional lines
within each Career Service.
4. Actively exercise the Director's prerogative to
select--out ma.rgln:el performers. One function of
the Career Panels should be the ran'; _ng of emp:l.oyees
and the identification of marginal performers.
S. Expand. and make more effective out-placement services
to encourage th:r.es.i ;nation of marginal employees
and to facilitate early retir. er.en_t .
6. Eliminate the concept of a limited probationary
period followed by career status because it leads
to the tenure syndrome.
7. Require formal. supervisory training for all pro-
:Eess:ional employees.
8. Establish specific criteria against -which each
supervisor will be evaluated in a separate section
of his Fitness Reports.
9. Require periodic formal reverse Fitness Reports- on
Supervisors to obta i n1 subordinate v-0, s in. evaLua :in
a supervisor' S performance. T
his be do e
initially on an e peuir,r .r t.U1 basis ?in selected cc,r..
1) onen.ts.
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10. Expand the number of specific, high--grade slots
throughout the Agency for promoting individuals
who possess vital, non-supervisory Jski_1_ls.
11. Greatly expand. the number of rotat ions]- assignmeents,
preferably outside home offices, for promising officers
at al.1 levels.
12. Abolish the group-hiring aspect of the Career Trai-n-
ing Program and hire new employees against specific
openings
13. Establish an intra-Agency information bank on per--
sonnel where supervisors with jobs to fill can look
for candidates. Recommend that a search of this
bang: be a first step in filling vacancies.
14. Create a number of one-year fellowships which will
bring outside talents into the Agency as a means
of providing Agency employees with access to special
skills and fresh outlooks from academia, industry,
and other Government agencies.
15. Expand sabbatical. programs which vi-:1. place selected
Agency employees in academic and professional posi-
ti.ons outside the Agency.
16. Use the MDO process for the early identification o.
marginal programs and skills so that affected employees
can be retrained and assigned o:l.sewhere.
17. Encourage a Onc-Ag=ency attitude by assigning not less
than 30 employees per year from each Directorate to
related functional arras in other. Directorates for
not less than one week.
18. Require that Directors and Office Heads meet periocli--
ca11y ZI:Ith groups of employees at all levels w .thin
their components .
i~;A1iAGI:i,?1L1%J1, A1)`''.LSOII G l ill'
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PEFRS '~?~._._._..- --- -
i41EMORANDUi`I FOR: Executive Secretary, CIA Management,
Conl,;litterr
FROM Management Advisory Group
SUBJECT CIA Suggestion and Invention Awards Program
1. MAG has conducted a limited survey of the CIA-
Suggestion G nd Invention Awards Program. Interest in this
subject arose as a result of individual expressions of concern
over the effectiveness of a program whose fundamental purpose
is to "promote efficiency in Government operations." A number
of pertinent points emerged from the survey.
St:ren--ths and Weakness in. t]-.Le Program
2. The Suggestion and Invention Awards Prof r a 7n is a useful
instrument of change. It draws employee attention to the need
for new ways of doing old things. I t encourages experimeenta tioii .
It attempts to draw on the ideas of `chose persons who otherwise
might remain silent or go unheard.
3. The Suggestion Program provides an independent channel
of communications and forces attention and possible action where
it other;yise might not occur. This is particularly true in cases
where the impact of an idea crosses command lines.
4. Management displays an ambivalent attitude toward the
p ogram. Some managers are enthusiastic sLpporters amd users of
the; system; others are vocally opposed to it.
S . The cost of the program is determined in terms of awards
paid out and the amount of funds expended on full time staff
support. The cost of evaluation goes unmeasured. This point
is a major argument of the denigrators,
6. The absence 03- an appeal- system leaves the program
open to criticism from participants. The lac'_, of a clear
argument for such a feature does little to calla the waters.
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Criticisms
7. Considering the divergence of views toward the Sug-
gestion Program a high level o :E criticism of the program is
to be expected. Two are worthy of particular note. Of first
concern is the effect of the program on management--employee
relations. The present evaluation process tends to extend over
a fairly lengthy period of time 60 days at best wi th .one to
two years a frequent occurrence. In spite of frequent feed-
back commun:ic.a.tious by the Executive, Secretary, the use of the
form letter expedient causes some Bugg e yters to be critical of
the system. Declined suggestions are often viewed as being
either misunderstood or the victim of "politics." Evaluators
tend, to view the program as an infr:ingement on their authority,
a reflection of their ability and an attempt to interfere with
the operation of their activity. At. best, it is too often
viewed as an imposition on their already crowded schedule of
work. Some managers view the program as a low priority activity
of marginal benefit.
8. A second important criticism is of the evaluation
.procedure. Busy line evaluators too often fail. to take the time
to consider and articulate a. decline fully. At the same time,
acceptances too frequently are expressed in unquanti:ci_ed terms and
are thus further delayed when returned for further docv.7rmenta-
tiono in either ca.je, the program and its participants su:Ef er.
I f a suggestion is offered then declined, it must be for good
and sufficient reason, one which the suggester can accept at
face value. If it is accepted, it shoulcl be accepted and.
promptly implemented. .
Conclusions
9. It is MAC's conclusion that the importance of the
Suggestion and, Invention Awards P c e,g ram to the Agency is a
value judgment. There is no precise or quantifiable method
of arriving at such a conclusion. MAC does believe =hat the
program is fairly and ambitiously administered by the Sug-
gestion Awards Committee and the Executive Secretary. Their
ability to further improve the Program depends almost exclus-
ively upon the degree of top and middle line management support
they receive.
Attachment:
Background on the CIA Suggestion and Invention Awards Program
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Attachment
CIA Suggestion and Invention Awards
Program .
1. The official purpose of the CIA Suggestion anal Invention
Awards Program is to "promote efficiency in Government operations."
The ability to measure programs effectiveness accurately against
a broadly stated goal is limited at best and perhaps explains why
there is a marked divergence of attitudes toward the present pxo-
gram. The program is based on the hypothesis that a formal sys-
tem of paid awards will increase the quantity and quality of sug-
gestions and inventions forthcoming from employees. Whether one
subscribes to the concept of the suggestion program or not it
does serve as an instrument of change. The very idea of encourag-
ing employees to think of new methods and ways of doing the job
supports the ongoing need to, induce change in the bureaucracy.
If it were to serve no other purpose this factor alone gives the
program mrerit F
2?. Management attitude is all important. Some supervisors
feel that the employee is paid to think and make suggestions as
part of his job. If his suggestions are good, the individual
should expect ca steer enhancement and promotion as sufficient
award. On the other hand, when an employee has an idea no-,
closely related to his job or one with which his supervisor
may not be in sympathy it is difficult and too frequently
impossible to obtain a fair evaluation. Employees who use the
suggestion system are often viewed with suspicion by their super-
visor who may feel that the employee is "selling" ideas which
otherwise might be withheld. Such mixed attitudes are a reality
and cannot be easily countered. Strong management support for
the program is indispensable and a continuing educational program
is essential if the program is to function at even a minimum
level.
3. In looking at suggestion systems operated both in
Government and :industry one finds two 'methods of evaluation
in use - line and staff. In the former, a suggestion is
evaluated within the chain of command usually at the :mule-
menting level. The theory underlying this approach is Mimi:
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the potential implementer is best qualified to evaluate the
idea and after all is the one person who must accept the change
involved. The staff method uses an independent evaluator assuming
greater objectivity toward change and a lack of impingement
on the line manager's limited time. The Agency uses the line
organization or implementer approach as an expedient to avoid
position staffing problems and in recognition of the merit of
involving the implementer. One of the penalitics of using the
line organization is the competition between the evaluator's
primary job demands and suggestion evaluation duties. Private
industry experience reveals line evaluation requires twice the
time for processing a suggestion or 90 days versus 45 days on
the average. Data are not available to show whether an inverse
relationship exists in the implementation phase.
The A gency system
4. Suggestions are forwarded to the Executive Secretary
of the Suggestion Award. Committee (SAC) . Each one is reviewed
for eligibility and either rejected or forwarded to the prospec-
tive implementing component(s) for evaluation. If declined a
formal reply is sent through the Directorate Committee Member
of Office Head to the Executive Secretary. The Executive Sec-
retary may accept the declination and advise the suggestor or
he may protest to the evaluator if the. rejection is found
wanting. Undez? the present system the Executive Secretary
exercises final judgment on declinations. The Execrative Sec.-
rotary may also refer the suggestion to additional components
or to other Agencies. If the suggestion is potentially patent-
able, it will be referred to the CIA Patents Board. There is
no formal provision for appeal by the suggestor. The SAC does
not receive reports on or become involved in rejected sugges-
tions except at the discretion of the Executive Secretary. At
one point in the Agency's history the SAC did review rejections
but found there wore toe, few decision changes to warrant the
time required for the task. Accepted suggestions are returned
to the Executive Secretary who in coordination with the imple-
menting, office determines the extent .of tangible and intangible
first year savings A recommendation is made to the SAC con--
cerning acceptance and recommended awards. . During the entire
process the Executive Secretary hoops the suggestor informed
concerning the status of the suggestion.
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5. 'Iernbership on the SAC is approved by the Director and
consists of one representative from each Directorate. The
comuittee is chaired by either the Director or Deputy Director
of Personnel. Technical advisors are appointed and called to
assist the committee as needed. The SAC devotes its efforts
to validating or amending the recorlmendations of the Executive
Secretary concerning awards for approved suggestions . The
Executive Secretary works closely with Suggestion A;"rards per-
sonnet in the Civil. Service Commission, other Government agencies
and with private industry through the ~4ational Association of
Suggestion Systems (NAS ;) . Through his efforts the SAC is able
to keep abreast of developments in Government aarad private in.du,try.
Surd est._~_or~ Program Accomplishments
6. FY-1973 was the most active year in the history of
the Agency Suggestion Program with S45 suggest:LDnS processed.
c> cr..; .
Some 193 cases were approved with awards totalling $38,285.
This amount is 62% higher than FY-1972 and 26'0 higher than the
previous record year. Approximately 85% of the total suggestions
received were ruled eligible for evaluation; 42% were eventually
adopted. The Government--wide rate for adoption is 25--26. The
average cash award was $219 as compared to. the Government average
of $83. The highest sin..-_1_e award granted was for $6000 divided.
equally between three co sugges tens . First year tangible sav-
ings for all suggestions amounted to $3781,840; intangible benefits
were estimated at $404,900 for a total of $783,740 in total sav
irzgs and. bone-Fits. In comparison to other Suggestion Programs,
the Agency had a very good year. Yet, assuming that each sug-
gesti.ol was submitted b a separate individual (not a good
assumption) fewer than f Agency employees participated in
the program.
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:,r=_-CR NnuM FOR: Director of Central Intelligence
Management Advisory Group (f,UG)
rT "Feedback" as a Mechanism fo-r the
i.'J'F ~.. -
Evaluation of Agency Persformance
f
memorandum.
e
a direct bearing. on your current in
mechanism for. the evaluation of Agency perforr.:ance_ These
problem areas and possible solutions are summarized ?n this
I. jV,AG recen y
various. formal and informal mechanisms used by consumers to
provide the Agency with feedback on the usefulness ofgency
intelligence-reporting.. During this review, we identified
certain problems and possible solutions which we believe have
rest in feedback as s.
s
tl coniuleted a limited revie;'r of the
2 We believe current feedback mechanisms are deficient.
u
b . Ina 4 0
feedbacti data, particularly Publications Sourc Survey
(PSS) data, in assessin the actual and relative effec-
tiveness of the various Collection methods and programs
direct d against the same geographic or functional targets.
There is a need for greater p hrticipatiof by
consumers in the forward p1.anin g of collection activities,
art9 c~~larly in the human collection area, as a means
p of 1nu roving requirements an t? skin (o e -:form- of ed-
4 develo aT g a better unders sand'..T-'
bacN ,,.,hi l e. c.on.cUT ?' n~.
on the part o w c I.y p r l 1 i m itations of the. various
ons u',z e r s , o .~ th .. e .
collection methods.
~ye use is being made of available
itself to formal analysis.
the views of the ultimata consuriex nor
fi collectors an pro
intelligence. Some informal feedback exists: but it
is deficient in that it does not necessarily represent
d?s it lend
specific feedback from ultimate consuiieis to
d ducers of finished and actionable
a. There is a need for more formal, direct, and
yhe
in the following respects:
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d. Increased use should be made of feedback for the
identification of marginal collection programs and
efforts.
3. W~~hile we believe that your current efforts in the
establish ,ent of the National Intelligence Officer (-_N-I0)
program and management by objectives (~dBO) may alleviate some
of these problems, there are other courses of action which may
contribute not only to the solution of these problems but also
to your desire to establish mechanisms for the evaluation of
Agency performance. Specifically, we believe the following
options are .worthy of your consideration:
a. The PSS program should be established on a
community-wide basis. The PSS presently provides Agency
collectors with an assessment of the usefulness of their '
intelligence reporting; and, at least within. the' DUO,
At is used. as one indication of the actual and relative
effectiveness of particular collection programs. If
cornpi-led on a community basis, `this 'data could, also
serve as a measure of the effectiveness of Agency collec-
tion programs vis-a-vis the rest of the community.
b 'A program similar to the PSS should be established
for actionable reporting, particularly such reporting by
the DDO. At present, less than 7 percent of DDO reporting
is used in the most important finished. intelligence pt:bli-
cations; and, by informal estimates, the amount of DDO
reporting which is directed towards actionable items rather
than national intelligence rieeds is something near SO per-
cent and increasing. It is essential, then, that. spec?fi.c,-%
.direct feedback on the usefulness o.f this reporting be
made by the recipients of this -reporting.. Just as the PSS
assesses the contribution made by a report to the finished-
intelligence product, this proposed program would. assess the
contribution r.~is.de by a report to the ar.:tion finally taken.
C. The concept of the TIM wti-uctii-re should b-.
expanded to cover actionable reporting as well as finished
intelligence. i' h !_e the concept o- actionable repo tine
has particular application to the DUO, equivalpr_u re- ~u
porting occurs in the SIGINT and reconnaissance areas as
well.
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d. NIO's and analysts should participate, personally
and directly, in the planning and evaluation of Collection
projects, including human collection projects. In this
manner we believe more specific and relevant -require-
ments and tasking will result as well as better under-
standing of the limitations of the various collection
methods.
e. Feedback in the form of PSS data, feedback from
NIO's, and MBO should all be used in a concerted effort
to identify marginal collection efforts and programs.
As a result of this ef:Eort, we would anticipate the
designation of certain countries and targets against i4nich.
collection -efforts will be discontinued, and the i.dentifi
cation of considerable community-level requirements and
tasking which are no longer valid.
4. IT you desire, we would welcome the opportunity to
meet with you, or -appropriate staff officers., to discuss this
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M EMOR.A.NDUM FO11: The Director
SUBJECT: Steps td Encourage Car Pools
1. The MAC recommends that you exploit current
concern with fuel restrictions to try again to encourage car
pools among Agency employees. Ths pluses and rrxiruses of
car pools are clear to most employees, but in current cir-
cumstances the pluses might usefully be restated in an . gency~
wide bulletin.
2. The map and locator card system on the z.rst
floor has proven to be a less than perfect system, prima-Cily
because it does not identify Agency employees whose homes
are proximate to an individual seeking to establish a car pool.
(Nor should such information be displayed in our halls.) Such
an individual must await the decision of another employee to
participate in the man/locator system and is not able to use his
pourers of persuasion to seek out potential poole:z-s because he
does not know who they are. Nonetheless, a reminder on the
existence and puxpose of the nzap/locator system is probably
in order.
3. But we believe that the prerequisite for expansion
of car pools among employees will be access to information on
what employees ll_v'e close enough together to make a car pool
worthwhile. This is particularly true for employees living in
more remote areas not shbwn on existing car pool locator
maps. In any case, we suggest that the Office o.- Personnel be
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authorized to release, under adequate security procedures
and on an individual basis, the names of all persons living
within a given ZIP code or telephone exchange area. It is
our understanding from personnel of the Statistical Reporting
Branch, Control Division, Office of Personnel, that such
in..formalaon, is included. in current computer runs and could
easily be made available with minor reforming of the runs.
4. We suggest that an individual, not a Comrn itte
be appointed to work out the details as quickly as feasible.
THE T\4-AN.t GEM E,NTT ADVISORY GROUP
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8 11nril 1974
iL IOit~N Dli?1 FOR: Director of Central In~.elligerce
SUBJECT bye:,- Procedure
Research Pro:)osa 1 s
Introduction
1. Should the Agency spend $4,844,763 for the
University of T'` sconsin to do "an applied system
study or world cl. i :n to variation in relation "Co food
production?" Should we give Professor Jacoby of M.T.T.
$6000,000 to develop a world energy model? These kinds
of proposals --_- of which there are dozens every veer
each suggest sponsoring devei oumen .'- `
-echni,crue to
estimate. n1M-,'0e_'s we Walt to kno:.', from dat
e.. we co know
or are willing to assume.
2. The review
pros -~sfor each proposal is sozae
`imes complicated. A DDI analyst may, for example,
suggest t~ at a research con-'Cractor should be hired to
do something. The analyst can teen either ask the
Of .ice of Research and Develop :rant (ORD) to pay for the
venture, or can recTuest DD1 funds. In E:1 i:.hce.r Case,
the request filters upv7aru through layers of I a {nagen:=-mt
until one directorate ultimately pays or says no.
.-Alternatively, high-level manag ment in the ~^~ r
~1JJ CY.L can
initiate a proposal which may then be _reviewed by
offi..cers. There is no single channel for all a
and there need not be. a proposals, prposaT s,
3. Usually the right- people see
_ and ::t=.x ~ can
each proposal, but often no one ever l e me
c~.,ha- tile
oiit.x:ac'uo-- will On, or
I.o I I1.1S vO1:r; ~ti1 1 l7 P_Vcl1
In paw L..LClllar y
~ency paid roughly 30 _,0OO for the_
University c7 ;`i'.5 on jn to Write a .p17000Sal. on fort"'-.-
casting food sup lies. Now any of several- officers
~,A
I
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in the DDI and the DDS&T can encourage or discourage
spending five million dollars as the proposal reco~:m-m`nds..
4. To d~tcrmine what the unive,si-ty L?:o:;ld do
the one reads on page 40 of the propos .3.
that "...the primary aim of this proposal is to~ be able.
to predict the worlds s food supply. - . " T` mat 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 - s tudy 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.
Recoim endations
7. Slight modifications of the con tract proposal
and review process could greatly improve its effectiveness.
The Agency officers who first advocate funding a proposal
should be asked to:
a. Preoar.e a table of var_iabi s. in no more than
ten pages, this table would summarize ,.`gat the pro-
posed research' would a: co pl sh. Fo rat er
than saying that a study's primary aim is to predict
the World's food supply, one could se >' that the
study will predict for the next four years the time
series on Soviet grain production found on page 323
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Of he Kati oral Fco of^.v of the USSR, 1972_ If
this pre fiction is to be lintied to policy variables
Such E's he US c-' cc "p1=oC:Uct_i.o:Z, then the oo.lic`/ va'L'1 '_~! eS s ?ould also
b identified precisely, b. Sceci y a b nch..ark against =vrlh c h the * e:,F
estiT-'a l inq tec_hriicue be z-_11" One can
forecast, so he chief- research problem s. to develop
a technique that works better than known methods.
Thd 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 cri t..eri a by Which the
new estimating teciani au'ee will be judGed. C1ven 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 Agencv 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 Cnow some thing
about food and the weather- But who cared about
Zambian production of sustenance units? If soma-
one does care, why should he believe a University
of Wisconsin forecast based partly oif an ext_apo at o
.of tree ring diameters?
A 1
8. The four major questions outlined above could 'e
used in two ways, screen, -rig r? Se~_ '
.~ ....."C._"? :"7`"op oSaI,S
r
and 'hen. for auditing resu.[.`s of ra search fund In
any au dit we should exJG~ct to find research effor s
that y
"ail3d because _contractor S%121l' Ccul_C~ not '3`V TYiSe
a hatter m- i '1odI to do a a t a ;
.. rL
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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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21 May 1974
E`iMfORA NDUN FOR: Director, Central Intelligence Agency
SUBJECT Comments on the Director's Los Angeles
World Affairs Council Speech
1. MAC 's general reaction to this address is entirely
favorable. We find the address to be a clear statement of
the Director's views on the nature of an intelligence agency
in an open society. MAG believes statements like this will
enhance the Agency's image to all employees. With this in
mind, MAG recommends that full benefit be derived from this
statement by giving it wide distribution to all employees at
Headquarters and overseas. Additionally, MAC recommends
that a cover memo accompany the address, presenting some of
the Director's thoughts, previously shared with WAG, on
"going public".
2. N_AG's view of the Director's, "Openness reinforcing
unease in the Agency", is as varied as the degrees of open-
ness contemplated. Some sense the Director should keep all
employees posted as to the form and extent of openness in
practice; for instance, prominently posting a list of all
organizations and persons receiving "tours" and plans for
future exposure. Other MAC members sense the Agency has
demonstrated a capability to steer clear of problems in the
past and that this capability will guide the Agency through
this new era of "openness". Others sense indifference to
the whole issue.
3. !"iN l l? he to ~'ep r a~7 -~sscu ss this t' Z c i-7: h er. r