DDA MANAGEMENT CONFERENCE 18 - 20 MARCH 1977

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00261R000200080006-0
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 113
• Document Creation Date: November 16, 2016
• Document Release Date: February 14, 2000
• Sequence Number: 6
• Publication Date: March 20, 1977
• Content Type: MIN

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DDA MANAGEMENT CONFERENCE
18-20 March 1977
ATTENDANCE : Mr. Blake
25X1A
Mr. 2alanick
25X1 A Mr. Janney
Mr. Gambino
Dr. 3ohrer
25X1A
Conference Introduction
Mr. Blake opened the conference by briefly reviewing its history.
The first DDA conference under Mr. Blake's leadership was held in
September 1974 and centered around the. theme "Planning in the Directorate'".
Some three months later in December of 1974"the Seymour Hirsh article
appeared in the New `fork Times and the. Directorate was faced with a
challenge that placed tie problem of long range planning; in th.e background.
The barrage of attacks during the ensuing months prompted a, theme of
consolidation and protection of the institution for the 1975,conference.
In April 1976 the conference reflected concerns of uncertainty. However,
tangible results of instituting the senior rotation program produced a
legacy for the future leadership of the Directorate. The current-
conference, March 1977, reflects a period of questioning. Mr. Blake
admonished the Office Directors to be aware of the forcestha.t are having
an impact on the Agency and the Directorate and to have a posture of
flexibility. He commented that the success of the Directorate'-is directly
related to the professionalism with which jobs are done. Ile stressed
the importance of teamwork and constant communications between and among
the Office Directors in resolving problems. Cohesiveness is vital to the
Directorate. (In reviewing the history of the conferences, Mr. Blake
stated that in 1974 he elected for the first time to include certain senior
members of his staff. He welcomed to this 1977 conference, the first
25X1 A female representative-
In concluding his introductory remarks Mr. Blake addressed the
experiment referred to as "the conference of division chiefs" which
took place several months ago. Briefly this conference included some
44 Division Chiefs from within the offices who discussed a variety of
issues and problems. The agenda items were developed by a steering group
selected from the Division Chiefs.
Mr. Fitzwater
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25X1A
25X1A
A great deal of interest has been generated recently in the area
of methods and means by which Agency materials are presented both within
and outside the Agency. This includes graphics, film, TV and the like.
While an Agency task force has been convened to study this area, the DDA
wanted to look at the Directorate capabilities and whether or not they
are being used efficiently and effectively. Four offices are primarily
concerned: 1) the Office of Communications; 2) Training; 3) Data
Processing; and 4) Logistics. described the communications
multimedia center and demonstrated the use of its products. The center
produces professional quality video cassettes, training slides and
briefing material used essentially for training overseas communications
personnel to maintain, repair and/or learn about new pieces of equipment.
This is clearly an efficient and cost-saving enterprise in that it reduces
to an absolute minimum the need for extensive TDY to Headquarters (or
other major Commo installations) to keep up to date on equipment. An
important fact to keep in mind--highly trained and skilled personnel are
required to turn out a quality product--script writers, artists, editors
and cameramen, for example.
Mr. Fitzwater made the following generalized statements about the
OTR capabilities. The problem of presenting materials has been a problem
for a long time. There is a good deal of interest in the centralization
of assets and capabilities; however, this is open to question. Insofar as
the DDA is concerned, we seem to be doing a good job in the area of
requirements and defining those requirements. Resources for the most part
are fairly good and seem to satisfy immediate needs. In terms of accounting
for what we do, there is a lack of consistency.
described the modest effort in ODP which is used essentially
to provide training aids to computer personnel in learning new computer
languages. The Office of Logistics has no TV production activity but,
of course, does have a film developing capability, photographers, a
graphics shop and a rather sophisticated. model shop.
After discussion on the subject of centralization versus decentralization
the conclusion was reached that a DDA capability for its unique uses
does make sense. Part of the rationale here derives from the fact that
from an Agency point of view the DDI and. DDS&T requirements for intelligence
production definitely have the higher priority and there could be a problem
in fitting DDA work into the schedule. As a general summary, it was
agreed the Directorate has quite a hit of potential in presentational means
but needs to capitalize on and make better use of its assets.
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25X1A
25X1A
25X1A
25X1 C
was tasked with developing a quarterly video presentation
on "What's New in the DDA". This video tape, lasting some 20-25 minutes,
with 5-6 minutes devoted to administrative changes during the past quarter.
It would be distributed overseas and to offices.
Terrorism
at being identified as such and the possible threats that result. Progress
reviewed the current state of terrorism in the world
and the activities of the Terrorism Assessment Group. He noted that in
1976 hijacking and kidnapping as categories were down from the previous
year but bombing and assassinations were up. Commercial businesses were
being hit particularly hard. He noted that there seemed to be little
use of sophisticated weapons with basic handguns the implements of the
trade. There is increased political and economic action against safe-
haven countries. There is a trend toward talking to terrorists in order to
obtain the release of hostages. He spoke of the concern of Agency personnel
importance, he asserted that a system for dealing with terrorism and
terrorists is evolving with a move away from reacting to independent actions.
Division Chiefs' Conference
Mr. Blake opened continents on this topic by pointing out its experimental
nature. The Division Chiefs were selected from throughout the Directorate
and discussed 'a variety of topics and issues which they themselves generated.
fie noted that the results of the conference showed a trend toward negativism
although this should have been expected given the nature of the conference.
This negativism was reflected by the following: "too much reporting";
"no big problems but lots of smaller ones"; "not enough time to do a
thorough job on completing the conference report". In general the
critiques of the Division Chiefs reflected a favorable attitude toward
the conference itself. The greatest value came from the contacts with
peers--often for the first time. Although views were mixed, there was
a general positive attitude among the participants toward having periodic'
conferences. The Office Directors by and large commented favorably on
the reaction of their people to the conference.
The Division Chiefs had been asked to submit agenda items for inclusion
in the DDA conference. Their items fell into three categories:
1) management; 2) personnel matters; and 3) other. All items were discussed
at our conference, although for a variety of reasons some were set aside for
further definition or further study. The management issues dealt with,
among others, the unequal level of authority given to Division Chiefs in
the different offices. (The Management and Assessment Staff was tasked
to do a survey to determine what norms need to be established.) Long-range
planning was discussed with agreement that this is not the time to develop
such planning. Information to be fed upward to the DDA seemed manufactured
and appears necessary whether or not the items are important. (Mr. Blake
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wants Office Directors to be aware of this charge but emphasized his
need to be informed particularly in view of new management of the Agency.
Reporting requirements might well be increased in the coming months.
Concerning the number of NAGS--Directorate and other--and whether they
continue to serve a useful purpose prompted the suggestion that the current
ADMAG Chairman and the past two ADMAG Chairmen be invited to visit a DDA
staff meeting to discuss their role and their project. Those offices
having internal MAG groups reported that they found them worthwhile.
The personnel items on the agenda included:
1) Questioning the evaluation descriptors and what they mean
and how are they to be applied? Mr. Janney responded that his office is
already engaged in a revision of these descriptors which should clarify
the points raised by the Division Chiefs.
2) Where do we stand on LOI's since they seem to be applied
in different ways? The DDA Career Management Officer was tasked to
come up with a DDA instruction which will set guidelines for LOI's within
the DDA.
3) Is the "Sumner-Only" Program effective considering the time
and costs involved? The overwhelming consensus among the Office Directors
found that the program is indeed worthwhile and serves a useful purpose.
4) Interest in making PDP documents available down to the
Division Chief level. The consensus among the Office Directors clearly
supported that no further distribution of PDP material should be considered.
In concluding this discussion, Mr. Blake stated that in his opinion
this was a most successful and rewarding experiment. The Division Chiefs
of the offices hold a special managerial place in the organization in that
they have close contact with the employees as well as the office managers.
The full value of the conference he said depends on the followup actions
in responding to issues raised and the need to keep the momentum going.
Personnel Matters
25X1A
1. EEO statistics and minority hiring. Mr. Malanick presented EEO
statistics and discussed-iosepositive inclications which show improvement
in the DDA posture. lie pointed to the overall management concern as
witnessed by the establishment of an EEO staff within the DDA and new
EEO programs such as AIM. On the negative side there is slow progress on
hiring professionals. On balance, however, the offices are doing a
better job but it remains essential that Office Directors interest themselves
in EEO matters. (Mr. Blake suggested it might be well in the near future
to have the Office Directors meet with Mr. Omega Ware, the Agency EEO officer
and the DDA IihO officer to discuss mutual problems.)
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25X1A
25X1A
2. Personnel Panel. discussed the four functions of
the personnel panel.---Concerning its first responsibility, the panel has
been quite successful in filling MG jobs for whom SIG careerists are not
available. In the functions of transferring officers between and among
sub-groups requiring special talents or as an aid in career development;
in placing career officers excess to their sub-group; and in aiding in the
development of the best use of placement problems, the panel has been less
successful. There was considerable discussion about rotation and the
fact that employees in certain offices are not considered for, or if
considered, are never selected for MG type assignments. This prompted
a suggestion that ODP provide two names of individuals who are considered
to have potential for MG assignments. These individuals will be provided
the necessary training to qualify for broader assignments. It was
suggested that an officer might well be assigned to the declassification
group where he could be helpful in developing ideas on automation.
- suggested that the personnel panel should place increased
emphasis on the placement of excess career officers of which, in certain
categories, Como has a number.
3. Senior Personnel Rotation. Mr. Malanick stated that he has
interviews each one o t e in ivicluals in the rotation program as well as
the current supervisors responsible for their assignments. Without
exception those individuals are enthusiastic about the program and the
opportunities which it provides. It is clear that this program should go a
long way toward developing future broadly gauged managers for the Directorate.
It is necessary that Directors and Deputy Directors take an active interest
in this program. One problem that was discussed relates to the concern
"out of sight, out of mind" since a relatively senior officer is taken
from his sub-career group to serve elsewhere. vIr. Malanick stated that
the problem appears more apparent than real since it did not come up
in his interviews with the participants.
At present there are six senior officers engaged in the program.
The number seems about right and should not be expanded. There is a heavy
investment in time and effort and pursuing this with a smaller rather than
a larger number appears most efficient. Reflections about the selection
of personnel brought about. agreement that prior to the selection of the
next group a thorough review of candidates and assignments will be under-
taken by the Personnel Board. In summary, the senior personnel rotation
plan is off to a fine start and living up to expectations.
4. Administrative Trainee Program. This topic was prompted by the
fact that there appears to ye a needfoor an administrative trainee program
to provide a background to DDA employees having potential for more broadly-
gauged Directorate assignments. With a general reduction in the number
of ceiling positions allocated to the Agency CT Program, it is unlikely
that the DDA will be able to place a significant number of its people in
the program. After airing the pros and. cons it was the consensus of the
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Office Directors that a general DDA program perhaps along the lines of CT
training, would make sense. There was agreement that selection would be made
from those who had served within the DDA for some three years or more before
being enrolled in the program. Tentative guidelines for the course would
include: 1) coverage of the Agency in government; 2) the DDA in the Agency;
3) support to field stations; and include 4) work in other Directorates
for perhaps 90 days each. It was agreed that the outline of the program
should be written in clear language with considerable detail as to what
is to be included. The Office of Training will not be involved in
selecting candidates (as they are in the CT program) but will be responsible
for developing and running the course.
5. SE P. SEMP is an acronym for Senior Executive Management
Proficiency program. This program serves to provide senior management
in the Directorate with training programs that update knowledge of current
management thinking. SEMP includes both internal senior management courses
as well as external programs sponsored by colleges and universities or
consulting firms. Mr. Fitzwater admonished the Office Directors to look
very carefully at requests for enrollment in some courses. From the
25X1A discussion it was clear that some fine tuning of SEMP policy is required.
is to meet with a representative of each office within the
next few weeks to address this policy issue. Although the program has been
in effect only a short time, the statistics point to it as being successful.
IC Staff
The former Associate Deputy Director for Administration, Mr. John
McMahon, spoke about the IC Staff and its relationships with the Agency
and other members of the Intelligence Community. He discussed some of the
current thinking concerning possible changes in organization within the
Community. His informative talk was extremely well received.
25X1A
Positive Indicators
At the Office Director Conference two years ago Mr. Blake directed
that each office was to establish "positive indicators" which would give
a qualitative assessment of how well an office is doing. The objective
was stated as "devise systems and procedures to develop and establish
a series of positive indicators against which program missions/functions
can be judged." whose responsibility it is to follow this
program, provided examples from selected offices which illustrate different
approaches that could be taken in developing positive indicators. The
Office of Personnel illustrated a traditional approach to effectiveness
evaluation based on resource package organization. The Office plan would
find by the end of Fiscal Year 1977 the accumulation of the necessary
data. upon which to evaluate the performance of certain personnel functions.
The Office of Communications, on the other hand, set up what is in effect
a blueprint to evaluate resource packages. It includes quantitative data
which describes certain reports. Against this quantitative data the Office
has developed a series of questions, the answers to which specify the quality
and degree of effort. The Office of Data Processing is approaching the
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positive indicators program through the development of a series of
graphic charts which are output oriented. These graphs indicate the
extent to which the Office has been successful in completing work
assignments and depict the level of backlog. The Office of Training
works on the theory that positive indicators are based on the relationship
between the quality of the product and the quantity. They have developed
a systems model for evaluating the development and conduct of training
courses. A survey form is used specifically designed to accumulate
subjective evaluations which, when converted to quantitative measures,
provide a positive indicator.
Mr. Blake emphasized it is essential. that each Office develop
and continue to pay attention to positive indicators because it is increasingly
important that an Office be able to evaluate how well it is doing its job.
Shotgun Topics
Several items were discussed for which limited discussion was
necessary and which could be covered quickly.
. 1. DDA State-of-the-Directorate.Address: Mr. Blake was encouraged
to give an address a soon as possible. FWe timing was left in question
depending on several factors, not the least of which is the demand on his
time relating to having a new Director aboard.
2. Exchange: The DDA magazine Exchange has been in existence for one
year. Several the Office Directors indicated that it is widel read
serves a useful purpose, and is a good communications medium. 25X1A
commented that a questionnaire will be included in the next publication,
the responses to which will give good insight as to whether or not the
readers of the magazine feel it useful.
3. Managed Surplus: Mr. Blake indicated that he sees no evidence
of a managed surplus exercise. He did point out, however, that there could
well be reductions in personnel ceilings in the future. While there is no
way to project just what these reductions might be, Directorate managers
are cautioned to be alert to their ceilings and the necessity to remain
within them.
25X1A
4. DDA Planning Team Conferences: The DDA Planning Team Conference
concept has been in e:-ect approx ma-ely one year. Are these conferences
worthwhile? While at least one Office Director expressed the view that
they are not worth the investment, several others indicated that they are.
With the passage of time and some more experience, guidelines for
conferences will be more firm. A suggestion was made that the Planning
Teams of the Offices cooperate in establishing such programs as SI1 iP
to get them more involved with Office management. In relation to the
agendas for upcoming Planning Team Conferences, Mr. Blake suggested
should review the Offices' adherence to the Personnel Handbook.
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Office Directors' Reports
25X1A
25X1A
25X1A
25X1A
Office of Finance - The General Accounting System (GAS) is the major
new system within tie Office. While the accounting system used prior
to GAS was good, it required an extremely heavy human involvement. Now
that the GAS system does not accept incorrect information from the start,
it is not necessary to go back through accounts to try to find errors.
So far the system looks very good.
Secondly, payroll is increasing in sophistication as witnessed by
the number of deductions that are now included within the system.
Thirdly, progress has been made toward solving the problem of over-
payment to NOCS. A system has been devised that requires a quarterly
certification of NOC payments which a case officer must show and review
with the NOC officer.
addressed Monetary Division, commenting that he hopes that
that function will be reestablished in- by September. He pointed to
problems in South America in establishing monetary sources which serves
as quite a challenge in recruitment.
Lastly, - stated that there is a clear upward trend toward
elements of the Agency asking for qualified budget and finance officers.
This is caused by the increasing workload that is placed upon divisions
and offices by the Comptroller. This has brought about an interesting re-
versal, since not too long ago there was a surplus of B&F officers. There
is now an actual shortage of personnel possessing the qualifications and
experience required.
Office of Training - Mr. Fitzwater reported that the House Investigating
Committeeact been with the Office of Training from September through
January. Basically, their investigation addressed the question of whether
Agency training courses meet the needs of the Agency. In addition the FAG
is interested in six broad areas toward determining whether training
courses are meeting the needs of the Agency. Management training, information
sciences and languages were among those broad areas under review. He
commented that there is a backlog of communication skills requests, i.e.,.
writing and speaking. He affirmed that the DDO seems to be pleased with
the operational training that is provided. by OTR.
Office of Communications -- reported that he has both good
25X1A news and badiietivs. '-T e good news is summarized as follows:
25X1A
25X1A
25X1A
system provides additional chaTine
'.I'elepouch service is now provided
that the automated field terminal.
optical character reader has been
in- in the near future. Al
Simply, the
s by which to convnunicate via satellite.
on a worldwide basis. He commented
program is well on its way and an
installed in -with another planned
satellite is up in the Pacific
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25X1A
25X1A
25X1A
25X9
25X1A
25X1A
which provides improved coverage. He announced the cable
dissemination system is ready to start acceptance testing. A new
tandem switch has been accepted which will provide improved service
in the green, gray and secure voice complex. The multi-media center
is working extremely well and to date has produced some 25 tapes to be
forwarded overseas. He commented on the system and its
uses for _ 25X1 A
commented that the bad news relates to an EAG recommendation
which the DDCI approved causing the transfer of the
development effort to the Office of Technical Services.
Office of Personnel - Mr. Jamey feels the Office of Personnel is
going well and is at the moment in a maintenance posture. He addressed
the problem of minority statistics, emphasizing the fact that the number
of minority personnel available for hire is so small that it is extremely
difficult for the Agency to improve its statistical base beyond what has
been accomplished over the past few years. Mr. Janney commented on the
interest shown by the EAG and Mx. Knoche in the overall area of personnel
management. He pointed up the problem of responding to expressed
perceptions about the Agency's personnel management without appearing
to be defensive or over-reactive.
Office of Logistics - Mr. McDonald addressed the full platter of
activities within the Office of Logistics. Within Logistics Services
Division (LSD) problems of finding space within the Headquarters
Building by next December to accommodate SAFE is a major one. Within
Real Estate and Construction Division he commented that the uninterrupted
power system (UPS) continues as a major requirement. The expansion of
C-Vault to accommodate SAFE is a large effort and the installation of a
2,500 kilowatt generator is a major undertaking. Procurement Division,
he says, is catching its breath after going through two year-end
exercises, i.e., the end of the fiscal. year plus the end of the transition
quarter. He added that EAG has expressed interest in issues pertaining
to accommodation procurement and the issue of the procurement delegations
of authority. He stated that General Services Administration (GSA)
representatives will be coming into the Agency to review ADP procurement.
Concerning Supply Division, Mr. McDonald observed that only 41 positions
under the aegis of S .l Division now exist overseas. This represents
a decrease o:5 positions in. recent years.
Office of Data Processing -~ feels that ODP is in the best
shape ever and paia tr.iaute to t:he strong organization left him by
M'[r. Fitzwater. He is faced with the problems of people shortage and
hardware. For example, hardware support to one of the new technical
collection programs appears to be undersized and underpowered. - 25X1A
reported that progress is continuing on SAFE. Each day, however, brings
its share of problems both from a political and people/space point of view.
ODP is faced generally with increasing demands by customers and the end
is not in sight. - also informed the group that the EAG and the
DDCI have considerable interest in ADP and how it should be organized
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particularly, centralized versus decentralized. - stated that 25X1A
the amount of work required in responding to FAG requirements as well. as
comptroller-type requirements has forced an increase in the size of his
planning staff with a concomitant reduction from computer operations.
Office of Security - Mr. Gambino opened with a comment that seems to
apply to all tie DA 0 ices--there is more work to do than there are
people available to do it. He commented briefly on the two espionage
cases that are about to go to court and the difficulty in providing de-
classified material to be used in court against the defendants. He
commented on the increased amount of time and effort that is spent
working with the Office of General Counsel on a whole host of problem
areas. The Personal Protection Program overseas has increased significantly
and hopefully is paying off. Unfortunately, this requires extensive TDY's
which have an adverse effect on the Office. Mr. Gambino reported that
he is very pleased with the progress being made within the Office on
minority hiring. Minorities comprise 7.5 percent professionals in the
Office of Security. An interesting observation by Mr. Gambino suggests
that the "new breed" of employee is far more challenging and questioning
of security standards and practices.
Office of Medical Services - Dr. Bohrer commented on the problems of
a small Office facing increasingly heavy TDY requirements. He reported
that the Office is constantly trying to provide better service for more
employees and automation of certain tests and procedures makes this
possible.
Summary
Mr. Blake summarized the conference by again referring to past
conferences and the contributions they have made. He highlighted the 1976
conference that spawned the senior rotation plan. The current conference
recognizes the importance of the Division Chiefs' Conference and their
encouragement to be involved in Directorate problems and issues. The
forward looking approach toward establishing an. administrative type CT
Program is a positive step. While stressing the favorable progress
that has been made among the offices in developing positive indicators,
he emphasized that it is vital to the Directorate that we continue to
develop ways and means to measure our own effectiveness. If we are
unsuccessful, we might consider ourselves intellectually bankrupt.
Finally, this conference was indeed productive with some very encouraging
and significant results developed through the cooperative and congenial
efforts of those attending. Mr. Blake thanked Mr. McMahon for taking time
from his busy schedule to join us for the second half of the conference.
-10-
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 25X1A
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DDA Management Conference
18-20 March 1977
18 March
Depart Headquarters
Depart National Airport
1700-1800 Social Hour -
1800 Dinner at Club
2000-2030 Conference Introduction
19 March
0700-0830 Breakfast
0830-0930 Presentational Means
d
1' 30- 1000 Terrorism
1000-1015 Break
1015-1200 Division Chiefs Conference Matters
Mr. Blake
1015-1045 Background & General Conclusions
1045-1200 Review E Discussion of Agenda
Items Submitted
1200-1330 Lunch
25X1A
25X1A
Messrs. Fitzwater
(Panel Leader),
25X1A
25X1A
Mr. Malanick &
b. DDA Personnel Panel (Value and Future)
c. Senior Rotation Program
d. Administrative Trainee Program
e. SEMP
1330-1630 Personnel Matters
(Briefing and Discussion)
a. EEO Statistics/Minority Hiring
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Q NEiiIAL
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March (can't)
1630-1800
1800-1930
1930-2100
20 March
0700-0900
0900-0930
0930-1000
Free Time
Dinner -I
IC Staff
Mr. McMahon
25X1A
25X1A
Positive Indicators
Mr. Blake
Shotgun Topics
a. State of Directorate Address
b. EXCHANGE (Evaluation After 1 Year)
c. Managed Surplus
d. DDA Planning Team Conferences
(Accomplishments, Value)
1000-1100
State of the Office
Office Directors
(5-10 Min. Each)
1100-1130
Wrap-Up
Mr. Blake
1130-1200
Admiral Turner - "Face the Nations"
1200-1230
Lunch
25X1A
Arrive National Airport
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PRESENTATIONAL MEANS
WITHIN THE
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DDA OFFICES SURVEYED
COMMO
DATA PROC.
LOGISTICS
TRAINING
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1 PREPARE
2 PRODUCE
3 PRESENT
OVERVIEW OF THE PRESENTATIONAL MEANS PROCESS
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1. PCtEP ACtE
CONCEPT
ORIGINATION
MEDIA
SELECTION
INSTRUCTIONAL
DESIGN
SCRIPT /
STORYBOARD
APPROVALS
a. PRODUCE
GRAPH ICS
RECORDING
AUDIO
VIDEO
FILM
PROCESSING
EDITING
MIXING
3.rRESENT
IMPLEMENTATION
EVALUATION
IMPLEMENTATION
EVALUATION.
IMPLEMENTATION
(RECYCLE AS NECESSARY)
PR EgPoTAT1UAL
ANScARODUCTANoINGESS
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STEP 1 - PREPARE
WHAT?
FOR WHOM?
UNDER WHAT CIRCUMSTANCES?
.FOR WHAT PURPOSE?
TO BE USED HOW?
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STEP 2 -PRODUCE
WHAT?
FnP WHn"7
UNDER WHAT CIRri JMcTANri=c7
FOR WHAT PURPOSE?
WHAT MEDIUM?
TO WHAT QUALITY STANDARD?
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STEP 3 -PRESENT
HOW?
HOW WELL?
DID IT DO THE JOB?
DOES IT NEED TO BE DONE
AGAIN - - DIFFERENTLY?
WAS IT PRESENTED IN A
COST-EFFECTIVE FASHION?
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1. PREPARE
I
2. PRODUCE
0
PRESENTATIONAL MEAN MANAGEMENT TRACK
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REQUIREMENTS:
COMMO
DATA PROC.
LOGISTICS
TRAINING
4~*
O
`~ C~ JV Q ~ ~~= JCS y= ~Q ~~JC~i
~~ Q~2 Qom? 4
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REQUiREMENTS:
COMMO .
0
DATA PR O C.
LOGISTICS
TRAINING
O
U ~/ ,1 ,~?2 X44' 4~)_
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SOURCES:
W
OFFICE
OFFICE
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*ANY COMBINATION, e.g. SOUND/SLIDE, ETC.
 OFFICE
DATA PROC.
LOGISTICS
TRAINING*
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J
0
ACCOUNTABILITY:! z 1
~ll~lWlo
v-
COMMO
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*FOR ALL NEW COURSES
ONE-TIME BASIS
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SUMMARY OF DDA
PRESENTATIONAL MEANS:
REQUIREMENTS - GENERALLY WELL DEFINED FOR ALL
OFFICES.
2. RESOURCES-OF GOOD TO EXCELLENT QUALITY AND
VARIETY, OR BEING UPGRADED TO THAT
LEVEL.
3. ACCOUNTABILITY - NOT CONSISTENT, UNIFORM PROCEDURES
& PROCESSES NEEDED FOR MAXIMUM
EFFICIENCY.
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CONSIDERATIONS FOR IMPROVED
PRESENTATIONAL MEANS WITHIN
,
THE DDA:
1. INITIATE A CONTINUING DIALOG BETWEEN OFFICES.
2. STANDARDIZE ON METHODOLOGY AND EQUIPMENT
(BOTH PRODUCTION & REPRODUCTION).
3. ESTABLISH PROCEDURES FOR POOLING OF EQUIPMENT
& TALENT ' FOR HIGHER THAN "OFFICE-LEVEL"
REQUIREMENTS.
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RECOMMENDATION:
ESTABLISH A STANDING COMMITTEE, WITH MEMBERSHIP FROM
EACH OF THE-AFFECTED DDA OFFICES, TO MEET ON A
REGULAR BASIS TO EXCHANGE IDEAS AND INFORMATION ON
PROCEDURES AND TECHNIQUES RELATING TO "PREPARATION",
"PRODUCTION" AND "PRESENTATION" OF INFORMATION AND
INSTRUCTION.
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8 MAR 1977
STATINTL
Deputy Director for Science & Technology
MEMORANDUM FOR: Deputy Director for Administration
Deputy Director for Intelligence
Deputy Director for Operations
SUBJECT Study of Television in CIA
1. I have asked the CIA-Presentational Means Steering
Panel to undertake a study of television in CIA. My prin-
cipal interest is in the presentational applications of
television (i.e., training, briefing, and finished intelli-
gence). Because of the close relationship between television
and motion pictures for presentational purposes, the study
also should include motion picture applications.
2. The purpose of this study is to provide a survey of
Agency resources currently devoted to television and motion
pictures, the uses that are made of these resources, and
future plans for television and motion pictures. The study
also will look at options in terms of resources and the
direction and organization of the Agency's effort.
3. The information required for the initial phase of
this study is outlined below. I recognize that much of it
already has been prepared for other purposes. Each Director-
ate is requested to direct their response and any questions
t Chairman, Presentational Means
Steering Panel (room 7G00 Hqs., ext. 4042) by 31 March. Once
this requested information has been absorbed, the Panel will
consult further with the appropriate staffs and offices.
--Nomenclature, quantity, location and unit
cost of existing television and motion
picture equipment. Equipment at domestic
and foreign installations that can be used
for presentational purposes also should be
included.
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 ADMINIS':CRATIVL, N]'i!USE ONLY
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SUBJECT: Study of Television in CIA
--Location, grade and duties of personnel
presently engaged in television and motion
picture production activities; indicate
level of experience and training.
--Uses made of television and motion picture
facilities to include a listing of produc-
tions.
--Future plans and objectives for the use of
television and motion pictures, including
uses overseas.
--Budgeted and unbudgeted television and
motion picture related equipment and
personnel plans through FY 1979.
E. H. Knoche
Deputy Director of Central Intelligence
cc: Comptroller
Members of the
Steering Panel
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DDA DIVISION CHI:FS' CONFERENCE
RECOMiMENDAT IONS FOR AGENDA ITEMS
FOR
DDA MANAG EME N T CONFERENCE:
18 - 20 MARCH 1977
MANAGEMENT ISSUES
1. Discuss the results of the DDA Division Chiefs' Con-
ference.
2. Discuss uniformity (or lack thereof) in delegation of
authority to Division Chiefs. . . . examine decision-making
process. . . decentralize.
3. Address the need for long-range planning--
People impact issues with emphasis on space
and communication capabilities
Information on budget info (preferably before
submitted to OMB)
4. Discuss future of computer applications in the DDA.
5. Have MAGS outlived their usefulness?
6. Discuss necessity for inter-Office coordination prior
to making definitive decisions on specific problems (some deci-
sions seem to be made without unanimous approval/knowledge).
7. Discuss how to deal with overseas requirements with
Cover and Commercial Staff in light of the conflict between
the interests of the personnels' career development and CCS'
insistence to protect personal cover at all costs.
PERSONNEL MANAGEMENT ISSUES
1. Discuss revision of competitive evaluation descriptors.
2. Discuss need for revision of Standards of Conduct and
criteria as it applies to (a) applicants, and (b) employees
on board.
3. Discuss utility of LOT's. If useful, do they need to
be universally applied?
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Personnel Management Issues (Cont'd)
4. Discuss the effectiveness (including cost) of "summer-
only" program.
5. Make PDP documents available for Division Chiefs' use
for personnel under their cognizance.
OTHER ISSUES
1. Discuss utility of the MBO system in DDA.
2. Discuss creativity and control. .
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CONFIDENTIAL
25X1A
DDA DIVISION CHIEFS'
CONFERENCE
REPORTS
25X1A
28 FEBRUARY, 1 and 2 MARCH 1977
E3 IMPDET
FI CL BY 000288
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3 March 1977
MEMORANDUM FOR: Deputy Director for Administration
Chairman
ivision Chiefs' Conference
Conference Report
1. The Divison Chiefs of the DDA met at-
the purposes
from 28 February through 2 March 1977
25X1A
25X1A
^ 25X1A
for
a. Provide a forum for discussion, elabora-
tion and solution of some common problem areas
as perceived by Directorate Division Chiefs.
b. Provide Division Chiefs a means of commu-
nicating with the DDA and ADDA in managerial,
substantive and career matters.
c. Provide line managers with an opportunity
to develop and maintain contacts with their peers.
2. As discussed in the attached memorandum, the Steering
Group Committee identified the following general topical
areas for discussion to provide the framework to meet objec-
tive a:
I.
People Management
(a)
DDA Personnel Handbook
TEAM
A
(b)
Employee
Concerns
TEAAI
B
(c)
Personnel
Administration
TEAM
C
(d)
Training
TEAM
D
(e)
Personnel
Planning
TEAM
E
II. Care and Feeding of Division Chiefs-ALL TEAMS
III. Communication in the Directorate ALL TEAMS
IV. Creativity and Control ALL TEAMS
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.SUBJECT: Conference Report
3. Each team presented an oral report to the entire
group at the conclusion of each discussion period. The
attached conference report is composed of brief summaries
of those twenty oral reports.
4. The Steering Group plans to provide you with a com-
prehensive review of the entire conference at our scheduled
4 March meeting.
Attachments:
(A) Memorandum to all conferees from
(B) Report Summary Booklet
25X1A
25X1A
? a ?g' 9
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22 l_ebruary 1977
1()J:ANDU'+[ FOR: Fellow Coniferees
DDi\ I)ivisioil Chiefs' Conference
28 Feb a Ire ] and 2 March 1977
25X1A
1. Enclosed is the "~o teboo';" for the DD