IMAGERY ANALYSIS SERVICE PRODUCTION BOARD MEETING FRIDAY, 11 JANUARY 1974 - 1400

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82T00285R000100110008-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 15, 2016
• Document Release Date: January 12, 2004
• Sequence Number: 8
• Publication Date: January 11, 1974
• Content Type: MIN

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fit. J\~ PM-M-224
IMAGERY ANALYSIS SERVICE
PRODUCTION BOARD MEETING
Friday, 11 January 1974 - 1400
MEMBERS PRESENT
COMIREX
25X1 D
of OSR has been appointed Assistant
4' f 25X1A
NEW BUSINESS
received a phone call from regarding the 25X1A
mate for comment. 0 and want copies of 25X1A
these also as they are interested ink 11 sees 25X1
no problem in their getting these.
OLD BUSINESS
I received a call from
Objective means of measurements.
with suggestions regarding
25X1A
MAGID PAPER
A paper, Study of the Relationship Between Production and Service
Units in the DD/I, was recently prepared for the DD/I by MAGID. The
study resulted in MAGID presenting six "principal recommendations" and
five "further suggestions" for the DD/I's consideration. The IAS Production
Board discussed each of these. MAGID's recommendations and suggestions in
italics followed by the Board's comments are: 25X1
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Principal Recommendations
1 . The DD/I and ADD/I, in meetings and discussions with management
and operating personnel, should stress that everyone's coat ribut ion t o the
DD/I product is important. Specific reference t o service and staff support
will bolster service unit morale and promp reconsideration of condescend-
i ng attitudes in t he production offices.
This is certainly a valid point since much of the outstanding or more
unique contributions of IAS usually goes unrecognized at the directorate
level. When such contributions are noted they are usually ascribed to the
Production Officer.
2. Letters of instruction to production analyst s should clearly
specify their responsibility to support staff projects and to use fuzzy the
available assistance from service units. Similarly, service unit personnel
should be rated against clearly stated responsibilities to provide timely
and responsive service.
The need for analysts to fully use all the services available has
become more critical and obvious because of the reduction in Agency
personnel which makes it necessary for the analysts to use their own time
more effectively. Letters of instruction would be one area to insure
attention is given to the matter.
3. The DD/I quarterly schedules of production and research, prepared
in the ODD/I Executive Staff, could be a more useful tool in promoting
cooperation between production offices and service units. More frequent
issuance and wider dissemi nxtio n would be helpful. Services should be
encouraged to use these schedules to search for opportunities to offer
assistance to offices/analysts.
is currently using production office schedules in an
effort to point out to those offices where IAS can provide them with
additional assistance. He is doing this through a newly formed production
group composed of the deputy chiefs of Agency production offices.
4. Division and branch chiefs in both production and service units
should discuss regularly the problems and progress of their substa rt ive
relationships. Such co nfere rces could provide the opportunity for dis-
cussing production office plans which might entail service support, as well
as service organization plans that could offer new opportunities for
production office use . The two should p Za n t oget her or at Least with the
full knowledge of the plans and developments of each other.
IAS divisions are currently attempting to get such a program underway
with their requesters.
5. Substantial coatributions by service units to Directorate
production should be acknowledged. Commendations should be encouraged.
Credit Lines could be included at the front of publications to acknowledge
exceptional service and staff support .
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The Board agrees that support received from IAS and other service
organizations should occasionally be acknowledged in production office
reports especially if that contribution is unique or particularly noteworthy.
This could be accomplished through a credit line.
6. Services and staffs must do a better job of advertising their
wares . One-page contact directories, such as that soon to be issued by
should be compiled, widely disseminated and regularly revised by
IAS, CRS, IRS, a rd OBGI. (Production offices should also consider such
a directory to facilitate contact .) Consideration should be given to
the issuance of a brief handbook outlining available Agerey service.
Our consumers have been provided with IAS and division organization
charts that include names and extension numbers. Directories and handbooks
in addition to the many already distributed throughout CIA soon become
lost or forgotten. Constant personal contact on the part of several
personnel is required to assure the services are effectively utilized.
Further Suggestions
1 . DD/I supervisors at all levels and in all components must be made
aware of the problems and consequences of stereotyped thinking about service
personnel--that such people are less ambitious or not as well-trained, for
example--and should be encouraged to take appropriate measures to attack
the problem in their own offices.
This suggestion is essentially the same as Recommendation 1.
2. A sanitized version of the Planning Staff statistics on compara-
tive slots, grade structures, educational levels, supervisor characteristics,
etc., provided to the MAGID Task Team should be made more generally avail-
able to all DD/I supervisors. This data would help to dispel false
assumptions about the relative standing of DD/I offices and could be
used, with discretion, to give new employees and those considering job
charges a clear picture of the opportunities available within DD/I.
The Board agreed that this suggestion would essentially be a paper
exercise, especially since such statistics are not static and opportunities
do not usually exist for selection by a new employee.
3. Candid information about, such matters as job location, space
allocation, parking privileges, and training opportunities should be
disseminated throughout DD/I to counter the rapt io n that service units
are short-changed on fringe benefits. A possible vehicle would be a
revised and more frequently issued DD/I newsletter.
This suggestion has marginal value and would be another paper
exercise. Also, the DD/I Newsletter is designed for overseas personnel
and does not lend itself to a dual role.
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4. At least once every five years, each analyst should be
required to participate in a one-day refamiZiarisation course regarding
available Agency services.
Such a program might have some value though nothing replaces personal
contact with requesting offices.
5. Given new production guidelines and the redist ribution of tasks
within production offices, there may be need for new partnership arrange-
ment s between areas of the world (e. g., Sub-Sahara Africa) are t o be
monitored effectively and an adequate information base mairt ained. The
DD/I Planning Staff should be asked to examine this question a rd provide
it s conc Zusio ns t o ODD/I a rd t o MAGID.
This is a recognized and useful way of doing business. CIA has
approached many problems and subjects in such a manner--sometimes formally
with organization changes but more often informally. New concepts, such
as the NIO's should do even more to further such relationships.
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