LANGUAGE DEVELOPMENT COMMITTEE TRAINING SELECTION BOARD

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R006800070003-0
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 36
• Document Creation Date: December 14, 2016
• Document Release Date: December 19, 2002
• Sequence Number: 3
• Publication Date: December 31, 1974
• Content Type: MF

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DD/A 74-5080
1 DEO 1974
MEMORANDUM FOR:
Director of Personnel
SUBJECT
Language Development Committee
Training
Selection Board
REFERENCE
A.
25X1
B.
1. In reviewing the referenced regulations, it has
been noted that officers from the Office of Personnel
represent this Directorate as members of the Language
Development Committee and the Training Selection Board.
2. While I am confident that this Directorate is
very ably represented in the deliberations of these two
important bodies, we do not seem to have much information
as to the nature, extent, or frequency of problems which
'are addressed in language development and training selec-
tion matters. In line with the views expressed at the
September 1974 DD/A Conference concerning participatory
management, we would like to reaffirm that these two
officers are acting on behalf of the Deputy Director for
Administration, and we would appreciate being kept informed
in a timely manner concerning agenda items, meetings, and
the results of inter-Directorate discussions.
3. Under no circumstances should this be construed as
a criticism of past actions. It is merely intended as
guidance on how we would like to operate in the future, in
terms of knowing about significant activities as they occur
rather than waiting for the Chairman's yearly report to the
Management Committee.
y John N. McMahon
Assbciate Deputy Director
for
Administration
Distribution:
Origi Ana i r c.t or
-ppri?v l
ed ar Reease itgaiV:1:161A1RDP84-00780R0068000700
- Director o Training
ry
? ,
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Distribution:
Original - Director of Personnel
1 - Director of Training
DD/A Subject w/background
1 - DWA Chrono
1 - JM Chrono
- LJD Chrono
..6ackground: DDIA 7475S91, dtd 7 Oct 74; Subj:
Development Committee for FY
DD/S 7273716, dtd 25 Sep 72; Subj
Senior Officer Schools; Meirn
25X1 Copies: of
25X1
LO-DD/A
der (31 Dec 74)
Annual Report of Lange
1974
: Approval of Candidates for
to D/OTR from then ED-Compt.
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19 December 1974
MEMORANDUM FOR: Mr. McMahon
SUBJECT : Language Development Committee
1. Relative to the Language Development Committee,
I recommend the following:
a. Change the regulatory language so
that the "DD/A representative shall be ap-
pointed by the DD/Administration". This pro-
vides various options, and does not restrict
you to the Office of Personnel.
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b. Continue with 1
but remind him he is wearing a Directorate hat,
and has a direct responsibility to keep the
DD/Administration advised. We want to see the
agenda, the minutes, and other pertinent comments.
Ac. Have the Office of Training report
eOnce a year to the Management Committee, as part
ki of the overall package "Review of Training"
(MCA-20).
Att: DD/A 74-3591 w/background
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STAT
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STAT MEMORANDUM FOR:
SUBJECT : Reporting Requirements for the Language Development
Committee
STAT
STAT
17 December 1974
Skip:
1. In accordance with our several conversations on this subject,
following are some thoughts on the two main questions, which are:
a. How can the DD/A increase his participation in
the deliberations of the LDC?
b. To whom should the annual report of the LDC be
directed?
2. On the first question, I talked with Hal & Gail. Both agree
that Mr. Blake needs to be better advised on the deliberatigns of the
LDC (this not intended to be a slight against Dow)br D/Pers) They
recommended that Gail become the DD/A Rep and that when the proposed
changes to thearrive from OTR, the wording be changed to
require that "t representative shall be appointed by the DD/A."
3. On the second question, there appear to be five options:
a. That the re ort go to the DCI. This is the way the
OTR revision o will read and it represents the view of
OTR, viz, that the Committee has an inter-Directorate base;
that the subject is of Agency-wide interest and needs to be
addressed by Mr. Colby.
b. That the report go to the D/DCI. Same reasoning as
a. above.
c. That the report go to the Management Committee. This
approach would provide the same Agency-wide focus and' would
appear to be a sound course to follow. The MCA files you led
me to indicate significant MC interest in Training. Mr.
Rodriguez is already reporting to the MC to a significant
degree. The LDC report is reviewed by the MC as part of its
regular business.
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d. That the report go to the DD/A. Because any
recommendations made by the LDC would appear to
ultimately be carried out by the DD/A, this recommendation
becomes very realistic, especially with Gail's participation
on the LDC. Mr. Blake would undoubtedly report on the
Calunittee's activities and recommendations to the DCI and
the Management Committee (as well as coordinate his actions
with the other DD's), but would do so in any way he desired.
e. That the report go to the DD/O. Because the DD/O
is the primary customer for language training, he needs
to have maximum input in the direction of the language
development program. Presumably would have
staff responsibilities should this course be chosen. It
should be noted that the MCA files indicate significant
participation by Mr. Nelson in reports to the Management
Committee given by Mr. Rodriguez.
4. Disadvantages appear to be as follows:
a. The DCI. Both Hal and Gail agree with you that
Mr. Colby may well not have the time to address this
subject in a thorough fashion. Although there is no
question that he is interested in the subject -- and
wants to be certain that the language development program
achieves maximum effectiveness -- in practical terms his
immediate office may not have the resources to spend a
lot of time deliberating on the subject.
b. The D/DCI. Same problem as above. The D/DCI
spends much of his time on the road.
c. The Management Conunittee. I can see no dis-
advantages to this course, unless the Committee would
not wish to address the subject, and there are no
indications of that. Until the 26 November YE meeting,
the MC was planning to establish a board of visitors and
a board of overseers for Training. Mr. Rodriguez did
much of the staff work for the two boards. At the
26 November meeting, however, the Committee decided that
the two boards would not be necessary. That vote was to
be discussed with Mr. Colby.
d. The DD/A. The only disadvantage I can foresee
is a possible problem should the LDC, as an inter-
Directorate committee, report to one Deputy Director.
Also, this tack would reduce OTR's (and the LDC's
visability.
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e. The DD/O. I do not know if the DD/O or Mr.
Iare interested in this responsibility. If
you wish, I will talk with Brad or Jerry.
5. The best solution appears to be the Management Committee,
for the following reasons:
a. The subject really is of Agency-wide interest.
b. The Management Committee is already reviewing
all of the annual Office of Training reports, including
the annual LDC report.
c. The Management Committee approach would and
does provide for input from all Directorates, especially
from the DD/O, who is the major customer for language
training.
d. Because the DD/A has action responsibility for
recommendations made in the report or by the Management
Committee, staffing responsibilities would fall back to
the DD/A anyway.
6. If para 5 is on target, the OTR revisions should be changed
to read: "to the Secretary of the Management Committee."
7. Procedures for approval of Training Selection Board nominations
for senior officer schools and certain executive leadership programs
will be the subject of a separate memorandum.
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25X1 MEMORANDUM FOR:
15 November 1974
SUBJECT : Language Development Committee and Training
Selection Board
1. The ADD/Administration has asked that a review be conducted
of the responsibilities of the Director of Training in terms of his
role as Chairman of the Language Development Committee, and his
position as Chairman of the Training Selection Board. This study
came about because there was some initial reluctance in routing the
language report through the Deputy Director for Administration, and
changing some of the recommendations.
2. I would appreciate it if you would discreetly review the
basic ground rules and come up with appropriate recommendations--in
line with the concept that the DD/Administration wants to have an
active role in managing the Directorate, and being kept informed on
all significant developments. There is some sensitivity in the Office
of Training on this issue, and I do not want to rub salt into the
wound. You may have other ideas, but several thoughts immediately
come to mind:
A. Possibly we should ask the DCI to delegate
more authority to the DD/Administration on
these issues.
B. Possibly the DD/Administration representative
should assume more responsibility in keeping
the DD/Administration informed.
3. Please research this and see what you can come up with, but
be very careful on any contact with the Office of Training. I'll be
glad to discuss? this.
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15 November 1974
RANDUM FOR THE RECORD
SUBJECT: Language Development Committee
On 17 October 1974, I discussed with his role
as the DD/A representative on the Language Development Committee.
25X1 lwhen he was Deputy Director of
Personnel, had this responsibility but Fred Janney was not interested
in attending the monthly meetings, and the responsibility was passed
25X1 to who offered these observations, based on one year's experience:
1. It is a very boring assignment, and the
"monthly" meetings were much too much.
They now meet on a quarterly basis, with
a prepared agenda.
25X1
2.
land his staff do 90% of the
work -- as with the annual report that
was prepared.
3. There is usually very little that is signif-
icant or controversial.
4. As a standard practive, lhas not been
providing status reports to the Deputy
Director for Administration.
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7 October 1974
NOTE FOR: W. Blake
1. From a short-range standpoint, I would
suggest that this annual report be released to
the DCI. Mr. McMahon took the position that it
was an excellent report--except for the "recom-
mendations"--which have been more or less
eliminated.
2. From the long-range standpoint, I am
expected to research the responsibilities of
the Chairman of the Language Development
Committee and the Training Selection Board--
and report to the ADD/A. DTR has provided
some basic background data on this issue.
Atts
DD/A 74-3591, DD/A 74-3905 + background
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OCT
EMORANDUM fO Dir.ce ol Cetra1 1mte1Ue*c.
EJECT
Ana Fteport al the Language
Cozurnftti,e for 1*- Y 1974
.3/4n.
fiD/A ry
File
*St
I. The Annual es the Language fleveLopment Committee
tcbed, The report inclucei. an analyst* of ezitUag laugnage *kills
a the Agancy, the staffing tr, Language designatedposItions1 auf3 pros-
ex the Language Devistop mint Program.
4. Daring the ft*cal year signikant ieveL
Languages included:
a. Pr
tr*0* behalf oi the
Cc o
Office ot Training develop.
*age
*hstber or not operating component*hteU:
1 iciest I neuw.. skIllt among their personnel to stall langnage
mated positions on a centimain basis. Analyses (sunimari:-,e0 to
Attachment A) %Neve providec to aU area division* In the LDO. The
Deputy rirector tor Operations has 6.tatva Met they are highly bene-
ficial In helping his Directorate develop plan* tn satisfy its require-
ments lor language L-ouslified operations o4ficera. 8iasdlar t/sidles or
DD1 and VDA aro planned for F
b. P illeti
. At, of 1 July 1974, DD has lilt. I 25X9
signated operation itic position* -ith laegua e
. This percentage repro at* no appreciable
go. At the high and o_: the scale, i: LIR and Wii
?proximately 404,..;. of their poiltloa 25X1
filled by uet11ied incue*ban*a. By contrast, of theripositione tests- 25X9
stated for Seviet Iftoc langsugea, all of v kith are at kiesd,r.scarters, only
Iby laagwge ts
)1ficitial Lang sea is contained in Attachment ft.
I" fi .ualizied incumbentt. The brealtdou
u
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c. ,Trends in Foreign Lummox* InventorWO-
five-yesr
tread (FT 1,70-74) reveal. eisniiieant &Deakin& skill spine in A rabic.
de
At
lied -Listing
at C.
I NI
pr
a provided in
d. Translation Problem in SovietIMicLam.g_a es. Increasing
availability, trough cleadestire collection., of military and techni-
cal documents La Soviet Bloc languages, coupled with the decreasing
number of employees with shills in these languages, already has
overbordemed our resources. The problem is Likely to be extended
to Middle Eastern and South Asian languages as a result of the
export of Bloc technology to these areas.
*. Recruitment of Personnel with Language Skill.. ThaCarer
Training Program is continuing its high emphasis on recruiting new
officer, with language skills. Of the 61 CT's who were recruited for
the Program in FT 1974, 37 (61%) have speaking skills at the Z or
better level; 16 of these skills are at the 4 and 5 Levels. Language
training in the colleges is declining for a number of reasons anc
recruiting new employees with language skills la the number and
level desired is likely to become more difficult. Recent contacts
with academic representatives, both directly and through the inter-
agency Language Roundtable, reveal an essential ignorance in the
collegew and universities *bout opportunities in the Agency ant in the
government in general for people with foreign language skills. Steps
to publicize such oppertunitiern are Just getting underwpy.
. Administrative Issues.
(1) Changeover to Numbers from Letters iMichtn, Runs,
(that is, I Will replace 5 (Slight), etc.). This change, which
will put our coding system in line with the rest of the government
language community, will be accomplished in FY 75.
a.
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(Z) Assual Personnel Plea. The APP is most supportive
of the Language Development Program. The exorcise calls
the attention of Office Heads to shortages of qualified people in
language designated positions and encoureges them to include
Language development and recruitment of language qualified
people in their personnel plamelag.
(3) Language Compete* ce Comments La r4s.sa Reports.
An LDC-sponsered survey of sample fitness riports from each
Directorate Indicated about 40% compliance with the provision
of what supervisors comment specifically on the lan-
guage competency o?lacumbeats of language designated positions.
A. a consequence, a memorandum has been sent to each Deputy
Director asking observance of this regulation.
1. La Proficleac Cash A She LPCA
program Continues to locus on l**guag.s for which there is an opere-
tta's! need, and from nfl indications continue* to achieve its aims.
Awards were given most Ire neatly in Arabic. Russian and Spanish.
(Attachment D)
k. kater-Aaeacy Activities. TheInter-Agency Language Round-
table committees (formed after the 1973 GAO Report) were quite active
dashes the fiscal year. Two projects of the Committees on which CM
employees did significant work were:
(I) Development of a model Core curriculum course in Chinese.
(2) Symposium on Testing Foreign Language Competencies.
. 14111111Fitte Leased", Ceater A Aivities.
proficiency and teachiag ape:
Termination of of the Before-and7After Hours Laminae*
Training (SAHLT) Program. Because of lene enrollment and poor
attendance the program was ceded. Off-duty language instruction
can now be obtained through the Off-Campus Program.
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Conclusions.
We are having a good deal of difficulty maintaining the Agency
language capabilities at the level required to do our work. Recent
losses at the 4 and S levels of skill have deprived the Agency of the
ability to conduct its business in some languages at a sophisticated
level. These skills cannot normally be replaced by training -- but
only through recruitment or by practice and concentrated study by
the employee in the field over an extended period of time. In those
instances where our language skills are spread thin, %,,se must begin
to plan for better use of the skilled linguist by free interchange across
Directorate lines. We should also give consideration to retaining
more employees who have key language skills beyond the age of mantle
tory retirement. We must also become more selective in choosing
students for language study and assure that they remain in training
until the levels of skill required by their assigternenta are attained.
Att
Distribut :
0 - Ades
1 - ER
I - DDCI
- DIVA
2 - Chen/LDC (1 -4,/h)
OTR/LLC
Atfonso RodrigueL
Chairman,
Language Development Committee
:4 Oct 74)
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ANNUAL REPORT OF TILE
LANGUAGE DEVELOPMENT COMMITTEE
FOR FY74
Advisory Role on Fore
ge Nee
a. The LDC, taking a new and more active role as advisor to
the components regarding their foreign language assets and pro-
jected needs, asked the Language Learning Center (LLC) to do a
study of the Agency's 'kills in languages taught at the Center and in
certain other key languages.
b. In the study, a comparison was made between the skilla
required for each language designated position and the skill va able
to each area division among operations officers at the IMMO grade as
the position and two grades lower, using the 3:l ratio -- three Ian-
gus.ge qualified officers for each language designated position. (Soo
Attachments A and B.) Surprisingly, the study reveals a marked
deficiencv within the Operations Directorate of operations officers
25X9
? may be somewhat high in that the established guideline
lag three qualified officers for each language designated position
not be valid in instances where the number of positions in a
given language is large and "backup" skills can be used with relatively
greater versatility.
c. The analyses have been forwarded to the divisions concerned
and the Deputy Director for Operations has informed us they are most
helpful to the Directorate In planning to satisfy its needs for language
qualified operations officers. Similar studies for DDI and DWI language
designated positiblie wilt be completed in FY 75.
25X1
FireY ar InventorY,Trend.
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l).v.loping Shortag. of i-ugh Skills in Soviet Bloc Languaj.s.
a. High ornear-native skilla in the East Earoptan languages
and, to a lesser extent in Russian, have always been rare and diffi-
cult to recruit. Applicants 'presenting skills in these languages often
have close relatives in Eastern Europe; others are deficient in their
knowledge of English. Moreover, conditions Is American society --
the tendency among young Americans to cast off ancestral origins and
eschew Learning foreign languages, and a lack of incentives, is terms
of professional opportunities, to master languages like Czech or
Hungarian ? have resulted in a smelter pool of qualified applicants
Lor language positions in the Agency. Note that the chart of Operationa
Officer Language Proficiency Needs (Attachment A) shows two language
*diction. of more yet to come. The volume of these materials --
complicated by their sensitivity and complex vocabulary ? is strain
lag the Agency's capabilities to provide prompt translations by use of
regular staff or even contract personnel. Moreover, the export of
Bloc military and industrial technology to the Middle East and South
Asian countrie, is likely to strain our capabilities to handle technical
materials in the languages of those areas as well.
4, Agency Mes.ure. to Deal vith These Problems.
a. kttensified recruitment for high language skill. by establishing
direct contact between the colleges and Agency language officers to
make the schools aware of professional opportunities for linguists in
the Agency. Recruiting immald include not only graduates but possibly
junior faculty being released in the current retrenchment on the cam-
puses. as already taken some first steps in this direction.)
In addition, recruitment would seek to identify applicants who kove com-
bined language study with military experience or study of one at the
sciences. Experience indicates that it is more effective to take a
scientifically trained applicant and teach him a foreign language than it
La to train a language major in the sciences.
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b. Mandatory retirement at age 60 of employees covered by
the Civil Service System will cost the A eaccritical language
assets. In a recent instance, a retiring linguist vas
d b
approached with a position oiler by NSA; e accepted, he pre-
sumably could have gone on vorking until he reached age 70. At
veteran officers with high or native skills retire they are often
replaced by employees with Loer skill levels. LDC believes that
the Agency would benefit from following a supportive policy in grant-
ing retirement deferments and independent or part-time contracts to
strongly skilled linguists reaching age 60. These veterans can be
used not only to handle complex priority translation tasks but to pro-
vide practical on-the-job training to younger linguists v.ho are com-
pleting formal instruction.
c. Agency policy regarding personnel slotting tends to dis-
courage flexible use of language qualified personnel to Satisfy
divers. Agency requirements. Migration of language qualified per-
sonnel out ox language work to positions which oder greater incen-
tives in terms of grade, prestige or job interest makes for perennial
recruitment and training problems. Unless incoming CT's ,Aith lan-
guage proficiencies. as noted below are assigned early in their
careers to language designated positions, or unless language develop-
ment is continued, their skills will atrophy and prove of Limited
utility to the Agency in the long term. A ceatralied pool ol person-
nel with high but scarce skills, especially translators, in critical
languages should be established to enable a number of components
to draw upon their services as requirements shift or intensify at
various points in the Agency. STAT
TAT I IDI and Division D/D130 are a case in point. Both have neec
of translation services in to process the 25X1
Soviet Bloc technological documents mentioned previously, but indi-
vidually are having difficulty obtaining the services of translators
skilled in these languages. 1..,i-nguage training must be strengthened
and made more adaptable. For example. the Language Learning
Center/OTR is trying to satis.y a variety at Polish training require-
ments -- full time and part time, speaking and reading/translation.
Its single Polish instructor is not able to satisiy the varied require-
ments, but the total training volume is not sufficient to justify the
addition al another instructor.
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5. Language SkIlls of Career Trainees. Of be 221 CT's in six
classes from July 1968 through July 1970, 94 (4314 had a foreign language
speaking proficiency at the 2 or better level. By comparison, of the 115
CT's in four classes from July 1972 through January 1974, 71 (629;) had
a foreign language speaking proficiency at the Z or bet et level.
6. Administrative Issues.
a. Changeover from Letters to Numbers in Machine Runt.
Statistical Reporting Branch/OP informed us that beginning with the
December 1974 machine runs, proficiency test scores will be reported
In numerical form rather than adjectivally, i.e., the computer will
print out 5? 4, 3, Z, 1 instead of PI, H 1 E, 8, and the adjectives
"Native," "High, "Intermediate." "Elementary," and "Slight" 9, ill so
longer have official statue. The Agency's coding system will then
parallel that of the Foreign Service Institute.
b. Annual Personnel Plan. By the nature .1 it. organixation, the
Annual Personnel Plan should be of considerable value to the Language
Development Program. The Plea requires a statistical report of all
language capabilities -- showing language designated positions, quali-
fied incumbents, planned training and recruitment, and expected
ettrition. The Plan also requires an itenaited listing of language train-
ing plans showing the past year goals and achievements in language
development in comparison with the coming year goals. The APP wiU
call the attention of Office Heads to shortages of qualified people in
Language designated positions and encourage the Office Heads to include
language development and recruitment of language qualified people in
their personnel planning.
c. Comments in Fitness Reyorts on Language Competence.
requires comments on language skills in fitness reports of
employees occupying language designated positions. In order to learn
how well this requirement was being followed, the DM, DDA. and DDO
members of the LDC each reviewed ten fitness reports from their
respective Directorates. About 4096 of those reviewed contained com-
ments on the employee's language skill. A memorandum was tent to
each Deputy Director calling attention to this part of and
recommending that supervisors make appropriate cern
CONFIDENTIAl.
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6. Language Pro ciency Cash Awards Program. rom all ca-
tions the LPCA program continues to focus on languages for which there
is an operational need. During the past fiscal year, 7$ awards totaling
$55.600 were made to Agency personnel for learning languages (47 in the
mo earned $44,600, 30 in the DDA $13,500, and one in the DDI $500).
Arabic led the list with 12 awards totalling $12.900. There were 129 new
oarticioants ciesisnard to the Program, the majority being in Arabic.
(See Attachment 1)) la the three years the Program
nes been in operation, (FY 72-FY 74), a total of $160,900 has been given
in 217 awards -- DDO, $117, 700; DDA, $34.700; and DDI. $$ 500. The
number of participants has now reached 514.
7. In er-Agency Activities. As a result o the Government Accounting
Office Report of 22 January 1973, "Need to Improve Language Training
Programs and Assignments for U.S. Government Personnel Overseas."
the Inter-Agency Language Roundtable (ILP) formed special committees
for materials development, testing, research, information and manage-
ment. The LI.0 is represented on all committees. Tv o signitica.nt proj-
ects of FY 74 were:
a. Core Curriculum Proect for Chinese. The member Agencies
of the IL& are jointly funding and developing a prototype Chinese
course to demonstrate the feasibility of writing course materials that
can be used in common by all member, of the government language
community. At present each agency uses materials designed to meet
its own particular requirements. A CIA linguist is one of the chief
designers of the prototype course. Chinese was selected as the target
languag, because of the need for course materials to reflect linguistic
changes during the past 20 years in the People's Republic of China.
As of 1 September, will also contribute funds
to the project.
b. Language Testing Syelpos um. A three tinal sym-
posiun on the problem of testing foreign language competencies was
held in March 1974 under the auspices of U.S. Government agencies.
Over two hundred people from the U.S. and six other countries heard
some of America's leading experts on proficiency testing discuss the
major issues in the field. A CIA linguist did the organ' etional work
for the symposium, chaired the meetings, and delivered the keynote
address.
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CONIFIDEN I AL
In the GAO Report. Stat. Department was taken to task I* several instances
for failing to have language qualified people in language designated positions.
a though intelligence agencies were excluded from the GAO Report, it
sable that in future budget hearings Congress will ask CIA about its
ge activities in light of the GAO findings.
8. Language
Center Activities.
"T Tralnin
I) For years a recurrent theme of LLC consumers has been
the used for students to acquire S-3 proficiency andJob-related
trainin Long-standing problems in language training have
been: (a) the acknowledged act that most students cannot achieve
professional competence ) the language under normal class-
room conditions, and (b) the difficulty posed by security consider
Miens in using Job-related language exercises for 1)I>0 officers.
As an experiment it was decided to conduct a series of tour-week
"Total Immersion" programs to see it these problem. could be
everCOUte.
Z) The LLC conducted the first of these programs on
r-16 November 1973 for IZ students of Russian. Building
(Isidro experiences of the first program,
oases were held on 1-Z6 April and ZO May-14 June 1974,
ly. Probably the single most noticeable gain for all
the program was in speaking confidence. This is an
lent usually missing In normal full-time training, and the
key to reaching 5-3 proficiency. We also have strong evidence
that operations-related vocabulary can be taught effectively while
at the same time raising proficiencies to 5-3. W* are convinced,
consequently, that "total immersion" is a professional, cost-
effective language training vehicle.
b. Termination of the Before-and-After-Mows Language_Training_
(BAHLT) Program. The BAHLT program, reinstituted in 1969. was
conceived as a convenient means for enabling seriously motivated stu-
dents needing or wanting to learn a foreign Language to do so -without
Interfering with their job responsibilities. Given the low enrollment (84)
and poor attendance in the FY 74 program (one-third less attendance than
aNin
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the previous year with only about one-fourth of the students staying
in the program to the end), the Office of Training could no longer
justify the investment and the program was terminated at the end of
the fiscal year. This off-duty instruction is being handled in the Off-
Campus Program, which now includes language instruction. The
advantages resulting from this change are: (1) lower overall cost;
(2) college credit for students; and (3) motivation to complete the
course, since a student who fails to do so will be required to reim-
burse the Agency for his tuition.
ilFIDENTIAL
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STAT
STAT
STAT
U4CLASSIFIEDWrovelfflorljtM 2003/04/29 : ciA-RDET-campftwomp70003_0 n SECRET
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Language Development Committee and Training Selection Board
FROM:
NTL Director of Training
EXTENSION
NO.
-.-..
_
C. of C. Bldg.
lull 4 October 1974 c
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
INITIALS
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
RECEIVED
FORWARDED
1. EO-DDA
Skip:
c
I think the attached
documents, which constitute
the principal guidance to the
Language Development Committee
(LDC) are clear and self-
explanatory as to the reportin
requirements.
As you will note, it is
incumbent upon the LDC to
report on an annual basis in
coordination with the Deputy
Directors to the DCI. The
FY 74 report in draft was
coordinated with the Deputy
Directors through their
representatives to the LDC.
In cases where additions or
deletions were recommended,
they were discussed with each
Committee member.
These conclusions which I
have substituted for, "Recommen
dations" have not.. e1{
coordinated with the LDC
members.
'
AChairman of the LDC, th
regulation holds me responsibl
for such coordination, once
this is done I am not concerne
with the matter of the routing
to the DCI and have no difficu
routing it through the DD/A fo
release.
You have also inquired
regarding my responsibilities
and duties as Chairman of the
Training Selection Board. I
1 e as e )
2.
j F6
/
/2/1
3.
4,s,./.4p 377
5.
6.
7.
8.
9.
io.
11.
12
13.
14.
15.
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0 USE ONLY 1:=1 UNCLASSIFIED
TAT
TAT
lty
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g an amended
copy of that regulation with
the changes that will be shown
when it is re-issued. You will
note that under "Responsibilitie
it is stated that the Board will
recommend nominees to the
Deputy Director of Central
Intelligence.
ILLEGIB
Historically, the Chairman,
Training Selection Board reportmd
directly to the Ex. Dir-Compt.
Alfonso Rodriguez
STAT
ILLEGIB
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CONFIDENTIAL
TRAINING
(a) If, however, the employee voluntarily leaves the Agency during the
training or during the agreed period of service to transfer to other
Federal service, he will give the Agency at least ten working days'
written notice, during which period the Agency will determine whether
the employee is to provide reimbursement under the provisions of this
subparagraph for the training expenses incurred. Should such ten-day
notice not be given by the employee, he will, if demanded by the
Agency, reimburse the Agency for training costs determined to be
due. Notification to the employee of any reimbursement due from
him will be given prior to the employee's entrance on duty with other
Federal service.
(b) If the employee fails to?fulfill his obligation to reimburse the Agency,
a sum equal to the amount of the training expenses may be recover-
able by the Agency from the employee or his estate by the attachment
of accrued salary, compensation, retirement credit, or other amounts
due the employee from the Agency, arid such other methods as pro-
vided by law for the recovery of amounts due the Government.
(e) Expenses to be reimbursed will include those of
(1) travel and per diem in lieu of subsistence;
(2) transportation of immediate family, household goods and personal
effects, packing, crating, temporary storage, drayage, and un-
packing;
(3) tuition and enrollment fees;
(4) library and laboratory services;
? (5) purchase or rental of books, materials, and supplies; and
(6) other ser vices or facilities directly related to the training, but
excluding salary, pay, or compensation received.
c. TRAINING SELECTION BOARD
(1)
MEMBERSHIP. The
of Training, who
Director of Pers
Deputy Director
officer to be de
to serve as his
for Science and
Operations, And
board will consist of the Director
will act as its chairman; the
onnel, who will represent thE
for Administration; and one senior
signated by each of the follewing
representative: The Deputy Director
Technology, the Deputy Director for
the Deputy Director for Intelligence
(2) RESPONSIBILITIES. The board will
(a) coordinate nominations with Chief, Cover and
Commercial Staff to determine cover requirements,
if applicable;
(b) recommend nominees to the Deputy Director of
Central Intelligence for approval of their
attendance at senior officer schools and
certain executive leadership programs that
be has identified;
(c) approve nominees to attend non-Agency programs
in senior management, including university
programs, conferences, and seminars;
(d) approve nominees for the Education in Public
Management program and Educational Program
in Systems Analysis;
periodically publish the list of training
programs under the jurisdiction of the
board.
(e)
--+Reviscd: 13 December 1972 (717)
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11 DrC
IviE1?11011.L.NDUM FOR: Deputy Director of Central Intelligence
SUBJECT
: CIA's Foreign Language Program
I. This memorandum submits recommendations for your
r _cm t inn ne contained in pang p-rapii
2. Pursuant to your recent request for recommendations to
strengthen the Agency's foreign language program, a small Working
Group comprised of a senior member from each .Directorate was
formed to survey our present program and to develop such recom-
mendations.
.3. No estimate of funds and personnel required for increased
emphasis On foreign language training c= be developed until an
inventory of existingfoieira lan:?,-aage skills and foreign language
training reTlui.r em ent s are developed.
4. The report of the Working Group is attached. It contains
six reconamendation; with which I concur and which are submitted
for your approval.
- 25X1
. . DuuIeii1i4.ki
rk:PUty Director
for Support
Attachment:
Report of Working Group on CIA's
Foreign Language Program
ITr'''' AL
I
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Subject: CIA's Foreign Language Program
CONCUR:
i Ray S Cline
I) Deputy Director for Intelligence
4".11.)e.(71.: D. 1,11.4e,
i-/Deptity Director for Science & Technology
Desmond FitzGerald
Deputy Director for Plans
Date
2 3 DEC INS
Date
The recommendations in paragraph 4 are approved:
Richard Helms
Deputy Director of Central Intelligence
Distribution:
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1 -
1 - DD/I
1 - DD/S&T
1 -
2 - DD/S (1 w/h)
Date
FEB
Date
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6
REPORT OF WORKING GROUP
ON
CIA's FOREIGN LANGUAGE PROGRAM
MISSION
In response to an initiative from the DDCI, a Working Group was
formed by the Deputy Director for Support to examine the Agency's foreign
language program and develop recommendations to strengthen it. Under
its terms of reference, the Group was asked specifically to:
a. Examine the status of current and projected language
reciui-reiric...nts in the Agency.
b. Review the present system for maintaining the CIA -
Language nventory and for testing the skills recorded there.
c. Recommend changes in the policy base of the Agency's
language development program to meet future needs.
The DD/S supplied the Chairman for the Working Group which included
a represtative from each Deputy Directorate and advisors from the Offices
of Personnel and Training. (See TAB A for list of members.)
METHOD OF APPROACH
In conducting its review, the Working Group devoted primary attention
25X1 to: present J..L.;ency policies on language development; evidence as to
the effectiveness of these policies; records and other indications of language
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IMPLEMENTATION
As indicated in its siimmary of findings, the Working Group believes
that present Agency policies fail to provide adequate centralized monitoring
and staff supervision for the CIA language program. Without these, separate
elements of the language program cannot be properly interrelated, over-all
planning is difficult if not impossible, certain types of centralized reporting
are hard to obtain, and essential discipline is often lost.
. The Working Group concludes that the Director of Training should be
responsible for such staff supervision and that the Committee for Language
Development should expand its functions to assist'him in carrying out this
responsibility. Two other concluElions were noted with respect to the Committee,
(1) since part of its job is to review the activities of the CIA Language School,
4 shovld be chaired by the Director of Training or his Deputy rather than by the
Chief of the Language School, and (2) as a part of its function, the Committee
should maintain a current classification of all overseas posts in terms of their
primary, alternate, and secondary languages to aid Directorates in establishing
language requirements.
Finally, the Group observed the need of the Director of Training to
receive adequate forecasts of language training requirements, preferably on a
fiscal year basis, so he can efficiently plan for and manage the Agency's
language training activities
RECOMMENDATION
It is recommended that:
, (a) Subparagraph b(4) of be clarified to assign
responsibility to the Director of 'Training for staff supervision
Of the Agency's Language Development Program.
(b) The Director of Training or his Deputy serve as
Chairman of the CIA Committee for Language Development.
(c) Deputy Directors supply annual forecasts of language
training requirements to the Director of Training in a format
developed with him for this purpose.
(d) The Director of Training revise [Ind undertake
such other staff actions as may be required to carry out the
recommendations in this report which receive final approval.
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(3) tne require nent for comthents on languag skills in fitn.e s re-.?
ports of personnel occupying language positions;
(4) consideration of language competence as a factor in promotion;
(5) use of Language Proficiency Cash Awards as incentives for achiev-
ment of language skills for which the directorate has a priority
need;
(b) identify the Language Units within his directorate, and deteludne
the languages and proficiency levels needed for the appropriate posi-
tions within the units;
(c) by 15 Max, of each year, review foreign language needs of each Lan-
guage Unit and provide the Director of Training with an estimate
of the directorate's language training requirements for the next
? fiscal year;
(d) refer to the Office of Training for proficiency tests employees assigned
, to headquarters from overseas I Iwho have
? developed new language skills.
(2) The Director of Personnel will
(a) consider language proficiency and aptitude in the recruitment of em-
ploye= :tor components reeding jaarg-tiave raetu$
(b) refer all newly hired employees, who claim a knowledge of a foreign
language, to the Office of Training for language proficiency tests;
(c) refer all newly employed professional personnel, who were not pre-
viously tested, to the Office of Medical Services for language aptitude
tests;
(d) maintain the Language Control Register;
(e) provide summary statistical reports to the Deputy Directors end to
the Language Development Committee as required.
(3) The Director of Training will
(a) define the levels of foreign language proficiency;
(b) provide or arrange for foreign language training as required;
(c) provide or arrange for all foreign language proficiency tests and
certify the proficiency of individuals to the directorate concerned and
the Office of Personnel.
(4) The Director of Medical Services will administer the Agency's language
aptitude tests and report the results to the Office of Personnel for in-
clusion in official personnel files.
(5) The Language Development Committee consists of one representative of
each Deputy Director, and the Director of Training or his deputy who
serves as the chairman. (The representative of the Deputy Director for
Management and Services will be from the Office of Personnel.) The com-
mittee will
(a) advise senior Agency officials on policies and procedures related to
? the Agency's foreign language program;
(b) at the end of each fiscal year prepare an annual progress report,.
in coordination with the Deputy Directors, on the Agency's foreign
? language program for the Directorof Central Intelligence.
4. CIA LANGUAGE INCENTIVE PROGRAM
a. GENERAL. The CIA Language Incentive Program is intended to encourage
achievement of skills in selected foreign languages.
b. POLICY
(1) To help upgrade the foreign language capabilities of Agency employees
and to assist each Deputy Director in satisfying the foreign language 1.1
-+Iteviseil: 8 November 1973 (772)
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g'9112W1-:.;
MEMORANDUM FOR: Mr. McMahon
14kP84-00780R006800070003-0
19 December 1974
SUBJECT Training Selection Board
1. Relative to the Training Selection Board,
I recommend the following:
9NVA9
0
a. Change so that "the DD/ representative shall
t egulatory language
1N? be appointed the DD/Administration".
This provi s various options and does not
restrict you to the Office of Personnel.
b. Indicate
6.1L. 44.2.4_112 is representing the Directorate,
and has a direct responsibility to keep
the DD/Administration advised.
aNt--
c. Have the Office of Training
report to the Management Committee once
a year (June/July) as part of the "Review
of Training". The regulation will have
to reflect this change.
2. As a matter of interest, this supposedly is
one of the responsibilities which went to the Deputy Director
for Management and Services in May 1973, in the Management
Committee deliberations on Executive Director-Comptroller
functions (MCA-32). There apparently was no follow-through.
LJD
Att:
MCA-32
DD/S 72-3716, dtd 25 Sep 1972 fr DCI to D/OTR
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STAT MEMORANDUM FOR:
SUBJECT : Reporting Requirements for the Training Selection Board
STAT
STAT
STAT
17 December 1974
1. The same two questions apply to this subject as to the language
Development Committee, viz.:
a. How can the DD/A increase his participation in the
deliberations of the Training Selection Board?
b. To wham should the TSB forward its recommendations,
i.e., who should approve TSB nominations?
2. On question a, sits on the Board for D/Pers.
There would appear to be no advantage to changing the DD/A repre-
sentative to this Board. The DD/A may wish to increase his input to
however, by tasking someone on the DD/A Staff to confer
with at appropriate intervals and provide him with
guidance from Mr. Blake.
3. On question b, after talking with I would tend
to fall back to your original suggestion, which was to go along with
D/DCI receipt of this package. Nom?mtions for all senior school3
and executive leadership programs are submitted in a package once per
year -- in June or July. Jerry points out that it would probably not
be appropriate for one Deputy Director to approve the package because
each DD is competing with his counterparts for nominees for the
program.
4. The D/DCI route allows for entree to both the Management
Committee and the Director, if that appears appropriate. Should it
be suggested that the TSB have final approval, some form of entree
to the MC or to the Director would undoubtedly have to be written
into the regs. That is also true should each DD approve nominations
for officers in his Directorate.
S. Attached is a memorandum from Mr. Colby to the Director of
Training which was prepared when W. Colby was the ExDir. It demon-
strates Mr. Colby's strong interest in the subject and the fact
that Mr. Colby saw need for the Director to approve certain of the
nominations.
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MEMORANDUM FOR: Director of Training
THROUGH
:
SUBJECT
:
REFERENCE
:
Deputy Director for Support
Approval of Candidates for Senior Officer Schools,
1973-74
Memo to ExDir from CiTSB dated 11 August 1972,
subject as above
1. The above program was reviewed and discussed in some depth
in conjunction with the consideration of the future of the Agency's Senior
Seminar. The level of participation and the individuals nominated for the
National War College, thel and the State 25X1
Senior Seminar were approved by the Director. The Director also con-
curred, however, with my own recommendation, following the above dis-
cussion, that our representation in the other service schools be substan-
tially reduced. The Director stated he did wish to have one student
representative in each service school, however. The Training Selection
Board is therefore directed to review the nominations to the Air War
College, Armed Forces Staff College, and Naval War College to reduce
these to the one nominee suggested. This might cause a change in certain
of the nominations to the other War Colleges if the Board's recommenda-
tions so result. If it is essentially too late to affect the February 1973
course of the Armed Forces Staff College, the above action can be insti-
tuted for the August 1973 course.
Z. In order to put the above action in context, it is important to
bring out that the Director also concurred with the recommendations to
strengthen the Senior Seminar conducted by the Agency and fully supports
external training of the sabbatical or advance study type when these are
tailored to the specific qualifications of individual Agency officers and
the future needs of the Agency for further development of a certain char-
acter.
W. E. Colby
Executive
WEC:sfc
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TRAINING
(a) If, however, the employee voluntarily leaves the Agency during the
training or during the agreed period of service to transfer to other
Federal service, he will give the Agency at least ten working days'
? written notice, during which period the Agency will determine whether
? the employee is to provide reimbursement under the provisions of this
subparagraph for the training expenses incurred. Should such ten-day
notice not be given by the employee, he will, if demanded by the
Agency, reimburse the Agency for training costs determined to be
due. Notification to the employee of any reimbursement due from
him will be given prior to the employee's entrance on duty with other
Federal service.
(b) If the employee fails to fulfill his obligation to reimburse the Agency,
a sum equal to the amount of the training expenses may be recover-
able by the Agency from the employee or his estate by the attachment
of accrued salary, compensation, retirement credit, or other amounts
due the employee from the Agency, and such other methods as pro-
vided by law for the recovery of amounts due the Government.
(c) Expenses to be reimbursed will include those of
(1) travel and per diem in lieu of subsistence;
(2) transportation of immediate family, household goods and personal
effects, packing, crating, temporary storage, drayage, and un-
packing;
(3) tuition and enrollment fees;
(4) library and laboratory services;
(5) purchase or rental of books, materials, and supplies; and
(6) other services or facilities directly related to the training, but
excluding salary, pay, or compensation received.
e. TRAINING SELECTION BOARD
(1) MEMBERSHIP. The board will consist of the Director of Training, who
will act as its chairman and represent the Executive Director-Comptroller;
the Director of Personnel, who will repregent the Deputy Director for Sup-
port; and one senior officer to be designated by each of the following to
serve as his representative: the Deputy Director for Science and Tech-
nology, the Deputy Director for Plans, and the Deputy Director for Intel-
ligence.
(2) RESPONSIBILITIES. The board will
(a) recommend nominees to the Executive Director-Comptroller for ap-
proval of their attendance at senior officer schools and certain execu-
tive leadership programs that he has identified;
(b) approve nominees to attend non-Agency programs in senior manage-
ment, including university programs, conferences, and seminars;
(c) approve nominees for the Education in Public Management program
and Educational Program in Systems Analysis;
(d) periodically publish the list of training programs under the jurisdic-
tion of the board.
?alevised: 13 December 1972 (717)
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