BRIEFS OF QUESTIONS AND ANSWERS AT DIRECTOR'S LUNCHEON, 7 JUNE 1979

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84T00316R000100180007-2
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 6
• Document Creation Date: December 19, 2016
• Document Release Date: December 5, 2006
• Sequence Number: 7
• Publication Date: August 1, 1979
• Content Type: MF

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'"'ti' A/MSD 50/79
1 August 1979
Page 1 of 4
MEMORANDUM FOR: Employees of the Office of Imagery Analysis
FROM : OIA Management Advisory Group
SUBJECT . Briefs of Questions and Answers at Director's Luncheon,
7 June 1979
This is a summary of questions and answers from the Director's
Luncheon of 7 June 1979. This summary was prepared by OIA.-MAG. It
reflects the discussion as understood by OIA-MAG and has not been
reviewed by or co-ordinated with the front office. If questions remain
concerning the answers given by the front office, bring them to the
attention of your OIA-MAG representative and/or surface them at the
next luncheon. People should not be discouraged from asking questions
that are the same or closely related to the questions in the summary.
Remember, one of the main purposes of these luncheons is to have face-
to-face discussions whereby all individuals are given a chance to pursue
any question to any extent that they may wish.
STAT
Discussion
1) How does OIA participate in the Career Training program? Must one be
sponsored?
-- One must be sponsored. An individual enters the CT program in one of
two ways: 1) the person is selected from outside the Agency or, 2) the
person is sponsored by the office in which he is working. The office
not only sponsors the individual but must also agree to have a slot
for him when he returns.
-- There is a periodic call for participants for the CT program, but
the initiative really rests with the individual. Let your branch
chief know your interest so he can initiate the proper action.
STAT
predestrian way be created or reopened from Lot 153 tol ISTAT
rather than use the broken class-cluttered
water-puddle or sn
,
ow-
covered sidewalks? ,
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. L4 -- It was thought that such a wa at one time and was
closed for unknown reasons by personnel. It was not STAT
known if this walkway could be reopened. This question would be
answered at a later date pending further investigation (see attach-
ment).
A series of questions concerning career development, management, and
personnel "trouble areas" were combined. The following are highlights
of the discussion.
a) Why does it take so long to get on-board when security claims that
clearances don't take very long?
-- It was pointed out that many office directors had asked the same
question and a survey of recruitment procedures is underway. As yet,
there appears to be no easy answer to the question. The inherent
slowness of the functioning of the bureaucracy combined with the
Agency's effort to maintain its high standards (i.e. hire the right
people, and get the right people in the right jobs) possibly consume
the major portion of time. Also, the Security Office's manpower is
being sapped by investigations of recent security leaks by contrac-
tors and the reinvestigation program of current employees. Hence,
the near term outlook for improvement is bleak. STAT
-- It was suggested tol that applicants under investigation
should be periodically contacted and informed by the Office of Per-
sonnel that they are still under consideration. It was also
suggested that a computerized applicant's file may be of assistance.
Both were considered good suggestions that should be further dis-
cussed with STAT
b) Is there an average grade level?
-- The current limitation of OIA's average grade-scale level is about
11.54. The methodology for determining the average GS level is
complex but flexible. Generally, headroom within OIA, a driving
factor in promotability, has not been a problem in the past.
c) Fitness reports and promotability.
-- All promotions in OIA through GS-14 are approved by the OIA Career
Panel. (The Career Panel consist of the Director, the Deputy Director,
the Division Chiefs, the Production Group Chief, the Administrative
Officer, and the Executive Officer). The Panel's work cycle is keyed
to the fitness report cycle. All individuals at a particular grade
that have been recommended for promotion are considered. Also a
list of the individuals that are not recommended for promotion is
reviewed so that no one at that grade level is overlooked. After due
consideration of the individual based on several factors (i.e. perfor-
mance, time in grade, etc), lists are compiled that show who will be
promoted and who will not be promoted. Also, a list is made of when
these promotions should occur.
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A/MSD 50/79
-- It was stressed that the Branch Chief is the most important person
in the promotion cycle. It is his evaluation of an individual's
performance that most strongly influences the Division Chief's
decision to recommend that individual for promotion to the Panel.
4) Why do CIA promotions jump only one grade at a time while other agencies
jump two grades at a time? Is there a minimum time in-grade either
technically or in practice within CIA, NFAC, and OIA?
-- The single grade promotion system was originally instituted in CIA
to reduce the rate of expansion the Agency had experienced in the
mid-1950's. If the system were changed, management would lose some
of the flexibility and options of its promotion system. Compared
with other agencies, the single grade promotion system and the two-
grade promotion system tend to equalize in the long run.
5) What is the current philosophy on Agency-sponsored university courses?
What are the possibilities?
-- The Agency/Office supports additional training/education with no major
restrictions on subjects. Training/education is usually initiated by
the individual.
-- For the Agency to sponsor training/education for an individual at an
university, or to sponsor an individual and allow him time from
work to attend classes, there are two limitations: 1) the courses
must be related to the individual's work assignments and, 2) money
for the training must be available in the budget.
-- If you want Agency/Office sponsorship for a full year of training, it
is generally a good idea to let your intentions be known and to take
a few courses prior to your application to demonstrate a serious
intent.
-- Agency-wide as well as government-wide training should not be overlooked.
An example of an applicable course which is offered government-wide
is the Federal Managers Program.
-- The divisions are currently trying to identify areas of training most
relevant to their areas of interest.
Examples:
1) Regional studies areas are considering trips to their areas of*
speciality for familiarization,
2) Production areas are considering letting people work at an indus-
trial facility for a period of time;
3) Ground forces areas are considering military training such as tank
training and tactics, etc.
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6) What can be done to improve co-ordination between OIA and other NFAC
offices?
-- There is a need for a close working relationship between OIA and
other NFAC offices. One way in which this relationship has been
enhanced is the implementation of the Form 2. The Form 2 aids in
the allocation of time and co-ordination of efforts within OIA as
well as between OIA and other NFAC offices.
-4-
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OIA-56/79
22 June I Y79
MEMORANDUM FOR: Director, National Photographic Interpretation Center
SUBJECT : Employee Security/Access to Lot 153
1. It has been proposed by the OIA NAG that arrangements be
made for an alternate seen
r
and Lot 153. the
STAT
current route is along
j~
Were is serious concern about the
STAT
conditions alonci theE
V route. Travellers regularly encounter
STAT
broken glass, empty whiskey bottles and other forms of litter. the
sidewalk is in disrepair, with many low spots that collect rain
puddles. And, the general atmosphere prompts concern for one's own
safety--particularly during wintertime when employees are most likely
to arrive at and depart from
during hours of darkness.
STAT
2. In assessing possible alternatives, it appears that passage
through- xisting gateway located in the southeast corner of
(near the loading d represent a more
STAT
cesirea e route than that along During the forthcoming
"
STAT
Operation Big Ditch" this gate is sche u ed to be open to vehicular
traffic. Presumably, pedestrians may also use the gate. It is
suggested that thii l t Lot 153 be appropriately announced to
all employees in
in advance of its opening and that
STAT
pedestrian use of the gate during "Operation Big Ditch" be monitored.
If there is sufficient interest in using this gate instead of iI
STAT
as a route to Lot 153, I suggest that the gate be kept open in e-i-
nitely. Its use and the necessary posting of a security guard could
be limited to two hours in the morning and two hours in the evening
to coincide with peak arrival and departure times. Attached is a
sketch of the proposed and existing routes.
3. Your consideration of this proposal is appreciated.
STAT
Di rector
Imagery Analysis
Attachment:
a/s
Distribution:
Original - Addressee
1 - NPIC/SS/SB
2 - iNFAC/OIA/UDi r
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STAT
STAT
STAT