DDA EXCHANGE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00114R000100110001-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 33
• Document Creation Date: December 9, 2016
• Document Release Date: August 30, 2001
• Sequence Number: 1
• Publication Date: February 1, 1980
• Content Type: CIAPER

secret
february 1980
DDA/MS OFFICIAL RECORD COPY
DO NOT REMOVE FROM 7C18 HQS
excnange
secret
 What is now proved was once
only imagined.
 A quarterly publication for the exchange
among DDA personnel of ideas, concepts,
information, and techniques that are of com-
mon interest.
ORIGINAL CL BY -
^ DECL I REVW ON
EXT BYND 6 YEARS BY
REASON
some
3d3
WARNING NOTICE
Intelligence Sources and Methods Involved
 staff
index
COMMENT ..................................
4
OTR
ODP
OP
............
FEATURE
Crisis Communications in the East ..
10
OS
Gratuitous Public Contacts ...
16
ISS-DDA
OMS
OL
.............
PERCEPTION
Notes from a Satisfied User ..............
20
OC
OF
Co-op Appraisal of OP Work
Experience ........................................
22
Coming: Spring at Headquarters........
24
MS-DDA
THE DIRECTORATE 28
..............................
OCIATE
NOTE
MS-DDA
Paper Size Conversion ...................... 38
VOLUME 5, NO. 1
SECRET 3
 comment
In August 1979, Mr. Bruce C. Clarke, Jr.
became the Director of the National For-
eign Assessment Center. This issue's
COMMENT is based on a talk given by
Mr. Clarke to NFAC employees in Novem-
ber. (U)
I would like to discuss the context in which
I see NFAC operating and the role of the
National Foreign Assessment Center. (U)
The Context
The context of NFAC's work obviously is
that of supporting the Director in his role as
Chief Intelligence Adviser to the President
and to the government. The degree to which
we are effective in doing that measures how
well we can feel about what we are doing. I
think so far the record is good. I hope we can
improve it. (U)
The Agency's mission, and NFAC's in
particular, is to be an important source of
intelligence analysis to the United States
Government. What all components of the
government share is a hunger for knowledge,
for facts, for information, for understanding,
for new ideas, new perceptions. Most of the
time they hope that the intelligence judg-
ments of NFAC and their own judgments will
coincide, and they are much more receptive
to NFAC's view if they do. But they are
prepared to put up with them if they do not.
(U)
In this regard, the main point I would make
is that NFAC does not and cannot serve any
single constituency. Rather, there is a di-
verse set of officials with diverse interests.
There are the policymakers, high and low,
the would-be policymakers, and the staffs of
policymakers. There are also all those folks
laboring in the vineyard-whether it is DIA or
INR, the Departments of Energy or Com-
merce-who are our colleagues in intelli-
gence analysis. Given the range of people for
whom our work is vital, it is difficult to
contemplate NFAC production or an NFAC
response solely in terms of a single user or
single individual. (U)
There is another important constituency,
one which has emerged in important ways
4 SECRET
 Bruce C. Clarke, Jr.
Director
National Foreign Assessment Center
 over the past several years. I allude, of
course, to the Congress and the major over-
sight committees. This is an important con-
stituency, and all of us need to know how to
work well with and on behalf of this constitu-
ency. The Congress is particularly concerned
with NFAC and with the quality of the intelli-
gence which we, along with INR and DIA, are
responsible for producing. (U)
NFAC's Role
NFAC's role of intelligence research, intel-
ligence analysis, assessment, and reporting
is for important purposes. (U)
One is the important purpose of alerting.
And here I would make a point which I think
needs to be said even though it may seem
unlikely and far removed from your daily
concerns: we should never forget our Pearl
Harbor heritage. This Agency is a response
to the situation that existed prior to Pearl
Harbor, and the failure on the part of intelli-
gence then to provide the warning that might
have helped to avoid what happened at Pearl
Harbor. It is and will remain a paramount
responsibility of this Agency and of NFAC to
provide strategic warning. We can be for-
given a great deal if we succeed in that; if we
fail in that, all our other successes won't
make any difference. (U)
But over and beyond that, of course, the
responsibility of NFAC is to call attention to
those situations that can affect the well-
being of the United States and the success-
ful execution of its national policies in many
ways: political, economic, and natural re-
source ways, as well as the more obvious
military ways. For example, the whole area of
arms control has emerged in the course of
the last decade or so as a major account-
not only SALT but MBFR, the comprehensive
Test Ban issue, and so on. Arms control
negotiations will represent a major form of
international relations for the remainder of
this century. It is one in which intelligence
analysis and production have a pervasive
role to play. And it is one that calls upon
NFAC's responsibilities in a lot of different
ways: to assess the political contexts abroad
within which arms control initiatives are dis-
6 SECRET
 cussed and resolved, to provide the intelli-
gence support essential to US delegations,
and finally-but most importantly-to moni-
tor compliance with an agreement's terms.
(U)
In doing its job, NFAC-more so than any
other intelligence-producing component of
the United States Government-has in my
estimation one vital and indispensable attri-
bute: we have the capacity to make our
judgments free from the pressures, however
direct or implied, of departmental policy in-
terests. I believe NFAC has an enviable repu-
tation with respect to the objectivity of its
judgments. This is an attribute of enormous
value, and I assure you that I am concerned
with protecting it and assuring that this qual-
ity is never lost. (U)
Now what does all this mean in terms of
how NFAC does its business? One of the
things it means is that just as our users are
concerned with the present and the future,
so we must be concerned with the present
and the future. I find it neither accurate nor
helpful to think of NFAC's role in terms of
current intelligence versus research, or re-
search versus estimative work. There is no
Central Intelligence Agency and there is no
National Foreign Assessment Center which
do not effectively report current develop-
ments and provide some understanding of
their meaning. The Director and I and others
have spent a great deal of time in the course
of the last several weeks dealing with a very
"current" substantive problem. And it has
been important that we dealt effectively with
that problem in current terms. (U)
But that is not the end of it. The world is a
complex and interesting place. We in NFAC
have available to us, through the Intelligence
Community and the collection capability that
has been developed, the paramount capacity
in the world for calling together facts, infor-
mation, and data bearing on an enormous
range of problems of concern to the United
States Government. Obviously, our capacity
to contribute to the understanding of those
problems grows not merely out of the
speed with which we can report the latest
development, but also out of our ability as
researchers to take apparently dissociated,
SECRET 7
 unconnected pieces of information and put
them together and produce a pattern of
understanding that previously had not ex-
isted. (U)
Moreover, NFAC must have a capacity to
get behind the immediate meaning of events
and to think of what the significance for the
future may be. I do not see how an Intelli-
gence Community can effectively operate if it
does not have a highly professional, well-
drilled capability for producing National In-
telligence Estimates and Interagency Intelli-
gence Memoranda. It is not enough that
NFAC does its job and speaks for itself.
NFAC must contribute importantly to the
effective preparation of interagency intelli-
gence analyses. (U)
A great deal has been said over the last
few years about the need to improve the
quality of intelligence. As I have read back
into the record, it seems to me that much of
that has been particularly directed at im-
proving the quality of political analysis. And
that seems to have been focused particularly
at CIA and NFAC. My reaction based on the
products I have read in the months since I
have been back is that the political analysis
which this Agency and NFAC do is very
good. I would not suggest that we cannot do
better. The people in NFAC that I have talked
to are eager to make whatever improve-
ments we can. But I would note that I do not
see political analysis as some kind of unique
problem area for NFAC. It is an area of
concern, but no more so than that of any
other area of NFAC's responsibilities. (U)
To close, let me say that I am proud to be
associated with the work of NFAC. I think
NFAC is an effective organization, one that
has done and will do very well. I have
touched on some things that are of concern
to me. I believe we can do some things
better, and I hope more to bring that about.
But there is no better place in the United
States Government to do this kind of job.
And there is no organization that does it
better. (U)
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 Even though such performance over the
years has caused it to be almost expected, it
must now be recognized afresh. We continue
to be awed by the repeated demonstrations
of the ability of our personnel to respond in a
crisis situation with flexibility, imagination,
great competence, and "cool." (U)
has again focused atten-25X1
ton on two ac ivities that deal with direct
channels of communication between the
Agency and the general public:
- responding to unsolicited telephone
calls, and
- processing letters from citizens who
wish to comment on external and
sometimes internal developments.
The comments are offered by every con-
ceivable element within our society, and the
substance of observations ranges from
thoughtful commentary by the well informed
to ravings of the demented. Telephone calls
are handled by the Security Duty Office and
letters by the Security Records Division.
Both components screen all contacts care-
fully and take appropriate action when refer-
ral or an Agency response is in order. (U)
 OS processes over 5,000 unsolicited pack-
ages and letters each year, 90 percent of which
fall into the crank mail category. There are
regular correspondents, the most faithful be-
ing a lady calling herself "General Magnifico"
(Mrs. J. Edgar Hoover), The Deputy President
of the United States, Commanding General of
the U.S. Marine Corps," and "announced can-
didate for President of the United States." A
business card forwarded by the General "con-
firms" that she is an authorized representative
of both Houses of Congress and several ex-
ecutive agencies. Oddly enough, CIA is not
included, possibly because the Agency has not
responded to the correspondence and the
General awaits official endorsement of status.
(U)
Inmates of prisons and mental institutions
account for a large percentage of mail, most of
which involves offers of assistance to the
Agency in return for release. Predictably, the
Iranian situation has occasioned many offers
from prisoners to participate in rescue of the
hostages with the usual condition of release
from jail. The Agency does not respond to
letters from penal or mental institutions. (U)
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 III
perception
NOTES FROM A SATISFIED USER (U)
Funny, whenever I read that title, I feel as if
I'm hooked on something. I guess in reality
that I am hooked-on VM. Don't know what
VM stands for-stay tuned. Not long ago, I
didn't know what VM stood for either. Much
less, I really didn't care. (U)
I returned from an overseas tour in 1976 to
find OF in the midst of a jungle of new
acronyms, GIMS, FRSORN, FRS1, GAS...
where had I been? Now next to most adding
machines sat a computer terminal. What
scary things! And these gray monsters with
typewriter keyboards and television screens
had taken over my job! There is no fighting,
no turning back; this is the new system. But,
it took years to learn the debits are by the
window, or is it the credits are by the win-
dow, and now-you say that only one entry
is needed! Don't expect me to change over-
night. (U)
The change was not overnight, nor was it
easy. I was so fixed in my ways (I liked the
old system!). That is, until I was convinced
that the new system is better. I don't think
anyone ever said, "Hats off to the GAS
team" or "How did we operate without
GAS?" but I'm saying it now! It's hard to
remember what it was like before, but now
I'm dedicated to the new system. (U)
My thanks to those hard-working innova-
tors is not only for changing the system, but
for changing me. My attitudes are completely
different now from the time I returned and
reported to ODP in March 1977 as a Finance
Officer. Thank goodness I accepted the en-
emy and found a reconciliation. I am contin-
ually amazed at what can be done by those
fantastic machines which once were such a
threat. (U)
Soon after reporting to ODP, I found out,
not only did the General Accounting System
exist, but I could use the computer for my
own job. This was unbelievable, but true. The
capabilities of VM (Virtual Machine) are infi-
nite. (U)
 Because of my introduction to computers,
I began to ask how could computers help. It
all started with two safe drawers full of files
and ended with a drawer one-fourth full and
a RAMIS file that handles all the contract
records for ODP/Budget & Finance. In less
time than I can check one hard file, the Rapid
Access Management Information System
(RAMIS) can sort through the contracts, se-
lect certain ones, add them, subtract them,
locate invoices, and provide an impressive
printout with any column headings that I
desire. (U)
The update of the files is much the same
as with the hard copy files, but now it can all
be done without leaving the terminal. And
after the information is loaded into the sys-
tem, it can be handled more effectively and
efficiently than one person is physically ca-
pable of doing. (U)
Through the development of my files, I
learned a lot about computers and a lot
about people. ODP'ers are a great help, and
they are probably the ones who get the most
excited about a satisfied user and a program
that works. Rather than developing the pro-
grams themselves, they enjoy helping you
understand the workings of your own pro-
gram. I don't owe ODP a thing except every-
thing that I have learned from them. As I
begin a new job, I will never forget how they
helped me. Especially at times when the
book was at an end (I couldn't find an
answer), I was at an end (I couldn't solve a
problem), or the world was at an end (I had
erased my files). They put the computer in
my hands and taught me how to use it. I no
longer fear the system! (U)
Now the whole scene has changed. When I
began working on my program in the front
office of ODP, there were two users in that
office. I was able to use the terminal when-
ever I wanted. When I departed that office in
October 1979, there was a line for terminal
use. There are now ten users in place of
those original two. Everyone is beginning to
realize that computers can make life easier.
The best place to start to realize the impor-
tance of computers is in the courses offered
by ODP. These courses are the best help
 that a person can receive on how to use the
ODP computer systems. The instructors are
always ready to help out by answering ques-
tions or referring a user to someone who can
answer a question. The development of a
system proved for me a great learning expe-
rience, but ODP'ers make it easy enough for
people who don't want to learn the system,
but only want to use it. The capabilities of
computers can be helpful to almost anyone
and can be tapped by persons without any
knowledge of the system. (U)
I knew all along that ODP could have
developed the data base that I developed
(undoubtedly much more efficiently), if I had
requested that they do so. I felt that this is
probably the beauty of the whole system, but
to me, it certainly feels good to look at the
programs and systems that are on the data
base and be able to say "Guess what, I did it
myself." (U)
CO-OP APPRAISAL OF OP WORK
EXPERIENCE (U)
The Agency Student Trainee Program,
which is our counterpart to Cooperation
Education Programs elsewhere in the federal
government, is a program which provides for
periods of study interspersed with periods of
related work experience in both the public
and private sectors. This program provides
for study-related, fully paid employment in
suitable types of work for students in two-
year or four-year colleges who are pursuing a
baccalaureate degree. The blend of aca-
demic study and work experience provided
by cooperative education has many potential
benefits. Among them are:
? For the educational institution-cooper-
ative education enriches the curriculum
by expanding teaching resources and
faculty knowledge of current business
practices;
 ? For employers-cooperative education
permits selection for career jobs on the
basis of proven performance and alerts
supervisory personnel to new methods
and concepts contributed by the co-op
student;
? For the student-the program permits a
realistic exposure to career opportuni-
ties and provides experience in the work
environment. (U)
The Student Trainee Program has been in
the Agency since 1961. OP has utilized the
Student Trainee Program since the winter of
1978, primarily in the Position Management
and Compensation Division. At the present
time, I am serving my second tour in the
program. Work experience with the division
has proven to be an extremely valuable asset
in terms of my overall learning process. Prior
to my cooperative term, I had virtually no
experience or practical knowledge in person-
nel management matters and more specifi-
cally in the areas of position management
and classification. After observing the practi-
cal use of these concepts in the organiza-
tional setting, I find that these principles play
a vital role in the administration of a sound
personnel management program. Good po-
sition management and classification prac-
tices aid in the utilization of ceiling to achieve
an optimum blend among the competing
forces of skills availability, position ceilings,
fund limitations, efficiency and economy, and
mission accomplishment. (U)
The cooperative term has also proven
beneficial because of the practical business
gained through job performance. The six-
month work experience gave me the oppor-
tunity to observe the organizational structure
of a government agency along with the many
policies and procedures characteristic of the
federal government. Overall, the program
has proven extremely valuable to me, and I
feel it would benefit other DDA components
involved in the recruitment of professional
employees. (U)
 COMING: SPRING AT HEADQUARTERS (U)
These pictures, taken by staff pho- one kind of beauty in store for Headquar-
tographers of the Printing and Photogra- ters personnel once winter leaves our
phy Division, OL, can remind us of midst. (U)
 the directorate
INDEX
New Kid on the Block ............................ 28
OMS and Its Most Rewarding Clinic ...... 33
Farewell to PERCON .............................. 34
CIA's Institutional Think-Tank ................ 35
NEW KID ON THE BLOCK (U)
hief, ISS-DDA
On 14 June 1979, the DDA formally estab-
lished the Information Services Staff (ISS) as
a separate organizational element in the Di-
rectorate of Administration. Concurrently, a
new career sub-group, the MI Career Ser-
vice, was established as a home base for all
DDA employees whose duties and responsi-
bilities are in the field of records and infor-
mation management. As of the beginning of
FY 1980, ISS was further authorized a sepa-
rate budget and operating funds allocation
within the overall program of the DDA. (U)
ISS was essentially formed by combining
the old Information Systems Analysis Staff,
the Information and Privacy Staff, and ele-
ments which were formerly under the imme-
diate cognizance of the Assistant for Infor-
Deputy Chief. The overa Mission and Func-
formed ISS, and as appointed 25X1
mation, DDA. formerly the 25X1
 tions of ISS are: responsible for planning and
managing the Agency Records Management
Program, coordinating and responding to
public requests under the Freedom of In-
formation and Privacy Acts, implementing
Executive Order (E.O.) 12065 concerning
national security classification and declassifi-
cation of Agency records and other informa-
tion, and maintaining the Agency regulatory
system. (U)
The organizational structure of ISS con-
sists of four divisions, which break down
along major responsibility lines, plus a small
executive staff, which houses the normal
administrative functions which are necessary
in any Agency line organization. The four
divisions and a brief summary of their major
functions are as follows:
Records Management Division
Provides for controls over the creation,
maintenance, use, and disposition of all
Agency records; develops, monitors, and
encourages the application of standards,
procedures, and techniques designed to
improve the management of records; en-
sures the maintenance and security of
records of permanent value; facilitates the
segregation and disposal of records of
temporary value; and is responsible for the
Agency Security Classification Program
under E.O. 12065.
Manages the Agency program for sys-
tematic classification review under E.O.
12065; establishes systematic classifica-
tion review guidelines; develops and im-
plements systematic classification review
procedures; prepares classification guides
in coordination with other Agency compo-
nents; reviews manuscripts of books and
articles written for publication by employ-
ees or former employees as part of the
Publications Review Board process; and
maintains liaison with other U.S. Govern-
ment agencies concerning systematic re-
view of permanent records over which
they or the Agency have classification
jurisdiction.
 INFORMATION SERVICES STAFF
ARCHIVES AND
RECORDS CENTER
BRANCH
 Information and Privacy Division
Receives and processes all requests
submitted to the Agency under the Free-
dom of Information and Privacy Acts and
the mandatory classification review provi-
sions of E.O. 12065; assigns records
search and/or review tasks to appropriate
Agency components; processes appeals
on denied requests; conducts liaison with
other government agencies regarding the
processing of requests; and prepares re-
ports for Congress or other governmental
elements as required by law or Executive
Order.
Regulations Control Division
Directs and monitors the processing,
coordination, and publication of Agency
regulatory issuances; works directly with
initiators and coordinators of regulatory
issuances to resolve substantive differ-
ences; and prepares coordinated regula-
tory issuances for the DCI, DDA, or DDO
approval. (U)
In establishing ISS, the DDA intended that
this new component, although retaining for
now the "Staff" title, would operate on an
equal line basis with other DDA Offices. The
creation of an MI Career Service marks the
first time that a home base has been estab-
lished in the DDA for all employees involved
in records, registry, and information handling
functions. Formerly, these personnel were
administered as specialists in their office of
assignment and were a part of the career
service in which they happened to be as-
signed. Although ISS is still in its formative
stages, it is anticipated that the career ser-
vice will begin to pick up the registry and
records management personnel throughout
other DDA components in the very near
future. (U)
New laws, such as the Freedom of Infor-
mation Act and the Privacy Act plus Presi-
dential Directives such as E.O. 12065 and
E.O. 12036, have drastically altered many of
the policies under which the CIA formerly
conducted its business and particularly its
relations with the public. The advent of the
 Church Committee and other Congressional
investigatory bodies made it apparent that
we needed to bring about a more effective
and efficient records management program
for the Agency. On the public relations side,
although the DCI and DDCI have testified
before Congress concerning the harmful ef-
fects of the Freedom of Information Act
(FOIA) on the operations and mission of the
CIA, we know that we must continue meeting
the obligations of this law until legislation
allows us to do otherwise. In the hope of
alleviating some of the more dire effects on
our intelligence operations, the Agency has,
however, submitted to Congress proposed
amendatory legislation to the CIA Act of
1949 which would permit the DCI to exempt
from search, review, and disclosure all infor-
mation contained in certain designated intel-
ligence files. (U)
The establishment of ISS by the DDA is
but the first step in promoting several far-
reaching management changes that would
improve the overall Agency program for
records and information handling. The
Information Handling Task Force, which is
currently well underway, will provide other
insights and new dimensions which will need
to be explored if we are to keep pace with
technological change and make the improve-
ments that are desirable and practical. The
new career service for registry, information,
and records management personnel was
overdue in the DDA. This change will offer
better career development opportunities,
challenges, and career rewards for employ-
ees who are trained and experienced in this
field. (U)
 5X1A OMS AND ITS MOST REWARDING
CLINIC (U)
For a number of years, OMS considered
the pros and cons of establishing an Allergy
Desensitization Clinic for Agency employees.
In the spring of 1976, the pros won out over
the cons, and we began our clinic in April of
that year. (U)
Following an evaluation by the private phy-
sician, an employee may bring the pre-
scribed vaccine and the protocol to the
Headquarters dispensary; or if the employee
works in the Rosslyn area, to the Ames
medical unit. Injections are given twice a
week on Mondays and Thursdays, and the
instructions received from the private physi-
cian are strictly followed. (U)
From April 1976 through July 1979, there
were 22,341 injections given. There have
been no adverse reactions to any of the
participants. (U)
It is interesting to speculate on the bene-
fits of this program to our employees and to
the Agency. A conservative estimate of the
cost per injection in the private office is $5.
Using this figure, our patients would realize a
savings of $112,000. Time saved is also an
important factor. Conservatively, an hour
and a half would be needed for the employee
to leave his desk, drive to his physician's
office, and return to his desk. If an allowance
is made for the fact that some employees get
two injections per visit, this program has
saved about 27,000 hours of employee time
and, of course, there would be a concomi-
tant saving of charged sick leave in many
instances. (U)
What has been the cost to the Agency?
The minimal cost of disposable needles and
syringes has been the only monetary outlay.
The program has put a demand of time and
skill on our nursing staff. Employees partici-
pating in this service and the Agency owe
great appreciation to our nurses for their
devotion and skill. During most of this
period, their staff was under manned, but the
 program has not missed a beat and has been
one of the most successful and useful clinics
that OMS has ever conducted. (U)
FAREWELL TO PERCON (U)
P
PERCON, the computer system which
Contract Personnel Division (CPD) has uti-
lized for more than a decade, is scheduled to
be replaced by a new system, PERSIGN II, in
early 1980. (U)
The PERCON system was developed to
establish a computerized personnel record
for those individuals hired by the Agency
under a personal services contract of one
type or another. Under the PERCON system,
CPD processes all contract personnel ac-
tions received by manually coding the infor-
mation onto computer code sheets. These
code sheets, numbering between 200 and
300 biweekly, are then hand-carried to the
Data Conversion Branch of ODP, where they
are input into the computer. The products
received as a result of the input are the
Notification of Personnel Action (Form
11508), the Pay Change Notification (Form
560E), and various contract personnel
 reports. These forms and reports are pro-
duced by the Production Branch of ODP and
are hand-carried to CPD, where they are
then disseminated to the appropriate office
or division, thus completing the processing
of a contract personnel action. (U)
Under the PERSIGN II system, personnel
actions for contract employees will be proc-
essed by CPD by on-line update of the data
base. The integration of the contract person-
nel data base with the staff personnel data
base in PERSIGN II will result in improved
personnel records. The various reports con-
cerning contract personnel will be generated
by PERSIGN II and distributed to the user
directly by ODP. With the startup of PER-
SIGN II in early 1980, we will say farewell to
PERCON. (U)
CIA'S INSTITUTIONAL THINK-TANK (U)
OTR
The Center for the Study of Intelligence in
OTR marked its fifth birthday this past year
with a resurgence of activity. The Center was
founded in 1974 in response to Director
James Schlesinger's desire to enhance the
study and analysis of the intelligence process
and to provide a sort of "halfway house"
where CIA officers could be exposed to the
views of outside experts, and vice versa.
Since then, the Center has produced a dozen
intelligence monographs on a variety of topics
having to do with the institutions and proc-
esses of Intelligence, and has hosted 18 semi-
nars which were summarized in as many
Seminar Reports. (U)
The work of the Center was invigorated in
1979 with the arrival of five "DCI Fellows"
selected to spend six months to a year study-
ing an intelligence-related problem of their
own choosing. The Fellowships are awarded
by the DCI after a fairly rigorous process in
which component and directorate career
 boards and the CIA Training Selection Board
screen and select candidates and their topics.
The 1979 DCI Fellows and their topics are:
DDO), working on "The
Impact of Disclosures of Intelligence Data
on Clandestine Operations." (C)
(DDA-OMS), studying
in the Central Intelligence Agency." (C)
NFAC-Office of Geographic
"Factors Affecting Intelligence Needs in
Latin America Through the 1980s." (U)
FAC-Office of Current
arching "The Impact of
Intelligence on the NSC Policy Review
and Decision Making Process." (U)
(NFAC-National Intelli-
gence Officer), codifying "Warnings of
Revolution." (U)
Another major activity of the Center in-
volves the production of the quarterly
Studies in Intelligence and the bimonthly
Contra, a new journal designed to foster the
expression of constructive dissent. (U)
In addition, the Center sponsors a variety of
seminars and discussion groups drawing to-
gether informed participants from all compo-
nents of the Agency. Recently, seminars have
been held on "The Pros and Cons of Analyt-
ical Centers in the NFAC," and "A Training
Agenda for the Ei hties." The Director of the
Center i d his Dep
Director is both care
NFAC offic , ed in Room
1036, Chamber of Commerce Building, wel-
comes visitors from all components of DDA
and would be particularly interested in at-
tracting officers from the Directorate for tours
as DCI Fellows. (U)
 In December 1978, the Congressional
Joint Committee on Printing authorized
81/2x11 inch as the government stationery
standard size effective 1 January 1980. That
action directly affects all office stationery
stocks, including letterhead, bond second
sheets, manifold tissue sets, and carbon
paper. The present stocks of these items are
8x101/2 inches. The Committee approved the
use of both stationery sizes until the 8-inch
stocks were depleted with the proviso that:
"all reasonable, orderly, and economical
means are used to deplete existing Federal
stocks of 8 inch stationery and related pa-
per." (U)
The National Archives and Records Ser-
vice has developed the conversion proce-
dures that all federal agencies must follow to
ensure a reasonable, orderly, and economic
transition. Some examples of these are:
? Use all existing stocks of 8x101/2-inch
stationery including letterhead, plain
bond, manifold carbon tissue sets, and
carbon paper.
? In preparing correspondence, intermix
stationery sizes if that is the only method
that will deplete 8x101/2 inch stock.
? Ensure that the size of self-addressed
return envelopes can accommodate the
size documents to be returned.
? Consider using 81/2x11-inch paper for
new or revised forms that are commonly
interfiled with correspondence. However,
use existing stocks of 8x101/2-inch forms
before converting.
? When copying an entire document con-
taining both 8x101/2- and 81/2x11-inch pa-
per, use 81/2x11-inch copy paper. (U)
All office machines currently in use in the
Agency can accept either 8x101/2- or 81/2x11-
inch paper or can be modified to do so
quickly and simply by any service technician.
(U)
 Appropriate action has been taken by OL
to begin replacing Agency stocks of 8x101/2-
inch paper with the 81/2x11-inch size. The
Printing and Photography Division/OL, with
the concurrence of Information Services
Staff, has also begun printing Agency forms
on the new 81/2x11 paper. (U)
 secret
secret