DDA EXCHANGE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00114R000100110002-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 37
• Document Creation Date: December 9, 2016
• Document Release Date: August 30, 2001
• Sequence Number: 2
• Publication Date: May 1, 1980
• Content Type: CIAPER

secret ~
may 1~ 980
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dd f ~
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exc ang?
secret
 Laws should be like clothes. They should be
made to fit the people they are meant to
serve.
 A quarterly publication for the exchange
among DDA personnel of ideas, concepts,
information, and techniques that are of com-
mon interest.
ORIGINAL CL BY 419807
REVW ON 7 Mav 80
EXT BYND 6 YRS BY same
REASON 3d3
WARNING NOTICE
Intelligence Souress and Methods Involved
2 SECRET
 OTR
ODP
OPPPM
OS
ISS-DDA
OMS
OL
OC
OF
COMMENT ................................................ 4
FEATURE .................................................. 11
DEFINITION ............................................ 13
What's an SSP? .................................. 13
Employees Available for
Reassignment (EAR) ........................ 16
SERVICES
OMS Satellites .................................... 19
Technical Library ................................ 24
THE DIRECTORATE
With Time to Spare. Go By Air .... 28
MS-DDA -VOLUME 5, NO. 2
 It is a pleasure to have the opportunity to
tell you about the CIA's legislative program
for this session of Congress. This is indeed
an exciting and busy time for all of us in the
Office of Legislative Counsel (OLC). One can
almost daily find one or more of our
legislative initiatives the subject of major
news coverage. These initiatives represent
programs or issues which will shape or
significantly affect our Agency. The DCI and
DDCI have spent much of their time and
effort over the past year supporting these
initiatives as part of their commitment to
ensure that our country has a strong,
effective, and responsive Intelligence Com-
munity operating within policy and legal
guidelines. (U)
Before we discuss our promising legisla-
tive opportunities, I would like to describe
Frederick P. Hitz
Legislative Counsel
comment
 briefly OLC. I am very proud of our people
and what they are accomplishing. There are
three major components of OLC. The Liaison
and Congressional Support Division handles
most of the day-to-day contact with mem-
bers and committees of Congress and their
staffs. The Legislation Division keeps track
of all proposed legislation introduced in the
Congress and analyzes, in coordination with
other components, its potential impact upon
the Intelligence Community and Agency. Our
Management Support Staff is the "back-
bone" of the Office, providing in addition to
administrative support to the Office, Con-
gressional briefing schedules, calendars, and
briefing books, and acquiring clearances for
Congressional staff personnel. (U)
It is often said that the staff of a
Congressman determines how effective he
is. I believe the same could be said about the
Agency's dealings with Congress. With the
reform of the Congressional seniority system
and the diminution in the power of commit-
tee chairmen, the Congress has become
more difficult to move to consensus. Never-
theless, our people have one of the highest
batting averages in town. In order to deal
successfully with Congress, we require a
highly motivated and exceptionally compe-
tent staff, which we have. Given the count-
less number of last minute changes, a good
sense of humor is also helpful. It is hard
work, but I think everyone finds OLC an
enjoyable place to work. (U)
Pending Legislation
What you are probably most interested in,
however, is what is the current state of
legislation impacting upon the Agency. The
easiest way to understand this is to quickly
review the major issues we are wrestling
with. (U)
Hughes-Ryan. This is a legislative short-
hand fora 1974 law which prohibits the
expenditure of funds by the CIA for other
than intelligence operations abroad unless
the President finds each such operation
 important to national security, and a descrip- Notification
tion of scope of it is reported in a timely
fashion to the appropriate Congressional
committees we must report to and when we
must report the operation. (U)
Existing Law. We have since 1974 reported
activities covered by Hughes-Ryan to up
to eight Congressional committees (four
House and four Senate), which means up to
200 Members of Congress and 30-40 staff
personnel.
Pending Legislation. The weight of sup-
port appears to be in favor of reducing our
reporting requirements to only two commit-
tees (the House and Senate Intelligence
Committees). We have urged this and
strongly support all legislative initiatives to
achieve this goal. However, we will have to
continue to brief the House and Senate
Appropriations Committees when we seek
releases of funds held in the Agency reserve.
(U)
Existing Law. There is a major contro-
versy underway over whether under the
current law we must report to Congress all
activities which are not solely to obtain
intelligence prior to their initiation. Our
position is a firm "No"-that the law does
not require this. Rather than debating the
somewhat ambiguous language in the law,
we would prefer that attention be focused on
what has been our practice because we feel
this sets the tone of our relationship with
Congress. For the past three years, we have
consistently given the Congress prior notifi-
cation of all activities reportable under
Hughes-Ryan. The committees have stated
that they are satisfied with our handling of
this issue.
Pending Legislation. At this writing, all
bills except one require that we give Con-
gress prior notice of all activities covered by
Hughes-Ryan. The President feels very
strongly that prior notification should not be
 statutorily required in all cases. In those rare
instances when lives would be endangered
or foreign intelligence services would refuse
to cooperate if aware that their assistance
was being explained to Congressional com-
mittees, we must have the flexibility to
withhold reporting or to be somewhat less
than candid on the scope and details of a
particular activity. All we are asking is that
Congress codify what is now existing prac-
tice which it claims to be pleased with-
"timely notification." It is important to recog-
nize that we are not challenging the right of
Congress to know, but only asking for
flexibility on the more minor issue of when.
This is likely to be the most difficult of all
issues on which to reach a mutually satisfac-
tory compromise.
Identities. Simply stated, we wish to stop
the unauthorized disclosures of information
which identify individuals who are secretly
engaged or assisting in foreign intelligence
activities. At one time there seemed to be a
general consensus among the citizens of our
country that to publish the names of persons
secretly engaged in such activities was a
breach of trust, served no useful purpose to
our country, or could place the named
individual in physical jeopardy. This consen-
sus seems to have eroded, however, and we
have been forced to move in the direction of
criminalizing such unauthorized disclosures,
that is, making any such disclosures a
criminal act punishable by imprisonment.
Existing Law. It is now very difficult to
prosecute persons who make unauthorized
disclosures of this type of information.
Existing statutes, even to the extent they are
applicable, require what is in our opinion an
unreasonable burden of proof by the govern-
ment. We are required to make public
exactly how we have been hurt and the
degree to which we have been hurt by these
disclosures. In addition, in the absence of a
statute that articulates what it is we wish to
protect, proposed prosecutions under exist-
ing law encounter constitutional hurdles
which are often difficult to overcome.
 Pending Legislation. The thrust of most
of the proposed legislation will allow the
government to prosecute persons who
have been or who are Agency employees
and who knowingly disclose the identities of
persons who are not publicly or officially
identified as Agency employees. These
proposals do not, however, apply to per-
sons who have never been or are not now
Agency employees. We are not satisfied
with this exclusion and are attempting to
extend the scope of the bills which have
been introduced to those persons who
receive such unauthorized disclosures and
who, in turn, publish or otherwise dis-
seminate them. Our legislative proposal,
which encountered opposition from certain
Members of Congress and the Department
of Justice, covered this point. The Depart-
ment of Justice objected because of its
concerns that it might violate the First
Amendment by abridging the freedom of
speech or the press. We are working with
various Members of Congress, Congres-
sional committees, and the Department of
Justice to overcome this hurdle.
Freedom of Information Act. The issue
here is how to limit or exclude from the
search and review requirements of the
Freedom of Information Act (FOIA), the
totality of Intelligence Community records.
More specifically, we would like to at least
eliminate from search and review those files
containing information designated by the
DCI as containing intelligence sources and
methods, details of operations, information
concerning foreign intelligence activities.
Existing Law. Under existing law, sup-
ported by our success in litigation, there are
exemptions we can use to withhold from
release information concerning intelligence
sources and methods and certain other
categories of information. We must still,
however, conduct the search required by the
law and review each document, on a line by
line basis, which is responsive to the FOIA
request.
 Pending Legis/ation. The legislation which
we favor would exempt from search files
designated by the DCI. The relief in terms of
man-hours expended in searching files and
records is welcome, but it is secondary to the
perception of improved protection that for-
eign intelligence services who cooperate with
us will feel has been gained for their own
information. Many of these services have
remained a little skeptical, even after receiv-
ing briefings in which we have explained and
demonstrated to them that we do not release
information given to us in confidence. Many
realize that the FOIA still requires a search of
files and records, which could contain infor-
mation they have provided to us, and that
there is a possibility that a court could
require us to release their information.
Hopefully, we will soon be able to state that
we are not even required to look at files
containing information they have provided to
us. The only substantive change we are
attempting to make in legislation that has
been introduced is to include all of the
Intelligence Community, not just the CIA,
within the scope of this exemption. (U)
Legislative Pathway
The difficult part for our Office is to guide
our legislative proposals to enactment or to
predict the path these individual issues will
follow through subcommittees, committees,
conferences, and so forth. We try to estimate
what Members of Congress or what public or
private groups will oppose our proposals,
why they will do so, and what we need to do
to counter their opposition. The answers to
these questions change almost every day, as
do many of the questions themselves. Our
overall position is very clear. The President,
the DCI, and the Agency want to have all
major issues included in the "National
Intelligence Act of 1980," better known as
"Charters." The Charters legislation is a
comprehensive package which carefully bal-
ances operational flexibility and restrictions.
The problem is that we have only a limited
number of legislative days remaining in this
session of Congress, and we are attempting
to get through a bill which is long, complex,
and controversial. It may be impossible to
get a full Charters bill passed this year.
SECRET g
 However, some of the principal issues con-
tained in Charters could be acted upon
separately. Some are already moving over
the legislative hurdles. (U)
Will we get everything we want? Probably
not, but that is the nature of the democratic
process. I am optimistic and firmly con-
vinced, however, due to the commitment by
the DCI and DDCI and the increased sophis-
tication we have acquired in "working the
Hill" that we are in a better position than
ever to determine our own future. (U)
This legislative year is short, so we will
know fairly quickly if we have gained our
objectives. I have no doubt that all of the
issues discussed above will make the head-
lines. Since you now know what our major
objectives are, you can keep score along
with us. We all have an equal stake in the
outcome. (U)
 feature
THE LANGUAGE INCENTIVE PROGRAM (U)
On 1 October 1979, the Agency embarked
on a new effort that is expected to reverse
the continuing loss of foreign language
capabilities among Agency employees. The
completely revised Language Incentive Pro-
gram (LIP) has several features that make it
attractive for Agency employees. (U)
One primary feature of the program is that
each Agency component must identify posi-
tions that require a specific language capa-
bility. These identifications have been re-
ferred to as the Unit Language Requirements
(ULRs). Following identification of these
positions, the new program authorizes pay-
ments to individuals who are assigned to the
positions and possess the requisite language
skills. During the first five months of the
program, more than 500 Agency employees
have been declared eligible and are receiving
a Language Use Award of an additional $50
in each biweekly paycheck. The payment
provides compensation for their use of a
foreign language in the position they occupy.
(C)
Other features of the program scheduled
to become effective in FY-81 are the Lan-
guage .Achievement and Language Mainte-
nance Awards. Language Achievement and
Maintenance Awards will be paid to nom-
inated individuals who upgrade or maintain
their skills in designated incentive languages.
Schedules for achievement and maintenance
award payments and i n eligibil-
ity are contained in ~ dated 6
September 1979. (U)
It is still too soon to tell whether the LIP
can reverse the steady decline of language
competence in the Agency. A meaningful
review of its impact, as compared with prior
years, will be completed at the end of FY-80.
The Agency suffered a net loss of 16 percent
of its minimum professional proficiency level
or higher speakers between 1974 and 1979.
There are indications that this persistent
problem is being reversed with adoption of
 the new program. The following are some of
the positive signs: Part-time language train-
ing, both in terms of numbers of employees
and languages taught, has increased; profi-
ciency testing has increased over 60 percent;
overseas oral testing requirements have
increased; and the Language School has had
to develop taped tests to be sent to
employees overseas and returned to Head-
quarters for scoring. These factors indicate
renewed Agency personnel interest and
activity in the use, achievement, and main-
tenance of foreign languages. (C)
The Agency has been most responsive to
the recommendations of the President's
Commission on Foreign Language and Inter-
national Studies. The Agency's reemphasis
of the importance of developing foreign
language ability by its creation of an active
program to increase the quantity and quality
of language skills appears to mark a turning
point in addressing the Agency's foreign
language problem. (U)
12 SECRET
 efinition
WHAT'S AN SSP? (U)
In April 1978, the DDCI directed the Head
of each Career Service in the Agency to
establish a senior secretarial panel for the
career management, development, competi-
tive evaluation, ranking, promotion, and
assignment of secretarial personnel in
grades GS-08 and above within the career
service. In compliance with the DDCI memo-
randum, the Administration Directorate es-
tablished such a panel effective 15 May
Chairman, DDA Senior
 this Panel. Panel members will serve for two
years, and membership will be rotated
between all eight DDA Sub-groups to assure
equitable representation. The SSP had sev-
eral preliminary meetings to establish its
criteria and, with the assistance of the sub-
groups, identified those GS-08 and above
secretarial positions in the DDA which should
come under the purview of this new Panel.
(C)
Our SSP criteria was approved, published,
and disseminated to each DDA senior secre-
tary and sub-group on 20 November 19
early December 1978, the SSP went to
for two days for the initial evaluation ova
DDA senior secretaries. Since then, we have
evaluated our senior secretaries semian-
nually in accordance with the Uniform Pro-
motion Schedule.
The DDA has 43 senior secretarial posi-
tions GS-08 and above, three of which are
GS-08 positions overseas.
Although career management of these
senior secretaries is administered at the
Directorate level, the secretaries continue to
carry their respective career designations;
for example, secretaries assigned to OS
retain the "MS" service designation until
reassigned to another sub-group. (U)
When senior secretarial vacancies occur in
the Directorate, the sub-group having the
vacancy will notify the Executive Secretary of
the Panel, and a vacancy notice will be
disseminated Directorate-wide (or in some
cases, Agency-wide). Subsequent to the
closing date of the vacancy notice, the SSP 25X1
will meet and select the three most suitable
candidates from those who applied and
forward the names to the sub-group having
the vacancy. After the sub-group has inter-
viewed the three candidates, a final selection
is made. Since the establishment of this new
Panel, the DDA has had 16 senior secretarial
 Approved For Release 2001/09/07 :CIA-RDP86-001148000100110002-6
Approved For Release 2001/09/07 :CIA-RDP86-001148000100110002-6
 vacancies. Of these vacancies, 10 secre-
taries have been selected from within the
DDA, and six have been selected from other
directorates. (U)
In an effort to have our senior secretaries
meet their Panel and the Panel meet the
senior secretaries, the DDA SSP hosted a
"Meet Your Panel" luncheon on 5 December
1979 in the Executive Dining Room. DD/A
Don Wortman addressed the grou
oined us for lunch. After lunch,
made a presentation on th
~
background of the Panel, followed
po
by a lively question-and-answer session. It
was unanimously agreed that the luncheon
was a rewarding experience for all and an
overdue recognition of the valuable contribu-
tion our senior secretaries make to the
Directorate. (U)
EMPLOYEES AVAILABLE FOR
REASSIGNMENT (EAR) (U)
Have you ever seen (Employees Available
for Reassignment) E.A.R.? Perhaps better
put-have you ever heard of E.A.R.? It is
probably the least known publication put out
by the Office of Personnel Policy, Planning,
and Management (OPPPM). Some 150
copies of each issue are distributed periodi-
cally to Office Heads, their personnel and
administrative officers, and to others in the
management echelon. It has been published
since 1976 when the concept was approved
by the then Executive Advisory Group, and is
an adjunct to the counseling/job brokering
function carried out by the Professional
Placement Branch (PPB) of the Staff Person-
nel Divison in OPPPM. (U)
The OPPPM counseling function is but one
facet of the placement effort in the Agency.
Once an individual enters on duty, an array
 of services becomes available to assist in
ensuring that the right person has the right
job. These services include supervisory con-
sultation, career management/personnel of-
ficer counseling, career service panel and
board deliberations, the vacancy notice
system, and OPPPM counseling. The PPB
function in this area is essentially one of job
brokering for employees with professional or
technical skills/education/experience and is
eminently compatible with the Branch's re-
sponsibilities for keeping track of "what's
going on" in the placement area. PPB
officers approve most "in service" personnel
actions for the D/PPPM and thus are aware
of where people are moving. By reviewing
recruitment guides, applicant file listings,
advance staffing plans, and vacancy notices,
they ascertain what kinds of people are
needed, what is entering the pipeline, and
how the organization and its requirements
are changing. Thus, when by file review,
interview, and testing (if appropriate) they
determine what an employee being coun-
seled has to offer, they can usually "shop"
the individual to offices that have a need. (U)
"Shopping," however, takes time. Were an
individual possessed of wide-ranging qualifi-
cations and interests, as much as a year
might elapse as the personnel folder wends
its way from component to component.
Obviously this is not often the case, but
checking all possibilities in a given situation
can take time, and ensuring that all poten-
tially profitable avenues have been travelled
is difficult indeed. The solution: E.A.R. (U)
E.A.R. is a "Situations Wanted" listing.
Just as the Vacancy Notice System lists
positions available by Description and Quali-
fications Required, E.A.R. lists people avail-
able by Description and Qualifications Of-
fered. Anyone who is seriously looking for a
professional or technical position and who
has parent component permission may write
a brief resume and have his or her qualifica-
tions and interests made available to every
Agency component simultaneously. PPB
asks that an E.A.R. advertiser be profes-
sionally or technically qualified by education
or experience (or be in the process of
becoming qualified by virtue of an ongoing
 educational program), that the individual
agrees to a listing of at least six months (so
that the current issue remains current unless
a placement takes place), and that the
individual be one of PPB's counseling clients
(PPB does not accept ads that it can't verify
in terms of qualifications and real interest). It
should also be noted that E.A.R. is not
available to those seeking clerical or secre-
tarial assignments; the reason-the Vacancy
Notice System is far more effective for this
relatively more homogenous population. Ad-
vertisements in E.A.R. are anonymous; PPB
puts the interested parties in touch and
attempts to "broker" reassignment if offers
are made and accepted. (U)
E.A.R. has a more limited circulation and
appeals to a much smaller audience-man-
agers looking for candidates for their posi-
tions-than does the Vacancy Notice Sys-
tem, which produces advertisements for
positions for which there is demand from an
employee population which is relatively mo-
bile and which is seeking self-betterment.
However, E.A.R. achieves the same goals for
managers as does the Vacancy Notice
System-without writing the Vacancy No-
tices! Afew moments with E.A.R. might just
reveal a well qualified individual who is
making an effort toward self-betterment by
composing an advertisement for potential
employers. A glimmer of interest on the part
of the manager and further information or an
interview is just a phone call away. (U)
E.A.R. is not the final answer to most
effective utilization of our personnel assets.
However, PPB feels that it is a useful part of
the overall placement effort, one that de-
serves more attention by employees who are
seriously seeking alternative job situations
and certainly by managers who have posi-
tions to fill. (U)
 services
OMS SATELLITES (U)
RN, OMS
RN, OMS
In addition to the familiar dispensaries
operated by OMS at Headquarters and in
Rosslyn, OMS also maintains satellite dis-
pensaries in th nd at NPIC.
(U)
Dispensary
Occupational health s 'ded
for 500 employees in th n a
part-time, 30-hour-per-wee c asis. a ser-
vices offered are an extension of those
available to employees who work in the
Headquarters Building. They include:
? Immunizations for employees traveling
overseas on official business;
 ? Emergency treatment of illness or on-the-
job injury;
? Issuance of the appropriate claim forms
when necessary;
? Health guidance and counseling;
? Information on current preventive health
care in the form of articles, handouts, and
journals;
? Treatments requested by private physi-
cians which have the approval of an in-
house physician;
? Assistance in detecting and solving
safety and environmental problems;
? Maintenance of confidential employee
health records;
Service officer (U)
5X1A
5X1A
 ? Maintenance of first aid kits which are
distributed to certain areas of the
building;
? Influenza immunizations on an annual
basis;
? Special programs offered by OMS;
? Medical liaison for the employee when
necessary; and
? Courses in cardiopulmonary resuscitation
(CPR). (U)
oca.au~c v~ anc c ~ iawi c v~ u~c
IX1A nursing coverage a t was necessary
to establish an a medical plan.
Several actions resulted. First, a new tele-
phone number was installed in the health
X1A facility, extension. which operates just
as the extension emergency number
does in the Headquarters Building. Second,
an intercom was installed to provide commu-
nication between the health facility and the
guard station on the second floor. Third,
CPR classes were initiated in April 1978 in an
effort to familiarize employees with lifesaving
techniques. The few incidents of an emer-
gency nature which have occurred over the
past two years have been handled success-
fully. (U)
Several changes have been made since
the nursing position was first filled in the fall
of 1977. The original health facility was small,
measuring only 12x18 feet. After months of
working in so confined an area, it was
apparent that this arrangement was not
conducive to the proper delivery and ade-
quate administration of health care services.
The types of illnesses that were being
treated (migraine headache, nausea, etc.)
and the types of services rendered (gamma
globulin injections, personal counseling, etc.)
demanded privacy. Through the combined
effort of OMS, OL, and the Architectural
Design Staff, the health facility was enlarged
 and can now accommodate several patients
with varying needs simultaneously. (U)
NPIC Dispensary
The NPIC dispensary was established in
treatment of minor injuries and illnesses, as
well as medical advice and counseling to
personnel. The nurse determines whether
patients should be treated on site or referred
to either an Agency physician or to a U.S.
Public Health facility in the immediate area.
In nonemergency cases when the infirmity is
not job related, patients are referred to their
personal physician. Other nursing duties
include maintenance of medical records and
submission of proper forms for all line-of-
duty injuries. Employees who are subject to
eyestrain through use of light tables and
working with graphics are periodically ad-
ministered eye examinations to guard
against the development of serious eye
problems, and they are referred for further
examination or treatment if necessary. (U)
As is the case with the staff of other
Occupational Health Service facilities, the
NPIC . nurse also conducts teaching and
training programs with topics such as CPR, 25X1
blood pressure, and self-administered breast
examinations. In January 1972, the blood-
mobile program, operated by the American
Red Cross, was started at this dispensary.
This program has proven quite successful,
with 50 to 75 participants at each quarterly
session. (U)
In a typical day, the NPIC dispensary sees
an average of 30 patients for treatment.
Fortunately, most of these cases are minor. 25X1
In more serious cases, such as those
involving chest pain, the nurse calls the NPIC
Securit Officer to arran a for ambulance
service
also to es initia ac ion on emergencies
which occur during off-duty hours. (U)
 ~5X1A
The atmosphere of both these satellite
health facilities is casual and informal, yet
professional. Specified times for specified
services are not necessary. Employees are
encouraged to take full advantage of the
health services available when it is most
convenient for them. The primary goal of
these facilities is to provide the employee
with effective and meaningful solutions for
immediate health care requirements via the
best possible nursing care. (U)
 TECHNICAL LIBRARY (U)
Do you need a basic computer program-
ming manual, in-house documentation on
how to write a cable using a terminal, or a
copy of an ancient ODP Tech Note? Norma
may have the material you need; visit
GA3918 or call the Technical Library
of the Customer ervices Staff, ODP and ask
for her. (U)
The Technical Library stocks over 400
different IBM manuals, 60 manuals written
in-house such as SCRIPTW and SEDIT, and
documentation from approximately 40 ven-
dors on computer software packages. It also
contains over 300 reference textbooks on
computer-related subjects available on a
loan basis. The Tech Library makes this
unique service available to anyone in the
Agency who is dealing with computers, from
the beginner to the expert. The Librarian
tries to keep a step ahead of the user in the
fast-moving data processing field, keeping in
stock the "most wanted" manuals. Vendors
routinely supply documents free of charge
with the initial purchase of software or
hardware; however, subsequent documents
updating the software or hardware are likely
to be very costly. (For example, the supple-
mental newsletters for Release 6 of the three
basic VM manuals cost $11.50.) Copies of in-
house documentation are made available
through the duplication and binding services
of the Printing and Photography Division,
OL. Requests for other materials, such as
textbooks, are accepted by the Librarian,
and purchases are made through normal
Agency acquisition procedures. (U)
The Tech Librarian distributes the ODP
Tech Notes, which announce changes in the
computing system, new software package
documentation, or revisions of manuals
which may affect the user. She keeps a
distribution list of over 600 individuals for
automatic receipt of the Tech Notes. You
may call to be placed on this distribution list.
(U).
24 SECRET
 The Technical Library cooperates closely
with
but does not duplicate the services of
,
,
the main CIA Library and other Agency
liaison with the ODP Training Staff and
lysts who recommend and review texts for
incorporation in the library and notify the
Librarian of updates or revisions of docu-
mentation. The Librarian always welcomes
suggestions from you for new textbooks or
documents which may be helpful to the
general computer user. (U)
There are some limitations on service from
the Technical Library which should be men-
tioned. Cost of some documentation is, of
course, one limitation. Among others are the
occasional lack of lead time in ordering
manuals and the slowness of vendors in
shipping manuals. Although a listing of
X1A Technical Libraria receiving
phone request (U)
 subscriptions of periodicals received in ODP
is kept on file, the Library can house only a
limited number of periodicals, such as the
Auerbach Reports and IDC reports. One of
the future goals is to improve this situation
and eventually keep computer periodicals.
Some government regulations are also on
file such as Federal Information Processing
Standards (PIPS PUBS). (U)
At last count, there were almost 2,900
users on the VM system alone; the size of
this user group makes it impossible to mail
to individuals everything they might like to
have. However, the Technical Library is open
from 0800 to 1400 daily, and if you visit room
GA3918 between those hours, you may be
able to immediately pick up or order the
documentation. Alternatively, a user may call
to order documents which then may
ed up at the user's convenience. (U)
users than obtaining the latest documenta-
tion available. If it is available somewhere,
we will find it for you. Nothing pleases the
Librarian more than to hear a customer say,
"This is just what I needed" or "I didn't know
this existed" or "This is the best collection of
computer references around." The ultimate
plan is to build a database of every manual
available by number, subject, and title so
that a terminal user could look at the list,
choose what he or she needs, and have it
mailed by an Automatic Mailing System.
However, since this is in the planning stage
at present, we will continue to try to help our
customers as much as we can through the
present system. (U)
The Technical Library in Customer Serv-
ices believes its function is to give the best
possible service to anyone using computers Storage facilities for available technical
and that nothing is more important to those publications (U)
 the directorate ~s.,a
WITH TIME TO SPARE, GO BY AIR (U)
Technical Security Division, OS
Even among the Agency's amazing variety
of support personnel, the Technical Security
Officers' unique mission sets them apart.
Their search for hostile audio devices-
"bugs" to most of us-often finds them
decked out in coveralls, inching their way
through long forgotten crawl spaces in the
wee hours of the night in every corner of the
globe. And, the reward of actually finding a
bug is very rare indeed. (U)
Given working conditions that most people
would find trying at best, Security Techs
have come to savor their moments of peace,
quiet, and comfort away from the job. But
the Tech Officer's job also involves travel-
endless, unavoidable travel. And that brings
us to some of their decidedly remarkable
recollections of far-flung travels in years
past. (U)
never snow. taut every trequent voyager
comes back with at least one story, and most
are about the airlines and air travel. "With
Time to Spare, Go by Air." (U)
One storyteller recalled the infant Middle
Eastern airline that purchased its plane from
the French, and for economic reasons could
no longer keep up the payments. Conse-
quently, the plane could never land in
France. Lacking credit at virtually every
known airport, its purser had to keep a
satchel of money in the cabin loaded with
local currencies-cash for the necessary
gasoline and services at each landing. (U)
"I don't know how they are now," another
traveler recounted, "but back in the sixties,
knew when they'd land or take off. You'd just
show up at the airpor# with some lunch and
 wait. Then, if you were lucky, you'd arrive in
before sundown, for the runway had
no ig s so planes couldn't land after dark."
(U)
Another Technical Officer related this tale.
A plane belonging to Brand X airline was on
the tarmac beside the beautiful Mediterra-
nean Sea with all the passengers aboard and
seated. But alas, the cockpit was empty.
After a long wait, the pilot finally appeared.
Boarding the plane from the rear, he made a
grand entrance. Prim and proper, with
starched khakis and a jaunty crush in his
headgear, he patted the stewardess deftly
and made his way to the cabin. She
responded with a smile, headed toward the
galley, and opened a bottle of beer. Emerg-
ing, she sauntered up the aisle and entered
the cabin to present the bottle to the captain.
Whereupon, he quaffed the brew while
ticking off the preflight checklist. (U)
"On one of my flights up the coast," cited
another, "the pilot announced, 'Down on the
left we have the Some few
Then there was the time a pilot reported
ould be viewed in
e is ante. emar ang hat he himself had
never seen it so clearly, he proceeded to fly
over and circle it several times. (U)
A pair of Security Officers leaving
years ago swore that they were comf
seated in the airport VIP lou
before flight time, when th
employee who was assisting em came
bursting in. During a sprint to the gate that
would have done credit to O. J. Simpson,
they learned that since almost all the
passengers had arrived early, the pilot had
decided to leave. (U)
 Finally (lest the airplanes catch all the flak),
a Security Tech re ailed the time he left a
Chinese restauran only to find no
cabs. In fact, the sight was the
Chinese Ambassador's limousine. Hoping to
get some advice, the Security Officer ex-
plained his problem to the driver. "Get in,"
was the terse reply. Our man was driven to
his hotel in style, paid an average fare plus
tip, and bid his rescuer goodnight. (U)
 Next 2 Page(s) In Document Exempt
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Approved For Release 2001/09/07 :CIA-RDP86-001148000100110002-6
 PAYROLL (U)
Webster defines payroll as "a list of em-
ployees to be paid, with the amount due."-
a simple enough definition for what has
become a very complex job. The payroll
clerk, once seen as a "fella perched high on
his stool with green eyeshade, quill pen, and
cuff guards" is now a technician analyzing
reams of computer reports and monitoring
the flow of data to and from a highly
automated "system." Ledger sheets have
given way to microfiche, microfilm, and
electronic transmission. Machinery has
changed; entitlements and services have
increased; policies and procedures have
been updated to keep pace with new laws.
Through all this "progress," however, the
product remains the same-your check and
mine. Of course, to those of us who look out
anxiously every two weeks for that bank
deposit notice, our concern is not with the
small miracle that has taken place, but rather
that the amount deposited is right and, once
in a while, enough to meet the cry of our
creditors. However, indeed a small miracle
has taken place, and maybe some insight
into the "process" and the "system" might
help us to appreciate our salary more-how-
ever fleetingly we may hold on to it. (U)
Every two weeks, like clockwork, through-
out the entire Agency, here at Headquarters
and in the field, time and attendance clerks
begin the process by accumulating and
recording your daily hours of work and leave.
They get your overtime approved and have
you initial and acknowledge leave to be
charged. They sort the time and attendance
cards into a prearranged order and forward
them to Compensation Division (CD). At the
field, while the steps may be different, the
basic process is the same. This is a rather
massive operation since it is conservatively
estimated that there are in excess of 300
time and attendance clerks in the Agency.
Time and attendance cards are measured in
linear feet-6'/a linear feet of individual 3 x 8
machine input cards every two weeks. (U)
 This bulge of paper reaches CD a short
eight days prior to the date you are due
payment. Understandably, schedules are
tight and margins for error negligible. The
payroll technician first reviews every T&A
card received to ensure they are formatted
correctly. Those that are in error must be
corrected. The entire time block allowed this
process is 2'/x workdays. The T&A cards are
passed to ODP for keying into the automated
system, again with a minimal allotment of
time. This keying process is, in fact, only the
tip of the iceberg of involvement of the
technicians in ODP in the Agency's biweekly
payroll. They write the programs which
process pay entitlements, they process the
T&A data and produce the necessary com-
puter tapes and reports, and generally
contribute to the success of the Agency's
payroll effort. (U)
While the automated system computes
your pay due and leave charges/balances,
this process is manually verified through
summary checks and balances performed by
CD. Ideally, by the end of five days of
interaction between the payroll technician
and the system, entitlements have been
determined. On the Monday before your
"date paid," machine tapes of electronic
check deposits are delivered to the Treasury
Department. Early the next day, Tuesday,
checks are delivered to CD for final process-
ing prior to mailing or releasing on the
Wednesday before your "date paid"-
Thursday. This finely tuned and somewhat
precariously balanced process becomes
truly interesting to watch during the not
infrequent periods of stress and strain, such
as the blizzard of '79, yearend W-2 tax
reporting, the annual legislative pay increase
and Congress' penchant for keeping all of us
on the edge of our seats awaiting overdue
appropriation action and continuing resolu-
tions. And yet, we have never missed a
payday-a very miraculous process indeed!
(U)
In between pay processing, while you may
think the pay technician is huddled in the
corner catching his breath for the next cycle
to begin, he is actually making the myriad of
 adjustments to the basic payroll file structure
to ensure your instructions on Savings .
Bonds, deductions to the Credit Union, tax
status, etc., are all current and ready for the
next paycheck. (U)
Payroll systems throughout the govern-
ment, and the Agency system in particular,
are faced with new requirements on a
seemingly daily basis; procedures and sys-
tems are being modified to keep pace with
the various changes mandated by law or
situations which are unique to the Agency.
We have been able to keep pace but only
with some strain and the use of the sophisti-
cated capability of the computer. (U)
What's New in Payroll!
Some recent items which have had major
impact on the system and, for some of you,
have impacted on your financial entitlements
are:
? Mobility Incentive Pay-An incentive to
ensure the needed mobility among per-
sonnet who are subject to frequent
relocations;
? Language Use Award-Additional com-
pensation for employees with needed
foreign language skills;
? Physicians Comparability Allowance-An
effort to provide a semblance of equity
between public and private pay sectors;
? Senior Intelligence Service Pay-Salary
ranges, performance, and other entitle-
ments for senior Agency managers and
executives;
? Electronic Time and Attendance (T&A)
Reporting-Channels T&A data directly
to the computer to allow the payroll
system to compute payroll entitlements.
This system is in operation for overseas
personnel being paid by Headquarters
every two weeks; and
? Electronic Funds Transfer (EFT) of Salary
Payments-A system for making check-
 less salary deposits. Salary data is pro-
vided to the Department of Treasury for
electronic transmission to financial insti-
tutions. EFT must be used by all overt
employees assigned to CONUS who are
paid on a biweekly basis and whose
salaries are deposited to financial institu-
tions that can accept EFT. (U)
If, in spite of the miracles we wrought, you
believe the computer has gobbled up some
of your hard earned dollars, someone has
charged you leave improperly, or your sal-
ary check has disappeared in Friday morn-
ing's trash-first check with your personnel,
administrative, or budget and finance office.
They will be able to answer most questions
or guide you to the resolution of the problem
without referral to the payroll office. How-
ever, if that fails, call us. (U)
Have you noticed the recent changes to
the editorial staff of Exchange? (U)
In October 1979, the Information Services
Staff (ISSI designated a Senior Editor, Mr.
Welcome aboard, Jim. (U)
In January 1980, OP was moved into the
DCI area and was renamed the Office of
Personnel Policy, Planning, and Manage-
ment. as been a Senior Editor
since i i edition of the DDA Ex-
change. He requested that we print one last
article in this issue. Many thanks, Kent, for
your fine efforts. (U)
With this issue,
replaced
25X1A
as the
L enior ditor. Our
25X1A
an cs o r ie and welcome to ~U)
25X1 A
 secret
secret