DDA EXCHANGE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00114R000100130001-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 57
• Document Creation Date: December 12, 2016
• Document Release Date: January 29, 2002
• Sequence Number: 1
• Publication Date: January 1, 1978
• Content Type: CIAPER

january 1978
excfldna?
secret
 No way of thinking or doing, however
ancient, can be trusted without proof.
Henry David Thoreau, Walden
SECRET 1
 Ah~
ddq*'*
excnange
A quarterly publication for the exchange
among DDA personnel of ideas, concepts,
information, and techniques that are of
common interest.
NATIONAL SECURITY INFORMATION
Unauthorized Disclosure Subject to Criminal Sanctions
Classified by 000288
Exempt from General Declassification Schedule
of E.O. 11652, exemption category:
Sec 58(1). (2), and (3)
Automatically declassified on:
date Impossible to determine
 COMMENT ............................................... 4
THE DIRECTORATE ................................ 10
A View of The Senior Officer
Rotation Program ......................... 10
Calling All Women-And Men Too! 13
FORUM .................................................... 16
INNOVATION ............................................ 24
Declassification First ........................ 24
Electronic Funds Transfer ............... 27
The New Look In Instructor Training. 29
Employee Benefits Week ................. 30
DEFINITION ............................................. 32
CCCR-What is it? .......................... 32
ZBB in CIA ....................................... 33
FEATURE .................................................. 38
Behind Every Good Boss ................ 38
Employee Benefits An Update......... 40
ABOUT DDA ............................................ 44
SECRET 3
 Leslie C. Dirks,
Deputy Director for Science and Technology
(C) Last fall the Agency passed its thirtieth
anniversary. While the DD/S&T has roots
which reach back almost 30 years, the
Directorate, as an organization, is consider-
ably younger. The S&T was born some 15
years ago out of the cauldron created by the
"missile gap" panic of the early Kennedy
years. Director McCone, stimulated by that
particular event and also faced with the
dramatic surge of new strategic weapons
systems under development in the Soviet
Union, felt a need to refocus intelligence
assets and capabilities. What was needed,
Mr. McCone concluded, was a sharper focus
on technical intelligence including both col-
lection of raw information and the develop-
ment of new intelligence analysis and pro-
duction capabilities. These twin goals re-
quired both additional people and a different
mix of capabilities. In particular Mr. McCone
saw a critical need to couple more closely
comment
 the technical intelligence analysis elements
of the Agency with the development and
operation of new, improved technical collec-
tion systems. To accomplish these specific
objectives, he established a new Directorate
of Science and Technology in the Agency
combining the then one year old Directorate
for Reseach with the DDI's Office of Scien-
tific Intelligence. Mr. McCone selected Dr.
Albert Wheelon to head up this new
Directorate.
(C) In responding to the Director's chal-
lenge, Dr. Wheelon, during his tenure as
DD/S&T, was concerned with a broad range
of new initiatives aimed at expanding the
technical intelligence production elements of
his Directorate and with formulating and
carrying forward a number of new technical
collection activities. As is always the case
with any major upheaval which impacts
ongoing processes and organizations, Dr.
Wheelon faced not only substantive and
technical challenges but also organizational
and bureaucratic disputes. While some of
these disputes were within the Agency itself,
the most contentious were outside the
Agency and involved a number of well
established vested interests. With the strong
support of Mr. McCone, Dr. Wheelon suc-
ceeded in achieving most of the goals he
established for himself and the S&T.
(C) Dr. Wheelon left a strong base of
operations for Mr. Duckett when he became
the DD/S&T some eleven years ago, Mr.
Duckett concentrated on continuing the
evolution of the DD/S&T, both in broadening
the program base and strengthening the
technical staff. When Mr. Duckett retired 18
months ago he left the Directorate with a
solid program base and with an equally solid
and experienced team of people to carry
forward the various activities.
(C) The DD/S&T is now a major center of
technical excellence and operational compe-
tence and is well accepted throughout the
Intelligence Community. The DD/S&T pro-
vides extensive support not only to the
mission of the CIA, but also to the entire
Intelligence Community. Within the last sev-
 eral years, a number of major management
decisions have impacted on the DD/S&T
mission and on its organizational structure.
These organizational and mission changes,
together with a number of less obvious
adjustments in how the DD/S&T relates with
the internal Agency environment and to the
external Intelligence Community, have led to
a number of significant changes in the
Directorate and how it goes about its
business. While this process of change is still
very much in progress, it might be interesting
and useful to DDA personnel (so many of
whom are intimately involved with the
DD/S&T) to briefly describe several of the
major factors involved.
(C) About a year ago the DDCI, in
consultation with the Executive Advisory
Group, decided that the time had come to
consolidate once again the intelligence pro-
duction elements of the Agency in the DDI
(now .the National Foreign Assessment Cen-
ter). As a result, technical Intelligence pro-
duction responsibilities were removed from
the DD/S&T along with two offices, the Office
of Scientific Intelligence and the Office of
Weapons Intelligence. There is a strong
rationale for this organizational adjustment.
While the intelligence problems of the early
sixties required a singular focus on technical
intelligence and were well served by combin-
ing technical intelligence production with
technical collection, the intelligence prob-
lems have since changed in character. The
Agency's unique role of producing quality
national Intelligence in support of the Presi-
dent and key Cabinet level policymakers is
clearly better served by an integration of
production resources. This combination
makes possible a more effective multi-
disciplinary analytical approach to priority
intelligence problems and results in an
intelligence product more responsive to the
full range of senior officials who depend so
heavily on that product. At the same time the
DDCI recognized the importance of retaining
the close coupling of intelligence production
with technical collection activities. This
coupling had been the key to the past effec-
tiveness of the DD/S&T. The fears of some of
us that this close connection would be lost or
at least diluted have proven in the main to be
groundless. Because it was recognized that
 this close relationship must be protected and
nurtured by all concerned, the new organiza-
tional arrangements are working well.
(C) DD/S&T has for several years provided
a wide range of engineering and technical
operational support to the DDO. I am sure
that there has been some concern in the
DDO about separating this key technical
support activity from the DDO. However, as
in the case of the DD/S&T-NFAC relation-
ship, both DDO and DD/S&T recognize the
importance of fostering a close working
relationship between the two directorates.
This is essential to enhance our technical
support to DDO's critically important oper-
ational components. I believe that this inter-
directorate relationship is working increas-
ingly well and that we are developing the
broad and responsive program needed to
support DDO technical requirements. Within
the DD/S&T we have been able to take
advantage of technical developments from
other programs and to use people with
technical program management experience
to support the DDO. This inter-directorate
dependence, driven by the technical support
requirements, has had the desirable side
effect of bringing the two directorates much
closer together. It has opened opportunities
for cooperation on a wide range of activities
of mutual interest.
(C) The Agency research and development
program has also gone through a consider-
able evolution during the past several years.
As a result of a series of decisions which
began in 1973, the DD/S&T is now respon-
sible for an R&D program supporting the
entire Agency. Dr. Stevens, when he was
Director of ORD, was responsible for design-
ing the procedures which have led to a better
focused and more responsive R&D program.
The R&D program now responds to the
requirements of every Agency component
where long-range R&D is appropriate and to
the degree feasible within resource con-
staints. A notable consequence of the new
program planning process is the dramatic
growth in long-range R&D on basic analytical
methodologies in support of NFAC.
(S) The Agency SIGINT program which has
made many unique contributions in the past
 25X1 A
25X1 A
STATSPEI
is now more vital than ever. The program has
this year been consolidated within the Direc-
torate and is firmly established as an
important. element of the United States
SIGINT System. After more than a year of
detailed discussion and sometimes conten-
tious struaalina, spearheaded initially by
and by
now w OF 1U Mearly efined a
process for insuring the close coordination
of all aspects of the Agency SIGINT program
with the Director, NSA. At the same time, the
agreement allows room for the initiative and
flexibility which has characterized Agency
successes of the past. While the detailed
implementation of these new understandings
is still very much in process, I am satisfied
with the course we are on and optimistic for
the future.
(U) Through NPIC the Director-
ate provides broad support to the entire
community in these important functional
areas. While both of these organizations
were transferred to the DD/S&T from the
:DDI, I am persuaded of the wisdom of the
current arrangement. The basic information
requirements which govern the day-to-day
operations of both groups continue to flow
as they have in the past, directly from the
intelligence production components of the
Agency and the Community. At the same
time both organizations are benefiting from
their closer proximity to the technical and
operational assets of the Directorate.
(C) After a number of years of struggling
and bureaucratic strife, the Directorate is
now well established in national program
areas. The Directorate is recognized through
the Community as a key contributor and
creative innovator on a range of programs of
critical national importance. The Directorate
currently receives over half of its budget
from national programs budgets. It has
direct management responsibility for devel-
opment and operation of a number of
activities and is also responsible for pursuing
advanced technology and for associated
planning for future programs. The key to
Directorate success has been the close
working relationships with intelligence pro-
duction elements which also report to the
 DCI. In no small measure due to these close
connections, the Directorate remains unique
within the Intelligence Community in terms of
flexibility and technical competence and in
the understanding of national intelligence
priorities and problems that should drive
technical collection developments.
(C) None of the successes the DD/S&T has
enjoyed over the past 15 years would have
been possible without the essential and
strong support from the DDA. Over these
years, literally hundreds of DDA careerists
have either served on assignment to the
Directorate or have worked in close support
of the Directorate. We have benefited from
outstanding and understanding support from
all of the offices of the DDA and have been
pleased with the high quality personnel
assigned to us. The understanding and
unqualified cooperation of the several
Deputy Directors for Administration over
these years has been key. While current and
future challenges will no doubt require an
adustment in the patterns of this support, it
will be no less essential to the future than it
has been to the past. I know that the
Directorate will continue to provide challeng-
ing assignments for the full range of support
personnel and that the DDA will recognize
the critical importance of this support for the
long term viability of the DD/S&T.
(C) As the Directorate approaches matur-
ity, we will face a range of new management
and organizational challenges as well as
changes in priorities. The rapid 'growth of
personnel and programs which has been
typical of past years will no doubt decrease.
We will need to maintain the vitality so
essential to new and innovative programs,
but to do so we will have to pay increasing
attention to development of technical and
operational competence and to freshness of
approach. Training, flexibility in assignment
of key people, and careful recruiting of new
people will all be increasingly important.
While the realities of the future will give rise
to new and different challenges, we can look
to that future with confidence and optimism.
I am certain that the Directorate, along with
our sister organizations, will successfully
master the challenges ahead.
(SECRET)
 25X1 A
the directorate
A VIEW OF THE SENIOR OFFICER
ROTATION PROGRAM
ML) ODP
An attempt to measure the success of the
senior rotation program, now over one year
old, at once raises the question of how the
strategy is to be judged. In fact, the
evaluation may be as much an act of
judgment as the original conception, and as
subject to error. Although the program may
not have achieved cerebral ecstasy with all
involved, I judge the program to be beneficial
to the Agency. On the individual level the
program provides the challenge and excite-
ment of a new career without the inconven-
ience and risk of changing the employer. For
the host organization a limited amount of
new blood can provide protection against
the myopia and stagnation that may result
from inbreeding. Overall, the Agency should
benefit from the improvement in the mix of
talent, skills, knowledge and maturity of the
personnel.
The DDA's announcement of the program
in October 1976 marked an unprecedented
deviation from past practices. As in all new
endeavors risks exist to threaten benefits
and precautions require attention. The selec-
tion procedures had to be sufficiently accu-
rate to identify personnel with adequate
intelligence, experience, supervisory ability,
initiative and motivation to contribute and
compete in an unfamiliar situation. (It is
probably unanimous among the participants
that management did an outstanding job in
this area.) The host organization has to
possess the commitment and tolerance to
encourage and evaluate the opinions and
perceptions that an outsider should possess.
Success in these two areas will guarantee a
viable program.
The program has provided an insight that
did not occur to me as a user of centralized
services. Although anyone realizes that
scheduling and queues are inevitable with
the efficient use of any centralized service, it
is not generally recognized that even if a
 supreme being would establish priorities in
the best interest of the Agency, there would
be some dissatisfaction.
Components have a penchant to nega-
tively stereotype centralized services when
individual demands are not met. After occa-
sional participation as a belligerent user of
centralized services, it was enlightening to
observe through the program that central-
ized services also classify users. Here is how
it goes in the applications area of ODP, the
area of my present assignment. Imagine a
straight line, a continuum. Start at the left
with the hostile entities that are cloistered
and protective. Next, moving toward the
right, would be some combination of the
uncomprehending, the inattentive and the
unsympathetic. Adjacent to this category are
the aggressively ignorant. Next are the
technically competent but parochial. The
higher levels include the sophisticated user
who cooperatively works with ODP to select
the system with the most attractive cost
benefit trade-offs.
Classifications can be destructive. It is
particularly unfortunate when difficulties are
rooted in inadequate understanding and
poor communications. Knowledge and ex-
perience should bestow on users of central-
ized services greater sophistication. Knowl-
edge and experience should instill in the
provider of the service a greater sensitivity to
the requirements of the user. The rotation
program can help diffuse the knowledge,
experience, attitude and sensitivity to effi-
ciently conduct the diversified functions of
the DDA.
(ADMINISTRATIVE-INTERNAL USE ONLY)
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 25X1 A
(C) DDA Federal Women's Program Working
(U) On 15 September, the DDA Federal
Women's Program Working Group held a
meeting in the auditorium to introduce DDA
women to their representatives, and vice
versa. Mr. Michael J. Malanick, A-DDA, the
keynote speaker, expressed DDA manage-
ment's strong support of the Women's
Program, and made reference to a memo-
randum from President Carter stressing
support of the program. He also described
the AIM and FUST programs developed to
en's
Program Coordinator. de-
tailed the history and
program in the Agency.
DDA Equal Employment officer,
the DDA "Total Woman," a composite of
DDA's many talented women. Each DDA
ment in the DDA.
Federal Women's
king Group, introduced
and Chairman of the
25X1A
25X1 A
25X1A
 25X1 A
component representative to the DDA Work-
ing Group was recognized with a brief
biographic profile. Included in the program
was a showing of the film, "We, The Women"
narrated by Mary Tyler Moore which pro-
vided highlights of the women's movement in
the United States. The standing room only
audience was evidence of DDA women's
interest in this program.
(U) The Working Group is presently made
up of:
(U) The Group works closely with the
Federal Women's Program Board to ensure
equal opportunity for women, identify ac-
tions needed to meet those goals, identify
problems and issues, promote activities to
increase the awareness of DDA personnel
concerning Agency and Government-wide
goals and programs for women, make rec-
ommendations as appropriate, and annually
report on progress and accomplishments.
(U) Get to know your representative and let
her know of your interest in this area. We
welcome suggestions, comments,. and your
active support.
(UNCLASSIFIED)
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 SECURITY ................................................ 17
Arrests Lead to Espionage Convictions
COMMUNICATIONS ................................ 17
Emphasis on Accountability
MEDICAL SERVICES .............................. 19
What Have You Done For Us Lately?
LOGISTICS .............................................. 19
Support Trend of the Future?
TRAINING ................................................ 21
Task Force on Critical Training Needs
PERSONNEL ............................................ 21
A Survey with Impact
DATA PROCESSING ............................... 22
Top. Management Gets Involved in ADP
FINANCE .................................................. 23
Implementation of the General Ac-
counting Systemn
1977 was an especially eventful year for
the Agency, for the Directorate, and for each
of the offices.
And so, as we turn the calendar with this,
the first issue in 1978, we asked each of the
Deputy Office Directors the question: "In
your opinion, what was the most interesting
event in your Office during 1977?"
16 SECRET
 security
ARRESTS LEAD TO ESPIONAGE
CONVICTIONS
communications
EMPHASIS ON ACCOUNTABILITY
OC
OS
The arrests of Edwin G. Moore, in De-
cember 1976, and of Andrew D. Lee and
Christopher J. Boyce in January 1977 on
charges stemming from their attempted/ac-
tual compromise of CIA classified material
have had a resounding impact on OS.
Despite the large expenditure of effort, time
and money centered on assessing damage
done and minimizing recurrences of such
actions, one thread common to both cases
emerged preeminent: The success of our
security program in the past and our hopes
for the future depend, most importantly,
upon the integrity and reliability of our
mployees and others who are exposed to
rued that locks, bars, safes and other
purity hardware can never substitute for
t vital human element.
NCLASSIFIED)
(U) The most interesting event of 1977 in
the Office of Communications spanned the
entire year. This event was a continuing
demonstration of the newly generated inter-
est in accountability. We saw it manifested in
the activities of the House Appropriations
Committee (HAC), the Office of the Inspector
General, and the OC Reorganization Task
Force (RTF).
(C) The HAC investigation was motivated
principally by the relative size of the OC
budget; but it no doubt received impetus
from the widespread Congressional interest
in the Agency over the past three years. The
investigation was thorough. It was conducted
over a period of nine months by two
members of the Surveys and Investigations
Staff, HAC, who had complete access to OC
files, personnel, and installations. They also
had access to our customers inside and
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 medical services logistics
"WHAT HAVE YOU DONE FOR US SUPPORT TREND OF THE FUTURE?
LATELY?"
OMS has undergone a subtle but signifi-
cant change in its direction over the past 2
years. Substantial commitment to health
education by OMS and active participation
by all employees are the essential hallmarks
of this change. The participation by em-
ployees in programs for detection of breast
cancer and high blood pressure, cardio-
pulmonary resuscitation (CPR) training, and
voluntary health screening has been exten-
sive and gratifying. This enlightened re-
sponse by employees is the most interesting
event during the past year and encourages
us to move toward our joint goal of increased
effectiveness and well-being as individuals.
You've done a lot for us (and yourselves)
lately.
(UNCLASSIFIED)
(U-AIUO) OL participated in an extremely
diverse range of activities in 1977, from
renovating and furnishing the Community
Headquarters Building to providing logistical
support for the swearing-in ceremony for
Admiral Turner and for the Project OUT-
REACH tours; to a major consolidation of the
printing plants at Headquarters, to planning
for the procurement and physical facilities
for NFAC's Project SAFE. Of more long-term
interest, though, was the establishment of a
trend in how OL will probably support
foreign operations in the future.
(C) Along with the rest of the Agency, OL
has lost a significant number of logistics
positions overseas. Requirements for logisti-
cal support haven't dropped a correspond-
ing amount, and operating components are
more frequently tasking OL for TDY support.
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 training
personnel
TASK FORCE ON CRITICAL TRAINING A SURVEY WITH IMPACT
NEEDS
An OTR Task Force conducted a survey on
"Critical Training Needs," and the Director
of Training reported on it in January 1977 to
the Executive Advisory Group. The survey
indicated that the critical areas of training for
all directorates except DDO are manage-
ment, administration, and clerical training,
and general or orientation courses. In the
DDO, the major concern, as expected, is
operations training, followed by manage-
ment and foreign language training. The
interviews of office and staff chiefs across
the Agency also provided a general endorse-
ment of OTR training.
(UNCLASSIFIED)
The Executive Advisory Group met more
than a dozen times during FY 1977 on
personnel-related matters-hence, it was a
busy year for OP. Of the many events we
could identify, one, which actually took place ?
in the Transition Quarter preceding FY 1977,
proved to be of outstanding importance. As
its analytic payoff occurred during last year,
it is appropriate to relate it to FY 1977. In the
summer of 1976, OP surveyed 25 percent of
the Agency's employees on their perceptions
of personnel management effectiveness. The
results were summarized for the Director in
October 1976 and were highlighted subse-
quently in an Employee Bulletin. A compari-
son of the results for the different Career
Services was completed in April 1977. In
recent months, more detailed analyses have
been completed for the heads of Career
Services.
 The results of the survey have been of
great interest to management, provoking a
series of questions by the present and
former DCI's, the DDCI, the Executive Ad-
visory Group, and employee groups. In
consequence, a number of management
actions have been taken. These include:
? the adoption of new regulations for
consistent promotion and separation
policies.
? a new policy to rate supervisors on
their performance in handling initial
assignments of employees.
? a revised procedure to identify low-
ranked employees.
? a revised regulation on grievance
procedures.
? a review of the use of letters of
instruction and of quality step in-
creases.
Additional actions are likely in the future,
particularly in matters relating to career
development.
(UNCLASSIFIED)
TOP MANAGEMENT GETS INVOLVED
IN ADP
The most interesting event during 1977
was the assumption by the Executive Advis-
ory Group (EAG) of the responsibility for
managing Automatic Data Processing (ADP)
resource planning and utilization throughout,
the Agency. The EAG will establish an ADP
budget during the CIA program review
focusing on the functional use of ADP and
major ADP investments. During the operat-
ing year, the EAG will review the cost
effectiveness of all major, projects which are
currently supported by ODP. Top manage-
ment will, for the first time, be in a position to
make Agency-level decisions on priorities
when contentions for limited ODP resources
arise. Further, all key ADP investment issues
will be reviewed at the EAG level to ensure
that our large ADP expenditures are in the
overall interests of the Agency.
(UNCLASSIFIED)
 finance
IMPLEMENTATION OF THE GENERAL
ACCOUNTING SYSTEM
From a professional point of view, I would
have to say that the most interesting event
that occurred during Fiscal Year 1977 was
the implementation of the General Account-
ing System (GAS). Of course, on the whole,
other things that happened in Fiscal Year
1977 were also quite interesting; such as the
continuing probes, reviews and surveys by
the various committees in Congress, certain
changes in handling funds received from
other government agencies, negotiations
and studies done in conjunction with the
State Department for OMB on State/CIA
relationships, etc. However, the impact of
GAS and the future implications of this
automated system to the financial integrity of
the Agency in years to come cannot be over-
emphasized. It is probably one of the most, if
not the most, sophisticated accounting sys-
tem developed by any agency of the United
States government. It is being used as a
model by the Interagency Data Base Group
and has been the subject of much interest
and briefings to other government agencies.
(CONFIDENTIAL)
 innovation
Michael J. Malanick, A-DDA, declassifies the
first document under the Agency Records
Review Program on 18 November 1977.
(C) Directorate Focal Point Officers assigned
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 a.-x rx-...,t rtx, ys x
,x. xr rr..tYxrx.,, , ,x-rxt `+fxr.exY.rx..
rxt r~ x. " xtr., ?....,,x..fx,
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First documents to be declassified under the
Agency Records Review Program, produced
by the Office of Reports and Estimates.
 ELECTRONIC FUNDS TRANSFER
On 23 January 1978, we will deliver a
computer tape to the Washington Disbursing
Center (WDC), Department of the Treasury.
This tape will contain the name, bank
account number, and amount of annuity for
each overt CIA retiree (under the CIA
Retirement and Disability System (CIARDS))
who has authorized deposit of annuity to his
bank via electronic funds transfer (EFT). Four
days later, the WDC/Treasury will send this
information to the Federal Reserve District
Office in Richmond, where the deposits will
be computer sorted into geographic areas
based on allottee bank location, then
merged with similar data from other EFT
tapes from other employers and/or retire-
ment systems. Two days later, a computer
tape will be prepared which contains the
deposit information for all banks in the same
geographic area and the data will be sent
electronically to the Federal Reserve Bank
which serves that geographic area. Here,
further computer sorting and merging again
takes place, and on 1 February the deposit
information will be sent by special courier or
electronically to the retiree's bank and the
annuity amount credited to his account. No
check to be lost in the mail, no delay in
deposit because the check was delayed in
delivery-a sure thing!
EFT was developed by various industrial
and financial associations in conjunction with
the Federal Reserve Board, the Department
of the Treasury, and the National Automated
Clearing House Association. The glut of
commercial paper sent for clearance through
the banking industry has risen to the point
where the volume is seriously taxing the
clearance system, despite mechanical sort-
ing devices. The solution? Don't draw a
check-send only the amount to be credited.
The computer was a natural for this purpose,
and EFT is the result. Communication lines
are being expanded and switching terminals
installed to handle the traffic which, hope-
fully, will become the rule rather than the
exception. The banking industry benefits by
SECRET 27
 reduced costs for handling bank debits and
credits, and will be able to provide better
service to its depositors. The employer
benefits by the elimination of costs for
preparing checks. The individual benefits
because he will no longer have to worry
whether his check has been deposited to his
account.
the Treasury is working on the expansion of
this program to include salary deposits;
implementation for Treasury personnel is
targeted for late in calendar year 1978. The
Agency expects to implement EFT proce-
dures for salary deposits of overt CIA
employees who elect the option as soon
thereafter as feasible. It is anticiptated EFT
procedures also will be implemented for
salary deposits of personnel under official
cover in phase with implementation of EFT
procedures by the cover agency, if possible.
Force Retirement, Veterans Pensions, and (UNCLASSIFIED)
now overt CIARDS Retirements. This is a
voluntary (elective) program-the individual
is not required to participate. Naturally, he is
being encouraged to participate because of
the tremendous savings (currently estimated
as 15 cents for each deposit each month)
that will be realized by the government and
the benefits that will accrue to the individual.
Many government retirement systems are
now sending annuity deposits by EFT for all
personnel electing the option-Civil Service,
Railroad Retirement, Social Security, Air
Although this service is not yet available
for the deposit of salary entitlements of
government employees, the Department of
28 SECRET
 THE NEW LOOK IN INSTRUCTOR
TRAINING
ability" in this, along with other OTR
programs.
In addition to being available for small
groups, Instructor Training is now offered in
a tutorial mode as well. Work is being done
to provide yet another option for the student:
an individualized self-paced version. It is
anticipated that this learning alternative will
be available by early spring.
Yet another change is the running of the
course on a scheduled, rather than on an
Formerly known as the "Instructor Train-
ing Workshop," this 10-day course has been
pared down in title to simply "Instructor
Training," and in length to 5 days.
One of the major reasons for this change
was the increasing difficulty of participants in
getting away from their jobs for more than a
week at a time.
To maintain as much of the established
content as possible, certain activities-such
as readings and lesson preparation-now
take place outside of class, primarily as pre-
course work.
Greater emphasis is placed on lesson/
course analysis and design and on post-
instruction evaluation procedures; as the
course's sponsor, the Instructional Develop-
ment Branch strives to promote "account-
"on-call" basis. Scheduling and other infor-
mation on the new look of I
ma be obtained by calling
on
(UNCLASSIFIED)
25X1A
 The newspaper reports that medical costs
have climbed to another high with hospital
expenses approaching $200 per day and you
wonder-can I afford that if I get sick? A
colleague in the office next to you opts for
early retirement so he can travel a little and
then pursue that second career he has been
thinking about, and you wonder-could I
retire now-how much would my annuity be?
At lunch in the cafeteria you overhear a
conversation about someone being seriously
injured on the job, and you wonder-who
pays his medical bills, does his salary
continue, for how long, what if it was me?
Your secretary works to supplement the
family income so that a college education will
be assured for her daughter but the rising
cost of education seems to put it out of
reach, and you wonder-isn't there some-
one, somewhere who can help that bright
young lady get her degree? Someone in the
carpool says he's got enough life insurance
so that if he dies, his kids can still go to
college and there will be enough left over to
comfortably supplement his wife's survivor
annuity, and you wonder-is there some way
my budget can provide that kind of protec-
tion-and you wonder, if I die will my wife get
a survivor annuity? It was rumored yesterday
that the boss's son needed a great deal of
blood to pull him through surgery, and you
wonder-how was the blood made available,
should we offer to replace it, would blood
have been available if it were my son, or my
wife, or me?
The answers to these worrisome questions
and a hundred more like them are as close
as the telephone but few employees take the
time to get the answers. Just as almost all of
us read the auto insurance policy after the
accident-the fire insurance policy after the
smoke has cleared-almost all of us look
into what benefits our employer provides
only when we are faced with an actual need.
By so doing we throw away a big benefit
from our benefits package-the peace of
 mind that comes from knowing how we are
already protected in case a need arises.
This idea became the springboard that
launched Employee Benefits Week. The
original intent was to place a booth in the J
corridor of the first floor of headquarters
building where a graphic display and a
generous offering of literature would encour-
age noontime passersby to raise benefits
questions of representatives from Personal
Affairs Branch, Insurance Branch, and Re-
tirement Operations Branch. However, from
opening day on 15 August, employee re-
sponse was almost too good. The benefits
experts were kept so busy that they hardly
had time for more than brief general ques-
tions and replenishing of the stacks of
handouts. The "Booth" was open daily for
one week from 11:30 a.m. to 1:30 p.m. By
closing on Friday, 19 August, there was
some decrease in customers but they were
still there in significant number as the booth
was shut down for the last time. Over 20
different pamphlets covering FEGLI, health
benefits, CIARDS and Civil Service retire-
ment, VIP, the Blood Donor Program,
GEHA's insurance offerings, the. Educational
Aid Fund and the Public Service Aid Society
were made available. Over 6,000 pieces of
literature were picked up by inquisitive
employees during the 10 hours the booth
was open.
We don't know how many hours have
since been spent reading all that literature
but we had fun in passing it out. All the
favorable comments that were volunteered
during "The Week" made it all the more
enjoyable. We just hope the next time an
employee has cause to wonder about a
particular benefit need, he or she will
remember Benefits Week and give us a call.
Telephone extensions for Personal Affairs
Branch, Insurance Branch and Retirement
Operations Branch may be found under the
Office of Personnel in the yellow pages of the
Agency Telephone Directory.
(UNCLASSIFIED)
SECRET 31
 definition
(S) In order to assist in meeting the
challenge of terrorist actions throughout the
world, OMS has formed the Center for
Counterterrorism and Crises Response. The
Center provides behavioral science support
and guidance to the Agency and the Intelli-
gence Community in the areas of counter-
terrorism and limited force crises.
(C) Composed of a staff with backgrounds
in psychiatry, the behavioral sciences and
criminology, CCCR attempts to understand
the psychodynamics of individual terrorists
and terrorist groups. This involves the collec-
tion and analysis of relevant behavioral
information from both overt and covert
sources.
(U) CCCR also addresses the problems of
the victims of terrorism. In this area CCCR
develops guidance to be used by potential
victims of threats, assassinations, kidnap-
pings, hijackings, etc. Attention is also paid
to the management of victims following such
trauma. Reentry problems and post-crisis
somatic systems are some of the areas
under study.
(U) A third major function is the develop-
ment of crisis management techniques and
their application to ongoing crises. Generally
this takes the form of providing guidance to
the managers and decision makers through
appropriate channels.
(S) During the past year CCCR carried out
its functions in three areas: data collection,
training, and crises management. Manage-
ment profiles of skyjacking incidents were
developed from data provided by airline
crews and debriefing of released hostages.
Information on the management of terrorist
incidents in Europe and Israel was collected
through TDY travel to those areas.
(S) In the area of training, CCCR personnel
regularly participate in OTR training pro-
grams such as the Special Overseas Orienta-
 (SECRET)
(MF) O-Compt
(U) Have you seen no potential impact of
zero-base budgeting (ZBB) on your job? Is
ZBB just another of the short-lived fads such
as PPB and MBO brought to you in an ever-
changing budget and management alphabet
soup? If you answered yes to the above
questions, read on and greatly enhance your
chance for success and happiness in your
Federal career.
(U) Zero-base budgeting is a planning,
budgeting, and management system that is
being used to develop the Fiscal Year 1979
Federal Budget. Though new to the Federal
Government in its present form (the US
Department of Agriculture made an abortive
attempt in the early 1960's at analyzing their
budget program from ground zero up), zero-
base budgeting has been used by business
 organizations and local and state govern-
ments for several years. Zero-base budget-
ing popularity advanced significantly be-
cause of attention and support of President
Carter, but it is more than just the Presi-
dent's support that makes zero-base budg-
eting a valuable management and budget
process.
(U) Zero-base budgeting provides for an
examination of the entire program and not
just the increment that is being added or the
resources at the margin of the requested
level. The traditonal incremental budgeting
approach of the Federal Government offers
budget officers and management decision-
makers the option of saying yes or no to a
program buildup, but little chance to review
a range of options and trade off resources in
the base for new programs. Zero-base
budgeting is an attempt to correct this flaw
in traditional budgeting and provide . line
managers a chance to participate in a
systematic review of budget priorities of the
entire range of options from the minimum
level that puts you out of business to a Santa
Claus list of all the resources any power-
hungry manager desires. It is this focus on
the range from the minimum to the maximum
that brings the budget base under scrutiny
and gives managers a queasy feeling that
any sacred cows hidden in the budget base
may be discovered and lost to higher priority
needs. The application of zero-base budget-
ing to the Federal Government brought not
only the departure from budgeting for busi-
ness as usual at an increased level but also
new terminology and forms to be
understood.
Primer on ZBB Terminology
(U) Zero-base budgeting need not be
cumbersome and in a simple approach
involves only 5 steps:
? Identification of decision units-deci-
sion units are the program or organi-
zational entities for budget prepara-
tion for which top managers make
significant decisions on the amount of
spending and the scope or quality of
work to be performed.
34 SECRET
 ? Development of decision packages-
decision packages are the alternative
program or activity levels and re-
source requirements for decision units
at the various levels, i.e., minimum,
austere 1, 2, 3..., current or enhanced
1, 2, 3....
? Ranking of decision packages-this
process allows managers to array
program or activity levels in decreas-
ing order of priority.
? Preparation of detailed budget esti-
mates for inclusion into the Presi-
dent's Budget for Congressional ap-
propriation-this process requires a
document formulated by zero-base
budget techniques and presented and
defended in traditional budget con-
cepts with appropriate crosswalks be-
tween the two budget approaches.
? Implementing zero-base budgeting as
a management tool for the operating
budget.
C/A ZBB Experience
(C) The CIA experience with zero-base
budgeting began several years prior to the
1979 Budget. A modified form of zero-base
budgeting has been used by CIA since the
mid-1970's when a budget program struc-
ture using resource packages was devel-
oped. The resource packages were, in fact,
decision units. The 1979 Budget was devel-
oped from the approximately 400 resource
packages (decision units) which were divided
into 932 decision packages. These decision
units and packages were incorporated at the
directorate level into 65 decision units. The
Office of the Comptroller ranked the 65
decision units into 285 decision packages.
For the National Foreign Intelligence Pro-
gram (NFIP), these were packaged into
seven consolidated decision units and 46
consolidated decision packages but this
consolidation step had little or no signifi-
cance on the ZBB process. The 65 decision
units are roughly at the office component
level, although some combine various com-
ponents or provide a breakdown of a single
component.
 (U) The budget formulation, review and
ranking process involved more Agency man-
agers in the budget process. The setting of
management objectives and ranking meth-
odology began at the component level with
review and re-ranking at the various man-
agement levels. The final ranking of Agency
programs was developed by the Office of the
Comptroller and reviewed and approved by
the Executive Advisory Group.
not been made on the requested level for
CIA and NFIP for 1979. Indications are that
CIA stands in good stead to obtain the
required resources to handle increasing
quantities of information, improve the quality
of finished intelligence, maintain our clan-
destine collection and operations skills and
provide the necessary support for the Intelli-
gence Community. Our continued success
depends on our ability to plan, budget, and
manage through the ZBB process.
Budget was implemented on a crash basis (CONFIDENTIAL)
throughout the Federal Government and the
CIA and NFIP experience show the impact of
this. The short implementation schedule
made it impossible to train properly, the size
of the completed budget book tripled from
last year and the internal Agency process
was uneven in results among directorates.
The overall Agency process appears to have
been very successful and the make-up of the
932 CIA decision packages helped highlight
our requirements for appropriate high rank-
ing in the total NFIP. As this article is being
written, the final Presidential decision has
(C) The zero-base process for the 1979
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 BEHIND EVERY GOOD BOSS...
Is An Efficient, Professional Secretary!
Many times this phrase is said in jest, but
when it is said directly by your own boss, it
takes on more meaning and you can believe
it is true.
My career started in 1949 at the Depart-
ment of Agriculture as a temporary appoin-
tee, GS-01. As my shorthand was stale, I
ended up typing eight hours a day. Under the
supervision of a professional secretary, I
quickly became aware of the shortcomings
that would preclude my advancing to the
rank of a true Executive Secretary. I periodi-
cally took brush-up courses in shorthand at
night in order to maintain a fast speed and
hopefully take on more responsibility in the
job.
After spending two years abroad as a
contract employee, I entered on duty with
the Agency in September 1956. 1 had
feature
 the usual secretarial training/orientation
courses. My career has taken me throughout
Europe as well as to the Far East, starting as
a branch secretary, division secretary and on
to Chief of Station secretary. In October
1972 I was fortunate to be in the first group
of secretaries selected for the Executive
Secretarial Seminar, which is now entitled
Office Management Seminar. Most of the
secretaries had been on board for many
years and were well aware of the problems
encountered in managing front offices. The
problems seemed to be common to all and
were exhaustingly discussed from early
morning until late in the evening. The course
proved to be interesting, productive and
beneficial to all attendees. The group re-
turned to their respective offices with a
keener sense of management responsibility.
This course is still given by OTR and is
certainly recommended to all senior secre-
taries who want insight in approaches to
better management of their offices.
Based on personal experience, advance-
ment requires hard work, self-determination
and a great deal ? of initiative. There will be
good times and bad times. The true profes-
sional secretary must constantly bear in
mind that the boss will expect the very best
at all times and in all respects. The key
ingredient is to learn how he thinks and what
he thinks. Knowing this will assist in provid-
ing the support he needs and the relief from
small details. An efficient secretary is not
only part of the staff but also a most
essential person with much responsibility. If
the secretary feels her input can assist her
boss in making the right decision, it is her
duty to offer recommendations and sugges-
tions. The secretary often is the boss' closest
confidant in the office and must be compe-
tent enough to relieve him of his more
routine responsibilities. Remember the boss'
schedule comes first, even though it will
occasionally conflict with the secretary's.
The boss expects neatness both in product
as well as personal appearance. A sloppy
performance is quite often related to a
sloppy appearance. These are just some of
the important characteristics or traits of a
good and efficient secretary.
SECRET 39
 Many secretaries have opted to move on
to other fields, and maybe some day an
opportunity will open for me. Meanwhile, I
will continue to take pride in doing my best in
managing the office and, most of all, having
my boss' career and best interest at heart.
Being a good, professional secretary is like
all professions, if you have the desire to
strive for perfection, then you will attain your
"place in the sun." It has been a broad range
of experience, and I have enjoyed my career
with the Agency to its fullest extent.
After working twenty years in another
Directorate, I have now transferred to the
Office of the Deputy Director for Administra-
tion-a whole new world with many new
challenges.
(UNCLASSIFIED)
The following is a summary of various
items with which the Retirement Affairs
Division of OP has been concerned with
during the past few months.
Financial Planning Seminar
The idea of this seminar was conceived in
RAD/OP some years ago. A brief version of it
was conducted at NPIC earlier this year as
an experiment. Experience was so favorable
that approval was sought and obtained to
expand the concept to an Agency-wide
basis. Two outside speakers were brought in
and, together with a representative of OP,
they conducted a Financial Planning Seminar
in the Auditorium on the mornings of 21, 23,
and 27 September 1977.
The Seminar was intended principally for
younger employees and is designed to
impart an understanding of the elements of
 financial security, to describe how the bene-
fits deriving from Federal employment are a
part of such security, to emphasize the
importance of protecting acquired assets
and to suggest other sources of information
and guidance on this important subject.
Apart from supplying such information, the
principal objective of the Seminar was to
catalyze the efforts of those in the audience
to become actively involved in planning their
own financial futures. The "feedback" from
members of the audience suggested that the
objective was achieved. Comments such as,
"It opened a whole new world for me," "it
made me realize things that I had never been
aware of," and "I was prepared to be
interested but I became enthralled" were
typical.
RAD/OP was responsible for the planning,
support to and arrangements for the Semi-
nar and will be the action office for future
seminars of this type. The turn-out, about
275 each day, for the September seminar
was good and it is anticipated that it will be
offered again, probably on an annual basis.
You should make a point of "talking it up"
next year-and you come too!
This annual seminar was held this year on
5 mornings between 1 and 15 November
1977 in the Auditorium. It focused on areas
believed to be of general interest and
concern to all prospective retirees. A combi-
nation of Agency and outside speakers were
used, including a panel of Agency retirees
who discussed their experience since
retirement.
Attendance at this year's seminar was very
good. Subjects covered included housing
and relocation, continuing education, legal
pitfalls and opportunities, dealing with
stress, financial planning, tax strategies,
testing and counseling, post-retirement em-
ployment and activities, and Social Security.
The Director spoke at the second session
of the seminar, emphasizing the importance
which top management places on the sub-
SECRET 41
 25X1A
ject of retirement planning. Readers of the
DDA Exchange are reminded that although
the Retirement Seminar is offered only once
a year, individual retirement counseling ses-
sions are available to employees every work
day of the year.
Voluntary Investment Plan (VIP)
The Board of Trustees of the VIP held a
general meeting in mid-July 1977, in the
Auditorium. This meeting was open to all VIP
participants and any other interested em-
ployees. The purpose of the meeting was to
permit those in attendance to raise ques-
tions concerning the VIP, to make sugges-
tions regarding its operation and to get to
know the members of the Board of Trustees
and their Advisors. Although attendance was
not great, the meeting resulted in some
useful exchange of information and ideas.
Those questions which could not be an-
swered on the spot were considered later by
the Board and appropriate answers were
then posted on the Agency bulletin boards
for the information of all participants.
The brochure on the VIP which was
published in 1973 is being revised and up-
dated. It is expected that the new version will.
be printed prior to the end of 1977. Distribu-
tion to all employees is not planned but any
employee interested in VIP or any present
participant can obtain a copy by calling the
VIP Officer on extension~A copy of the
brochure will be sent to each component
Personnel Officer and Support Officer in
order to promote their familiarity with the
Plan and to enable them to provide "first
echelon" answers to employees' questions.
The VIP Board of Trustees maintains a
continuing review of the performance of the
investment media in which the VIP partici-
pates and examines alternative investment
options in line with the goals for the VIP.
Options reviewed recently have included
index funds, bond funds and flexible policy
funds.
(UNCLASSIFIED)
42 SECRET
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 about dda
SUMMER ONLY EMPLOYMENT .......... 45
REINVESTIGATION PROGRAM ............. 46
KEEPING UP WITH CAS ...................... 48
PROJECT OPPORTUNITY ..................... 51
BEHIND 15 MINUTES OF HISTORY.... 53
 For the past 24 years, with the exception
of the summer of 1964, children and wards
of Agency employees have been given the
opportunity to compete for a limited number
of Summer-Only appointments in the Agen-
cy. Such employment opportunities neces-
sarily have been restricted to these depen-
dents for economy and security reasons.
Dependents work from mid-May through 30
September, performing essential temporary
or backlogged work. Their duties generally
are those of clerks and typists.
The program was small at its inception but
requirements, employee interest in the pro-
gram, and the number of applicants and
participants grew rapidly. During the period
1966-1970, the Agency received an average
of 749 applications to fill an average of 480
positions. In 1971, the number of depend-
ents employed was 200, approximately half
the number employed in 1970. The reasons
for this reduction were (1) budgetary restric-
tions imposed on the program and (2)
complaints that some dependents were not
fully employed. In recent years the Summer-
Only Program has been limited to approxi-
mately 225 dependents.
Each year around mid-October OP distrib-
utes a Headquarters Notice announcing the
Summer-Only Program. This Notice sets
forth specific application procedures and
provides general information about the pro-
gram. Dependents are selected for the
program based primarily on the scores
received on the Agency clerical aptitude
tests. They must also meet medical and
security qualification standards. Those who
wish to be considered for jobs requiring
typing are invited to take the Agency typing
test.
Qualified Summer-Only employees are ap-
pointed at the following grade levels: high
school graduate-GS-02; one or more years
of college-GS-03. Those selected must be
willing to work in any of the Agency's various
 locations within the Washington, D.C.
metropolitan area. Assignment of the Sum-
mer-Only employees is the exclusive respon-
sibility of OP. If possible, efforts are made to
place these employees in positions which will
give them basic experience in occupations
which they have chosen for their future
careers.
The Agency Summer Employment Pro-
gram has always been extremely popular
with Agency employees and their depend-
ents. As expected, the majority of summer
employees find their jobs routine and less
than challenging. Nevertheless, a large per-
centage of these employees indicate a high
degree of satisfaction and enjoyment with
their brief exposure to the Agency. Although
it is commonly understood that the program
is not intended as a recruitment device, it is
obvious that this brief exposure has influ-
enced the career decisions of some depend-
ents who have indicated a definite interest in
later career employment with the Agency in a
professional capacity.
(UNCLASSIFIED)
(U) Why me? I've been a dedicated and
loyal employee for 10 years. Doesn't Security
know I'm under cover? I don't have time to
fill out this form.
(U) I'm sure DDA Exchange readers have
heard or used these and other expressions
of exasperation and disbelief when notified
of their consideration for reinvestigation.
After all, all Agency employees go through
exhaustive Security screening prior to their
entrance on duty. The CIA is generally
acknowledged to have high caliber em-
ployees. Why then, a reinvestigation? 25X1 ,
(C) The program for systematic review and
clearance update of Agency employees was
formalized in April 1961, the requirements of
which were set forth in HR _ The
Martin-Mitchell and Dunlap espionage cases
at NSA, FBI studies, and information re-
ceived from Soviet defectors pointed toward
the need for a continuing program to identify
 potential security vulnerabilities or problems
of a personnel security nature which could
develop into an actual threat. The recent
Edwin G. Moore case and the Boyce-Lee
case in industry have served to strengthen
the justification for a continuing reevaluation
of clearances within the Intelligence
Community.
(C) As with any program dealing with large
numbers of people and limited resources,,
the Reinvestigation Program has had its ups
and downs in terms of staying on a five-year
cycle. The Reinvestigation Program has had
to defer occasionally to high priority projects
which were draining manpower within OS.
Consequently, reinvestigations have fluctu-
ated from year to year with as few as 445
completed in 1963 to a high of 3,129
completed in 1969. OS anticipates closing
between 1,500 and 2,000 reinvestigation
cases in 1978.
(C) Among employees the two aspects
most often discussed about reinvestigation
are: first, the field investigation during which
interviews with associates are conducted
and records checks are made; and second,
the reinvestigation polygraph interview
which, unlike the more comprehensive pre-
employment polygraph, deals with counterin-
telligence matters.
(C) If an employee has any concerns about
any aspect of a reinvestigation, no matter
how slight, it should be brought to Security's
attention by calling- (red).
(U) OS has not intended its efforts in
reinvestigation to be in any way punitive,
coercive or threatening. The Reinvestigation
Program is simply an orderly and periodic
review and updating of the clearances of all
CIA employees. It is an important aspect of
the protection of the Agency's resources,
products and, most importantly, its people.
(CONFIDENTIAL)
 The basic procurement authority for the
Agency is contained in Sections 3 and 8 of
the CIA Act of 1949, as amended. This Act
authorizes the CIA to procure necessary
supplies and services by either formally
advertised or negotiated procurement meth-
ods in accordance with selected provisions
of the Armed Services Procurement Act of
1947, which is implemented by the Armed
Services Procurement Regulation (ASPR).
Therefore, it is the policy of the CIA to follow
ASPR in effecting procurement to the maxi-
mum practicable extent, except in those
areas where the Federal Procurement Regu-
lations (FPR) are applicable to all executive
agencies. An example of the application of
the FPR's in Agency procurements is in the
procurement of Automatic Data Processing
Equipment (ADPE) and services. The CIA has
a formal delegation of procurement authority
from the General Services Administration for
the lease, purchase, and/or maintenance of
ADPE information processing, communica-
tions, or intelligence operations by the
Agency or any activity under its operation or
technical control.
During the course of a year, there are
numerous changes made to the ASPR
through the issuance of the Defense Pro-
curement Circular (DPC). The majority of the
amendments is brought about by laws
enacted by Congress or through legal in-
terpretation by some judicial body. The
changes are written in language which is
closely interpreted by professional contract-
ing personnel. Some of these changes
involve great technical complexity. This was
the case when a major policy change was
instituted in the costing of government
(C) Cost Accounting Standard Team (left to
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 25X1 A
25X1 A
contracts. Effective 1 October 1976, the Cost
Accounting Standard (CAS) recognized the
imputed cost of capital as an allocable cost,
the purpose of which was to provide greater
motivation to government contractors to
invest in cost effective capital improvements,
thereby achieving long-term efficiency and
cost savings. The implementation of this
change impacted the allocability of certain
costs as well as the contracting officer's
determination of fee.
In order to train professional procurement
personnel and professional audit personnel,
two 1-day seminars were held during No-
vember 1977, to familiarize the individuals
with CAS. The seminars were conducted by
Sterling Institute, a private contractor, who
has given the course to a great number of
Federal contracting personnel and the pri-
vate contracting sector. A total number of 63
individuals attended from the decentralized
contracting teams located in the metro-
Procurement Division and Commercial Sys-
tems and Audit Division, OF. Comments
from the attendees indicated that the semi-
nar was well received and many requested
that further in-house training of this sort be
considered.
(UNCLASSIFIED)
 Quietly almost, in a routine ceremony on
the morning of 7 July 1977, a select group of
20 employees was administered the Oath of
Office that began for them a unique opportu-
nity to enter Federal Service. The original
swearing in ceremony took place 8 years
earlier on 1 July 1969 when the first
"Experimental Group" entered on duty. In
retrospect, it is interesting to note that the
Agency was operational with its Project
Opportunity Program a full 5 weeks before
the 8 August 1969 Presidential message to
Department and Agency heads spelling out
their responsibilities in the area of equal
opportunity to all citizens.
CIA's Project Opportunity Program is
designed to off-set the disadvantage of
inadequate education and past discrimina-
tion of some minority applicants through
intensive training and counseling before they
are given their first permanent assignments.
In effect, the pre-assignment period gives
them the opportunity to upgrade their skills
so that they are more competitive with
applicants who meet the minimum employ-
ment standards and are permanently as-
signed as soon as appointed.
Candidates are high school graduates
whose test scores and typing abilities fall
below minimum standards but who appear
to have the attitude and aptitude to benefit
from a training program directed specifically
toward their area of weakness. They are
appointed at the GS-02 level and after EOD
processing enter a formal training program.
The first three groups received their training
here in the Agency but in 1972 an agreement
was reached with the Civil Service Commis-
sion to take over the training. The course is
titled "Basic Skills Development" and is a
combination of three basic sub-courses:
"Introductory Typing," "Office Methods and
Behavior" and "Essentials of English," plus
individual counseling. Upon successful com-
 pletion of the 3-week course they are support and good supervision has been the
promoted to GS-03 and permanently as- rule rather than the exception. A final
signed throughout the Agency wherever question. Why hasn't your office taken
requirements for clerical personnel exist. advantage of Project Opportunity
personnel?
Today, after nine EOD classes, the bottom
line reads like a D & B profit statement. A (UNCLASSIFIED)
tentative investment in forward-looking per-
sonnel administration has paid off; 122
persons have been employed under the
program in 13 major components. The
Agency has benefited, the employee has
benefited and the success of the program
has given dramatic license to those who
subscribe to the Management by Objective
philosophy.
In closing, a word about supervision-the
response of first line supervisors was and
continues to be critical to the success of the
program. Professional supervisory tech-
niques and empathic guidance in the initial
stages of assignment are a requisite. Fortu-
nately those components utilizing the Pro-
gram have given it strong management
 25X1 A
BEHIND 15 MINUTES OF HISTORY
OTR
The 15-minute, multi-image, sound/slide
presentation on the history of intelligence
shown during the recent open-house ses-
sions took 1100 man-hours to produce.
Some of those hours were spent on
hardware problems, such as the search for
the most reliable projection and program-
control equipment, the design and construc-
tion of a structure to house 15 projectors
and a mini-com uter, and the precision
grinding by of 8-inch
lenses that feet.
The Historical Intelligence Collection pro-
vided the bulk of the factual data and
historical photographs. Additional graphic
The mini-computer and 15 projectors used in
the multi-image presentation on the history
of intelligence.
 Approved For Release 2002/02/19 : CIA-RDP86-00114R000100130001-5
Approved For Release 2002/02/19 : CIA-RDP86-00114R000100130001-5
 material was acquired from six other Agency
components, the Bicentennial Commission,
the Smithsonian Museum, my own personal
collection, and the White House.
25X1 ?The narration was done by -
in New York, and the music and
Run ects were added locally. A commer-
cial production house, using our shooting
script, did the final mixing and tape pro-
gramming. Custom alignment of the projec-
tors and "fine tuning" of the slides com-
pleted the production phase.
The running of this entirely automatic
show, which includes the resetting of the
equipment for the next show, is accom-
plished by the pressing of one button. To
date, the program has run almost 50 times
without a single equipment malfunction.
(UNCLASSIFIED)
A frontal view of the automated projection
booth.
 secret