EXCELLENCE UPDATE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP88G01332R000100080006-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 72
• Document Creation Date: December 23, 2016
• Document Release Date: October 19, 2011
• Sequence Number: 6
• Publication Date: April 28, 1986
• Content Type: MEMO

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DATE
TRANSMITTAL SLIP
UPDATES FROM
DA OFFICES
EXTENSION
FORM NO. REPLACES FORM 36-8 (47)
N 9A1 WNICH UAV BE USED. nnn , noo n ~m ccQ
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ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Excellence Update
FROM:
EXTENSION
NO.
OC-0414-86
i
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cat
Commun
Director o
ons
DATE 28 April 1986
TO: (Officer designation, room number, and
building)
DA
TE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
EO/DDA
IORITY
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2 9 AP
1986
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FOR
,.,9m 610 M L i A USE EDITION PREVIOUSS
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,
0C'_- o`//v- F6
1986
25X1
25X1
SUBJECT: Excellence Update
REFERENCE: DDA 86-0657, dtd 3 Apr 86, Same Subject
Attached are six examples of excellence (three individual
and three collective) that occurred in the Office of Communica
tions (OC) during the past six months. We believe that these
examples provide some small measure of the variety of activities
in which OC's employees are engaged and their commitment to
the accomplishment of our mission.
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 25X1
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Iq
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Not My Job, But It Needs to be Done
25X1 la t clinical instructor at the Communi-
25X1 cations School recognized the need for explicit
installation standards and well defined guidelines to incorporate
25X1 the new generation into virtually
every possible networ con igura ion. on his own Initiative _*bile
25X1 working approximately 600 hours beyond normal duty,
created a manual that details point-to-point wiring,
front panel settings, and equipment programming.
interfacing,
This effort is extremely beneficial to the Office in view of
the many new systems being introduced into the network as part of
the Capitalization Program. This manual has been adopted as a
worldwide network installation standard which allows the five
overseas Communications Areas to install OC's communications
systems in exactly the same manner. The resulting standardization
will save manpower in installation planning, reduce the need for
on site technical assistance, and facilitate field facility
documentation.
laccomplishment can be rated very high
on the excellence scale and his product will be of great benefit
to the Office and Agency for many years.
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 25X1
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Second Phase Automatic Relay System (SPARS) Installations
1985.
A project team was formed under the management of the
Message Switching Branch of the Office of Communications (OC)
Engineering Division's Network Engineering Group in late 1984 to
develop a message switching system to supplement the five
saturated Automatic Relay Systems (ARS) in the OC network. The
result was the Second Phase Automatic Relay System (SPARS) which
uses the ARS concept of message switching design in a state-
of-the-art form. Using a combination of contractor and Message
Switching Branch resource$. the system was develoned and the first
SPARS placed in operation in April
As a follow-up effort, the Message Switching Branch then
formed a project team for an intensified effort to install and
activate SPARS systems at specified locations in the worldwide
OC communications network. In the short time span of eleven
months, April 1985 to March 1986, the Message Switching Branch
project team installed and activated thirteen more SPARS systems
in foreign and domestic locations. In addition to the actual
installations and activations, the project team's activities
included the training of operations personnel to operate each
system as well as the recruitment and training of new computer/
system analyst programmers to serve as site programmers at each
location and to support OC headquarters programmers. At present,
the project team is preparing to install four more SPARS systems
by July 1986, bringing the total number of systems to eighteen.
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 25X1
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STAT
STAT
ROUTING AND RECORD SHEET
SUBJE T (Optional
xcel nce Update
FROM:
EXTENSION
NO.
Men R. Elkins
/OF
DATE
212 Key Bldg.
25 April 1986
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED FORWARDED INITIALS
to whom. Draw a line across column after each comment.)
1 DDA/Planning Officer
EO/DDA
7D 18 Hqs.
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FORM 610 USE PREVIOUS
1 _79 EDITIONS
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25 April 1986
ADPP 61-86
MEMORANDUM FOR: DDA Planning Officer
FROM: Allen R. Elkins
Director of Finance
SUBJECT: Excellence Update
REFERENCE: Memo, DDA 86-0657, dtd 3 April 1986, Same Subject
1. This memorandum responds to your reference request for examples of
individual and organizational/collective excellence within the past six months.
25X1 2.
Certain SIS employees were entitled to payment of back pay for Fiscal
Years 1980, 1981, and the first three months of Fiscal Year 1982.
This resulted from a Federal Court ruling concerning SES employees
whose pay was improperly capped at the EP-5 rather than the EP-4
level. Those Agency employees entitled to the back pay were
identified and an automated system was developed by Compensation
Division employees to calculate the individual amounts of pay due.
Payment of the back pay was made on 28 March 1986 to all qualifying
SIS officers employed by the Agency as of 28 February 1986. This
payment date was well in advance of similar payments made by other
Federal Agencies.
A concerted, dedicated effort by Compensation Division employees made
possible the distribution of W-2's to employees on 2 January 1986.
This is believed to be the earliest date such distribution has ever
taken place.
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 25X1
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which enabled the system to perform functions not thought to be
possible. Her mastery of the WANG system enabled her to quickly
develop additional programs to meet new requirements tailored for
specific users. This employee's untiring efforts in modification of
the glossary applications of the FAS software package reduced field
user time by forty percent. These accomplishments represent an
outstanding performance on the hart of this individual.
b. COVERT ACTION MANAGEMENT
Another outstanding performance was turned in by a Finance Careerist
for his financial support and advice to a very large and expanding
covert action program. This was a bilateral project with complex
funding arrangements of a highly sensitive nature. The program had
extremely high visibility with the oversight committees and Congress
as a whole with requests made almost daily for details on how project
funds were being spent. Many Congressional directives had been
issued concerning this program and it was absolutely necessary that
expenditures were made in strict compliance with those directives.
The Finance Careerist responsible for the financial activity
performed flawlessly in ensuring application of the proper controls.
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OIS 86-102
24 April 1986
STAT
MEMORANDUM FOR: Executive Officer to the DDA
Director of Information Services
STAT
STAT
STAT
SUBJECT: Excellence Update
REFERENCE: Your memo dated 3 April 1986, same subject
1. In accordance with your request, the Office of Information
Services is pleased to attach three examples of collective excellence and
three examples of individual excellence within the MI Career Sub-Group.
2. During the past six months, 51 MI careerists were presented with
special achievement cash awards for their collective accomplishments in
the field of information management. Of these, a total of forty-eight
employees in the Information and Privacy Division, the Regulatory Policy
Division, and The Records Information System (TRIS) project team of the
rate
Information Resources Management Division were honored on sepa
occasions for their outstanding contributions. Three other careerists
were recipients of special achievement awards for collective
contributions to the work of their component registries. Such a large
--
f
..all .. MI ......_ Career - Sub-- _
11LU1L=L o
Group - employees. Individual excellence on
of all
e par of MI Career Sub-Group employees during the past six months has
been recognized primarily by the presentation of quality step increases.
3. Because the Agency's success so much depends on team work, we
agree that group achievements should be highlighted in reports sent to
the DCI. Nevertheless, recognition and reporting of individual
achievement, the major element in fostering group excellence, should not
be diminished. Therefore, we believe individual and collective
excellence should be reported together emphasizing their relationship.
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INFORMATION AND PRIVACY DIVISION
Information and Privacy Division employees were presented special
achievement awards as well as a meritorious Unit Citation for their
remarkable success in reducing the large and embarrassing backlog of
Freedom of Information Act (FOIA) and Privacy Act (PA) cases by
approximately 42 percent during FY 1985 and into FY 1986. This amounted
to a reduction of nearly 1300 cases. This significant achievement -
reducing a backlog that existed for many years - was primarily the result
of dedication and commitment by each member of the division despite
massive office space renovations, a major division reorganization, and
distractions from relocating office furniture, telephones, word
processors, and computer terminals. Throughout it all, division
employees never flagged in their drive to reduce the case backlog. This
commitment to excellence continues and further reductions in the backlog
have been achieved in every week up to the present.
ILLEGIB
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Regulatory Policy Division employees were presented special
achievement awards for their outstanding performance in managing the
Agency's regulatory system while coping with unusual difficulties and
heavy pressures. Although under strength and in the middle of a
drawn-out and complicated office move, the division over a twelve month
period handled an ever increasing workload to publish 509 issuances, many
of which were required on a priority basis to keep Agency employees
informed on important matters. This often involved extraordinary efforts
and initiative that went beyond normal requirements. They included
extending a telecommunications network to major Agency components
involved in the regulatory process and meeting with initiators,
coordinators, and distributors of the regulations to forge a new
commitment to provide information and policy to Agency employees quickly
and efficiently. RPD personnel continue to show themselves as
exceptionally conscientious and dedicated to their role in the Agency's
mission.
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The Records Information System (IRIS) project team members were
presented special achievement awards for their superior performance in
designing and developing an Agency-wide automated information management
and document control system. The use of TRIS by Agency registries and
information control centers already has produced significant enhancements
in the management of information, improved the control of Top Secret
collateral documents, and reduced much of the redundancy in document
handling throughout the Agency. Established after the failure of
piecemeal attempts begun as early as 1977, the TRIS project team in two
years produced a system of excellent quality that has satisfied all the
program objectives and met the tight deadlines established by the DDA for
its activation.
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An MI careerist received a_quality step increase for sustained
superior performance as the senior information review officer for the
Directorate of Science and Technology (DS&T). This individual was
recognized for his excellent advice and guidance on information
management and for his leadership to more than 50 MI Career Sub-Group
records management and registry personnel serving in the DS&T. With
significant contributions in the Freedom of Information Act (FOIA) arena,
he assisted DS&T senior management in preparing for Congressional
testimony and in reducing a long-standing backlog of FOIA cases. He also
drafted and coordinated the DS&T directive establishing policy and
procedures for identifying operational files to be exempt from search and
review under FOIA.
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An MI careerist received a quality step increase for his work in
establishing an Information Services Center in the Ames Building
STAT
and for his planning of this type facility in
the new Headquarters Building. Serving more than one component, these
centers already are improving service, standardizing procedures, and
saving costs in personnel, equipment, and space. Despite skepticism
about the viability of the new concept, this individual through tireless
effort and following through on countless details was able to rally
support for and to establish the Information Services Center as the
prototype for future information support operations.
STAT
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An MI careerist was awarded a quality step increase for her strong
performance as the records management officer and chief of registry in
the Office of General Counsel (OGC). In addition to her normal heavy
work load, she had to serve as the OGC Wang administrator for many months
before a suitable replacement for the regular administrator could be
found. A shortage of personnel in the OGC registry during the same
critical period created additional demands that when finally alleviated
still left much time and effort to be expended in training newly assigned
individuals. Through it all she maintained the same superb performance
that all had come to expect and rely on. The quality step increase was a
well earned recognition of a truly dedicated employee.
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28 April 1986
MEMORANDUM FOR: Executive Officer to the DDA
Chief, Management Division
Office of Information Technology
25X1
25X1
25X1
SUBJECT: Excellence Update
As requested, we have reviewed the activities and performance of OIT
individuals, small groups and whole components to submit recommendations
for the Excellence program. Our.only problem was to narrow down our
submissions to be within your guideline. During our review, it became
quite apparent that the excellence exhibited by many of our employees was,
in most cases, a collective effort. We have decided, therefore, to submit
five organizational or collective examples and three individual (or small
group) examples of excellence.
Distribution:
- addressee
irec ors
- OIT Group Chiefs
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Attachment
OIT Excellence Items
25X1
25X1
25X1
Organizational
A. The initial operating capability of SAFE Delivery 2 on Feb 13,1986
was a significant achievement for the office. This success required
the coordination and cooperation of every major component within OIT
with especially laudable efforts provided by members of the
Intelligence Information Systems Group, Network Systems Engineering
Group, Engineering Services Group, and the General Operations Group.
A demonstration of the success is SAFE's acceptance by the
customers---the usage by those that have received training is
approximately 60%. This is much higher than the usage of SAFE
Delivery 1. The Directorate of Intelligence has recently produced a
paper for the Senate Select Committee on Intelligence on the
significant contributions SAFE is providing.
B. The New Building Communications Project Office team that engineered and
implemented the cutover of non-secure telephone instruments in
the Headquarters building displayed an unusual commitment to
excellence throughout the entire process. The team consisted of six
They were the Government team who directed on e and-UP
over the past year. Cutover weekend was the culmination of a year's
..1 iv
worth of planning and engineering. Though there were quite a few
individual efforts over the weekend which helped to make the cutover a
success, it was skilled direction of the contractor personnel over the
entire time period -tTime that insured that tai- success was possible.
25X1
25X1
25X1
25X1
is the Contract Officer Technical Representative (COTR) of-
the Contel effort, is his deputy and he also arranged for
the training Ian and worked the special consoles in the Operations
Center, and the DCI area during cutover. Mr.
is the manager of the non-secure telephone systems portion of
the Contel effort, and was the day-to-day manager of that portion for
the past year. He also was responsible for coordinating the efforts
required to reprogram outbuilding switches to conform to the new
dialing plan. came to the group recently to work telephone
operator training an surveys. Her help and experience were
invaluable. is the COTR of the C&P Telephone contract.
During cutover weekend, all trunks to external building were moved to
a new frame on the ground floor of Headquarters. The C&P effort was
critical to outbuilding support.
C. The primary function of the VIP Communications Section, Domestic Field
Group is to provide coverage for the delivery of the Intelligence
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25X1
25X1
Support Cable tol and the
Director of Central Intelligence during domestic travel. This role
has expanded, and the Section Chief now has assumed the responsibility
of being the "Referent to the DCI Office for Domestic Communications
Requirements." Other sensitive requirements which require "flyaway"
communications coverage, have been planned and
managed by the same individuals. This work has been performed by
three communications officers who have done a \remarkable job and
contributed an extraordinary amount of their weekend and holiday time
to provide this coverage. The thoroughness and skill of the
individuals involved are reflected in the overall success of the
program and in the recognition the Agency has received from the
principals supported. The performance of the three individuals
presently assigned to the VIP Communications Section,
is superior.
Additionally, their willingness to tolerate separation from their
families, due to the continuous weekend and holiday requirements, with
no appreciable additional compensation, is indicative of the
dedication of the individuals involved in the program.
D. The Management Information Systems Group (MISG) of OIT was responsible
for managing the project to produce the Employee Benefits Statement.
This effort was begun by the Employee Benefits and Services Group of
the Office of Personnel (OP) in October 1984. Early in 1985, OP and
OIT formulated functional and technical requirements that would serve as the basis for evaluating options for the project. OP and OIT
agreed that the best approach would be to procure a commercially
available software package to produce the statement. MISG programmers
wrote the software to extract the necessary data from the personnel
data base, the payroll data base, and the insurance data base. Using
this data, the first annual Employee Benefits statement was Droduced
E. The Integrated Applicant Processing System (IAPS) Program is a Branch
of the MISG/Corporate Systems Development Division. The program
currently consists a Program Manager, four OIT staff personnel and a
number of contractor personnel. In the beginning, IAPS was to be
developed through the traditional software development cycle which
targeted the first delivery for September 1986---a wait of more than
two years for the customer. The project team, however, decided to
take an innovative approach to development. As a result, IAPS was
able to provide the customer with the first of many products a full 16
months ahead of schedule. From May 1985 to the present, IAPS has
provided tangible and valuable support to the customer--- even though
its most significant deliveries will not be made until June 1986. The
accomplishments achieved by the IAPS team are rather diverse, ranging
from procedural changes, to system communications enhancements, to PC
applications and data base development. Although the capabilities
provided thus far may be considered short term services, many of them
were planned to be transitioned into the fully integrated system and
all of them provided a requirements baseline which has guided the
development of the larger effort.
and distributed to Agency employees at the end of March 1986.
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SECRET
Examples of the products delivered thus far are as follows:
1) Enhanced CAPER Reporting capabilities that included standardized
data entry procedures which improved CAPER's data integrity,
a high current interest report which provides detailed
information on applicants of special interest and an
applicant processing predictor capability that details the movement
of each applicant through the various phases of OP processing and
identifies applicants in danger of exceeding the maximum
allotted time for processing.
2) Prior to IAPS, OP/Employment had no access to VM. IAPS assisted OP/E
through the installation of 20 terminals and provided introductory
AIM and VM training for 85-100 OP/E personnel.
3) AIM models and supporting programs were provided to facilitate
the flow of applicant information between OP/E and Component
offices (OS, OMS etc.). These capabilities replaced time consuming
paper processes with an electronic information exchange that reduced
processing time.
14) WANG spreadsheet capabilities were provided (MULTIPLAN) to
assist OP/E in tracking and reporting on funds budgeted and
expended for employment advertising. In addition an existing
WANG document oriented tracking system was converted to
a Visual Memory facility, greatly increasing the management
of and reporting on information contained in OP/E's WANG
environment.
6) An automated applicant scheduler (Shared Nomad Environment)
was provided to consolidate 3 independent manual scheduling
systems. This capability provides centralized management and
reporting features to facilitate the allocation and
scheduling of OP/E's single pool of slots for applicant
appointments.
7) In addition to the above items, IAPS has recommended numerous
changes in existing procedures to facilitate the flow of
applicant processing.
25X1 A. I Chief of the former OIT General Operations
Branch, took action in recognition of the need for OIT to become
involved in the management of electronic records. Customers, in the
past, have improperly created magnetic library tapes for permanent
retention automatically, without the approval or knowledge of records
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mana ers. These activities have created a critical space problem in
25X1 theCenter for tape storage and also have created a problem in
the retention of information that does not conform to Agency records
disposition schedules. To establish some form of control and remedy
25X1 these problems, created a task force of experts to
address the problem from a records management standpoint. The Office
of Information Services was asked to participate as they are currently
developing records schedules for managing electronic records. Mr.
25X1 briefed the Records Management Officers from all Directorates
on OIT's plans to assist OIS in their efforts to control electronic
records. As a result, OIS has agreed to work with OIT to develop
procedures that will place the control of electronic records in the
hands of the records management experts. These procedures will be
critical to the design and development of information systems that
provide records management services that satisfy appropriate
25X1 regulations.
of OIT's Intelligence Information Systems Group
25X1
25X1
(ISSG), played a very significant role in the implementation of SAFE
Delivery 1 for the Directorate of Operations (DO).
transferred to IISG from the DI's Office of Current Reference, where
he had been responsible for developing and maintaining a significant
portion of the SAFE Delivery 1 software. This responsibility
transferred to OIT with At the time of the transfer,
Delivery 1 was thought to be shor - ived and no additional personnel
were trained to support it. Due to excellent performance of SAFE
Delivery 1 and due to some major functional enhancements created by
the use of this system has been extended. In fact, the
system has been modified to accommodate 1500 customers, far beyond its
original design. In addition to these modifications, the system was
introduced into the Special Computer Center in support of the DO's
delivery of cable traffic to some of its divisions and staffs. This
system has received wide support within the DO and is a major factor
in its planning for the ALLSTAR Upgrade. :]expertise and
assistance were instrumental in the project's success. has
been called upon to maintain and enhance the SAFE Delivery 1
software in addition to his full-time duties as a contract monitor in
support of future SAFE deliveries ontributions have been
recognized through the OSI p~s.
operational system. During this time span there were several days and
weekends the team literally had to work around the clock. The system
was successfully completed and was demonstrated to OTS and the
customer within the time period specified. This development effort
demonstrates what teamwork and dedication can accomplish and serves as
C. The Office of Technical Services (OTS) requested special assistance
from the Office of Information Technology (OIT) to provide software
development support for a highly-sensitive operational system to be
deployed by a component within the Directorate of Operations (DO).
The project had to be developed under extremely tight deadlines and
had to be delivered as a fully operational system within the time
constraints defined by OTS. Two programmers from OIT/MISG and one
person from OTS worked non-stop for several weeks to deliver the
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testimony to the quality personnel the Agency can bring to bear on
25X1 crucial support programs when the need arises.
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DATE: April 29, 1986
SUBJECT: Supplemental Excellence Items
NOTE TO:
We have received some additional information on the items we
submitted to you yesterday. We are also including two new items of
excellence.
1. The following is a description ofl (contribution
to the cutover of non-secure phones Item B (organizational) of the
original memo:
His contribution to the cutover was of great benefit to the team as he
provided invaluable assistance to the weekend activities. He researched
trouble calls in outbuildings through most of the weekend, and was
required to travel from building to building.
is the manager of the secure subsystem of the I/C segment.
2. To supplement Item B concerning the cutover of non-secure
phones ---
The General Operations Group (GOG) also played a significant role during
this transition period. GOG employees devoted extra hours prior to and
during the weekend to ensure all possible problems could be handled
rapidly, with a minimum amount of inconvenience. Telephone operators,
deployed trainers, and trouble-shooter provided expert support to
trouble calls and general questions. These individuals were able to
assist many of the customers in returning to a normal office routine on
the critical Monday, and throughout the first week, after the cutover.
3. A name was ommitted in the VIP Support item C.
4. NEW ITEM - Individual -- a
telecommunications hardware technician prom UIT's General operation
Group, discovered a disk storage device that is needed to provide the
outdated Cable Dissemination System (CDS) with a spare storage disk
could be procured from a "third source" vendor. In the past, this
articular t e of storage device has been hard to locate and procure.
took the initiative to locate the vendor, validate the
information and initiate the procurement action. As a result CDS will
have a spare disk drive earlier than the primary source could have
delivered to us and at a cheaper cost. This disk drive will allow OIT
to keep CDS operational when the primary device fails and requires
maintenance. By taking this initiative, the obsolete, hard-to-maintain
Cable Dissemination System will gain a back-up disk drive necessary for
keeping the system operationally ready to process cable traffic for
Agency customers until the new Headquarters Message Handling Facility
(MHF) becomes operational in 1989.
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STAT
ROUTING AND RECORD SHEET
Am /R%
SUBJECT: (Optional) two
Excellence Update ~___
TFR~""'
EXTENSION
No.
OL 4071 86
I
T
DATE
23 May 86
TO: (Offcer esignation, room num r, and
buildin
)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
g
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
1. m/MA
7D18 Hqs
02 /
2.
3
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
?9"" 610 EDITI
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A
A
 25X1
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Next 1 Page(s) In Document Denied
Iq
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SECRET
MEMORANDUM'FOR: Executive Officer to the DDA
FROM: Henry P. Mahoney
Director of Logistics
23 April 1986
SUBJECT: Excellence Update
REFERENCE: Your Memo dtd 3 April 86, Same Subject
A e C) I (--
1. Per the reference memorandum, following are six examples of
excellence submitted by the office of Logistics'(OL). The first three are
examples of individual excellence; the last three are examples of
organizational/collective excellence.
exemplify superior performance.
Individual Excellence
A. a GS-12 Engineering Specialist in Facilities
Management Division, is a prime example of individual excellence. In his
office he is known as the "man at the powerhouse" for his in-depth knowledge
of powerhouse equipment and procedures. This knowledge was of particular
importance during the recent transfer of powerhouse responsibilities from
the General Services Administration (GSA) to Eastern Allied Maintenance
Corporation. Furthermore, it has been of critical importance to ongoing
renovations to the powerhouse (Bid Package #3 which is part of the New
Building project) and includes replacement of chillers, pumps, switchgear,
emergency generators, fuel tanks, cooling towers and boiler control. By
monitoring contractor activities, he has been able to maintain continuous
power to the Headquarters Building, and to ensure prompt corrective action
whenever a pipe breaks or the wrong wire is cut. ctions
B. GS-08 Facilities Management Specialist
respons' nie tor the maintenance and operation of South, Central and East
Buildings, is another outstanding example of individual excellence.
Assigned to the Office of Technical Service (OTS) at a time when GSA was not
being responsive to requests for maintenance, immediately
established with GSA a working rapport that was essential in bringing the
OTS buildings up to Agency standards. He also worked long hours to
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SECRET
25X1
25X1
25X1
25X1
SUBJECT: Excellence Update
ensure. that projects were completed. The end result of his efforts has been
a marked improvement in working conditions and a noticeable enhancement of
the morale and well-being of CTS personnel. OTS has commended and awarded
or his performance.
C. Another example of individual excellence is reflected in the
outstanding support provided by f OL's Supply Division. At noon
on 26 February, a requisition was handcarried from NE Division to
Through
resourcefulness
and his "can--do' attitude, he acquire ten had them engraved,
gift wrapped, and delivered to the DCI? s ri y aff at 1000 hours the
following morning. His expertise during this time-critical situation is
indeed exemplary.
Organizational/Collective Excellence
2
SECRET
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 25X1
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SUBJECT Excellence Update
C. Procurement Division - Procurement personnel within OL can be
characterized as younger, better educated, higher paid, and more experienced
in the procurement field when compared to other federal procurement
professionals according to data available from the Federal Acquisition
Personnel Information System for Fiscal Year 1984. This group also handles
on a day-to-day basis a comparatively higher workload than other procurement
organizations with similar contracting environments. This is indicative of
a 'can-do' attitude and excellence spirit that pervades the OL procurement
organization.
The high volume of transactions by the Agency's procurement
organization is to a degree an indicator of the current under staffing
problem, but is mostly attributable to the high caliber and excellence of
its procurement officers. This group of individuals is indeed deserving of
recognition.
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SECRET
SUBJECT: Excellence Update
2.. These are just a few of the many examples of excellence our
personnel perform every day. We cannot begin to record each and every
instance. The above is intended to give you some idea of the vast scope of
activities Logistics personnel are involved with. If you wish to elaborate
on any of the above, please do not hesitate to call.
OD/L~ (23April86)
Distribution:
Original & 1 - Adse
1 - Each OL Div/Stf
1 - D/L Subject
1 - AEO/L
5
SECRET
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STA
T
ROUTING AND RECORD SHEET
(Optional)
OMS Excellence Update
FROM: EXTENSION NO.
EXO OMS
04061 Headquarters TE 28 April 1986
a
TO: (Officer designation, room nu nd
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
Q
RECEIVED
FORWARDED
INITIALS
to whom. Draw o lino across column after each comment.)
1? DDA Plans Staff
7D10 Headquarters
Attached are items
2.
as requested in your memoran-
dum of 3 April 1986.
3.
4.
5.
Attachments
7.
~
8.
cJ
/I
1-j
9.
e&
10.
11.
12.
13.
14.
15.
FORM 610 EITv Sui
7.79
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T
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7 April 1986
STAT
STAT
STAT
MEMORANDUM FOR: Arvel D. Tharp, M.D.
Director of Medical Services
Deputy Director of Medical Services
Executive Officer, Office of Medical Services
Chief, Research Branch, Psychological Services
Division, Office of Medical Services
SUBJECT Exemplar of the Search for Excellence
1. Attached is a summary of the intent and status of Project
STAT Screen, an ambitious study undertaken by of
ice of
ott
STAT RB/PSD/OMS and of AB/PSD/OMS for t e
Communications. In my judgment, this project is exemplary of the
continuing "Search for Excellence" championed by the DCI due to
its scope, professionalism in planning and execution, direct
payoff to OC in the area of applicant selection, and the numerous
additional benefits to be derived by OC as the result of thorough
effort on the part of PSD personnel.
2. I request that this be forwarded through the appropriate
channels for consideration for recognition of excellence.
STAT
C/RB PSD OMS
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Project Screen -- Summary and Status
Project Screen is a multi-faceted research effort conducted by the Research
Branch (RB) of Psychological Services Division (PSD), Office of Medical Services
(OMS) for the Office of Communications (OC). The primary goal of this project is
to develop and implement a customized applicant selection battery for the OC
position of Telecommunications Officer (TCO).
Given the requirements of current Federal law, it was necessary for the
researchers to understand the position described as TCO prior to the development
and implementation of a new applicant selection procedure. The first facet of the
research done for Project Screen, therefore, was a complete job analysis of the
TCO position.
The job analysis performed was in two segments. The first was an analysis
of the actual day-to-day tasks of the current job incumbents. Information on the
frequency of task performance, the time expended on each task, the importance of
tasks to the overall mission and difficulty of tasks (amount of training and
experience necessary) was collected. The second segment of the job analysis
addressed the unique aspects of the TCO position and evolved into a descriptive
study of the incidence of stress within the current TCO population.
The impact of the Project Screen research on OC includes, but is not limited
to, improvements in their recruitment and applicant processing. After the
completion of the validation process, the developed test battery will provide a
prediction of applicant success in the TCO position. With this validated test
battery placed at the very beginning of processing, OC will be able to restrict
interview time and expense to those candidates most likely to be successful. It
will also allow OC to open the position of TCO to applicants without military
background by establishing a candiate's skills using the test battery rather than
assuming skills based on the candidate's experience.
Currently, the test battery development is completed and the establishment
of a data base for the validation is underway. The validation process is dependent
upon the time necessary to establish a sufficiently large data base. A final battery
is expected to be ready for use as early as January 1988, although projected
timing is completely dependent upon the ability of OC to recruit, process and train
a sufficient number of tested TCOs.
Although the delivery of the test battery itself may be several years away,
there are a number of current uses within OC for the data from the job analysis.
In fact job analyses performed within private industry and other government
agencies are rarely used to contribute to applicant selection. The more immediate
pay-offs for such a large scale project include information for organizational
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decisions affecting human resource management. Data from this job analysis can
be used to perform operational reviews (evaluating actual versus desired
performance) and to develop specific position descriptions. Additionally, it will
allow OC to re-evaluate their current programs for training, family orientation,
assignments, performance evaluations and career management. Issues relating to
employee job satisfaction and employee health are also addressed within the data.
Specifically tailored programs to reduce employee disatisfaction and employee
stress, where they exists, are possible using this data as a referent.
Project Screen data collection is complete and three reports are currently in
preparation. The first two of these reports (scheduled for release in mid-May
1986) address the stress data collected and include recommendations in the areas
of employee well-being and human resource management. The third report
(scheduled for mid-summer) will address the actual task analysis and include
recommendation specific to job descriptions, training issues, behaviorally
determined performance evaluations and operational reviews.
-2-
CONFIDENTIAL
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STAT
STAT
SUBJECT: Reply to "Excellence Update"
1. As per the request from) (ExO/DDA), the
following comments reference instances of "excellence" over the
past six months within the Assessment Branch, Research Branch
and Testing Section (AB, RB and TS) of Psychological Services
SD)/OMS. Paragraph 4. of this Memo addresses Mr.
request for comments on Paragraph 2. of his Memo.
2. Instances of individual excellence:
a. Memorandum entitled "Exemplar of the Search for
Excellence" to D/MS from C/RB regarding the support rendered to
STAT the Office of Communication under Project SCREEN
STAT
b. Since early 1986, in addition to carrying on her
STAT duties as C/AB, has also been
serving (half-time) in a detail assignment as the DDA member of
the Professional Career Task Force (under the direction of Mr.
STAT Deputy for Policy Analysis and Evaluation/OP).
STAT For to maintain the high level performance standards
demanded by both assignments simultaneously, she has been
required to provide many hours of uncompensated overtime (both
after-hours and over weekends).
STAT C. For some years, of RB/PSD,
has turned his time and efforts rtise in
the area of "Ergonomics" (the scientific design of work
environments and equipment aimed at maximizing worker
STAT effectiveness). During 1985, in his contacts with
Government Services Administration (GSA), perceived and pursued
an opportunity to obtain the latest in ergonomically designed
work stations for the entire Division. In return for a
systematic worker-evaluation of work station configurations
STAT (promised by GSA outfitted the entire Division
with the latest in work station designs from the three leading
manufacturers of ergonomic work stations. By volunteering his
STAT services and the Division as a "test bed", not only
secured valuable outfitting of work areas at no cost to OMS but
also placed OMS in a position to "preview" the types of
ergonomic work stations which may be available for future Agency
purchase from GSA.
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3. Instance of organizational excellence:
a.During Spring 1986, TS/AB in collaboration with AB
Assessment Psychologists, trained and organized its Testing
Psychologists to provide special service to on-board employees.
Today, each and every employee who completes any of the several
test batteries. administered by TS is contacted and offered the
opportunity for a "feedback Interview" prior to release of
analyzed test data to management. Not only does the "Feedback"
mechanism allow for clarification of points raised by the
testing but it also permits the employee to surface his/her
career perspectives and aspirations. Incorporating the
information volunteered by the employee permits TS to provide
management with a more accurate, detailed and personalized
description of the employee's career assets and plans.
Employees are responding to this new service at a rate of over
100 per month.
4. Comments on Paragraph 2 of ExO/DDA referenced memorandum:
a. When one sets "quotas" on "excellence" (e.g.,
"Please report on three examples of individual and three
examples of organizational..."), one is clearly no longer
treating of true "excellence" in the sense I believe intended by
the DCI. A quota will quickly undermine the basic intent of
reporting excellence.
b. The present "excellence" reporting system suffers
from lack of a "feedback" mechanism. PSD has provided
"excellence" data in the past and while certain instances were
singled out and acknowledged, other instances reported were
apparently discarded with no information provided to the author
as to why the latter were not found acceptable. Continuing
solicitation of documentation from managers when such
documentation disappears into an organizational "black hole" is
antithetical to mustering and maintaining management support to
documentation programs.
STAT
C/PSD/OMS
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11 April 1986
25X1
MEMORANDUM FOR:
25X1 FROM:
Executive Officer
Office of Medical Services
Office of Medical Services
Chief, Field Operations Division
SUBJECT: Excellence Update
The following are FOD's contribution to the Excellence
Update using the individual and team concept:
1. There are two full-time secretarial positions in FOD.
The second position has been vacant since February 1986. Mrs.
anticipated relief in sight. Yet, she has continued to produce
an excellent product supportive of an extremely busy office.
All of this has been done while maintaining a great sense of
humor, a can do attitude and true loyalty to FOD, OMS and the
Agency. This individual truly typifies what I perceive the true
intent of excellence.
the senior secretary, has literally been doing
the work of two full-time secretaries since then with no
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 25X1
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9 April 1986
MEMORANDUM FOR: Executive Officer, OMS
FROM: Chief, Clinical Activities Division
SUBJECT: Excellence Update
REFERENCE: ExO Memorandum Dated 8 April 1986
DDA Memorandum 086-0657
1. The re nested three examples of
organizational/collective excellence are presented below for
your consideration:
a. Recognizing. the need for total family integration
into our processing procedures, the idea of a FAMILY HEALTH
CENTER was conceived. Cover and security aspects would be
improved and additionally it would allow for the more
complete integration of the Employee Assistance Program,
Family and Employee Liaison Office and Medical
Examination/Immunization to provide a more complete program
in the preparation of our families for an overseas tour.
Many people have been involved in the coordination of this
effort, inside OMS and out. It has proceeded on schedule
and promises to be operational by 15 May 1986.
b. A review of medical examination procedures was
undertaken due to the acute shortage of medical resources.
Based on this review, a change was proposed in the medical
examination qualification times which should result in a
more efficient use of our physicians and not cause any
decrease in quality care.
c. A medical consent form was developed for use by all
job applicants. Prior to this, medical consent was not
formally requested. The need for this form was collectively
recognized when legal aspects of conducting a drug screen on
job applicants were considered and its applicability to the
overall medical process noted.
2. Examples of individual excellence are noted below:
a. The need for better organization of immunization
records has long been recognized. The utilization of our
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STAT
STAT
STAT
ADP capabilities for this purpose was recognized by a nurse
in Medical Selection Division, She
developed a trial menu on the WANG system and oriented other
MSD nurses in its use. This became a model from which OMS
can build a total immunization record system on all
employees and their families in the next several months.
b. Psychiatric/stress related problems in the field
are an ever present problem in the current international
climate. In an attempt to intercede at an early stage or
prevent problems from manifesting themselves at all,
effective way of assisting our people.
become an almost permanent TDY to sites around the world for
this purpose. These trips have been a resounding success
and will most likely result in the establishment of a more
initiated what has unintentionally
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 STAT
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STAT
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T FROM: Robert W. Magee
RT4' FROM: Robert W. Magee
STA
T
l
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Office of Personnel Excellence Items
EXTENSION
NO.
DATE
25 April 1986
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
1. Executive officer, DDA
7D24 Hqs
ff fitit
?t- Y
U I
3.
PLIA
r
4.
1r
1
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
FORM (1 O Ef osus
1-79 U 1
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OFFICE OF PERSONNEL EXCEICE ITEMS 25 April 1986
Q~ Q a c~~ a ~QQa~ COQ ~?Q t~ Y
1. A goal of major significance was recently achieved with the publishing
and distribution of the individualized "Personal Statement of Benefits" for
all Agency employees. The project was conceived, developed and directed by
the Office of Personnel and brought quickly to fruition in a team effort also
involving the Offices of Information Technology, Logistics, and Finance.
overcoming many obstacles unique to an intelligence organization,
representatives of these offices worked closely to design, print and
STAT distribute to employees a comprehensive and personalized statement
on health and life insurance coverages, retirement estimates and benefits,
disability and survivor entitlements, and much more. The statements have been
overwhelmingly acclaimed by both employees and management as an invaluable
document which allows individuals to better understand their benefits and
reevaluate previous decisions on important matters affecting them and their
families. The annual "Personal Statement of Benefits" is a significant
accomplishment, exemplifying this Agency's dedication to "excellence" in the
field of employee benefits communications.
2. Members of the Position Management and Compensation Division and the
Policy and Review Staff, have contributed a superhuman effort in getting the
new Agency Secretarial Career Plan ready for implementation. Working in the 1'r
background in support of the Executive Director's Task Fbrce on Secretaries, Iv
this group has contributed untold expertise and hours in turning the concepts ,'r`
hammered out by the Task Fbrce into a system that represents a revolutionary
approach to the management of the secretarial occupation within the Agency.
Through the dedication of this group, the Agency is now on the threshold of
implementing a new system which will improve retention of our secretaries
through the establishment of an attractive career for the secretarial
profession within the Agency.
3. As a group, the Office of Personnel field recruiters have shown an
amazing amount of professionalism, resiliency and at times raw courage in
standing firm and successfully doing their jobs in the face of an increasing
number of student and civil demonstrations. Over the past six months, there
have been student demonstrations at a number of colleges and universities
around the country when our recruiters were on campus for recruiting
purposes. There also have been bomb threats against our buildings and two
demonstrations by various groups in Boston which specifically targeted and
picketed the recruitment office. There have been instances of unrelenting
harassment, threats of "a people's arrest," and near-physical violence against
our recruiters. In practically every instance, except when requested to
withdraw by school officials, the recruiters have managed to complete their
campus briefings and interviews or make alternative arrangements. In summary,
our recruiters have consistently stood up and done their jobs under the worst
of conditions and have refused to fold. This is clearly a continuing example
of professional excellence by Agency employees working singularly and as a
group.
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STAT
STAT
4. Personnel in the Claims Branch of the Office of Personnel's Insurance
Operations Division have demonstrated a highly commendable dedication to duty
in the face of an overwhelming increase in their production requirements.
Faced with staff shortages and record increases in insurance claims to be
processed, the Claim's Branch used ingenuity, imagination, and plain hard work
o minima _ h .- e an ial name i ce sacni nc n nf h s rim a vity-
It would have been easy to succumb to
this burden, but instead the Claims Branch tackled it head on redesigning
systems, working many many extra hours, and giving freely of their time to
keep payments going to doctors, hospitals, and policyholders. Operating with
only manual systems (until automation comes on line), each member of the
Branch continues to work with a spirit of cooperation, teamwork, and dedicated
service. Without question, their contributions exemplify excellence in
attitude, work ethic, and loyalty to fellow employees.
wkd"l
The success of this Agency depends in large part on the support and
assistance given to employees by their family members. Thanks to the energy
STAT and dedication of who heads the Office of Personnel's Family
and Employee Liaison Office,, at support is beinct firmly enhanced and
STAT expanded. In her dealings with spouses perceived a widening gap
in the family's basic appreciation and understanding- of the Agency's demands
and expectations of its employees. Recognizing that, if left unchecked, this
gap could have a serious detrimental effect on the Agency, she quickly worked
to design and implement a series of informational programs to educate spouses
in a number of areas. These include an Overseas Contingency Planning Seminar,
STAT and an overall Orientation
These sessions have met with overwhelming success and have been applauded by
spouses and employees as well organized, informative and beneficial. They
provide practical information on benefits, services and entitlements but more
importantly demonstrate that the Agency cares, not only about the employee,
but also about the family, the hardships they endure and the significant role
they play in our intelligence effort.
for Agency Spouses now held twice a year the Headquarters auditorium.
ArMINISTRATIVE - INTERNAL USE ONLY
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ROUTING AND TRANSMI1Th. UP
Dow
4/28/86
TOe me, aym number,
EX0/DUA
1.
Initials
Dab
q
DDA/PLANS
i
4.
FIN
Note and Ratum
I
For CNarana
Per ConwaatNn
For CormctNn
fte"Is ft*
For Your Intownatlon
See Me
nt
O
poMfton
jowly
DO NOT use this form as a RECORD of apgovht, concurrsncos, disposals,
clearances, and "*w actions
FROM: (Nam. o% symbol, Aganry/Post)
Room No.-Bldg.
OFiIONAFORM 41 (Rw. 7-70
M loot-nj's
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MEMORANDUM FOR: Executive Officer to the DDA
25X1 FROM:
Director of Security
SUBJECT: Excellence Update
1. In response to your request of 3 April 1986, I have
attached a package of material describing efforts which I
believe may be suitable for inclusion in the "Excellence"
headquarters notice. Both individual and collective efforts
25X1 are included.
2. Regarding your request for thoughts on paragraph #2 of
your memorandum, I agree that it is desirable to include
mention of collective endeavors. Significant accomplishments
are rarely the work of an individual. If an additional
emphasis is desired, it might be in the area of interoffice
cooperation/activities. Reporting on such activities may help
foster more such efforts and reduce parochialism.
n u W T n F. N T T A L
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 25X1
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THE SECURITY PROTECTIVE OFFICERS
Searchers for excellence need look no farther than the
nearest CIA Security Protective Officer (SPO). Most CIA
employees are aware of our transition from the GSA Federal
Protective Service to the CIA operated Security Protective
Service (SPS), which is managed by the Headquarters Security
Division/OS. The transition has been difficult and complex and
the quality of the protection and services currently being
afforded Agency employees is a tribute to the dedication,
professionalism and hard work of this corps of protective
25X1 officers. F7
Doing "more with less" is a familiar phrase at CIA but this
reality exacts a particularly heavy toll on a 24-hour
operation, particularly one operating at under two-thirds of
its authorized strength. Constant overtime requirements have
sorely tested the stamina and dedication of the SPOs and have
detracted from both their professional and home environments.
That there have been many laudatory comments made concerning
the SPO's courtesy, patience and professionalism is remarkable
considering the stresses of long hours and the current
25X1 terrorist threat. F-1
In addition to the overall excellence of the Security
Protective Service, individuals within the service have
distinguished themselves as well. Within the past 10 months,
SPS trainees at the Federal Law Enforcement Training Center
have earned seven Academic Distinguished Graduate awards, one
Distinguished Expert Marksman award, nine Expert Marksman
awards, and five Physical Fitness Training awards. On-duty
SPOs have routinely provided quality service at delicate and
trying locations such as the VIP Parking Lot and the
Headquarters gates. Two SPOs have received commendations for
humanitarian assistance rendered victims in separate automobile
accidents. Though still "fledgling" in some ways, the Security
Protective officers have already demonstrated beyond doubt
their personal and group commitment to service excellence.
10-
0
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The Office of Security, Identification Section, also known
as the Badge Office, has a full-time staff of only 7 people.
They are responsible for producing an incredible variety of
badges, credentials and identity documents as well as
monitoring the computerized Security Access Control System and
the Automated Alarm Monitoring System. Since 1978, the basic
workload of the section has risen over 30 percent and certain
9F X1 functions, have
25X1 grown by o
ver 100 percent.
Despite the increased workload, the staff (which has not
increased) has managed to maintain its long-standing reputation
for courtesy, fast service and professionalism. The results of
a recent customer survey included high praise for the staff.
Phrases such as "fantastic, organized, people-oriented, willing
to help, efficient, congenial," etc., were music to the ears of
a staff which constantly strives to be just that way. As if an
additional measure of their dedication was needed, the staff
responded to a customer need expressed in the survey and will
remain open 9 hours a day, 5 days a week. Also as a result of
the survey, the Badge Office is looking at ways to give more
convenient service to customers in outlying buildings. As an
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 Declassified in Part - Sanitized Copy Approved for Release 2011/11/07: CIA-RDP88G01332R000100080006-7
A security officer, relatively new to the Agency and the
Office of Security's Information Systems Security Division, has
already distinguished himself as an example of what excellence
is all about. In the past 6 months he has developed, on his
own time, a number of security-related software packages for
the Agency's family of support personal computers (PCs). These
software packages have significantly improved the capability of
the Agency to protect the data being processed on a PC.
Personal initiative and superior ability to apply new concepts
25X1 add up to excellence.
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REMINDER: Speak to Pat about how we might use the excellence
exercise as a way to issue commendations to deserving employees
and components...even those not selected. This might have two
good effects: 1. Encourage managers to submit more items.
2. Provide a vehicle short of QSIs and cash, or in addition to
these, to let employees know their individual and collective
efforts are being observed and appreciated. PPS could prepare
excellent letters of commendation! How about doing this
Agency-wide? It could be that since excellence includes
actions previously recognized that this is inappropriate but I
see many praiseworthy actions being mentioned here for the
first time.
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INDIVIDUAL EXCELLENCE IN ENHANCING INFORMATION PROCESSING
A young GS-10 security officer took it upon himself to
conduct a detailed study of his section's information handling
procedures and needs and to prepare a comprehensive plan for
moving the section out of the "shoebox" and into a more
efficient, essentially paperless, information handling
environment. He did so without the benefit of formal support
or assistance from professional computer system consultants and
he accomplished the necessary research and study largely on his
own time without any adverse impact on his full-time duties.
This officer did not stop at the proposal stage. He
shepherded the information processing project through the
various systems planning, equipment evaluation, procurement,
and installation phases with outstanding results. This
officer's knowledge and creativity have also been used to
advantage in troubleshooting problems with other Office of
Security automated systems where he has demonstrated a
willingness and ability to support mission requirements well
beyond any office expectation. Rather than rest within the
parameters of his well-defined job responsibilities (which he
performs in a superior manner), he has chosen to seek and
25X1 achieve excellence.
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ROUTING AND RECORD SHEET
25X
25X
FRAM.
v/ore
1026 CofC
TO: (Officer designation, room number, and
building)
~. EO/DDA
7D24/Hqs.
J) f}l pLr~,~LS'
610
OFFICER'S
INITIALS
25 April 1986
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
SUSPENSE: 25 April
fri
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SECRET a'
OTE 86- 1017
25 14p7Cil` `g86
MEMORANDUM FOR: Executive Officer to the DDA
Director of Training and Education
SUBJECT: Examples of Excellence in Performance in
OTE in the Past Six Months
REFERENCE: Your Memo to DA Office Directors (DDA 86-0657)
dated 3 April 1986, Subject: Excellence Update
The past six months have been particularly productive ones
for the Office of Training and Education. With little effort,
we identified six examples of both group and individual efforts
which exemplify excellence. We will be glad to provide any
additional details which might be helpful. The attached
narratives have been taken largely from the narratives which
have accompanied nominations for both individual and Unit
awards. Incidentally, on 28 April, the Personal Security
Branch, cited in the attachments, is receiving a Meritorious
Unit Citation in the DCI Conference Room.
Attachments
?dV
UNCLASSIFIED WHEN SEPARATED
FROM ATTACHMENTS
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 Declassified in Part - Sanitized Copy Approved for Release 2011/11/07: CIA-RDP88G01332R000100080006-7
TRAINING BROCHURE
In June 1985, the Office of Training and Education (OTE)
was called upon by the Deputy Director for Administration to
support the DCI's efforts to enhance the Agency's recruitment
effort. Since one of the benefits accruing the Agency employees
is the opportunity to participate in training to stimulate
personal and intellectual growth, it was held that a brochure
describing available training would positively impact on the
Agency's availability to attract high-quality employees.
STAT was originally tasked with developing a
training brochure un er external contract. He advised that the
estimated costs of $30,000 were excessive and that he was
STAT prepared to write and develop the brochure. ___pulled
together a Task Force of his OTE colleagues. Under is
direction the group worked diligently to develop the language,
select photographs, and struggle with the appropriate concept
behind the training brochure. A prototype of the brochure
submitted to senior Agency managers by the first of September
1985 even in its early stages began to receive praise for its
creativity and innovation. The brochure has recently been
printed in 20,000 copies and is of the highest quality, showing
not only innovation and creativity, but also brilliance in
design and impact. This brochure will be made available to all
Agency recruiters who will in turn provide copies to Agency
applicants and university placement officers. The Office of
Personnel has advised that they believe this brochure will
contribute significantly in their efforts to attract new
employees.
STAT
for his initiative, dedication, and
perseverance, has been Lecommnded l!1illirr a $500 cas award for his
individual efforts in achieving this objective, but it was also
a product of an office-wide effort.
UNCLASSIFIED
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DO Training Needs Study
In the fall of 1985, the Office of Training and Education
(OTE) began an assessment of DO training needs so that we might
be more responsive to its requirements for training. The
purpose of this assessment was twofold: 1) to identify the
skills, knowledge, and abilities necessary to perform DO jobs;
and 2) to identify those areas in which training can make a
contribution.
This high-priority activity was part of OTE's effort to
identify consumer needs and develop training to specifically
meet those needs.
The results of this DO training needs assessment to date
have been to create a framework based on data to examine the
match between job requirements and our curriculum.
The questionnaire used to assess the training needs was
sent to approximately0 personnel both at Headquarters
and in the field. The questionnaire asked opinions on over 200
job/training characteristics.
This extremely large task involved addressing and mailing
out questionnaires, collecting and numbering responses,
inputting data into a SAS file on VM, and preparing a report on
the findings.
Since there was only one person, assigned to
handle the administrative processing of this mountain of data, a
call was made to persons within OTE who would volunteer to work
on this project. The work involved inputting the responses to
200 questions for each ofrespondents. This monumental
task was performed by a small corps of Mr careerists who
exemplify the excellence for which we in training have been
striving. These people showed a willing, dedicated "can do"
attitude. Their efficient, timely attention to this extra duty
was carried out between their assigned duties, during lunch, and
at other moments they could "sandwich in."
The individuals, who gave so willingly of their time to
produce a timely report, have each been nominated for individual
cash awards. who was responsible for the
administration of the study, a s analysis, and final report,
has been nominated for an exceptional achievement award of $500.
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 25X1
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Iq
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Development of the Seminar on Intelligence Successes and Failures
STAT I outstanding direction and leadership of the
Seminar of Intelligence Successes and Failures deserve special
STAT recognition. A former DI division chief and NIO,
came to OTE in October 1983 to establish and conduct a Seminar
at the request originally of the DCI Because no course of this
STAT type had been presented before, began from scratch,
relying upon his many years of experience which had endowed him
with remarkably penetrating and profound insights into the
analytic process, especially the challenge of identifying and
understanding the needs and unique analytic perspectives of
top-level consumers of the DI product.
The Seminar, now in its ninth running, has achieved
STAT superb reputation. In Jul 1984 the DCI commended
for the Seminar's positive contri ution to pr ucing quality
intelligence for the policymaker. In November 1985, the DDI
wrote, "There is little in which the Directorate has been
involved during the nearly four years I have been DDI that has
been so consistently praised...From an institutional standpoint
(the Seminar) may be the single, most important undertaking
aimed at systematically improving the quality of intelligence
and presenting the ways to do that in a compact, coherent, and
consistent package." Students have continued to laud the course
for the clarity, power, and enlightenment of its message, which
they report has greatly influenced their approach to analysis.
01/Al Through the Seminar, I has brought to bear an
extraordinary combination of strengths to which its success can
be directly attributed: broad personal experience in
intelligence; an impressive grasp of both Agency history and the
academic literature on analysis; unusual powers to conceptualize
issues; a talent for course design; and leadership and teaching
abilities that command the respect of students at all grade
levels.
STAT
In recognition ofl achievement, we have
recommended him for an Exceptional Accomplishment Award in the
amount of $2,500.
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 25X1
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 Declassified in Part - Sanitized Copy Approved for Release 2011/11/07: CIA-RDP88G01332R000100080006-7
ti OTE 86-
25 July 1986
STAT
FROM:
SUBJECT:
REFERENCE: Your Memo to DA Office Directors (DDA 86-0657)
dated 3 April 1986, Subject: Excellence Update
The past six months have been particularly productive ones
for the Office of Training and Education. With little effort, we
identified six examples of both group and individual efforts
which exemplify excellence. We will be glad to provide any
additional details which might be helpful. The attached
narratives have been taken largely from the narratives which have
accompanied nominations for both individual and Unit awards.
Incidentally, on 28 April, the Personal Security Branch, cited in
the attachments, is receiving a Meritorious Unit Citation in the
DCI Conference Room.
Director of Training and Education
Examples of Excellence in Performance in
OTE in the Past Six Months
STAT
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 Declassified in Part - Sanitized Copy Approved for Release 2011/11/07: CIA-RDP88G01332R000100080006-7
- TRAINING BROCHURE
In June 1985, the Office of Training and Education (OTE) was
called upon by the Deputy Director for Administration to support
the DCI's efforts to enhance the Agency's recruitment effort.
Since one of the benefits accruing the Agency employees is the
opportunity to participate in training to stimulate personal and
intellectual growth, it was held that a brochure describing
available training would positively impact on the Agency's
availability to attract high-quality employees.
STAT was originally tasked with developing a
training brochure under external contract. He advised that the
estimated costs of $30,000 were excessive and that he was
STAT prepared to write and develop the brochure. ulled
together a Task Force of his OTE colleagues. Under his direction
the group worked diligently to develop the language, select
photographs, and struggle with the appropriate concept behind the
training brochure. A prototype of the brochure submitted to
senior Agency managers by the first of September 1985 even in its
early stages began to receive praise for its creativity and
innovation. The brochure has recently been printed in 20,000
copies and is of the highest quality, showing not only innovation
and creativity, but also brilliance in design and impact. This
brochure will be made available to all Agency recruiters who will
in turn provide copies to Agency applicants and university
placement officers. The Office of Personnel has advised that
they believe this brochure will contribute significantly in their
efforts to attract new employees.
STAT
for his initiative, dedication, and
perseverance, has been recommended for a $500 cash award for his
individual efforts in achieving this objective, but it was also a
product of an office-wide effort.
Declassified in Part - Sanitized Copy Approved for Release 2011/11/07: CIA-RDP88G01332R000100080006-7
 Declassified in Part - Sanitized Copy Approved for Release 2011/11/07: CIA-RDP88G01332R000100080006-7
Training Needs Study
In the fall of 1985, the Office of Training and Education
(OTE) began an assessment of DO training needs so that we might
be more responsive to its requirements for training. The purpose
of this assessment was twofold: 1) to identify the skills,
knowledge, and abilities necessary to perform DO jobs; and 2) to
identify those areas in which training can make a contribution.
This high-priority activity was part of OTE's effort to
identify consumer needs and develop training to specifically meet
those needs.
The results of this DO training needs assessment to date
have been to create a framework based on data to examine the
match between job requirements and our curriculum.
The questionnaire used to assess the training needs was sent
STAT to approximately Opersonnel both at Headquarters and in
the field. The questionnaire asked opinions on over 200
job/training characteristics.
This extremely large task involved addressing and mailing
out questionnaires, collecting and numbering responses,
inputting data into a SAS file on VM, and preparing a report on
the findings.
STAT Since there was only one person lassigned to
handle the administrative processing of this mountain of data, a
call was made to persons within,OTE who would volunteer to work
on this project. The work in 1 d inputting the responses to
STAT 200 questions for each of ~o respondents. This monumental
task was performed by a small corps of MT careerists who
exemplify the excellence for which we in training have been
striving. These people showed a willing, dedicated "can do"
attitude. Their efficient, timely attention to this extra duty
was carried out between their assigned duties, during lunch, and
at other moments they could "sandwich in."
The individuals, who gave so willingly of their time to
produce a time1 re ort have each been nominated for individual
STAT cash awards . who was responsible for the
administration of the study, data analysis, and final report, has
been nominated for an exceptional achievement award of $500.
Declassified in Part - Sanitized Copy Approved for Release 2011/11/07: CIA-RDP88G01332R000100080006-7
 STAT
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Next 3 Page(s) In Document Denied
Iq
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 Declassified in Part - Sanitized Copy Approved for Release 2011/11/07: CIA-RDP88G01332R000100080006-7
Development of the Sr 4nar on Intelligence successes r Failures
STAT outstanding direction and leadership of the
Seminar of Intelligence Successes and Failures d ial
STAT recognition. A former DI division chief and NIO, , came
to OTE in October 1983 to establish and conduct the Seminar at
the request originally of the DCI. Because no course of this
STAT type had been presented before, began from scratch,
relying upon his many years of experience which had endowed him
with remarkably penetrating and profound insights into the
analytic process, especially the challenge of identifying and
understanding the needs and unique analytic perspectives of
top-level consumers of the DI product.
The Seminar, now in its ninth running, has achieved a superb
STAT reputation. In July 1984, the DCI commended for the
Seminar's positive contribution to producing quality intelligence
for the policymaker. In November 1985, the DDI wrote, "There is
little in which the Directorate has been involved during the
nearly four years I have been DDI that has been so consistently
praised...From an institutional standpoint (the Seminar) may be
the single, most important undertaking aimed at systematically
improving the quality of intelligence and presenting the ways to
do that in a compact, coherent, and consistent package."
Students have continued to laud the course for the clarity,
power, and enlightenment of its message, which they report has
greatly influenced their approach to analysis.
STAT Through the Seminar, has brought to bear an
extraordinary combination o strengths to which its success can
be directly attributed: broad personal experience in
intelligence; an impressive grasp of both Agency history and the
academic literature on analysis; unusual powers to conceptualize
issues; a talent for course design; and leadership and teaching
abilities that command the respect of students at all grade
levels.
STAT In recognition ofl lachievement, we have
recommended him for an Exceptional Accomplishment Award in the
amount of $2,500.
Declassified in Part - Sanitized Copy Approved for Release 2011/11/07: CIA-RDP88G01332R000100080006-7
 STAT
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 Declassified in Part - Sanitized Copy Approved for Release 2011/11/07: CIA-RDP88G01332R000100080006-7
tb XAL elk-~
- 0---- -0
Z~4~ ~t CL-:11
6"j-1,
Uw fL--*,
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 Declassified in Part - Sanitized Copy Approved for Release 2011/11/07: CIA-RDP88G01332R000100080006-7
FROM:
ST
AT
nT OED/SS
C T
ST T
A
TO:
building)
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
EXTENSION
NO.
1-S-S 60-96
010
.
DATE
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
PORWAWED
INITIALS
to whom. Draw a line across column after each comment.)
SSA/DDA
s
7D 18 H
-
q
2.
3.
AP
1986
4.
ADS 1104AWS
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
?;"" 610 EDmfl
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 25X1
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Next 1 Page(s) In Document Denied
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