SUBMITTAL OF PHASE I OF COMMITTEE REPORT WITH RECOMMENDATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89-00303R000100070001-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 144
• Document Creation Date: December 27, 2016
• Document Release Date: November 26, 2012
• Sequence Number: 1
• Publication Date: January 17, 1984
• Content Type: MEMO

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REPORT OF THE COMMITTEE TO STUDY A LOGISTICS
OFFICER TRAINING PROGRAM
PROFESSIONAL DEVELOPMENT
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MEMORANDUM FOR: Director of Logistics
Officer Trainee Program
FROM:
Chairman, Committee to Study Logistics
Training Program
SUBJECT: Submittal of Phase I of Committee Report
with Recommendation
1. Per your direction, a committee has been formed to study Professional and
Wage Board development programs in the Office of Logistics. The activities of the
committee with regard to Professional development are complete, and a report
summarizing these activities is attached.
2. The committee recommends that you authorize and implement a Logistics
Intern Program. If you concur, the committee recommends that a Logistics
Instruction be issued as soon as practical. This instruction would serve to announce
the program on an office-wide .basis and should contain the description of the
program as outlined in Section VI of this report. If the recommended program is
approved, it should be included in all Logistics Personnel Handbooks.
ATTS: a/s?
III
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INDEX
I. BACKGROUND
II. GOALS
III. METHODOLOGY
IV. ALTERNATIVES
A. No office-wide program.
B. Broad-based program for all logistics careerists.
C. Entry-level program for professionals.
V. RECOMMENDATION
VI. LOGISTICS INTERN PROGRAM
A. Goal
B. Nomination and Selection
C. Size of Group
D. Assignments
E. Training
F. Professional Certification
VII. CONCLUSION
ATTACHMENTS:
A. Minutes of Meeting
B. Reports on Agency Professional Development Programs
C. Reports on other Government Agency Professional Development Programs
D. Reports on Private Industry Professional Development Programs
E. Reports on Academic Courses
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I. BACKGROUND
Increasing concern has developed over the past several years that our middle-
level officers are becoming highly specialized in narrow career tracks. This
specialization detracts from the ability of the Office of Logistics to provide well-
rounded logistics generalists for rotational assignments between Divisions within the
Office and to components outside the Office and overseas. Although there has been
some recent movement of careerists between Divisions at higher levels, there is still
not enough movement at the mid to lower levels. When rotations do occur, managers
are inclined to consider these assignments to be a waste of time and of little or no
value to an individual in developing a career speciality. There have been instances of
logistics careerists dealing with Agency components who did not know the various
functions of Logistics Divisions and Branches and were unable to help the customer
obtain Logistics assistance or place requirements into the Logistics system.
Additionally, a lack of thorough familiarity with the functions of all Logistics
Divisions and Staffs has the potential to build a parochialism and lack of proper
perspective and responsiveness to our customers and the operational support they
need.
? The Office of Logistics will function in a dynamic environment during the next
decade. In order to effectively meet the challenge, the Office must identify, develop,
and advance the best possible candidates to managerial ranks. Additionally, it is
imperative that we instill in these individuals the Office tradition of quick response,
quality service, and dedication to excellence in operational support.
To pursue this goal, the Director of Logistics formed this committee to study
development and training of Professionals and Wage Board employees in the Office
of Logistics. The committee was formed in September 1983 from volunteers who
responded to a Logistics Notice published in August 1983. The participants included
personnel from Supply Division, Logistics Services Division, Procurement Division,
Real Estate and ? Construction Division, Printing and Photography Division,
Information Management and Support Staff, Personnel and Training Staff,
Procurement Management Staff, Security Staff, and the New Building Project
Office. This report deals with Professional Development?a separate report will be
issued on Wage Board Development.
II. GOALS
A. Develop a Logistics Officer Training (LOT) Program that will produce a
cadre of Logistics officers who will be prepared by training and experience to be
assigned to managerial positions in the Office of Logistics.
B. Develop a program for wage board employees in P&PD,
III. METHODOLOGY
The committee decided to pursue the two programs consecutively in the above
order. To reach the first goal and to understand the past as well as to develop a date-
base of existing management training programs, the committee interviewed and
gathered information from various sources. The committee's specific taskings were to:
A. Review existing Office of Logistics programs.
B. Review former Logistics Officer Trainee Program.
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C. Review other CIA programs.
D. Review other government programs.
E. Review private industry programs.
F. Research cover problems that may occur.
G. Research professional societies and certification.
Following the research effort, the committee held a two-day work session at
in January 1984 to develop a program. Minutes of this
work session are in Attachment A. Discussions included many
alternatives that were refined into the final recommendation of the committee for the
establishment of a Logistics Intern Program (LIP). The various reports submitted
during the committee's activities are included in Attachment B thru D.
IV. ALTERNATIVES
Throughout all the activity of the committee, a continuing dialogue existed on
various alternatives to the final recommendation. Since this dialogue took place
among various groupings of the committee and at differing times and places, it was
impossible to capture all items discussed. A fairly comprehensive look at the extent of
25X1 the discussion may be found by reviewing the minutes of the meeting The
following three alternatives received. the most consideration by the committee:
A. No Office-Wide Program
FOR: Those divisions that would participate most heavily in this program
already have a formal training program. Divisions that do not currently have a for-
'mal program may not desire to participate in an office-wide program. Personnel de=
velopment is a primary duty of managers and if current managers support
professional development at the Division level, they may not feel the need to
support an office-level, program. The advent of the DDA professional development
program might provide a good mechanism for develdping future Logistics
managers and given them a good overview of the Directorate.
AGAINST: Division-, Directorate-, and Agency-level programs d to__a_.:4 gLve
40sResific_ligatmentolgffice-level concerns nor do they provide a viable. alternative
to a program specificallya designedor the o icelevel. the program is designed,
Division management will recognize the ultimate gain of getting back a well-
rounded employee and will shoulder the administrative support necessary for the
program to function effectively.
B. Broad-Based Program for all Logistics Careerists
FOR: This program yields across-the-board benefit to all employees and
offers a fair distribution of the training investment. The recent lunchtime seminars
offered by the Procurement Management Staff are an example of what can be
done in this field.
AGAINST: This program would probably not yield much higher benefit than
is currently being realized from existing course's offered by OTE, other government
agencies, or local academic or professional societies. Because of the numerous
disciplines and career tracks in the Office, it would be better to encourage
employees to participate in programs on their own.
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C. Entry-Level Program for Professionals
FOR: The provision of meaningful career development is a distinct advantage
in the recruitment and retention of high-potential new employees.
AGAINST: The complexities of the Office structure and the missions of the
various Divisions and Branches are too hard for new employees to grasp and turn
into a meaningful learning experience. A short exposure is of little or no value to in-
dividuals and very expensive to the Division in terms of manpower required to train
new employees. The Division gains little value to its operation from new employees
because they do noX have the knowledge to read on their own and become
contribdting members of the group. The CT Program, the new DDA Development
Program, the Supply Office Trainee Program, and various other informal pro-
grams can adequately serve the needs of entry-level professionals.
V. RECOMMENDATION
Notwithstanding these alternatives, a decision was reached by the committee to
develop a viable program. We submit this report for your consideration and strongly
recommend that a professional development program be instituted for high potential
logistics careerists to broaden their individual experiences and enhance their potential
to the office. The committee's program follows:
VI. LOGISTICS INTERN PROGRAM
A. Goal
The Logistics Intern Program (LIP) will provide selected Logistics careerists,
through an individualized Veax program of training and interim assignments,
an overview of the Office of Logistics' management philosophy, concerns, problems
and personnel. Selectees, upon completion of this program, will have a broad-based
knowledge of how the Office functions both internally and externally in support of
the Agency mission. Additionally, thiurpgram,will,providg a qadratom_which fu-
ture managers can be selected who will have specific skills in a specialized logistics
discipline and, more importantly, a broad-based knowledge of the overall role of
the Office, the requirements placed on it, and the resources available to fulfill those
requirements.
B. Nomination and Selection
Nominations for appointment to the LIP will be made annually in October by
each of the five ML Career Subgroup Professional Panels, by Division or Staff Chiefs,
4Q41;k
or by self-nomination from individuals who meet the following application criteria:
1. Minimum of three years' Agency employment. vrte
2. Bachelor's degree._ Preference will be given to individuals who have - -
graduate degrees or demonstrate an active pursuit of graduate study or after-
hours work in career-related studies.
3. Minimum entry grade is GS-11. No maximum entry grade.
4. Category I rankings, top 25% of Category II may be considered.
5. Medically qualified for PCS or TDY.
6. Preference will be given to individuals who have attained or who are
pursuing professional certification or are active members of a professional society.
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lee will Naokmie tnhaet ifoi nn sa l ws iel il e eb tei omn sa da ne dt or eteheemLmoegni sdtai ct iso nTsr aito nti hn eg La en gdi s At i ewsa Cr dasr ePear ne l who
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Board for appointment.
C. Size of Group
Depending on OL's future need for managers and the availability of qualified
candidates and training positions, a group of f.pur_ to si?c_people would be
appropriate. A two-year program will accommodate meaningful interim assign-
ments, so four to six candidates should be accepted each year with a maximum of
twelve participants during a full two-year cycle or at any one time.
D. Assignments
Rotational assignments would vary depending on the needs of the individual
and the project undertaken. Three or four different assignments would be
scheduled for each intern and would normally be of a six-month duration.
However, a one-year assignment in a particular discipline would be considered.
Rotations should be tailored to the intern's interests and Office needs. Although,
each intern does not need the same training, all should receive an overview and
some hands-on experience in three or four Divisions. Assignments must emphasize
the interaction and interdependency of the various Logistics functions.
Each Division could utilize a mid-level grade, Category I intern in some
special project or in normal day-to-day assignments, especially since this fast-
learning trainee will be considered quite competent and highly motivated. The
following rotational assignments are suggested:
? Assignment as an area Division Logs Officer.
? Tour as Assistant Executive Officer in Office of D/L.
? Position in planning or management support in P&PD.
? Executive Officer in RECD
? Procurement Agent in General Procurement Division.
? Procurement Analyst in Procurement Management Staff.
? Special Project Officer in IMSS.
? 90-day foreign or domestic TDY as Supply Officer Trainee.
Choice of as_sjgnments-wouldiv itey_elopedjmadyance and each Division would
, assign a senior officer, preferably the Deputy Chief, as a mentor for the individual.
A written formal work plan must be prepared by the mentor and fully understood
and adhered to by both the intern and the Division. These assignments outside the
intern's basic field would provide OL a potential manager who could return to his
o? wn discipline with a broader knowledge of the essential interactions and varying
concerns of the other Divisions. The Divisions will not be overburdened with this
rotation, as only one person should be training in their area during a six-month pe-
riod. The program is envisioned as flexible enough to handle the varied needs of the
limited number of people involved.
E. Training
Interns will pursue a combination of courses applicable to management and
the various disciplines in logistics. The courses may be internal or external. The ex-
act program of courses will depend upon the interim assignments selected. The
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Division Chief or Deputy (for the areas the intern will be assigned to during the
program) and the intern will mutually decide on exactly what courses to enroll in.
The following are courses that may be considered: 4_4
Supply Administration Course
%?tov
1...-Headquarters Property Accounting Course
General Transportation of Hazardous Materials
,../Logistics Management, Wright-Patterson AFB, Ohio
Army Depot Operations Management Course, Fort Lee, VA
Defense Inventory Management, Fort Lee, VA
FEDSTRIP (GSA)
Procurement L'types of Contracts (GSA)
b?tasic Procurement (GSA)
Contracting for Commercial Services (GSA)
The Federal Procurement Process (GSA)
Small Purchases! Federal Supply Schedules (GSA)
Printing & Systems Analysis
Photography Production Management Course
General v,-Data Processing Course?VM/SCRIPT/AIM/RAMIS
F. Professional Certification
During the internship assignment, individuals will be encouraged to pursue
professional certification in logistics disciplines and actively participate in a
professional society.
VII. CONCLUSION
The Office of Logistics has a traditional reputation for responsiveness. That
reputation is in danger of erosion through increasing specialization. To counteract the
specialization and its accompanying provincial attitudes, the Office of Logistics must.
formalize the development of knowledgeable managers who will be prepared to meet
the challenges of the future. The Logistics Intern Program provides a vehicle for this
development and establishes a goal of excellence for the individual.
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17 January 1984
MEMORANDUM FOR THE RECORD
SUBJECT: Committee to Study a Proposed Logistics Officer Trainee Pro ram
25X1 (LOTP)?Minutes of Meeting, 3 and 4 January 1984,
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1. Two Committee members who was on leave, and
who was needed in his Division) were absent.
2. The purpose of this two-day meeting was to refine the definition of the LOTP
and to decide upon the details regarding qualifications of candidates and the details
of the program.
a. On the definition of the LOTP, the question is whether it is a program to
provide a cadre of future managers for OL versus a broad-based program for all
OL professionals.
b. On the qualifications of candidates, the following are to be considered:
(1) Educational Level (High School, College, etc.)
(2) Testing (Professional Applicant or Employee Test Battery, Scholastic
Aptitude Test results, etc.)
(3) Length of Employment (in-OL or in Agency)
(4) Entry Grade
(5) Rating on Performance Appraisal Report (PAR) and Panel Ranking
c. On the details of the program, the following are to be cOnsidered:
(1) Nomination and Selection of Candidates
(2) Size of Group
(3) Length of Program
(4) Training
(5) Assignments
(6) Promotions
(7) Oversight and Management
Post Program Activities: Assignment and Training
3. Chairman
are asking for 20
the LOT Progra
with the slotting o
advised the Committee that OL's 1986 new initiatives
Some of these positions are expected to be used for
thus felt that the Committee should not concern itself
the participants.
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4. Since the Committee's discussions often moved quickly from one point to
another, no attempt will be made to provide a chronological report. Rather the
comments will be reported by category.
a. Qualifications
(1) Educational Level: Mandatory Bachelor's degree. Advanced degree or
certification or some number of years of professional experience highly desirable.
There was considerable discussion on whether requiring a certain number of
graduate credits to be completed during the program would be wise. The final
decision was to list entry either with an advanced degree or upon completion to
have progress toward achieving one.
(2) Testing. of Psychological
Services Division (PSD) provided a briefing on professional testing and assess-
ment. The attachment contains a summary of the briefing. The committee felt
that if employees are selected at the GS-11 level (minimum) with at least three
years of Agency service, full retesting would not be appropriate at this point in
their careers. For the next Committee meeting the Chairman asked the members
to think about whether or not assessment should be included as part of the
selection criteria.
(3) Length of Employment: LOT candidates must have completed their
three-year trial period with the Agency. No one should be selected for the
program unless he has cleared his final security, processing, especially the
repolygraphing. Some discussion was held on whether any part of the three-year
trial period would have to be service in OL. Since the program would not receive
wide publicity outside OL, it would appear that the vast majority of candidates
would have at least some OL service as part of the three-year trial period.
(4) Entry Grade: The minimum entry grade will be GS-11. No maximum
entry grade will be imposed.
(5) Rating on PAR and Panel Ranking: Only Category I employees will be
considered. Since the Category Ranking is derived in part from the PAR ratings,
it is not necessary to establish any particular PAR rating as a criterion.
Discussion on this point centered on whether or not to include Category II
employees as potential candidates. While it was recognized that there are some
employees in Category II who may have potential for advancement, it was
agreed that all Category I employees should be the ones with the most potential.
Therefore, these employees would be the best LOT candidates.
b. Details of the Program
(1) Nomination and Selection of Candidates: Discussion centered on who
should nominate and select the candidates. There was general agreement that
the Divisions should nominate esandidates. There was, however, considerable
disagreement on whether it was wise to require each Division to nominate a cer-
tain number of candidates for a certain timeframe, such as each year. On the one
hand it was recognized that certain Divisions might never submit nominees
(because they would not want to lose their best people for a considerable period
of time). On the other hand it was thought that if the Program was not
considered good enough for a Division to risk the loss of the person versus what
the Division would ultimately gain (getting back a well-rounded employee), then
OL as a whole was probably wasting its time even having a program. It was also
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recognized that some of the people (Division Deputies for example) might not
have had access in the past to the records (the Category I list) that would be nec-
essary to participate in the nomination. The Committee felt that both the
Division (or Staff) Chief and Deputy should have access and participate in the
nomination of candidates. The nominations would be reviewed and ranked by the
Training Panel with the final selection of participants made by the Director of
Logistics. When a Division or Staff has nominated candidates, the Training
Panel would contact the candidates to determine their interest in being
considered. The Training Panel might also interview nominees.
(2) Size of Group: Various sizes were considered. One proposal was for 8 to
12 participants at a time. Another proposal was four to six a year, with eight to
12 during the two-year program cycle. These numbers are only guidelines; there
may be more or less depending on anticipated future_managerial _needs and
number and availability of qualified candidates.
(3) Length of Program: A two-year program length appears best. For any
given employee, the program can begin at various times. Rather than a "class"
concept such as the Career Training Program has, the LOT Program should be
more individually administered as the SOT Program is.
(4) Training: Training taken should be a combination of internal and
external, management-initiated and employee-initiated, on- and off-duty train-
ing mutually agreed upon by the Division and employee.
(5) Assignments: The advantages and disadvantages of short-term versus
long-term rotational assignments and the training that would accompany the
assignments were discussed. Short-term assignments were thought to be those of
three months or less. Long-term assignments were those lasting two to three
years. Overseas experience during the assignments was considered very neces-
sary; preferably the trainee would have a full tour but at least a TDY would be
beneficial.
A very good type of assignment would be one outside the Agency. Some
examples would be for a procurement type to be assigned to the National
Security Agency (NSA), for a RECD or supply type to be assigned to the Gen-
eral Services Administration (GSA), and for an LSD type to be assigned as a
General Services Officer with the State Department. Every trainee does not
need experience in all Divisions of Logistics.
Following his participation in the Program, the trainee would return to
his "home" office; i.e., his career division. Trainees would spend a maximum
of one year in any one assignment unless it was an overseas or domestic TDY.
Any trainee's e2Lposure would-thenate-to_at-least_two-{a-nd-ui3-to-four).-offices
other_than_his_parent office.
Potential interim assignments were identified as: REB/RECD, GPB/PD,
AEO/OL Area Division Logistics Officer, P&PD,
Overseas TDY, IMSS, rotation to another office in the
Agency such as OF, and assignment to another government agency. TDYs
would preferably be of 90 to 180 days' duration rather than simply the
Assignments during LOTP would be negotiable. The employee should
have some input with the final decision being made by management.
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? (6) Promotions: Promotions would be granted competitively as with other
career subgroups. There should be written evaluations, using the PAR form, on
each assignment the trainee has. The use of an Advance Work Plan for each as-
signment is mandatory. The Advance Work Plan is important both from the
standpoint of management and the employee.
(7) Oversight and Management: The Training Panel would have manage-
ment and oversight responsibility for the LOT Program. The Panel should
publish a Logistics Instruction announcing the program. An important duty of
the Panel is to ensure that employees who are nominated want to participate in
the Program.
5. A possible redefinition of the LOTP is to provide experiences/assignments
that will enhance a person's chances for developing into a manager of the future.
6. Several Committee members were assigned portions of the program details to
write up in a draft form. It was suggested that, if appropriate, the drafts be discussed
with the Division Chiefs to obtain their comments, which can then be incorporated
into the program. Those writing drafts were asked to have them written by Tuesday,
17 January 1984, and to disseminate copies to all committee members for consider-
ation. Members and the segment assigned for writeups were:
a. Nomination and Selection?
b. Size of Group-
e. Length of Program?
d. Training?
e. Synopsis of what the corporate. world is doing to train future managers?
f. Synopsis of what other Federal agencies are doing to train future manag-
ers?
g. Synopsis of what other CIA Programs are doing to train future manag-
ers-
AL 1
h. Summary of what the LOT Committee did and how it was done-
i. Investigate how the LOT report could be printed/bound for presentation to
25X1 the Director of Logistics and the Career Board-
7. The Committee also spent some time discussing and debating whether there
should be a LOT Program at all. The Committee concluded that managerial
development presently occurs somewhat in a haphazard manner and that the LOT
Program would represent an organized attempt at managerial development. There-
fore, the Program is needed.
8. The meeting will be held on Thursday, 26 January 1984, in
25X1 Rooth 2C19 at 3 p.m.
9. Before concluding the session, the Chairman tasked the Committee to
identify, for the Director of Logistics, what kind of award would be appropriate for
employees who obtain certification (such as architectural or engineering certification,
certification by the National Contract Management Association, or certification by
the Society of Logistics Engineers). The question had already been put to the General
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Counsel of the Agency. The General Counsel ruled that if the certification is needed
for the job (is in the job description as an essential element) then the person is already
being compensated for it as part of the salary. If certification is not required, then no
monetary payment is legally possible. The Committee recommended that a letter of
commendation signed by the Deputy Director for Administration and presented by
the Director of Logistics in the person's office setting in front of his peers would be
the most appropriate recognition. It was further recommended that an Agency
photographer record the event and that the commendation letter be placed in the em-
ployee's official and component personnel files.
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MEMORANDUM FOR THE RECORD
SUBJECT: Briefing on Psychological Services
Division (PSD) given to LOT
Committee by
day, 4 January 1984
Wednes-
1. The Committee explained that it was trying to select employees with long-
25X1 range management potential. commented that this was a
hard thing to do.
2. PSD gives the PATB (Professional Applicant Test Battery) to most profes-
sional applicants. However, the D/S&T does not use it as D/S&T wants people with
very specific scientific skills and the PATB would not measure these. PSD does not
report any exact numerical PATB scores to offices because the numbers would not be
meaningful. Instead, PSD uses narrative reports. PSD wants to be sure that offices
know they can call if the narrative does not tell enough or does not say anything about
a specific trait the office is looking for.
3. The PATB consists of an eight-hour battery of tests. Included are:
a. Intellectual ability?Nine separate sections measure various components of
intellectual ability.
b. Temperament scale?A surface measure of personality, assertiveness, self-
confidence, physical activity level.
c. Work attitudes inventory?Measures how the person feels about various
0 types of job settings (danger, physical hazards, cover, initiative, personal resources,
etc.). It has 15 scales addressing these various aspects of work attitudes.
d. Vocational interests test?Measures what the person wants to do; gives
some indication of whether he will stay with CIA for a career.
e. Biographic Background Information?Measures things like what courses
the person liked best or disliked most in school, what his preferred leisure time ac-
tivities are, etc.
f. 30-minute essay?Shows what a person can produce under pressure. When
applicants submit Personal History Statements, they also submit a writing sample.
However, PSD feels the Agency is not sure exactly who may have written this sam-
ple. When the person produces the essay as part of the PATB, at least we know
that he actually wrote it.
4. Intellectual abilities do not change much with a person's age. However,
temperament and work attitudes and other aspects measured by the PATB may
change. Therefore, PSD imposes a three-year time limit within which they will
provide reports based on given test results. The most changeable aspect is work
attitudes. Vocational interests usually do not change dramatically. What the PATB
does BEST is to identify those with the least chance of success. It does not do as well
differentiating the superstars from those who will do a good solid job.
5. On the question of whether the test has any adverse impact on various groups
such as minorities, the Office of Equal Employment Opportunity has written
guidelines for selection procedures. Each aspect of the selection procedure has to be
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examined to see if it causes adverse impact. The selection ratio is determined by
dividing the total number of applicants into the number of applicants hired. To
determine adverse impact, the selection ratio for minorities is divided by the selection
ratio for majorities. If the result is .8 or higher, there is no adverse impact. You can
still legally have a selection ratio that is lower if it is highly valid. For the Agency,
15% of all black applicants who take the test enter on duty. For all black applicants
who do not take the test, the percentage who EOD is 14.2%. For white applicants who
take the test who enter on duty, the percentage is 13.8%. When the division is
performed, CIA finds that it has no adverse impact. Blacks historically score lower on
three specific areas of the test: vocabulary, reading comprehension, and verbal
abilities. PSD says that the 15% of blacks who are hired have scores that are vastly
superior to the 85% who are not hired. The same statement is true for whites. PSD
has thus concluded that the PATB has no adverse impact and that the test selects the
best candidates from both racial groups. These percentages are derived from a five-
year period.
6. With the PATB, it is important to remember that there is no personal
25X1 interview with a psychologist. The test is given in the Headquarters area and at
domestic sites under contract with Educational Testing Service. Recruiters schedule
the testing. When the results are scored, the scores are plotted against on-board
Agency professional employees. PSD estimates that the average IQ for Agency
professional employees is 120. Applicants to CIA are motivated by government
service but want less than the typical bureaucracy. The number of applicants tested
25X1 in 1983 was The PATB is one piece of data to be used in the selection process.
It is especially good at identifying those who will be management problems. PATB
results are not binding in the selection process in the way that medical, polygraphing,
etc., are.
7. Question: Is there a profile on a good manager? Answer: There is no profile
per se but interpretation of certain subtests could yield some insight as to how the
person would perform. The psychologists described the intensive psychological
assessment process. Assessment is currently done on CTs and DO' professionals.
Assessment goes far beyond the PATB; however, it starts with the PATB. After
PATB testing, the applicants then take, at CoC Bldg,
an extensive battery of personality tests that are not covered with the PATB. The
tests may be tailored based on the psychologist's review of the person's file. The test-
ing lasts about four hours. It is followed by an indepth interview lasting from one to
three hours with the psychologist who has the results of both the PATB and the as-
sessment tests. With the interview and the results of the PATB and the assessment
tests, the psychologist can produce an integrated evaluation of the person.
8. Regarding the three-year time limit on PATB results, PSD can simply update
a person's PATB with two sections (the work attitudes and vocational interest
sections) lasting about one and one-half hours. PSD recognizes that many employees
would not want to take the full professional test over.
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9. In FY 1983 PSD did assessments. In the assessment process extensive
discrepancies may point to trouble with the person. One useful thing is that a general
predictor of stress tolerance is important for managers. Some other tests include
sentence completion items and self-descriptors. These help PSD to identify the con
artist and can be further probed in the interview. PSD used to give an assessment to
the participants in the Program on Creative Management course given by OTE. Due
to personnel shortages, this is no longer done. The POCM started with the assessment
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process and also ended with it with the actual training in the middle. POCM
participants were mid-level managers, GS-13 to GS-15 with long-term careers ahead.
POCM was originally developed by the Center for Creative Leadership (CCL) in
Greensboro, North Carolina. PSD has maintained liaison with CCL to look at
managers.
10. Agency managers tend to be:
a. informal
b. more willing to pitch in and do line work when needed
c. delegate upward (this particular phenomenon is unheard of in many places,
especially in the military)
d. have a greater tendency to share the responsibility for discussion and
decisions
11. Question: Is there any correlation between advanced education (beyond
bachelor's degree) and managerial performance? _Answer: It is hard to say. The
reason the person has an. advanced degree may be that he really did not want to work
and so he simply kept going to school and got the master's. A good manager should
have a sense of balance and proportion and should know to what extent the wishes of
the employee should be considered. The employee's wishes should be considered to
the maximum extent that still allows the job to get done. Managers should be results
oriented and task oriented. One advantage in CIA is that being compartmented
allows managers to be relatively free of the turf problems that exist elsewhere.
Managers also need to be able to cope with stress. In PSD's view, the Agency has not
had the best track record in selecting first-line supervisors. Selection as a supervisor
should not be based solely on the person's record in his substantive field. Supervisors
must be able to handle people and solve problems. They should not be rigid. Empathy
is needed; flexibility is needed. In the CIA, beyond the first-line supervision level, we
have very good managers but not leaders in the true sense of the word.
12. In the DO, PSD has found that three factors are most indicative of future
long-term success:
a. Basic intelligence (IQ)
b. Personality to dominate, manipulate, and control other people (also what
managers have to do)
c. Ability to function in unstructured environment (the ability to tolerate
ambiguity)
These factors operate directorate-wide in the DO. In other instances there have
been only office-wide studies (not directorate-wide in S&T, DA, or DI).
13. On the question of what level of education a manager should have, it was felt
that a person with significantly less education than those he managed would probably
have some trouble. However, there is also sometimes a negative correlation between
education and scores on tests (the higher the level of education the lower the test
scores). PSD gives the Differential Aptitude Test (DAT) to those who do not possess a
full four-year college degree. The DAT allows for vocational counseling, assisting
employees who are misplaced or one who has talents in other areas that are not being
used. The person who has a bachelor's degree and is working full time at his job and
part time on an advanced degree probably is showing good motivation and the best
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potential for long-term career growth. However, he may be working on the degree
because he lacks intellectual stimulation on the job or merely wants a good excuse to
get out of the house.
14. Question: Is there any connection between good managers and those who
have had or have lacked a variety of diverse work experiences? Answer: CCL says
25X1 better managers come from those with varied, diverse work experiences.
(instructor of the Leadership Seminar) said that leaders are those with a breadth of
interest, community service, and varied hobbies. Within PSD, the Research Branch is
looking for what in the background data they have would be correlated with future
success in various jobs in the Agency. It was noted that interest in the Agency in what
makes a good manager only goes back about seven to ten years. This Agency has had
a high degree of turnover at the very highest levels. It is the people at the mid-level
management positions who keep the place going.
15. For the LOT Program, the very best way to go would be to develop the pro-
gram, run some people through it, but at the same time continue to do what you
would have done without it. Then you will have two groups to compare, those who
have had the program and those who have not. Then you can see actually how the
program has done. One point for participants of the LOT is that they must be assured
that participation in the program will not work against them. If OL can formulate a
list of attributes the LOT participants should have, PSD can tell us whether these can
be measured.
16. The PSD staff consists ofFmployees total f these are Ph.D.
25X1 level psychologistsnin the Assessment Branch an n the Research Branch.
17. Question: What is the psychological impact on other office employees of an
elite program such as LOT? Answer: We really do not know. There has been a prob-
lem sometimes with Career Trainees. Usually the employees who were having the
problems just left the Agency. The Program should have certain general require-
ments for admission. It should be a special program that will not affect the normal
career a person would expect. It should not be a competition. The Program should be
described to employees on an individual or small-group basis. OL should be sure the
employees really want to participate in the Program. If OL uses an interview as part
of the selection process, it should be a structured interview where you get answers to
certain questions. Do not let the interviewers think they can rate the applicants?a
glib person can fool them.
18. Question: How can motivation or desire be measured? Answer: General
motivation can be measured but not specific motivation. Motivation is situational.
19. For the future, OL might want to create jobs that would make people good
candidates for the LOTP. We should try to target the jobs to preparing people for the
management positions.
20. Question: We have found that the Foreign Service Institute/Department of
State has subtests as part of its professional test battery that target the major jobs. Is
it possible to do something like that in the PATB? Answer: Because of the incredible
complexity of jobs in CIA, it would not be possible to have a test like that.
25X1
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Logistics Officer Training Program
The program, to the best of our knowledge, was brought into existence in late
1961 with personnel actually being brought on board in early 1962. In the beginning,
at least for the first two years, participants were recruited from outside the Agency,
and then individuals entered the program on a case-by-case basis from internal
sources.
The original requirements to enter the program were for officers to be in their
mid to late twenties, have a college degree (basically in Business Administration) and
have some experience in the Logistics field, primarily from the military.
The entry level, again on a case-by-case basis, was at the GS-07 level with a
guarantee to advance to GS-09 in one year, at which time the officer would be put
into the competitive system. To the best of my knowledge, in the first three years only
one officer who stayed with the program did not attain the rank of GS-09.
The original recruiting program was intended to find candidates who would "fit"
in each of the then Divisions and Staffs within OL. As an example, of the original six,
two were for Procurement, three for Supply, and one for the Transportation Division.
The basic premise of the program, however, was to develop "Logistics Generalists,"
who, with training and experience could become managers for the future in any
Division or Staff, regardless of their particular discipline.
Upon entering on duty an individual program was established for each officer for
a one year period that included Agency internal training courses and time spent in a
hands-on mode in each of the Divisions and Staffs. The time in each Division or Staff
was generally four to six weeks. At the end of the year each officer could then be
placed in an operating Division, Staff position or be assigned overseas in a location
when there was a senior logistician on site. Overseas positions at the time were
plentiful and the LOTS were pretty well assurred of going overseas. Assignments
after the initial tour for each officer were then dependent upon the needs of the career
service and how the officer had performed in his first assignment.
The program for the first three or four years had a large number of officers enter
with a reasonably large attrition rate. At the end of the fourth year the program
started to lose its momentum and the number of officers coming into it began to
dwindle.
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15 November 1983
SUPPLY OFFICER TRAINEE PROGRAM
SOT
Established:
Purpose:
Education:
Language:
Experience:
Travel:
EOD Salary:
Preemployment
Testing:
Training Profile:
Promotion Policy:
SOT Hired to date:
Resigned:
Current Strength:
Grade Profile:
EOD:
Current
Assignment Profile:
1980
Train and develop a cadre of supply generalists for long range
careers and upward progression to management level positions
in the MLS career subgroup.
Minimum of an undergraduate (BS) degree in a logistics-
related field or in business administration. Desired
GPA: 3.0
Preferred; but, not required. Candidates must be willing to
undergo language training as neCessary for overseas duty.
Military and/or industry-related experience desired; but, not
mandatory.
All candidates must be willing to travel TDY or PCS -
worldwide.
Range from GS07 to GS09 ($16,559 to $20,256); depending
on experience and qualifications.
PATB
Formal: Field Administration
Introduction to CIA
Logistics Orientation
Briefing by each SD
Branch Chief
Informal: Supply Management
Area Division
(4 Weeks)
(1 Week)
(3 Days)
(2 Weeks)
(6 Weeks)
(4-12 Weeks)
First two grades beyond EOD awarded on minimum time in
grade criteria; noncompetitively. Subsequent promotions are
based upon competitive ranking with peer group.
35
1
34
GS06 GS07 GS08 GS09 GS10 GS11 GS12
Overseas
Domestic/Area Divisions
OL Headquarters
Training
Current Strength
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MEMORANDUM FOR THE RECORD
SUBJECT: Contract Officer Career Development
1. Selection: Procurement Management Staff recruits individuals from other
Government Agencies, colleges, various internal components, and private industry.
The associated backgrounds of these personnel categories are delineated as follows:
Other Government Agencies
The promotion policies of other Government Agencies allows for rapid
advancement of personnel to the GS-12 level, and relatively slow advancement
above this grade level. This is in contrast to the Agency's policy where advance-
ment at the junior grades is relatively slow; however, opportunity is more readily
available above the GS-13 grade. A situation is therefore created where it is to the
financial benefit of a young professional to leave the Agency and older profession-
als to take positions with the Agency. Therefore, the personnel selected from other
Government Agencies tend to have considerable procurement experience and are
usually hired at the GS-12 and GS-13 levels, and occasionally at the GS-14 level.
These individuals have at a minimum a bachelors degree, with some having
completed an MBA or a JD. This category has participated in formal training pro-
grams, usually through DOD. There are four or five people brought into the
Agency from this group each year.
Colleges
Individuals recruited from colleges have recently graduated or are involved in
Procurement's Coop Program. This group has minimal 'work experience and is
hired at the GS-05 - GS-09 levels based on educational achievement. There are one
to two individuals per year brought into Procurement Division, from this category,
although there are plans to expand the Coop Program. -
Internal Components
The individuals brought into Procurement from other Agency components
have varied educational and work backgrounds. Some have substantial professional
experience and college degrees while others have clerical experience and some
college. This wide spectrum of talents and abilities establish a grade range between
GS-05 to GS-13. There are two to four people per year entering Procurement from
this category.
Private Industry
Recruitment efforts in private industry have had minimal success in recent
years. This is based largely on the higher salaries paid by the private sector for
Contract Officers. Two years ago one person was brought in from this category;
however, Procurement has experienced a net loss to industry, over the past several
years.
2. Assignments: The point of entry assignments are more of a function of
satisfying operational requirements than career development. Factors such as experi-
ence and grade are taken into consideration; however, mismatches do occur which re-
sults in harm to the individual and the organization. The recent college graduates and
personnel from other Agency activities without the required educational and
professional experience are usually assigned to GPB as Procurement Agents/Of-
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ficers. The individuals from other Government Agencies, Private Industry, and
internal hires with work experience and education are usually assigned to Contract
Officers positions. The initial assignment period is likely to be one to three years, de-
pending on the individual's performance and Procurement's staffing requirements.
Subsequent assignments will entail a tour of two to four years with one of the
Contract Teams or another branch of PD. (See attachment 1)
3. Training: The training program for Contract Officers is obtained mostly
through other Government Agencies. Procurement Agents will be assigned to
training offered by GSA, while Contract Officers will take classes offered through
DOD. Available courses are delineated as follows.
? G.S.A.
Small Purchases/ Federal Supply Schedules
Basic Procurement
Contract Administration
Contract Negotiation
U.S.N.
Defense Cost and Price Analysis
Defense Contract Negotiation Workshop
Defense Incentive Fee Contracting
? U.S.A.F.
Contract Administration (Basic and Advanced)
Contract Law
? U.S.A.
Management of Defense Acquisition Contracts
(Basic and Advanced)
? U.S.D.A.
A.D.P. Procurement for Procurement and Contracting Officers
4. Education: A bachelors degree (usually in business administration or a
related field) is required for an individual to become a Contract Officer. Professional
graduate education is strongly encouraged by management.
5. Professional Associations: The major professional organization, in the Gov-
ernment contracting field, is the National Contract Management Association.
N.C.M.A. has three chapters in the D.C. Metropolitan area and offers two
certification programs: Certified Professional Contract Manager and Certified
Associate Contract Manager. Certification is granted based on an evaluation of
education, experience, training, and a written examination.
6. Guarantees: Procurement makes no guarantees for promotions as advance-
Ment is competitive within the Office of Logistics. Management has attempted to
promote Contract Officers to the GS-12 or GS-13 levels at the minimum time in
grade requirements, in an effort to retain qualified employees.
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GPB
ADP/P&SC
OTS
OTHER CONTRACTING TEAMS
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14 November 1983
MEMORANDUM FOR THE RECORD
SUBJECT: Discussion with Regarding the
Printing and Photography Division's Management Training Program
1. The purpose of the meeting was to gather background information on P&PD's
Management Training Program for the committee to study a proposed Logistics
Officer Training Program.
2. Background: P&PD's Management Training Program was an offspring of the
Junior Officers Trainee Program (JOT) which later evolved into the Career Trainee
Program (CT). It was started in 1963 to train and develop possible future Printing
Services Division (PSD) managers?later named P&PD.
3. Objective: The program was designed to a) provide exposure to printing/logis-
tics operations, b) to expose the incumbent to staff functions, and c) to evaluate
incumbent on initiative and leadership.
4. Description: This was to be a two (2) year inhouse training program which
consisted of equally divided time in each of the several branches and staffs within
P&PD plus six (6) weeks formal training at Rochester Institute of Technology (RIT).
5. Qualifications: In order to be considered for this program, the applicant must
have completed a minimum of two (2) years towards a BA/BS degree in Graphic Arts
or a related management program. Preferrable, the applicant would have already
completed three (3) years towards a degree and would be able to complete the final
year while in the Management Training Program. The applicant must have at least
five (5) years Agency service and be under the age of thirty-five (35).
6. Selection: Initially, trainees were selected exclusively by the Chief of P&PD,
but later, when the panel systems came into existence, it became the responsibility of
the "P" Panel.
7. Guarantees: It was clearly emphasized from the start that no absolute
guarantees were attached to the selection or completion of the program; however, it
was generally agreed that the trainee would achieve the GS-12 level if successfuly
evaluated. Beyond that, it was up to the individual.
8. Training: It was to consist of on the job training (OJT) in all crafts and in all
sections within P&PD plus the completion of two (2) trade courses and one (1)
management course at RIT. Trainees were also encouraged to take related trade
courses at Montgomery College. The latter item was not a requirement and these
courses usually did not count towards a college degree.
9. Evaluation: Trainees were evaluated by the Staff or Branch Chief upon
completion of each phase of the program. In addition, the trainee was required to give
an in depth and very detailed evaluation of each phase of the training.
10. This program and appropriate documentation no longer exists.
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Printing & Photography Division, OL
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fl
25X1
LOGISTICS OFFICER TRAINING PROGRAM
Real Estate and Construction Division
AD HOC PROGRAM
? Training directed to technical development within Division.
ENTRY LEVEL ORIENTATION
? Logistics Orientation
? Overseas Orientation Course
? Trends and Highlights
UPPER LEVEL PROGRAMS
? Mid-Career Course
? Advanced Intelligence Seminar
? Management Seminar
DAILY EXPOSURE TO OTHER COMPONENTS
? Procurement/Contracts
? Overseas TDY's
? Logistics Conference
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25X1
25X1 and
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PERSONNEL OFFICER TRAINING PROGRAM
Information gathered from conversations with
Purpose: To train and develop selected personnel careerists for future advance-
ment to management positions.
Selection: Random assignment was made from various managers and recruit-
ment people for selection of potential management personnel.
Background of Program: A program existed for over 10 years and consisted of
on the job training or non-existent training. Those selected spent a total of two weeks
visiting all the deputy directors, approximately an hour for each, and then all the divi-
sion chiefs that were available for a briefing during the remainder of those two weeks.
Later, a week was to be spent in each office, but the personnel usually got so involved
with their routine work, that they rarely completed all the briefings.
Formal Training: Personnel careerists were scheduled for those orientation
courses that were available for OTE, OL, PMCD, etc., as well as the basic Agency
courses such as Introduction to the CIA and Trends and Highlights.
Results: This informal program was dropped several years ago and Career
Management Staff is developing a definitive new program whose aim is to utilize the
CT Program. This would process approximately 5 potential personnel careerists (1 per
CT session) to attend that program. A selective criteria panel will choose the
candidates from the various personnel shops in all the directorates through interviews,
tests tailored to OP and full CT assessments. Presently being finalized are all the cri-
teria, precepts, training and timing. Educational background, intelligence, initiative
and oral and written skills will be the determining factors.
An automatic promotion will be guaranteed after 1 year in this program, after
which these select trainees are expected to be on a competitive, but fast track. The se-
lected candidates will consist mainly of GS 8 and 9 EOD's with a limited few
exceptions at higher grades as OP has found that those people with the highter grades
create resentment and are perceived to have more knowledge and with the expecta-
tion of their peers should be able to carry a larger share of the work load as befits the
higher grade.
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26 October 1983
MEMORANDUM FOR THE RECORD
SUBJECT: Discussion with Regardin the MG Career
25X1 Service Development Program-19 October 1983
1. The purpose of the meeting was to gather background information on the MG
Career Service Development Program for the Committee to Study a Proposed
25X1 Logistics Officer Training Program.
25X1
2. SELECTION: The MG service recruits Presidential Management Interns
(PMIs) (one per year average), Career Trainees (CTs) (two or three per year average),
and selected internal Agency applicants (average varies). The current goal is three
PMIs and three CTs this year. All PMIs and most of the CTs have a Masters Degree.
3. TRAINING (Informal): Most of the informal training consists of interim
assignments. The PMI gets an average of three 4-month assignments?two in the
DDA and two in the DDI or DDO. The CT usually gets two interims which are in the
DDI or the DDO. Internal trainees have the interim tailored to the needs of their as-
signment. Additionally, internal trainee needs vary, based on the individual's
background, i.e., the former operational support assistant from the DDO has quite
25X1 different training needs from the internal selectee from the Office of Personnel.
TRAINING (Formal): The PMIs get a majority of the following training
while the CT and Internal get a selection based on their background, experience, indi-
vidual needs, and their proposed assignments:
Introduction to CIA
CIA Financial Systems
Introduction to ADP
Information Science for Managers
Leadership Styles and Behavior
Management Development Course, Part I and II
Field Administration
Clandestine Operations Familiarization Course
Basic Safety and Health Course
Office of Security Special Training Courses
Office of Technical Services Special Training Courses
Language Training
Counterterrorist Tactics Course
4. ASSIGNMENT: All MG trainees are committed to one-third of their career
overseas and usually plan on their first three assignments being overseas. Although
their training is sometimes interrupted for an overseas assignment, it is resumed when
the individual returns. This happens more to internals and CTs rather than the PMIs
25X1 who have additional commitments to the PMI federal program
25?X:j1
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5. TIMELINESS: PM'Is training program was formerly 2 years and has
recently been extended to 3 years. The CT averages 1 year, and the internal varies.
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6. GUARANTEES: The PMIs and CTs get the promotions which are integral
to their parent program. The internal Agency applicant does not get any guarantees.
7. In addition to the foregoing, the DDA has tasked the DDA Career
Management Office to explore the development of a Professional Orientation Course
for the Directorate. The Office of Logistics will be tasked to participate. A draft copy
25X1 of the proposed course is attached herewith.
25X1
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COURSE PROPOSAL:
PROFESSIONAL ORIENTATION COURSE/
DIRECTORATE OF ADMINISTRATION
(POC/DA)
A. HISTORY AND INTENT
In 1964, the need for specialized training for newly hired, junior Agency support
officers was recognized and addressed, by the inception of an eight-week training
program designed specifically for junior support officers. This program was incorpo-
rated as one section of the Junior Officer Trainee (JOT) program. In 1969, with a
change in policy reducing the number of Support Generalists, the JOT Support
Officer Track was eliminated and responsibility for the training of junior officers was
transferred to the individual support offices.
On 21 January 1983 the Deputy Director for Administration requested in a
memorandum that the DA/CMO consider as a long range planning item (among
others) the following:
"1. ADD A SUPPORT TRAINING MODULE TO THE CAREER
TRAINEE COURSE: In conjunction with the Office of Training and
Education and the Office of Personnel, you should explore and report on the
need for and the feasibility of adding a segment to the Career Trainee
Program which would provide intensive support-related training to those
new employees who have a high potential, not only for rapid career
advancement, but also for overseas assignment. This course would be to give
a professional introduction and familiarization with the full range of all
DDA functions and procedures to our new high-potential employees who
will be entering the Directorate through the Career Trainee Program."
The intent of this proposal is to describe, in general terms, one possible approach
by which the concerns above could be addressed. The proposal as presented below is
based on a series of premises which may need to be altered depending on the
perceived needs of the Directorate and the resources available to be dedicated to the
development of this program. These basic premises are as follows:
25X1 1. Number of trainees:
25X1
per year.
2. POC/DA to be integrated into the current Career Trainee Program.
3. Having completed the Career Trainee Development Course, at least two
interim assignments, some operations training and the POC/DA, and further
training of the DA CT will become the responsibility of the office to which the CT
is to be permanently assigned.
4. Length of POC/DA: Approximately 20 training days (four weeks).
B. COURSE OBJECTIVES
1. The student will be able to demonstrate a thorough familiarity with the
support functions of each of the Directorate of Administration's (DA) nine offices as
well as the functions of the Office of the Deputy Director for Administration (DDA).
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2. The student will be able to demonstrate a working knowledge of the DA's
planning activities; each student will prepare a presentation in support of a specific
DA activity and justify the need to continue the program.
3. The student will be able to demonstrate a working knowledge of the Agency's
Budget and Finance functions, responsibilities and procedures.
4. The student will be able to demonstrate a functional knowledge of the
Agency's basic computer systems.
5. In connection with one or more "In-Basket" exercises, each student will have
prepared formal Staff Notes as produced in the DA.
6. The student will be able to demonstrate a basic understanding of the
Agency's personnel management system, and will be able to distinguish between
personnel requirements and personnel administration.
C. PROGRAM AND COURSE STRUCTURES
1. The POC/DA would be incorporated into the CTP in such a way that having
completed some portion of the normal CTP, the DA participants would be split off
onto a separate track. Since a significant part of the work of DA offices is.support to
DO overseas operations it would be appropriate for DA CT's to participate in the fol-
lowing course modules:
a. Career Trainee Development Course (10 weeks, unmodified)
b. Some amount of Field Operations Training (such as the one and one-half
week Clandestine Operations Familiarization Course)
c. 12 week DO Interim Assignment
d. Professional Orientation Course/Directorate of Administration (4 weeks)
e. 12 week non-DO Interim Assignment
f. Assignment of the CT to his/het home DA office for subsequent specialized
training and one more Interim Assignment to be determined by that DA office
2. The POC/DA itself should be developed in such a way as to maximize the in-
volvement of the students in the functions and operation of the various DA offices.
Thus, the course itself will probably be built around a number of exercises and in-
basket problems which will demand the greatest possible student involvement and
activity. As an initial cut at a course schedule, the following blocking of times
(totaling 20 training days) may be considered:
1/2 day - Introductions and Overviews
1/2 day - Functions of the Office of the DDA
25X1 2 days - Office of Communications
1 day - Office of Data Processing
3 days - Training on Agency Computer Systems (this is in addition to the
20 hours of instruction they have already had on Word-Processing
equipment during the CTDC)
3 days - Office of Finance
1/2 day - Office of Information Services
2 days - Office of Logistics
1 day - Office of Medical Services
2 days - Office of Security
1/2 day - Office of Training and Education
2 days - Office of Personnel
2 days - Final Exercise
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D. ADMINISTRATIVE CONSIDERATIONS AND RECOMMENDATIONS
1. It should be recognized at the outset that a program based on exercises and
in-basket problems as well as lectures, will take a considerable amount of time and ef-
fort to develop.
Recommendation: If a program such as the one proposed above is to meet its
goals and objectives, one additional full-time professional plus a full-time clerical
employee need to be allocated, to devote six months solely to organizing the course
and preparing the training materials needed.
2. Emphasis in the course is to be placed on providing intensive support-related
training to new high-potential employees who may possibly serve the Agency
-overseas. Also, the course will emphasize the functional training of the students and
should not significantly overlap with specialized training the CT's will be given by
specific offices after the completion of their second Interim Assignment.
Recommendation: The course speakers will need to be briefed in-depth about
the goals and intents of the course, well in advance of their presentations. Also,
there will need to be considerable coordination efforts made between the POC/DA
course directors(s) and the officers in the specific DA offices responsible for any
subsequent specialized training.
3. The optimum class size for a program Such as the one described above would
probably be in the range of students.
Recommendation: Depending on the numbers of CT's recruited to enter this
track, the course should run once to twice per year, following the students' first In-
terim Assignments (with the experience gained from conducting other follow-on
training programs, i.e., the Operations Course for DO-bound CT's and the
Analysis Training Course for those going to the DI, it appears that the best
learning takes place after at least one interim assignment).
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MEMORANDUM FOR THE RECORD
SUBJECT: Development Program in the Office of Communications
1. The attachments to this memorandum describe in detail the current Develop-
25X1 ment Program in the Office of Communications (OC).
2. Although the Office of Communications does not have as great a diversity of
types of professional personnel as compared with the Office of Logistics, the tech vs.
professional balance is more pronounced. The tech work force within OC includes
25X1 techs and radio operators. It is OC's philosophy that among these
personnel, there must be some who have the ability to become middle or senior
managers. OC philosophy also assumes that their best graduate engineers will reach
grade GS-13 within 4 or 5 yersfrnn EOD and that therefore a development
25X1 program is not needed for them.
3. Based upon this philosophy, OD Division Chiefs nominate individuals for the
program with final selection being made by a personnel panel similar to the Logistics
Career Board. This career board is also responsible for promotion recommendations
25X1 for attendees of the program
4. The current 2-year program is under the direction of the Deputy Director for
Communications. Recent information indicates that the program will be reduced to
one year and will be directed by the OC Personnel Staff.
25X1
0
25X1
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0 MEMORANDUM FOR: See Distribution
25X1 FROM : William F. Donnelly
Director of Communications
25X1 SUBJECT Development Program Status Report
REFERENCES : A. WASHINGTON 095275 (11 December 1981)
B. WASHINGTON 879564 (26 February 1981)
23 February 1983
OC M83-148
1. As reported under references and other related correspondence, the Develop-
ment Program was implemented in August 1980 in response to Office concerns for
the early selection, development and movement of high potential individuals into
management positions. The existing evaluation and panel system provides a good
mechanism for most selections and serves the Office well. However, it is important to
the continued health and growth of the Office to be able to identify and develop our
25X1 exceptional employee
2. The basic philosophy of the Development Program has not changed. It is
based on the identification of high potential candidates by Area and Component
(Division) Chiefs, and other Senior Officers; the selective placement of those
candidates into challenging Staff Officer positions where their potential and capabili-
ties can be tested with a variety of current situations and issues; ancLtheirjurther
25X1 stimulation and broadening through program activities and training
3. To reiterate previous statements, the following guidelines apply to the
program identification and selection process:
a. Entry is not available through direct employee application. Candidacy is by
nomination which includes a memorandum of recommendation by the nominating
official providing a narrative substantiating the recommendation and providing
some insight on each candidate.
b. Nominations are consolidated and reviewed by the Career Sub-Group
Board and selection recommendations are submitted to the Chairman, Panel 0.
c. Chairman, Panel 0, with approval of the D/CO, makes the final selection
based on Office needs and the availability of positions in the program. Once the se-
lections are made, the DD/CO will communicate directly with those candidates
explaining the program and offering the opportunity to participate. (It should be
emphasized that participation is not mandatory and candidates may decline
without prejudice. There are no guarantees, however, that the opportunity will be
repeated.)
d. Selected employees are transferred to the cognizance of Panel 0 where
they are evaluated at their grade levels consistent with established procedures.
Assignment to the program will be for a period of up to two years. And, as
previously noted, promotions while in the Development Program are possible, but
are neither automatic nor guaranteed.
e. Experience has indicated that overseas participation is inappropriate for
accomplishing program objectives and it is desirable to have participants in the
Headquarters area. Therefore, Headquarters staff assignments are made and may
result in short-of-tour reassignment situations in some cases.
25?(1.)
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4. The development process itself continues to be an individualized, flexible
program designed to meet the needs of the Office and the individual. Participants are
expected to become involved in the process and to take the initiative in their
development and training. While the philosophy of the program, the identification,
selection and development processes have not changed, certain aspects of the
developmental methodology have taken on a more structured format with enhanced
substantive, managerial and personal subject matter. Specifically, a detailed course
curriculum has been established for use with the program. As is readily apparent.
from the attached syllabus, not only is there substantial depth and breadth to the top-
ics covered, but also there is evidence of the commitment and support to this
developmental effort. Although the syllabus has been established as the main body of
program activities, in addition to normal staff duties, there are other unscheduled ses-
sions. Averaging three a month, these sessions deal with a myriad of other subjects,
real and hypothetical, and provide an active forum for numerous oral and written re-
ports by the participants. By the same token, enough flexibility is designed into the
program and the syllabus to make substitutions from a number of contingency
25X1 exercises as the need arises
5. In addition to the formal program activities, briefings, lectures, etc., partici-
pants are tasked with reading assignments, written reports, several minor research
papers, and "homework" which is often required in preparation for an exercise or pre-
sentation. They are also required to produce substantive, major research papers on
approved topics of their own choosing. In addition to the substantive and general
management broadening, the program is designed to:
a. Improve writing, speaking, reading and analytical skills.
b. Enhance memory.
c. Develop poise under stress.
d. Develop good habits in the decision-making process.
e. Encourage greater inquiry.
f. Encourage team work with the best Office solution in mind.
25X1 g. Establish a high standard of achievement, and management morality
6. Development Program participants continue to meet frequently with the
Deputy Director of Communications who monitors each individual's progress. These
one-on-one meetings with the DD/CO, as well as with their individual Senior Officer
Counsellors (designated Division Chiefs), offer the unique opportunity for guidance,
counselling and discussion on program-related matters as well as personal ideas or
25X1 perceptions regarding Office policies or problems
7. The current "class" is composed of ten individuals ranging in grade from GS-
10 to GS-13. Of this group, there are one each from Panels, MCN, MCS, MCE
(CSAP), MCF, and six from Panel MCD. Two of the officers were transferred short-
of-tour from foreign field assignments in order to participate in this running of the
program. This "class," as noted on the attached syllabus, will run until spring of
25X1 1984.
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8. In order to complete the identification and selection process in time to
convene the next class, a candidate call will go out circa September 1983. In the
meantime, your comments or any specific questions concerning the Development
25X1 Program are welcome
25X1
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William F. Donnelly
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OCDP SYLLABUS 1-82
20 August 1982
OC DEVELOPMENT PROGRAM
1982-84 SYLLABUS
"Introduction to the OC Development Program"
Program participants meet individually with the Deputy Director Of Communi-
cations, who is the Chairman of Panel MCO and the Dean of Program activities.
During this initial, one-on-one meeting with the DD/CO, the participants are given a
descriptive outline of Program objectives and activities, as well as insight into their
personal involvement as active Program participants.
"What You Expect to Gain Out of Program Participation"
Written assignment. This is a follow-up exercise to the initial DD/CO meeting.
The participants are asked to prepare a written report explaining, from their own per-
spectives, how they will benefit from Development Program activities. The report has
a specified due date.
"Insight into the OC Development Program"
Two previous members of the Program will give a two-part presentation, based
on their own Development Program experiences; which provides an inside look at
Program participation. One will expound on aspects concerning what the Program
can mean to the individual; the other will address other factors, including what
conflicts the participants may encounter and what adjustments they may have to
make while participating in the Program. The presentation will be followed by a
question and answer period and open-forum discussion.
(1500-1700, 21 September 1982; D/CO Conference Room.)
"What is a Manager"
The Director of Communications, will give this one-hour lecture concerning the
manager, his attributes and skills.
(1300-1400, 29 September 1982; D/CO Conference Room.)
"How the OC Organization Functions"
The Deputy Director of Communications, will give this two-hour briefing, which
provides an examination of the Office of Communications, its infra-structure and
management philosophy. This presentation also provides background information for
future, more indepth organizational and managerial sessions.
(1500-1700, 13 October 1982; D/CO Conference Room.)
"Establishing Priorities"
Written assignment. Participants are asked to prepare a report explaining their
personal observations concerning establishing priorities, from the day-to-day office
routine to establishing and maintaining Office goals. The report has a specified due
date.
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"Research Techniques"
The Chief, Communications Training Branch, OC-HRMD, will conduct this
two-hour presentation on the methodology of conducting research, including identifi-
cation of resources and the use of the library.
(1000-1200, 26 October 1982; D/CO Conference Room.)
"OC Management Seminar"
Development Program participants will attend the OC Man
which is to be conducted 31 October through 04 November 1982
"Training Philosophy and a Look at OC Training"
The Chief, CTB and a guest speaker from the Office of Training and Education
(OTE), will conduct this two-part session on the OC concept of training and
development and the Agency philosophy toward training.
(1000-1200, 09 November 1982; D/CO Conference Room.)
"Executive Management"
The DD/CO will give a one-hour lecture and lead an open-forum discussion
concerning Organizational Theory and Management Philosophy. This session also
provides the substantive information and background data for future sessions
covering associated topics.
(1500-1700, 17 November 1982; D/CO Conference Room.)
"How to Achieve Better Recognition"
Written exercise. This assignment solicits participants' comments and ideas
concerning personnel recognition with emphasis on the roles of the manager, the
supervisor and the employee.
"OC as a System"
The D/CO will give a one-hour lecture on the Office of Communications as a
socio-technological organization.
(1400-1500, 30 November 1982; D/CO Conference Room.)
"Theory of Network Architecture"
The Deputy Chief, OC-ED will give this two-hour presentation concerning
Network Architectural Concepts. This will provide participants with some insight on
Office philosophy in this area as well as the necessary background information for the
following session on "MERCURY."
(1300-1500, 07 December 1982; D/CO Conference Room.)
^
"Network Architectural Concepts?MERCURY"
The MERCURY Project Manager, OC-ED, will give this two-hour presentation
as a follow-on to architectural concepts and will cover project MERCURY in some
detail.
(1500-1700,07 December 1982; D/CO Conference Room.)
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"Software?A Management Perspective" (Part I of IV)
The Deputy Chief, Computer Systems Branch, OC-ED, will conduct a four-part
series on Data Processing, Systems Analysis and Software Engineering. During this
first session, the Deputy Chief will give a presentation covering a general overview of
data processing, software and systems. Textbook and individual work assignments
will be given to all participants.
(1400-1700, 09 December 1982; D/CO Conference Room.)
"Problem Analysis, Decision Making & Living with the Consequences"
25X1 will conduct this series of lectures and problem-solving exercises
25X1
25X1
The intent of these sessions will be the identification and practical
use of problem analysis techniques, the manager's perception of decision making
processes and coping with the consequences of those decisions. Each of the individual
sessions will include group/committee and individual problem solving exercises
utilizing tools provided in the lectures.
(1500, 16 December to 1700, 17 December 1982
"Executive Stress"
A Staff psychologist from PSD/OMS will give a one-hour lecture and lead a
one-hour open-forum discussion concerning stress, its origins, identification and
treatment. This presentation places emphasis on acknowledgement of stressors and
the individual's ability to deal with it accordingly. A bibliography is provided for self-
study on the subject.
(1000-1200, 05 January 1983; Chamber of Commerce, Room 706.)
"Network System Planning?HF Systems"
The Chief, High Frequency Section, OC-ED/NSB, will give a two-hour
presentation on HF systems planning, implementation and management. The session
will include group activities.
(1500-1700,14 January 1983; D/CO Conference Room.)
"P&B and the Budget Process"
The Deputy Chief, OC-P&B, will give a two-hour presentation on the budget
process. Time is allotted for open discussions following the presentation which
emphasizes the importance of understanding and working within budgetary
constraints.
(1500-1700, 25 January 1983; D/CO Conference Room.)
"Conflict"
This is the first of a two-part series by the DD/CO concerning conflict. This ses-
sion deals with the realities of identifying and coping with the different types of con-
flicts. (The second part, "Conflict & Negotiation," will be conducted at a later date.)
A written assignment, "Coping with Conflict," is made following completion of this
session.
(1500-1700, 08 February 1983; D/CO Conference Room.)
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"Transactional Analysis"
The Chief, Psychological Services Division, OMS, will be the guest speaker for
this two-hour session, an introduction to the basic principles of transactional analysis.
A reading assignment is made prior to the meeting in order that all participants are
prepared to discuss the subject.
(1300-1500, 18 February 1983; D/CO Conference Room.)
"When I Look Up, What Do I See?"
The Employee Development Officer, OC-HRMD, previously secretary to the
D/CO and senior secretarial representative, will conduct this two-hour session on the
secretarial perception of a "boss." Her candid observations will include the manager's
use of subordinate support personnel resources, boss-employee communications and
recognition.
(1500-1700, 02 March 1983; D/CO Conference Room.)
"Introduction to Probability and Statistics" (Part I of III)
A Staff COMSEC Officer, OC-CSD, with extensive mathematical background,
will conduct a three-part series on the use of statistics as an analytical tool. In this
first session he will discuss the use of probability and statistics in the problem-solving
and decision-making process. A bibliography and further data relevant to subsequent
sessions will be given at this meeting.
(1400-1700, 15 March 1983; D/CO Conference Room.)
"System Analysis & Operations Research" (Part I of IV)
The Chief, Computer Systems Branch, OC-ED, will conduct this series of four
sessions. Each presentation will include a lecture, problem solving exercises and
written reports. This particular session, "Management of Complex Systems," is
designed to give participants insight into research and analysis techniques and
complex problem solving methodology. A textbook assignment is made during the
first session.
(1400-1700, 30 March 1983; D/CO Conference Room.)
"System Analysis & Operations Research" (Part II of IV)
This session is concerned with Operations Research techniques, and is a follow-
up to the initial "Management of Complex Systems" presentation. A research paper
is assigned following this two-hour exercise.
(1400-1700, 12 April 1983; D/CO Conference Room.)
"CRAFT?Is It Here or Is It Elusive?" (Part I of II)
The CRAFT Project Manager, will give a one-hour lecture, followed by one
hour of open forum discussion, on the concept and implementation of CRAFT. The
emphasis of this first session will be on CRAFT as a system and its management.
(1500-1700, 21 April 1983; D/CO Conference Room.)
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"Network Management"
The Chief, Foreign Networks Division, OC, will give a two-hour presentation
concerning management and contingency planning in the Foreign Network arena.
(1500-1700, 26 April 1983; D/CO Conference Room.)
"Software?A Management Perspective" (Part II of IV)
The Deputy Chief, OC-ED/CSB, in this second session concerning the "Soft-
ware Crisis," will delve into Software Engineering principles and Systems manage-
ment. Group and individual problem solving exercises will be reviewed during this
session.
(1300-1700, 11 May 1983; D/CO Conference Room.)
"EEO and the Manager's Role"
The Director, EEO, will conduct this two-hour lecture and discussion period
which is intended to give the participants a broader knowledge of the policy and prin-
ciples, as well as the manager's responsibilities, in the EEO arena.
(1300-1500, 19 May 1983; D/CO Conference Room.)
"Human Resources Management"
The Chief, OC-HRMD, and the Deputy Chief,. 0C-FIR MD, will conduct this
two-part session concerning human resources philosophy, Office policies and HRMD
management. The Chief, OC-HRMD, will address the broader issues of the Office.
The Deputy Chief, OC-HRMD, addressing the Division level, will illustrate problem
solving in the area of human resources administration.
(1300-1700,31 May 1983; Office of the Chief, OC-HRMD.)
"Recapitalization and Action Planning"
The DD/CO will conduct this two-hour session which summarizes the Recapi-
talization efforts and emphasizes the importance of action planning and follow-up
activities in_meeting Office objectives.
(1500-1700, 7 June 1983; D/CO Conference Room.)
"Network System Planning?Satellite Systems"
The Chief, Satellite Systems Branch, OC-ED, will give a two-hour presentation,
including group exercises, on satellite systems planning, implementation and
management.
(1500-1700, 16 June 1983; D/CO Conference Room.)
"System Analysis & Operations Research" (Part III of IV)
Research papers assigned in Session II will be reviewed and a subset selected for
follow-on team work. More advanced concepts in operations research, such as
sensitivity analysis of the completed models, will be discussed.
(1400-1700, 28 June 1983; D/CO Conference Room.)
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"Project Management"
The Deputy Chief, OC-ED, will give a one hour lecture, followed by open
discussions, concerning Project Management. This exercise gives participants expo-
sure to various aspects of Project Management, from conceptual design to installa-
tion, as well as the philosophy and attitudes of Engineers.
(1500-1700, 12 July 1983; D/CO Conference Room.)
"Software?A Management Perspective" (Part III of IV)
In this session, the Deputy Chief, Computer Systems Branch, OC-ED, will
lecture on Requirements Analysis, Human Factors, Engineering, Quality Assurance,
and Computer Security.
(1300-1700, 21 July 1983; D/CO Conference Room.)
"Domestic Network Management"
The Chief, Domestic Network Division, will lead off this three-part session with
a general briefing on the management of this dynamic operational arena. This will be
followed by briefings on Secure Voice management and ADP support in the
Headquarters area, emphasizing management concepts and problems.
(0900-1400, 02 August 1983; Office of the Chief, OC-DND 1B16 HQS.)
"Message Handling Facility?Dissemination Today and Tomorrow"
An engineer from OC-ED will conduct this on-site lecture and problem-solving
exercise concerning dissemination systems planning, implementation and manage-
ment. The emphasis of this exercise is on future concepts in systems acquisition and
management.
(1400-1700,02 August 1983; OC-DND, 1B16, HQS.)
"System Analysis & Operations Research" (Part IV of IV)
Team assignments will be reviewed. The use of operations research techniques in
the Office will be further explored.
(1400-1700, 17 August 1983; D/CO Conference Room.)
"Systems Management and Quality Assurance" (Part IV of IV)
The Deputy Chief, Computer Systems Branch, OC-ED, will conduct his lectures
on software issues and management of the computer resource. Group and individual
assignments will be presented at this time.
(1300-1700, 30 August 1983; D/CO Conference Room.)
"Do You Want to be a Base Station Chief?"
Chief will give a lecture on network and operations management
and the command and control function. A substantial period is set aside for open-
forum discussion.
(13 September 1983;
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"Network Problem Solving"
Chief, OC-FND/OSS/PSRPS, will give a one-hour briefing on the realities of
problem solving in the real world of the operational arena. The remaining hour will be
spent on group and individual problem solving exercises and the assignment of
individual written reports.
(1500-1700, 22 September 1983; D/CO Conference Room.)
"Conflict & Negotiation"
This is the follow-up lecture by the DD/CO concerning conflict and will place
emphasis on participants understanding and use of negotiation skills. This session will
also include group and individual problem solving exercises and the assignment of in-
dividual written reports.
(1500-1700, 04 October 1983; D/CO Conference Room.)
"Contractor Associations"
The Chief, OC-ED, will give this two-hour presentation on the use of contrac-
tors, the roles of the Contracting Officer, the Contract Officer Technical Representa-
tive and contractors themselves. Case histories will be presented which illustrate the
different types of contracts, how and why they are used and problems arising from
contractor associations.
(1500-1700, 14 October 1983; D/CO Conference Room.)
"Cost Analysis"
A guest speaker from the Commercial Services and Audit Division, Office of Fi-
nance, will give a two-hour presentation on cost analysis. This session places emphasis
on contractural analysis, the role of the project officer and cost effectiveness.
(1000-1200, 26 October 1983; D/CO Conference Room.)
"COMSEC?Threat and Vulnerability"
Chief, OC-CSD, and the Threat and Vulnerability Officer, OC-CSD, will
conduct this three-hour presentation concerning COMSEC in general, but with
special emphasis on CI activity, the crypto philosophy, TEMPEST problems and
emergency procedures. After the series of lectures and discussion periods, there will
be a group/committee exercise and the assignment of individual written reports.
(1400-1700, 09 November 1983; Office of the Chief, OC-CSD.)
"The Use of Statistics" (Part II of III)
This two-hour lecture is a follow-up presentation on the use of statistics as an an-
alytical tool. Emphasis is placed on participants' development and use of statistics
analysis techniques for management purposes.
(1400-1700, 22 November 1983; D/CO Conference Room.)
"The OC Planning Process"
Chief, OC Planning Staff, will give a two-hour presentation on the planning
philosophy, the concept of the "OC Planning Symposium," and its impact on the
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25X1
25X1
25X1
Office. The briefing is designed to give participants an understanding of the
importance of conceputalizing, planning and follow-through activities.
(1500-1700, 30 November 1983; D/CO Conference Room.)
"Cost Effectiveness"
The DD/CO will give a two-hour presentation on the principles of economic
analysis and cost effectiveness. This session provides participants some insight into
the philosophy of cost effectiveness and an increased awareness of the importance of
economics.
(1500-1700, 14 December 1983; D/CO Conference Room.)
"Support Facility Management-
The Chief, OC
zation at the OC1
intended to give participants a first-hand example of the problems involved in the
management of a technically oriented support facility.
25X1 (10 January 1984
will conduct an on-site lecture and facility familari-
repair and return facility This session is
"The Use of Statistics" (Part III of III)
In this final session on the use of statistics, the guest speaker will review the ana-
lytical techniques and place further emphasis on forecasting. The session will include
group exercises.
(1400-1700, 25 January 1984; D/CO Conference Room.)
"Area-58?Communications Support and Facility Management"
25X1 The Chief, Communications Support, will conduct an on-site presenta-
tion, which includes a facility briefing and familiarization, with emphasis on facility
management, interfacing with other Agency components and problem solving under
strict compartmentalization.
25X1 (07 February 1984
"CRAFT" (Part II of II)
The CRAFT Project Manager and a guest speaker, from the DDO, will conduct
a two-hour presentation on "CRAFT" specifically addressing the impact of CRAFT
as a system and the implications for the OC network, its policy and personnel.
(22 February 1984; D/CO Conference Room.)
"Customer Satisfaction and Quality Assurance"
The DD/CO will give this two-hour lecture on the concepts of customer
satisfaction and how to achieve quality assurance within the Office of Communica-
tions. A written assignment will be made upon conclusion of the presentation.
(1500-1700, 01 March 1984; D/CO Conference Room.)
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Throughout the course of this program there have been and will be unscheduled
activities and presentations. The following listing is illustrative:
"Major Issues Facing the Office"
Lecture by DD/CO, group discussion
"Cost Effectiveness"
DDI guest speaker
"Establishing Office Priorities"
Lecture by DD/CO, group discussion, written assignment
"AT&T Long Lines"
On-site briefing and facility tour, AT&T Dranesville facility
"Intelligence Community Staff"
,Lecture by DD/CO, reading assignments
"Industrial Economics"
Lecture by DD/CO, reading and writing assignments
"Critique of Management Seminar"
Lecture by DD/CO, group discussion, written assignments
"Industrial Management?AT&T"
On-site briefings and facility tours
AT&T East Coast Facility, N.J.
"What is Quality Control and Quality Assurance"
Lecture by DD/CO, reading and writing assignments
"Importance of Executive Credibility"
Lecture by DD/CO, reading and writing assignments
"Contingency Planning and Action"
Lecture by DD/CO, reading and writing assignments
"The National COMSEC Effort"
By NSA representatives
"The National Communications System (NCS)"
Presentation by NCS representatives
Experiences in Committee Activities
"Evaluating People"
Lecture by DD/CO and other Senior Officers
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OC DEVELOPMENT PROGRAM
CYCLE
CAREER CAREER CAREER
PANEL PANEL PANEL
FEEDBACK
(TO EMPLOYEE)
(TO DEVELOPMENT
PROGRAM)
SELECTION
PROCESS
DEVELOPMENT
PANEL (1-2 YRS)
HQS STAFF
ASSIGNMENT
DD/CO
TRAINING
1
DEVELOPMENT
ACTIVITIES
PROGRESS
ASSESSMENT
"GRADUATION"
FOLLOW-UP
DEVELOPMENTAL
PROGRAM
ASSIGNMENT
EVALUATION
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OC DEVELOPMENT PROGRAM
I. IDENTIFICATION OF HIGH POTENTIAL EMPLOYEES
A. AREA/COMPONENT CHIEF INPUT
B. SENIOR OFFICERS' INPUT
C. PREVIOUS NOMINATIONS
II. SELECTION OF PROGRAM CANDIDATES
, A. CONSOLIDATION OF CANDIDATE NOMINATIONS
B. CSB CANDIDATE REVIEW AND RECOMMENDATIONS
C. DD/CO FINAL SELECTION PROCESS
III. PARTICIPANT INDUCTION
A. SELECTION OF 8-10 OFFICERS
B. OFFERED OPPORTUNITY TO PARTICIPATE (1-2 YEARS)
C. REASSIGNMENT CONSIDERATION
D. CAREER COGNIZANCE CHANGE TO PANEL 0
E. EXPLANATION OF PROGRAM OBJECTIVES
IV. ASSIGNMENT TO A HEADQUARTERS ACTIVITY
A. SPECIAL TASKS ADDED BY SUPERVISOR
B. OMS TESTS
C. PAR EVERY 6 MONTHS
V. PROGRAM ACTIVITY
A. DD/CO ONE-ON-ONE SESSIONS
B. WRITTEN ASSIGNMENTS AND CRITIQUE
C. BRIEFINGS BY COMPONENTS AND SENIOR OFFICERS
D. READING ASSIGNMENTS
E. FORMAL TRAINING
VI. SUBSTANTIVE OBJECTIVES
A. HOW OC ORGANIZATION FUNCTIONS
B. MAJOR OC PROGRAM ACTIVITY
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C. SENIOR OFFICER MANAGEMENT PHILOSOPHY
D. INTRODUCTION INTO NEWER TECHNOLOGIES
E. ORAL PRESENTATIONS
F. WRITTEN PRESENTATIONS
G. STEERING COMMITTEE ACTIVITIES
H. LISTENING
I. REPORTING
J. ANALYSIS
K. INDUSTRIAL MANAGEMENT
(1) SYSTEM FAILURE ANALYSIS
(2) EXPANSION EVALUATION
(3) PRODUCTIVITY MEASUREMENTS
(4) MAINTENANCE COSTS
(5) SPARE PARTS ACQUISITION/COSTS
(6) COMPATIBILITY FACTORS
(7) SERVICE NEEDS
(8) QUALITY CONTROL MEASUREMENTS
(9) WORK FORCE CONSIDERATIONS
(a) TRAINING/RECRUITMENT
(10) BUDGET CONSIDERATIONS
(11) AGENCY PLANNING FACTORS
(12) TECHNOLOGY
(13) RECAPITALIZATION PLANNING
L. PLANNING TECHNOLOGY
M. ACTION PLANNING CONCEPT
N. MEMORY
0. PERSONNEL EVALUATION
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Development Plan for the
Office of Communications
1. Summary: The Office of Communications will continue to exist in a dynamic
and changing environment during the 1980s. It is essential that the Office identify,
develop and advance the best possible candidates to managerial ranks in order to most
effectively meet the challenges of the decade ahead. The Office will continue to draw
managers from the ranks because this approach has served us well in the past, the
possibility for advancement is a primary motivator for organization employees, and
because OC has an obligation to develop internal employees to the extent of their ca-
pabilities and their willingness to expend efforts towards self-improvement. OC will
also require infusions into the managerial ranks of people with new and different
qualifications in the future. This plan outlines a method for the Office to meet these
challenges. The most important objective of the plan is to identify high potential
employees for evaluation, testing during challenging assignments and possible
accelerated progression into the managerial ranks. The plan calls for the expansion of
Panel 0 to include a development complement to be filled by selected high potential
employees at various grade levels. New employees who had been hired because of ac-
ademic qualifications unique to existing panel basic skill criteria would also be
assigned to the development complement until ready for duty in one of the traditional
skill panels.
2. The Selection Process: Candidates for the program will be selected from
within OC, from other Agency components and from outside the Agency. The
DD/CO, aided by the advice of the Career Subgroup Board, will determine how
many candidates are to be selected from each source each year and make selections
from the nominees.
a. Internal candidates will be selected from those nominated by Area and
Division Chiefs in response to an annual call. The call will specify how many
candidates will be nominated by each Area and Division Chief for the coming year.
b. Candidates from other Agency components can be nominated by any
Executive Board member who believes that the expertise of the individual
nominated would benefit the Office.
c. Degree holding external candidates will be identified and nominated by
HRD. Goals for such recruitments will be established by the DD/CO for each fis-
cal year. OMS will be enlisted to develop a testing program to assist in the selection
of external candidates.
3. Administration: The development system will be administered by three
bodies; HRD, the CSB, and the DD/CO. Responsibilities are outlined below:
a. HRD will serve as the DD/CO's agent in administering the developmental
program and will be directly responsible to the DD/CO for the assignment and
evaluation of development complement personnel.
b. The CSB will serve as the oversight committee for the development
complement. The CSB will advise concerning employees accepted into the
program, plans for their development and plans for completion of development
assignments. The CSB will also serve as the CCEL for employees assigned to Panel
0 for developmental purposes.
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c. The DD/CO will serve as the manager of the development program. As
Chief of Panel 0, all career actions for employees assigned to this program will be
approved by the DD/CO.
d. Panel 0 will be allocated ten DEVCOM headroom positions to begin the
program. These positions, drawn from other panels on a percentage of population
basis, will be structured at the GS-13/12 level. However, the opportunity to assign
suitable GS-09 to GS-11 employees to the development program will remain an
option open to the DD/CO. The actual number of employees in the program will
fluctuate at any given time but the headroom will allow for promotion of employees
while in the development complement. Additional positions may be allocated if the
program is successful.
4. The Development Process: This process is designed to provide flexibility for
the Office and to meet individual needs.
a. Employees will be assigned to the development complement until selected
out of the program. Upon selection out, the employee will be reassigned to another
OC panel.
b. New hires and selected employees from other Agency components will be
provided Panel D or N skills training at the Communications School or COMSEC
or automation training in keeping with the individual's interest and aptitude.
c. Development complement personnel will be assigned to OC components for
work assignments. Component/position assignments for such personnel will be
reviewed by the CSB and approved by the DD/CO. The CSB will track the
progress of development personnel for the DD/CO.
d. Training for development complement personnel will rely heavily upon
individual initiative. HRD will provide training and development advice and
guidance for individuals in the program as is done for other employees.
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Career Training Program
WHO SELECTS CTs?
The Office of Personnel sends the Career Training Program office files of
applicants; CTP gets Professional Applicant Test Results on a priority basis from
Psychological Services Division. The first cut is made here, based on test results and
file review. For those who survive the first cut, a field interview is conducted by CTP
officers. A second cut is made after the interview. For those who survive the
interview, they are brought to Headquarters for a psychological assessment, Modern
Language Aptitude Test (MLAT), a language proficiency test (if the person has
claimed any language proficiency), and interviews with prospective offices (where the
person might be assigned following completion of the training). Another cut is made.
Those surviving the cut are brought back for polygraph, physical, and psychiatric
examinations, as well as briefings by the CT staff on cover, training, possible salary
offers. Even at this very last point, the odds are 50-50 that the person will be offered a
position.
HOW MANY CTs EOD IN A ONE-YEAR PERIOD?
The goal is year. The actual nuber of EODs is about a year. This
would be made up of approximately internal (applicants from inside the
Agency) an external candidates. The CT office feels that the quality of applicants
is going down. As an example, in 1980/81, a review of 12 files got one EOD; in 1982,
it took a review of 161/2 files to get one EOD; but by 1983, it is taking review of 25
files to get one EOD.
WHAT ARE SELECTION CRITERIA?
In addition to those listed on the flyer, the CT office commented that it looked
more at PATB results than at an applicant's Grade Point Average (GPA). On
minority candidates, the CT office virtually never rejects a candidate solely on the file
review and test results; a personal interview is held. If an applicant does not have a
language proficiency, that person must score an AVERAGE aptitude on the MLAT
test (the thought being that he can be taught if he at least has the aptitude).
Regarding medical approval, they are looking for Full-Duty/General medical
approval but can, and have, requested waivers.
WHO DETERMINES THE CT's ASSIGNMENT FOLLOWING TRAINING?
This is established very early on. If PSD agrees that operations, for example, is
the person's track, that is it. Because some CTs have tried to change during and after
training, the CT office is contemplating having each person sign an agreement to
serve at least one year in the directorate he was trained for. Most CTs are recruited
for the DO, the next highest for DI. CT office is always looking for candidates for
S&T and DA, but does not find many of these.
HOW LONG IS THE TRAINING PERIOD?
Refer to the attached sheet showing the sequencing of training. The total period
is about one S'ear.
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WHAT DOES THE TRAINING INCLUDE?
? There is a 10-week orientation for everyone. Then an interim assignment. Then
specialized training depending on the permanent assignment (for an ops officer, it is
PM training and then the Operations Course).
WHAT HAPPENS TO DROP-OUTS?
Because there is an emphasis during the recruitment phase on commitment to
the Agency, the drop-out rate is very low (averages 5%). Of this 5%, most resign, but
if a person refuses to resign but also refuses the assignment that has been planned for
25X1 him, the CT office turns him over to The drop-out rate has dropped even
25X1 lower recently; for the past ten years, the rate has been only 12%. Of CT EODs
25X1 since the program began 32 years ago, are still serving with the Agency. This
represents about a 40% loss rate over a 32-year period (the latter statistic is of 4 Octo-
ber 1983).
25X1
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CAREER OPPORTUNITIES
THE CENTRAL INTELLIGENCE AGENCY
Through its Career Training Program the CIA has openings
for qualified college graduates who wish to pursue challeng-
ing and interesting careers.
THE PROGRAM SEEKS APPLICANTS WHO:
? Want to apply their abilities in the field of foreign information collection or intelligence
analysis.,
? Want an opportunity for classroom and on-the-job training leading to overseas
assignments or domestic analytic positions.
? Want to work with skilled professional people in a vital government agency.
SUCCESSFUL APPLICANTS WILL:
? Have a strong academic record.
? Have an interest in and be well informed about international affairs.
? Have good interpersonal skills.
? Have an interest in learning and using a foreign language.
? Enjoy communicating with others clearly and concisely, orally, and in writing.
? Preferably have some overseas experience acquired by residence, travel or study.
? Be a US citizen, 21 years or older, and interested in a public service career.
THE CAREER TRAINING PROGRAM OFFERS:
? Up to two years classroom and on-the-job training.
? Starting salary up to $27,500 depending on qualifications.
? Liberal insurance, retirement, and leave program.
TO APPLY:
If you think you might be qualified, write us about your specific qualifications and
include phone number (day and evening), college major, and a concise statement of why you
want to work for the Central Intelligence Agency.
Write to:
J.A. Compton
Dept. A, F-2 OR
P.O. Box 1925
Washington, D.C. 20013
Applicants are normally accepted into the Program in January, April, June and early October.
Due to extensive processing procedures, it is recommended that application be made at least
four to six months before the desired entry date.
An Equal Opportunity/Affirmative Action Employer 6/83
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2 November 1983
MEMORANDUM FOR: Chairman, Committee to Study Proposed Logistics
Officer Trainee Program
25X1 FROM:
Chief, Security Staff, OL ?
SUBJECT: Review of Security Officer Recruitment and Training
Program (SORT)
1. The SORT Program (previously called the Professional Applicant Review
Committee) has been in existence in the Office of Security since 1973. OS recruits for
only one specific applicant, an individual who will begin his/her career either as an
Investigator or as a Security Duty Officer. \ This Program does not recruit the
Engineers and technical persons employed by the Office of Security.
2. The profile sought by SORT is from 25-32 years of age. However, persons
have been hired on both sides of this guideline because they possessed appealing
background or job experiences. SORT looks for an advanced degree, but if an
individual has appropriate or job related experience, a B.A. degree is acceptable.
3. SORT looks for a minimum 2.7 GPA. The SORT committee has available to
them the BARRON'S Guide to Colleges and Universities, which it uses to rate the
GPA of the applicant i.e., a 2.7 from a tough school may be more valuable than a 4.0
from Podunk U.
4. SORT has indentified disciplines which it feels make the best Security
Officers, such as degrees in Social Science, English, Journalism. The bottom line here
is recruiting people who are articulate and can write. There is much emphasis on the
PATB tests, but it should be used'only as a tool in assessing applicants.
5. Another technique SORT uses in assessing candidates is asking an applicant
for a writing sample with no advance notice. SORT picks the subject and allows ex-
actly 1/2 hour for the sample. It was reported that this sample is very revealing. It
tests spelling, punctuation, grammar, ability to formulate ideas, and an individual's
reaction to a stress situation.
6. The SORT Committee is composed of 3 to 5 (GS-14 to SIS) individuals who
review applications and conduct personal interviews. In all cases, at least one member
of the OS Career Board must conduct an interview. Interviewers are not necessarily
members of the SORT Panel. The first interviewer lets the applicant know what OS
expects of him/her as an employee. The next two interviewers (there are usually three
interviews) let the applicant do most of the talking. Occasionally an up front
polygraph examination was administered.
7. Through all the assessments by the SORT Panel a point system is employed.
After all processing is done, points are totalled and then a final decision, whether to
process or not, is made. It should be emphasized that the point system is also only a
tool and most points don't necessarily insure a job offer.
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8. The SORT Panel seeks the most qualified applicants, but does keep in mind
the desire to recruit minorities and women candidates as well. Referrals to the
Chairman, SORT Program come from three sources:
a. Referrals of outsiders by CIA employees.
b. Files are sent to OS by OP when OP thinks a person might be a suitable
candidate.
c. SORT Committee members go to OP to review resumes, (not PHSs) but re-
sumes. If a resume looks hopeful, that person is sought by a SORT Panel member.
This method makes that applicant the private property of OS for recruiting
purposes.
9. A candidate is told that the following agenda can be expected if he/she is
hired. An individual will receive a three week Security Officer training course
followed by a three week Investigative Training course followed by a one week
Introduction to CIA course. The individual is told he/she will start in a certain job,
either as an Investigator in a field office or as a Security Duty Officer. The individual
is told the first tour of duty can last from 2 to 5 years. After that tour, the needs of
the office and CIA will dictate all future assignments.
10. Generally speaking, the SORT Committee uses the following system for
pay: an M.A. degree gets a GS-09; B.A. degree?G.S. 07; two years of related work
experience is worth one grade. An applicant is told that if his/her work is satisfactory
he/she can expect to achieve at least a GS-13 (which is the OS journeyman grade).
No time frame for achieving the GS-13 is specified.
11. The Chairman of SORT offered the following thoughts as well. The key to
the success of SORT is the involvement of top management in the selection process
as, at best, it is a time consuming affair. If an applicant is located other than in the
Washington, D.C. area, the PATB tests should be arranged ASAP, as'it takes a long
time to get results. A last thought was that the more people who are involvea in the
selection process, the slower it goes. One should continually strive to streamline the
process to make it easier on both the applicant and the CIA employees involved.
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CI
MEMORANDUM FOR THE RECORD
SUBJECT: Discussion with
ment Program-01 November 1983
9 November 1983
Regarding ODP Career Develop-
1. The purpose of the discussion was to gather information on what the Office of
Data Processing does with respect to training of future officers.
2. SELECTION: Usual participants in training are Coops from area colleges
either summer or full-time, personnel as recognized by supervisors for further career
development, personnel changing career track, and by movement of personnel within
ODP such as from a technical position to a management slot. There are the two iden-
tified basic career paths?management or programmer/technician. While at present
there is no special training program with candidate selection process formalized, the
office does have a suggested training schedule for both management and technically-
oriented people.
3. TRAINING: Assignments are not given following any formal track for
preparation for future assignments. Most often people are slotted and will remain in
those slots for a full rotational tour and the training is most often relative to the pres-
ent position.
4. INTERNAL TRAINING COURSES: Training for entry level programmer
technicians consists of all the ODP provided courses in VM, PL/1, JCL, MVS
Utilities, Exec Languages, CAM Execs, GIMS training, Advanced 7260 Terminal
training, and Fundamentals of Data Base Management.
Training for management track personnel can include all ODP offered courses
mentioned above, RAMIS and other OT&E offered courses such as Agency
Information courses, the Management Course series, and Contract Management.
5. EXTERNAL TRAINING: For technicians training externally is scanty at
this time, but programmer/technicians are encouraged to attend seminars and
courses as they find applicable ones available to them.
For management track personnel the following external courses are presently
offered once or twice a year when contracted for by ODP training:
System Analysis Workshop?Brandon Systems Institute
Software Configuration Management?CTEC Corp.
Structured Analysis?Yourdan
Structured Design?Yourdan
Project Implementation?IBM
Project Management?IBM
Selected Quality Assurance Courses
6. FUTURE PLANS: The ODP Training Center is looking into offering
internal courses in Advanced PL/1 and Data Dictionaries (Data Catalog 2).
Externally they want to find courses in Structured Testing, and Quality
Assurance Design Reviews for programmer/technicians especially.
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7. TIMELINESS: Problems arise here as ADP courses within ODP and OT&E
are always overbooked. However, ODP does have an "ODP first" policy in those
courses it teaches.
With external courses things run smoother as courses can be contracted for in
larger student numbers and be offered as frequently as needed.
There is no set time frame within which the courses must be completed by per-
sonnel but they are expected to take training as the opportunity affords itself and
as the supervisor can spare them.
8. GUARANTEES AND PROMISES: No specific promises are made.
Performance appraisals determine eligibility for promotion. By pushing personnel
through as much training as possible early on, however, productivity is almost
immediate and continues to go up. There is a concentrated training course in effect
right now which offers eight of the ODP training courses in a 5-week classroom,
1-week project format. This should produce total productivity in the coder/tester
environment at its completion.
As a student goes through ODP training an evaluation of student potential is
provided to the supervisor to help him decide future training for his workers and to
provide input to PARs and AWPs.
9. As noted above, ODP is continually upgrading its courses and their structure.
As new equipment is brought into use courses are designed to instruct in their
application and use. ODP is also continually looking at ways to develop a formal ca-
reer development plan.
LIMS Development Group, P&PS/OL
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GENERAL SERVICES ADMINISTRATION
Contact: Marie Todd ? 473-1316
National Capital Region Buildings Manager Training Program
PURPOSE: Develop personnel for eventual position as buildings managers in
the Public Buildings Service (PBS) at GS-13, 14, and 15 levels.
LENGTH OF PROGRAM: Three years.
GRADES: Enter at GS-05 through GS-7 level, with promotion to GS-11 at
completion of training.
RECRUITMENT: Previously candidates off PACE register. Presently via
nationwide job opportunity announcements. Minimum standards are set and selection
based on an interview with the candidate. Selection is very competitive since number
of applicants exceed openings. Approximately 25 candidates are selected each year
(number varies depending on need).
PROGRAM: Structured program consisting of formal training classes and
three-month rotational assignments in various PBS components. Each candidate is
assigned an advisor. Each candidate must complete a writing and speech course and
procurement courses. In addition, each candidate must complete a thesis at the end of
the program. The thesis topic must be approved and must address a functional/opera-
tional improvement within GSA. The successful completion of the thesis is manda-
tory to graduation from the program (2 attempts are allowed). Each candidate must
also make a quarterly oral presentation on the progress of the training.
In addition to the above, each candidate completes three-month rotational
assignments in the appropriate components (i.e., budget, building manager's office,
personnel, data systems, techhicians shop, etc.) throughout the program. The slots are
permanent trainee slots for this program and the candidate must maintain a
satisfactory performance rating.
TERMINATION FROM PROGRAM: No candidate has been fired to date.
Candidates who do not complete the program and who were Government employees
prior to acceptance into the program return to their previous area. Non-Government
employees who do not complete the program are assigned to non-professional
Government jobs in GSA. Reasons for candidate failure to complete the program to
data have not been based on performance but other factors such as theft, emotional
problems, etc.
GENERAL: The program has developed to fill a GSA need for building
managers. The program appears to have high level management support and
involvement. This program has been in operation for 15-20 years.
Other Training Programs
PURPOSE: The other GSA training programs were developed to fill the need of
individual components for specific skills, to allow individuals to transfer from the non-
professional to the professional ranks, and to allow individuals to change "Series"
within GSA.
LENGTH: Up to one year.
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PROGRAM: Limited to Government employees. Trainee slots identified and
created by individual components based on their needs. Acceptance into program is
competitively advertised. Training program tailored to each individual and includes
classes and working in trainee positions.
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GOVERNMENT LOT PROGRAMS
General Services Administration (GSA)
GSA has a three year program to develop personnel for positions as building
managers at the GS 13-15 levels. Minimum standards are established and selection is
based on a personal interview. Personnel enter at the GS-05 through GS-07 levels
with promotions to GS-11 at the end of the program. The program consists of formal
training with three-month rotational assignments in various Public Building Service
components. Each candidate must also complete a thesis.
National Security Agency (NSA)
NSA has a Logistics Management Intern Program which ostensibly is geared to-
ward management development. In reality the average class of five to seven interns is
used as a vehicle to bring new personnel into Logistics rather than developing in-
house management potential. NSA also has a 36-month Logistics Contracting Intern
Program for future contracting officers.
Department of State/Foreign Service Institute
State Department has a three-week Basic Administration course which consists
of self-instructural modules, lectures, movies, and hands-on experience. All personnel
take this course and other further training in their specialized area, i.e., political, eco-
nomics, consular, or administrative. A General Services Officer then takes an
additional three week course that deals with supply, procurement, and transportation.
State has no program whose purpose is to develop in-house management potential.
Government Printing Office (GPO)
GPO is a Union Shop and has no program to develop in-house management po-
tential. GPO stated that they felt such a program would create an elite group which
would create personnel problems.
U.S. Army/Systems Integration Division of Personnel Information System Command
A management training program per se does not exist within the above
organization. A Logistics Management Center does exist which offers many courses
in Logistics management available to both military and civilian personnel.
Department of Defense/Navy
The Navy provides leadership/management training programs for both its
uniformed services and civilian personnel. The two are independent programs with
the uniformed service schools being structured to support the entire Department
(enlisted and officer) while civilian management programs are basically Command
developed and oriented. The two programs do not, for the most part, complement one
another. The service management programs/schools are restricted to the uniformed
services in which civilians do not participate. The Navy Material Command
(NAVMAT) had a three year professional Development program for its civilians.
Selection criteria/minimum standards for entry into the program are not rigid;
however, an undergraduate degree is required. Entry level is generally the GS-07
level with promotions to GS-11 almost assured. The training was a combination of
formal academic mixed with job assignments within the command.
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Foreign Service Institute/Department of State
(office of the SSA/DDA), and
interviewed (Jus P. Peleuses, Coordinator, Administrative Training
Division/FSI. After we explained to him what the LOT Committee was doing, he ex-
plained that State had done the same thing 21/2 years ago when a Task Force had
made several recommendations for improving the quality of administrative services at
overseas missions. Mr. Peleuses provided us with the attached two copies of papers on
the subject.
2. The Administrative Training Division has no part in the selection or
promotion of the people it trains. Neither does it have any part in the assignments
the people receive. On an informal level, however, the training people do provide
some input in exceptional cases (those trainees who are either very good or very
bad). This input depends upon the personal rapport between the Training and
Personnel people.
3. The training consists of a course called Basic Administration, which is an
overview of administrative functions at the overseas missions. Everyone takes this
course as it is also a prerequisite for any additional courses. The course lasts three
weeks; it is a mixture of self-instructional modules along with lectures by staff
and outside speakers, as well as movies and some hands-on experience. After the
Basic, the employee takes specialized training in his special area?political,
economic, consular, or administrative. The General Services Officer (GSO) then
takes an additional 3-week course that deals with supply, procurement, and
transportation.
A Budget Officer takes a specialized six-week budget course.
The Basic Course is mandatory for anyone going overseas in an administrative
position. The other courses are taken if the GS0 is not backed up by an American
work force.
They feel there are problems with their training. The self-instructional
modules are good but do not go far enough to allow the graduate to be self-suffi-
cient. Unfortunately, the old mindset of FSI still exists wherein it is thought if the
person is bright enough he can manage anyhow. Along with the self-instructional
modules, the Admin. Division wants to create case studies and simulations. They
also want to add testing to determine if the trainees have actually learned the ma-
terial. This additional material will be added in FY 1984 and FY 1985 through an
addition of four people to the staff and $350,000 in additional funds.
Another area they want to get into is the training of the Foreign Nationals
who often support the GS0s. They envision some FN training in procurement,
supply, and transportation. Initially, they may write some correspondence training
materials, but eventually they hope to create some short training modules they will
actually take to the field to conduct.
The FSI's Midcareer Course, which was discussed briefly, is not a specific
skills course. It does try to give some basic analytic skills. This course primarily uti-
lizes outside speakers who are experts in their fields.
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4. Mr. Peleuses mentioned that recruiting is also a problem for State. What is
happening is that the functional specialties are losing people to the GS0 ranks. They
are hoping to set up career paths within the functional areas to go up to the 01 level.
In recruitment they look for a generalist. The Foreign Service exam measures
general intelligence but also has subsets hidden within it for the various career
areas (administration, economics, politics, and consular). They are currently
debating whether to create a fifth one for systems (data processing).
Another interesting feature of their personnel system is that of open assign-
ments where an employee bids for a job (minimum of six, maximum of 15?but
there are various restrictions that apply). He stressed that this is only for the
Foreign Service and that regular State Department employees cannot break into
the FS ranks.
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United States Department of State
Foreign Service Institute
1400 Key Boulevard
Arlington, Virginia 22209
MEMORANDUM August 4, 1983
TO: M/FSI?Ambassador Stephen Low
THRU: M/FSI?John T. Sprott
M/FSI/SPS?Joseph W. Twinam
M/FSI/SPS?La Rue H. Velott
FROM: M/ FSI/SPS/AT?Gus P. Peleuses
SUBJECT: Recommended Changes to Administrative Training?
ACTION MEMORANDUM
REF: Report of May 11 Meeting of Informal Working Group on Adminis-
trative Training
As you requested, and in keeping with the recommendations of the referenced in-
formal working group, the Administrative Training Division has developed the
following proposals for modifications to the existing administrative training courses.
All the modifications specified in this memorandum will be designed to fit the
"Admin Rosslyn" format. This format will follow that used so successfully in
AmConGen Rosslyn, i.e., self-instructional material for individually paced training,
simulated "real world" exercises, consistent staff involvement to assess individual
progress and provide required assistance and a series of tests to assist students in eval-
uating their progress and inform the Department of the level of knowledge acquired.
We will expand a slight bit on this AmConGen format to include presentations by key
personnel in the administrative function so that the students will be able to
understand current issues from the Washington point of view and identify with the
functionally responsible offices. In the development of these modifications, a review
of courses provided by other U.S. Government agencies will take place in order that
useful recommendations can be made regarding more in-depth training as needed in
contracting, procurement, building maintenance, disbursing, EEO procedures, etc.
Following are recommended changes to each of the existing courses presently
provided at FSI:
Recommended Changes to Administrative Core Course
Develop a joint administrative operations module for use in the Administrative
Core course which would provide an extensive review of the issues involved and serve
as an introduction to this subject.
Develop a two-day segment consisting of practical hands-on exercises using in-
basket material, including telegraphic traffic, memoranda, etc.; role plays, including
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staff meetings; and the presentation of solutions to problems which are faced daily in
overseas operations.
Develop a module on the use of WANG information systems which will provide
an overview and general introduction to this subject.
Develop a new six-day segment and associated self-instructional modules on
FSN Employee Administration and Management. This new segment will be a
modification of the existing supervision workshop combined with the three-day FSN
position classification seminar and expanded to include FSN salary administration,
general FSN personnel administration and required FSN personnel reports and
records. The FSN position classification seminar is presently a segment in the current
personnel course. As a result, only participants in that course receive training in this
subject. This proposal includes this segment in a completely new module covering all
aspects of FSN management and places it in the Administrative Core course. This
will increase the number of students trained from 40 per year (those who attend the
Personnel course) to 250.
Recommended Changes to the Budget and Financial Management Course
Develop a joint administrative operations module for budget officers.
Develop interactive training software for use with WANG equipment in areas
such as allotment accounting; voucher preparation and certification; travel and
transportation; allowances; cashier reconciliation and petty cash operations; and the
Washington budget process.
Develop self-instructional modules on the work performed by subordinate
employees in allotment accounting, voucher preparation and certification, travel and
transportation, cashier reconciliation and petty cash operations. Translation of these
modules into French and Spanish would also take place so that they could serve the
additional purpose of being self-instructional material for many of our FSNs at our
overseas posts.
Develop a film about cashier operations which would include elements on the se-
curity requirements of cashier operations, the BFO supervisory responsibilities
regarding cashier operations, accommodation exchange and petty cash transactions,
working with local banking facilities, interacting with alternate cashiers and other
agencies' cashiers, and end-of-day "surprise reconciliations" by the administrative
officer.
We also propose that members of the Budget and Financial Management Staff
travel to regional budget conferences in order to learn directly from budget and
management officers in the field what their training needs are and their views on how
FSI can best help fill these needs.
The development of additional instructional material covering the new Financial
Management System (FSM) will be the subject of future proposals. This subject
cannot be adequately addressed until the contractor developing the system provides
FSI with basic information on this automated system.
Recommended Changes to the General Services Operations Course
Redesign and expand the module on joint administrative operations.
Develop a real property management module, including elements on building
systems, facilities audit, computer applications, warehousing and space management.
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Develop a training module on the use of WANG information systems for various
GSO functions.
Develop a module on the GSO's required input into the budget process.
Develop an expanded module on procurement and contracting.
Recommended Changes to the Personnel Course
Develop a module on joint administrative operations to include a comparative
study of personnel systems of the various agencies serviced.
Develop a series of in-box and interpersonal exercises regarding practical day-to-
day personnel issues, e.g., position classification, grievance procedures, EEO com-
plaints, performance evaluation, etc.'
Develop a new module on the fundamentals and techniques of interviewing and
counseling to enable personnel to conduct more productive and professional inter-
views. This will include interview fundamentals, interview skills development,
evaluation of data collected and techniques involved in providing useful feedback.
Recommended Revisions to Training Material
A project to review all existing self-teaching modules and other written material
provided in the various administrative courses must take place in order to assure the
currency of this information. In addition, this project will attempt to develop 4. system
whereby periodic reviews of this material with the technically competent offices of
"M" can be made in order to assure the currency of the information on an ongoing
basis.
Increase in Training Time Resulting from Implementing the Recommended Changes
Estimates of the classroom time required for each of the new presentations were
reduced by the time presently used for these same subjects to provide an estimate of
the net increase in training time required. As a result, the following increases in
course length will take place:
Present Proposed
Course Length Length Increase
ADMIN 15 days 20 days 5 days
B&F 30 days 40 days 10 days
GS0 15 days 23 days 8 days
PERSONNEL 10 days 15 days 5 days
Increases in training time will have an adverse effect on vacancies unless
additional student positions are authorized to offset this. Additional student FTE
required is included in the resource requirements provided below.
Resources Required to Perform Recommended Changes
Staffing Resources Required: Four positions have been included in the FY 84
budget in order to bring the staff up to a level whereby it can handle the changes list-
ed above and manage the daily training exercises which will be included in Admin.
Rosslyn. Specifically, these four positions will be used to provide an employee to
perform the duties of Deputy Coordinator/Administrative Core Course Manager, a
Personnel Course Manager, and two positions to design, develop, and execute these
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major changes to Admin. Rosslyn and handle the augmented budget and financial
management training which is anticipated in order to switch over from our current
manual system to the new FMS system.
Financial Resources Required
Changes to Administrative Core Course
$ 42,000
Changes to Budget and Financial Management Course
129,000
Travel for Budget and Financial Management Staff
15,000
Changes to General Services Operations Course
80,000
Changes to the Personnel Operations Course
17,500
Cost to Update Other Training Material
66,000
TOTAL
$349,500
A request for financial resources has been included in our FY 1985 budget which is
currently undergoing Departmental review.
Additional Student FTE Required
The following is an analysis of additional student FTE required to support this
improved administrative training program:
Course
Increase Number of Additional
Training Students Student
Hours FY-83 Hours
ADMIN 40 213 8,520
B&F 80 65 5,200
GS0 64 104 6,656
PERSONNEL 40 91 3,640
TOTAL 24,016
Converted at the rate of 2080 FTE equals one student year, an addition 11.5 or
12 student positions are needed. If the human resources requested are in place in FY
84 and the financial resources are made available in FY 85, the new training courses
should be implemented in late FY 85. With this project schedule in mind, the effect
on student hours will be minimal in FY 85 and the request for 12 additional student
positions should be included in our FY 86 budget submission.
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Recommended Action
That you approve the recommended changes to these courses, the allocation of
our FY 84 increase in positions as described above, and the request for additional
funds included in our FY 85 budget.
APPROVE DATE
DISAPPROVE
Comments
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Informal Working Group on Administrative Training
Members of Informal
M/MO?Mr.
Mr.
A/OPR?Mr.
M/DGP?Mr.
M/COMP?Mr.
M/FSI?Mr.
Mr.
Mr.
Working Group
Donald C. Leidel, Chairman
John S. Ford
Ravindar Sikand
Richard N. Dertadian
Roger C. (Chris) Nottingham
John T. Sprott
William H. Mansfield
Gus P. Peleuses
Background
Increasing concern has developed over the past several years regarding the
performance of officers serving in the administrative functions at our overseas
missions.
The inadequacies of the services provided by our overseas administrative
functions were reviewed by the House Government Operations Committee (Brooks
Committee) in June 1981.
Subsequently, a Task Force appointed by Under Secretary for Management
Kennedy reviewed the administrative functions and made several recommendations
for improving the qualities of these services.
Many of the S/IG reports of the last several years, especially the review of ad-
ministrative services provided at our posts in Africa, indicated the inadequacy of
the administrative services provided at our overseas missions.
This concern has led to a review by the Foreign Service Institute of the type of
training provided to the officers working in our administrative functions overseas. On
April 13 members of FSI's staff briefed the Director General and other interested
parties on the current administrative training provided at the Institute. As a result of
this briefing an informal working group was established to recommend improvements
in this training. On May 11 the informal working group met and came to the
following conclusions and recommendations regarding improvements to FSI's admin-
istrative training.
Specific Areas of Concern
The Committee Discussed four specific areas: Budget and Fiscal, General
Services, Personnel, and Joint Administrative Operations.
Budget and Fiscal?The training provided in the Budget and Financial
Management course prepares procedurally accurate officers but does not prepare
them to be proactive leaders in the financial management of an overseas mission.
The budget and fiscal officers do not appear to be able to deal adequately with the
financial management issues of other agencies at post and there is concern that the
budget and fiscal managers lack the ability to meet the new demands that will be
placed on them by the introduction of FMS.
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General Services?It was concluded that all aspects of training in this area
need improvement and that specific emphasis should be given to the following
areas:
? Contract/Procurement?Recognizing that one could spend a minimum of
three months and perhaps a full year in training in order to become adequately
informed on the legal aspects of this specific field, the working group concluded
that what is needed is a level of knowledge of the characteristics of contracts
(what has to be present in a contract in order for the U.S. Government to be ade-
quately protected) and enough knowledge to know when a contract is inadequate
or when contracting procedures are inadequate. In addition, the effective GS0
must know how to obtain factual assistance in this area either through use of
regulatory and procedural material available or appropriate contacts in Wash-
ington for assistance.
? Inventory Contro/?Knowledge in this area must go beyond mere record
keeping and recognize the complete system of property control from acquisition
through disposal.
? Management of Mechanical Services, both Automotive and Building
Maintenance.
? Management of Property, including knowledge of FBO Regulations and
Reporting Requirements.
? J AO?The GS0 must have an acceptable level of knowledge of regula-
tions and procedures for each of the agencies serviced.
It was concluded that the current training does not provide GSOs with a
knowledge of the relative importance of the functions performed in their area;
therefore, they do not appear to effectively use their time. Also, FSI's current
training does not provide GSOs with an appropriate appreciation of the impact
their activities have on the budget and financial management aspects of post
management. The group concluded that much more had to be done in all the areas
of GSO training but time did not permit it to define the content or methodology of
this training.
Personnel?The Working Group concluded that the following specific areas of
overseas personnel operations require a more indepth treatment in the FSI training:
? Position Classification, both for American and FSN Employees.
? Grievance Procedures, EEO Procedures and Performance Evaluation
Procedures.
? Salary and Benefits for FSNs and U.S. Citizen Employees, including
Cost of Living Allowance, Language Incentives and in general the benefits
provided under the Standard Regulations for U.S. Civilian Employees Overseas.
In addition to the above, it was agreed that in general the Personnel Officers,
upon completion of FSI training, have an inadequate knowledge of current
regulations and procedures in this field. Also, it was stated that training efforts
would have to take place in the area of making personnel officers capable of
handling the various counseling duties they will encounter at overseas posts. Our
current personnel officers appear to not have a proper appreciation of the various
aspects of employee/management relations which when properly performed reduce
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unnecessary grievances, EEO claims and other types of troubled employee
situations. Finally, the group characterized a majority of our personnel officers as
reactive in their work and lacking a sense of what professional personnel work
entails.
Joint Administrative Operations?At posts where joint administrative opera-
tions exist, it was agreed that there are attitudinal problems and inadequate
knowledge of other agencies' regulations, procedures and needs in all the areas of
administrative support. In the GS0 area there is a general feeling, whether it be
perceived or actual, that GSOs provided preferential treatment to the people of
their own agency. In the budget and fiscal area a lack of knowledge of procedures
and regulatory requirements of the other agencies exist. Finally, in the personnel
area a very large attitudinal problem exists. This is perceived by others as
personnel officers having too much allegiance to their own agency and a lack of
understanding of the personnel needs of the other agencies.
General Agreements and Conclusions
The Working Group reached the following areas of agreement and/or
conclusions:
Training in itself cannot solve all the problems currently existing in our
administrative functions overseas.
The administrative training is in several ways inadequate (it is improving but
still requires additional work):
? outdated, inadequate and missing reference materials,
? inadequate involvement of Department personnel, and
? lack of instructor involvement in presenting course material.
Training needs to be improved; this requires additional resources and FSI
should request these resources.
Summary
After reaching the above conclusions, the informal working group directed FSI
to develop proposals for improvement to this training, including budgetary
requirements.
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9 December 1983
MEMORANDUM FOR THE RECORD
SUBJECT: National Security Agency Logistics Management Intern Program
1. The National Security Agency (NSA) Logistics Management Intern Program
was established in 1979. This 36-month program is an outgrowth of a Management
Support Intern Program which included interns from Resources Management,
Personnel, Security, and Logistics. The interdisciplinary program was disbanded and
has been replaced by specialized programs such as the Logistics Management Intern
Program.
2. The attached program guide describes selection criteria, training, rotational
assignments, performance approval, promotion, and administration responsibilities.
3. Although the program outlines a satisfactory intern program for management
development, the track record to date is somewhat different. The average class of 5 to
7 interns has been almost exclusively new hires or personnel transfers to Logistics. It
has been exclusively used as a vehicle to bring in new blood to Logistics rather than
developing in-house management potential.
4. Also attached is a program description for NSA's Logistics Contracting
Intern Program. This is a highly specialized 36-month Program attended by all
potential future contracting officers.
5. Senior management in the Office of Logistics for NSA and the Agency have
recently concurred on a 6-month rotational assignment for mid-level managers. The
initial rotation will be one contracting officer from both Agencies, with
being the CIA nominee.
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LOGISTICS MANAGEMENT INTERN PROGRAM
SUBMITTED:
APPROVED:
DATE:
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/s/
Chairman, Logistics Career Panel
/s/ .
Director of Civilian Personnel
22 March 1979
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TABLE OF CONTENTS
Page
I. PURPOSE
1
II. INTRODUCTION
1
III. PROGRAM REQUIREMENTS
1
A. Selection Criteria (for entry into the program)
1-2
B. Academic Study
2
1. Courses of Study
2
2. Tuition
2
3. Grades
2
C. Training Courses
3
D. Rotational Assignments
3
IV. ADMINISTRATION OF THE PROGRAM
3
A. Entry into the Program
3
1. Applications
3
? 2. External Job Applicants
3
3. On-Board Applicants
3
B. Performance and Progression
4
1. Performance Appraisals and Documentation
4
2. Promotions
4
C Removal from the Program
4
1. Reassignment
5
2. Termination
5
D. Release from the Program
5
1. Voluntary Release
5
2. Involuntary Release
5
E. Graduation from the Program
5-6
V. RESPONSIBILITIES FOR ADMINISTRATION
6
A. Civilian Personnel (M3)
6
B. Logistics Career Panel
6
C. Executive, Logistics Career Panel
7
D. L Managers
7
E. National Cryptologic School (NCS)
7-8
F. Interns
8
ANNEX A - Master Training and Development Plan for Logistics
Management Interns
ANNEX B - Academic Study
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LOGISTICS MANAGEMENT INTERN PROGRAM
I. PURPOSE
The purpose of the NSA Intern Program is outlined in Personnel Management
Pamphlet No. 402A. The purpose of the Logistics Management Intern Program
(LMIP) is to provide for the infusion of new talent into the Logistics Career Field and
to meet existing and emerging requirements for more valuable Logisticians.
II. INTRODUCTION
A. Under this program, each intern will (over a 36-month period) participate in
a combination of work activities, formal academic study and technical training
courses (internal and external) as outlined in the Master Training and Development
Plan attached as Annex A.
B. The plan is structured to provide participants with the capability, broad
background, and requisite knowledges that will enable them, as graduates of the
program, to be certified as Logisticians and to join the work force as "Logistic" Tech-
nicians, e.g., Supply, Transportation, Installations, etc. They will, with these acquired
knowledges and skills, be able to strengthen and enhance the Installations and
Logistics support capability in accordance with Agency needs.
III. PROGRAM REQUIREMENTS
A. Selection Criteria. To be considered eligible for entry into the Logistics
Management Intern Program, a candidate must be a college graduate, or equivalent,
and meet the following criteria:
1. Candidates must possess professional potential as evidenced by education (a
Bachelor's degree with overall grade point average of 2.8 or higher on a 4.0 scale),
or the equivalent in related experience with demonstrated exceptional performance,
or a combination of formal education at the college level and related work
experience which demonstrates professional potential. The equivalence in educa-
tion and experience should total four years. In equating academic work to
experience, the equivalent of 30 semester hours or 45 quarter hours will be counted
as one year.
2. A Bachelor's degree, or equivalent, from an accredited college or university
in one of the following majors is desirable:
Industrial Management
Business Administration
Government Administration
Public Administration
Accounting
Commerce
Economics
Financial Management
Law
Data Processing
Transportation
Operations Research
Engineering
Industrial Education
Construction Management
Architecture
This list is not all inclusive and comparable fields of study will be given equal
consideration by the Logistics Career Panel.
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3. It is highly desirable that candidates without a college degree have a
minimum of fifteen credit hours in a preferred college major, either from an
accredited college or through NCS classes.
4. Have attained a staten score of five (5) in Category 10 of CQB.
5. Be in college entrance grade level, or serving at any grade level through
GGD-09 if transferring into the program from within the Agency.
B. Academic Study
I. Courses of Study. Interns are required to successfully complete four after-
hours graduate-level courses at local institutions (three in the first 24 months of in-
ternship, and one in the last 12 months) which are directly related to Installation
and Logistics Management. (See Annex B for a listing of suggested courses from
which four may be selected.)
These courses will serve to supplement on-the-job and formal training which
the intern receives while in the program and will provide an additional insight into
the spectrum of Installation and Logistics Management.
2. Tuition. Each intern will receive 100% tuition sponsorship for a maximum
of four courses to be taken after duty hours (minimum of one and maximum of two
required courses per semester). Interns may also apply to the NCS for other job-re-
lated training in accordance with published NCS policy and procedures. Tuition
support for these is limited to two-thirds of tuition and associated lab fees.
3. Grades. Interns are expected to earn a "B" or better in their required after-
hours courses. One "C" grade will be permitted. If an intern fails one of the
required courses or earns more than one "C" grade, the Executive of the Logistics
Career Panel must notify the panel membership. The Career Panel must then
decide whether to support the intern for retention in the program or request that
M3 remove the individual from the program. Final authority for removal or
retention of the intern is the responsibility of Chief, M3.
It should be noted that the National Cryptologic School, which funds Agency-
sponsored after-hours courses, requires students to reimburse the government for
tuition costs if a failing grade is received in a course. In addition, all NCS policies
will be observed, to include withdrawal and course failure requirements.
C. Training Courses. Interns will be required to attend selected technical
training courses at either external or internal training facilities as considered
appropriate by the Logistics Career Panel. Courses which require TDY and/or fee
expenditures must compete with other known training requirements for available
funds. Attendance at training courses will be timed, whenever possible, to coincide
with particular job assignments in various phases of the program.
D. Rotational Assignments. Each participant in the program will be required to
serve in various training assignments within Installations and Logistics, and (at the
discretion of the Career Panel) in other Agency organizations which interact with or
have an impact on installations and logistics management. Interns will be assigned to
four different Offices of the Installations and Logistics Organization for periods of
nine months each. During these nine-month assignments, they will be assigned to
perform tasks that will give them the greatest opportunity to gain an insight into and
understanding of I&L operations for their development as Logisticians. In addition to
job assignments in various functions, interns will, whenever possible, be given "special
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projects" for the resolution of specific operational problems or matters dealing with
new concepts, etc.
NOTE: Training Courses and rotational assignments are addressed in the Master Training and
Development Plan?Annex A
IV. ADMINISTRATION OF THE PROGRAM
A. Entry into the Program
1. Applications. Internships for this program will be advertised throughout
the Agency and selection preference will be given to on-board candidates who
make application for entry and meet selection criteria. If vacancies cannot be filled
with on-board employees, Employment (M32) will be tasked with filling the
remaining vacancies from external sources.
2. External Job Applicants. Employment (M32) will refer the SF171's of
qualified job applicants to the Executive of the Logistics Career Panel for review.
The Executive will make a recommendation to Employment (M32) regarding
selection of applicants for entry into the Logistics Management Intern Program.
Employment (M32) will schedule "recommended" applicants for additional proc-
essing which will include an interview with the Panel Executive and, if appropriate,
members of the L Personnel Advisory Board.
3. On-Board Applicants. Applications from Agency employees who apply for
openings in the program will be referred by Staffing (M31) to the Executive of the
Logistics Career Panel. Selection procedures for on-board employees will be
handled in the same manner as outlined above except that Staffing (M31), vice
Employment (M32), will serve as the referral office. (NOTE: Detailed application
procedures for on-board employees will be contained in vacancy announcements.)
B. Performance and Progression
1. Performance Appraisals and Documentation. Performance appraisals for
Logistics Management Interns are prepared by the Executive of the Logistics
Career Panel based on input from the Chiefs of the various L organizations where
the interns are assigned. The performance appraisal must take into consideration
such things as the intern's accomplishments and learning experiences, performance
in academic and training classes, and overall progress toward completion of
program requirements.
a. The Chief of each L organization hosting a Logistics Management
Intern is required to prepare an "informal" or unofficial performance appraisal
(either in a narrative form or by completing an Employee Performance
Appraisal?Form P1) for each assigned intern. These informal performance
appraisals are then sent to the Executive of the Logistics Career Panel so that
the latter can prepare the "Official" Performance Appraisal. The informal
appraisal from each host organization should list the duties and projects assigned
to the interns, fully evaluate their performance of these duties, and must be
forwarded to the Executive of the panel no later than 30 days following
completion of the intern's rotational assignment.
b. When a performance appraisal becomes due during an assignment, the
informal performance appraisal should cover only those assignments that were
fully completed prior to the end of the rating period.
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2. Promotion. Logistics Management Interns may be recommended for
promotion by their Career Panel on the basis of performance in training, academic
courses, on-the-job assignments, and progress toward meeting program require-
ments. A participant at the GGD-07 level will be considered eligible for promotion
consideration upon satisfactory completion of established 24-month "milestones."
An intern entering the program at the GGD-09 level is considered eligible for
promotion consideration upon satisfactory completion of all program requirements.
Promotion recommendations for Logistics Management Interns must be
forwarded from the Chairman of the Logistics Career Panel to Cryptologic Career
Development, M36. Cryptologic Career Development, on behalf of Chief, M3, is
responsible for approving promotion requests for Logistics Management Interns.
C. Removal from the Program
Cryptologic Career Development will review the qualifications of interns who
fail to meet program requirements to determine which of the following actions is to be
taken:
1. Reassignment?Employees who enter the program and fail to meet its
requirements in the form of academic study, training courses, or job assignments,
will be recommended for removal by the Logistics Career Panel. Prior to removal
from the program, however, M36 will interview the intern and may make
recommendations for additional training, etc., to assist the intern in completing the
requirements of a particular phase within a reasonable period of time. If the intern
fails tq meet program requirements after continued training efforts, action will be
initiated to remove the intern from the program and effect reassignment to a
suitable position within the Installations and Logistics Organization. If no positions
are available within the I&L Organization, the employee will be assigned to
another Agency element. Employees removed from the program must compete for
promotion within the normal promotion.cycle of the element to which assigned.
2. Termination?If an employee removed from the program is still subject to
the terms of a one-year trial appointment at the time of removal from the program,
and if a position is not available for that person in their former element or within
the organization of internship, action may be initiated to terminate the employee.
D. Release from the Intern Program
Individuals may be released from the program on either a voluntary basis or in-
voluntary basis, as explained below:
1. Voluntary Release. A voluntary release must be requested by the intern,
endorsed by the Panel, and approved by M3.
2. Involuntary Release. An involuntary release is one that is initiated by the
Career Panel when a majority of the panel membership determines that the intern
has failed to meet program requirements. Involuntary release from the Logistics
Management Intern Program is also subject to approval by M3.
? 3. When an intern has been released from the program for whatever reason he
or she will normally be placed in a suitable position within the L Organization. If
no suitable position is available within the Installations and Logistics Organization,
M36 will initiate action through M31 for reassignment.
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E. Graduation from the Program
1. Approximately four months prior to an intern's graduation from the
program, the Logistics Career Panel will invite the intern to a panel meeting to dis-
cuss assignment preferences within the Installations and Logistics Organization.
While the Career Panel will make every effort to place interns in an assignment of
their choice, assignments recommended by the Career Panel will be ones that will
enable the interns to continue to develop their professional skills and abilities while,
at the same time, satisfying Agency requirements.
2. Ninety days prior to the anticipated graduation date of each Logistics
Management Intern, the Logistics Career Panel will prepare an assignment
recommendation and forward the recommendation to Staffing (M31) through the
proposed gaining organization and Cryptologic Career Development (M36). Staff-
ing (M31) will review the proposed assignment and notify the Panel Executive and
Cryptologic Career Development, M36, when the assignment is approved.
3. If the Panel is unable to obtain ADIL and/or L Personnel Advisory Board
concurrence on assignment of the graduating intern within 30 days preceding the
date of graduation, the Career Panel must notify M3 by memorandum. Upon
receipt of this memorandum, M3 will work with the Logistics Career Panel to ef-
fect placement of the intern.
V. RESPONSIBILITIES FOR ADMINISTRATION OF THE PROGRAM
A. Civilian Personnel (M3)
1. The LMIP operates under the direction of the Office of Civilian Personnel.
M3 is responsible for:
a. Providing the basic philosophy, objectives, and framework for the
program.
b. Insuring that consistent standards are applied in the selection of
participants. ?
c. Providing support to the Logistics Career Panel and interns to insure
continued effectiveness of the program.
d. Serving as the focal point through which promotion recommendations,
training requests, assignment recommendations, and other actions are channeled
in connection with the LMIP.
e. Providing general guidance to the Logistics Career Panel.
2. Cryptologic Career Development, M36, is responsible for liaison between
the Logistics Career Panel and M3 and for representing M3 in all matters related
to the Logistics Management Intern Program.
B. Logistics Career Panel
The Logistics Career Panel (in concert with appropriate L managers), is
responsible for specifying program requirements for Logistics Management Interns
and for the day-to-day administration of the program. Interns participating in this
program will be assigned to H billets and will work under the direction of the
Executive, Logistics Career Panel.
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C. Executive, Logistics Career Panel
The Executive is responsible for:
1. Providing advice and guidance to participants.
2. Interacting closely with L managers to ensure that participants receive
maximum benefits from their work assignments and training plans.
3. Ensuring that adjustments to individual Master Training and Development
Plans are made whenever needed.
4. Monitoring the progress of participants and executing annual employee
performance appraisals.
5. Forwarding recommendations for promotion of interns.
6. Developing and forwarding annual training requirements to the E
Organization.
7. Ensuring that training requirements are filled on a scheduled basis (in
coordination with L managers).
8. Keeping the Chairman, Logistics Career Panel, and the L Personnel
Advisory Board apprised of the status of the program and the progression of all
participants.
9. Reviewing all applications for intern billet vacancies and for recommending
acceptance of applicants to the appropriate M3 office.
D. L Managers
L managers andl supervisors are responsible for ensuring that:
1. Policies and procedures of the Logistics Management Intern Program are
adhered to within their respective organizations.
2. Interns assigned within their functional areas gain maximum benefit from
their assignment.
3. Meaningful and accurate performance appraisals are prepared on program
participants.
E. National Cryptologic School (NCS)
The National Cryptologic School (NCS) is responsible for providing necessary
academic study and training support to individuals involved in the Logistics
Management Intern Program as follows:
1. E&L will approve and fund external academic study and technical training.
(Tuition sponsorship of 100% will be provided for a maximum of four accredited
courses required under this program.)
2. As part of its regular evaluation program, E7 will evaluate training courses
and/or curricula to determine their effectiveness in meeting the needs of the
Logistics Management Intern.
F. Interns. Interns are responsible for fulfilling program requirements as
outlined herein.
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ANNEX A
MASTER TRAINING AND DEVELOPMENT PLAN
FOR
LOGISTIC MANAGEMENT INTERNS
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MASTER TRAINING AND DEVELOPMENT PLAN
FOR
LOGISTIC MANAGEMENT INTERNS
1. This plan is designed to provide Logistics Management Interns with a broad
understanding of Installations and Logistics Management; what it entails, how it is
carried out, and how it interacts with and impacts on the rest of the Agency.
2. Interns are expected to fulfill all requirements of this program (as detailed in
the plan) within a 36-month period. (Less time may be required on a participant's pre-
vious experience and academic standing.)
3. Since organizational workloads, mission changes, and the number of interns
available for assignment at any given time, all have an impact on intern assignments,
considerable flexibility has been built into the plan. This flexibility allows the
sequence in which developmental activities take place to vary somewhat from
individual-to-individual and for rotational assignments to begin in any one of four
major areas.
4. Although the development plan is flexible, there are definite milestones which
must be achieved. The first is a 24-month milestone which involves completion of ro-
tational assignment in two major L Offices for nine months each, and six months of
rotational assignment in a third Office. During this 24-month period, the intern will
also complete three graduate courses, plus technical training courses identified in the
plan.
5. The second is a 12-month milestone which requires the completion of the last
three months of the third rotational tour, and a 9-month rotational assignment in a
fourth L functional area. During this 12-month period, the intern must complete a
fourth graduate level course, plus technical training courses identified in the plan.
6. At the end of the 36-month internship, graduates will be qualified to complete
the final examination for certification as Logisticians. This makes it essential that
managers and supervisors give careful thought to the utilization of interns assigned to
them for professional development and ensure that they are involved in specific
projects and tasks that will enable them to perform as Logisticians when they
graduate from the program.
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ANNEX A
MASTER TRAINING AND DEVELOPMENT PLAN
Logistics Management Intern Program
DURATION AND WORK ASSIGNMENT
ORGANIZATION OBJECTIVES
9 Months
Li
Office of
Materiel
To gain an overall
understanding of the Office
functions of the office
of materiel. Areas of
concentration will
include but not be
limited
1. stock management
2. acquisition
3. inventory control
4. cataloging and research
5. overseas support
6. DIPEC participation
7. excess materiel
utilization
8. transportation
operations
SUGGESTED TRAINING ACADEMIC
COURSE (S) STUDY
Defense Inventory
Management?Ft. Lee
Three courses
must be completed
from the selection
provided in Annex
B during first 24
months
The fourth course
will be completed
during the last
twelve months of
internship.
Assignments will be coordinated with the Panel Executive and the Chief of LI or his representative.
9 Months
L3
Logistics &
Logistics
Related
Staff
Functions
To gain an insight into
I&L operations and the
support of these
operations. Areas of
concentration will
include:
I. logistics plans &
policies
2. logistics systems
3. resource allocation
L33 & N2
4. logistics support
architecture
5. planning at the agency
_level NI
6. finance & accounting,
and financial policy
N4
1. MP-185 Model 204
Retrieval
2. EG-243 Briefing
Skills
3. MP-060 Survey of
EDP
Assignments will be coordinated with the Panel Executive, the Chief of L3, and the Office Chiefs in N2,
N4 and Nl.
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DURATION AND WORK ASSIGNMENT SUGGESTED TRAINING ACADEMIC
ORGANIZATION OBJECTIVES COURSE (S) STUDY
9 Months
L4
Contracting
Office
To gain a comprehensive
understanding of the
contracting process.
Areas of concentration
will include but not be
limited to:
I. the review process
2. contracting policy
3. general purchase
procedure
4. economics evaluation
5. construction & ADPE
contracting
6. special equipment &
systems contracts
7. an acquisition function
in S or R
Tours should be scheduled
to allow the intern to
experience the contracting
process from solicitation to
award.
I. Management of Defense
Acquisition Contracts
ALMC, Ft. Lee, Virginia
2. Cost & Price Analysis
Assignments will be coordinated with the Panel Executive, the Chief of L4, and Office Chiefs in S or R.
9 Months
L5
Installations
Management
To gain a working
knowledge of how
installations management
is carried out within the
NSA/CSS environment
Areas of concentration
will include:
1. facilities planning &
management
2. facilities support here
and overseas
3. facilities operation
4. real property management
I. Space Management:
Planning & Program,
Development Seminar
2. Space Mamagement:
Office Layout Workshop
Assignments will be coordinated with the Panel Executive, and the Chief of L5.
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ANNEX B
ACADEMIC STUDY
American University
a. Governmental Budgeting
b. Human Problems in Organization
c. Public Management
d. Methods of Problem Solving
e. Procurement & Contract Management
f. Manpower Utilization
g. Public Financial Administration
h. Business & Government Relations
i. Public Managerial Economics
Johns Hopkins
George Washington
a. Governmental Budgeting
b. Human Behavior in Organization
c. Advanced Admin. Management
d. Quantitative Factors
e. Procurement .& Contracting
f. Manpower Development &
Utilization
g. Distribution Logistics
h. Business & Government Relations
i. Public Expenditure Analysis &
Planning
a. Budget Planning & Control
b. Human Relations in Management
c. Principals of Management
d. Quantitative Analysis
e. Purchasing Management
The above are suggested graduate courses from which interns may select four. Courses which appear
comparable to those offered by American University have been identified under headings for George
Washington University and Johns Hopkins. If the intern has taken graduate courses similar to those
-suggested, or wishes to take a course not listed above, the course title and description should be given to
the Executive of the Logistics Career Panel for approval.
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LOGISTICS CONTRACTING
INTERN PROGRAM
DOCUMENT
Submitted: /s/
Chairman, Logistics Career Panel
Approved: /s/
. Deputy Director for Management Services
Date: 4 December 1978
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TABLE OF CONTENTS
Page
I. PURPOSE/INTRODUCTION
1
II. ADMINISTRATION
1
A. Civilian Personnel (M3)
1
B. Logistics Career Panel
1-3
C. Office of Procurement (L4)
2
D. National Cryptologic School (NCS)
2
III. SELECTION CRITERIA
3
IV. PROGRAM REQUIREMENTS
4
A. Academic Study
4
B. Training Courses
4
C. Rotational Assignments
4
V. SEQUENCE OF ASSIGNMENTS
5
Overall 36-Month Tour Sequence
5
VI. REMOVAL FROM THE PROGRAM
5
1. Reassignment
5
2. Termination
5
VII. PERFORMANCE APPRAISALS AND DOCUMENTATION
5-6
VIII. PROMOTIONS
6
IX. PLACEMENT OF PROGRAM GRADUATES
6
? X. RELEASE FROM THE INTERN PROGRAM
7
A. Voluntary Release
B. Involuntary Release
7?
7
MASTER TRAINING AND DEVELOPMENT PLAN ANNEX A
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I. PURPOSE/INTRODUCTION
The purpose of the NSA Intern Program is outlined in Personnel Management
Pamphlet No. 402A. The Logistics Contracting Intern Program (LCIP) is designed to
provide for the infusion of new talent into the Logistics Contracting Career Field and
to meet existing and emerging requirements for more versatile contracting and
procurement personnel. The program is intended to develop contracting personnel
within the Logistics Career Field who have a thorough knowledge and understanding
of Government contracting and procurement functions. Logistics Contracting Intern
Program graduates will be assigned as contracting technicians following completion
of this three-year intern program.
The knowledge and experience gained by Logistics Contracting Interns in
various Contracting areas will result in the gradual formation of a cadre of
individuals who possess the capability, background, and knowledge required to meet
the future contracting requirements of the National Security Agency. Each partici-
pant in the Logistics Contracting Intern Program is provided intensive training in the
contracting career field which consists of formal academic study, internal and
external training courses, and actual "hands-on" experience in various contracting
elements. Upon graduation from the Logistics Contracting Intern Program after
satisfying the requirements as outlined in the Master Training and Development
Plan, the intern is assigned to an appropriate technician level position in the
contracting career field and is qualified to complete the final examination for
certification as a Logistician. (A Master Training and Development Plan which
outlines each phase of the Logistics Contracting Intern Program and provides specific
guidance regarding organizational assignments and required training, is attached as
ANNEX A.)
H. ADMINISTRATION
A. Civilian Personnel (143)
The Logistics Contracting Intern Program (LCIP) operates under the direction
of the Office of Civilian Personnel. M3 provides the basic philosophy, objectives and
framework for the program, insures consistent standards for selection of participants,
provides support to the Logistics Career Panel and interns to insure continued
effectiveness of the Program, serves as the focal point through which promotion
recommendations, training requests, assignment recommendations, and other actions
are channeled in connection with the Logistics Contracting Intern Program; and
provides general guidance to the Logistics Career Panel and the Installations and
Logistics Organization in connection with the Program. Career Development (M36) is
responsible for liaison between the Logistics Career Panel and M3 and for represent-
ing M3 in all matters related to the Logistics Contracting Intern Program.
B. Logistics Career Panel
The Logistics Career. Panel, in concert with Chief, L4, is responsible for
specifying program requirements for Contracting Interns and for the day-to-day
administration of the program. Interns participating in this program will be assigned
on L billets and will work under the direction of the Executive, Logistics Career
Panel. The Executive is responsible for providing advice and guidance to participants;
interacting closely with L4 managers to ensure that participants receive maximum
benefits from their work assignments and training plans; ensuring that adjustments to
individual Master Training and Development Plans are made whenever needed;
monitoring the progress of participants and executing annual employee performance
appraisals; forwarding recommendations for promotion of interns; developing and
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forwarding annual training requirements to the E organization; ensuring that training
requirements are filled on a scheduled basis (in coordination with L4 managers); and
for keeping the Chairman, Logistics Career Panel, and the L Personnel Advisory
Board, apprised of the status of the Program and the progression of all participants.
Additionally, the Executive is responsible for reviewing all applications for
Intern vacancies and for recommending acceptance of applicants to the appropriate
M3 Office (M32 for potential hires and M31 for on-board applicants).
C. Office of Procurement (L4)
The Office of Procurement (L4) is responsible for the on-the-job training
assignments of Logistics Contracting interns. Chief, L4, is responsible for the day-to-
day operations of this training as follows:
1. Developing meaningful work assignments for the interns.
2. Monitoring these assignments to ensure that -the intern receives the
maximum benefit from the training.
3. Ensure that the supervisors within L4 are responsible for full compliance
with the requirements of the program.
4. Assuring that the program is implemented with L4 as prescribed herein
and that insofar as operations are not adversely affected that program activities
scheduled for each intern are carried out without interruption.
Additionally, Chief, L4, is responsible for the preparation of an "unofficial"
performance appraisal for each intern after each training assignment and for
recommending job placement of the intern following the completion of the program.
D. National Cryptologic School (NCS)
The National Cryptologic School (NCS) is responsible for providnk requested
academic study and training support to the Logistics Contracting Intern Program as
follows:
1. E8 is the approving authority for academic study and training courses (see
Section IV.A and B).
2. As part of its regular evaluation program, E7 will evaluate training courses
and/or curricula, whether offered by the NCS or external, to determine their
effectiveness in meeting the needs of the Logistics Contracting Intern Program.
III. SELECTION CRITERIA
A. To be considered eligible for the Logistics Contracting Intern Program, a
candidate must be a college graduate, or equivalent, and meet the following criteria:
1. Possess a bachelor's degree, or equivalent, from an accredited college or
university in a major such as (but not limited to) one of the following:
Procurement
Business Administration
Government Administration
Public Administration
Accounting
Economics
Financial Management
Law
The above list is not all inclusive, and other academic degrees may be
considered by the Logistics Career Panel on an individual case basis.
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2. Achieve a staten of 4 in Category 10 of CQB 1.
3. Be in the college entrance grade level (if newly hired), or serving at any
grade level up through GG-09 if transferring into the program from within the
Agency.
B. Candidates for the Logistics Contracting Intern Program will be recommend-
ed to M3 for selection by the Logistics Career Panel. When job applicants are
considered for this program, M32 (Employment) will refer the applicant's SF-171 to
the Executive of the Logistics Career Panel for review. The Career Panel Executive
will make a recommendation to M32 regarding assignment of the applicant to the Lo-
gistics Contracting Intern Program. M32 will schedule "recommended" applicants
for additional processing which will include an interview with the Panel Executive
and appropriate L4 personnel.
Applications from Agency employees who apply for openings in the Logistics
Contracting Intern Program, which may be advertised internally, will be referred by
M31 (Staffing) to the Executive of the Logistics Career Panel. Selection procedures
for on-board employees will be handled in the manner outlined above with M31, vice
M32, serving as the referral office.
On-board employees will be given the opportunity to apply* for vacancies that
may occur in the Logistics Contracting Intern Program. Internships in this and other
programs will be advertised throughout the Agency and selection preference will be
given to qualified on-board candidates. If vacancies cannot be filled internally,
Employment (M32) will be tasked with filling the remaining vacancies from outside
sources.
./
IV. PROGRAM REQUIREMENTS
A. Academic Study
Participants in the Logistics Contracting Intern Program are required to
successfully complete** four after-.hours graduate-level courses at local institutions in
the following subject areas: Procurement and Contracting, Purchasing and Material
Management, Governmental Budgeting, Contract Law, Contract Administration
and/or Commercial Law. Courses in these subject areas will serve to supplement on-
the-job and formal training which the intern receives in the Logistics Contracting Ca-
reer Field. These academic courses have been carefully selected to provide an
additional insight into the spectrum of Government Contract Administration and
material and financial resource functions. Each intern will receive 100% tuition
sponsorship for a minimum of one and a maximum of two required courses per
semester of six courses per year. In addition, interns may also apply to the National
Cryptologic School for sponsorship of other job-related courses which are taken after
normal duty hours. Agency-sponsorship for job-related courses that are not a
requirement of this program is limited to two-thirds of the tuition fee.
*NOTE: Application procedures for on-board employees will be contained in the vacancy
announcements.
**NOTE: For purposes of the Logistics Contracting Intern Program, participants are expected to earn a
"B" or better in their required after-hours courses. One C grade will be permitted. If an in-
tern fails one of the required courses or earns more than one C grade, the Executive of the
Logistics Career Panel must notify the Panel membership. The Career Panel must then
decide whether to support the intern for retention in the program or request that M3 remove
the individual from the program. Final authority for removal or retention of the intern is the
responsibility of Chief, M3.
All National Cryptologic School policies which apply to Agency-sponsored training must be
observed.
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B. Training Courses
Each participant in the Logistics Contracting Intern Program will be scheduled
for training courses at the National Cryptologic School (NCS), Department of
Defense (DoD), Civil Service Commission (CSC), and other facilities as considered
appropriate by the Logistics Career Panel. Courses which require TDY and/or fee
expenditures must compete with other known training requirements for available
funds. E81 is the approving authority. If possible, training courses will be timed to co-
incide with particular job assignments in various phases of the Logistics Contracting
Intern Program.
C. Rotational Assignments
Each participant in the Logistics Contracting Intern Program will be required to
serve in various training assignments within the Office of Procurement (L4). Tours
within the various L4 organizations generally range from 6 months to one year, and
have been designed to insure that the intern is technically competent to perform in
the contracting career field at the end of his/her internship. A Master Training and
Development Plan detailing required rotational assignments is attached as ANNEX
A.
V. SEQUENCE OF ASSIGNMENTS
Overall 36-Month Tour Sequence
The 36-month master schedule is expected to be completed within the prescribed
period of time. Each phase includes academic requirements, training courses, and on-
the-job learning experiences. While the actual touring sequence may vary somewhat
from individual to individual, depending on creditable assignments in L4, organiza-
tional workloads and the number of interns available for assignment at any given
time, each intern will receive essentially the same internship assignments.
VI. REMOVAL FROM THE PROGRAM
M36 (Career Development) will review the qualifications of interns who fail to
meet program requirements to determine which of the following actions are to be
taken:
1. Reassignment?Employees who enter the Logistics Contracting Intern
Program and fail to meet program requirements in the form of academic study,
training courses, or OJT assignments, will be recommended for removal by the
Logistics Career Panel. Prior to removal from the program, however, M36 (Career
Development) will interview the failing intern and may recommend remedial
training efforts to assist the intern in completing the requirements of a particular
phase within a reasonable period of time. If the intern fails to meet program
requirements after remedial training efforts, action will be initiated to remove the
intern from the program and reassign him/her to a suitable position within the In-
stallations and Logistics Organization. If no positions are available within the I&L
Organization, the employee will be assigned to another Agency element. Employ-
ees removed from the Logistics Contracting Intern Program and reassigned with
the Agency must compete for promotion within the normal promotion cycle of the
element to which assigned.
2. Termination?If an employee removed from the program is still subject to
the terms of a one-year trial appointment at the time of removal from the Logistics
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Contracting Intern Program, and if a position is not available in his/her former ele-
ment or within the Installations and Logistics Organization, action may be
initiated to terminate the employee.
VII. PERFORMANCE APPRAISALS AND DOCUMENTATION
Performance appraisals for Logistics Contracting Interns are prepared by the
Executive of the Logistics Career Panel based on input from the Chiefs of the various
L4 organizations where the interns are assigned. The performance appraisal must
take into consideration such things as the intern's accomplishments and learning
experiences, performance in academic and training classes, and overall progress
toward completion of program requirements.
The Chief of each L4 element hosting a Logistics Contracting Intern is required
to prepare an "informal" performance appraisal (either in a narrative form or by
completing a blank Employee Performance Appraisal?Form P1) for each assigned
intern. These informal performance appraisals are then sent to the Executive of the
Logistics Career Panel so that the latter can prepare the official performance
appraisal. The informal performance appraisal from each host organization should
list the duties and projects assigned to the intern and fully ,evaluate his/her
performance of these duties. The informal performance appraisal from the work area
must be forwarded to the Executive of the Logistics Career Panel no later than 30
days following completion of the intern's assignment for training.
When a performance appraisal becomes due during an assignment for training,
the informal performance appraisal should cover only those assignments that were
fully completed prior to the end of the rating period.
VIII. PROMOTIONS
Logistics Contracting Interns may be recommended for promotion by his/her
Career Panel on the basis of performance in training and academic courses, on-the-
job assignments, and progress toward meeting program requirements. A participant
at the GG-07 level will normally be considered eligible for promotion consideration
only upon satisfactory completion of established twenty-four month milestones. An
intern entering the program at the GG-09 level is considered eligible for promotion
consideration only upon satisfactory completion of all program requirements.
Promotion recommendations for Logistics Contracting Interns must be forward-
ed from the Chairman of the Logistics Career Panel to Career Development, M36.
Career Development, on behalf of Chief, M3, is responsible for approving promotion
requests for Logistics Contracting Interns.
IX. PLACEMENT OF PROGRAM GRADUATES
Approximately four months prior to an intern's graduation from the Logistics
Contracting Intern Program, the Logistics Career Panel should invite the intern to a
panel meeting to discuss his/her assignment preferences within L4. While the Career
Panel should make every effort to place an intern in an assignment of his/her choice,
the assignment recommended by the Career Panel should be one that will enable the
intern to continue to develop his/her professional skills and abilities.
Ninety days prior to the anticipated graduation date of each Logistics Contract-
ing Intern, the Logistics Career Panel will prepare an assignment recommendation
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and forward the recommendation to M31, through the proposed gaining organization
and M36. M31 will review the proposed assignment and notify the Panel Executive
and M36 when the assignment is approved.
If the Logistics Career Panel is unable to obtain L4 concurrence on assignment
of the graduating intern within 30 days preceeding the date of graduation, the Career
Panel must notify M3 by memorandum. Upon receipt of this memorandum, M3 will
work with the Logistics Career Panel to effect placement of the intern.
X. RELEASE FROM THE INTERN PROGRAM
Individuals may be released from the Logistics Contracting Intern Program on
either a voluntary basis or involuntary basis as follows:
A. Voluntary Release
A voluntary release must be requested by the intern, endorsed by the Logistics
Career Panel, and approved by M3.
B. Involuntary Release
An involuntary release is one that is initiated by the Career Panel when a
majority of the panel membership determines that the intern has failed to meet
program requirements. Involuntary release from the Logistics Contracting Intern
Program is also subject to approval by M3.
When an intern is released from the Logistics Contracting Intern Program, for
whatever reason, he or she will normally be placed in a suitable position within the L
organization. If no suitable position is available within the Installations and Logistics
Organization, M36 will initiate action through M31 for reassignment.
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ANNEX A
MASTER TRAINING AND DEVELOPMENT PLAN
Logistics Contracting Intern Program
DURATION AND WORK ASSIGNMENT SUGGESTED TRAINING ACADEMIC
ORGANIZATION OBJECTIVES COURSE STUDY
6 Months
L411
6 Months
L421
PHASE IA
1. Learn essentials of the
contracting process
and procurement
office organization.
2. Learn the elements
of a contracting
package; learn to
screen PRs.
3. Become familiar with
the L4 automated
information system.
4. Learn the basic
functions of the
government property
administrator.
1. CY-Z16 Introduction
to NSA.
2. Basic Procurement
Management.
3. Writing (All participants
will take the NSA
Writing Placement Test
upon entering the
program and be
assigned to an
appropriate writing
course or exempted
from the requirement.)
PHASE IB
1. Learn the procedures
of contracting for
commercially available
supplies including
solicitation, award
administration, and
retirement.
2. Learn the various types
of contracting
instruments and their
uses.
3. Learn the basic
principles of good file
documentation.
4. Learn small purchase
procedures.
I. Small Purchases
2. Cost and Price Analysis;
Negotiation Techniques
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Three courses
must be
completed from
the selection
provided in
Paragraph IV.A.
Page 4 to satisfy
the 24-month
milestones (Phase
I.A. thru Phase
II.A.).
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DURATION AND WORK ASSIGNMENT SUGGESTED TRAINING ACADEMIC
ORGANIZATION OBJECTIVES COURSE STUDY
6 Months
L422 or L423
6 Months
L43
PHASE IC
1. Begin to learn the
fundamentals of
negotiating both
competitive and
non-competitive
contracts.
2. Learn the unique
features and
procedures for:
a. Construction
and personal
services
contracting
b. 'ADPE contracting
I. Advanced Procurement
Management
2. EG243 Briefing Skills
PHASE HA
Learn about more
complex types of
contracting by working
on a small number of
major contracts, including
solicitation, technical
evaluation, negotiation
contract administration
and, if possible, final
audit and close-out.
1. Advanced Contract
Administration
2. Advanced Incentive
Contracting Workshop
- - - COMPLETION OF 24-MONTH MILESTONES - - -
PHASE IIB
6 Months Continuation of Phase IIA
L43 assignment (see above).
I. CA-130 COMSEC
Familiarization (for
personnel assigned
to L432).
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One course must
be completed
from the selection
provided in
Paragraph IV.A.
Page 4 to satisfy
Phase IIB and
Phase III.
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DURATION AND WORK ASSIGNMENT SUGGESTED TRAINING ACADEMIC
ORGANIZATION OBJECTIVES COURSE STUDY
6 Months
L411 (Policy and
Review) or L412
L411
PHASE III
I. Learn contracting
review techniques and
the importance of
adequate documen-
tation in a contract
package.
2. Learn the procedures
for staffing policy
documents.
3. Learn the Small
Business and Defense
Priorities Assistance
programs.
.4 Gain experience
working with DARS,
contracting directives,
and the legal library,
and their application to
contract actions.
5. Gain an appreciation of
the effect of policy on
the quality of contracts.
6. Gain further
understanding of the
variety and complexity
of L4's contracts.
7. Participate in technical
contracting discussions
involving reviewing
personnel, legal counsel,
contracting officers,
and management.
L412
I. Contract Law
1. Acquire a working I. Cost Accounting
knowledge of Standards
procedures required
to perform a cost
analysis and arrive at a
reasonable price,
including a general
knowledge of DARS
on allowability of
cost and use of
weighted guidelines.
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DURATION AND WORK ASSIGNMENT SUGGESTED TRAINING ACADEMIC
ORGANIZATION OBJECTIVES COURSE STUDY
L412
PHASE III
2. Be able to perform
cost analysis on
contracts
(usually over
$25,000.--), to include
conducting
necessary negoti-
ations and preparing
pricing reports at
conclusion thereof.
3. Be able to perform
L412 functions for
closing out cost
reimbursement, time
and material, and
labor-hour types of
contracts.
PHASE IV
(Post-Graduate)
During this Phase the I. MC-002 Success
Participant will be Oriented Supervision
assigned to permanent 2. CY-140 Survey of
positions within the Crypto Skills and
Office of Procurement Techniques
and will be able to 3. MC-100 NSA/CSS
apply the knowledge Organization
and skill gained during Environment
the first phase of this 4. Survey of EDP
program. Addition- -5. Industrial Security
ally, participants will Integrated Logistics
be taking training Support
courses (commensurate 6. Project Management
with their grade levels)
to further development.
NOTE: It may not be possible to arrange training in the exact order as indicated in Phases, I, II, and
III, due to lack of training funds or.operational necessity. However, every attempt will be made
to follow these training plans to the maximum extent possible.
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9 December 1983
MEMORANDUM FOR THE RECORD
SUBJECT: Conversation with Len Opheim, Manager of Maintenance and Opera-
tions, General Electric Co.
1. The General Electric Co. (GE) has a strong active training and development
program for high potential employees. It is comprised of many basic and varied
programs at all the individual factory level activities. However, at the corporate level
there are two basic programs?one for new high potential employees called the
Management Interim Program and another to provide career development, training,
and assignments to current employees who have potential for high level corporate
assignments. In addition to the verbal information which I have reported in the
following paragraphs, Mr. Opheim has promised to forward a course curriculum and
literature on the programs. I will route the information to the committee when it is
received.
2. The Management Interim Program is geared to the selection and develop-
ment of high potential college graduates. The company selects key colleges based on
the specific skills they are looking for at any one particular recruitment session. For
example, if they are looking for engineers, they would go to schools of the caliber of
Stanford or MIT. In any case, they hire for specific skills to fill specific job
assignments at specific locations. However, the employee is hired two years prior to
his assignment so that he may participate in this program for two years without inter-
ruption. Only the very top students in the class are hired, and the entire training pro-
gram as well as the permanent assignment after completion of the program is
reviewed in detail prior to final acceptance of the candidate. The program itself is
tailor-made for the candidate. It involves a series of three to six month assignments at
different GE locations around the country and in different corporate disciplines.
However, the candidates are not usually assigned into training assignment in their
primary major as the company wants them to receive as many new and different work
experiences as possible, i.e., an engineer would receive assignments ?in sales,
personnel, finance, etc., whereas an accountant would receive assignments in fields
other than accounting.
3. The Corporate Training Program encompasses all levels of employees. It is to
identify, train, and assign employees from within the organization to positions which
will lead to high level corporate positions. All managers and supervisors are required
to complete data sheets and reports on employees they feel have potential for more re-
sponsibility. The data sheets are forms that outline the employees strengihs and
weaknesses and performance evaluation by the supervisor. These sheets are then
submitted along with a written report by the manager which contains specific
recommendations on near term moves the employee can make within the current job
group, new job assignments with different groups in different locations, and corporate
training. When the trainees complete the moves and training which have been
recommended and approved, they are returned to competition within their new
organization for further recognition and management development.
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4. GE has a corporate training center at Croatsville, New York. This center
serves all levels of the corporation from the Management Intern to the first line su-
pervisor or foreman. The center has in-depth programs in general business skills, i.e.,
budget, supervision, sales, and also in general corporate policy and management
philosophy. In addition, GE has certain classes which are open to other companies on
a reimbursable basis. They also bring in college professors from all over the country
to teach courses which they specialize in and which GE thinks is needed by some part
of their corporate population.
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MEMORANDM FOR THE RECORD
SUBJECT: Discussion with Mr. Howard Gabey, Deputy Project Leader, LIMS
Project, Booz, Allen & Hamilton, Corp., regarding BAH Career
Development Plan
1. The purpose of the discussion was to gather information on what Booz, Allen
& Hamilton (BAH) does with respect to training of future managers.
2. SELECTION: There is no real selection process; further training plans within
BAH are a mutual agreement drawn between the employee and his supervisor. A new
hire prepares with his supervisor a Development Plan which states the employee's
goals, employee's initiatives necessary to attain these goals, manager's responsibilities
to help the employee reach the goals, a target date for attainment, and a place to note
any dispositions that occur along the way. The first Development Plan is drawn up
between the two parties for a six month period and subsequent plans are reviewed and
rewritten every year. Professional hires to BAH usually have a degree but it is not al-
ways required. However, new employees are encouraged to finish their degrees and
this is usually part of the Development Plan. BAH does pay for courses which are
taken as long as the employee maintains a required grade standard.
3. BAH offers many internal training courses and has some which are required
of all new hires, some required of all managers, and other which are optional for all.
These courses include:
a. Orientations to BAH: This is exactly what the title implies, an introduction
to the Company and an insight into the organization's expectations of its
employees.
b. Assignment Management: A seminar developed featuring four major
content areas: Assignment Planning and Control, Client Handling, Staff Manage-
ment, and Financial Management. Designed to help employees become more aware
of the tools, techniques, and procedures which are available to help them become
more effective assignment managers.
c. The Pyramid Principle: A self-study course designed to teach students how
to organize ideas before writing, on the logic of written communication, on the
structure of thinking, and how to present ideas in the most direct and logical order.
d. Face-to-Face Data Gathering: A two-day course wherein participants learn
to conduct interviews, observe others, and critique techniques. The course also
deals with the place of the interview in the consulting cycle, techniques for
gathering and analyzing data, dealing with difficult interview situations and
listening techniques.
e. Effective Writing: A modified self-study course which provides participants
with an idea of how to make their writing more concise, direct, and readable. It
focuses on combating unnecessarily long words and sentences, redundancy, and
needless complexity.
f. Client Presentations: Participants learn to speak before larger groups. The
student learns to handle nervousness, eye contact, platform techniques, the design
and use of visual aids, planning and organizing the presentation, and handling
question and answer sessions.
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g. Selection Interviewing: In this course special attention is paid to the
recruitment and hiring process especially the interviewing process. The course also
provides input on the costs of hiring, the process of staff selection, pitfalls in
selection, interview guides, listening techniques, and selection decisionmaking.
4. EXTERNAL TRAINING: As stated earlier employees are encouraged to
continue their education at all levels. There is provision for each employee to attend
at least one outside seminar or course a year over and above local college education
and company sponsored courses outside the organization. In fact, as long as there is
no work restriction an employee can usually attend any number of seminars,
conferences and courses. BAH sets up contractor taught courses covering areas in
which employees are working wherever possible such as Structured Analysis and
Design courses contracted for those BAH employees working on Agency contracts.
5. GUARANTEES AND PROMISES: No specific promises are made here in
regards to rewards for educating oneself; however, it is well-known that those who do
continue to learn are the ones that ultimately seem to rise to the top. Those who do
not show the diligence and determination to improve themselves and their skills dont's
seem to move as rapidly or to get the better assignments.
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LIMS Development Group, IMSS/OL
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MEMORANDUM FOR:
Chairman, Committee to Study Proposed Logistics
Officer Trainee Program
25X1
FROM:
Chief, Security Staff, OL
SUBJECT:
Review of Xerox Training
and Training Program
Center (XTC) Recruitment
1. On 6 December 1983, Mr. Robert SOHL, Director, XTC, was interviewed
concerning Subject and advised the following:
a) Xerox does not have one central hiring force, but allows each separate entity
to hire its own people. Therefore, the following comments apply to XTC only, but it
was believed that the practice- is pretty well uniform throughout Xerox.
b) XTC is almost always committed to hiring people with advanced degrees
(mainly MBA) from which the future company executives will be selected. Every
candidate should be a potential executive.
c) During the first two years of employment the new hire is placed with a mid-
level manager who watches over his/her job. The new hire has only one job in the
first two years. Xerox calls this the "Buddy system."
d) After two years an assessment is made and the employee is moved to
another job to broaden background and knowledge. XTC doesn't even think in
terms of identifying "high flyers," "corners," or "future executives" until the
individual has been with the company a minimum of 5 years. Individuals are never
told they are on a specific executive training track, although it is pretty obvious as
certain training and certain jobs are given to them.
e) These identified future executives are traded at the division and corporate
levels. Then in the next 5 to 10 years different departments start picking them off.
0 XTC believes there is a definite correlation between good schools and good
grades and the chances of rising to the top. XTC looks for an MBA at the 3.6 level,
but also wants a person who doesn't mind getting his hands dirty. They are looking
for candidates between 23-26 years of age. Some experience is important, but don't
insist on it. They do take some few directly from school.
g) Sohl did suggest that if a company, has a good retention rate, he believes the
future stars should not be identified too soon. Horizontal experience in the
company, that is, experience in several different departments is absolutely
-necessary. Vertical experience or experience in only one directorate, office or job is
not good.
h) XTC has an identified training program for future executives. The courses
consist of (1) management training prior to the individual becoming a manager, (2)
several effective speaking, writing, briefing, reading courses, (3) advanced manage-
ment courses emphasizing interactive skills, and (4) senior management courses for
executives. This last course is designed to get all executives on the same
management track so that they are interchangeable in various divisions.
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i) Once a year Xerox looks at and assesses its high flyers to identify strengths
and weaknesses.
j) XTC, when selecting candidates, looks for intelligence, intuitive skills,
compassion, an aggressive but not obnoxious personality, one willing to involve
himself in risk taking. XTC is not turned off by some lack of writing ability or lack
of articulation. They feel they can train the candidate in these areas. Selection is
done by the personal interview route. Sohl said personal interviews are the most im-
portant selection devices they use. Candidates come before a three man panel and
are interviewed. Later, the Panel gets together and discusses the candidate. Panel
interviews with three persons are always used by Xerox. They think it is the most
effective interview method. During the Panel interview they give real life situations
and they evaluate later the candidates responses.
k) Mr. Sohl requested confidentiality for the "Minds in Motion" folder he
provided.
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MEMORANDUM FOR THE RECORD
SUBJECT: Discussion with Mr. Peter Speight
(Manager Special Projects), regarding
Digital Equipment Corporation's Employee
Development Program
1. Digital Equipment Corporations (DEC) is a leading manufacturer of comput-
ers and associated peripherals. The company is organized along specific service
designations such as software, logistics, training, field service, and sales. Approxi-
mately ninety percent of DEC's professional employees have degrees is engineering or
other technical fields.
2. DEC does not have a formal employee development program. Mr. Speight
describes current corporate personnel policy as a competitive merit system. This
program emphasizes individual achievement through various financial incentives.
Each component has a salary range which is established through an analysis of the
market value of the positions. Salaries are based on the individuals performance with
no arbitrary time constraints involved in the promotion process.
3. DEC corporate structure makes it financially advantageous for an individual
to attempt to move from a lower rated component to a more technically complex com-
ponent. This mobility is enhanced by a training program that enables an individual to
acquire the skills necessary to perform at a higher level. Training is largely internal,
although tuition reimbursement for outside programs is available. A certain amount
of on the job training with the new component is also required.
4. Corporate management did consider embarking on a generalist program;
however, they determined it would be an inefficient use of DEC's resources. This con-
clusion was based on the time requirements involved for an individual to become pro-
ficient in a technical field. Management believes their current approach maintains a
professional challenge and provides motivation through financial incentives. This
results in employee effort to achieve full potential, and a high retention level of an ex-
tremely qualified contingent.
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SECRET
11 January 1984
MEMORANDUM FOR: Chairman, Committee to Study Proposed
Logistics Officer Trainee Program
FROM:
Chief, Security Stall, OL
SUBJECT: Synopsis of Corporate World Program
for Manager Development
1. Per your request the following is submitted.
2. A review of the reports on all private industry companies revealed the
following listed general requirements for their management trainee programs.
a. Programs are generally informal in that individuals have proven themselves
already to probably have management potential.
b. Most companies begin to identify future managers after 3 to 5 years service
with the company.
c. Training and development are mainly internal and are worked out with the
employee, himself, having input.
d. Generally, manager prospects are developed within their own division in
the company, but as they go higher they move to other divisions.
e. No promises or guarantees are made to those selected for management
training.
f. Often the candidate is assigned an "advisor" who, more or less, shepherds
the candidate through the next several years after he has been selected.
g. Self study and professional preparation are looked on favorably for the
companies interviewed.
h. Continuous assessment of the candidate is done i.e., once every six months
or year.
3. Each of the companies interviewed had some unique aspects to their programs,
but, generally speaking, the eight points mentioned above were the common
denominators of their manager trainee programs.
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23 January 1984
MEMORANDUM FOR: Chairman, Committe to Study Proposed
Logistics Officers Trainee Program
FROM:
Assistant Production Manager, P&PD/OL
SUBJECT: Graduate vs. Undergraduate Requirements
1. At the beginning of a two day conference the committee was
almost evenly split on the subject. Those in favor of a graduate degree or some form
of professional certification felt that the program would get a better educated,
brighter, and more dedicated individual; therefore, resulting in a better potential
manager. Those in favor of an undergraduate degree only requirement felt that too
many exceptionally good potential managers would be passed over if stricter
requirements existed. They felt a higher degree should be accepted as a preferred
item but not a required one.
2. On the second day of the conference, the committee was briefed by
rom the Psychological Testing Division, OMS. The
educational requirement was discussed in great detail and it was brought to light that
tests have shown that higher degrees do not necessarily make better managers. In
fact, tests have shown that the more educated individuals tend to be less flexible,
more cautious, and slower at decision making.
3. The final consensus of the committee was that a four year degree in a related
field would be required and that a graduate degree or professional certificate should
be considered as a preferred item.
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16 December 1983
MEMORANDUM FOR THE RECORD
SUBJECT: Management Training Programs and Logistic Curriculums
Regarding LOT Program
I. Management Training Programs at Local Government and Private Organizations
1. Government Printing Office (GPO)?Per my discussion with Mr. Richard
Burdick, Chief, Customer Service Staff at GPO, his office has no program in the area
of interest and furthermore, he was very negative at such an idea. He felt it would
serve little or no purpose in his organization. He said they did not have the manpower
to spare for such a luxury and was concerned that such a program would only create
potential problems. The problems he explained would come from creating what he
called an elite group which could cause animosity within the work force and possibly
within the training group itself if one were to be more successful than others. GPO is
a union shop.
2. U.S. Army?Information gathered from Mr. Eric Barnette, Civilian Training
Officer at Systems Integration Division of Personnel Information Systems Command
(PERSINSD) located in Alexandria, Virginia, informs me that no training program
similar to the one of our interest exists within his organization. The Army was of
interest since approximately 25% of the total (Officers, enlisted and civilian) are
civilian. Although a management training program per se does not exist, they do have
a Logistics Management Center which offers many courses in logistics management.
This educational facility is located at Fort Lee, Virginia, and has been in existence
since 1954. It originally started with a three month logistic course and has expanded
over the years to an institution with multiple missions and 80 resident courses. These
courses are available to both military and civilian personnel from the Army, Navy,
Air Force, Defense Logistics Agency (DLA), other Department of Defense (DOD)
agencies, and some foreign countries. A complete catalogue of courses is in the
possession of Paul Moran and Jeanne Walls for those who wish further information.
It is my understanding that other DOD agencies have similar schools and may be less
expensive. They also have excellent intern programs for computer specialists and
several other occupations within the Department of the Army which are designed to
train persons for specific jobs, but not management. The promotion progression while
in the intern programs usually starts at GS-5 and jumps the even number grades and
the intern is guaranteed a GS-1.1 after completing the program. If one wishes to
advance to a higher grade or a management position, he or she must fill out a Skills,
Knowledge, Ability, and Potential package (SKAP) which will be used to get one on a
referral list for ADP job openings or complete a Form 171 (resume) and shop it in
person for job openings that one desires.
3. Sears, Roebuck and Company?During my conversation with Mr. Rex
Morin, Department Manager at Sears Fair Oaks store, I learned that Sears also does
not have a management training program. Those people who are fortunate enough to
advance into areas of management, must first prepare themselves on their own
initiative and at their own expense with the necessary requirement in retail
management. After doing this and showing excellent potential on the job, they are
selected for management positions from within the work force through recommenda-
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tions by various managers. I was informed that Sears has an annual performance
evaluation program for all employees and all pay increases and promotions are a re-
sult of these ratings. There are no automatic step increases. It appears to be the good
old fashioned American method of success. Many lower and middle management
positions are also filled by recent graduates who acquire exceptional grades and show
great potential while in college or graduate school. If a pool of recently trained and
experienced potential managers exists within Sears, it is by accident not design.
H. Logistics Curriculums at Local Universities
1. The George Washington University National Law Center?The Center offers
a certificate program in contract management. The program is recommended for
contract negotiators, managers, engineers, accountants, and attorneys who work in
that area within the government. See attached course catalogue.
2. The University of Virginia Division of Continued Education, Falls Church
Regional Center?This institution offers a certificate program in Procurement and
Contract Management. It is a thirty credit hour program in which the certificate may
be treated as an end in itself or the courses may be applied to undergraduate degree
programs. See attached course catalogue.
3. George Mason University?George Mason offers 11 logistics continuing
education courses designed to provide the student with an in-depth exposure to
logistics or to provide a foundation upon which to develop more advanced courses.
This is a certificate program and is taught at the Law School in Arlington. See at-
tached course catalogue.
4. University of Maryland University College?This university offers many
high-technology courses and among them is a newly created course entitled
Integrated Logistics Support. This is the first course to be developed by the university
in this field and more are expected in the near future. Mr. Richard Jafferson who is
helping in the course development informed me that this course can be taught on
campus or at our location. He also stated that courses can be developed and
structured to meet the needs of our organization and delivered at our place of
business. See attached course catalogue.
5. American University?The American University offers both degree and non-
degree programs in the field of interest. Two of the degree programs are Procure-
ment, Acquisitions, and Grants Management and Business-Government Relations. A
graduate certificate is also offered in the latter program. This university, like the Uni-
versity of Maryland, will work with any company or organization to design the kind
of training it needs. They will also bring degree or certificate programs on-site if re-
quested. Seminars can be developed in this area also. See attached course catalogue
which is excerpts from The American University Spring Bulletin, 1984.
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N E
COURSES AND PUBLICATIONS FOR INDUSTRY AND GOVERNMENT
THE GEORGE WASHINGTON UNIVERSITY
NATIONAL LAW CENTER
Fall 1983
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Courses for Industry and Government
These courses are specially designed to meet the needs of those working in the area of Government contracts. They explore the
subject areas in considerable depth, relating the statutes and regulations to the decisions of the courts, boards and Comptroller
General in order to present a full picture of the current rules applicable to the contracting process. In elaborating on these rules, actual
problems are discussed by the instructors with class participation. These courses have proven to be of considerable value and are
recommended for contract negotiators, managers, engineers, accountants and attorneys who have some working experience in the
field.
Researching Government Contract Law: An optional one hour session on Government Contract research materials and
techniques for their use will be held at the conclusion of the first day of each course.
Contracting with the Government
Oct. 3-7, 1983/Jan. 23-27, 1984
Professors Nash, Cibinic
Messrs. Ginsburg, Shnitzer, Washburn
This course covers the fundamentals as well as the more sophisticated aspects of the contract formation process and concentrates on
the latest developments in Government procurement. It includes in-depth coverage of the following topics: contracting power and
authority; general principles of contract law; qualification of contractors; specifications; negotiation; formal advertising; two-step
formal advertising; handling of mistakes; protest of awards and pre-award litigation; types of contracts and their applicable
provisions; options and multi-year contracts; cost and pricing data problems; small business, environmental and other procurement
policies. The latest statutes and regulations as well as rulings of the boards of contract appeals, courts, and Comptroller General
affecting the procurement process are analyzed.
The registration fee for this five-day course, including the course text, other course material, instruction and dinner session, is $650
per person, $025 for early registrants.
Administration of Government Contracts
Oct. 24-28, 1983/Feb. 13-17, 1984 ?
Professors Nash, Cibinic
Messrs. Ginsburg, Holmes, Solibakke
This course deals with the problems which arise 'during performance of government contracts. Special emphasis is given to the
determination of the rights and obligations of the Government and the contractor under fixed price and incentive contracts.
Approximately one-half of the course is devoted to consideration of situations which give rise to contractors' claims against the
Government and the legal theories used to support such claims. The other half of the course covers the means by which the
Government obtains contractor performance. The following areas are analyzed in detail: changes; changed conditions; delays;
suspension of work; defective specifications and impossibility of performance; inspection, acceptance and warranties; default
termination; damages and liquidated damages; termination for convenience; equitable adjustments; principles of contract interpreta-
tion; claims settlement procedures; payment and discharge.
The registration fee for this five-day course, including the course text, other course material, instruction and dinner session, is $650
per person; $625 for early registrants.
Cost Reimbursement Contracting
Nov. 14-18, 1983/March 12-16, 1984
Professors Nash, Cibinic
Messrs. Boyd, Ginsburg, Rishe
This course provides an in-depth analysis of the cost reimbursement contracting process. Specific topics include the nature of the cost
reimbursement contract; work statement preparation; Limitation of Cost and LOGO provisions and other budgetary controls; cost
allowability and allocation; the use of and application of cost accounting standards; the audit function and methodology; payment,
incentive fee and award fee provisions; unsolicited proposals; competitive negotiation procedures; evaluation and selection for award;
estimated cost and fee negotiation; suspension and disallowance of costs; changes and technical direction; terminations; and other
contract administration problems.
The registration fee for this five day course, including the course text, instruction and dinner session, is $650 per person; $625 for
early registrants.
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Government Contract Claims
Nov. 28-Dec. 1, 1983/April 9-12, 1984
Professors Nash, Cibinic
Messrs. Ackerly, Crowell, Ginsburg, Jaffe
This Course focuses primarily on claims by the contractor and the Government under the Disputes clause of the contract. In addition,
award protests, mistake claims and suspension and debarment proceediongs are dealt with. The emphasis of the course is on the
procedures and techniques used to settle and litigate these types of claims and on the options that are open to the parties in selecting
various avenues of relief. Particular attention will be paid to the new procedures available under the Contract Disputes Act of 1978
and the Federal Courts Improvement Act reorganizing the Court of Claims. Specific topics include: analysis and preparation of
claims, presentation of the claim to the contracting officer, appeals board and court procedures, obtaining information through
discovery and Freedom of Information procedures, fraud and false claims, Government techniques for collecting money due from
contractors, and special non-monetary remedies available to the parties during contract performance, In addition, the role of the
General Accounting Office and the Contract Adjustment Boards in the claims process will be discussed.
The registration fee for this four-day course, including the text and other course material, instruction and dinner session, is $550 per
person; $525 for early registrants.
Patents and Technical Data
Dec. 5-7, 1983 (Marina del Rey, CA)/May 7-9, 1984 (Campus)
Professor Nash
Mr. Rawicz .
This seminar, conducted in team fashion by both faculty members, is designed for the person who is responsible for procurement -
aspects of patents and technical data in Government contracting. It has been beneficial to both patent lawyers and contract
administrators with such responsibilities. The course material is not oriented toward patent law, as such, but rather toward the
Government procurement treatment of patents and technical data in the purchase of supplies and services. It includes analysis of
current procurement policy and practices of the various Government agencies in acquiring rights to patents and technical data, in
procuring supplies or services covered by patents and copyrights or described by proprietary data, and in licensing government-
owned patents. It also covers the numerous litigation issues that have arisen in suits and administrative claims involving patents and
proprietary data, as well as the techniques for administrative settlement of these matters. Daily luncheons with guest speakers are
included.
The registration fee for this three-day seminar, including the course text, other course material, instruction and luncheons, is $550
per person; $525 for early registrants.
Faculty
The faculty is composed of leading authorities who have written and lectured extensively in the field. Their diverse backgrounds
and years of Government-Industry experience enable them to discuss all points of view and to present practical solutions to problems
faced by 'Government and Industry representatives.
National Law Center, George Washington University
Professor John Cibinic, Jr.
Professor Ralph C: Nash, Jr , Din, Government Contracts
Program
Visiting Lecturers
Robert L. Ackerly, Partner, Sachs, Greenebaum & Tayler
Roger N. Boyd, Partner, Crowell & Moring
Eldon H. Crowell, Partner, Crowell & Moring
Gilbert J. Ginsburg, Partner, Epstein, Becker, Borsody & Green
Donald C. Holmes, Partner, Crowell & Moring
Irving Jaffee, Partner, Pettit & Martin
Leonard Racwicz, Esq.
Melvin Rishe, Partner, Fried, Frank, Hans, Shriver &,
Kampelman
Paul A. Shnitzer, of Counsel, Fried, Frank, Harris, Shriver &
Kampelman
Richard C. Solibakke, Chairman, Corps of Engineers Board.
of Contract Appeals
Alan V. Washburn, Esq.
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Administration of Courses
Conduct of Classes: Since class sizes are limited, class discussion is encouraged and stimulated by the faculty. One of the major
benefits of the courses is the exchange of views and ideas by the class participants. Of particular value is the Government-Industry
dialogue which is possible in the objective atmosphere of the University.
Course Material: The course material consists of a text specially prepared for each course supplemented, when appropriate, by
current Government regulations and other materials.
Luncheon or Dinner Sessions: A particularly valuable feature of each course is the luncheon or dinner session followed by an
informal seminar with a distinguished guest. These seminars enable the students to obtain important insight into current developments
taking place at policy-making levels of Government from officials who are formulating that policy.
Location: Classes for these courses will be held in the George Washington University Academic Center, 801 22nd Street, N.W.,
Room T411. Luncheon and dinner sessions will be at the George Washington University Club, 800 21st Street, N.W., third floor.
Class Schedule: Classes are normally held from 9 A.M. to 12 noon and 1:30 to 4:30 P.M. with a coffee break in the middle of
each session. Friday classes will be held from 8:30 A.M. to 12:45 PM. in order to enable participants to make travel connections.
Registration
To register, mail the registration form on page 7 to the indicated address. Telephone registrations (202/676-6815) will be accepted if
followed promptly by a written confirmation. Early registration (15 days prior to beginning of each course) is strongly recommended
since class sizes are limited. Course materials are mailed out at least 15 days prior to commencement of the course. NO REFUND OF
THE REGISTRATION FEE WILL BE MADE, AND ANY UNPAID BALANCE OF THE REGISTRATION FEE WILL BE DUE
AND PAYABLE IF REGISTRATION IS CANCELLED WITHIN 15 DAYS OF COURSE COMMENCEMENT Unrefunded
registration fees may be applied toward payment for other courses of the Government Contracts Program.
Accommodations
Below is a list of hotels* within walking distance to GWU. (Regular rates listed; Government employee rates available upon request):
Canterbury Inn/1733 N St., NW 20036 Park Central Hotel/705 18th St., NW 20006
[phone] $108 [phone] $56/62
Hotel Washington/15th & Pennsylvania Ave., NW 20004 Quality Inn/1315 16th St., NW 20036
[phone] $62/81 [phone] $69
Howard Johnson's/2601 Virginia Ave., NW 20037 Ramada Renaissance/1143 New Hampshire Ave., NW 20037
[phone] $54 [phone] $85/95
Intrigue Hotel/824 New Hampshire Ave., NW 20037 River Inn (kitchen)/924 25th St., NW 20037
[phone] $55/65 . [phone] $100/145
Lombardy Towers (Efficiency)/2019 Eye St., NW 20006 State Plaza (kitchen)/2117 E St., NW 20036
[phone] $55/65 [phone] $63
Mariott Hotel/1221 22nd St., NW 20037 Washington Circle Inn/2430 Penn. Ave., NW
[phone] $90/130 [phone] $59
One Washington Circle/1 Washington Circle, NW 20037
[phone] $105/130
The METRO Subway system greatly reduces travel time between downtown and the surrounding areas of the city. Our classroom is
one block from the "Foggy Bottom" Metro station. Below is a list of hotels* within walking distance of a METRO Subway station:
Hyatt Arlington (Rosslyn)/1325 Wilson Blvd., Arl., VA 22209 Holiday Inn (Rosslyn)/1850 N. Ft. Myer Dr , Arl., VA 22209
[phone] $80/100 [phone] $62
Hyatt Regency (Crystal City)/2799 Jeff. Davis Highway, Arl., Stouffer's Nat. Center Hotel (Crystal City)/2399 Jeff. Davis
VA 22202 Highway, Arl., VA 22202
[phone] $80/113 [phone] $90/125
Highlander Motel/3336 Wilson Blvd., Arl., VA 22209
[phone] $34/54
Continuing Education Accreditation
Officials in Alabama, Colorado, Florida, Idaho, Iowa, Kentucky, Minnesota, Montana, N. Dakota, Washington, West Virginia and
Wisconsin have approved the courses and seminars described herein for continuing legal education (CLE) credit. Iowa and Florida do
not assign a specific number of hours for any course. The other states have assigned the following hours:
AL,ID,KY,MN
MT,ND,WA,WV
WI CO
Administration of Government Contracts
34.0
30.0 32.0
Contracting with the Government
34.0
30.0 32.0
Cost Reimbursement Contracting
34.0
30.0 32.0
Government Contract Claims
28.0
24.0 26.0
Patents & Technical Data
24.0
18.0 21.0
These courses have also been approved as meeting the criteria for certification and recertification by the National Contract
Management Association and the National Association of Purchasing Management.
These courses have been approved by California, Indiana, New Mexico and South Dakota for continuing accounting education
(CAE) credit. Requests for CAE approval of these courses are pending in the other states having such requirements.
Certificate
For each course, a certificate of completion will be awarded for faithful attendance and successful completion.
*Rates subject to change
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Government Contracts Program Publications
Casebooks
Federal Procurement Law
The third edition of this book by Professor Nash and Professor Cibinic covers the entire law of federal procurement in two volumes. Each volume
contains sections on major topics in the field with explanatory introductory comments, tightly edited leading cases and extensive notes covering
the important le-gal issues that have arisen in that topical area. Each volume contains a comprehensive topical index, and case, statute and
regulation tables. This book is used as a ready reference tool by many attorneys in private practice, Government and industry.
Volume I?Contract Formation (3d ed. 1977) $50.00
This volume contains thirteen chapters with forty seven sections covering the major topics in this field dealing with the legal issues that arise in
? the making of contracts through either formal advertising or negotiation. The material reflects the court, appeals board and Comptroller General
decisions through early 1977. The coverage of Volume I includes chapters on the power.to contract, authority and liability of agents, contract
formation principles, contractor qualification, formal advertising, negotiation, types of contracts, public policies in the procurement process,
Government assistance to contractors, funds used in Government contracts, rights in intellectual property, federal-state relations, and contesting
award decisions. (938 pp.)
Volume II?Contract Performance (3d ed. 1980) $60.00
This volume contains nineteen chapters and fifty-three sections covering major topics in this field. The material has been thoroughly revised to
reflect the court, appeals board and Comptroller General decisions through mid 1980. Volume II contains chapters on contract interpretation, risk
allocation, termination for convenience, changes, constructive changes, differing site conditions, delays, measuring contractor recovery, costs
and accounting, inspection, acceptance and warranties, default termination, Government money claims, the Miller Act, property damage and
personal injury, payment and discharge, profit limitation, the disputes process, the judicial process, and extraordinary powers. (1479 pp.)
Volumes I and II, $100.00
Cases and Materials on Equal Employment (4th ed. 1980) $50.00
This book by Professor Ginsburg explores equal employment obligations and requirements under the applicable statutes and executive orders. It
includes all significant developments in employment discrimination law through the end of the 1978-79 Supreme Court term (June 30, 1979).
Decisions from the Court's 1979-80, 1980-81 and 1981-82 terms are covered in a soft bound supplement to the casebook. Included are chapters on
Title VII-substantive requirements, remedies and procedures; race, religion and national origin discrimination; sex discrimination; the Fifth and
Fourteenth Amendments; the Civil Rights Act of 1866; the Equal Pay Act; the Age Discrimination Act; the National Labor Relations Act; equal
opportunity under Government contracts; and equal opportunity for federal employees. (863 pp.)
Cases and Materials on Federal Labor Standards (2d ed. 1976) $30.00
This book by Professor Ginsburg covers minimum wage, overtime, and occupational safety and health requirements under the applicable statutes,
including the 1974 amendments to the Fair Labor Standards Act. Included are chapters on the Occupational Safety and Health Act of 1970;
Service Contract Act as amended; Davis-Bacon Act; Fair Labor Standards Act; Contract Work Hours and Safety Standards Act; Portal-to-Portal
Act; Walsh-Healey Public Contracts Act; and Copeland Anti-Kickback Act. A soft bound supplement to the casebook, current through 1982, is
included. (502 pp.)
Texts
Administration of Government Contracts (1981) $25.00 ($20 for orders of 50 or more)
This text covers substantive issues that most frequently arise between the parties during performance of Government contracts. Initally it reviews
the contract administration function in government procurement and the role of the contracting officer. It then explores the basic legal rules used in.
deciding contract interpretation controversies and reviews the risk allocation principles which establish fundamental rights of the parties. Included
is a discussion of the Government's implied warranty of the specifications and its implied duties of cooperation and disclosure of information,
doctrines of impracticability of performance and mutual mistake and the attendant defenses which the Government may use. The text discusses
the precise interpretation of major clauses which give rights to the parties?Changes, Differing Site Conditions, Suspension of Work, Default,
Inspection and Termination for Convenience?and the techniques that have been used in operating under them. The text concludes with chapters
on the pricing of equitable adjustments, problems that arise in the payment process and disputes with a brief summary of the Contract Disputes
Act of 1978 and the procedural rules governing settlement of disputes. (632 pp.)
Government Contract Claims (1981) $25.00 ($20.00 for orders of 50 or more)
This text covers procedural issues that arise in resolving claims by and against the Government in the course of Government contracting. Its main
focus is on the disputes process with detailed coverage of the current interpretation of the Contract Disputes Act of 1978. Included are chapters on
coverage of the Act, Government and contractor claims, sanctions for false claims, the role of the contracting officer, appeals boards and Court of
Claims. It then considers other areas of controversy which arise in Government procurement?contract award controversies, debarment and
suspension of contractors, injunctive relief by and against the Government and remedies available under PL. 85-804. The final topic is obtaining
information through discovery procedures and under the FOIA. (550 pp.)
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Cost Reimbursement Contracting (1981) $25.00 ($20.00 for orders of 50 or more)
This text covers both the formation and administration of cost reimbursement contracts. It opens with a discussion of the power to contract, the
authority of Government agents and the basic principles governing the use of cost type contracts. It then covers the basic types of cost
reimbursement contracts, the procedures for negotiation and award of these contracts, and the negotiation of the cost and fee. The text then
contains a detailed chapter on cost accounting and allowability of costs including the application of the Cost Accounting Standards. It concludes
with coverage of administration of cost type contracts, payment and audit and the processing of disputes. (682 pp.)
Formation of Government Contracts (1982) $25.00 ($20.00 for orders of 50 or more)
This text covers the basic principles governing the formation of Government contracts. It opens with a discussion of the underlying statutory
power to contract and the authority of contracting officers. Following are chapters on the basic legal rules of contracting, the principles governing
the qualification of parties to participate in the contracting process, formal advertising procedures, negotiation policies and practices and two step
formal advertising. The text then considers the various types of contracts used by the federal government and the pricing techniques used in
negotiated procurement to determine the cost and profit elements of the price. The text concludes with a discussion of thevarious socio-economic
policies affecting Government procurement and the techniques used to contest award decisions and obtain relief for mistakes in the formation
process. (728 pp.)
?
Patents and Technical Data (1983) $35.00 ($30.00 for orders of 50 or more)
This text covers the rights which the federal government obtains to patents and technical data (including computer software) in the course of
federal procurement, the uses which the Government makes of such patents and data and the litigation issues which arise in resolving disputes in
this area. The text addresses the legal principles of patent law, copyright law, and trade secret law as they relate to these issues and includes
coverage of the Freedom of Information Act. Included is detailed discussion of the contract clauses and regulations pertinent to this subject.
(654 pp.)
Monographs
No. '2?Government Contract Warranties (1961) $2.00 .
Four talks given at the Eighth Annual Institute in May 1961 surveying the law governing warranty provision in Government contracts?included
are numerous examples of clauses used. (57 pp.)
No. 3?Construction Contract Changes, Changed Conditions and Equitable Adjustments (2nd ed. 1975) $6.00
Three articles which analyze the rights and obligations of the contractor and the Government under the Changes and Differing Site Conditions
clauses of construction contracts. (56 pp.)
No. 4?Contract Interpretation and Defective Specifications (2nd ed. 1975) $6.00
Rules and?principles governing contract interpretation, defective specifications and impossibility of performance. (57 pp.)
No: 9?Delays, Suspension and Acceleration (2nd ed. 1975) $6.00
Contains three articles which analyze and discuss delays, suspensions of work and acceleration under both supply and construction contracts.
-"Constructive" suspensions and accelerations and circumstances entitling the contractor to a price adjustment are among the problems examined.
(63 pp.) .,
No. 11?Labor Standards and Equal Employment (1971) $10.00
An in-depth analysis of the laws, executive orders and regulations governing minimum wage, overtime and equal employment in Federal and
Federally-assisted construction contracts, supply contracts and service contracts. Includes a detailed discussion of the Davis-Bacon Act, Miller
Act, Copeland Act, Walsh-Healey Act, the Service Contract Act, section 6(e) of the Fair Labor Standards Act, the Contract Work Hours and
Safety Standards Act, the Portal-to-Portal Act, Executive Orders 11246, 11375 and 11141, and the Civil Rights Act of 1964 (insofar as it overlaps
with E.O. 11246). Discusses the relevant cases and the various administrative and judicial remedies available. (197 pp.)
No. 12?Two Step Formal Advertising (1979) $7.00
Covers the procedures and legal problems involved in the use of two step formal advertising. Coverage includes conditions for the use of TSFA:
solicitation, competition, evaluation and contract award; problems of responsibility and responsiveness; late proposals; protection of data;
contract interpretation; defective specifications and assumption of risk; changes; terminations and reprocurement. (75 pp.)
No. 13?Specifications in Government Contracts (1980) $9.00
Covers the use of specifications in advertised and negotiated procurement including the rules relating to restrictive specifications, and the use of
design and performance specifications to achieve maximum competition. It also contains a discussion of the legal rules on defective specifications
and impossibility of performance as they relate to use of specifications in the advertised and negotiated procurement process. (102 pp.)
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Declassified in Part - Sanitized Copy Approved for Release 2012/11/26: CIA-RDP89-00303R000100070001-2
PUBLI TIONS ORDER
Please enclose check or money order to
speed the processing of your order.
l COURSE REUIS'INAllUN
To: Government Contracts Program
The George Washington University
Academic Center, T412
801 Twenty-second Street, N.W.
Washington, D.C. 20052
Tel: [phone]
Please send me the following publication(s):
To: Government Contracts Program
The George Washington University
Academic Center, T412
801 Twenty-second Street, N.W.
Washington, D.C. 20052
Tel: [phone]
CURRENT REGISTRATION FALL 1983
Federal Procurement Law
(3rd ed. 1977) Vol. I
Quantity
*Price
$ 50.00
Total
CI Contracting with the Government, Oct. 3-7, 1983 ($650; $625 before Sept. 19,
1983).
CI Administration of Government Contracts, Oct. 24-28, 1983 ($650; $625 before
Federal Procurement Law
(3rd ed. 1980 Vol. II)
$ 60.00
Oct. 10, 1983).
Federal Procurement Law
CI Cost Reimbursement Contracting, Nov. 14-18, 1983 ($650; $625 before Oct.
Vols. I and II (Set)
$ 100.00
31, 1983).
$ 50.00
Cases & Materials on Equal
Employment (4th ed. 1980)
CI Government Contract Claims, Nov. 28-Dec. 1, 1983 ($550; $525 before Nov.
Cases & Materials on Federal
14, 1983).
Labor Standards (2d ed. (1976)
Administration of Government
$ 30.00
CI Patents & Technical Data, Dec. 5-7, 1983, Marina del Rey Mariott Hotel,
Marina del Rey, CA (Los Angeles area) ($550; $525 before Nov. 21, 1983).
Contracts (1981)
$ 25.00
(50 copies or more)
$ 20.00
Government Contract Claims (1981)
$ 25.00
ADVANCED REGISTRATION SPRING 1984
(50 copies or more)
$ 20.00
D Contracting with the Government, Jan. 23-27, 1984 ($650; $625 before Jan. 9,
$ 25.00
Cost Reimbursement
Contracting (1981)
1984).
(50 copies or more)
$ 20.00
LI Administration of Government Contracts, Feb. 13-17, 1984 ($650; $625 before
Formation of Government
Jan. 31, 1984).
Contracts (1982)
$ 25.00
CI Cost Reimbursement Contracting, March 12-16, 1984 ($650; $625 before Feb.
$ 20.00
(50 copies or more)
27, 1984).
$ 35.00
Patents & Technical Data (1983)
(50 copies or more)
D Government Contract Claims, April 9-12, 1984 ($550; $525 before March 26,
$ 30.00
Monograph No. 2
$ 2.00
1984).
Monograph No. 3 (2d ed. 1975)
$ 6.00
D Patents & Technical Data, May 7-9, 1984, ($550; $525 before April 23, 1984).
Monograph No. 4 (2d ed. 1975)
$ 6.00
Monograph No. 9 (2d ed. 1975)
$ 6.00
Monograph No. 11
$ 10.00
Monograph No. 12
$ 7.00
Monograph No. 13
$ 9.00
TOTAL
Name
Organization
Mailing Address
City State
*Price includes shipping costs (Bookrate).
Zip Code
Name Tel No.
Title
Organization
Mailing Address
City State
LI Payment Enclosed LI P.O. in Process 0 Payment in Process
Zip Code
IMPORTANT: Please be sure to send this form to the exact address noted above.
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Declassified in Part - Sanitized Copy Approved for Release 2012/11/26: CIA-RDP89-00303R000100070001-2
CAL: -NliAR
FALL 1983
Contracting \\rah the Goverrunc?nt
Admini,trution f )ver nmc nt Contracts
Cost Reinihursement Contracting
Gov-rnment Contract Claims
Patents Data, Marina del Rey Marriott Hotel,
del Rev. CA t Los Angeles area)
SPRING 1984
Contracting %virli the Government
Administration ni' Government Contracts
Cosi Reimbursement Contracting
Cqe.,riniieut Contract Claims
1atents Technical Data
(For details see course descriptions, pages 2-3)
Government Contracts Program
National Law Center
25X1 The George Washington University
801 22nd St., N.W., Rm. T412
Washington, D.C. 20052
Oct. 3-7
Oct. 24-28
Nov. 14-18
Nov. 28-Dec. 1
Dec. 5-7
Jan 23-17
Feb. 13-17
March 12-16
April 9-12
May 7-9
\..
:-)
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Declassified in Part - Sanitized Copy Approved for Release 2012/11/26: CIA-RDP89-00303R000100070001-2
r
? vir4ov
'1(S F;9
ol
"T.
MONO
Telephone: [phone] or 698-9010
Procurement and
Contracts Management
A CERTIFICATE PROGRAM OF TEN
UNDERGRADUATE CREDIT COURSES
UNIVERSITY OF VIRGINIA
DIVISION OF CONTINUING EDUCATION
FALLS CHURCH REGIONAL CENTER
CERTIFICATE PROGRAM IN PROCUREMENT
AND CONTRACTS MANAGEMENT
In response to the expanding needs of private in-
dustry and local, state, and Federal agencies for pro-
fessionally trained procurement/contracting officers,
contract administrators, negotiators, and grants man-
agers, the Division of Continuing Education of The
University of Virginia offers a ten-course program of
undergraduate study leading to a Certificate in Pro-
curement and Contracts Management.
This program has been developed in consultation
and cooperation with The University's McIntire
School of Commerce. Guidance is also provided by
leading procurement specialists and professional asso-
ciations wishing to professionalize the procurement
field through an appropriate sequence of formal
coursework.
The certificate may be treated as an end in itself,
serving as evidence of an important educational
achievement, both for those who hold undergraduate
(and graduate) degrees and those who do not. The
courses may also be applied to undergraduate degree
programs within the transfer policies of the college
from which the degree is to be earned.
CLASS LOCATION
Evening classes are regularly scheduled at con-
venient Northern Virginia locations. Courses may also
be arranged on site for government and industry
groups.
CREDIT
Each course carries three semester-hours of under-
graduate college credit.
VA APPROVED
PROGRAM SUPPORTED BY
National Contract Management Association
Purchasing Management Association of
Washington, D. C.
National Association of Purchasing Managers
The Federal Acquisition Institute, Interagency
Academic Program Committee, has approved
the U.Va. Procurement and Contracts Manage-
ment Certificate Program as providing the skills
and knowledge required for federal procure-
ment personnel.
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REQUIRED (6)
? PC 401: PROCUREMENT AND CONTRACTING
Introduces the procurement and contracting pro-
cesses and treats fundamental principles and tech-
niques in, detail. Emphasizes government procure?
-
ment, but also covers related functions in the
private sector.
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APPLICATION
CERTIFICATE PROGRAM COURSES
PROCUREMENT AND CONTRACTS
MANAGEMENT CERTIFICATE PROGRAM
? PC 402: CONTRACT ADMINISTRATION
Enforcement of contract terms; early recognition
of symptoms leading to cost overruns; claims,
delays, etc.; adjudication of change orders, find-
ings, and disputes and appeal. Principal functions"
of contract administration, financial analysis, ter-
minations, production surveillance, quality assur-
ance, and audit.
? PC 403: COST AND PRICE ANALYSIS
Basic concepts in the analysis of contract price by
cost-price analysis techniques, learning curve,
weighted guidelines profit objectives, and anal-
ysis of the ADP systems environment.
? PC 404: PRINCIPLES OF LAW FOR
CONTRACT FORMATION
Introduction to government contract law, con-
tract clauses and provisions, legal aspects asso-
ciated with contracting, and the administration of
contracts.
? PC 405: NEGOTIATION OF CONTRACTS
AND MODIFICATIONS
Prerequisite: A prior course in procurement
Techniques of negotiation. Organization and oper-
ation of the procurement team, preparation and
conduct of negotiations of contract and contract
modifications by the team concept.
? PC 407: SEMINAR IN PROCUREMENT AND
CONTRACTS MANAGEMENT
Prerequisite: Advanced standing
Capstone course for advanced students in ac-
quisition management. Planned to meld the con-
tent of individual procurement courses into a
fuller understanding of policies, practices, and
procedures. Includes current research and advances;
offers opportunities to develop skill in critical
evaluation of theories and their application in sol-
ving problems. Helpful in preparing for the
NCMA's Certified Professional Contracts Manager
(CPCM) and other professional examinations.
ELECTIVES (4)
41?
LPCPC.443T: Procurement alrlajor Systems
PC 408: Principles of Law for Contract
Performance
- 409: Contracting for ADP Hardware and
Software
- PC 411: Cost 'Analysis for Decision Making
PC 412: International Government Contracting
PC 413: Purchasing and Materials Management
PC 415: Introduction to Federal Assistance
PC 416: Application for and Management of
Federal Grants
PC 417: International Business Negotiations
Credit coursework in related disciplines.
(upon U. Va. Center approval)
Some previous formal training may be used to satisfy certificate coursework require-
ments with the written approval of the Falls Church Regional Center.
The University of Virginia doe not discriminate in
education and employment on the basis of race,
color, religion, national origin, political affiliation,
handicap, sex or age.
File application at the
time of registration.
? For information call:
The Office of
Student Services
[phone] or 698-9010
Please accept my application for admission to the
Procurement and Contracts Management Certificate
Program.
NAME
ADDRESS
ZIP
PLACE OF EMPLOYMENT
POSITION
PHONE: HOME
SOC. SEC. NO.
BIRTHDATE (mo/da/yr)
$10 Application Fee Attached. (This fee exempts you
from $5 per-semester registration fee for courses in
Certificate program.)
OFFICE
DO NOT WRITE BELOW DOUBLE LINE
Study Program
Semester
Grade
1. PC 401
2. PC 402
3. PC 403
4. PC 404
5. PC 405
6.
7.
8.
9.
10. PC 407
Certificate issued Counselor
6/15/83
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Declassified in Part - Sanitized Copy Approved for Release 2012/11/26: CIA-RDP89-00303R000100070001-2
The State University Eleven Logistics
in Northern Virginia Continuing
Education Courses
.1.7.-47,721.1041?AFSAIllaittii?ig,
AmpazialeMaraMMINOINLIMIlau Yik
George Mason Universi
A Professional Overview of
Logistics: C.P.L. Review
Two Sessions
Session A ? Aug. 31-Nov. 2, 1983
Session B ? Feb. 29-May 2, 1984
2 CEUs
Tuition: $140 per session
This course Is designed specifically for
those preparing to take the C.P.L.
Examination.
Course Outline ?
I. Course Overview and C.P.L. Applicant
? instruction
If. Module I ? Systems Management
Module II ? Systems Design and
Development
IV. Module ill ? Acquisition and Product
Support
V. Module IV ? Distribution and
Customer Support
VI. Examination Techniques and Practice
Examination
Fall C.P.L Examination: Nov. 5, 1983
Spring C.P.L. Examination: May 12, 1984
(tentative)
Instructor -
.Ithri W. Langford, C.P.L.
Senior Logistics Engineer with
ANA-Log, Inc.;
Professional experience in the areas of
acquisition and logistics management
with consentration in systems
analysis, research and development
training end manage information
systems development;
B.S., Industrial engineering, Georgia
Tech; M.S., logistics management,
AFIT
Principles Of Software
Configuration Management
Two Sessions
Session A ? Sept. 13-Oct. 11, 1983
Session B ? Jan. 10-Feb. 7, 1984
1 CEU
Tuition: $115 per session
This course covers concepts and philoso-
phy of software configuration Management
(SCM). The course is designed for "appren-
tices" in SCM, software engineers and
project leaders, systems analysts, soft-
ware librarians, technical publications and
quality assurance specialists.
Prerequisites:
?
I. Completion of GMU's introduction to
Configuration Management, or an
equivalent course (one year active
work in the Configuration Manage-
ment field may be substituted)
2. Basic knowledge of software
development, implementation and
terminology
Course Outline
I. Background and concepts
II. Software configuration identification
III. Software configuration control
IV. Software configuration status
accounting
V. Software configuration auditing
VI. Summary
Instructor
M. A. Daniels
Configuration/data management special-
ist with Advanced Applications Con-
sultants, Inc. (AACI), lecturer and
consultant;
Managed application and implementa-
tion and quality assurance for large
projects (HWISVV) such as the Space
Telescope and Trident Submarine
Data Acquisition Management
Oct. 5-Nov, 9, 1983
1.2 CEUs
Tuition: $120
This introductory course is designed for
beginning data managers or Individuals in
related disciplines desiring an overview of
data acquisition management.
Course Outline
I. Background
II. The system: DAR and DoD data
management structure
The process: data call, drafting the
CDRL, data item descriptions, DRRB,
generation of the data
IV. Configuration management of data as
a continuing task
V. Considerations for the future
Instructor
C. J. Liberty
Employed in data acquisition manage-
ment for part of the LAMPS Mark ill
program and In configuration manage-
ment of change documentation for the
Trident submarine program;
Previously employed for 30 years with a
Department of Defense agency con.
cerned with providing technical and
managerial support to Defense com-
munications equipment programs and
data acquisition management
Introduction To Integrated
Logistics
Oct. 6-Dec. 15, 1983 (part I)
Feb. 9-Aprli 19,1984 (part 11)
2 CEUs
Tuition: $130 each part
This course is designed for the entry level
person to provide an overview of the
logistics spectrum and a foundation for
further professional development. The
course Is given In two parts, with part I
covering sections A through D and part II
covering sections E through J.
Course Outline
A. Introduction
B. Logistics support factors/
considerations
C. Measures of logistics
D. Development of support concept
E. Logistics in system design
F. Test and evaluation
G. Production/construction
H. Operational support
Registration Form
The registration fee or purchase order
must accompany the registration form
in order to reserve space. Make checks
payable to George Mason University and
mall to:
Business Manager
Division of Continuing Education
George Mason University
4400 University Drive
Fairfax, Virginia 22030
Name
Home address
Home telephone number
Office telephone number
Social Security number
titian indicate amount enclosed
Please indicate the course(s) for which you
are registering:
C.P.L Review
Session A 0 Session B
Software Configuration Management
Session A 0 Session B 0
Data Acquisition Management 0
Introduction to Integrated Logistics
Parti 0 Part II 0
introduction to Configuration
Management 0
Principles of Reliability and
Maintainability 0
Logistics Operations Management 0
introduction to Quantitative Methods
for Logistics 0
System Support Analysis 0
I. System retirement/disposal
J. Logistic support planning
Instructor
Waiter Finkelstein
President, Finkelstein Associates, Inc.
(FAI), a logistic support service firm;
Varied and extensive logistics back-
ground with experience in the private
sectors and defense projects
Introduction to Quantitative
Methods for Logistics
Oct. 18-Nov. 22, 1983
1.2 CEUS
Tuition: $120
This course is an introduction to basic
statistics, mathematical concepts, and
operations research methods designed for
those logistics professionals with a limited
background in math and statistics.
Course Outline:
I. Basic statistics
II. Probability
III. Forecasting
IV. Modeling
V. Linear and dynamic programming
VI. Queuing analysis
Instructor
Mike Harris, C.P.L.
Senior logistic analyst with an extensive
and varied background in logistics
and quantitative analysis
System Support Analysis
Oct. 17-1983-April 2, 1984
4.2 CEUs
Tuition: $200
The purpose of this course Is to describe
the evolution of system support analysis
(SSA), the role it plays within the inte-
grated logistic support (1LS) framework,
and its ancillary techniques and tools.
Course Outline
I. ILS review
II. Introduction to SSA
111. The SSA process
IV. Introduction to the SSA record
V. Operations and maintenance
requirements
VI. RMA
VII. RMA
Viii. Task analysis
IX. Maintenance and operator analysis
X. Ancillary data sheets
Xt. Maintenance master file
XII. Maintenance master file
XIII. Supply support
XIV. Supply support
XV. Parts master file
XVI. Parts master file
XVII. Analytical techniques and tools
XVIII. Analytical techniques and tools
XIX. Administrative considerations
XX. Administrative considerations
XXI. Trends and applications
Instructor
Florian (Alan) 0. Block
integrated logistics support manager for
the AN/SLO-17A(V)2; a graduate of the
University of Maryland and the
Defense System Management College
Introduction To
Configuration Management
Oct. 18-Dec. 20,1983
2 CEUS
Tuition: $1313
This Introductory course, covering con-
cepts, theory and philosophy of configura-
tion management, Is designed for novices
In the fields of program management and
specifically configuration management,
technical publications and editorial
personnel, ILS practitioners, quality
assurance specialists, and recently-
assigned support engineering staff and
managers.
Course Outline
I. Basic concepts and background
II. Configuration control
ill. Configuration identifaction
IV. Status accounting
V. Reviews, audits and verification
VI. Summary and applications
Instructor
M. A. Daniels
Configuration/data management special-
ist with Advanced Applications Con.
sultants, Inc. (AACI) lecturer and
consultant;
Managed application and implementa-
tion and quality assurance for large
projects (HW/SIN) such as the Space
Telescope and Trident Submarine
Logistics Operations
Management
Feb. 7-March 22, 1984
(meets Tuesdays and Thursdays)
2.8 CEUs
Tuition: $150
This course reviews logistics management
responsibilities in the context of rela-
tionships to the total system and to each
of its logistics subsystems.
?
Course Outline
I. IntroSpction ?
II. Overview of logistics management
and elements of logistics support
Ill. Logistics strategy and the product '
IV. Logistics strategy:
? Logistics system/product design
? Design of the support system
? Facilities
? Tralksportation
? Warehousing
? Invntow policy and input
? Packaging
V. Total logistics cost concept
VI. Logistics system design, administra-
tion and control
VII. Logistics systems operation/
support: customer service
VIII. The future of logistics
Instructor
Joseph D. Arcieri, CPL
Professor of systems acquisition man-
agement, School of Systems Acquisi-
tion Education, Department of Defense;
Extensive program management experi-
ence with NAVAIR; logistics staff
officer, Headquarters, USAF; Chief,
Program Development/Management
Systems Division, Headquarters, AFLC.
Principles of Reliability
And Maintainability
Feb. 7-April 3, 1984
1.6 CEUs
Tuition: $125
This course of feraan introduction to
reliability and maintainability concepts,
tasks and activities. Some knowledge of
basic mathematics Is required.
Course Outline
I. Introduction and overview
11. Reliability factors
III. Maintainability factors
IV. Supply support factors
V. Availability factors
VI. Maintenance demands models
VII. Support elements
VIII. Problems
Instructor
Ronald J. Rancont, C.P.L.
Independent consultant specializing in
maintenance and configuration
management with in.depth ILS train-
ing experience and project manago
went engineering;
Worked In the areas of test equipment
design, quality control, life cycle
maintenance and logistic support
capability studies in government and
the private sector
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Declassified in Part - Sanitized Copy Approved for Release 2012/11/26: CIA-RDP89-00303R000100070001-2
25X1
25X1
UNIVERSITY OF MARYLAND UNIVERSITY COLLEGE
OFFICE OF THE
EXECUTIVE DIRECTOR
Center of Adult Education
and Conferences .and -
Institutes Program
UNIVERSITY BOULEVARD AT ADELPHI ROAD COLLEGE PARK , MARYLAND 20742
December 6, 1983
Re: Course "Integrated Logistics Support"
Dear
As per your request yesterday, the above noted course will be offered May
21-25, 1984 at The University of Maryland University College.. The instructor
will be Dr. Clinton VanPelt.
Also attached is- a listing of high technology and defense courses. Any of
these courses can be delivered at your location. Related courses can be
developed and designed more Specifically for your needs.
Off-campus courses are generally less expensive per student, and are conducted
under contract. We would be pleased to design programs for your specialized ?
needs.
Sincerely yours,
Richard C. Jaffeson
Chair, High Technology
Advisory Committee
41/4
"---
CONFERENCES AND INSTITUTES PROGRAM
QR, SSOCIATE DIRECTOR EXECUTIVE DIRECTOR'S
ASSOCIATE DIRECTOR
OGRAM OPERATIONS OFFICE PROGRAM DEVELOPMENT
[phone] [phone] [phone]
SHORT COURSE
COORDINATOR
[phone]
REGISTRATION INFORMATION MARKETING COORDINATOR,
[phone] [phone]
Cr
Declassified in Part - Sanitized Copy Approved for Release 2012/11/26: CIA-RDP89-00303R000100070001-2
Declassified in Part - Sanitized Copy Approved for Release 2012/11/26: CIA-RDP89-00303R000100070001-2
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COURSES
Professional Continuing Education
Short Courses
University of Maryland
University College
College Park, Maryland
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State-of-the-art High Technology Programs are
offered throughout the year by the Conferences
and Institutes Program. University of Maryland
University College. Recent scientific and technical
developments are presented by distinguished faculty
selected from major universities, prominent
corporations. and government agencies. We are
pleased to present these programs for your
information and professional development.
1983 Courses
Command G Control
Cornelius Leondes
Kalman Filtering
Joseph Lemay
Software Quality Assurance
Alfred Sorkowitz
Applications of Industrial Robots G
Management Implications
William Spurgen
Digital Telephony
Allen Gersho
Computer Workload Characterization
and Performance Evaluation
Ashok Agrawala
Digital Switching
John McDonald
Guidance G Control for Tactical
Aircraft. Missies G Armament Systems
Cornelius Leondes
1984 Courses
Software Psychology
Ben Shneiderman
Analysis G Design of Flight
Control Systems
Eliezer Shapiro. Albert Andry
Advanced Microwave Circuit Design
Les Besser
0
Sep. 12-16
Oct. 10-14
Oct. 12-14
Oct. 26-27
Nov. 7-11
Nov. 14-16
Nov. 14-18
Nov. 14-16
Jan. 9-11
Jan. 16-20
Feb. 13-18
0
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Intercept Receiver Systems
Charles Hofmann. Allan Baron
Technical G Engineering Management
Melvin Silverman
Command G Control
Cornelius Leondes
Gallium Arsenide Integrated Circuits
Louis Tomasetta
Integrated Logistics Support
Clinton VanPelt
Ocean Surveillance
Cornelius Leondes
Operational Readiness G Reliability
Dimitri Kececioglu
Reliability Engineering. Testing and
Maintainability Engineering
Dimitri Kececioglu
Advanced Continuous Simulation
Language (ACSL]
Joseph Gauthier
Modern Telecommunications Networking
lzhak Rubin
Microwave Circuit Design
Les Besser
Power Plant Simulation
Myron Kayton
Microwave Solid-State Devices G
Circuits
0.1. Haddad. P.T. Greiling
Guidance G Control for Tactical
Aircraft. Missies G Armament Systems
Cornelius Leondes
ECM/ECCM/ESM
Cornelius Leondes
Spring
Spring
Spring
Spring
Spring
Spring
Spring
Spring
Spring
Spring
Summer
Summer
Summer
Summer
Summer
For brochures and registration information, please
contact the Conferences and Institutes Program
at 301/454-5237.
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UNIVERSITY OF MARYLAND UNIVERSITY COLLEGE
0 OFFICE OF THE
EXECUTIVE DIRECTOR
Center of Adult Education
and Conferences and
Institutes Program
25X1
25X1
UNIVERSITY BOULEVARD AT ADELPHI ROAD. COLLEGE PARK, MARYLAND 20742
March 1984
Re:
Deal
"Integrated Logistic Support (ILS)"
May 21-25, 1984
We are pleased to announce that "Integrated Logistic Support" will be offered
May 21-25. Recently aft information response card was received indicating
your interest in this course.
The course coordinator is Dr. Clinton Van Pelt, ILS Manager, Texas Instruments Inc.,
Dallas. There are 13 other lecturers, -key experts on this topic from the public
and private sectors.
The enclosed brochures contain a description of the course, listing of faculty,
and registration form. Additional brochures are enclosed for you to share
with colleagues. We look forward to your attendance.
Sincerely yours
44Y
Richard C. Jaffeson
High Tech Advisory Committee
Enclosure A/S
RCJ/cs
CONFERENCES AND INSTITUTES PROGRAM
CONCEPTS AND PROGRAM DEVELOPMENT
301/454-5242
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UCLA Extension
Department of Engineering, Science, and Mathematics
and
The University of Maryland
University College
Conferences and Institutes Program
INTEGRATED
LOGISTIC
SUPPORT (ILS):
ELEMENTS AND
APPLICATION
May 21-25, 1984
in College Park, Maryland
Coordinated by Clinton Van Pelt
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IIV cunmi Cu unno I It, aurrun I(m)p
ELEMENTS AND APPLICATION May 21-25, 1984
Intent
For those involved in the conception, design,
and the operation and maintenance of any equip-
ment in today's mechanized society?managers,
designers, salespeople, owners, operators,
maintainers?as well as for logistics specialists
interested in understanding other logistics -
specialties, their interface and interaction, as well
as the integration of the separate logistics
specialties into a coherent effort and output,
saving time arid reducing costs.
Course Content
The purpose of the course is to develop an
appreciation and a comprehension of ILS by
presenting the concept and objectives of ILS and
an overview of each of the elements of logistics.
Logistics is placed in perspective, along with the .
functions of conception, design, production,
sales, operations, arid maintenance that are
inherent in any organization.
Practical application of the concept of ILS
requires a comprehension of the objectives of
ILS, and an understanding of each of the
elements of logistics, their processes, end
product, and their interdependence and interface
with each other and the field user.
For most projects, ILS begins prior to their
full-scale development and continues throughout
the product's useful life. To complete the under-
standing of ILS, the interface between design
and support must be considered. This course is
developed to provide an overview of the full scope
of the ILS concept. The overview is provided by
lecturers who are experienced and accomplished
in the various logistics specialties. They are
drawn from the ranks of manufacturers and users,
arid have a proven record of accomplishment.
Date: May 21-25, 1984 (Monday through Friday)
Time: 8. am -4:30 pm
Location: The University of Maryland University
College Center of Adult Education, College Park,
Maryland
3.0 CEU
Fee: $940
Coordinator and Lecturer
Clinton \tri Pelt
ILS Manager, Texas Instruments, Inc., Dallas,
Texas
Lecturers
Sam Abraham
Senior Engineering Specialist, General Dynamics,
Fort Worth, Texas
John Bean
Manager; Technical Information Programs,
Hughes Aircraft Company, Los Angeles,
California
J.A. Brennan
President, INTRALOG, Inc. (Western Division),
Arlington, Texas
Sherman Burton
Manager, Technical Training, Texas Instruments,
'Inc., Dallas, Texas
Dan Fink
Assistant Program Manager, -Logistics,
NAVAIRSYS-COM, Washington, D.C.
H. Don Guion
Senior Reliability Engineering Specialist, Vought
Corporation, LTV, Dallas, Texas
Jack Jackson
Jackson and Associates, Arlington, Texas
Wayne Lyle
Manager of Advanced Logistics, McDonnell
Aircraft Company, St. Louis, Missouri
Robert Neff
Deputy Assistant for Product Assurance,
Headquarters, Air Force-Systems Command,
Andrews Air Force Base, Washington, D.C.
Marna Rosser
Manager, Material Systems and Financial
Controls, Lockheed Austin, Austin, Texas
Charles E. Siler
Director, Supply Support, McDonnell Aircraft
Company, St. Louis, Missouri
George Ursini
Senior Scientist/ Engineer, McDonnell Douglas
Astronautics Company, Huntington Beach,
California
Ted Weber
Manager, Integrated Technology Development,
Douglas Aircraft Company, Long Beach,
California
Faculty Representative
Richard Poist
Associate Professor and Chairman,
Transportation, Business, and Public Policy
Faculty, University of Maryland, College Park
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Monday, May 21
Course Overview (Van Pelt)
A general discussion of logistics
and the effect of technological
advances on the support
problem, ILS as the solution to
this problem, the evolution of
the separate and independent
logistics specialties, and the ILS
manager as the integrating agent
to develop coherent and efficient
support.
? Reliability (Gu/on) .
The history of reliability, its
measure and statistics; the
differences between specified
reliability, demonstrated
reliability, and operational
reliability; the application of
operational MTBF in the devel-
opment of quantified logistics.
Maintainability (Van Pelt)
Maintainability, design to meet a
specified maintenance require-
ment, interfaces with design and
with ILS. This specialty is
discussed by .reviewing a typical
maintainability program,
including quantification and
demonstration.
? Life Cycle Cost (Abraham)
The elements that make up the
total "cost of ownership" are
detailed, as well as the source of
data to establish the cost, the
life cycle cost concept as it
applies to ILS, and the merits
and shortcomings of the life
cycle cost concept.
ment of scheduled maintenance
requirements using Reliability-
Centered Maintenance (RCM),
Analytical Maintenance Program
(AMP), and the MSG-2 Analysis
philosophy.
Repair-Level Decisions
(Abraham)
The procedure for determining.
the most economical repair level,
using maintainability, reliability,
and historical data; the repair-
level decision, maintenance
engineering analysis, and ILS
interface.
? Facilities (Ursini)
The facilities required to deploy
and operate new military systems
often require large expenditures
and long lead times.for design
and construction. The early
identification and justification of
these facilities and their
estimated expenditures, and
some of the processes and
problems associated with .
scheduling and developing the
facilities are presented.
Tuesday, May 22
Logistics Support Analysis?LSA
(Brennan)
The process of LSA during
systems development including
the "blueprint for support," the
maintainability-reliability-
maintenance engineering design
interface, a description of a
typical maintenance engineering
input to the logistics support
analysis. Includes the develop-
Wednesday, May 23
Publications (Bean)
The interfaces between design
and publications via logistic
support analysis and between
training and publications via
skill-level analysis; a description
of the publications preparation
process, including job analysis,
contract requirements, selection
of data presentation techniques
and media, publication design,
training how-to-use publications
and publication evaluation.
Test and Support Equipment
(Rosser)
Selection, design, fabrication,
and test of equipment; the
peculiar problems in the logistics
management of support equip-
ment; and the interface between
the logistic support analysis,
systems design, and the
operational environment.
Personnel and Training
(Burton)
A consideration of the human
resources and the demands
upon training support is vital in,
establishing a new system. A
major portion of resources
required to operate a system are
the people. The analysis and
procedures for establishing and
evaluating personnel and
training requirements in the ILS
are presented.
? Training Equipment (Jackson)
The development of training
equipment that is consistent
with the system's design and the
system's support concept.
Thursday, May 24
Spare Parts (Sikr)
The application of operational
mean time between unscheduled
removal (MTBUR) and the
logistic support analysis to the
spares selection and distribution
process, insurance spares
compared to support spares,
contrast between consumable
and repairable spares, spares for.
support equipment and training
equipment.
Data (Weber)
The computerized maintenance
and support data system. Data
collection, processing, and use
for in-service systems as a base
for estimates for new systems.
? Warranties (Neff)
Brief history of the concept of
warranty; the various purposes
of a warranty program to the
logistics manager, warranty
administration impact on ILS
planning; a review of case
histories on warranty programs.
? Research (Lyle)
Some observations pertaining to
new directions for logistics
research.
The ILS Manager (Van Pelt)
The ILS manager's skills, tasks,
and responsibilities are viewed
from the perspective of the
svrem's life in/rip .
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The University of Maryland
University College
Friday, May 25
Applied ILS: A Case History
(Lyle)
A discussion of ILS as it was
applied to a major system,
beginning with the conceptual
design and ending with an
evaluation of data reported by
users during operational
utilization.
ILS Management (Fink)
Problems that historically plague
the ILS manager are explained in
relation to the actions and
motivation of key individuals
who affect the logistic support
system development process.
Solutions to these problems are
presented together with a
description of tools and tech-
niques available to the manager
to improve integration of
support requirements in the
weapon system design/develop-
ment process. Early, active
involvement of the ILS manager
is stressed to achieve true
integration and its goals of
supportable systems at
affordable costs.
Review?Discussion?Summary
(Van Pelt)
Review of the individual classes,
student questions, and
comments.
For technical information
regarding the course, contact the
coordinator, Clinton Van Pelt, at
(2141 462-4309.
For registration information, call
the Conferences and Institutes
Program at (3011 454-5237.
?Copyright 1984 by the Regents
of the University of California
General Information
Use the registration form
provided. Return it with a check,
purchase order, or an authoriza-
tion for billing.
A tentative telephone registra-
tion can be made by calling
[phone]; however,
a check, purchase order, or an
authorization for billing must be
received at least two weeks prior
to the course starting date
in order to confirm your registra-
tion. This is necessary because
extensive course notes and
materials must be purchased
and reproduced. Early
registration is encouraged as
enrollments are limited.
Fees
Fees include all instruction,
course materials, receptions,
and morning and afternoon
refreshment breaks.. They do not
include lodging or meals.
Team Registrations
A 10% discount is available for
your organization if three or more
people attend the same course.
Confirmation
Registrations will be confirmed
promptly by mail. Travel infor-
mation will be included with your
registration acknowledgement.
Contact the Conferences and
Institutes Program at
[phone] if you have not
received confirmation within
two weeks.
Cancellation and Refunds
The University of Maryland
reserves the right to cancel or
amend the course as described
in this brochure. A full refund
will be made if, for any reason,
the University must cancel a
course. Refund of registration
fees, less $10 processing fee,
will be made if written notice is
received five working days before
the course. No refund (full or
partial) will be made after that
time. All requests for refunds
must be sent to Registration
Clerk, Conferences and Institutes
Program, The University of
Maryland University College,
Location
The course will be held at
The University of Maryland
University College Center of
Adult Education in College Park,
Maryland. The Center is a
complete conference facility
located inside the Capital Beltway
(1-495) at the intersection of
Adelphi Road, University
Boulevard (Route 1931, and
Campus Drive in College Park.
Airports that serve the area,
in oilier of conVenience, are
Baltimore/Washington
International (BWI), Washington
National, and Dulles
International. The New York-
Washington Metroliner stops at
the Capital Beltway Station
within easy access by taxi.
Information for Disabled
Persons ?
All guest facilities and a limited
number of lodging rooms at the
Center of Adult Education are
accessible to the disabled. If you
have special requirements,
please call Ms. Carol Fouts at
[phone] as soon as
possible before the program
starting date.
Parking
Adjacent lighted parking is
available for over 500 cars.
Lodging Information
The Center of Adult Education is
a large, modern residential
conference facility. Its lodging
rooms are equipped with twin
beds, telephone, color television,
and individually controlled
heating and air conditioning.
Accommodations are limited and
are available on a first-come,
first-served basis. Daily rates for
guest rooms are $45 (double
occupancy) and $37 (single
occupancy), plus 5% sales tax.
Prices are subject to change.
Additional accommodations are
available at nearby motels.
Should the Center be unable to
honor your lodging request, you
will be notified and referred to a
nearby motel. For room reserva-
tions, return the form provided
or call [phone].
College Park, MD 20742.
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Tax Deduction
Treasury Regulation Section
1.162-5(a) permits an income tax
deduction for educational
expenses (registration fees and
costs of travel, meals, and
lodging) undertaken to
(1) maintain and,improve skills
required in one's employment or
other trade or business, or
(2) meet express requirements of
an employer or a law imposed as
a condition to retention of
employment, job status, or rate
of compensation.
Continuing Education Unit
(CEU)
One CEU is awarded for each 10
contact hours of satisfactory
participation in an organized
noncredit continuing education
program. The CEU is a nationally
recognized method for recording
participation in a continuing
education program that does not
carry credit toward a degree but
does meet established criteria
for increasing knowledge and
competencies. -
Document of Completion
A document of completion will
be awarded to all who attend at
least 80% of the course sessions.
Further Information
For further information regarding
The University of Maryland ,
University College course
offering, call [phone].
The University of Maryland actively
subscribes to a policy of equal educa-
tional and employment opportunity. The
University of Maryland is required by
Title IX of the Educational Amendments
of 1972 not to discriminate on the basis
of race, color, age, religion, national
origin, sex, or disability in admission,
treatment of students, or employment.
The University of Maryland University College Registration Form
Integrated Logistic Support (ILS): Elements and Application
May 21-25, 1984
Program Code. 84-05-2002
Fee: $940
Send completed registration form and payment to Registration Clerk,
Conferences and Institutes Program, The University of Maryland University
College, University Blvd. at Adelphi Road, College Park, MD 20742.
Name
Title
Department/Administrative Unit
Organization
Address
City/State ZIP
Social Security Number'
Daytime Telephone Evening Telephone
Enclosed find 0 *Full payment 0 Purchase order 0 Billing authorization
"Required on all personal checks. Make payable to University of Maryland.
Registration will not be considered complete unless payment or billing
-authorization accompanies this registration form.
I understand the cancellation and refund policies as s ated.in this brochure.
Signature
Center of Adult Education Lodging Reservation Form
The University of Maryland University College
University Blvd. at Adelphi Road, College Park, MD 20742;
[phone]
Integrated Logistic Support (ILS): Elements and Application
May 21-25, 1984 I 84-05-2002
Name
Title
Organization
Address
City/State ZIP
Daytime Telephone Evening Telephone
0 Single: $37" 0 Double: $45" to share with
All rates are per night plus 5% sales tax. Prices are subject to change.
Arriving: Date Time am/pm
Departing: Date Time am/pm
Reservation requests should be received two weeks before starting date of
the program to allow sufficient time for confirmation. Do not 3end payment
for lodging with this Lodging Reservation Form or Course Registration
Form. Lodging fees are to be paid directly to the lodging facility after your
reservation has been confirmed.
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UCLA EXTENSION
10995 Le Conte Avenue,
Los Angeles, CA 90024
INTEGRATED
LOGISTIC
SUPPORT (ILS):
ELEMENTS AND
APPLICATION
May 21-25, 1984
in College Park, Maryland
NOT PRINTED AT STATE EXPENSE
To correct your name or address on our lists,
send the entire address panel and mailing label to:
P.O. Box 24901, Mailing Lists, UCLA Extension,
Los Angeles, CA 90024.
687-84
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? The American University
Spring Bulletin 1984
The American University offers programs to enhance your career, in an envi-
ronment designed with you, the adult student in mind. Our programs are sched-
uled to fit the time constaints of the working professional. In addition to hundreds
of courses offered on our campus in Northwest Washington, we offer courses at
other locations in the District, Virginia and Maryland.
The American University provides educational services expressly tailored to
meet the demands of Washington. Programs in accounting, computer science,
writing, economics, art, history, business management, public administration, and
many more fields are designed to fulfill your career needs and personal interests.
Also, The American University chooses its full-time and adjunct professors
carefully, to assure high quality instruction. The same person who teaches
budgeting at the University in the evening may develop budgets for a ,major
Federal agency during the day. The American University has achieved its reputa-
tion as Washington's own national university through its programs and faculty.
We are proud of that distinction.
At The American University, we consider it our special mission to serve adult
professionals in the Washington area. And we take interest in each student. We
would like to hear from you.
PRESIDENT
THE AMERICAN UNIVERSITY
SPRING 1984 O
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ONTINUING
YOUR EDUCATION . . .
- WHAT IS NON DEGREE
CONTINUING YOUR EDUCATION
WHAT IS NONDEGREE?
WHAT IS NONDEGREE STATUS?
A student in nondegree status is one
who enrolls in regular university
courses through the Office of Continu-
ing Education and Conferences.
Nondegree simply indicates that the
student has not formally applied for or
been accepted into a degree program at
The American University. ?
DOES NONDEGREE MEAN NON-
CREDIT?
No. while some nondegree students
may take non-credit courses, most
nondegree students earn academic
credit for the courses they take. Credit
earned is entered upon the student's
permanent record and may, with cer-
tain restrictions, be applied later
toward a degree. (Permission to enroll
in nondegree status, however, does not
bind the university in any way nor
does it guarantee to students their ac-
ceptance into a degree program.)
Nondegree students who intend to
transfer into a degree program work
closely with an academic advisor to
plan their course .of studies.
WHAT CLASSES ARE AVAILABLE
TO NONDEGREE STUDENTS?
Nondegree students may register for
any university courses for which they
have the necessary academic
background and qualifications.
Undergrduate-level nondegree status is
available to high school graduates, and
graduate-level nondegree status is
available to students with either
bachelors or masters degrees. (Students
are reminded that it is their respon-
sibility to register only for courses for
which they have the necessary
prerequisites.)
WHERE DO I GO FOR ADVICE?
Whatever your educational goals,
and especially if you are planning to
seek a graduate or undergraduate
degree from The American University
in the future, you are urged to meet
with one of the academic advisors.
This service is free of charge and
available to all students and prospec-
tive students.
A staff of trained professionals, ex-
perienced in working with adults and
familiar with the particular needs of
part-time students, is available
throughout the year at the University
Programs Advisement Center of the
Office of Continuing Eduation and
Conferences. Advisement is available
at registration but 'students desiring ad-
visement are encouraged to meet with
an advisor prior to registration.
THE OFFICE OF CONTINUING
EDUCATION INFORMATION
CENTER
Located on the first floor of the
McKinley Building. Hours are: Mon-
day -Thursday 9:00 a.m. to 8:30 p.m.,
Friday 9:00 am to 5:00 pm, and Satur-
day 10:30 am to 2:00 pm. Telephone
686-2500. Advisement available by
walk-in or by appointment.
Nondegree students are required to
-have a OCE advisor's approval as part
of the registration process. Students
must also secure the permission of the
department chair or appropriate facul-
ty member or both to enroll in advanc-
ed graduate (600 or 700 level) courses,
independent reading courses, and other
special permission courses as required
by schools and departments.
WHAT ARE THE ACADEMIC
STANDARDS FOR NONDEGREE
STATUS?
Students in nondegree status are held
to the same academic standards as are
degree students. Enrollment of
undergraduates is subject to termina-
tion at the end of any term in which
their cumulative grade-point average
falls below 2.00 (C); graduates must
maintain 3.00 (B) average.
WHO IS ELIGIBLE?
Any U.S. citizen who is a rising high
school senior meeting University re-
quirements, or has a high school
diploma or equivalent, or is in good
standing at another accredited college
or university, or possesses an
undergraduate degree may seek admis-
sion to courses as a nondegree student.
A student who has ever been dismiss-
ed, suspended, or placed on probation
must make an appointment with an
academic advisor in advance of
registration to determine eligibility.
Students who are not U.S. citizens
should see the section below, "Enroll-
ment of International Students in
Nondegree status."
CAN NONDEGREE CREDIT BE
TRANSFERRED?
Yes, up to 30 semester hours taken in
nondegree status may be transferred in-
to an undergraduate degree programs,
and up to 12 semester hours into a
graduate degree program. If you are
planning to transfer more than 60
semester hours from another institution
into an undergraduate degree program
please speak to an advisor before your
first registration since the 30 semester
hour limit noted above may not be ap-
plicable to you.
TRANSFERRING FROM
NONDEGREE TO DEGREE
STATUS
The nondegree student who plans to
apply for admission to a degree pro-
gram will be responsible for ensuring
that enrollment in nondegree status will
not conflict with the limits on transferr-
ing credit from nondegree to degree
status later.
Undergraduate and graduate level
students who wish to be considered for
admission to a degree program must
submit the appropriate application
forms and all required supporting
documents for degree admission to the
Office of Admissions and Financial
Aid. If the application is approved, the
following regulation is in effect: Credits
earned in undergraduate nondegree
El THE AMERICAN UNIVERSITY
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status, up to a total of 30 semester
hours, may be supplied to the extent
appropriate towards meeting the
bachelor's degree requirments. Credit
earned at the graduate level in
nondegree status, up to a toal of 12
semester hours, may be applied to the
extent appropriate towards meeting the
master's degree requirements.
ENROLLMENT OF INTERNA-
TIONAL STUDENTS IN
NONDEGREE STATUS
The following regulations apply to all
students who are not citizens of the
United States of America. including
students with permanent resident
status.
Because of U.S. legal requirements
for international students, such
students should apply for permission to
enroll in nondgree status as early in the
registration period as possible.
For U.S. Department of Justice, Im-
migration and Naturalization service
regulations governing visa re-
quirements for international students,
see Admission and Registration
Information.
New and returning international
students may take courses at extended
campus locations. However, they must
apply on campus for permission to
Early registration is to your
advantage. It's the fastest and
easiest method to reserve your
place in the classes you want.
register through the University Pro-
grams Advisement Center, McKinley
Building.
ENROLLMENT PROCEDURES
All international students who wish
to take courses (other than English
Language Institute coursework) in
nondegree status must present to the
Office of Continuing Education
evidence of their successful completion
of high school (or its equivalent) and of
courses taken in any colleges attended.
Personal copies, photostats, or attested
copies of documents may be used for
enrollment and counseling purposes.
ENGLISH LANGUAGE PROFICIEN-
CY REQUIREMENT
All students whose first language is not
English are required to take an English
proficiency test at the University before
their first registration. International
students whose command of English is
insufficient to follow the program in
which they wish to enroll will be re-
quired to take special courses in English
as a second language. Contact the
English Language Institute, McKinley
Building 200, Telephone [phone], for
information or testing dates.
An International student in
nondegree status must have the ap-
proval of an University Programs Ad-
visement Center Advisor for each
course selected (in addition to any
other required approval or authoriza-
tion). Students must also secure the
signature of the International Student
Advisor in Mary Graydon Center,
Room 220, before completing the
enrollment process.
SPRING 1984 0
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BUSINESS-
GOVERNMENT
RELATIONS
Training is offered in: the intensive
examination of the interaction of govern-
ment and business decision making, their
operational implications and the current and
emerging problems involved.
Especially suited for: individuals of varied
backgrounds who have a career interest in
the ever growing area of business-
government relations.
Where offered: Off campus at UMB and
on campus.
Length of program:.six semesters with
enrollment of two courses per semester.
Offered by: the Kogod College of Business
Administration
MASTER OF SCIENCE DEGREE
BUSINESS-
GOVERNMENT
RELATIONS
Training is offered in: the intensive
examination of the interaction of govern-
ment and business decision making, their
operational implications and the current and
emerging problems involved.
Especially suited for: individuals of varied
backgrounds who have a career interest in
the ever growing area of business govern-
ment relations.
Other features: students may apply up to
12 hours of certificate courses toward their
degree if they are accepted for MS candi-
dacy.
Where offered: Off campus at UMB, and
on campus.
Length of program: five courses, three
semesters.
Courses: (choose five) 10.653, 10.680,
10.701, 10.706, 10.708, and 13.604.
Offered by: the Kogod College of Business
Administration
GRADUATE CERTIFICATE
Business-Government Relations (3)
010.653.67 Pentagon Th
010.653.76 OPM
5:30-8:00 pm
6:00-8:30 pm
The effect of government on business decisions. Statutory
requirements, governmental regulations, and control and
promotion of business. Corporate political activity. Current
and future issues in business-government relations. Guest
lecturers. Prerequisite: permission of instructor.
Business-Government Relations in the
Multinational Corporation (3)
010.708.43 UMB Conf Rm II T 5:30-8:00 pm
An analysis of the problems, issues, and trends in the devel-
opment and operation of multinational corporations and in
international trade. Effects of the policies of foreign govern-
ments and international organizations on business decision-
making. Prerequisite: 10.653
Management of the Enterprise (3)
010.755.43 UMB Conf Rm II Th 8:10-10:40 pm
Application of theory to simulated problems in general
management. Involvement in problem-solving environment
to integrate knowledge in various functional areas of busi-
ness and to provide direct management experience. Provides
opportunities to study and experience the process of intro-
ducing planned organizational change. Prerequisite: Com-
pletion of graduate core course requirements or permission
of instructor.
BUSINESS ADMINISTRATION:
MARKETING
Graduate Courses
Marketing Management (3) Springer
011.601.36 CCM W 6:00-8:30 pm
Bailey
011.601.43 UMB Conf Rm II Th 5:30-8:00 pm
Advanced theory and systems-oriented analytical method-
ology for effective marketing management decision making.
Viewpoint is that of the marketing executive whose respon-
sibility is coordinating objectives and resources of a firm,
and whose strategies and tactics are based on analysis,
organization, planning, and control. Prerequisite: 10.611.
BUSINESS ADMINISTRATION:
PROCUREMENT
Graduate Courses
Public Contract and Grants Law (3) Perlman
011.671.36 CCM Th 6:00-8:30 pm
The law as applied to government procurement and federal
assistance programs. Derivation of contract and federal as-
sistance law from the Constitution, Statutes, executive
0 THE AMERICAN UNIVERSITY
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orders, regulation, court decisions, and adminiSrtrative rul-
ings. Application of law to each step of the federal procure-
ment and federal assistance process. Prerequisite: 11.673 or
equivalent.
Principles of Procurement and Federal Assistance (3) Brown
011.673.43 UMB Conf Rm III T 5:30-8:00 pm
Whittleton
011.673.67 Pentagon W 5:30-8:00 pm
The management of acquisition, procurement, and federal
assistance by both the government and private sectors. In-
cludes organizations and procedures; requirements; budget-
ing; government marketing by the private sector; negotia-
tions; proposal preparaton; kinds of contracts and federal
assistance; the political environment; special considerations,
such as small, business and equal opportunity; ethics; and
case studies.
Cost and Price Analysis (3)
011.674.67 Pentagon
Marchetti
5:30-8:00 pm
Cost and price analysis considered from the viewpoint of
the government and of the private sector in procurement
and federal assistance. Principles governing the determina-
tion of allowable, allocable, and reasonable contract costs,
both direct and indirect; contractor cost and price consider-
ations; and cost considerations of federal assistance recipi-
ents. Case Studies. Prerequisite: 11.673 or equivalent.
Major Systems Acquisition (3)
011.677.36 CCM
Keegan
6:00-8:30 pm
Management and the major-systems acquisition process.
Topics include program management; acquisition, strategy;
A-109; source selection and negotiation; risk analysis; pro-
ductivity, costing, and pricing; changes; multinational con-
siderations; and the management of subcontractors. Pre-
requisite: 11.673.
Selected Topics: Procurement Management (3) Gordon
011.696.36 CCM , Sat 9:00 am-4:00 pm-
Graduate course dealing with the broad scope of procure-
ment management and policy functions. It is designed spe-
cifically to prepare procurement professionals for the exami-
nation required for the designation of certified professional
contract managers awarded by the National Contract Man-
agement Association.
Selected Topics: Service Contracting (3) Russell
011.696.37 CCM TBA 6:00-8:30 pm
Management of the service contracting process. Topics in-
clude preprocurement planning, sustentation, source evalu-
ation and selection, contract award and administration,
value engineering,- service contract, OMB circular/76, legal
issues in service contracting, and consulting services.
BUSINESS ADMINISTRATION:
FINANCE
Graduate Courses
Business in Its Social Environment (3) DiBacco
013.604.46 Cong Rm 205 W 5:30-8:00 pm
History of business in its social and legal environment. Rela-
tionship of business to the social, political, and economic
philosophies, institutions, and groups which compose its en-
vironment. The effects of its environment on the present
and future status of the firm.
Financial Management (3)
013.605.69 Gt Prep Th 5:30-8:00 pm
An examination of financial management theory, from the
point of view both of the corporation as user of funds and of
the investor as supplier of funds. Emphasis on interdepen-
dency between security analysis and cost of funds to the cor-
poration. Introduction to security analysis, cost of capital,
capital budgeting, and portfolio problems for the corpora-
tion and the investor.
PROCUREMENT,
ACQUISITION
AND GRANTS
MANAGEMENT
Training is offered in: the management
of the acquisition and procurement proc-
esses; the law, regulations and policies gov-
erning government .procurement; inventory
and materiel management; and contract and
grant administration in government, indus-
try, and other institutions doing business
with the government.
Especially suited for: professionals and
those seeking careers in government pro-
curement or grants management or with
organizations doing business with the gov-
ernment or receiving federal support.
Other features: opportunities for intern-
ships and cooperative work experience lead-
ing to employment in the field. Successful
graduates meeting MBA standards may con-
tinue to complete an MBA degree.
Where offered: on campus, in the Crystal
City/Pentagon area.
Length of program: 12 courses (36
semester hours) of which 10 courses must be
taken at The American University.
Offered by: the Kogod College of Business
Administration
MASTER OF SCIENCE DEGREE
CP1711Un 1QR4 fl
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0 PHYSICAL EDUCATION
Undergraduate Courses
Karate 1(2) Batiste
049.120.58 BMAA
TF 2:10-3:30 pm
DevelopMent of basic defensive skills of karate, physical
conditioning, and mastery of basic forms of self-defense.
Horseback Riding (Beginning) (2)
049.171.01
GFHC
Sat. 4:15-5:45 pm
049.171.02
GFHC
W 11:20 am-1:00 pm
049.171.03
GFHC
2:10-3:40 pm
Development of equestrian skills. May be repeated for credit
but not in the same term; content must be different. Non-
refundable special fee, $50.00. First class meets on-campus.
See page XX.
Advanced Horseback Riding (2)
049.171.04 GFHC
049.171.05 GFHC
Sat. 4:15-5:45 pm
W 11:20 am-1:00 pm
Development of equestrian skills. May be repeated for credit
but not in the same term; content must be different. Non-
refundable special fee $50. First class meets on-campus. See
page XX.
TECHNOLOGY OF
MANAGEMENT
Training is offered in: Management
Information Systems, Computer Systems
Applications, and Science/Technology Policy
and Administration. Management Informa-
tion Systems track especially suited for: data
processing professionals and managers in-
volved with the development of computer
based management information and trans-
actional processing systems.
Where offered: Management Information
Systems track available at the Pentagon and
the Congressional School. On campus all
tracks, including Management Information
Systems, are available.
Length of program: Six to seven
semesters with enrollment of two courses
per semester.
Offered by: the College of Public and Inter-
national Affairs.
MASTER OF SCIENCE DEGREE
Racquetball (2)
049.196.38 CCAC TF 12:45-2:00 pm
(Enrollment Limited to 30)
Development of basic skills and techniques of the game.
Familiarization with the rules of racquetball. Opportunities
to compete as part of the course.
TECHNOLOGY AND
ADMINISTRATION
Graduate and Advanced Undergraduate Courses
The Systems Approach (3)
055.511.21 GTE Rm 389 Th 6:00-8:3Q pm
Burns
055.511.46 Cong Rm 205 Th 5:30-8:00 pm
The use of a holistic approach for structuring and solving
complex decision problems in the public and private sectors.
The application of system analytical concepts to the man-
agement and theory of organizations.
Change and the Managerial Process (3)
055.513.46 Cong Rm 206 Th 5:30-8:00 pm
The historical and cultural bases of conceptions of change
and development in societies and social work organizations.
Particular attention is given to the role of science and tech-
nology in modern, complex, formal organizations; and the
role of formal organizations as agents of social, economic,
and technological change. Prerequisite: 55.511 or previous
course work in organization and management theory and
behavior.
Concepts in Computer Communication (3)
055.533.67 Pentagon M 5:30-8:00 pm
The rapid growth of computer communication and current
developments. Existing and proposed networks are exam-
ined as to their design problems and software aspects. Dis-
tributed systems are considered. Includes the distribution of
intelligence through files, data bases, and peripherals. Pre-
requisite: 55.310.
Systems Design for Management (3)
055.560.46 Cong Rm 206 M 5:30-8:00 pm
Organizations as interrelated, complex systems of levels,
flows, and processes. Theories and realities of organizations
and management are examined for their implications for in-
formation systems analysis, design, and implementation.
Prerequisite: 55.511 and 55.530.
Graduate Courses
Managerial Statistics (3)
055.606.67 Pentagon
Gardenier
Th 5:30-8:00 pm
Statistical tools applied to the, analysis and resolution of
managerial problems. Use of standard computer programs.
0 THE AMERICAN UNIVERSITY
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TECHNOLOGY OF
MANAGEMENT
Training is offered in: Management
Information Systems, Computer Systems
Applications, and Science/Technology Policy
and Administration. Management Informa-
tion Systems track especially suited for: data
processing professionals and managers in-
volved with the development of computer
based management information and trans-
actional processing systems.
Other features: classes taught by experi-
enced professionals with an orientation
toWard applied knowledge and skills. Strong
emphasis is placed on the design and
organization of management information
systems.
Where offered: Management Information
Systems track available at the following off
campus sites: Pentagon, Congressional and
GTE. On campus all tracks, including
Management Information Systems, are
available.
Length of program: five courses, three
semesters.
Offered by: the College of Public and Inter-
national Affairs.
GRADUATE CERTIFICATE
Decision Sciences for Management (3)
055.607.46 Cong Rm 206 T 5:30-8:00 pm
Quantitative methods of operations research and its inter-
disciplinary aspects. Formulation and analysis of decision
problems in terms of mathematical models appropriate to
environments of certainty and uncertainty. Emphasis on ap-
plications. Prerequisite: 55.606 or equivalent.
Computer Applications for Managers (3)
055.630.46 Cong Rm 208 5:30-8:00 pm
055.630.67 Pentagon W 5:30-8:00 pm
The relationship of computers to public administration
functions. Emphasis on applications. Current and future
computer technology and its effect on managers in the pub-
lic sector. Privacy, security, human factors, resource man-
agement, budgeting and cost control, and computer re-
source selection.
Workshop in Management Information Systems (3)
055.665.21 GTE Rm 389 T 6:00-8:30 pm
055.665.46 Cong Rm 206 W 5:30-8:00 pm
Advanced management information systems applications
with emphasis on special projects and case studies. Prerequi-
site: 55.660.
SPRING 1984 0
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PROFESSIONAL
DEVELOPMENT PROGRAMS:
NONCREDIT PROGRAMS
Gt"--44
..
The Professional Development Seminars offer continuing educa-
tion opportunities for the working adult. A variety of short
seminars provide current information, supplemental instruction,
or innovative techniques for increased professional growth. Through
longer seminars and sequenced programs, valuable instruction is
available for individuals or businesses seeking to further professional
experience and commitment.
C PROFESSIONAL SKILLS
UNDERSTANDING THE BASICS
OF ACCOUNTING
H. Kent Baker
Accounting has, been called the
language of business. But it is a language
with a special vocabulary aimed at convey-
ing a financial picture. This course provides
an overview of accounting for individuals
with little or no accounting background
and for those who want to review fun-
damental concepts. Participants in this
course will become acquainted with ter-
minology and what financial statements say
and do not say. Knowing what financial
statements do not communicate can be just
as important as knowing what they do say.
During this one session, participants
will learn about generally accepted accoun-
ting principles, the accounting process, and
the major accounting statements. You will
also learn how to set up a simple account-
ing system through several hands-on exer-
cises. If you want to know more about ac-
counting, but can't tell a debit from a
credit, this course will be an excellent place
to start.
H. Kent Baker, Ph.D., is Professor of
Finance at the Kogod College of Business
Administration, The American University.
He has served as a consultant and trainer in
over 300 programs for such organizations as
the American Bankers Association, Com-
ptroller of the Currency, the Central In-
telligence Agency, and American
Telephone and Telegraph. He has pub-
lished over 100 articles on subjects ranging
from accounting and finance fo time
management and performance appraisal.
COURSE 702 $65
One Saturday, 9:30am-4:30pm
(with a break for lunch on your own)
February 4
UNDERSTANDING THE BASICS
OF TELECOMMUNICATIONS
John D. Hwang
Telecommunications appears to be a
complex subject, usually reserved for the
technician or engineer. Yet, this technologi-
cally explosive area is affecting everyone
today. The use of telephones, computers,
business networks, data communications,
and teleconferences are affected by ad-
vances in telecommunications. Recognizing
that telecommunciations is no longer for
specialists, this seminar explores the most
important aspects of the subject.
The seminar begins with an introduc-
tion to the world of telecommunications by
providing the basic vocabulary and con-
cepts. You will learn the relationship of
telecommunications to telephones. You will
be taught how telecommunications
resources and data communications, par-
ticulary networking, function. Discussion
includes the state-of-the-art in telecom-
munications, the explosive market, and ap-
P
CONTRACTROGRAMS
The American University
will work with you to
design the kind of training
your company or organiza-
tion needs. Let us know
your training priorities. We
can bring a degree or cer-
tificate program on-site to
employees who want to in-
crease their professional
skills. Professional Develop-
ment Seminars help your
people put new skills to
work.
Contract programs are
cost-effective, convenient,
and tailored to meet your
goals. Our programs com-
bine teaching excellence
with active involvement in
a corporate center, offering
you the expertise and
resources to plan effective,
comprehensive training.
To find out how your
company can capitalize on
the unique advantages of
Contract Programs, please
call the Office of Continu-
ing Education at [phone]
and ask to speak to a Program
Representative.
plications. - Specific examples will be
presented to give participants a working
knowledge of the world of high tech.
John D. Hwang, Ph.D., is a senior ex-
ecutive specializing in telecommunicaitons
management and system development.
With twenty years of real-world experience
in the computer and communications
fields, he has authored over thirty articles
and edited a book. He is an Adjunct Pro-
fessor in The American University's Center
for Technology and Administration.
COURSE 701 .$80
Two Saturdays, 9:30-1:30pm
March 24 and 31
SPRING 1984
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FF-CAMPUS
CREDIT ,COURSES BY LOCATION p)?1
OFF-CAMPUS CREDIT COURSES
BY LOCATION
BMAA Batiste Martial Arts Academy
7248 Wisconsin Ave.
Chevy Chase, Maryland
CCAC Chevy Chase Athletic Club
5454 Wisconsin Ave.
Chevy Chase, Maryland
CENSUS Bureau of Census
Suitland, Maryland
Commerce (Comm.) . . Department of Commerce
14th and Constitution Avenue, NW
Washington, D.C.
Congressional (Cong.) The Congressional School
3229 Sleepy Hollow Road
Falls Church, Virginia
Crystal City Marriott .1999 Jefferson Davis Highway
(CCM) Arlington, Virginia
Gt. Prep. Georgetown Preparatory School
MacKavanagh Hall
10900 Rockville Pike
Rockville, Maryland
GTE 12502 Sunrise Valley Drive
Reston, Viginia
GFHC Great Falls Horse Center
10001 .Amon Chapel Road
Great Falls, Virginia
Hazleton Hazleton Laboratories America
9200 Leesburg Pike
Vienna, Virginia
HUD Department of Housing and Urban
Development
451 7th Street, SW
Washington, D.C.
Mitre The Mitre Corporation
1820 Dolley Madison Blvd. ?
McLean, Virginia
Mont Gen Hosp Montgomery General Hospital
1801 Prince Philip Drive
Olney, Maryland
? MPD Metropolitan Police Department
Training Center
4665 Blue Plains Drive, SW
Washington, D.C.
OPM Office of Personnel Management
19th and E Streets, NW
Washington, D.C.
Pentagon (Pent.) The Pentagon
Room 3C147
Washington, D.C.
UMB United Methodist Building
100 Maryland Avenue, NE
Washington, D.C.
RADIO INSTRUCTION
WAMU?FM 88.5
Academic Advisement: Available at the Information
Center, McKinley Building Room 153; call 686-2500 for
information.
Registration: On campus or at any off-campus location dur-
ing registration periods. Students may also register by mail,
tthone or walk-in at the Office of Continuing Education. See
page 86 for registration details. Classes begin January 16,
1984.
Energy, Technology and the Human Environment (3)
009.583.56 Sager Sun. 7:00-8:00 am
0 THE AMERICAN UNIVERSITY
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OH
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?
Secr..,rfl
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