INSPECTION REPORT OF THE FOREIGN BROADCAST INFORMATION SERVICE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP94-00798R000200170001-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 24
• Document Creation Date: December 27, 2016
• Document Release Date: September 19, 2012
• Sequence Number: 1
• Publication Date: December 8, 1980
• Content Type: MEMO

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C.k) t !PER/MONS GROUP 711.1-
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8 December 1980
MEMORANDUM FOR: Deputy Director for Science and Technology
FROM:
SUBJECT:
REFERENCE :
Director, Foreign Broadcast Information Service
Inspection Report of the Foreign Broadcast Information
Service
Memorandum from MCI, dated 10 September 1980,
Same Subject
Attached is the FIS response to the Inspector General's Report
on FBIS, for your signature as requested.
Attachment:
As stated
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0/D/FBIS
Distribution:
0 - Addressee, w/att
1 - D/FBIS Chrono, w/att
1 - FBIS Registry, wo/att
- C/Ops, w/att
1 - C/Prod, w/att
1 - C/AG, w/att
1 - C/E&PS, w/att
1 - C/AS, w/att
1 - all field bureaus excep
1 C/DRD
1 - C/FCS
1 - C/EDSS
(5Dec80)
AT, Is?bad
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Center. Because of the enormous volume of reaction monitored by FBIS
daily, we believe that such a service should be carefully coordinated
and screened through the OCO to ensure that the DCI's specific interests
are served. In addition, FBIS will select items of possible interest
from press coverage and analytical production for the DCI as appropriate.
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Dl. The D/FBIS take action to enable the Liaison and Requirements
Staff to conduct regular and effective evaluations of the FBIS product
including JPRS.
In the fall of 1980 FBIS began to develop a new system for indexing
and revalidating collection requirements levied on FBIS by Agency offices
and consumers throughout the government. In the course of contacting
each office which has levied a requirement, FBIS will be discussing
the value of the FBIS product and how the requirements can be updated.
In the future, Liaison and Requirements Branch will contact each office
levying a requirement once a year to evaluate and update that require-
ment. All of the above evaluations include JPRS.
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place. Though it is impossible to judge with any high degree of accuracy
what the future holds, it is our view that BBC will continue to receive
funding adequate to maintain present operations and meet inflationary
adjustments, though funding for any expansion of service or new initiatives
will probably not be possible.
Given Britain's traditions of bellicose labor relations, the
possibility of a strike by BBC employees, particularly their engineering
union, cannot totally be ruled out. There have been several close calls
over the past few years, but nothing really disabling to the Monitoring
Service actually has taken place. The unions see no public advantage
in harming the Monitoring Service, so it is likely that a strike at
BBC would be only of a few hours or days duration.
In the event of a short-term strike at BBC, FBIS is in a good
position to provide emergency coverage of the Middle East and could
monitor the main USSR and Eastern European broadcasts from the bureau
in Vienna. If circumstances warranted, the Vienna, Russian, and East
European language staffs could be reinforced by TDYing translators to
Vienna from London Bureau's Press Monitoring Unit or from Headquarters.
FBIS also has Russian capability at its Nicosia, Seoul, and Okinawa
bureaus. If the FBIS bureau in southern Africa, which has been a
planning objective for over three years, should become a reality in the
FY-81 period, some limited backstopping of BBC's African coverage would
be possible. Thus key BBC-monitored broadcasts can be backstopped by
FBIS in Europe, the Middle East, and Far East.
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D4. The D/FBIS establish a policy that reception surveys be
conduaed before new FBIS bureaus are opened.
Response. It is standard FBIS policy that an on-site reception survey
e conducted before any new field bureau is opened.
DS. The D/FBIS take steps to improve radio broadcast coverage of
Centra-T America (particularly of El Salvador, Honduras, and Guatemala)
to ensure that policymaker and analyst needs are met.
Response. Significant improvements in coverage of Central America were
accomplished during the past ten months. The Chief of the FBIS Panama
Bureau visited Honduras, Guatemala, El Salvador, and Nicaragua and
recruited local part-time contractors who feed broadcasts of news develop-
ment carried by local transmitters to the Panama Bureau, either on a
real-time basis or from recordings. Leased telephone lines were arranged
on a continuing basis for this purpuse. In addition, the contractors
obtain and mail local newspapers, which cannot be obtained on subscription
on a timely basis, to Panama for processing. The contractors and their
equipment are located in the U,S. embassies in each country. Consumer
response to these developments has been enthusiastic.
FBIS expects, in the FY-83 timeframe, to replace these remote
monitoring arrangements with a new, automated remote system now under
development. This new system would rely on either the SC-3 SKYLINK
terminal or an FBIS-developed meteor scatter communications system.
Feasibility studies for both approaches will be completed in the
FY 81-82 period.
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D7. The D/FBIS direct a survey of U.S. embassies in West Africa
and customers in Washington to determine to what extent the Abidjan
Bureau's coverage meets or exceeds their needs and adjust the bureau's
requirements accordingly.
Response. A survey of consumers of FBIS reporting on West and Central
Africa has been undertaken. Several NFAC offices, State country desks,
and embassies in the pertinent parts of Africa have responded; we are
awaiting additional replies before collating the results. Initial
indications are that Abidjan reporting has been a significant source
for many Washington desk analysts. Embassies responding have indicated
that Daily Reports received by pouch are virtually useless because of
the time delay, and several have requested direct wirefiling from the
Abidjan Bureau. As a result of the survey, at least one Embassy, at
Nouakchott, praised the bureau for prompt transmission of a Presidential
speech "which significantly speeded along Embassy analysis."
D8. The D/FBIS continue to monitor closely the dollar costs of
FBIS operations at the Austrian and Okinawa bureaus--especially the
costs of foreign national employees--with a view to determine if some
parts of the bureau mission may be cut back or performed efficiently
elsewhere.
Response. The dollar costs are closely monitored by the Chief, Executive
and Planning Staff, who reports monthly to the D/FBIS on the status of
funds for all bureaus. The advisability of moving some work done at
Austrian and Okinawa bureaus to other locations has been considered over
the past few years but rejected because of operational efficiency and
doubtful savings. Okinawa provides round-the-clock coverage of China's
central media; this requires an extensive Mandarin-language staff which
in any case would have to be recruited primarily in Taiwan. Govern-
ment housing for Bureau staff already exists in Okinawa from construc-
tion in the early 1950's. Relocation of Austrian Bureau coverage of
East Europe would be difficult operationally and not result in signifi-
cant savings. Austrian Bureau, by its location and its staffing, also
provides essential backup to BBC monitoring.
D9, The D/FBIS institute a system for providing regular feedback to
field?Ebreaus on the substantive and editorial quality of their reporting.
Response. The Managing Editor, a newly created position in the Daily
Reporting Division, has been given responsibility for guidance to the
field. A, program has been established which provides regular guidance
to the bureaus on the substantive and editorial quality of their files.
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D11. The D/FBIS extend the directed assignment policy now in
effecT?For employees below GS-14 to all officers in grades GS-14 and
above eligible for overseas assignment.
Response. The directed assignment policy in FBIS has applied only to
persons qualified for certain overseas operational positions which must
be staffed. It has been assumed that senior personnel, when required,
would accept assignment overseas when in the interests of FBIS and the
Agency. Nevertheless, the notice outlining the policy on directed
assignments is being revised and reissued to make clear that managerial
personnel, GS-14 and above, are subject to directed assignment when
required.
D12. The D/FBIS develop training programs to assist newly
appointed bureau chiefs and their deputies in areas of supervision and
financial management and to familiarize new editors with field procedures
and area background--and to provide, as required, some language training
for employees and their spouses--before they depart for overseas service.
Response. In regard to better preparation of bureau chiefs, FBIS will
utilize the facilities of OTR for such courses as Fundamentals of
Supervision, Fundamentals of Administration, Management Seminar, etc.,
and will develop several FBIS courses: a tutorial program on bureau
financial procedures, a seminar composed of former bureau chiefs, a
program with the Department of State on the interagency wage and classi-
fication system for foreign national employees, and FSI area courses.
For better training of editors, in addition to continuation of the
12-week foreign field operational training, FBIS is providing a formal
in-house editorial training program that includes 2 weeks of daily
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courses (2 hours each) on field procedures, a week an the FBIS Wire
Service, and work on the Daily Report area publication related to the
area of projected field assignment. Language training is encouraged to
the extent possible within the constraints of limited training money
and the personal time available of the individual. In addition, FBIS
employees are enrolled in language classes in French and Spanish now
conducted by OTE in the Key Building.
1)14. The D/FBIS consider publishing a handbook which explains
promotion criteria and the procedures of the new panel evaluation
system.
Response. FBIS has considered the recommendation for an RF Career
Subgroup Evaluation Handbook and we have reviewed the DDO Career
Service Personnel Evaluation System handbook. We believe an FBIS
Handbook would be worthwhile and useful to desk officers, supervisors
and managers alike. Mich of the material on employee evaluation now
exists in the form of FBIS Notices but these Notices have been issued
over a period of several years and are not grouped together for ease of
reading. In addition to material on evaluation, we will broaden the
contents of the handbook to include all current issuances pertaining
to career development/career management in FBIS. An RF Career Subgroup
Personnel Handbook would indeed supplement the DDSU and pending Agency
handbooks on personnel management. The FBIS Career Management Officer
has been instructed to begin preparation of the FBIS Handbook.
D15. The D/FBIS require the Production Group to strengthen the
supeliTgory responsibilities of division and branch managers within
Production Group with regard to both performance standards of personnel
and the quality of their product.
Response. Group nanagement will pursue the following:
1. Require greater involvement of division and branch chiefs in
monitoring the obligation of funds for translations by JPRS Independent
Contractors (IC's). Branch chiefs have already been instructed to
include in the PAR's of their program chiefs a specific duty focusing on
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the tracking of obligations/expenditures. Branch chiefs will similarly
be held responsible for branch expenditures and division chiefs for
division budgeting. Limited funds require a hard look at the content of
the product, which should sharpen quality control. Decisions on reprogram-
ming funds within the branch or division will require increased awareness
by managers at those levels of the value and quality of the product as
well as the performance standards of individuals responsible for the
Initial selection that leads to the obligation of those funds.
2. Require division and branch chiefs to strengthen the AWP system
by eliciting ideas for special projects from line personnel commensurate
with the latters' talents and interests. This will involve a thorough
review by division and branch chiefs of AWP's prepared by program chiefs
for and with the line officers before the AWP's are made final.
3. Provide appropriate training in managerial, counseling, and BU
practices for division and branch chiefs to the degree that availability
of training courses, funds and time permits.
4. While recognizing that program chiefs have first-line super-
visory responsibility over line officers, insure that branch chiefs
assist in providing new Information Officers/Foreign Documents (IO's)
needed guidance on selection of materials for JPRS translation, on
shorter forms of processing where feasible and warranted, and on pre-
paration of Contract Service Order (CSO) cards, to sharpen their
responsiveness to genuine Intelligence Community needs.
5. Require division and branch chiefs to do more questioning of
selections made by IO's, to insure that quality control begins properly
with the divisions; possibly by including a provision for establishing
a mechanism for regular review of selections in the program chiefs' AWP.
6. Require periodic branch meetings to discuss current themes
and trends in the processed media and in the branch's areas of expertise,
so as to help refocus the selection effort.
7. Encourage periodic meetings among Production Group, Analysis
Group, and DRD/Operations Group personnel, possibly attended by
appropriate NFAC office representatives, such as are now being sponsored
by East Europe Branch/ELAD, to discuss current substantive matters in a
given geographical area.
8. Require division and branch chiefs to establish closer contacts
with primary consumers to elicit feedback on product quality and responsive-
ness of selections to Community needs.
9. Encourage division and branch Chiefs to seek contributions from
desk-level employees in the formulation of policies which affect the way
the divisions and group are run; e.g., include them in budgetary pro-
cedures and reprogramming decisions, and in the writing of contributions
to division and group staffing papers.
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D16. The D/FBIS and C(Production Group explore ways in which to
encourage more effective use of and greater recognition of the unique
talent and knowledge of some officers of Production Group.
Response. When the IG report was written, the Foreign Press Note and
Foreign Press Nbmorandum were relatively new innovations of then C/Produc-
tion Group intended to provide IO's a means of showing creative initiative.
They have since proved successful in achieving that purpose and are
being used more frequently and by a growing cross-section of the IC's of
the three divisions. Since FPN's sent to embassies have drawn enthusiastic
comment and resulted in establishment of mutually beneficial information
exchanges, Production Group will seek to arrange with State that FPN's
be routinely sent to appropriate embassies through INR/OIL and relevant
desk officers.
Since its inception in the fall of 1979 the Language Incentive
Program and its concomitant awards, particularly the Language Use Award
CLUA), have been the single most effective innovation in recent years
for recognizing Agency language talents. Morale among Production Group
staffers has shown a marked improvement. The LUA has been a factor in
recruiting area specialists with the required political or SU knowledge
and language talent. The depth of appreciation of that program will be
cause for proportionately greater disappointment among IO's when word
reaches them of the recent proposals by the National Academy of Public
Administration which will significantly weaken the Language Incentive
Program. In particular, the NAPA recommendation to limit the LUA to
overseas positions will effectively deprive the program of its intended
purpose to provide recognition of and incentive to area specialists who
use language as a tool of their trade. FBIS feels that the NAPA recom-
mendation and its acceptance by Agency management is ill advised and
that the net result will be to leave the morale of Headquarters-assigned
area specialists in a worse state than before the program was instituted.
One of the more effective recent steps to recognize the unique
talents of Production Group officers has been the latitude worked out
in consultation with PMCD for awarding incumbency-only, non-supervisory
GS-13's to a limited number of exceptionally skilled personnel who are
recognized experts in their field. This has provided advancement
opportunities for some personnel and a heightened sense of personal and
professional value for many others. The Group will maintain its interest
in identifying suitable officers for this program, which does, however,
suffer in FBIS eyes from a major drawback: that PMCD reserves the right
to approve or disapprove FBIS candidates for incumbencies.
Production Group is reviewing certain of its more specialized areas
of concentration--particularly in the SU field--to determine whether
the value and depth of the expertise required warrants PMCD review with
an eye to upgrading assigned grade levels. While a rather tentative
step in this direction has been taken by way of the incumbency alloca-
tion program noted above, the purpose of such PMCD review would be to
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locate some grades permanently at the GS-13 and GS44 levels to recognize
unique contributions without requiring the expert involved to move from
substance to administration.
We will also seek to arrange the addition of badly needed clerical
positions, one to each division, to permit line officers more time for
substantive work.
C/Production Group has held a series of meetings with groups and
individuals within the Group to elicit their views an the IG recommenda-
tions. Their suggestions are under review and will be implemented to
the extent that they are both practicable and responsive to commonly
felt needs.
Within the limits of the feasible and the constraints on use of the
ADP Coordinator's time Production Group management will continue to
press for implementation of plans now in various stages of completion
for ADP projects which will facilitate the way IO's perform their daily
tasks: Automated production of language glossaries, automated processing
of contract service orders, and computerized storage and retrieval of
U.S.-Government-completed or planned translations; and further down the
road, full storage and retrieval of JPRS materials with concomitant
indexing of their content.
As a further means of recognizing unique talents, C/Production Group
has issued a policy statement encouraging wider use of QSI's, Special
Achievement Awards, and other forms of recognition for deserving employees,
acknowledging the fact that Group management may have been unduly conserva-
tive in granting such awards.
D17. The D/FBIS issue unclassified written directives defining
the aafibrity of foreign national associate editors, including policy
guidance to enable them to cope with most of the selection and dissemina-
tion problems that might arise while they are exercising their responsi-
bilities.
Response. provides an
unclassified definition ot the authority of foreign national associate
editors. As regards policy guidance enabling associate editors to cope
with unusual selection and dissemination problems, all bureaus have
been provided with Executive Order 12036, and FBIS is drawing up unclas-
sified guidance based on the provisions of this order as they apply to
reporting on the activities of U.S. citizens, U.S. intelligence activities,
and dissemination of classified U.S. documents broadcast or printed by the
foreign media. Otherwise, FN associate editors are routinely trained in
handling selections and dissemination problems by the managers of the
bureaus in which they work.
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Response. FBIS managers have been alerted to this important aspect of
security. Bureaus are being monitored both through field visits of
Headquarters personnel and through periodic physical security inspections.
Recent inspection reports indicate the bureaus are complying with these
directives.
D21. The D/FBIS appoint a Foreign National Coordination Officer
to coFfainate with appropriate components of the Agency and with the
Department of State, as necessary, on natters affecting the administration
of FBIS foreign national employees.
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Response. FBIS has established a Foreign National Panel composed of senior
IS operations and administrative officers who have been meeting periodi-
cally over the past year. The panel is permanently constituted and
addresses every aspect of Foreign National management. The appointment
of an additional officer is considered redundant as the chairman of the
FN Panel fulfills the role envisioned for a Foreign National Coordination
Officer.
D22. The D/FBIS expand the Foreign National Panel to include the
ForeQFNational Coordinator and invite other Agency components to
appoint representatives to the panel in order to examine the status
of FBIS foreign national employees worldwide and make appropriate recom-
mendations for change.
Response. The FN Panel calls upon other Agency components to contribute
to its deliberations. However, because of the variety of subject matter
addressed by the panel the appointment of personnel from other components
on a regular basis would not be effective. As an example, a representa-
tive from PMCD would not be a contributor unless the subject matter
dealt with wage or classification.
Response. Arrangements have been made for safety inspections on a
continuing basis for all FBIS components.
D24. The D/FBIS determine the propriety of sanitizing Agency
regulaions for dissemination as FB's and determine if more effective
and efficient options are available than the duplication effort now
involved.
Response. FBIS has obtained approval to utilize Agency field regulations
vice our sanitized versions and these have been distributed to the field.
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(p. 17, Personnel Management) The D/FBIS strengthen the integrity
of FBIS fitness reports.
Response, The importance of the Performance Appraisal Report is being
emphasized through the new panel procedures, by instructions to supervisors
and by inclusion in a Personnel Management Handbook.
(p. 23, AG) The D/FBIS examine and clarify the role of the
Analysis Group in the quality control of FBIS publications.
Response. The Analysis Group's integral role in FBIS, including the
part it plays in the quality control of FBIS reporting, has been defined
in a memorandum from D/FBIS to the DDSU dated 29 February 1980,
subject: "Review of Analysis Group Role in FBIS." The D/FBIS is
satisfied that AG's quality control function is generally understood
and appropriately exercised.
(p. 23, AG ) The D/FBIS, in consultation with the Comptroller, resolve
the issue of the GS-14 position for the senior China analyst in the
Analysis Group.
Response. The position has been reprogrammed internally and is filled
with a highly qualified specialist in Chinese political affairs. Approval
of the grade level awaits PMO D review.
(p. 65, Ops Group) The D/FBIS continue to address and seek to
improve the staffing and morale of its Communications, Field Coverage,
and Engineering staffs.
Response. Significant progress has been made during the past year.
Several new officers who were seeking a career Change were transferred
into FCS from within FBIS, notably from the Communications Center.
These officers are now undergoing Headquarters training. An ambitious
series of training and cruising TDY's have been planned for FY-81 to
bring these new FCS employees up to full professional competence.
However, stringent controls over travel funds may prove to be a barrier
to full attainment of this goal. In addition FBIS has established a new
full-time staff cruising position at Tel Aviv Bureau. This position has
been filled by one of the new transfers from Communications Center and
it is expected that he will provide cruising support on call to the
other Middle East bureaus.
In the Engineering Design and Support Staff, a major step forward
was made with the assignment of a senior OSO officer to the position of
Chief, Engineering Design and Support Staff on a rotational basis. This
move was a major force behind a marked upturn in morale and staff
confidence. This officer brought into FBIS a dynamic and imaginative
approach to FBIS technical problems. Owing to his personal qualities
and his contacts with industry and throughout the Agency and other parts
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of the Government, he conducted a major overhaul of FBIS engineering
philosophy and planning and has developed roadmaps for the forward
movement of our engineering projects for the next several years. Among
these achievements is the development of the fully automated remote
monitoring system. This forward-looking management has gone far to
raise morale in the Engineering Design and Support Staff. Nbreover, he
has been able to recruit several talented junior technical officers who
are beginning careers in FBIS,
There is, however, no escaping the fact that morale and replacement
of essential skills in the Communications, Field Coverage, and Engineer-
ing staffs continue and will continue to be adversely affected by the
PMCD regradings of 1977. Communications Center's grade structure,
capped at GS-08, offers little in the way of career incentive or upward
mobility, and morale in Field Coverage Staff and in the Engineering
Design and Support Staff have still not recovered from the effects of
the PMD review and downgradings. We are continuing to discuss the
engineering positions with PMCD.
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The following recommendations and responses relate to FBIS field
bureaus:
1. C/London Bureau institute a standardized editorial policy at
LondOE Bureau.
Response. Developing a standardized editorial policy for London Bureau
as been studied and determined to be impractical. We believe the IG
may have been attracted by the fact that London Bureau's Press Monitoring
Unit (PMU) has a fairly structured editorial policy and may have felt
something similar could be usefully applied to relieve pressure in the
editorial room. The two operations are essentially quite dissimilar and
thus follow dissimilar editorial procedures.
The PMU deals with a finite number of countries and sources, and
source content can be predicted with a reasonable degree of accuracy.
Specialization is the rule. There is no shift work and time pressure
is considerably less than in the editorial room. PMU also is backstopped
by FBIS Headquarters which receives the same source materials.
In contrast, London' editors do not have the opportunity to specialize
as do personnel in the PMU or editors at smaller bureaus with more limited
coverage areas. London Bureau has responsibility for covering some 50
countries and 300 sources. Over two million words of translated material
are filed to Washington and lateral consumers each month. The editorial
room is open around the clock every day of the year. Information arrives
from BBC constantly, randomly, and unpredictably depending upon breaking
world events. Thus editors are required to work in a fast-moving environ-
ment which demands high flexibility. The editor who is working on Soviet
copy one minute may find himself the next minute covering a coup in
Uganda.
Substantial formal and ad hoc requirements and guidance are made
available by Headquarters and bureau management to guide editors in
their selection and reporting on events from their extended coverage
area. But the very breadth and nature of London/BBC's broadcast
coverage of rapidly changing international situations requires editors
often to act in advance of receiving written guidance, relying on common
sense, their knowledge of current events and basic selection criteria
acquired through training and experience, and understanding of Community
needs.
A single document combining or consolidating existing guidance and
requirements would either be so detailed and cumbersome as to be impracti-
cal to work with or would be so general as to be virtually useless as
guidance. In any case it would be relatively obsolete before it reached
the editorial desk. There is moreover a constant interplay, by wire,
between London and Headquarters and other field bureaus to coordinate
coverage and to receive new requirements and delete inactive ones.
19
rs 171 77-7
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Since the IG inspection, London Bureau's editorial assistants
have been advanced to the status of full associate editors working
shifts and performing all regular editorial duties. This has increased
flexibility in the editorial roam and has resulted in a lessening of
pressure on the bureau's U.S. editorial staff.
20
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bLURET
7. The D/FBIS and C/Tel Aviv Bureau continue efforts to improve
recepTion from remote sites in Israel.
Response. Efforts to improve reception from the remote sites in Israel
have continued since the IG inspection. A. Staff cruising officer has
been assigned to Tel Aviv Bureau, and a thorough reception survey of both
sites was carried out by this officer and the Nicosia Bureau cruising
monitor in November. The Israeli Ministry of Communications has
agreed to expansion of the remote operation, including the installation
of additional equipment, and their PTT has acknowledged the bureau's
request for additional phone lines to move ahead on the project. The
exact final configuration of the bureau's remote systems will be decided
after the results of the cruising survey have been analyzed.
CIAID C'T
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Response. Plans to establish a permanent bureau in Greece have been
a an aned and the FBIS unit in Athens will be closed in January 1981,
with coverage transferred to the Nicosia Bureau.
14. The C/Athens Unit be required to prepare fitness reports on
the uTa's foreign employees.
Response. Fitness reports (PR's) were completed in October 1979 and are
now prepared annually. The unit is now being closed.
22
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',MOM .0?1114,
:risiMMH"P"at.^I
Response. The IG team's visit to Abidjan occurred only two months
after the bureau's move into permanent quarters and prior to completion
of the full antenna array. Since then extensive improvements and enlarge-
ment of the bureau's antenna systems have taken place and the following
countries have been added to the bureau's daily coverage: Mauritania,
Congo, the Central African Republic, and Chad. In addition, coverage
of Sierra Leone and Liberia has been substantially improved.
Negotiations with the Ivory Coast Government for use of their PTT
antenna field are continuing. FBIS' initial request was turned down,
but the matter is being pursued with, we feel, reasonable prospects of
success.
18. The D/FBIS instruct the Chief, Operations Group, in consulta-
tion ;Fah the Chief, Analysis Group and key consumers, to determine
whether Hong Kong Bureau may do more excerpting from PRC press articles
on which full texting is not mandatory.
Response. Action completed. Hong Kong Bureau understands and exercises
its latitude to excerpt any PRC press article on which full texting is
not mandatory. An SOP has been regularized for Analysis Group guidance,
coordinated through Operations Group, to assist the bureau in gearing
processing to the needs of key consumers.
23
411.11%, ?rel. Z.4.
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z
.?1
3i
19. C/Seoul Bureau arrange to provide formal English training
for foreign national employees, as needed.
Response. In progress. English language training has been provided for
the foreign national staff on a one-hour-per-day, five-day week basis,
under contract with a local English language training institute.
24
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