ANNUAL REPORT OFFICE OF TRAINING FISCAL YEAR 1972

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06207A000100060002-9
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 44
• Document Creation Date: December 9, 2016
• Document Release Date: August 10, 2001
• Sequence Number: 2
• Publication Date: July 25, 1972
• Content Type: REPORT

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ANNUAL REPORT
Office of Training
Fiscal Year 1972
I. Major Developments
B. New Coverages
1. Economic
a. OTR, in coordination with the Director of the Office of
Economic Research conducted a seminar on the New Directions in CIA's
Support of U.S. International Economic Policy. The Seminar was the
first of its kind and was given for an audience of 320 Agency employees.
It was held on 30 May in the Auditorium at Headquarters.
b. The purpose of this Seminar was to provide an orienta-
tion for collection officers, research analysts outside of OER who deal
with economic intelligence as part of their work, and officers in elements
which support production. Coverage included a presentation by the D/OER
on ,the background of the economic problems of the U.S. , the emphasis
being given by U.S. policy makers to international economic questions,
and the increased demands for intelligence support. A panel of repre-
sentatives from IRS, DCS, FI Staff, and the Department of State spoke
on the response of collectors to the new emphasis on economic intelligence.
c. Ahead
(1) OTR plans to conduct one such economics seminar
a year.
d. Brief History
(1) The President's Foreign Intelligence Advisory Board,
in a July 1971 memorandum, requested the Director to give increased
priority to production of finished intelligence on international economic affairs.
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(2) This memorandum came at a time when the value
of the U.S. dollar was falling in world money markets, and shortly be-
fore President Nixon announced Phase I of his economic program. As
a result of these and other developments, the Director of the Office of
Economic Research received requests to produce studies on subjects
bearing on U.S. international economic policies. (Many of the requests
were levied by the President's Council on International Economic Policy.)
(3) In February, a representative from OTR met with
the D/OER to discuss the DTR's proposal to conduct a seminar on
economic intelligence. Thereafter brief meetings were held to deter-
mine the content of the Seminar. By April final arrangements were
agreed upon and the first seminar was conducted from 0900-1230 hours
on Tuesday, 30 May 1972. The Office of Training provided support to
the Seminar, including publication of a Special Bulletin (7-72) announcing
the program and handling the registrations for it.
2. Narcotics
a. Training for Agency Personnel
(1) The developing role of the Agency as well as its coor-
dination responsibilities and problems relating to narcotics intelligence were
introduced into several of the courses OTR conducts for Agency personnel.
By name, the courses are the Chiefs of Station Seminar, Counterintelligence
Operations, Operations Support, the Basic and Advanced Operations Courses,
the Midcareer Course, and the CIA Senior Seminar.
(2) A senior instructor from OTR served on a Working Group
chaired by the Deputy Director of Personnel and comprised of representatives
from the Offices of Medical Services and Security, and an officer from the
Clandestine Service. The group, holding its first meeting on 15 May, and in
subsequent meetings, developed a seminar on drug abuse for employee-parents
scheduled within the immediate period for assignments overseas. (The first
seminar was conducted on 12 July, with others scheduled through August.)
OTR'S responsibility is to moderate each session and to process registrations.
b. Training for Non-Agency Personnel
(1) OTR' s involvement centered around contact with the Buren.'
of Narcotics and Dangerous Drugs (BNDD) and, more recently, with the Bureau
of Customs. The activities of both agencies during this fiscal year reflected
priority attention to expanding their capabilities overseas. This development
involved OTR' s assistance mainly because both Bureaus, particularly BNDD,
were interested in developing a more professional capability in clandestine
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agent operations overseas. OTR responded to two formal requests: In April
1972 a one and one-half day series of briefings was given at BNDD Headquarters
for 18 Regional Intelligence Officers then stationed in the United States and
The briefings were conducted by officers from OTR, the DDI, and
CI Liaison, and were an introduction to intelligence activities, in-
cluding processing and production. Brief coverage of basic operational- con-
cepts included group discussions on narcotics intelligence responsibilities
over seas.
The second briefing was given in May for 25 Bureau of
Customs agents, also scheduled for overseas assignments. This was a one-
day program and the content was basically the same as that in the aforementioned :
April program.
c. Ahead: Changing Emphasis
(1) , It is expected that the next audience for the Seminars
will be employees stationed at I-Iadquarters. Plans also include OTR' s film-
ing the presentations presently being given by Agency speakers. As appropriate,
OTR will use the film in its courses.
The Working Group also is considering arranging a joint
program with the Department of State and Defense for adolescent children
proceeding overseas with their employee-parents. The extent of OTR' s role
in this program is undetermined.
(2) Training of BNDD and Customs personnel in clandestine
operational techniques has been comparatively limited. It is likely that these
agencies may request something more akin to purely covert training, at least
for selected officers. Otherwise it appears that the Joint International Narcotics
Control Training Program, which is being developed, will be handled primarily
by the Foreign Service Institute and will meet most of the training needs of
personnel from these agencies. OTR, in cooperation with the Clandestine
Service, will contribute to the effort as required.
d. Brief History
(1) OTR's involvement with matters relating to narcotics
intelligence began shortly after the President announced in 1969 that narcotics
was a.matter of foreign policy and identified responsibilities within the
Intelligence Community. In November 1969 the Director of the Bureau of
Narcotics and Dangerous Drugs (BNDD) requested that CIA provide guidance
and instruction to BNDD officers primarily on the 'development of clandestine
agent and informant operations abroad. Since the training capabilities and
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more precise needs of BNDD were not known, the Director of Training
recommended that an Agency officer make a survey in order to rain this
hrkrnnnd. BNDD agreed and in March 1970 an OTR officer
spent three weeks at BNDD on this task.
(2) It became clear that BNDD would require assistance
in all aspects of tradecraft training in order to develop viable, long-range
clandestine operations and that this could not be accomplished by briefings
and other short-term .programs of instruction, or with existing BNDD
resources. No specific Agency assistance was detailed, however, and
there was no immediate BNDD response to the survey. The apparent con-
sensus within CIA was that our assistance would be limited to ad hoc support
to help meet their developing needs and with no intention of getting deeply
involved, at least at that time.
(3) Meanwhile, in October 1970 OTR organized a two-day
seminar on narcotics and drugs for CIA employees. The briefing was given
by BNDD officers in the Main Auditorium for approximately 500 employees.
There were no further developments involving OTR until November 1971
whe CIA Liaison, received a request from the Acting
Chief, Strategic Intelligence Office, BNDD, for basic tradecraft instruction
for four to five officers scheduled for overseas assignments. The request
was withdrawn shortly thereafter without explanation. The following month,
December 1971, BNDD submitted a request for assistance in training selected
officers in "intelligence operations." After discussions with BNDD officers
their desires were more clearly identified and on 24 and 25 April 1972 a
DDP-approved briefing was held at BNDD Headquarters for 18 Regional
Intelligence Officers. The briefing was essentially an "Introduction to
Intelligence" supplemented by very basic coverage of clandestine operational
concepts and some discussion of narcotics intelligence responsibilities.
(4) In response to a memorandum of recommendation from
the Executive Director of the Cabinet Committee on International Narcotics
Collection (CCINC) officers from OTR, DDI and Cl/Liaison provided about
eight hours of briefing on 23 and 26 May 1972 to 25 Bureau of Customs officers
scheduled for assignment overseas. The briefing was inserted into a three-
week FSI- sponsored program and was essentially a concentrated version of
coverage provided in the briefing of BNDD officers in April. The same
'GOING recommendations have resulted in assignment of responsibility to
the Director of the Foreign Service Institute to provide a training program
for BNDD and Customs officers on a scheduled basis.
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(5) Chronology and Archival Documents appear in
Attachment B.
3. Southeast Asia
a. OTR' s support to programs being conducted in Southeast
Asia in Fiscal Year 1972 is represented in the statistic that eight instructors
completed TDY assignments and three were PCS to the area. Most of the
assignments involved tradecraft training. Some were involved in conducting
operations.
b. OTR conducted six runnings of the Vietnam Paramilitary
Operations Course for 104 Agency employees. The course is primarily one
of weapons familiarization and mapping.
D. CIA In the Intelligence Community
1. Three activities within the Office of Training were in support
to the Intelligence Community: Specialized operations training, briefings
on CIA and its role in the Community, and the present plan to establish an
Information Science Training Program.
2 E>41 A
a. Defensive Driving
(1) Five Secret Service officers and five officers from
the Department of State participated in one of nine one-day presentations
of Defensive Driving techniques. The instruction
included the nature of the thrust stemming from increased
incidents of vehicular kidnapping, particularly in Latin America, and a
demonstration of and practice in application of the techniques of defensive
driving.
Of Note: FE Division included in-
struction on Defensive Driving, using the film primarily, in presentations
at the Vietnam Training Center of the Foreign Service Institute.
(2) Ahead
It is expected that requirements for this instruction
will increase moderately. (Department of State has already requested training
in defensive driving for 12 of its officers.)
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25X1A C.
Of Note: A member of the Psychological Services Staff,
OMS, also gave presentations (OTR' s role in the 25X1A
25X1A program is summarized in II D e of Attachments A and
B.)
d. Briefings
In FY 72, briefings covering the organization of the
Community, CIA and its role in it, the National Security Council, various
phases of the intelligence process, China, communism, and the USSR
were given in 90 separate sessions for audionces totaling 2600 employees
from the Department of State, including AID, DOD, the Bureau of Customs,
and the BNDD. Most of the briefings were for students in classes conducted
at their facilities. Individual briefings of U.S. officials are included in the
total figure.
In addition, OTR provided support to 15 programs conducted
at CIA's Headquarters for 500 representatives from State and Defense. Most
of the programs involved CIA's participation at the Deputy Director level.
2. Information Science Training Program
a. In FY 72 executive responsibility for the USIB-sponsored
Information Science Program, formerly under the Defense Intelligence Agency
was assumed by CIA. OTR had responsibility for negotiating the action.
In the last 60 days of FY 72 negotiations were completed with the Director
of the Defense Intelligence School for the use of their facilities in FY 73.
b. Ahead
CIA will jointly staff the faculty with NSA and DIA, under.
OTR's management. The new program, consisting of three courses, will
begin in September. Courses will be open to USIB members.
Guidance provided by the Executive Director-Comptroller
suggests the desirability of bringing the program on CIA premises in FY 74,
giving greater emphasis to the needs for the training of CIA personnel.
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ATTACHMENT A
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c. Brief History
(1) A PFIAB memo to the President on 15 June 1965
stressed the need for improvement in the storage and retrieval of the
intelligence product and recommended the training and retraining of
personnel engaged in information-handling activities and in systems think-
ing and systems skills, suggesting that both senior administrative personnel
and more junior operating people should acquire new abilities and attitudes
to discharge the responsibilities associated with the enormous file and
distribution system of the Intelligence Community.
(2) In March 1967 in his memorandum to the Secretary of
Defense, the DCI requested DIA to develop specialized courses for personnel
of the Intelligence Community. It requested 'development of specialized
courses by DIA, starting in FY 69.
(3) , And a directive in December 67 established the Infor-
mation Science Center at its Def,ense Intelligence School to develop infor-
mation science courses in order to meet the requirements of the Intelligence
Community.
(4) In a memo to the Chairman, USIB, dated 3 February 72,
it was stated that it would be necessary to close the Information Science
Center by 30 June 1972 due to Department of Defense budgetary cuts and
reductions in other resources. It noted that DIA could arrange classroom
space and faculty offices for a continuing program if other Intelligence
Community members wished to provide funds or personnel.
(5) Mr. Colby, Executive Director-Comptroller, on
23 May 1972, informed DLA that CIA desired to conduct under CIA manage-
ment, various information science courses at the Information Science Center
in FY 1973 pending determination of longer-range requirements and a more
permanent solution, thus accepting the DIA offer of facility support.
2E>41A E. Budget Trends
Two proposals reflect a trend in OTR' s level of support to operations:
Establishment of the Information Science Training Program on CIA premises,
and the transfer to the Clandestine Service.
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ATTAVIMENT A
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II. Major Accomplishments and Failings
D. Support
1. Training
a. CIA Senior Seminar
(1) The CIA Senior Seminar was successfully established
in FY 72. The first was conducted for twenty Agency officers for the nine
weeks from 19 September through 24 November 1971, and the second, also
nine weeks, for nineteen officers from 12 March through 12 May 1972. The
Seminar represented the most advanced training program conducted by the
U.S. Government in the field of intelligence activities, organization and
management and related matters which have a direct bearing on CIA and
U.S. intelligence. The level of the subject-matter was equivalent to that
of the Senior Seminar in Foreign Policy and the National War College.
(2) Recognized academic authorities, top officials from
other government agencies and knowledgeable officers from throughout CIA
were invited to lecture and discuss with the Seminar members a wide variety
of subjects; the scope of each presentation was worked out by the Senior
Seminar Staff/OTR with guest speakers. In selected instances, they were
invited to take part as members of panels. Much of the Seminar learning
also came by means of sharing of knowledge and experience by the partici-
pating officers, who ranged from Grade GS-15 through GS-18; through their
exchanges with guest-speakers, staff-led discussions within the Seminar
and smaller groups, work on team problems, and talks to the Seminar by
each participating officer. Films, visits to facilities and to other agencies,
and field trips rounded out the program.
3 Subject-matter covered included: an initial week
25X1A conducted on management training; the
missions and tasks ol CIA as these are evolving and meeting changing U.S.
requirements; current developments in national security policy, analyses
of and projections for major foreign countries and critical overseas areas;
challenges and problems facing top management of CIA and developments
within the Intelligence Community; new analytical methodologies; CIA's
relationships with other parts of government; and changing domestic con-
ditions and trends which impact on CIA.
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(4) The two FY 1972 runnings of the Seminar were
subjected to thorough evaluations, as they proceeded and at their con-
clusion, by the Seminar participants. These showed a remarkably solid
consensus that the initial runnings were of high quality, that the objectives
of the Seminar were met and that attendance was worthwhile to the parti-
cipants and of value to the Agency in terms of participating officers time
and Seminar costs. The feedback was also helpful in identifying areas
which might be improved or changed in order to strengthen the Seminar
in future runnings.
(5) Ahead
At a Deputies Meeting on 7 July 1972, the Executive
Director-Comptroller decided that: the Seminar would be run once a year in
January for a group of 25 to 30 officers who )have at least one promotion
ahead of them. Participants may be in grades GS-15 and above; attendance
by an officer does not preclude attendance at senior external training programs.
(6), Brief History
After a planning phase which began in January 1971,
the CIA Senior Seminar--a two-month training program for supergrade
and promising GS-15 officers-- was initiated in FY 1972. Prior to running
the Seminar an in-depth analysis of the age, work-experience, job-mobility,
training and other characteristics of CIA's senior officer population was
made. Extensive consultation with officers throughout the Agency on the
needs of our senior personnel subject-matter and resources to be utilized,
was undertaken.
From this preliminary work the objectives of the
Seminar were set forth as follows:
(a) To enable Seminar participants to develop.
greater insight into the problems and pressures facing CIA's manage-
ment, the processes of change within the Agency and its external re-
lationships, and developments in American society which are relevant
to CIA as an organization.
(b) To acquaint Seminar participants with current
thinking on U.S. Foreign policy equities and developments abroad which are
the intelligence collection and analysis and covert action targets of CIA.
(c) To provide an opportunity for Seminar partici-
pants to sharpen their management skills and to broaden their understanding
of colleagues and subordinates.
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ATTACHMENT A
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During the planning period, the Senior Seminar Staff
consisting of six officers, a training assistant and a secretary was assembled;
the officers included one on detail from the Clandestine Service, one from
the Science and Technology Directorate and a Career Trainee on interim
assignment. The subject-matter needed to conduct the Seminar was deter-
mined and organized, potential speakers were identified and cleared, and
schedules were prepared. The Seminar suite was designed, furnishings
were ordered and the area occupied with the move into the Chamber of
Commerce Building in late August. In sum, a multiplicity of details in-
volved in launching a new and complex training program such as the Senior
Seminar were worked out, in time for the first session in September.
b. Language Development
(1) In FY 72 the study of foreign languages at and through
the OTR's Language School reached an all-time high of 687. The number
of employees at the School was 558 or an increase of 57 over the previous
fiscal year. Enrollment in the J3efore-and-After-Hours-Language Training
Program (conducted at various Agency locations) rose to 129, an increase
of 24. Twenty-three languages were studied.
(2) Ahead
What new requirements that may be levied on the
Language School will, in the main, depend on the recommendations emerg-
ing from the Annual Report, FY 72, of the Language Development Committee.
This report to the Director from the DDTR who is Chairman of the
Committee is dated 21 July 1972.
(3) Brief History
Of historical note in FY 72 are the following:
(a) Part-time courses for dependents were introduced:
in French and Spanish.
(b) The study of Russian at the Headquarters Building
was substantially increased by opening programs already organized for two
components (SB Division and the Office of Economic Research) to employees
from other offices.
(c) Vietnamese dropped off dramatically from annual
enrollments of 15-20 students to two students. The Vietnamese faculty was
reduced. Enrollments in Lao and Thai increased steadily during the year.
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(d) Arabic was dropped from the curriculum of
language courses.
(e) The cassette loan program, introduced in
FY 71 grew significantly during FY 72. Approximately 220 employees
used cassettes as part of a home-study program.
(f) The language laboratory at Headquarters building
was converted to cassette format.
(g) A series (130) of Lao tapes was produced within
the Language School. It is estimated to be the most comprehensive set
of Lao tapes in the world.
(h) The Language School published two issues of a
new journal, Language Highlights, to stimulate interest in language study
and to publicize the programs of the Agency's Language Development
Committee.
c. Career Training Program (CTP)
(1) During FY 72 the Program Officers on the CTP Staff
brought 69 Career Trainees (CTs) on duty with the Agency, 19 of whom
were recruited for the Class that began in July 1972. Of the 69 there were
47 Externals and 22 Internals.
Fifty-nine CTs completed 113 different interim assign-
ments. The spread among the directorates was: CS-62; Intelligence-40;
Support-7; Science and Technology-3; and the Office of the Director-1.
Forty -four CTs were transferred off OTR's rolls
after having completed their initial formal training and interim assign-
ments. Twenty-four were placed in the CS; 15 in the Intelligence Directorate
and 5 in the Support Directorate.
(2) The most significant advancement in the CTP in FY 72
was the increasing success of the interim assignment phase of the Program.
Beginning with the Class of July 71, the initial formal training of CTs was
reduced by 12 weeks. OTR' s Curriculum Council determined that on-the-job
experience would be more profitable in developing fuller understanding of
the Agency's over-all operational activities than classroom lectures and
exercises. Emphasis was thus directed to finding specifically tailored
interim assignments (3 months each) for CTs. Component supervisors,
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L,IIMENT A
it was found, gave fuller support to accepting the trainees for the short-term
and as a consequence of the professional contributions made by the CTs as
a whole, requests for their services exceeded the supply.
(3) Ahead
The CTP Staff, in consultation with supervisors of
the CTs and more often, from discussions with the CTs themselves, have
learned that there may be some need for additional training before interim
assignments begin. This appears to be the case with the External CTs
assigned to the Clandestine Service. If the pattern continues to develop
to indicate that the trainees are insufficiently prepared for this particular
on-the-job training, OTR will reprogram th'e initial formal phase of train-
ing as necessary.
, 'Beginning in late spring, FY 72, two Program Officers
traveled to California where, in cooperation with Agency recruiters, they
interviewed area applicants for the Program. The effort resulted in a
savings in time for both the applicant and the officer and a savings in
Agency monies. It is expected that much of the initial interviews of CT
applicants will be handled this way in FY 73.
(4) Brief History: (Interim Assignment Phase)
(Please note that the History of the Program through
1965 has just been completed. It is being reviewed for final publication.)
The Interim Assignment Phase of the CTP began in
FY 71 and encountered difficulties in its first year of operation, one
reason being that the objectives were not clearly understood among -
supervisors in the components. Since then, and largely with experience,
including feedback from the CTs and their supervisors, problems are
of no serious magnitude. The plan is receiving strong support throughout
the Agency and is effective as on-the-job training and as the principal
vehicle through which Program Officers determine placement of the
Career Trainees.
d. Training and Personnel Development
(1) During FY 1972, OTR developed, and is about to
publish as part of its new Training Catalog, a plan for systematic use
of training as a major instrument of career planning and personnel develop-
ment throughout the Agency.
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(2) Devised by the OTR Curriculum Council at the
suggestion of the Director of Training, this plan or "Profile of Courses"
consists of five categories of training available to Agency managers
and training officers for meeting both the immediate and long-term
training needs of their personnel. They- include:
(a) the core program of courses providing
coverage on a broad basis of Agency responsibilities, activities, and
problems; matters relating to the intelligence profession and community;
and major international situations and issues. The six courses in this
category are recommended at specific stages of an individual's career,
1. e. , entry-on-duty period and the first five years of employment; the
intermediate period of between 5 and 15 years' employment; and the
senior stage achieved after perhaps 15 or rriore years of service.
(b) courses in general skills training provided
by the Office of Training for application Agencywide, viz. , effective
writing and briefing, broad mapagerial and supervisory skills, etc.
(c) specialized skills training conducted by the
Office of Training and by operating components throughout the Agency
to provide or enhance employee qualifications for carrying out specific
functions or tasks as, for example, intelligence collection and production,
finance administration, imagery analysis, operation of communications
systems, etc.
(d) external training, both general and specialized,
at academic institutions, senior service schools, commercial and in-
dustrial facilities, and similar institutions. Training of this type is
available both full-time and part-time.
(e) foreign language training, internal and ex-
ternal, including overseas, to satisfy the extensive needs of Agency
personnel in performance of duties abroad and at Headquarters.
Specific courses and opportunities in each of these
categories are described in detail in the plan developed by OTR.
(3) Brief History
(a) This entire effort was given marked impetus with
the appointment of Mr. William E. Colby, first as Acting Executive
Director-Coinptroller in late 1971, and by his formal appointment to the
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COrtiff ATTACHMENT A
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position on I March 1972. He has called upon the Office of Personnel
to provide an overall personnel development plan within the Agency and
directed the Office ,of Training to integrate its own training profile,
with particular emPhasis on management and information science train-
ing, with the personnel development program now under study in the
Office of Personnel. At the same time, Mr. Colby instructed OTR to
incorporate elements of management and information science training
into its core courses so that larger numbers of Agency officers would
benefit from increased knowledge about these fields.
(b) By the close of FY 1972, several steps had al-
ready been taken to implement these directives. OTR has acquired con-
trol of the Information Science Center, described in Major Developments
(D. 3) and is planning to introduce elements from ISC training programs
into three of its courses by end of Calendar 1972 and into at least two others
by the end of the current fiscal year. ISC' s) basic courses will also be
available to larger numbers of Agency officers than previously, when the
Center was under management of the Defense Intelligence School.
(c) Largely as a result of Mr. Colby's stress
on management training, OTR incorporated two management courses--
the Managerial Grid and the Fundamentals of Supervision and Manage-
ment--into its program of core courses. Additionally, elements of
management training have already been included in other core courses
(Intelligence and World Affairs and the Senior Seminar) and will be
introduced into another (the Midcareer Course) in fall 1972.
25X1C Program
e.
25X1C
(1) In FY 1972 the one-day briefings
and film, was given 79 times to a total of 1266 employees, representing
the following major components: 0/DCI-1; CS-671; Support-514; Intelli-
gence-42; Science and Technology-38.
(2) On 9 November 1971 the program was made mandatory
by the Deputy Director for Plans for employees being assigned to field
stations classified B, C, or D in the listing of hazardous areas. The
requirements has come to be applied to employees on TDY. The two
factors brought a sharp increase in both attendance and the number of
presentations of the program.
25X1C
(3) Brief History
pprove or e ease
25X1C
2E>41A
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ATTACHMENT A
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The program was developed jointly with the Psy-
chological Services Staff of OMS. The first course was presented on
1 October 1970. On 9 November 1971 it was made mandatory for all
personnel traveling to stations in high-riSk areas.
f. Statistical Summary of Training Completed in FY 1972
(1) Internal
(a) For Agency employees, OTR conducted 64
courses (excepting those in foreign languages) in 350 separate classes,
for a total attendance of 5900, representing 47, 400 student days.
(b) In lariguage training there were 212 classes
(104 full-time and 92 part-time) for 558 students (93 carry-overs from
FY 71) for a total of 18, 700 student days. In addition, 11 classes at
the first and second-year level were conducted for 129 employees in
French, German, Russian, and Spanish, for a total of 1800 student days.
(2) For Non-Agency personnel 164 briefings (one hour
to 2 days) were conducted for audiences totaling 4600. This total includes
21 academic and 10 business groups.
(3) External Training
OTR administered th.e Agency's external training
program which required processing applications totaling 2750 for approxi-
mately 1350 courses and involving 275 domestic facilities. In this total
were applications of those senior officers attending programs under the
purview of the Training Selection Board.
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CONMENTIAL
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IACEIMENT A
*
g.
*Management Improvement
(1)
(2)
(3)
Curriculum Council and Board of Visitors
Centralization of OTR s Headquarters components
Records: Survey and Microfilming
To be included in OMB's Management Review and
Improvement Program
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17
.ATTACHMENT B
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ANNUAL REPORT
Office of Training
Fiscal Year 1972
I. Major Developments
B. Newrges
1. Economics
a. Chronology
July 1971
23 February 1972
27 April 1972
5 May 1972
30 May 1972
lease 2001
PFrAB requested DCI to increase
priority on production of intelli-
gence, international economic
affairs.
First meeting between Deputy
Chief of the School of Intelligence
and World Affairs and Dr. Maurice
Ernst, Director of Office of Economic
Research, CIA, to discuss proposal
and to examine suggested coverage.
Initial agreement reached to present
the Seminar to a large Agency
audience.
Meeting with DC/SIWA. and D/OER to
discuss final arrangements for the
Seminar.
Special Bulletin (OTR), No. 7-72, to
All Training Officers in the Agency.
Text included background, purpose,
and content of scheduled Seminar.
Seminar conducted in _Auditorium at
Headquarters for a total of 320 Agency
employees.
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Al U.1-11V1E1\11 ii
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2E>lA
b. Key Documents
Memo to DCI from PFIAB, dtd July 1971.
OTR Special Bulletin 7-72, dtd _q May 72, sub5; New
Directions in CIA's Support of US International Economic
Policy.
2. Narcotics
a. Chronology: Training for Ags_ncy Personnel
15 May 1972
First meeting of Working Group on
Drug Abuse. Chaired by
Deputy Director of Person-
nel, with representatives from OMS,
Security, FE Support, and OTR.
30 May Working Group meeting.
6 June Working Group meeting. Discussion
of drafts of: Statement of Under-
standing, to be filled in by employee-
parents going overseas; book dispatch
requesting information from stations
and bases; Agency Notice announcing
Drug Abuse Seminar.
13 June
16 June
Working Group meeting.
Memo sent to DD/S with drafts of
book dispatch, brief outline of
coverage in Drug Abuse Seminar;
draft Statement of Understanding;
and draft Headquarters Notice.
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FY 1973
3 July 1972 Working Group meeting. Final revisions
MIA of Headquarters Notice.
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2E>41A
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MIA
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c. Key Documents: Training for Agency Personnel.
Minutes of the Working Group on Drug Abuse, 15 May,
30 May, 6 June, and 13 June.
Memo for DD/S from DD/Pers, subj:
Drug Seminar Program, dtd 16 June 72.
FY 73
Drug Abuse, not dated (July).
d. Key Documents: Training for Non-Agency Personnel
Memo to DD/P dtd 8 June 1970,
subj: Support to BNDD - Training in Clandestine
Operations.
Memo for DTII from , OS/TR, dtd 14
April 1970, subj: Survey of Training in BNDD.
Memo for DD/S from DTR, dtd 7 May 1970, subj:
Support of Training Program Conducted by NBDD.
25X1A
OTR Special Bulletin dtd 18 Sept 1970, subj: 25X1A
Narcotics and Dangerous Drugs (Announcement of
Forum in Auditorium on this subject)
Memo tc froi
AC/Strategicintelligence 1CO, D, dtd 23 Nov 71,
subj: Tradecraft Training.
Memo to BNDD, dtd
7 Dec 71, subj: Training.
Memo for DTR from DC/OS/TR, dtd 13 Jan 72, subj:
BNDD Training Request.
Memo for DD/P from dtd 26 Jan 72; subj:
Agency Participation in Con erence of BNDD Regional
Intelligence Officers.
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d. Key Documents (Can't)
Memo for DTR from DC/OS/TR, dtd 28 April 72, subj:
Intelligence Briefing for BNDD Personnel.
Memo to from Egil Krogh, Jr. , ExDir,
Cabinet Committee on Narcotics Intelligence Control
(CCINC), dtd 13 April 72, subj: Specialized Training
for Narcotics Agents Assigned Overseas.
Memo to Egil Krogh, ExDir of CCINC from
CIA Member, Working Group of CCINC, dtd
9 May 72, subj: Specialized Training for Narcotics
Agents Assigned Overseas.
3. Southeast Asia
Chronology and Key Documents are represented in
memoranda of request to the DTR for instructional and
operational support.
2E>41A
D. CIA in the Intelligence Community
1. Training for Community Agencies
a. Defensi\i.e Driving
2E>41A
(1) Chronology
19 May 1970 WI-I Division requests Weapons training.
22 July 1970
Initial test
ducted.
25X1A
24 September 70 Preliminary report of besting
disseminated to WI-I field stations.
October 1970 Instruction in "Defensive Driving"
given to WH personnel.
12 November 70 Paper prepared on
5
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TTACIIMENT
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a. nolog (Cont)
February 1967
March 1967
Completion of a USIB study on systems
training for intelligence personnel in
response to the PFIA.B recommendation.
Request to the Secretary of Defense by
the Director of Central Intelligence for
the development of specialized informa-
tion science courses for the Intelligence
Community.
December 1967 Establishment of the Information Science
Center at the Defense Intelligence School.
March 1972 Closing of the Information Science Center
by the Defense Intelligence Agency.
May 1972
b. Key Documents
Assumption of responsibility for opera-
tion of an Information Science Training
Program in FY 1973 pending determina-
tion of longer-range requirements.
PFIAB memo to the President, dtd. 15 Jun 65, subj:
U.S. Intelligence Community Capabilities for Handling
Intelligence Information.
CODIB-D-113/5.7, dtd 2 Feb 67, subj: Systems Train-
ing for Intelligence Personnel.
DM memo to the Secretary of Defense, dtd. 25 Mar 67,
subj: Establishment of Training Courses at the Defense
Intelligence School in the Application of Information
Science Technology to Intelligence.
Secretary of Defense memo to the Director, DIA, d.td
13 Jun 67, subj: Training of Intelligence Personnel in
Information Science Technology.
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n
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1.,
ATTACHMENT B
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b. Key Documents (Con't)
DIA. memo, dtd 26 Dec 67, subj: Establishment of the
Information Science Center, DIAJT.
DIA memo for the Chairman, USII3, dtd 3 Feb 72, subj:
Closure of the Information Science Center.
Ltr from ExDir-Compt, CIA, to DIA, dtd 23 May 72.
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IL Major Accomplishments and Failings
D. Support
1. Training
a. CIA Senior Seminar
(1) Chronology
Reference Brief History
(2) Key Documents
Memo to ExDir-Compt, through DD/S, from DTR,
dtd. 16 Nov 70, subj: Proposal for a Senior Seminar.
, Memo to ExDir-Compt, through DD/S, from DTR,
dtd 27 May 71, subj: Announcement of the Senior
Seminar, w/att subj: Senior Seminar.
Memo to ExDir-Compt, through DD/S, from DTR,
dtd 24 June 71, subj: Security Clearances for the
Senior Seminar.
Memo to ExDir-Compt, through DD/S, from DTR,
dtd 8 July 71, subj: Papers on the Senior Seminar,
vv/att.
Memo to ExDir-Compt from DTR, dtd 17 Dec 71,
subj: Senior Seminar.
Memo to DTR from ExDir-Compt, dtd 7 Jan 72, subj:
Senior Seminar.
Memo to Deputy Directors from ExDir-Compt, dtd
14 Jan 72, subj: Senior Seminar.
Memo to DTR from C/SS, dtd 14 Dec 71, subj: Evalu-
ation of the Senior Seminar, w/atts. (Report on
Senior Seminar One)
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25X1A
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(2) Key Documents (Con't)
Memo to DTR from C/SS, dtd 15 May 72, subj:
Report on Senior Seminar Two, w/atts.
b. Language Development
(1) Chronology
None
(2) Key Documents
Annual Report of the Language Development Com-
mittee to the Director, dtd 21 July 1972.
dtd 4 Nov 70, subj: Language Develop-
ment Program, (currently under revision).
dtd 12 March 71, subj: CIA Language
Incentive Program.
Lguage_Highlights, Volume I, dtd August 71,
and Volume II, dtd Jan 72.
c. Career Training Program
(1) Chronology
None
(2) Key Documents
The Career Training Program Statement of Purpose
and Plan of Operation, dtd 18 Feb 70.
d. Training and Personnel Developments
(1) Chronol=
Reference Brief History
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25X1C
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25X1C
25X1C
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e.
(2) Key Documents
Memo to ExDir-Compt Designee from DTR, dtd
3 Jan 72, subj: Management Training.
Memo to DTR from ExDir-Compt Designee, dtd
14 Jan 72, subj: Management Training.
Memo to ExDir-Compt from DTR, dtd 17 Apr 72,
subj: Training and Career Development.
Memo to ExDir-Compt from DTR, dtd 5 May 72,
subj: Management Training.
(1). Chronology
22 November 1968
19 February 1969
29 November 1969
20 February 1970
12 March 1970
8 April 1970
DD/S indicates interest in proposal
but requests additional details on
Agency experience in this field and
a detailed proposed training program.
answers DD/S memorandum
on 19 February.
proposal sent to ExDir-Compt.
Proposal presented to Deputy
Director's meeting. Deputy Directors
defer consideration of proposal until
after their representatives attend a
test running of the course.
Test running of the
course presented for the representa-
tives of the Deputy Directors.
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25X1C
25X1C
25X1C
Memo for D/MS and DTR from DD/S, dtd 8 jun 70,
subj: Iraining.
Memo for .All Division and Staff Chiefs from Chief,
Operational Services, dtd 9 Nov 71, subj:
"ourse.
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Approved For Reltiosie 2001/08/29 : CIA-RDP78-06207A00006N
MEMORANDUM FOR: Director of Communications
Director of Finance
Director of Logistics
Director of Medical Services
Director of Personnel
Director of Security
croirector of Training
Chief, Support Services Staff
Special Support Assistant/DDS
SUBJECT : Agency Annual Report
17698
DD/S 72-2676
6 JUL 1972
1. The Executive Director-Comptroller has issued the attached
procedures and instructions for the Agency Annual Report for FY 1972.
2. Tab A shows the planned structure of the Agency Report. That
format is to be followed by each contributing component. Detailed instruc-
tions on the preparation of the report are contained at Tab B.
3. Each component identified at Tab C must prepare its own report.
The Directorate will prepare a summary statement, with your reports as
.attachments. Tab D contains supplementary instructions for the Support
Directorate.
4. Inputs on management direction can reference inputs to the Annual
Management Report which will be submitted during the same time frame in
response to Office of Management and Budget Circular No. A-44 (Revised) of
May 24, 1972.
5. Submissions should reach 0/D.DS by close of business 24 July 1972.
This report will also serve as the Agency Annual Report to the President's
Foreign Intelligence Advisory Board (PFIAB). Any questions should be referred
to the Plans Staff, 0/DDS, extension 6833.
M.41A
Atts?
oJert S. Wattles
Acting Deputy Director
for Support
t ..) .
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12) CT
urd
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MEMORANDUM FOR:
SUBJECT:
REFERENCE:
Tab B
27 June 1972
Addressees
Contributions to the Agency Annual Report
Memorandum from Executive Director-
Comptroller to Deputy Directors, 26 May 1972,.
Information Control -- Archives, History,
and Records
This memorandum provides guidance for the preparation of
the Annual Report on component activities, discussed in Para. 5.d.
of referenced memorandum.
General Note
1. Each contributing component (identified in Tab C) will
.prepare its submission as a single report which meets the require-
ments of the Agency Annual Report and also constitutes a brief
history of the most significant developments in the activities of
the reporting component for the fiscal year ending 30 June 1972.
The annual reporting procedure will alleviate the persistent time
gap which. has in the past characterized historical writing within
the Agency and will make available on a current basis to
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management and others having a need-to-know the highlights of the
history of the Agency based on its organizational units. It is
expected that these annual reports will reduce the requirement
for structurally oriented component histories and permit the
dedication of available writing resources more to topical and
programmatic histories involving Agency participation in major
international crises. The latter aspects of the CIA Historical
Program (Para. 5.c. of reference) will be described in a forth-
coming memorandum.
2. Components will organize their contributions to the
Agency Annual Report in the framework of the outline provided -
in Tab A of the instructions from the Executive Director-Comptroller,
as further explained in the following paragraphs of the present
memorandum.
I. Major Developments
3. In Part I. Major Developments, components will review
selectively the highlights of their activities during the past fiscal
year. Only the most significant developments of the year are to
be identified in this section, not all important activities; a more
expanded list of activities should be discussed in Part II, in
which each component will survey its Major Accomplishments
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and Failings more systematically. Activities may be
chosen for highlighting in Part I because of their
impact on very high priority standing requirements, or
because they represent major breakthroughs in coping with
priority target's. Part I reporting should also include.
component responses to major new requirements, such .as
changing aspects of present targets, new functions, and
new geog'raphic targets, particularly places where an
existing equilibrium was threatened or overturned
internal or external forces. Responses to the foregoing
will be made by components concerned with collection,
operational support, processing, exploitation, and production,
as appropriate. Components will also identify and review
the work of task forces under their jurisdiction created
to cope with special crises.
4. Replies should also discuss in the highlights
section significant changes in the environment in which
foreign intelligence activities are conducted, as the
consequence of policy shifts by established regimes
or changes in the establishment. Contributors should
note, when relevant, the impact on their operations
of new policy thrusts of the administration, the role of
Congress and Congressmen, and the temper of the press and
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public opinion. Attention should also be given to key
developments in the relations of components with other parts
of the intelligence community, either as collaborators,
customers, or sources of information and support.
Finally, responding components should summarize trends
in budget allocations for their activity as a whole -as
-well as by major aspects of their program.
5. To be effective, Part I. Major Developments
should not only highlight the activities which have
received most emphasis during the fiscal year but also
characterize clearly what major changes occurred in the
-goals and activities during the period. Employed as a
management tool the historical or developmental approach
is not concei'ned with an indiscriminate review of what
happened in the past, but provides an opportunity to
'identify trends and developments, including the rate,
amount, direction, scope, depth, and kind of change. This
kind of historical scrutiny, applied comprehensively,
begins with the ide'ntification of changes in the operational
? milieu, assesses the impact of these changes. on -objectives,
and then follows the course of the intelligence process
through the adjustment of requirements, replanning of
operations, and So on, to the evaluation of the new effor.
Contributors will be expected to respond appropriately
4
(Ti:NF:T
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for their portion of the process, not by presenting a
briefing of their program as it existed at some particular
time in the year, but by highlighting the major changes
in their activi.ty during the period.
11. njor Accomplishments and Failings
6. Most components will find their program-applies
to a single entry in this part of the PPB outline, although.
.? some may identify with more than one activity. As the
title of the section indicates, respondents are not expected
to provide a complete catalogue or postmortem of all of
thoir activities and projects., but rather to identify,
discuss, and rate their Performance in terms of major
successes and failures in a more detailed and systematic
manner than in Part I. As in the highlights section, the
emphasis is not to be on a static listing of all projects
but on developments in activities in which significant
changes occurred,: during the year. Subjects qualifying
for review in this ,section include important individual
successes in performance achieved by ongoing programs;
progress in research and development of new programs,
or in phasing new programs into operation; the degree
of success in
modifying existing programs and in meeting
new requirements; and achievements in improving the efficiency
or producti,vity of ongoing activa, (Achievements
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in R&D should be included if they are a part of the
activity of the component.) At all levels of activity
the emphasis will be on progress, evolution, and develop-
ment or, when relevant, retrogression, but not on static
description. Without becoming involved in the intricacies
of historiaal causation, explanations should show why
major actions were :Laken, especially new projects.
Results should similarly be assessed. Examples may be
used-to illustrate development, but. an example of suCcess
or failure does not necessarily reflect the movement during
the period unless it is compared with an earlier example
or with a benchmark of prpvious performance. Contributors
are expected to judge objectively what constitutes
accomplishment, employing criteria appropriate to the
activity. Such criteria may include customer satisfaction,
impact on the opposition, achievement of goals, and cosi:
effectiveness.
?
7. Although this report emphasizes historical
movement, the summary nature of the contribution will
limit the detail in which particular program elements
or activities can be discussed. Step-by-step accounts
of developments, meeting-by-meeting, and memorandum-by---
memorandum, as frequently encountered in component histories,
6
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must be digested and summarized on an aggregate rather
than an individual basis inorder to preserve the sense of
movement and contain the discussion within the framework
of 10 to 20 pages appropriate to an annual report. The
use of statistical tabulations to focus the presentation,
illustrate historical development, and limit the length
of the contribution is very much encouraged.
8. In Part II each component should showwith some:
specificity it response to the major new problems which
have arisen during the year and its progress or frustrations
in coping with priority continuing problems. Components
should disclose the elements and projects oftheir programs -
in sufficient detail that the major changes within each
level can be appreciated by reviewers and consumers,
III. Ahead
9, Tab A provides that, in summarizing prospects
and future plans, contributors will implicitly employ,
as a point of departure, past resource allocations, target
patterns, program emphasis, data manipulation techniques,
and management approaches. The outlook section of the
annual report may be of special interest in future reviews
of the effectiveness of program planning at several
management levels. Together with the foregoing section
it is also expected to constitute a source for subsequent
hisLoral writing
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Other Guidance
10. Chronolouies. In order to satisfy the need
for a concise annual report and simultaneously generate
a chronicle of component activities, each contributor
will, append to its submission a brief chronology of major
events relevant to its performance during the fiscal year.
These events, identified by day and month and succinctly
'described, may include events in other countries affecting
the activities of the component, the dates of component-7 '
inspird actions, dates of R&D breakthroughs, collection,
'procesSing, or production milestones, intelligence coups,
internal reorganizations, and changes in key personnel.
11. Key _Documents.- Every component submitting an
annual report will, as stipulated by the Executive Director's
referenced memorandum of 26 May 1972 (Para. 5.b.(1)),
include a list of "key documents and files for permanent
inclusion in Agency Archives." This list will be reviewed
within each unit "Lo ensure that the documents marked for
archival retention 'are neither excessive in detail, in
appropriately classified, nor incomplete through omissions.
A certificate to this effect will accompany the unit's
Annual report...
12. Supplementary written instructions will be
provided to meet the needs of eabh Directorate, The
Chief, CIA Historical Staff and the Directorate Histoical-
8
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Officers will provide additional guidance to assist components in
complying with the historical requirements as delineated in this
memorandum. Completed annual reports will be submitted to
the next senior command level for review and exploitation as
inputs into the Agency Annual Report. Following approval by
reviewing components, one copy will be transmitted to PPB by.
the Directorates as an enclosure to the Directorate contribution,
one copy will be returned to the component, and one copy lodged
in the Agency Archives. As required, compartmented annexes
can be compiled and held separately covering particularly
sensitive events..
2 E>4 1 A
CIA Historian
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STATSPEC
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%so
DCI Area.
OGG 0/DDP
OLC Component list provided
? IC separately
ONE
IC
DDI_
Tab C
26 June 1972
Contributors to the ._/_\zency_ Annual Report
DDP
DDS
DDS
0/DDI 0/DDS
Senior Research Staff SSA-DDS
CRS SSS-DDS
DOS
OF
'AS OL
OMS
OP
IRS
NPIC
OS
01301I
CCI OTR
OER
OS.P.,.
0/DDS&T
OF IL
ORD
OSA.
OCS
OSI
FIVISAC
OSP
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itior aa,010)
22 June 1972
Supplementary Guidance to DDS Components
1. This memorandum is intended to supplement
Tab B by providing more specific guidance to those
responsible for preparing DDS contributions to the
, Annual Report. The ? following suggestions are to be used
together with the instructions given in Tab B. From
their own expertise, DDS components will no doubt include.
other activities which they consider of primary importance
than those listed below.
2. For item 1, Major Developments:
a. Component participation in activities
that were reflected in revisions of existing agree-
ments or procedures in the support area -- communications,
security, and/or DOD relationships -- should be covered
under I D.
b. Significant budget trends (item I E)
reflected in the level of support to operations have
historical importance that should be reported and
documented.
c. Some comment should appear on the stand-
down of support activity
3. For item 11, Major Accomplishments and Failings:
a. From the standpoint of the Office of Personnel
it would seem in "orderto remark on the impact of the early
retirement program:,
b. Both the cases might
be worth comment by the Office of Security and/or Personnel.
C. The support effort to Southeast Asia --
Particularly the logistics effort -- probably should be
discussed, possibly with pros and cons.
2 E>41 A
2 E>41 A
cTh
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4. For item III, Ahead:
a. Per item 3 c, above, the techniques
evolving for the on-going support of SEA per items
III 13 and III C would seem to warrant comment.
b. In view of retirements, loss of slots,
and level of experience of personnel on board, some
comments should be made regarding the anticipated
effectiveness of the given components, particularly
those which anticipate difficulties in the coming year.
c. Any significant changes in the direction
of management efforts, including restructuring, should
be indicated.
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