OTR MANAGEMENT CONFERENCE 21 NOVEMBER 1974, 1030

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06213A000100060002-5
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 21
• Document Creation Date: December 19, 2016
• Document Release Date: August 6, 2008
• Sequence Number: 2
• Publication Date: November 21, 1974
• Content Type: AG

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NMI' Vow
AGENDA
OTR Management Conference
21 November 1974, 1030
Develop a costin methodology for users of OTR erviees
+Does the plan advanced on the DD/A Plans Staff have application
for OTR?
2.: Provide an MBO training program for Agency managers
during FY 1975
+OTR requests DD/A approval of the revised objective-
+Any progress on the selection of a consultant?
3F~ - Implement a program of research and study of the intelligence
rop c es s
+Has any more thought been given to the use of CIA retirees for
the study?
+The milestones have been slipped. The new action plans does not
include the detail of the Discussion Group Programs. 1i11 a new
action plan be available before January?
4. Systematically review the OTR Curriculum and recommend
chap es
+What are findings of the Curriculum Committee review?
5. ~w Establish a Media Center in I-ldcls by the end of FY 1975
+How far ahead is the status of this objective?
+Any logistical problems foreseen?
6. Anal vze comoonentneeds to fi 11_ langua e esi nq_ated_ positions
with ualitied personnel
+What are the results of language studies made to date?
+Are the Divisions using the study reports profitably? Will
they be re-examining their recruiting or selection criteria?
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NOW NEW -
7. ~~- Establish a data base for tahulatin trends, calculating
n
~t
~
l
re uirements, maintainin history and status repa
+What part has caused delay?
8.~~ Select T's semi-annuall from a maximum oil r) lip cant
files in process
Study cost effectiveness of maintainin
+To be tracked jointly with OP when PMCD begins evaluation of staff
and contract positions
Review OTR's professional com etence and develop a1-
range personnel maintenance and replacement plan
11. Status report on progress toward 1974 EEO Affirmative Action Plan
12. Status report on progress toward implementation of the APP
13. Are there any new objectives which OTR could add during FY 1975?
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LDAI
STAT
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AGENDA
Joint Management Conference - OTR, OF, OJCS
21 November 1974, 1115
Develoaj a curriculum of accounting, bud etincq and
financial manay ment courses tal ored to Agen.
requirements OF
+According to critiques of first two pilot runnings (Sept-Oct),
what has been the general student evaluation?
Redesign the Agency Training Record (OJCS 25X1
+What are results of Milestone #5 completion?
hv- i7! ;nAm-_
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Briefing Notes for DDA Management Conference
21 November 1974
Objective No.
Using the OTR cost model developed in FY 74, prepare
cost evaluations on all courses offered by OTR units by the
end of FY 1975.
Collection of course data is 95 per cent c m lete. All
course data has been collected except for courses.
The data is also used in responding to requirements from the
DDA Cost of Services Task Force.
Objective No.
Provide an MBO training program for Agency managers
during FY 75.
The objective statement has been completely revised and
a new action plan developed. The sources for an MBO consultant
have been narrowed to the Federal Executive Institute and
the University of Maryland. Under Milestone Number Two
which reads "Conduct a problem-solving seminar to identify
DCI expectations; Directorate MBO practices and to identify
training needs" we plan a two or three day seminar with the
senior planning officer from each Directorate and the Office
of the Comptroller. (see attachment from
Objective No
Implement by the end of FY 75 a program of research and
study of the intelligence process; introduce a new format
for the discussion of important substantive and procedural
issues in intelligence.
A vacancy notice for a research director, Center for
the Study of Intelligence was circulated as approved in the
last Management Conference. We have received responses
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-4w Not -
from two highly qualified applicants. The positions
within OTR which can be allocated to the Program have
been identified. Personnel have not been assigned and
no substantive progress has been made. We have submitted
a new action plan which reflects a more realistic appraisal
of our status.
Objective. No.
Complete by the end of FY 75 the systematic review of
OTR curriculum and prepare recommendations for, needed
changes.
COMMENT
The milestones are on target. The Curriculum Committee
met 018-20 November to develop preliminary-.-recommendations.
The results will be available to the DTR next week.
Objective No.
Establish a media center in Headquarters Building by
the end of FY 75 to provide facilities for the Self-Study
Program, the University of Maryland Instructional TV Network
Programs, the Language Laboratory, the OJCS Self-Study
Program, and related programs.
COMMENT
Construction of the media center in underway in
Headquarters space GJ-68. It is estimated that the Center
will be completed by mid-December. The University of
Maryland Instructional TV Network will not be available
until August of 1975. The University of Maryland is still
waiting for action on the network by the University Board
of Regents. The media center will contain two classrooms
for languages courses and the large classroom for the
University of Maryland Program will be available to
language courses until the-ITV network becomes operational.
Objective No.______________
As part of language development program, analyze
operating components need for filling language designated
positions with language qualified personnel; advise them
of additional skills needed to be acquired through recruitment/
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training; emphasis on DDO field positions.
The study is completed for the DDO. We are now preparing
for the study of the DDT and the DDA. DDO reaction has been
very favorable. One effect is that language training require-
ments are more precise.
Objective
By the end of 1975, establish systematic plan for
collection of data resulting in establishment of a data base
for tabulating trends; calculating requirements; maintaining
history; and reporting current status.
We are lacking documentation of results. Milestone
Number Four "Identify design modules, establish implementation
priorities" is slipping, but we plan to catch up before the
next Management Conference. At this point, it appears that
there will not be many OJCS processing requests involved.
We will be able to use our data base largely by manual
means. As a result of the OTR Management Conference at the
DTS, we plan to develop an internal planning cycle which we
hope will anticipate the needs of Directorate management as
well as our internal management needs. This should enable
us to further define our implementation priorities.
Objective
Beginning in FY 75, select
twice a year from a. maximum of
process at any one time.
JCTS--total of Znnually--
applicant files placed in
As of the end of October, we have applicants'
processing for EOD January 1975 completed against a target
of Appears we will meet the needs of the CT Program.
See attached. memo from the DTR to the Comptroller, through
the DD/A, subject, "Response to Questions Raised at OTR's
0MB Hearing," dated 13 November 1974.
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N"01, Now
Objective
By end of CY 1974, conduct a thorough review of OTR
professional competence and devise a long-range plan for
ensuring that 0TR develops and replaces or maintains
continuity of its professional personal requirements.
COMMENT
All data has been compiled and analyzed. Recommendations
have been discussed.. Action on this objective is at a
standstill because of personnel and budget cuts. Further
action depends on future trends. A major problem is the
imminent loss of OTR personnel with overseas experience.
Proposed. New Objective
New course, "Dependents Orientation."
COMMENT
The Office of Training proposes as a new objective to
be accomplished by the end of FY 1975 the development and
running of a new course for dependents of new employees
entitled "Dependents Orientation." The course would use all
OTR personnel and existing course materials.
Joint Objectives
Objective
By the end of FY 75 in conjunction with the Office of
Finance, develop tutorial services and normal courses of
instruction in Finance management improvement.
COMMENT
We have added the last milestone No. 8 per the last
Managment Conference. The courses have gone exceptionally
well in terms of student participation and reaction and in
OTR administrative terms. Everything is on video tape.
Mr. Colby's presentation is getting extensive distribution.
Other tapes will be used to review the content and style.
The tapes of the Congressional Representatives (Messrs.
Wilhelm and Preston) have been. used in the current running
of the Senior Seminar. OTR is satisfied that the course is
meeting its objectives. We look to the Office of Finance
for confirmation. (Training Bulletin attached)
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Objective~(OJCS)
By the end of FY 1975 review the Agency Training Record
(ATR), timeframes for input/output, and present design, to
make it more responsive to requirements.
The major focus in accomplishing this Objective is
internal adjustments to manual procedures. The goal is to
get data into this system earlier. We foresee no great
change to the Agency Training Record. However, there will
be changes to the way it is updated. More precise details
in accomplishing this Objective are waiting on the decision
as to whether a Data Access Center will be in the Chamber of
Commerce Building.
Objective B5750.8 (OP)
By the end of FY 75, conduct a study of the cost of
maintaining
COMMENT
We revised the Objective statement leaving out "effec-
tiveness" for cost and "conclusive" for study. Discussion
of this objective has been deferred until Mr. McMa.hon returns.
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NOW
18 November 1974
Subject: DDA Bi-Monthly Review -- Position, on Ni13O Training
The following position on MBO training; might be taken ftiursday
in the ti'lu-)OVA bi-monthly review:
Recommendation:
OrR feels that a stand-alone course (of about
three days' duration) on, B130 should be
established.
(At present, 1130 i's treated as a sub-topic
within on-going O211 courses-)
Need: - NBO is the official 'management system" for the
U. S. Government.
The DCS has personally identified himself ;i.th
the basic concoots of NB0 and has vigorously
pushed their use throughout the Agency.
- Each Directorate has developed its own way of
applying these concepts; the resultant sye tees
are no doubt more divergent than is justified
by legitimate differences among Directorate
environments.
No Di.-rectorate is ful:Ly satisfied with results
achieved so far. Unclear focus is typical down
.through the ranks. -- As a specific, the D_lA has
recently expressed concern that l?iBO is not
adequately understood and is not functioning well
within the Adminis tr' Lion Uiru c torate. Additional
training is presumed to be part of the answer.
Whatever system replaces "1'1130" in the futi.ro
will nonetheless be an outgrowth of and draw upon.
key aspects of the i1IBO system. Agencies which have
relatively strong 1,11130 systems will be able to .move
with greater ease and success to the new sy: tem.
Thus, CLA has a long--Lorin stake in learning 'riofr to
use more effectively such organization-wice
management systems.
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V
Decide to start
Nov ].971I
Design initial version of a
(3-day) IIBO course - Feb 1975
Run course for .first
for DDA participants
time...
only -- Mar 1975
Adjust run course '
April, May, and June
DDA personnel only
again in
for.
-- June 1975
Plan a session with 0/Compt and
Direc .orate Planning Officers
to solicit their judgments on
the proper substantive content
of an MBO course for the Agency
.- January ly?;
Conduct this session on the
needed substance of I'I,i30 training
with O/Compt and Directorate
Planning Officers - Feb 1975 1
Conduct follow-up session with
these Planning Officers' after ini -_'ai.
running of DDA version of MsO course
- .. Aril 19'l5 ___
record on paper the substantive
requirements for a CIA-wide I ii30
training cou so - June l9'75
fsnter on duty witi candidate.
(Full-time, live-in professor from a U.S.
Business School) - July 1975
Charge this as priority task)
with modification and expansion of the DDA version
to result in an 'IBO course for the entire Agency.
~_-Sept 1.975
Run this CIA-w de I fl3~1 course
professor) in Sept, Oct, Nov., an Doc.
- December 1915
((Imd)
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VW
7' cIf-%
3 OCT 197
ME1 ORANDuN Ff R: Deputy Director for Administration
SUBJECT t MBE Training
REFERENCE : Me from 0 to DTR, same subject,
dated 17 October 1974
Let me answer your inquiry concerning p180 training for the
Administration Directorate in the following four parts:
1. Past and Present Coy le of Mf34 in ffTR Courses:
Fr August 1973 - July 1974OTR had
,under
no 0
principal task:, was ti ~3 training. He presented
l
c
assroom lectures on fltO within our manage-
nt courses. He also worked in a consultative
role on M30 within a few Agency components,
particularly within the Central Reference
Service (CRS) of the DDI where he . corked from
the top down in assisting to implement iO
within CR5. This was a very time consuming
effort both for 0 and for CRS. CIS
estimates it devoted 70,000 manhours to this
effort.
Lundame Vitals of S tt risi0rt and Man err (F
Since the fall of 1973, 1480 has been
covered within the one-week FSM course (for
first line supervisors).
While was here, a two-hour
lecture session was devoted to? HBO...covering
the history of development, the concept, the
characteristics of the system, and the imple..
rntation process. No student exercises were
used.
1)
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Recently, OTR has expanded the time devoted
to 1;130 in this course to one-half day. This new
half-day session includes a lecture on the concept
and characteristics of the 64130 system plus three
student exercises in which students practice the
writing of objectives against a check list of
desirable characteristics. Students also critique
(and suggest improvements to) CIA's 1130 system as
experienced by the students in their present Jobs.
c. Tana ant Seminar (MS) - (Formerly "Advanced Management
Program" )
During tour with OTR, 6,180 was
.allocated about one ay in-'the three-week Manage-
ment Seminar (for middle level managers).
However, In the most current running of the
MS course a full two-day session on M BO is planned.
This session will cover the history of develop-
nt of 1180 within the management discipline, the
installation of 0 within CIA, strengths and
weaknesses of the CIA experience with VIM, and a
series of student exercises in writing objectives,
action plans, and LOI`s. These exercises will
consuve most of this two-day period. This section
on 14BO will be run b a contractor
wrap-upsess on
w /Compt w be included at
the end of to 0 section.
have addressed
past Senior Seminars on MBO in a o-hour time block.
In neither case was the session judged very
successful by Seminar members. Plans for coverage
of VBO in the next Senior Seminar have not yet been.
finalized.
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e. Survey of financial Managemerat
Although the subject of ti80 Is not explicitly
included in the schedule for this new course, the
topic naturally cores up repeatedly in co,rnents an
financial management by se speakers
(e.g., O/Co, '~
' DDO Plans
Staff; Car uc +ett; and the DC! himself).
OTR Plans for Additional MDO Training.
a. Three-i3 Course vn O
OTR feels there IS a requirement for more
extensive training on F10 than has been provided
in our in-house courses to date. Accordingly, -
we have in recent weeks been seeking a contractor.
who could design and present a threeda course
on M80. OTR expects to select a contractor for
this purpose in November 1974. We have under
consideration now the following possible suppliers
of such a training program:
1)
is willing to assist
OTR n the design and presentation of.a
3-day '4BO course. Is Chair-
man of the one-week course offered.
twice , year is
not ova ilable tor suc an e' ar until.
January 1975. Fie would present one or
two rul,inings and then expect to turn
the pr )gram over to OTR. He is not
available on a continuing basis.
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Civil Servic
Fission
.The CSC is offering a new 3-day
course for first line supervisors on
MB0. This course will be given in
November 1974. An OTR representative
will attend this course. If Judged
effective for our purposes. we might
arrange that this course be given in-
house for CIA students.
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' 1 %W
a a i Yf ci
0TR has taken steps to participate
)f Bus i nes s (A MCS3 )
can Assc-mbly of Schools,
in the AACSB Federal Faculty Fellowship
Program. If our effort is successful
a professor selected from one of the 600
participating A rican Business Schools
would enter on full-tine duty for one
year with DTR (as a Faculty Fellow)
starting in July 1975 and each duly
thereafter, so long as we participatee
in the program. , This AACSB program,
thus, could provide OTR on a continuing
basis a full-tires consultant and lecturer
from. the University environment. The
running of a three-day NM course would
be included in the duties of such an
individual. (Note : earliest entry on
duty a duly 1975)
0Traininng for the Administration Directorate:
Alternative a: Training Course
Design and conduct an 1400
training program (perhaps
3-day course) for DO/A
personnel only (multiple
sessions) to clarify the
concept, implementation,
and use of l4 8.
(Conducted by contractor
to be selected in m,overrber
by CTR [pcr para. 2a .hove]
or ccn:duc tad by a contractor
selected by the DIVA).
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Alternative b: Consultant
Hird 8 consultant to work
component-by-component
within the Directorate to
clarify and further imple-
ment the MBO system.
(Use the contractor to be
selected in November dy
OTR or use'a different
contractor selected by the
Alternative c: MBO "Implementors"
Designate an MB0 Officer (or
"Implementor") within each
DDA component; train these
officers as a team; grant to
these officers responsibility
and authority to implement
and enforce MBO practices
within their respective
components.
(The requisite training
could be given by the OTR
contractor or by a contractor
selected by the DD/A).
4. Conclusions
a. If you wish to clarify the concept of MOO and thereby facilitate
better day-to-day practice of MBO by the line command throughout
the Directorate, expecting from MBO some better discipline in
Tannin ahead and in controllinncg on-going performance yet leaving
t e ormat, implemental ohi n, and conduct of MOO largely in local
hands... then Alternative a (training course) would seem an appropriate
step.
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b. If you wish to provide some Directorate-wide standards
for VIBO and to "force-draft" the insplernentation and use of
HBO component-by-component, expecting a Directorate MBO
system to be defined and installed through extensive consul-
tation with each component of the DDA... then Al ternati ve b
(consultant) would seem appropriate.
c. If you wish to set up a special command channel throughout
the Directorate for M80, expecting a system to be defined and
aggressively Implemented and enforced by DDA officers especially
designated for that purpose... then Alternative c 04BO "implementors"
would seem appropriate.
The Office of Training will, of course, do all it can to assist in
whatever course of
ti
s
_
on you
ac
l
Alfonso Rodriguez
Director of Training
Distribution:
0 & 1 - Adse.
2 - DTR
2 - MATB
OTR/h9ATB ,js, ( 31 Oct. 74)
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Next 1 Page(s) In Document Denied
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14I.T')P ANTAN F R: 1)ep ty Director for Adrdnistration
ATTENTION : Special Assistant for Resource
S B~.I1 CT' Langn a =e I ax ring Center ' -tir Contract
Lr!pl yr'"cnnt
: TI, PIEN ~- !-qr emd 1 Nov 74 to ADD/A ffyt DTR; subject,
Contract Coiling;
L While :OT ?ray not be in a position to have all the facts,
it se as now, based cix the infoxrr tx.er we do have, that the use rn d
fu tcli.np of nni -cci.lins; part-tLinc )loyee.,s in Pf 76 is . challe gins
problem yet to be solved. Solution of the problem would Semi to
depe td on first clarix yharr the .L::rr cage Learning Center's (LLC) fx 11
tir {e contract ceilinfy
for FY 76 s e )1a .ncd in the referent ne r-
.an r;n. C1e lax you are working on this ratter.) Then, following
re ,olution of that pro luna, y must decide on the level and cost of
Part-tirle e to -ent. To assist you further in solving these rxroblen s
an jwovielii guidance to MR, we have sir; riarizod our cssenti.-A needs
for the WC in the following t?rhl.e-
l'tu1i-tse contracts
Pert-orris contracts
Staff
2. he above A.E. is so mi nis ral that it (To.-.. not p 'r~oyidE
for any double slotting, a significant hsndlcar that could later
cm-se s we headaches for management. Neverthe.ess, we feel that
JUL.
x-m i iust be realistic in the extres ie in statin our :
e e uire. = ats for
the LLC.
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Noe
V'a c uld a)s cir tc your t .tic' co on additional inforration
that should be u ;3i tt $ no DD3 rjnL,q Staff and the, Cog1tro11er
to c. sur that wv have sufficient funds for meting, LLC raxt i _r.3n
in F( 7.
STAT
Aft:
of Tcfe'tnt
Distribution:
0 t 1 Aclse. w/att
1 C/PDS w/o att
1 - hLC w/a att
2-DTR
STAT t `its ~kaj 15 Nov 74
Director of T r Ining
e.A1 . .onto oci .guez
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-ftoll NOOK
Building Renovation Schedule
1. Projects (in yellow 1-11) indicate how military money will
be spent.
2. Schedule appears to be realistic and on target.
3. Results will be:
(1) All instructional unit chiefs will be housed in
(2) will be an efficient, well-equipped
admin and training (classroom training) center.
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