COMMUNICATIONS OFFICER DEVELOPMENT PROGRAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R001400020009-8
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 16
• Document Creation Date: December 14, 2016
• Document Release Date: November 18, 2002
• Sequence Number: 9
• Publication Date: September 2, 1966
• Content Type: MF

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1 SEP 1966
MEMORANDUM OR: Deputy Director for Support s/B tirEw is9g
SUBJECT : Communications Officer Development Program
REFERENCE : Your Informal Memo dtd 17 Aug 1966 (DD/S 66-4523)
1. Thank you very much for your comments on the Communications
Officer Development Program. We appreciate the observations and offer
the following comments:
a. Since we are pointing the Program at the development of
the future managers of the Office of Communications, we must nec-
essarily work against giving it an introspective cast. Following
receipt of your memorandum, we have been in touch with the -)TR
Registrar and have learned of two changes which will enable us to
put the participants in our Program into the Operations Familiari-
sation Course and the Intelligence Orientation Course during the
period they will be at Headquarters immediately following their
basic training. This would constitute a change from the indication
in paragraph 4 of our 3 August memorandum, that these courses
would be arranged after the individuals have been on board five or
six years. Additionally, it is our intention to put them into the
Support Services Review Course at an appropriate time and to in-
volve them in other external training either by individual courses
outside the Agency or where appropriate, internal programs such as
Mid. Career training. In summary, we do not intend to have these
men be insulated within our own structure, but your comment suggests
that we should introduce them to more outside training earlier in their
careers.
b. The "elite corps" worry has been in all of our minds from
the very beginning of our considering this Program. We have attempted
to protect against its becoming a serious detriment. We do not however,
In all honesty, believe that we could say that the individuals concerned
would not be identifiable in a special category, at least during their
initial years in the program - that is, until they have completed the
first three or four years and have been assigned for career cognizance
to one of our regular career panels. We considered having no formal
l
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acknowledgment of the Program or identification of the participants
and decided that, in fact, over a period of time the existence of the
Program must become known and without acknowledgment, might
engender serious negative reaction at our secrecy. We decided,
therefore, that an announcement for the benefit of all concerned,
indicating the various manners in which people could get into the
Program and assuring the exercise of the regular competitive
system, in the long run would be preferable. The separate and
temporary career service designation, we did not and do not, con-
sider a particular bother since each OC assignee has some suffix
In formal listings to designate the career panel to which he or she
belongs. For example, all radio operator and radio operations
officer personnel belong to Panel T and are listed as SCTs, all
engineers are listed as SCNs, and all Commurdcations security
officers as SCSs.
3. Hopefully, the above remarks are responsive to your comments
and might permit your approval of this Program. We are, as / indicated
to you, scheduled to meet with the professional recruiters on 12 September
and we would like to discuss this Program in some detail with them.
Director
Att: Memo dtcl 3 Aug66 to DD/S
fr D/CO, subj; Communica-
tions Officer Development Pro gra
Communications
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3 AUG 1966
AEMORANDUM FOR: Deputy Director for Support
SUBJECT : Communications Officer ttvelopment Program
1. This memorandum submits a recommendation for your approval; th
recommendation ia contained in paregraph 6.
2. In recognition of the neee to tete action to Saarentee this Office
a number of potential candidates to encumber "menagement'' positions in the
future, a specific recruitment requirement was placed on the Office of Per-
sonnel in the Fall of 1964. We asked the recruiters to include among the
approximately one hundred radio operator technicians entering on duty
annually, a limited number who not only poesessed the required communications
experience, but were oollege graduates as well. Notwithstanding their pessi-
miem regarding the possibility of interesting oolleee graduates with communi-
cations background in a poeitioa (to start) as a radio operator technielen,
the ecraters put forth an exteneive effort and have thus far hired seven
individuals possessing Bachelor of Arts degrees. These employees have been
brought aboard, enrolled in the Basic Radio Course (26 weeks), arid
have been assigned to various overseas positions. During this first tour
their supervisors are observing them particularly to deternine their potential
for entering a managerial development program. We envisioned such a progrem
to follow would consist of accelerated rotations through journeyman ani basic
supervisory positione, bringing the individual up to the managerial level in
a shorter period of time than is uoually experienced by the technician not
possessing a college degree. Since this ''progremr has been in effect but a
relatively short period of tine and the earliest participants involved have
yet to complete even their first year in the Field, we have no real feel for
its sucoese. Our impressions of these individuals thus far, however, have
been extremely favorable.
3. Certain that this action tas in the right direction, tut also
concerned that additional effort wus necessary, we detailed rive senior
officers Ifor a period of four days early this year, to further
study the basic problem.. This group vas tasked with reviewing, Tow the
Office of Communications might best gear itself ao as to meet adequately
the highly technical problems that are facing us,' and, 'Row do we develop
the next and future generations of executives/managers of the Office?'
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While several recommendations evolved as to how we might meet the task at
hand, this group specifically recommended a Communications Officer Develop-
ment Program for personnel who have completed their undergraduate work or
have at least three years of college work to their credit. The need esT?
recognized as being not only for employees with a communications background
and a Bachelor or Arts degree, but for individuelo with degrees more tech-
nical in nature (Bachelor of Science degrees), and preferably, of course,
those Bachelor of Science degree holders who had communications experience
as well. It was suggested that up to ten individuals eater such a pregram
each year; this figure in equal to about ten percent of the nuMber of tech-
nician e entering on duty ennually possessing a communication2 backgroved,
but sans euly significant co/lege work to their credit.
4. We believe future managero or the Office of Communications should
first receive technical training and experience assignments within the Office,
prove they possess menagerial and further technical potential and follooing
an initial five or six years, then be enrolled in selected Agency courses
ouch as the Operations Familiarization Course, the Intelligence Orientation
Course, and Introduction to Communism. Having proven a basic communications
skill and potential as a supervisor and manager, enrollment in these very
instructive Agency courses would be mandatory prior to the individual arriving
at mid-career level. It should be mentioned at this point that consideration
wee also given to the Agency Cereer Training Program as a means for providing
future Office of Communicatioes mnangers. On review, however, it appm-s the
owing to the amount of time required for basic technical traintng and Job
orientation in this Office alone, despite the desirability, we could not
afford, at least in these early years of employment, the training offered in
the Cereer Training Program so well.
5. The attached Office of Coemunicationa Order outlines the program we
have in mind. You will note we emphsaize this is only one means of qualifying
employees for future assignments of responsibility. We7r110 of course, con-
tinue to bring on board Electronic Engineers to met our needs and will expect
a number of these to qualify for management positions. Further, we expect
that an in the pest, a certain number of o.college groduatca will continue
to volify for senior positions through on-the-job training and selected
experience aesignments.
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Your approval of a
ted.
$ O'tier Deveiojt Progran
Director or CcUn1ct1ons
Attac
Propoaed Otflce o Cona11eU.orw Order
NW t. 1916=1
Deptrty Director for Support
Di tribution:
Ori g. D/co TVE,
np/s w att.
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? OFFICE OF OMMUNICATIONS ORM
18.2 COMMUNICATIONS OFFICER DEVELOPMENT PROGRAM
References:
TRAINING
OC Order 18.1, Career Training Program
Junior Officer Training Program
GLARAT!
The Communicationa Officer Development Program (0C-ODP) is
established as one menus of accomplishing systematically the
objectives of selecting and preparing qualified young Communi-
cations employees for future assigements of reaponaibility. This
Program is in addition to the Office of Communications Career
Service procedures now in effect that provide for the selection,
formal training, on-the-job training and experience assignments for
potential officers. The goal to be attained is to assure that
Communications personnel, upon reaching their mid-career point,
will have had a broader educational background, a useful range of
experience, and will have acquired specialized competence in at
least one phase of communications work.
B. POLICY AND PROOEDUE4P
1. The program specifically provides for extended 'experience
sasignmente following the completion of established basic traintng
courses. To be eligible for the program, on duty personnel must be
less than 35 years of age, and must have completed at least three
years of undergraduate college work. New employees must be lege
than 30 years of age and have either a college degree in technical
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fields (communications experience being a preferable complement,
but not mandatory), or a college degree in non-technical fields
plus considerable communications experience. All candidates muet
be qualified to undertake assignments of any degree of sensitivity
and be medically qualified for full duty/general. Candidates will
be entered in the program at GS grades commensurate with their
education and work experiences normally at the GS-O7/CS-08 level.
2. The Communications Officer Development Program for each
candidate will normally extend over a period of three to four years.
During this period both those who have entered the program from
"within' and those entering as new employees will carry the designa-
tion of an Office of Communications employee (Sc) with the suffix (D)
to indicate the subject is in the OC-ODP, and as such not yet under
the career cognizance of a specific Office Career Phnel. Opportunity
for promotion of these individuals will be similar to all other
Communications careerists and in accordance with Agency regulations
and Office of Communications policies and procedures.
3. After a total of three to four years of training and experi-
ence assignments in Beadquartera and in the Field, the employee who
entered the program with a college degree will be assessed and evaluated
to determine the Career Panel under whose cognizance he is to be assigned.
An individual hawing but three years of undergraduate college work to
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his credit and who hes received the necessary t
completed experience assignments (either before
the program) will be aasesse and evaluated and considered for
ponsoring at least on a part time basis, for further college vr
prior to assignment to a specific Office of Communications Career
Panel.
4. If at any tiu after entering
maintain average standards of performan
from the program and reassigned to a position coszenstirete
capabilities.
C. ENSPONSIBI ,
1. The Director of Ccni.inicetions shall
number to be accommodated in the program t ny one time.
vidnal Office
P. In collaboration with the Chiefa
G to
Career Panels, the Chairman of the Office of Communications Caree%.
Service Board shall;
1. Direct the OC-ODP
2. Select candidates for the program
and pm-
5cribe training and career preparetlon required
3. Recommend placement of employee upon comp etion
of the program to the Director of Communications.
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3. Under the
direction of the Chethrn of the
Career Service Boerd, the flecutive Coordinator
OC Caree
Panels will serve as the advanistrative focal point for this develop.
neat program.
4. The Chiefs of the individualc of Couaunioations Onreer
Panels hall:
Xdentify to the 0
employees under their C83
for the program
b. Through their inAvidual recr4tnt efforts attempt
to obtain candidates for the program.
5. All Office of Communications Staff, Division end oversees
Area Chiefs will accommodate and supervise employees in experience
assignments as prescribed in individual programs of career preper t
or
rd those duty
considered qualified
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72
FTLZ
27 AUG 1966
25X1 MEMORANDUM FOR: Mr.
ILLEGIB
Jack:
I have reviewed your paper on the Communications Officer
Development Program and you are offering an excellent, forward looking Program
to which I give wholehearted support. I have two observations, however, that I
would like you to consider;
1. First, the Program has a very strong internal (Office
of Communications) focus that appears likely to insulate young
Commo officers too much from the rest of the Agency. I suggest
that either in their initial formal training or in some other fashion,
but early in their careers, these officers be given a broader aware-
ness of other organizational components and programs so that they
will have a better association with the activities and problems of the
rest of the Agency and how Commo fits within the scheme. In the
long run, I think you will find this extremely beneficial and certainly
It should make better Commo officers for the additional training. I
suggest you seek the Office of Training's views in this area.
2. Secondly, the Program may be overly formal, particularly
in regard to the special career designation each participant is to
receive. This, together with some of the other special aspects of the
Program, could lead to the concept and identification of an "elite
corps." Despite everyone's best intentions to the contrary, this
could develop and perhaps by being less formal the emergence of
such a concept might be avoided.
Please consider these observations and let me have your
reaction. As you know, I have felt and I know you do, that the Communications
Officers should have a broader base of contact and training as their normal careers
tend to promote a degree of isolation.
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MEMORANDUM FOR: Mr. Bannerman vi
25X1 has an excellent, forward-looking pro-
posal here for an Officer Development Program which deserves your support.
Two aspects of the program should be discussed with him, however:
First, the program has a very strong internal focus that ap-
pears likely to insulate young Commo officers too much from other
parts of the Agency. Either in their formal training or some other
fashion, they ought to be given a broader awareness of other organi-
zational components and how they operate than it appears they will
get in the proposed program.
Second, the program may be overly formal, particularly as
regards the special career designation each participant is to receive.
This, together with the other special trapippgs of the program,
could lead to the emergence of an "elite' o' " within Commo who,
despite our best intentions to the contrary, might nevertheless take
on the aura of "crown princes." It seems to me that by observing
25X1 less formality, can accomplish what he really wants in
developing future leaderfolgr his Office without their taking on the
appearance of an "elite core."
Perhaps Commo can get around both these problems by
leaning a bit on the CT Program. The reason 'gives for not doing this
is not persuasive. He says Commo "could not afford, at least in these early
years of employment, the training offered in the Career Training Program."
Yet he wants his officers to take 10 of the 25 weeks of training they would get
if they were CT's. Thus he's shying away from the CTP merely to save about
15 weeks of time in the early service of his young officers when the added ex-
posure they would get- -10 weeks of which is represented by the Support Ser-
vices Course?might be exceedingly beneficial. I would urge
another look at the CTP.
to take
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MEMO R:
AT1ENTION
SI.IBJECT
ri:
DD/S 66-3$66
$ AUG 'wtiki
gement and Com ion
1. Attached La the proposed FY-67 Staffing Complement
lice of the Deputy Director for Support.
2. The proposed Staffing Complement includes:
a. Establishment
wilt of three positions.
las a separate 25X1
Transfer of one position from the
Staff to the Planning Staff.
C, Deletion of the Admin. Group (eight silicas).
d. Establishment of a Support System Staff of
six positions (four from the Admin Group, the re ening
two being those approved in the 1967 budget in support
at Systems Analysis and allocated to the Office of the
Deputy Director for Support).
(T.11: r
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?Min PM
0. Rstabilshment of a Career Management
and Training Staff of four positions (three from the
Admin Group, one new position).
L Increase of the Planning Staff by two positions
(one from the Executive Staff and one from the Admin
Group).
g. Increase of the Research S
(both new).
h. Transfer of two ceiling allocations from the
Development Complement to the &wort Officers
Development Program (each will have a ceiling of
eleven - a total of twenty-two).
3. The proposed Staffing Complement will require establishment
of three new positions in grades GS-14 and above (one supergrade and
one GS-14 for the Support System Staff and one GS-15 for the Research
Staff). These will be taken from the DD/S GS-14 and above allowance.
A separate memorandum will be originated by this Office to request
establishment of one of these positions at the supergrade level.
4. Our calculations indicate that, aside from the three positions
noted in paragraph 3 above, the grade allocations on the proposed Staffing
Complement do not increase the average grade of this Office. It is
therefore requested that the attached be processed as the FY-67 Staffing
Complement for the Office of the Deputy Director for Support.
niaroutive Lancer i(o tne
Deputy Director for Support
Att: Proposed FY-67 St
Complement
Distribution:
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