HISTORY OF THE OFFICE OF TRAINING JANUARY 1966 - APRIL 1969

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06365A000300040001-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 74
• Document Creation Date: December 12, 2016
• Document Release Date: June 12, 2002
• Sequence Number: 1
• Publication Date: April 1, 1969
• Content Type: REPORT

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CONFIDENTIAL
Bias=
of the
OFFICE or mummin
January 3.966 - April 3.969
Prepared by:
Reviewed by:
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? April 3.969
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?11-thiLl
CRAFTIER
Introduction.
Major Davao/men
1 - Tho Rotation of Instruc
2 -The Problem of Language ainixlg. 14
3 - The Career Training Program
4 Management Training . 26
5 Innovations in OTRIOunsipmemat. 32
Other Significant Activities 36
1 Counterinsurganoy Training. .36
2 - Americans Abroad Orientation . 42
3 - Productice 48
CRAPTCR IV - Innovations in Teaching 30
1 New Courses. ? .
2 . New Techniques. 56
CRAFTER V - Sitifieant A&.nietrative Actions 39
'9
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CRUM VI - A Sampling of Items of Into s 66
ow= ra ? Conclusion . 71
1 - Organizational Realignment.
2 - Allocation of Space .
AMR= A - A Note on ciurce Material.
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CHAPTER I. Introduction
1. The ice of Trainin4 in 1965
John H. Richardson became the Director of Training in Jant*ry
1966. Re had had an excellent opportunity to become familiar with
the cies the procedures, and the personnel of the Office of
Training ng the preceding year when he occupied the post of
Denuty Director of Training. The position of the Office of Train-
ing in early 1965 .as summarised by its retiring Director, Matthew
Baird in a memorandum to the DD/S on 19 April.
Mr.Baitd listed four basic principles which were guidingceR
management at that time:
a. OTR conducts no training in C/A which can be done
outside with comparable efficiency, economy and security.
The Defense Department schools have given excellent support
and are generally responsive to Agency requirements as is
the Foreign Service Institute wherever possible. A, variety
of external training is also available in the msnagement
and executive development fields.
b. The Office of Training conducts no training which
can
be done with comparable efficiency and economy by other
components of CIA, e.g., oommunications training, medical
technicians training, security investigator training, and
TSD training. OTR, however, provides instructor training,
training support, training aids and guidance when requested.
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telligence o
OTR is given by experiexiced in-
not by academicians. This is
accomplished by the rotation of experienced officers to
OR for two-or three-year tours and rotation of CMR in-
structors to the Directorates for tours as intelligence
officers.
d. Ci avoids the use of lectures wherever it is
possible to use a better teaching technique. Heavy use i
nada of the ease method and field problems, for example.
In the Operations Course, for example, only -eighth of
the time is spent in lectures.
2. Unique Postures of OTR in 1965
Mt. Baird also pointed out certain unique features of the
CIA training effort, the primary one being that cover and
security problems limited the amount of training that could be
done externally. nil also noted as a unique feature of OTR train-
ing, the low student-instructor ratio with much of the training
necessarily being done on a tutorial basis. The third feature
of training consisted in its being largely permissive rather
than mandatory, with the Career Trainees being really the only
employees for whom training was required.
The Director of Training also noted some speci*l features
of OTR in which he took particular pride:
a. The facilities
b. The Junior Officer
Pr
h he felt
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was the best yr t of governnt
c. The Language Development program.d.The Sehool
of International Communism and its use outside of CIA as
well as inside.S.The Management Training program.6The off-
campus educational program, in which CIA has led all other
government agencies.
It would have been inappropriate for the DTR to have aur-
a,
faced OTR problems in Prlis paper which had been drawn up pri-
marily for use of DD/S in briefing Admiral Reborn, nor were
they identified in a leper drawn up in the middle of July 1965
cootaining assumptions about the direction Training would take,
in response to a requirement for long-range planning. This
planning paper expected an increased demand for advanced courses
in operations and intelligence as well as for the training in
automatic data processing (ADP). It foresaw the strengthening
of career training and mid-career training as well as language
training and predicted, the need for a program for Agency senior
officers would be acknowledged and steps taken to establish it.
It also foresaw a Larger investment in training at external
facilities.
3 Long-Ranie Goals as Seen in 1965,
An additional paper forwarded from CTR to the DD/S on 2
Neverber 1965 contained certain new ideas and additions to the
long-range assumptions which had been submitted in July. It
stated that there were five goals that the Office of Training
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hoped to reach in the next five year.:
The preparation of programed material in subject
metter that lends itself to this method of teaching.
b. The lengthening of the period of training of
Career Trainees to allow them sufficient time to gain full
professional competence, including language competence and
desk experience.
The identification of requirements for foreign
language competence by Agency components and attention
given to increase the Agency's pool of employees qualifying
in hard languages.
d. The setting aside by each Agency component
specific number of slots on its Table of Organisation to
be used for careeriste who are required to take extended
training to meet professional requirements.
? The establishment of a program for executive
t to be administered at the DCI level, this
program to include participation in formal courses both
Internal anA external and specified rotational assignments.
The statements of these assumptions and goals provide an
indication of the directions in which CTR management mished to
at the tine when a new Director of Training vas preparing
over.
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RAPER IL Major Developments
he tionofZ
d of the Problem
?rom the earliest days of the Training Orniza-
tion,
of the greatest prdblems it had always faced was
the procurement of operationally experienced instructore.
jet of TRD,
identified as early as
548 the problem of obtaining experienced instructors on
a systematic basis, as did all his successors in later
years, but the problem had never been solved satisfactorily
and it lads itself known forcedbly to Mr. Richardson soon
after his arrival in R. InJanusry 1965 a 40% turnover
in the instructional staff within six month*
as predicted and an indication very much needed from
the Clandestine Services concerning the instructors who
would be rotating to OTR. This kind of situation seems to
Uwe been a chronic one.
In January 1966 just alter fr. Richardson assumed
the Directorship of Training, the DD/P Training Officer made
proposal to transfer all the positions occupied, by Clan-
destine Operations instructors from OTR to DD/P) these
lots wed then be filled by DD/P? with the Imview and
approval of the Director of Training. In other words, all
Clandestine Services personnel would serve as a training
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ion would be handled by DD/P0 alying the
alt
I would be expected to aarve
In a teaching capacity some time during their careers.
It was felt that the actual integration of these training
positions into the CS would eliminate the rotational pra-
tern and assure the flow of qualified instructors. It wee
also recognized that if the same idea were applied in DWI
SSIT, and DD/S, it might reduce Training as a career
eervice almost to extinction. As a matter of fact the
d not favor this idea end it was clear that there
weremany technical problems involved in such a *hitt; it
was eventually dropped. In a memorandum of 18 February
1966 to ED/S, the Director of Training commented on this
,proposal, pointing out his conviction that training is
best conducted by officers experienced in their fiel&
eubstantively and currently, and that the approach used
during the previous fifteen years had not been sufficiently
effective in preducing sdbetantively well-qualified train-
jag officers. Not only did he find that Training careerist
were too often regerded as second-class citizens by other
components, but also that CS officers on rotation within
OTR hada common feeling that they had been assigned to
OfR because they had failed to measure up within the CS.
Re felt that the OTR image was impairing the training
function and that unless the top Agency officers maintainol
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a real interest in the progress of the training function,
short-sight it heads within other components
would continue their haphazard efforts to ;elm off un
wanted officers onto OTR. He felt that it WA important
to maintain a central Office of Training within the Agency
end to avoid fractionalization of the training effort even
though he did have a certain scepticism as to the wisdom
dt-Agemaintaining a largo ?reining career service, as there
would always need to be a mechanism for providing conti-
nuity in doctrine, course content techniques programming,
and related functions.
b. The Poliqy Statement of 1'rch 1966
In response to the questione being raised ebont
orderr rotation to CTR and the CS attitude toward. a tour
with it1 the Deputy Director of Plane, Desmond Fitzgerald,
signed on 1 Manch 1966 a memorandum addressed to all his
staff and division chiefs wherein he stated his belief
that the Clandestine Services officera had an Obligation to
serve in a teaching capacity as pert of their career develop-
end it was his desire that the better officers at some
period in their career serve at least one tour of duty with
the Office of Training. MAL, aware that in the pest an
assignment to CTR had had unpleasant connotations from the
pant of view of the officer's career, he wished to dispel
this belief once and for all. He announced that an OTR
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tour roul4 be considered as one of the important criteria
in the over-aU evaluation of CS officers and, more im-
portantly, that the officers themselves would be the
ultimate beneficiaries of such a tour of duty. The DD/P
Treining Officer followed up this statement with a memo
?sedum dated 18 March 1966, which specified various rules
for rotation to MR, including the qualification that
only officers with a fitness report of "strong" or better
would, be assigned. It further placed the responsibility
for selection of CS officers for rotation an the Chairman
f the Personnel Management Committee (MC).
Numerous discussions and memoranda ensued. The
DTR provided the DD/S with a lengthy analysis of the 'rob
len in a memorimmilme of 3 Nhy 1966, pointing out that there
had been &total tura-over of the Operations Instructional
staff every three or four years, but CTR and. the Clandestine
dee? had been unable to establish systematic rotationel
procedures even though OTR had wanted to keep one half of
the training positions filled with CS officers -while an
equal number of OTR officers rotated to operational assign-
ments.
The DD/P policy statent of h 1966 did not
the problem. In a memorandum of 1 February 1967, to
tsgerald? Mt. Richardson said that while he could see
grew' in the uality and morale of CS officers an
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rotation to OTR, he was convinced that the progress had
not been sufficient and would not be with the approaches
and concepts being used. Almost no one in the upper
fifteen percent of the CS, mid-careerists or older, had
been assigned to OTR in the preceding three years. Clan-
destine Services officers with OTR still had the feeling
that they were considered by their DD/P colleagues as
second or third rate. Re did not feel that two years in
training represented en unreasonable diversion of a highly
able officer's career and he felt, in fact, it ought to
enhance it, inasmuch as it provided an advanced trade-
craft training for the rotating officer, Mr. Richardson
steted that he recognized that the top officials of DD/P
were trying to improve the situation, but he nevertheless
believed it necessary to face the fact that the situation
had not been improved and would not be unless 04itional
steps Imre taken.
C. Difficulties $41, pin te Poll*Y"
On 3 February 1967, the Per
Ccemittee Chairman pointed out that t
was very tight, but forwarded the names *
nomineted for assignment to OTR by various components of
DD/P in response to the PMC call. The LTRI on 14 February
1967, having completed a review of the files of the nord-
Dated officers, intmmedthe PMC that he regretted very
e Keriagement
onne
situation
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much having to say that the roster submitted was a
Imam sappointment, falling far short of the require-
ts tar skill and experience, for performance records,
in general he felt that it reflected a failure within
the DD/P to accept the responsibilities and to observe the
criteria cited b Mr. Fitzgerald in his memorandum of 1
arch 1966. The DTR rejected seven of the nominees and
accepted four. Shortly after this, the PHO nominated
additional and better qualified candidates.
d.
In February 1967, the Chief
sent a memorandum to the Director of Txtining, pointing
out that his teaching staff would commence three major
courses of instruction on I May, with an *trance enroll
ment of 202 students with six instructors scheduled to
be lost prior to the start of these courses and eleven
additional instructors eligible for rotation in the summer
or early fall. He was able to visualize the loss of seven-
teen out of tventy-seven instructors in Operations training
before August, but unable to discern a single committed
instructor replacement. He proposed an immediate freeze of
the registration for the courses scheduled to start I May,
mitring other additional suggestions which would provide
temporary relief but would not solve the basic problem.
In June the DTR wrote a memorandum to the PMC
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in some individuals, rejecting others and pointing
t the problem was even worse since nine additional
cars were being released for assignments to Clen-
Services. A considerable exchange of correspondence
on who was being released, who would need replace-
The Deputy Director of Training, on 11 Juty 1967,
wrote amemorandum for the record su3irizing his findings
in regsrd to the problems of rotation during a recent
Re had found deep concern among the
personnel of the Operations Course staff, with law morale
among the Drip people who had gotten the feeling that they
had been put in liMbo amd were somehow tainted, since there
were no assignvents for them back in the CS. No CS officer
in the group at that time had, been promoted
while serving there. net result was a conviction that
this assigmment was eomething to be overcome,
If not avoided. It was ileo clear that the instructora
were so busy that they did not have time for personal
development and that CTR was a long way from Tasking a tour
with Training prestigeous. The DMTR's findings were for-
warded by LTR to Mr. Fitzgerald on 17 July 1967, with the
pointing out the obvious failure of vast and current
efforts to resolve the situation and he offered several
possible approaches.
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on of the Prob
problem, however, was well on
solution by October 1967, following numerous
to
discussions. The new DD/P, Mr. Karamessines, etgned
of 11 October 1967)
the Personnel Eaneat
setting up a CS/OTR Sercommi
meat Committee with the following meMberst the Chief of an
Operating Division as Chairman (to be rotated on an annual
beats), the Deputy Chief of Operational Services, and the
Director or Training or his designee. The Subcommittee
was asked to develop and recommend to the DD/P for approval
the criteria and. standards for the assignment of CS officers
to instructor positions in OTE. The Subcommittee was to
select the CS officers each year.
In January 1968, the Subccmdttee submitted its
on the criteria awl standards for selection and
auirnent f CS officers to OTR. This statement was con-
currect in Mt. Bannerman and approved by Mr. Karamessines.
The criteria. were in line with the desires of the MT and
provided for the selection of strong individuals on an
orderly basis. In February 1968, the DTR noted that be
was pleased with the status of the effort to identify CS
officers for rotational tours, that the caliber of the
candidates was excellent, amihe noted that the ;rankness
with which the project was completed established, a record.
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The DD/P emphasized his position in a
to all Chiefs of
bject of responsibility of
tion o and
DD/P officers for doing some teaching as part of their
career development. He stated as his policy that fnture
senior officers at some point in their careers should have
served at least one tour of duty with Training, and he
wanted to make sure that everYbody understood this. If
there had been negative connotations with respect to
Training assignments in the pest, they no longer applied.
He concluded with additional remarks on the subject of the
advantages of a tour in Training
It can be said then that in 19681 the hod
succeeded. in Obtaining a solution to the long-standing
problem of the rotation of instructor, between the Clan
destine Services and the Office of Training) policy,
criteria, and procedures for orderly rotation had been
extibliehed. The system thus set up obviously would
need continuing attention) nevertheless, the fact that
it had been set up was an achievement which was bound to
be of long-range benefit, not only to the Office of Training,
to the Clandestine Services, inasmuch as it would add
to the professionalism of the potential leaders of the CS
as pointed out in a memorandum to DD/P from DTR on 18
NoveMber 1968.
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LftO1*rD or
Introduction
The first Agency language regulation sneered in
1957 after wre than a year of intensive study and
coordition had been invested in it by OTR. It provided for
built-in rewards for formal language study as Well as for a
eaintenance promo' and voluntary study. An integral part of
the language program was the Language celmlifications Register
which listed the proficiencies of Agency employeee in various
languages, based on their an claims, moat of which had never
been tested. The award feature did not work out yell. It
proved to be costly without assuring that the Agency would
benefit accordingly. As a result of the points raised about
the program by arR, an Agency Notice was signed by Mk. Dulles
announcing the termination of the
granting of language awards for budgetary reasons and in con
sideration of Agency needs.
On 21 January 1965, the ED/8 (Col. White) 'wee
briefed. on the status of the Agency's Language Training
program by medbers of the Language 5,0?1 of OTR. OMR
spdkesmen pointed out that as of that time the Agency had
trained about 1000 students each year for the preceding
ten years. During Fiscal Year 1964, there had been 316
students in the Voluntary Language Training program and
595 in directed training, with 26 languages being involved
in these programs. A matter of concern to the /angnage
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School was the nuufter of tutorial classes, there
been in FY64 56 classes which conteimad only one
each. This trend was accelerating; in the first half of
n65 here had been 60 such classes.
pointed out
that with the elimination of incentive ey there had been
a definite decrease in the voluntary language training
program with about 50% of the students dropping out of
courses before coapletion.
This briefing led to a general discussion of the
need for a long-term language training program for the
Agency and as a result, Col. White asked for a formal
report on Agency language planning and training which
could be sent forward to the DCI if aproriate He
vas particularly concerned whether the voluntary program
was marginal or not. It was also clear that there was a
need for OTR to work with the Clandestine Services in terms
of the establishment of requirements, particularly for the
harder languages. The study did not seem to mike much
progress during the summer but in July the Clandestine
Services requested a roster of their personnel possessing
an operational fluency in certain foreign languages Because
of this need to identify employees possessing intermediate
or bigher levels of proficiency, an intensive language-
testing program was then undertaken by the language
Thaning School. In early August, 95 employees were
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tested. f?2 ors1 pwofiiency In Snish.
additiia1 CS egPloyeee were earmarked for testing but
were either unavaileble for testing during the sched.uled
period or disclaimed any actual proficiency in the language
and declined to be tasted. Fifty of the individuals ex-
*alined hod previously claimed, a Spanish-speaking proficiency
of intermediate or higher but only 35 achieved this level
on the test. French was tested in September and German
in October.
b. Formation of
he Study Committee
rn September 1965, the DD/S (Mr. Bannerman) called
for a detailed briefing au the language program and the Lan-
guage School, with partinelWir attention to the voluntary
program, the Agency langmtge policy, and the testing pro-
gram. As a result of this briefing, he announced in October
the formation of a committee to review and come u3, with
recommendations for an Agency language prmtm. This committee
tva.e
to be chaired. by Mt
(DDB),
(DDP),
25X1
r\
Mr. (DDI), and Mt.
(raw) with
2?x1
as OTR
representatives.
The
sad Mr. participating
product of this committee's work vas a "Report of Working
Group on CIA's Foreign Language Program' dated December 1965,
The coordinated recommendations of this paper were approved
by the DWI (Mr. Helms), on 1 February 1966 and incorporated
in a notice of 11 Mgy 1966).
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Formation of the Language Development Committee
The Agency language policy as approved by the
the Office of Trainin
carrying out this poll.
he single most import=
In order to deal with
this problem, the DIR appointed the DDTR, Mk.
to be the Chairman of the "Agency Contttee for
Development" '4th each Directorate providing one
officer for this committee.
d. e New Regulotion
The committee had zany complex problems to
? d many conflicting interests to reconcile. A
ed account of their deliberations vould not be ap-
suffice it to say that in MarCh 1969, after
years of continuing effect, an agreed upon regulation
Direotorates
of 10 Mhrch 1969 -"Language Develop-
s regulation spelled out the implemen-
d Agency language policy. The real
is committee was the establishment of
tegraL part of the program. More spec
required to submit annual forecasts of languige
needs. The regulation also provides for the cleaning up of
all untested proficiency claims and for the rewarding of pro
ficiency in crucial langueges by !appropriate step increases
under specified conditions. The regulation also provides
for the re-establishment of the volunteer language study
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program and sets forth clearly what the instructional
sponsibility of the Language School will be. eg1miini
in January 1970, the Committee must turn in status reports
for each Directorate to the MCI.
*
'which
221.]
Because of the many problems of security and.
in the Language School the Director of Training
in August 1967 that a survey be made by * t***
special ettention to these prdblema. As
Language Training Survey Group, headed by Mr.
f the Central Cover Staff, made a careful stuti
tion and iesued a report dated 26 Jun* 196
p actions that Intent he taxon.
of
Tra
ocm lusion
its inception in 19510 the Agency prom=
merit and ing of a selected nutter of
cad*tes and qualified employees for an
ad been novn as the Junior Officer Training
In January 1965, representatives from the
trig end the Office of Personnel came to the
the word %%junior" was 'both, enfertunate'and
misleading and proposed to substitute a title which would
timYbasize the career aspect of the program. It ims then
renamed: the Career Trainee Program (Mr)"
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to say, the extension of the program posed a great
many difficult problems for everyone connected with
the CT program, not the least of *which being the
scheduling and dove-tailing of ell the courses and
facilities, perticu1ar3y At a meeting
in August 1966, general agreement was
establish a "three-cycle training program
adjustments in the length of various courses.
TR schools had to adjust their scheduling
o it this three-cycle program generated
A few days later (25 August 1 the
tor Comptroller approved the two year
Executive
training program for CS CTs starting with the class
of January 1966, sUbject to the availtbility of funds.
d. Cut-backin the
Before many months had passed, diseatifscticn
with the two-year program began tot* voiced more end
more, not only by the instructors and the CT Staff,
but also by the CTs themselvee, Who generally were
seder to get to work and resented additional months
spent in classes, particularly -where they were unable
to Lee the relevance of the added training. In April
196/0 the IG recommended a out-back in the length of
the program, and this was accomplished a few months
later, without the two-year program ever having, been
carried out.
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a. The Problem of Vett Number of CT
The scheduling problems were exceeded in
omplexity by the problem of the number of CTs to be
brought in on en annual basis, as this depended, not
only on the rate that they could be assimilated by the
Directorates, but also on the rate at which they could
be recruited and the length of time that budgetary con-
siderations would permit them to revain on OTR rolls.
t
At the end of 1966 the agrarn seemed to
heading for trouble. In the face of the increased.
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rement, the input of aplicant files was iaer
in the preceding year. Withdrawals and deltnatia
licants were abnormally high and the average time
d to process a case from application to final
was trending upward to five or six monthe.
situation resulted in a concerted effort to speed
all the Offices concerned with recruitment, pro-
d program administration, with the result that
ril 967 the elapsed time was cut very considerably.
April, the number of applicant files increased
i.y and the trend in refusals, vas down. The lebruerY
cute,
1968. index' t
of ceiling and
tectien activities of the CT Program Staff
as it became clear that the Clandestine
not be able to absorb the CT* who were in
t time. When the rxecutive Director-Comp -
d the CS Career Trainee quotas for PYTO
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Other Dave
In October 1966 a teem from the Insotor
fe office launched a survey of the CT Program. It
lookea t every aspect of the program from recruitment
and processing through training and placement. The In-
apectionlOpamis findings led to a number of changes
particularly in the content of the training courses. It
vas discovered at this time that there was a need for a
coordinator' within the CT Staff who could deal with ell
the schools of OTR on such matter* as course suitability,
content, length, location and other administrative ibleme,
and this position was promptly established.
Over the years, the problem of CT promotions has
been a sticky cue, particularly in relation to the Clandestine
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This period in the history of the OT ogram was:
a dificut one for the Office of Training, vhich vas called
upon to expand the program and then to contract it shortly
thereafter: mith resulting impact not only on the training
but on the other *howls as well. The direction
in which the program peened to be moving as the result of
these fluctuations was also a natter of some concern, with
the basic concept behind the Career Training Program (i.e.:
the preparation of young generalists for a rounded career)
seeming to shift in the Agency as the program itself shifted
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in reson5e to budgetary and other press
The Problem of Menegement Training
a.packground
In 1955, CTR firet offered a 40-hour course in
Nanagement and a 40-hour course in "Supervinion." These
were offered regularly on a part-tine basis until May 1961
when the first full-time courses were established. A
Management Course vas held
for the first time in January 1962, and proved to be quit.
successful; in fact, it was so successful that it led to the
current practice of taking almost all management courses either
By 25X1
25X1
anuary 1965, approximate 1 students had. been through
be Management Course and abo.tt the same number through
the Supervision Course a great variation among the
Agency components in the extent to which these courses were
patronised.
As a result of the interest *zymase( by Col.
White, a series of seminars for senior officials lere begun
by in 1960 under his sponsorship. The Senior Seminars
hain general followed. the pattern of being offered out-
of-town, conducted by outside consultants, and usually held
twice a year with nominations being rade by heads of major
cefices. The first two were held in October
1960 and. October 1961, taught by Prof. of
26
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In June 1961, June 1962 endJune1963, Can.
Grittt
Grid"
196, while searching for a suitable seminar
rgade level, the Management Training Faculty
of a now approach the so-called "Managerial
After the Management Training Faculty had
oonduoted s experimentation with this program, it was
approved by Col. White for use in a senior seminar staged
in May 1964, with
as
Ins consultant. This presentation was euc
ful enough to lustify repetition in Ooteber 1964. Then in
Februsry 1965, a very high level seminar was run, with the
average grads of the participants being OS-174 it was at-
tended by such executives as N.sirs. Kirkpatrick, Bannerman,
first
? Tietlen, and other Office heads. The only
in the history of OTR when there was such a
f top executives in a training course was the
Course in 1960. Many of the rtici-
jg about the course content and did
pants had mixed
not push for a repetition at this level. The Senior Seminars
since that time have attracted participants whose average
grads level has been about 0S-15i. The Senior Orti has
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C.
a been offered twice a year since 1965 until
1968, when the so-called 'Planning Course"
stituted.
The "Pilot Project"
During 1964, both Mt. Kir Lek an Cal. ite
ssed be Office of Training to present a plan for the
extension of Management Training. As a result, the
Management Training Faculty proposed (following the
'yet= of the originator of the Grid) to hold. a "Pilot
Project involving all supervisors in one entire office
in the one-week grid seminar, to be followed by a so-
called "Phase II" of the *am program, this being a struc-
tured conference of several days in which supervisors at
all levels of the pilot office would meet in their own
work grouper and attempt to apply the Grid system to the
on-the-jot work situation. In November 1964, the Executive
Direetor-Comptroller approved the pilot project, to be con-
ducted by
working through the Office of Training. The office se-
lected for the experiment was the Office of Finance and
by the fall of 1965 the experiment was concluded. The
intent was to initiate additional projects of a similar
nature if the first one was successful; however, the pro-
ject proved not only difficult to stage, but expensive and
some errors were made in its handling. An evaluation of
of the results proved inconclusive. As a result, no
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fUrther use of the advanced phase of the Grid has been
tried.
d. Cther Grid Training;
Elsosuse of the demand for it Grid
offered,
beginning in early 1966, to individuals at the
level. Also in NoveMber 1965, it vas given to
grouP of Career Trainees for the first time. These were
02s scheduled for the Support Services and their response
vu enthusiastic. When the Grilling later incorporated
into the training of Clandestine Services 02s, it did not
work yell and was soon discontinued. he Grid vas used in
the Mid-Career Course for the first time in Septather 1966
as a replacement for tha presentation given
since.
It vas so well received that it hasbeen
Mid-Career Executive Development Course ever
As of Apri
969,
Or
have taken the one-week introductory Grid course,
of whomn have been Mid-Caxescrists. What impact this has had
on the Agency in terms of tworanammemment has never been
elesinrcedo but the Course has been popular and the techniques
used in it have been successfully adapted to other courses.
LOvanced Management (Plannini) (AMP)
Early in 1966 the need for some kind of a course
en planning was identified at the time that the Planning,
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Programming and. Budgeting System (PPBS) was being
established within the Agency. The main impetus for
such a course was supplied, by Mt. Bannerman (the DD/S)
and Mr.
. A number of meetinge were
held in the spring of 1966 with interested parties from
all. parts of the Agency. Agreement was reached that what
was needed was not a presentation of the PPE System as
Each but rather an introduction to modern concerto of
planning presented in such a manner that a maximum of
croup participation and interest would be generated.
Because of these unusual requirements and because p
ning is such a difficult subject to teach, the DD/S
approved the awarding of a $30,000 contract to the firm
to construct
e on planning, sciftesUy designed for
fox'presentation at. an out.of -town site.
ready well knom to the Agency, inasmuch
and other meMbers of this firm had conducted
Grid" within the Agency from the time it was
eriber 1966,
g Agency offic
nembere of
on the planning process
within the Agency and.gathering case material*, but the
course proved to be a difficult one to writs and it was
not until September 1967 that a pilot or dry run was held
30
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and
for a week, with the course being
ccmdhleted
principal consultants with a class consisting
lly picked and knowledgeable students from
s of the Agency. It was clear from this first
on that while on the right track the course design
Lt needed a nuMber of dhanges.
The course was first given on 10 Serpter 1967
and achieved immediate acceptance. The Director ofTraining
gave it his enthusiastic endorsement end its acceptance with-
in the Clandestine Services was sething in the nature of
a breek-through? inasmuch as interest in management courses
had not previously been prominent in that part of the Agency.
In April 1968 Mr. Xarameseines expressed a high degree of
interest in the AMP couree and requested that it be given
JL
to all sure teary personnel in the Clanestine Services,
4
officers in the position of
selmix% roughly
Branch or Devitt,'
h Chief and higher, plus planning
officers within the divisions and stiffs. As a result, the
AMP was scheduled on a monthly basis for calendar 1969 to
accomodate the heavy input of CS officers, in addition to
officers from other directorates. In October 1968, the
Savior Seminar was given over to Advanced Management
(Plerodre as a sUbstitute for the Grid, which bad been
given for a nuMber of years.
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5,
of a
A
Data
On
5,
OTR, end. ciao of the Offices of Computer
dentified the need for an internal familiarization
automatic data proceesing, even though the bullt
ining would. n cessarily have to be given at ex -
lities. The r oteibilityfor the development
iartzstion course was given to the tiansgement
Training eculty and many conferences were necessary before
there was general agrievent on the nature and content of
the proposed course. The pilot presentation in ADP Orion
tationvas given 6 - 8 December with 2T students from all
four directorates. This trial run was successful, end the
course Oickly booms popular. Rimon though given at frequent
interval', it vas oversubscribed almost every time it vas
offered. On 1 October 1968, the conclusion hewing been
reached that this course more properly belonged under the
direction of the Office of Computer Services, the responsi-
bility for it was transferred to that office.
tions
aSettin' School and S
one of several very into
significant managerial innovations introductdby.W. Richardson
as DTR. In the fall of 1,9107, each School end Staff chief
to develop for his unit a statement of objectives
urrent fiseal year and the actions Propomed. to
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s complish these objectives. These statements were then
discussed one by one in the regular staff meetings, (AP-
proximately an hour a week being devoted to this purpose.
Beeause of the experimental and novel nature of this
exercise its purpose was not entirely understood and it
vas only after considerable discussion that a common under-
standing was approached In effect, the chiefs were asked
for specific changes they hoped to accomplish and the means
by which they hoped to accomplish them. Presentations in
the staff meetings not only served to brief colleagues but
in some cases to surface issues and to generate new ides*
from the group. These 'sessions eerved a further purpose
of giving the reR =additional means of measuring the
performance of his immediate subordinates, as veil as.
basis for a consolidated statement of CTR goals and Objectives
which could be forwarded to higher level. The first time this
exercise vas tried, tentative and difficult though it was, it
vas judged sufficiently worth-while to become established as
an annual event of increasing significance to the management
of OTR. It also served to make staff meetings more meaningful.
In November 1968, the second annual review of objectives for
each school and staff was completed. By this time, the ex-
ercise had come to be recognized as a highly useful procedure
for the encouragement of orderly planning and for annual
twirl of sceomplishments.
, the YfR established the
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)nagent Advisory Committee. The formal amounceiint
in OTR Notice 7-69 of 21 October 1968 stated that its
function was to assist in the smeopeation of
OTR) it was to consider both short-and long-range proposals
and recommend to DTR possible ways in which the reaonsibilities
and functions of OTR might be carried out in the most effective
manner. The intent was to provide a means by which ideas of
OTR employees for the improvement of the Office might become
recommended action. The Notice encouraged the members of
OTR to discuss their ideas with anyone on the Commfttee. By
September 1968, the Oommittee had received nearly 70 proposals
Thr consideration. The Committee consists of 7medbers appointed
U individuals and representing no epecific =vomits or grade
had carte blanche to look at
anything in OR that appeared, to present a managemen problem
and after study to present recommendations to DTR This group
is an a riment in participatory agemerit, and as of April
1969 appears to have been a very successful innovation of
greatpotential as a communication link, a problem solving
and an inspecting and reviewing staff, as well as
providing other similar functions to aid the Director of
Training to carry out his managerial responsibilities. The
Group a recommendations for a realignment of certain functions
within OTR, arrived at after a thorough six-weeks study of the
*mount of decentralization in OTR were accepted by DTR and put
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in effect in Nexch 1969 (see below).
This Advisory Group takes
ficance not only because of its success, but because it
appears to be unique in the Agency and a bold innovation
not likely to be adopted by all components.
c.
a diminished role, meeting infreently
to consider promotion actions at the request of the DTR.
By January 1968, however, concluded that a sustained and
organised effort in the area of career planning and manage-
ment wee necessary, and at this time regular meetings began
to take place. The Board's responsibilities were formalized
in June 1968 by OTR Notice 11- 68. It appointed six senior
officers of OTR to constitute 4 Career Board with the following
responsibilities:
(1) The competitive ranking of ST careerists
(2) The review of all Field Reassignment Ques (=tires
and career plans of ST careerists, with appropriate recom
tions to the DTA.
(3) The review of all r coendatione
step increases (OS 11 and above).
An OTR Notice of 11 July 1968 appointed a Career Training
Serioe Panel of five persons to perform similar functions
for the individuals below- GS-11. The Career Board, meeting
every two weeks, has taken on a variety of additional functions
as a managerial arm of the DTR.
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DI 1952 the 8ubeciittee
38
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Seminar" (!1S) as an iterimsgency
training ter for officers aseied to key positions both
at hune d in eritleal areas oversew. Mr. MeCone the MCI,
was oue of itc strongest supporters. The Agency provided sup.
port by sharing the cost, assigning an Agency training officer
U a fatuity advisor and liaison officer, and providing eight
students per seseion for a total of 48 per year, as veil as
lecterers from various parts of the Agency.
The National Interdepartmental Sem
had as its main objective the study of the general policy and
doctrine of the V. S. Government with respect to under-developed
and emerging nations. As a secondary objective, the Seminar
had the participants work as a country team on a practical pro-
blem. In 1966, the course VOA being given six times a year
with e, planned enrollment of 64 in each running. This course
is still being given with full support from the Agency and OTR.
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Orientation
a. Beekground
The OTR Area Training Program goes back to AllY 1955.
derwent 4 major reorganisation in 1959, with mast of the
effort being concentrated on the "Americans Abroad" Orientation
(AA0). These orientations ran from two to four and one half
days (full-time) and were being offered by 1964 on
Zn addition, a one-week full-time
25X1
countries . 25X1
was 25X1
MAO
ale* being regularly presented. The intent of the AAP was to
*peed up the overseas adjustment of personnel and dependents
who were outbound to a particular area for the first time.
Three instructors were providing coverage of the entire world.
23. October 1963
signed by the XI announced that the MO program was designed
to prepare employeee and adult dependents for duty overseas,
more partiouLarly those who were going to a specific foreign
looale for the first time. This notice aide operating officials
and bawds of independent offices responsible for insuring that
each employee needing this course mad get it before his de-
parture. In lineal Year 63, the MO's were attended by
42
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epployees an dependents, Even so, a small number of
employees failed to attend before leaving for an area.
By 1964 there was growing dissatisfaction with the
effectiveness of the courses, mainly because the couree ob-
jectives were overly ambitious and unobtainable* In two to
four days, employees were being instructed not only an problems
of personal adjuntment overseas, but also on historical, poli-
tical, economic and social backgrounde of a country of interest.
A complicating factor was the mixed character of the audience.
The student body ranged from OB-03 to as-151 plus many 'elves.
The DTR, therefore, on 19 November 1964, recommended to DDO
that OTR discontinue the Area Training and that the Agency
depend on MI, which had &much larger staff es well as a
library and other facilities* Re also recommended that the
part of the courses devoted to problems of overseas adjustment
he combined with the Dependents' Briefing which vculd then
omprise a, new course. Nis recommendations were approved in
principle by the DDS an 30 November 1964. The Americano Abroad
course was discontinued in January 1965
The 8Orientation for Overseas" Courseresul ing from
the merger of the dependents briefing and the discontinued
Americans Abroad Orientation was initiated in 1965 with a
total of 168 persons inoluding 64 wives attending the first
five runnings. The course, lasting two days, contained three
43
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elements;
Briefings on security, cover, legal and
cal onsiderationa;
Lectures on personal conduLet in a foreign
ety;
3) A panel die on for wives and female
In a meeting of 28 January 1966
ted
OTR to study the question of area orientation. In talking to
the DTR and the DDTR on 1 February 1966, he agreed with the
logic of the elimination of the area training and accepted the
fact that the major responsibility for proper preparation lay
With the individual and the desk concerned. He nevertheless
felt it was not being done and asked OTR to carefully review
the ways and means by which the area orientation trairing
eight be resumed, stating that an agency such as the CIA could
certainly afford an area. orientrtion progrmn
cs D.2.220.AwnEE
OTR then made a proposal with the foll
men OUB$
(1) That the IP area divisions establishormal
area orientation courses with instruction being furnished
principally by division officer*.
(2) That country kite containing pertinent informa-
tion be by each desk and the naterial be required
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That attendance at PSI ata and country
be enc red.
Zn ranee to this propeeal? the DDS raised several questions
askedend for further study. Re suggested the poseibility of
urn. Of programmed instruction, felt that the problem VOA not
solely to Clandestine Services officers) end believed
that centralisation within the CS Divisions would provide
little in the way of control or standards. But OTR in studying
the ropoeel further imam to the conclusion it could not staff
etch a program with lees than ten well-qualified officers.
d. T?as Solution
On 22 November 1966, DTR addressed a mo to the DDS
pointing out that OTR was unable to duplicate the PSI instrue
tion because of manpower ceilings and budget restrictions- on
the other hand, students were not using the PSI area training
program in spite of strong recommendations that this be done.
Uhdar the cireumstances then, the best solution seemed to be
the development of a series of country reading kits by OTR in
cooperation with other Aepncy components. These kits could then
be used by Agency people who were preparing for overseas assign-
ments' It was proposed that the Intelligence School administer
the program but that country specielsts from outside OTR be
appointed to review the content of the kits on a regular basis
and make reccomendatione for improvements Certificates of
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ompliance would be required on out-prooessin
all perenel overseas had read tb
proposed that kits be developed first on a few usijor countries
to test the fees bility of the approach and, the scope of the
problem. The DDS agreed with this peoposed plan and told the
DR to proceed along those lines. OTR then decided to o ahead
assembling a sample kit which {toed be shown to the Director
along with a draft of the notice. A report would be tads to
the DM on a monthly basis to highlight the aacomplishments.
This is where it stood in Deeedber 1966.
e. Sitnatton in /969
In :tannery 1967, on held eepeate length.y die ews-
hone with ONO CS lranCh Chief* on the sub3eot of kits All
bUt one t the idea helpful. The Ono felt it might become
an essary burden on the branch, Am the subject ias inves-
tigated,,
it became more zed more apparent that there would be
practical difficulties in the preparation of kits. This
It wax
would have meant the setting up of more than
portfolioe in 25X9
flrea branehes and subsequent monitoring of their use. it
readily became apparent that OTR could not provide any assistance
to the Area Training propoeals without a considerable addition
to the staff. In April 1968 the question of kits was raised
vestn by the DDS particu1ar4 In terms of the importance of
the orientation of DDS dependents. He also suggested that the
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it
ably be built, at least in pert, on PAI
explore ion with the CIA Librarian. and
with officers ruled out the kite as being too impractical*
A search for "on-the-shelf" programed manuals turned up
nothing suitable, and the cost of pxogramming such material
internally ruled out auch a solution. The DDP raised the
question of area orientation again in the fall of 1958. When
DTH was unable to offer any assistance on the problem, the DDP
threw the responsibility- to the CS desk officers, and there it
rests.
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Film Production
Activities of the i
The Film Unit vas established in the early days
co of Training when it quickly became clear
eed for training films for use in Agency courses
be met by the use of films from commercial or
ride es. The Unit's first film, "Operation
in 1954. By the end of 1965, it
her =jar films. Since that time,
ed ii
it has worked on a nuWber of small films and one ma or
production portraying the work of the Office of Natioral
Estimates.
Film Unit
recognized generall3r, requests come in from various
Offices for the making of films for purposes other than
orR use. By 1967, a reffiew of the situation exposed
need for a well defined system of approvals; priorities,
end budgeting arrangements in commotion with proposal*
for new films. The DD/S then addressed a memorandum
(dated 19 June 1967) to the other Deputy Directors, en
tablishing certain procedures to be followed in the future
with the final 1 for the making of training films
resting with the DD/S.
b. "The AgenqXFilm
In 1965, a nutter of key officials felt that the
neededAgeney en unclassified Mrs./411*h could portray its
48
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vities in such a
as to improve the Agency's
ublic "image. Work was started on a script, but the
TR ter had difficulty in getting the Directorates to
ormulate their ideas on what Should be included.
The matter drifted along until May 19670 when
met irith Sherman Kent and others
the
to discuss his fourth version of the script. As a result
of the views exchanged at this time, Mt.
agreed to 25X1
try the preparation of a fifth script, but he felt that
this would have to be his final effort to solve a difficult
and frustrating problem. When no general agreement could
be reached on the acceptability of the fifth version, the
entire project was tabled by the mis.
When the Da indicated his desire in
for a public relations film, the project was reaivated
under the guidance of a committee, and with a new writer.
In April 1969 the first draft of a script was accepted
and production started.
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tions in Teaching
CS
a.Ialroduction
During the period 1 1969, there was a
cOntinuing adjustment of the frequency and content of
the, course offerings to meet changing requirements and
he need for improvement. Per example in SepteMber
2.966 the participation
the Mid-Career Executive Dv
and the Nenagerial Grid was
a few other changes in orien
1968 the Operations Course underwent amajor overhaul to
make it more realistic and up-to-date and a new exercise
e Comprehensive Insurgency Exercise (commix)
traduced.
Of re aignificance was the Insugura
of a
coursesrnndber of new in response to new reiyirements.
The tncreuing readiness of Agency offices and dizectorates
to specify their needs for new courses was in itself a
significant development and a considerable change from the
early days of OTR when many courses were inaugurated by
02R solely on the basis of an unsUbstantiated belief that
such courses were needed or desired 'by the customer components.
50
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The development of the Advanced Managemen
Planning) Course and the Automatic Date Processing
Course (previously discussed) are examples of the OTR
response to specified requirements during this perio&
In all, a surprising nuMber of courses were developed
In this period.
b. Su Service
In March 1966, the =IS, (Mt. Bannerman), in-
dicated that he vas interested in a course vhich would
review the activities of the 1)114 offices, would last for
several days, and would be given out-of.town so that the
students (Who would be ;ZDD/S offices) would have a
chance to get to know eaohA The designing of thie course
continued up through the summer of that year with numerous
consultations with various officer* in the DD/S components.
Anphasis was placed on the presentation of interesting
activities that are not commonly known and the projection
of the trend of Support-Milo activities.
The first presentation of the d High
Course (as it cams to be known) 16
where it has been giVen on a regular basis
first course/which vas limited to 50, was
With modifications and changes since intro -
wined
ined in amend and Obviously fills a need.
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CRU)
Clan
me
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1953., it
"Reeding unit
ontinued in September 1958 for
a nutter of reasons but OTR received from tine to time requests
for instruction in reading improvement or "rapid reading". The
Office of Logistics raised the question In Mey 1965, and in
DeceMber 1965 two reading machines were installed in the
Language Leboratory, Nevertheless, and not withstanding the
fact that rept& reading instruction was available externally,
further requests were made and a survey taken in March 1968
revealed that there was great interest in and need for this
type of training. Meetings were then held with
and also the Department of Agriculture concerning the program
which they offered and their capability to take on atltiticmai
students. In the fall of 1968, each of these organizations
conducted a course for Agenoy students with an evaluation
of the two programs being made thereafter to see vhith better
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Agency needs. AxTemonnents were then made for
the Devartment of Agriculture to conduct Reading Improve
mint claims at the CIA Headquarters !Wilding.
a. Other Course
514.
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(6) A few spaniel courses were given in
response to requests as time and facilitiee per-
mitted. In November 19660 the School of Inter-
national Communism offered a course on Chins at the
request of DD/S&T. In early 1968, three special
Operations Fandliarization Courses were conducted
for members of MD, tailoryl to the needs of that
Division and held at Headqtarters. Also in 1968,
And in SepteMber 1967 a
one -week Operations Orientation vas devised for 16
members of OS/.
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2. Bey tructional TechniveA
s. Program Assisted instruction AV
When Nft'. Baird retired at the end of 1965 he
undertook under contract to study the applicability of
program assisted instruction(PAI) within the Agency's
training units. In July 1966, the firm of
vas approved as consultant to Mr.
is
connection and sponsored by re/ster who had an interest in
the sUbject. Mt. of that firm then joined Mt.
Baird in looking into the courses being given in the Office
of Training, with the objective of identifying material that
could be taught through programmed instruction CT program
assisted instruction or even computer assisted instruction ,
(CAI). In January 1967,
of
was brought in
present a two-week workshop on
g. owing this workshop,
who attended the program
the representatives from each se
proceededthen to work on actual course programmed instruction.
one am40.0.641140m,uNwt,
The final report of this wejectAwas submitted in
1967. It had been established that PAZ could
effectively OTR
be applied to theogieTraining courses on a
selective is. By this time a programmed text on map
reading had been developed and had even been supplied to
the Detail*, intelligence school in 88 copies it being ex
potted that their use of it in the Defense intelligence
Course would help to validate the text. Materials concerning
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instruction in secret writing had also been developed
by the owner of 1967 and the reaction of the TSD
specialists who conducted the training was enthusiastic.
As of 1 February 1968, the following three
programs had been combated and were being used: "The
role of perception in human relations"; "Banish gobble-
de-goa"; German compound past-tense". Fourteen other
programa were in some phase of development, testing, or
re-writing. In * number of cases the results were favorable
in terms of instruction and learning. The student reaction
to the use of the programs appears to have been generally
good.
An instructor in the Administrative Procedures
Course loped a programmed text on the calculation of
per diem. This turned out to be an effective teaching
device and Central Travel Branch requested copies of the
program for use in tutorial instruction. The AO Staff of
Medical Services completed. a study of the field test and the
programmed text of the "American Thesis" element of the
orientation courses given by the Intelligence School. Their
study indicated that the programmed approach was more effec-
tive than the lecture-discussion approach formerly used.
As of January 1969, the Office of Training was
able to say that programs had been developed or were under
development for 24 subjects in various categories, ranging
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from the tion of couriers and the writing of
cab1ss to aerial photo interpretation and clandestine
personal meetings. The custodian within CTR of informa-
tion on the techniques of PAI and its use 'within CTR was
Iwhoassisted Kr. Baird in his invest tion
in this field. Organizationally, she was placed within
the Registrar's staff.
b. peuturarykLaa
14 the interest of taking advantage of recent
lopmente in educational techniques OTR purchased in
August 1967 some basic equipment tor closed-circuit TV
and for video tape recording. After this equipment arrived
it was tested by a nueber of course chiefs under a variety
of conditions and to meet a variety of requirement. It
was used., for example, in the
Course, the briefing portion of the Intelligence Techniques
Course, the Effective Speaking Course, and some experiments
um was tried in Menage-Bent Training. The high value of
mediate feed-back of student performance we. clearly
demonstrated in these various experiments, but the use of
the video-tape equipment an of April 1969 had not lived up
to expectations.
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CMKPUR V:. Significant Actions
stnixatiOnal
a. The /Wort School
In August 1955, Mr.
suggestion that an additional seh
as Dm, made the
tablished within
the OZR organization. Reasoning that although there vas 421
Intelligence School for DDI instruction end au Operations
School for WP instruction, there was no comparable unit to
serve DDS requirements specifically. Training of common
concern to the Agency, such as aftnegement, administration,
and. executive development had no appropriate home. It was
not felt that this proposal would require any more manpower
or generate any significant financial costs.
The establithment of the Support Services course
as part f the Support-Career Training Program acted as
catalyst for the thought of bringing together in one faculty
other training activities such as clerical and management
training, finance course, etc.
After further exploration and discussion of
posa1, e, mamma= dated 2 February 1956 requesting ap
prows], of the establishment of a Support School was approved
by the Del on 25 February 1966, and the new school vas in
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April with
The new school vex ccprised of the f
Management Training (from the Zn
Clerical Training (from the Inte
igence School)
ce School)
Finance ea Logistics Training (from the Operations
School)
Mid-Cereer Course (frcx the Office of the TR)
A year ister, the Administrative Support Course wee alec
to the School (froa the Operations School).
b. The Merser of the Supp rt Staff ankPlens and Policy
Staff
On 31 May 1958, the DTR requested approva1 from the
higher level of the merger of the Support Staff and the Plans
and Policy Staff, the new unit to be known as Plans and
Management". Having noted the growing interdependence of
these two units in terms of the use of men, money, and
facilities, a case vas made for a merger on the basis of
greater efficiency. The merger was approved. on 11 JUne 1968.
c. hment of the tional 'p. Staff
As a result of the studies by the Management
Advisory ttee and its recommendatioms to the DTR the
servicee providing support to instructors were realigned by
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notice #15 March 1569. An Xtructional rt
Staff vas established in order to bring all these services
under a single direction.
This new staff comprised the following elements:
(1) Admissions, information and Records Branch
formerly the Registrar's Staff)
(2) The Audio/Visual Services Branch
(formerly the Instructional Services Branch)
) The Instructor Training Branch (to be
bested t OTR Headquarter') This Branch, in addition
to providing instruction in techniques of teaching, in
intended to be responsible for maintaining an up-to-date
inventory of technological developments in education and
for continuing OTR's development of applications of PAI.
(4) Library Services Branch (to be looated at
OfR Readquartere) In the early days of the Office of
Training, there had been a sizeable library, first in
and than in B&S Building, but over the years for
reasons this library had been discontinued and
dispersed; nevertheless the question had been raised
at various times regnrding the re*Itstablishment of such
facility. In Horeb 1968, the CIA Librarian initiated
a survey of CCR Library facilities, following a recom-
mendation of the 10 that a survey be conducted to
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the
de ermine if a centralized library woul4 be preferable
to the existing system of decentralized school and
staff libraries and book collections As a result of
the survey, the library was established to provide a
reference and loan service within R.
Also on 14 March 1969, in Notice i669, the
ion ofBxecutive Assistant to the Director of Training
stab].tshed in place of the position of Chief of Plana
ns1gsnent,*which was abolished. The *Mee' of the
rtive Assistant would not only reot the activities of
enning Staff and the Nanagement Staff, but would also
have responsibility for the review, coordination and processing
of incoming and outgoing correspondence for the Director of
Training. The Nmocutive Assistant was also made administrae.
tively responsible for OTR's representatives to the Defense
Xntelligence School, National Interdepartmental Seminar, and
the Special Wears Center at Ft. Bragg, and also for the work
of the =Historian.
2. ..41.10031124
a.
When the Management Tn
late 1965 if it would be willing
the M 'ins Building in Roaslyn
readily agreed to the propooal
culty was asked in
mare frau Glebe Road to
ii under construction, it
space on Glebe Road was
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far fr
and the seminar roa needed by Management
rd o come by; in addition, the room were
The Management Training Faculty was permitted
to plan the new space for its own purposes and approval was
received to buy special furniture. This layout? possibly the
finest to the history of OrR, was, not utilised fully by
Management Training because more and more of this instruction
was being conducted OOmseVentlYs
when OTR was under pressure lathe spring of 1967 to find
apace for the presentation of the South Vietnam Operations
Course then being put together, it was found that this space
could be turned over to the MCC with the Mhnagement Training
instructors maintaining their office space. This erransement
did not prove to be entirely workable and the MOO was aimed
in. 1968 to Glebe Road? but Management Training was not able
to utilize the space full-time in Rosalyn. In September 19681
the Support Services Brandt and the Mid-aareer Branch of the
Support School IMOD moved from Glebe Road to this space in
Bosa1.111. In April 1967, the Clerical Training Faculty had
moved from 1016 16th Street (Where it had been for ten years)
to the lith floor of the Ames Building in Roselyn, where for
the first time it had satisfactory space. Thus/ for the first
time the component parts of the Support School vers all
located in one place, or nearly so.
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b. Plans fOr pew (Fli Space
Throughout its history the Office of Trainingha
always been scattered in a number of separate buildings
occupying in the 1950's up to nine separate buildings at the
same time and most of them of a "tsmpo" character and none of
them specifieally designed for clubrooms.
In early 1963, OTR was occupying space in Ames
Nevus 1000 Glebe, Beadosrters, and Arlington Towers, the
latter being used by the Language School. This apace was so
unsatisfactory for a number of reasons that a strong effort was
initiated to find new training space for the Language School.
In June 1963, CaL. White suggested that it might be appropriate
for the Office of Training to think about renewing certain of
its previous efforts to obtain a training building designed as
a school building to house all of the training activity. A
proposal submitted in November 1963 to move both the Language
School and the activities at 1000 Glebe Road to a combined
location close to Reddquarters received the approval at the
EXecutive Director Camptroller on 20 November, with the proviso
added by the Director that nt:, additional square feet would be
required. This proposal vas based on a study conducted by the
Domestic Real Estate Task Perces The DTR then established an
"Instructor's Advisory ComMittee on the Consolidated OTR
Building", by OTR Notice #12.49 of 30 January 1969, This group
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was to report to N.
whointed coordinator
for all the planning pertaining to the d.eain of the new
building,' The DTR pointed out that this was a rare oppor-
tunity for the Training Officers to achieve the ideal student/
instructor, teachingilearning environment (within budgetary
limitations, of course). This group proceeded to conduct a
thorough study of the most modern and upto-date types of
classrooms, teaching facilities and educational technology.
An44 by April 1969, it began to appear that for the first
time in the history of Agency training, all the training in
the Washington area (except clerical training) would be
consolidated in a building $eCtfieel].3 designed for the
purpose, hopefully by the summer of 1970.
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CRAFTER VI. A 5piing of Itne of Interest
marked by 8
davelopments of thisperiod were necearilyOS
and. conflict, buttressed by great masses of paper.
Thole aohjeyements could not have been acemplished without strong
convictions within OTR and the determination to push through all
obstacles to the objectives desired.
But =eh of the activity in OTR during the period Januerr 1966
to April 1969 could not be described as related to major deeionti
or ovations; nevertheless, many people in OTR were contributing
to the improvement of the efficiency and the effectiveness of the
training effort. Not all of these contributions can be recognised
in a short paper, but a few examples may be cited at this point.
Dirring this period the training load underwent a startling increase.
lthr example, the number of student taking management training in-
=eased in almost geometrical proportions during this period. Again,
citing of quantities of statistics, other than a sampling, would be
inappropriate in a short paper.
2# T10. arielf4
OTR s responsibility for presenting Agency briefing* to
Government, private industry, and the academic community generated
during this period a siseable amount of activity of the type which
C 6
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charaeterises many of the CTB functions; nene3,y, necessary
response to routine but ever increasing requirements demanding
special skills and knowledge but essentially unglamorous and
unsung. In 1966, OTR provided 139 "Agency briefings", that is
those briefings directly related to the Agency missions, functions,
and responsibilities. It provided 154 "subject briefings" meaning
briefings related to a particular area* particular discipline or
problem* Forty percent of this briefing effort vent to the State
Department and ADD, thirty-three percent to Defense, four percent
to non-government groups, tventy-two percent to other government
groups, with the remainder to foreign officials* A heightened
interest in the image of the Agency led to an increased briefing
load each year thereafter. COmparable statistics are not easily
available, but it should be noted that in Fiscal Year 68 a total
of 4 976 individuals were briefed.
;DWI-WM $010?1 PIPlieWRE
In July 1967, the Intelligence School distributed to a CT
class the first edition of "Presidents of the 'United States on
Intelligence", a representative compilation of Presidential state-
meats selected by the Curator of the Historical Intelligence
Collection. This publication attracted sufficient interest to
generate a demand for it from many quarters ranging from the
Office of Personnel which vented 100 copies for its recruiters,
to the Rational Security Administration, which asked for 200 copies.
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4. 8!ELSEASSMISSAUSILVa....11,8m.
In Calendar Year 1568, the Staff of the School of International
Oommunien made approximately 100 external appearances and addressed
approximately 4,4o0 pereons? these presentations being made pri-
marily at !SI, DIS and the Senior Service Schools. As of March
1568 every faculty member of the SIC had had an overseas trip
within the last three years. These were working tripe rather than
tion.
who gave
ce of the DCI
lectures to Cl
d 636
in 0111
during newel Year 68. The Clandestine Services accounted for about
half of these lectures. As a result of queations being railed
regarding the demands on the time of highly placed individuals
certain controls administered by the Registrar of OTR were established
over the use of guest lecturers. As a result of student criticisms
of the effectiveness- of certain guest lecturers, the Director of
Training issued instructions that poor lecturers should be dropped
regardless of the position they held.
6. Wpr QfilmoVaptnto
In Fiscal Year 66, a total of about 5,100 enrollaente was
recorded in courses conducted by OTS. In Calendar Tear 195?4 the
number was 7,437; in Calendar Year 1968, 70886.
ce
.0--
ACRE'
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be cut rivet
as in many preceding yeari of O1R4
allowable personnel strength had to be coped icith
1966 WS announced that the OTR ceiling was to
by June 1967'. We led to a
number of exercises to determine which activities were the most
expendables but the desired reduction was accomplished. Further
reductions brought the total down to in September 1968.
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liment in
as
ory was being
or of Training
t the time when
drawing to a close
remise 5.f it did not point out that during this time he
chardsonTs
uld be
a record
among Directors of Trsimpg? and among Agency senior officials as
well, by Thllat2ieeparticipation in four significant courses: the
National Interdepartmental Seminar, the Managerial Grid) the Chiefs
of Station Seminar, and the Advanced Management (Planning) Course.
Se stated that he was convinced that it was the only way by which he
could speak with authority about these courses and give then the
support they deserved. lie? could only regret that he had not done as
much monitoring of other courses and programs as he would have liked.
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IOW nE I
CHAPTER V17. COnelusion
shmen
a rapid expansion and. inaugurating
of large new rograns and facilities, its accomPlishments
tified. But this is less easily done
for the t966l969 period, vhen the essential requirement
was one of consolidating gains and refining practices
already in being. The evaluation of the effectiveness
and the "progressnof trat,ling or of a training organization
is very difficult at best, depending as it does on so menY
intangibles and, so much that cannot be measured. But some
indication of accomplishment is provided by reference to the
statements of Mr. Richardson's predecessor in 1965, as re-
ported. in Chapter I.
In Novetber 1965 five grsnge goals for OTR had been
identified' Mese can be coired. Vith the present situation
in April 1969.
ation om....1r2aeria.l. A
preedsing beginning has been =de in the preparation
and use of such material.
b. The Imutherving of the period of trinin of
Career ?rainees. This was
did not work out
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ULUM I
t of re nts fo f
lenpage ecmetenee. The necessity for this has been
imecepted in the Agency and. a procedure established.
d. The setting aside of epecial slots in each
covonent to accomodate extended training for cereeriete.,
Mere is no evidence of progress toward this goal
5. Eptalishpent of a prop= for executive
dev$lr*!It. The Agency does not seem to be ready yet
for such a proopmm. Pat the interest shown in the
Management Seminars by meay senior employees can be
interpreted as encouraging, and the establishment of
the CS Senior Seminar is a hopeful sign. It is clear
that OTR cannot devise an executive development program
unilaterally with any chance of success; the need, has
to be felt, elsewhere in the Agency.
The aspects of OTR in which the LTR took particular
In 1965 might also be compared with their status in
a. The facilities
been maintained at their
nonce.
b, The Career Trainee Proems is possible
better training than In 1965, but nee eerily
red frcin the audd.en xpension of time and. numbers
the rnthseuent rapid. contraction, as well an the
high level of
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ertainties
the sna of ipo2aen14ng it. YLR cen take eat
satisfaction in its role in the time -consumin
g and com-
plicated effort to reach a result of great potential
tmnefit to the Agency.
C. The School of Xnt.rnational Conmtern has
s*iattained.its high level of exceflence,
S . The Management Training Progrmaehowed. both
gains and losses. The rapidly expanding nuMber of
empioyeee being reached by this training was a matter
for satisfaction, and the ready acceptance of the new
course on planning (eopecially by the Clandestine
services) was particularly gratifying. 3ut the incon-
cluoivo results of the "PiIct Project" and the unwilling-
ness of the Agency components to experiment further with
tie "Grid raised serious questions about its applicability.
noteworthy success of the Grid in the Mid-Career Course
was balanced by ?to failure with CTs.
f. The off-campus eaucationel program was maintained
but did. not play a vital role in the &Mire of OTR or the
Avner
As for four bulc principles of
one on the rotation of experienced. officers to OTR
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prscticsl red.tyfor the first tine in 1968 when the policy
and procedures were established to provide systematic and
orderly rotation to OTR frms the Clandestine Services.
And flmally, In reviewing the secomplishments of this
period one should not overlook two important developments
snforseen 'by Mr. l'Airdp---the prospect of OTR being in a
building specifically panned. to meet the requirements of a
training establiahment, and the introduction of participatory
management into the office of the MR.
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CONFIDENTIAL
A NOTE ON SOtEt MATERIAL
The information in this historical paper has been
drawn almost entirely from documents in the Office of the
Director of Training or on deposit at the Record. Center.
A few were on file in other offices of OTR. In all cases,
they have been identified in the narrative.
There has been a minimum reliance on interviews,
other than the checking of details with knowledgeable
individuals.
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