DDA EXCHANGE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00114R000100150001-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 48
• Document Creation Date: December 12, 2016
• Document Release Date: October 5, 2001
• Sequence Number: 1
• Publication Date: April 1, 1976
• Content Type: CIAPER

DDA/MAS FILE COPY
lI PLEASE DO NOT REMOVE FROM 7C18
april 1976
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excnanae
BECRIE'T
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 comment
 A brief comment might be in order to
launch this periodical on what is hoped will
be a long and productive life. I think it is im-
portant to know that a great deal of thought
went into naming the publication. Webster's
Unabridged Dictionary provides a variety of
definitions for the word, "exchange," but the
one most appropriate for this issue is
"reciprocal giving and receiving." This
describes pretty much the elusive goal of
communications.
If there is one concept that pervades our
thinking, it is how to communicate
better-how to get information spread
throughout the Directorate-both up and
down, and sideways. This process it seems
to me must be reciprocal-must involve give
and take-in a word, "exchange."
Over the years many schemes or systems
have been used to facilitate com-
munications. Some have been good, some
not so good. I'm not sure any have withstood
the test of time. We hope EXCHANGE will,
and will serve a most useful purpose in help-
ing to pass the word. It is not the only vehicle,
but hopefully it will be one of the most useful
and most sought after.
It seems clear to me that the essence of
the definition "exchange" is vital to the
success of this publication-reciprocal giv-
ing and receiving. No magazine or journal
can be successful without the enthusiastic
(and knowledgeable) effort of its con-
tributors. The articles which you provide,
must be well written, well thought out, of in-
terest to a rather broad audience and must
bear a stamp of enthusiasm. Without it, the
idea is doomed to failure. With it, we hope to
have EXCHANGE become a sought after, in-
formative document. The strength of your
contributions will directly and in equal
proportion affect the value which you will
receive from the publication.
We have high hopes for EXCHANGE and
we expect our DDA readership to "give and
to receive reciprocally."
John F. Blake
Deputy Director of Administration
 NOLl. no.1
Today in the Directorate of Administration
the psychologist edits his study on terrorist
behavior; the recruiter interviews job
applicants at the University of California; the
auditor approves a claim for payment under
a classified, multi-million dollar research
contract; the security escort shepherds the
DCI to the Hill; the courier rushes the just-
off-the-press National Intelligence Daily to
the White House; the instructor unveils the
mystery of Swahili verbs to his students; the
communicator selects an alternate route
because the Atlantic satellite has a problem;
the operator instructs the computer to plot
the trajectory of a Russian test missile; and
the coordinator denies a citizen all files on
the Bay of Pigs. The daily operations within
our Directorate are diverse and, super-
ficially, bear little resemblance to one
another. However, we share a common
responsibility for administration of Agency-
wide programs and providing effective and
economical management of resources. In
these areas we strive toward similar goals
and wrestle with like problems.
 Communicating is at best a difficult
process. It is a special challenge to the DDA
with our heterogeneous organizations,
physical dispersion, and disparate interests.
The DDA Planning Team, an informal
organization of representatives from each of
the offices, that is committed to improving
communications, is sponsoring
EXCHANGE-"A publication designed to
furnish a medium for the exchange of ideas,
concepts, information, and techniques that
are of common interest to the personnel who
are engaged in resource management in the
Directorate of Administration."
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 forum
The forum in ancient Rome was the place
to discuss matters of public interest. The
forum here is a place to discuss matters of
common interest to DDA resource
managers.
SECURITY ........................... 7
Personnel Protection Program
PERSONNEL ........................ 8
The Projection of Age Distribution
Model
FINANCE ............................ 11
Financial Management in Four Easy
Lessons
MEDICAL SERVICES ................. 13
Communications-Key to
Organizational Effectiveness
LOGISTICS .......................... 14
SLUC-A Break with Tradition
TRAINING ........................... 18
Center for the Study of Intelligence
COMMUNICATIONS .................. 20
SKYLINK-Communicating Via
Satellite
COMPUTER SUPPORT ............... 23
Computer Terminals
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 25X1A
professional population. Frequently, the
analysis has involved some tedious hand
counts and computations. During the past
year, however, a computer-based model
programed in the Dynamo language has
been used to facilitate the analysis.
The System Dynamic methodology was
used to design the model. It is based on the
assumption that there is a relationship
between the number of persons in an age
group and the number of persons who flow
in and out of that age group as a result of
aging, accessions and separations.
The model was used first to project the
effect of several different management
policies on the age distribution of the on-
personnel duty professional personnel. For example,
OP wanted to find out what the impact would
be if a particular directorate hired various
THE PROJECTION OF AGE DISTRIBUTION numbers of professionals. The managers in
MODEL that directorate were considering three alter-
natives they could follow between 1 July 75
The Office of Personnel periodically and 30 June 80:
analyzes on-duty professional personnel to hire 50 in FY 76 and 70 each year
determine the age distribution of the thereafter;
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 hire 50 in FY 76 and 125 each year
thereafter; or
hire 125 each year.
OP was able to provide them with the infor-
mation which helped them to identify a
desirable option, given objectives and con-
straints.
The model was used again to project what
the age distribution of professional per-
sonnel on-duty at the end of FY 75 would be
in FY 80. This model profile was compared
with a modified profile which had been pro-
jected to show the age distribution under a
policy that would not permit the hiring of
professionals 34 years old or younger during
a five-year period. Again, OP was able to
provide management with information which
they needed to consider in balancing the im-
mediate or short-range problem of being
over strength with the more long-range re-
quirement to have qualified personnel to
meet manpower needs at the managerial
level. See chart, page 9.
Many personnel policies can affect future
age distributions in the Agency. Conse-
quently, it is useful for the manager to have a
model that can simulate the effects of
various alternate policies and thus facilitate
the choice of preferred policies. The System
Dynamic methodology provides an excellent
vehicle on which models for the testing of
policies can be built. The current model is an
example of this method and is capable of
further development once we have a better
understanding of the causal relationships
affecting separations and accessions.
This model is an important member of a
family of analytic tools that can assist
managers to make personnel management
decisions.
 finance
FINANCIAL MANAGEMENT IN FOUR
EASY LESSONS
Of major importance in the list of Agency
resources which must be managed at multi-
ple levels is money. Here, as with so many
other resources, the Agency manager is fre-
quently called upon to do more with less.
The management of this resource-financial
management-has been undergoing rapid
change under the impact of both the
resource squeeze and the growing influence
of the computer. These changes make it im-
perative that managerial personnel at all
levels understand as well as possible the
philosophy and practice of financial
management in the Agency today.
In recent years a major effort has been
made to supplement or replace existing
courses in budget and accounting tech-
niques with training in financial management
to broaden understanding of the financial
process and facilitate communications
between the finance professional and
Agency managers. The result has been the
Agency Financial Management Training
Program, now eighteen months old.
The objectives of this four course program
are aimed at two groups of people. The first
is those involved in the day-to-day compila-
tion and processing of financial data. For this
group, the program is designed to impart the
philosophy of the Agency's financial
management system, and the procedures
and techniques used in maintaining its finan-
cial management information data base. For
the second group, the decision makers and
managers, the program is intended to in-
struct as to how the Agency's financial
management information data base can be
used in planning, controlling and evaluating
the use of resources, and how to com-
municate with and make most effective use
of the available financial expertise.
The program consists of four courses, all
but one of three days length, which may be
taken as individual units or sequentially. The
first is Survey of Financial Management, an
 overview of the Agency's financial objec-
tives; the system philosophy, structure cycle
and components; and the types of decision
making data it provides. Of particular in-
terest in this course is the opportunity to
hear and question a number of senior ex-
ecutives responsible for Agency level finan-
cial management. This course serves as an
introduction to the entire topic, which is
developed in more detail in the remaining
three courses. Many managers, especially at
senior levels, find this "Survey" course alone
sufficient for their needs.
The second course, Fundamentals of
Budgeting, provides six days of instruction in
the techniques used in formulating the
Agency budget and the automated process-
ing of budget data. This course is followed
by Accounting Control, concerned with the
Agency's general accounting system in-
cluding its statutory and managerial re-
quirements; the accounts structure;
allotment, obligation and expenditure
processes. The series is logically wrapped
up with Applied Financial Management,
designed primarily for managers to give in-
struction on data interpretation and
evaluation, and how to use the financial
system for managerial planning and control
purposes.
This series of courses provides the
Finance careerist with a valuable overview,
or review, of the major elements of his
professional field within the Agency. The
program is not, however, intended primarily
for the Finance careerist. During its first 18
months, 202 persons have taken the
"Survey" course. Barely 20% of these have
been Finance careerists. The remaining
students have been divided almost equally
between other DDA components and other
directorates, with grades covering a broad
spectrum peaking in the super-grade level.
About 40% of the "Survey" students have
treated that course as an introduction, and
proceeded to take one or all of the more
detailed courses which follow.
Additional information on these courses is
available from the OTR Catalog of Courses,
or by calling the Management and Ad-
ministrative Training Branch/OTR on exten-
 sion 3821. Since there have been some
changes in the schedule shown in the OTR
Catalog, the schedule for the next complete
cycle of the Financial Management Training
Program is given here:
Survey of Financial Management
21-23 September 1976
Fundamentals of Budgeting
4-8 and 15 October 1976
Accounting Control
19-21 October 1976
Applied Financial Management
27-29 October 1976
medical services
COMMUNICATIONS-KEY TO ORGANIZA-
TIONAL EFFECTIVENESS
Organizations, whether industrial,
religious, academic or governmental are
social systems. While the motivating force
for the existence of the organizational social
system is the attainment of its goal or objec-
tive, that is, marketing its product, the glue
which holds the social system together is
communication. Where communication is
marginal the social system functions at less
than an optimum level; where it is poor or
non-existent the social system will not sur-
vive; where good or excellent a
cohesiveness and unity of purpose will exist
in the organization.
Implicit in the term communication for
behavioral scientists and students of
organizations in general is an understanding
that it is a two-way process. We often hear
managers comment "I wonder if the people
who work for me are getting the word?" The
immediate reaction of most behavioral
scientists would be, "Are you getting the
word from your subordinates?"
The most effective means of improving
any product or function is to receive feed-
back from consumers. This holds for the
production of goods, intelligence reporting,
employee counseling, or management of a
 group. In any well-functioning social system
this two-way communication, which includes
feedback, will flow freely.
How is a manager to know if this com-
munication process is functioning effectively
in his group? A short self-test may be very
indicative. As a manager ask yourself how
the people who work for you feel about the
following issues: Supervision, importance of
the work, production efficiency, utilization of
employees' skills and abilities, opportunities
for advancement and growth, functioning of
personnel management systems, working
conditions, and also communications.
If you do not have a fairly accurate under-
standing of how most of your subordinates
view at least five of these areas, your com-
munications system is at best marginal and
probably poor. If you do have a good under-
standing and many of these are viewed
negatively then you are not using the com-
munications feedback process to best ad-
vantage for improving your operation. If you
have a good understanding and most of
these issues are viewed favorably then you
probably have an effective, smoothly func-
tioning operation with relatively minor
organizational problems. How did you
score?!
logistics
Since this is the Bicentennial year in which
the anniversary of a revolution will be com-
memorated, it might be in keeping with the
times to recall a recent one of sorts that has
been experienced by all Government agen-
cies-revolutionary in the sense that there
was a break with tradition.
Traditionally, it had been the responsibility
of the General Services Administration not
only to fulfill the space requirements of all
agencies, but to fund the space from its own
appropriation. On 16 June 1972, this funding
arrangement came to an end with the enact-
 ment by Congress of PL-92-313, Amend-
ment of the Public Buildings Act of 1959. The
law requires and authorizes GSA to assess
all Government agencies occupying GSA-
operated buildings a Standard Level User
Charge (SLUC) for space and services-the
rental rates so charged are established by
GSA with OMB approval and approximate
prevailing commercial rates for like space
and services. The proceeds from this
assessment are to be deposited into a
Federal building fund from which
withdrawals can be made to finance new
Federal building construction and the
upgrading of existing Federal buildings.
Two years after the passage of PL-92-313,
GSA submitted the first SLUG billings for FY
1975, resulting in intensified efforts to
reconcile the difference between GSA and
CIA space assignment data. The SLUC pay-
ment for the Agency for that fiscal period
amounted to a total 14 million dollars which
was paid to GSA. As a result of GSA's subse-
quent refinements and improvements to the
SLUG program and the use of a more ac-
curate assignment data base, there was an
25X1A
 25X1A
increase in the cost of the Agency's space
from 14 million in FY 1975 to an estimated 17
million in FY 1976. For FY 1977, it is es-
timated that the Agency's space cost will be
increased to 19 million due in most part to
the Government's accepted projection of a
six percent rise in the rate of inflation.
Although the SLUG program has not attain-
ed its primary goal of establishing a new
construction fund, it certainly has made
managers aware of space costs and the
need for better space management and
utilization.
The Real Estate and Construction
Division-OL has been given the migraine-
inducing task of preparing the SLUC
budget; reviewing the SLUG billings for ac-
curacy in assignments, square footage
figures, and overall costs. You, the Agency
managers of this space, can help lighten this
task by your timely advice to RECD of your
individual requirements for new space and
the prompt disposal of space no longer re-
quired.
16 SECRET
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 CENTER FOR THE STUDY OF
INTELLIGENCE
The past year has witnessed the ex-
perimental development within the DDA of a
radically new Agency concept, authorized by
the Management Committee, and aimed at
the advancement of Agency pro-
fessionalism. Within OTR, the Center for the
Study of Intelligence has been established
as a kind of Agency "think tank" designed to
research and discuss issues and problems
involving the basic processes and functions
of intelligence including collection, produc-
tion and support. The basic objective of the
research and discussion is to contribute to
the expanding professional literature of in-
telligence. The Center hopefully will con-
tribute to the description and clarification of
existing intelligence processes, and will
serve as one focal point for the articulation of
suggested change.
The first of the Center products, a study of
CIA Intelligence Support for Foreign and
National Security Policy Making was dis-
tributed within the Agency in January and
has stimulated considerable discussion and
debate on this important intelligence
process. The study was produced over a
nine-month period by a three-man team of
"research fellows" working on full-time detail
from their parent offices. Under the Center
concept, all research studies will be pro-
duced by such fellows-volunteer in-
telligence officers from across the Agency
assigned full time to the Center for the dura-
tion of a specific study. The permanent staff
at the Center consists of a research director
to give continuity and detailed guidance to
the program and a small support element.
With the assistance of the DDA, a Board of
Advisors, consisting of ten senior Agency of-
ficials was organized to set overall policy for
the Center and to assist in its development.
The Board is chaired by the ADDA.
 At present, work is well along at the
Center on team studies of the CIA field sta-
tion of the future and on an examination of
the impact of compartmentation in the Agen-
cy. Officers from the DDO, DDA and DDI are
participating. Planning is under way for a
study of the CIA estimative intelligence
process. It is envisioned that about ten
fellows will be working at the Center at any
one time. Several additional fellows will be
needed for new projects during 1976.
Nominations for projects and personnel for
the Center are being solicited from in-
terested individual officers and from Agency
components.
A series of group discussions, seminars,
and conferences among Agency officers on
5X1Pprofessional intelligence issues is also being
sponsored by the Center. So far, these have
mainly concentrated on issues associated
with intelligence analysis, including its multi-
disciplinary aspects. Day-long conferences
on such processes as intelligence re-
quirements are currently being planned.
At the end of its first year, the concept of
the intelligence study center certainly seems
promising enough to initiate a second round
of research and discussion projects in 1976.
Its success will hinge ultimately on its value
to the Agency at large as judged by the
response to its product and activities. This
response in turn will depend upon the
relevance and utility to the Agency of Center
activities and on the caliber and interest of
the fellows attracted to the Center.
The DDA Representative is
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 5X1 A
computer support
suggested that would conserve ADP
resources and provide some improvement
in services to terminal users.
Early Uses of Computer Terminals
Computer terminals were first used on
OJCS computer systems in 1967. By
November 1968, some indication of the
potential growth in the demand for terminals
could be seen. Some of the first uses of ter-
minals were for system and program
development in OJCS, name searches in
OS, and scientific intelligence problems in
OEL and OWI. Installation of terminals re-
quired arranging for physical security in the
user's office and running data communica-
tion lines from the computer to the terminal.
In OJCS, the pressures were on develop-
ment of software and installation of ad-
ditional computer equipment to support new
applications and greater numbers of ter-
minals.
SECRET 23
COMPUTER TERMINALS
There is a heavy demand from computer
service users for computer terminals. This
article provides some insight into this de-
mand and its impact. A few measures are
 8oor 761 *
TERMINALS CONNECTED TO OJCS
COMPUTER SYSTEMS
68 69 70 71 72 73 74 75 76 77
fiscal years
 Today it is difficult to find some major
component of the Agency that is not using a
computer terminal. Hundreds of employees
have passwords which permit them to gain
access to computers and some portion of
the data stored or processed in these com-
puters. Some terminals permit the user to
participate in rather structured computer
applications such as the Financial
Resources System and the name searching
system in the Office of Security. Other users
have a wide range of computer processing
capability at their fingertips and the nature of
the process that can be performed is limited
largely by the imagination of the user.
Over 400 computer terminals were con-
nected to OJCS computers as of the end of
FY 1975. By the end of FY 1977, the total
number of terminals will probably reach over
750. Apart from this, a major new system in
the DDI could lead to a requirement for over
1000 additional terminals in the next few
years.
The funding for computer terminals is
significant. Most terminals are purchased.
The cost generally ranges from $4000 to
$6500, depending upon the specifications.
But the cost of the terminal is only the "tip of
the iceberg." Other costs are involved for the
programming of new applications, installa-
tion of the terminals, data communications
lines, and the additional computer equip-
ment that is required to support the new
applications.
OJCS is making every effort to keep pace
with the demand for computer terminals and
to provide reliable computer systems to sup-
port these terminals, but this is not easy to CPYRGH
David Hebditch, an independent data
processing consultant writing for the
November 1975 issue of Datamation, cites
(somewhat facetiously, but nonetheless true)
a few of the problems in his article, "The Ten
Laws of Teleprocessing." In one of these
laws he states:
 CPYRGHT
"Successful online systems expand un-
til they become unworkable. The more
successful an online system is, the
more it will be taken advantage of by
users, and the pressure will then be on
the data processing department to in-
corporate additional facilities and new
applications."
Mr. Hebditch also points out the need for
stable online systems, the impact on users
when system outages occur, and the high
cost for improving system availability.
The point to underscore here is that there
are going to be system outages with online
systems, particularly when redundancy in
the system cannot be justified because of
cost or other factors. However, improved
availability can be gained by limiting
changes in the system to those that will im-
prove stability of the system. Every change
to introduce a new capability for the user
adds to the complexity of the system and
poses a threat to stability previously gained.
What can the user do to conserve ADP
resources associated with computer ter-
minals and at the same time reduce some of
the pressures on computer systems that
reduce the quality of service? Here are a few
suggestions:
1. Sharing Computer Terminals. The cost
of terminals is such that we must consider
more than the convenience factor when in-
stalling terminals in a particular location for a
user. Consideration should be given to the
possibility of sharing terminals among users
located in adjacent areas. Schedules could
be arranged so that two or more users can
handle their requirements through acom-
mon terminal.
2. Online vs. Batch Service. While
recognizing the advantages of online
processing for many applications, it should
also be recognized that many applications
can be handled as effectively with batch
service. Indeed, certain functions for online ap-
plications can be handled in a batch mode
during off peak periods to reduce the load of
the online system during prime periods.
 3. New Facilities vs. System Stability.
Some online systems have a large user pop-
ulation. The larger this population, the more
likely there will be requests for changes in
the system to provide additional user
facilities. The office of primary concern for
the data base processed by the system
should weigh such requests carefully before
submitting them to OJCS, particularly if the
current stability of the system is less than
satisfactory.
4. Training. Operators of computer ter-
minals should receive training in the fun-
5X1A damentals of computer terminal operations
and special training, as necessary, for the
5X1A lications they may be using.
may be contacted
to arrange such training.
5. Reporting Trouble. There are many
components or links in a complex online
system. When problems or system failures
are encountered, they may be traced to ma-
jor components in the central computer,
data communications between the terminal
and the computer, terminals, power failures,
invalid data, application programs,
operating system software, computer
operators, users, and other causes. Often-
times OJCS must resort to a lengthy process
of elimination before the precise cause of the
failure can be identified and corrected. This
process may involve several divisions in
OJCS, but the User Support Division has
primary responsibility for receiving, coor-
dinating, and responding to any system
problems that users encounter. Users
should call to report
problems.
There is no clear indication that the de-
mand for computer terminals will level off in
the near future. Until this happens, we can
expect to see continuing increases in the
Agency's ADP programs and budgets.
25X1A
25X1A
 definition
The MG Career Service subgroup is
comprised of three categories of
personnel-generalists, specialists, and
administrative/clericals. The specialists and
administrative/clericals work on the various
O-DDA staffs. The generalist category
consists of a corps of Support Officers who
serve primarily in overseas positions. They
also serve in the other Directorates at
Headquarters and on rotational tours in DDA
staffs.
Personnel reductions both overseas and
at Headquarters have resulted in the dwin-
dling of Support Officer positions, especially
at the higher grade levels. The support
group at these locations can no longer afford
to have a Support Officer, a Logistics Officer,
a Security Officer, a Finance Officer, etc. The
requirement must be met by one or two
individuals who are trained in all of these
fields.
 In June 1975 the DDA management
decided that no additional generalists would
be added to the MG service. Through natural
attrition the generalist category would be
eliminated and officers from the other DDA
subgroups (ML, MS, MF, etc.) would be
cross-trained to meet Support Officer
requirements. The Directorate established
the DDA Personnel Panel which meets
biweekly and considers nominees from
other DDA subgroups for the purpose of
staffing support vacancies which cannot be
filled by MG generalists. The Panel is
comprised of the Career Management
Officer from each DDA subgroup. The major
responsibilities of the Panel are to staff Tower
graded MG positions for which no MG officer
is available, to transfer DDA officers on an
intra-directorate basis for purpose of career
development, and to provide mechanisms
for placement of employees who. become
excess to the needs of their subgroup.
This system seems to be working
extremely well. The Panel has had excellent
nominees from which to select highly
qualified individuals for the support officer
vacancies. It is emphasized, however, that
until attrition depletes the MG generalist
subgroup, an aggressive and dynamic
service will continue to operate.
25X1A
 MBO- ALIVE AND REASONABLY WELL IN
THE DDA
"What is the major benefit of the DDA
Management by Objectives Program?"
This is the question I'm most frequently
asked as I speak to individuals and groups
on the DDA MBO system. It would be easy to
parrot the textbook answers-increased
emphasis on planning, better understanding
of what is required, and so forth. Upon
reflection, though, I would have to say I think
the number one plus is improved TWO-WAY
communication.
Why does it take MBO to improve
communication? Probably because most of
us aren't very good at communicating. Even
the best intentioned of us fails to pass on an
item for one reason or another-the phone is
busy, or the individual is out of the office or
some other reason. Since most of us are
busy people the connection may never be
made.
The DDA selective MBO process
acknowledges that the great bulk of activities
in any Office is justified through traditional
budget processes and monitored in
traditional ways. Information on these
activities flows upward on an exception
basis-if something significant has
happened, it will be reported probably at a
staff meeting or by specific visit or telephone
call. In contrast and under the MBO system,
those activities are tracked which are other
than routine. And while information on these
projects occasionally flows to the top, it is
generally only in the framework of the bi-
monthly MBO sessions between the DDA
and an Office Director that truly meaningful
and substantive dialogue takes place. The
review of specific Office objectives often
leads to discussions of related areas,
particularly if there is a need for juggling
resources to accomplish a given task.
I am also occasionally asked what is the
most common complaint about the
Directorate MBO Program. To answer this I
would have to say it's a tossup between
"uneven management support" and "no
 MBO link with personal objectives." In the
case of the latter, this comment usually
comes from someone who has had exposure
to MBO theory, the essence of which is
participation, and particularly motivation of
individuals through focusing on
personal/professional goals. What most
people seem to mean by the reference to
what I call "uneven management support" is
that the MBO process below the Directorate
level varies so considerably in form and
substance from Office to Office and even
from Division to Division.
From my sampling of public sector MBO
programs, I believe our DDA selective
system to be an effective and practical one. I
acknowledge that there are things we need
to do to improve it. We need to thoroughly
examine our Office missions to see if we
have identified innovative, problem-solving,
or management improvement areas to be
included in the MBO process. We need to
write better, results-oriented objectives. And
we need to revitalize the LOI program to
insure that, as closely as possible, we make
it become the motivational force and link to
MBO that it probably should be.
One of my instructors at an MBO course
said, "MBO does not succeed; men may
succeed using the MBO process." I believe
that with a continuing emphasis on
educating the Directorate on how our MBO
system works and at the same time
addressing its problems, we can truly make
progress toward increasing the efficiency of
our administrative support to the Agency.
For Description of MBO in Directorate, see
Management by Objectives in the
Directorate of Administration dated 1 March
1976.
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 processing requires people-properly
chosen, trained, and motivated-to function
effectively. Although TAP uses sophisticated
word processing equipment, the machines
cannot replace people; they can only enlarge
an individual's ability to do superior work.
It is estimated that TAP's staff of seven
produce up to 75 percent of OTR's typing
output. The production level has resulted
from the MagCard II's capability to multiply
the effectiveness and the versatility of its
operator with the centralized typing concept
of word processing. While developing an ex-
pertise on the MagCard II and becoming a
part of a team effort, staff members maintain
their individuality through a diverse work
load. TAP's staff of seven-five word
processing specialists, a proofreader/assis-
tant manager, and a manager-range in
grade from GS-05 to GS-08.
TAP's paperflow incorporates all aspects
of office communications and involves cor-
respondence with all echelons of the Agency
hierarchy from Branch Chiefs to the Director.
Input is submitted by way of longhand, typed
TRANSCRIPTION AND PROCESSING (TAP)
On 5 August 1975, Transcription and
Processing-OTR's Word Processing
Center, popularly known as
TAP-celebrated its first full year of
operation. Evolving from a 1973 task force
study of OTR's clerical efficiency, TAP has
implemented a new dictating and typing
technology in office equipment, procedures,
and skills. Adapting this technology to OTR's
varied requirements has been a challenge.
This change from traditional office habits to
progressive communication techniques is a
start in using the ultimate potential of our
5X1Amost important resource-people. Word
SECRET 33
 25X1A
25X1A
or printed copy, dictation on magnetic belts,
or any combination of these. Serving such a
diverse group of personnel and re-
quirements is stimulating and affords the
TAP staff an overview of Agency activities
seldom enjoyed by any one group of
employees.
During the past few months, TAP has
completed some unique and interesting
projects, e.g., a special 400-page paper for
publication in the Federal Register for the
DDA, an extensive Chinese language project
for the Language Learning Center,
OTR / Information Science Center's recently
history, Donovan and the CIA.
of TAP's product has inspired
communications
AUTOMATING A MOUNTAIN OF PAPER
The Cable Dissemination System (CDS) is
designed to automate the dissemination of
cables in the Headquarters building. The
system is in the final stages of development
and testing at the contractor's facility in
Dallas, Texas, and will require several
months of on-site testing prior to system ac-
tivation.
Basically, the CDS system electrically
receives messages addressed to Head-
quarters, and through a specially designed
software program it validates the message
as being prepared in the correct format,
determines the dissemination based on
originator, addressees, slugs and textual
content and displays the message to one of
ten Visual Display Units (VDU's) for analyst
action. The analyst can then alter the
machine-assigned dissemination or release
the message for print with the machine-
assigned dissemination. Message
 P5X1 A
references are automatically displayed to
the analyst to assist in the determination of
the dissemination, and the message can be
internally routed to other analysts or the
Cable Duty Officer for action required.
CDS is designed to incorporate all
categories of traffic into a central dissemina-
tion point. With the activation of CDS, the
Cable Secretariat will assume dissemination
responsibility for Special Intelligence and
Special Designee traffic in addition to the
normal, Staff, State and Military traffic.
 30 January 1976. On this date Mr. Bush
assumed the leadership of CIA. On this date
the DDA Planning Team concluded its "con-
stitutional convention."
The DDA Planning Team is an innovation
in a directorate that has "always" com-
municated along its functional office lines.
The DDA Planning Team is an informal
organization to facilitate communications
across these office lines. The membership
consists of the three senior officers who
provide staff support to each of the Office
directors in resource management-i.e.,
plans, budget, and personnel.
Historically communications among this
group have been spotty and frequently the
result of chance. Organization into the DDA
Planning Team is intended to keep the staffs
better and more systematically informed of
developments pertaining to management of
resources in other Offices, the Directorate,
and the Agency. Better information results in
ability to provide better support to the Office
and the Directorate.
at 98-30 January. The'theme was25X1
p y communications. All conferees
actively participated in formal presentations
and in the study groups. Each of the Office
planning teams, represerntatives from the
O-DDA staffs, and the A-DDA spoke to
the conferees.
36 SECRET
 The onference served as a
base point of departure. It provided the
milieu for members to become acquainted
with one another and to learn something
about the operations and activities of the
other Offices. In these essential and
fundamental aspects it achieved its
immediate objective.
The DDA Planning Team will hold periodic
meetings. At this stage of evolution we
anticipate quarterly symposiums with
responsibility for program and chairmanship
rotated among the Offices. The DDA Plan-
ning Team is also sponsoring publication of
EXCHANGE for its membership and for
Directorate resource managers. Each Office
planning team has named a senior editor as
the focal point for Office participation in this
publication effort.
Progress to date is marked by creation of
the form. We must now address and refine
the substance. The first issue of EXCHANGE
has been published and points the way to
the next issue scheduled for July. The
Program Committee, consisting of the OS,
OTR, and OP Office planning teams, has met
for initial (and lively) discussion about the
DDA Planning Team symposium scheduled
for May.
As with all newborns, the future is not
entirely clear, but anticipation is high for a
useful and meaningful life.
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 about dda
The Freedom of Information Act appeared
on our horizon in late 1974 like a cloud no
bigger than your hand. The Act wasn't
new-it passed in its original form in 1966,
and the present version wasn't approved un-
til February 1975-and at first we thought it
would either vanish or blow over. Neither we
nor the general public could quite believe
that "the files" were going to be opened up.
As late as January 1975 we were getting no
more than four or five requests a day, mostly
from professional scholars. But then the Act
was approved, the TV hearings began, and
the American Civil Liberties Union, getting
into the spirit of the thing, published a form-
letter request, complete with instructions.
That was when the cloud spread and the
rain began.
By March, requests were up to 25 a day;
by May, 30; and by mid-July, 100, faster than
Mail folding & inserting machine.
40 SECRET
 they could be logged in. A hastily assembled
staff was improvising procedures on the
spot.
Neither the well-meaning authors of the
Act nor the public seem to have any idea
how a multimillion-name records system
works. The law requires that we produce
whatever information is requested within ten
days, or else. The requester, who thinks that
we have been squirreling away information
about him for years in a little folder, is sur-
prised that we are allowed that long. Ac-
tually, our records systems have proved sur-
prisingly effective. Even so, how would you
answer these within the ten day limit?
"I understand you have a list of 10,-
000 Americans that you keep under
surveillance. I believe I am on your list.
Send me a copy."
"I already told you my name and
where I live. Don't you keep your files in
alphabetical order?"
"Please provide background
historical materials on the CIA, together
with biographies and photographs of all
Directors of CIA."
"I want all documents relating to
possible means of controlling human
behavior."
Most of our requesters are private
citizens. Many are antiwar activists who are
disappointed to find that protesting the Viet-
nam War doesn't guarantee you a spot in our
files. A fair number of people who worked for
losing political parties in the last presidential
election are convinced that "we were keep-
ing track." Morton Halperin writes frequently
from the Project on National Security and
Civil Liberties. The American Indian Move-
ment wants information on agent
provacateurs and infiltrators. Entertainers
want to know if we have been following them.
NORMAL (National Organization for the
Reform of Marijuana Laws) and "the boys
from the Gay Activists Alliance" have sent
requests. A good many letters come from
SECRET 41
 Leavenworth and similar institutions, from
people who are sure we helped put them
there. Scholars are finding us a mine that
can be profitably worked, and newsmen are
sharpening their skills at devising questions.
One west coast entrepreneur will even han-
dle your FOIA request for you, at $15 per
Agency, and he seems to have plenty of
customers.
All requests get equal consideration. Each
is logged in, assigned to a case officer,
reproduced in seven copies and fanned out
to Security, Personnel, Central Reference
Service, and the DDO. If one or more of
these makes a hit, the search spreads even
further. Every document must be reviewed,
sometimes by more than one office, before it
can be released. This takes time, and the
staff has a nightmarish feeling of sinking
deeper and deeper into old cases, while
stacks of new ones build up around them.
Last August we were 2,600 cases behind; by
Christmas we were down to 1,500. By
December 1976 we should be level with the
inputs-about 20 a day.
Most requesters to whom we send infor-
mation accept what they get with good
grace, but about one in four of those who did
not get all they asked for comes back with an
appeal. At the moment we have about 100
appeals before the CIA Information Reveiw
Committee, and another 30 which have
moved up from there to the Federal Court
of Judicial Review.
mation and Privacy 25X1
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 One provision of the Act says that we are
to waive search fees if a request "is in the
public interest," and most requesters take
this to mean that they are the public. Every
search, whether it produces anything or not,
costs us about $120. Nearly 100 clerical and
professional people are involved full time in
servicing FOIA requests, and their salaries
alone came to more than $1,300,000 over
the past year. Hitherto we have waived most
fees, including $1,200 in search fees for the
Meeropole case-a stack of documents
1,800 pages thick, and still growing. But we
are beginning to take a harder look at some
cases. The writer who has asked for all
documents concerning CIA involvement in
the Congo, the Bay of Pigs, and the Mafia
may be surprised at the size of his bill.
FOIA requests seem to be tapering off, but
they are being replaced by a fresh flood of
Privacy Act requests. Noah's deluge quit
after 40 days and 40 nights. Ours seems to
have settled down permanently. Anyone who
form Information & Privacy 25X1
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 Intelligence Star
Intelligence Medal of Merit
 (~enknnrl Jnt.elliTnre 4en
lie ,~SC,It th A C Enx~
A
(genFnttl Jntelli3enci Encg
l'~P_r~ILICct E u i~tindiun~
/9
 25X1A
25X1A
25X1A
The second approach is to develop an
alternate processing site for applicants. If
this plan is approved, it will be implemented
only if the housing shortage becomes so
severe that it is impossible to obtain rooms.
The alternate processing site is an Agency
installation outside of Washington.
Applicants would be bussed to the site,
which includes adequate facilities for
housing, eating, testing, medical
examination, and administering the
polygraph.
We hope the problem does not become
acute, but plans have been made to lessen
the impact should it develop.
DDA Plannin Team at
52 SECRET
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 You have just finished leafing through this
first issue of EXCHANGE. What do you think
of it?
Is there an article with which you
disagree or which you think is
incomplete? Set us straight with your
side of the story.
Do you have any suggestions for
improvement in format, illustrations,
length of articles, etc.? Thanks, but no
centerfold.
Is there a subject which you would
like to read about? Pass on your
suggestions.
Do you have a manuscript or
graphics on a subject of interest to
EXCHANGE readers? Submit it.
How about any specific or general
compliments? Air mail these.
The Senior Editor for your Office is listed
on page 1. He will thank you for your
contributions-written or verbal-and your
support. Only through feedback can we
hone EXCHANGE to meet your interests.
Please don't be shy about speaking up.