SUPPORT BULLETIN AUGUST 1966

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04724A000800010001-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 22
• Document Creation Date: December 15, 2016
• Document Release Date: August 30, 2002
• Sequence Number: 1
• Publication Date: August 1, 1966
• Content Type: BULL

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J H B
M R, SI
R D A-,L "
odaa~4oa
SU PP or August 1966
FOR INFORMATION OF HEADQUARTERS AND FIELD PERSONNEL
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SECRET
PURPOSE
The Support Bulletin, published periodically, is designed to keep head-
quarters and field personnel informed on administrative, personnel, and
support matters. The Support Bulletin is not directive in nature but
rather attempts to present items which, in general, are of interest to all
personnel and, in particular, of interest to those employees occupying
various support positions. Suggestions and constructive criticism from
both headquarters and field personnel are encouraged.
NOTE: - This bulletin is for information only. It does not con-
stitute authority for action and is in no way a substitute
for regulatory material.
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TABLE OF CONTENTS
25X1A
Page
PPBS : What, Why, and Who . . . . . . . . . . . . . . . . . . 1
Keeping Healthy While Traveling . . . . . . . . . . . . . . . . 3
How We See Ourselves and Others . . . . . . . . . . . . . . . . 4
Financing the Costs of College . . . .. . . . . . . . . . . . . . 8
New Training Methods to be Studied . . . . . . . . . . . . . . . 11
Improvements in Cable Format and Processing . . . . . . . . . . 12
President Signs Bills Benefiting Employees . . . . . . . . . . . . 13
Protect Your License to Drive . . . . . . . . . . . . . . . . . . 15
The Greatest Crime . . . . . . . . . . . . . . . . . . . . . . 15
Peculiar Income Tax Returns . . . . . . . . . . . . . . . . . . 15
Support School Established . . . . . . . . . . . . . . . . . . . 16
New Immunization Program . . . . . . . . . . . . . . . . . . 16
Computer Census . . . . . . . . . . . . . . . . . . . . . . . 17
Electrolyte for Dry Charged Batteries . . . . . . . . . . . . . . 17
Communications Security (back cover)
..............14
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$ PPBS
WHAT, WHY, AND WHO
If you know what the initials PPBS, PFP,
and PM stand for and also what they really
mean, you probably either work with the new
Planning-Programming-Budgeting System
(PPBS) every day or recently attended one
of the Field Support Officers Conferences
where the system was explained. For the rest
of you who are interested in the new Govern-
ment-wide effort to achieve better program
planning and budgeting, here are some of the
high points of PPB which were presented at
the conferences.
DEFICIENCIES IN OLD SYSTEM
What was wrong with the old annual
budgeting system that caused the President
last summer to introduce a new Government-
wide Planning-Programming-Budgeting Sys-
tem?
Among the most serious defects in the old
system was its failure to identify accomplish-
ments in an organized, specific way and to
relate these accomplishments to ongoing pro-
grams and activities. Thus, it was very diffi-
cult to cut down or prune out activities which
had outlived their usefulness.
The old system also failed to elicit an
agency's best thinking as to the most promis-
ing new things to be done and the estimated
costs of new undertakings beyond the budget
year. And finally, it failed to provide enough
time for evaluation, review, and decision by
top officials on budgetary problems. It tended
to become a one-shot approach described by
some as "Spring fever." Too many decisions
got made in the last moments of the hustle
and bustle of getting out estimates. People
were concerned with whether to undertake a
new activity, and at the same time were
haggling over how much it would cost.
The new Planning-Programming-Budgeting
System is designed to correct these deficiences.
THE NEW SYSTEM
Within the framework of total national
needs, the President now furnishes overall
policy guidance to agency heads for develop-
ing a comprehensive multiyear program and
financial plan for his review and decision as
to possible alternatives. Specifically, the sys-
tem seeks to identify the objectives of pro-
grams; to relate their dollar, manpower, and
other resource requirements in a realistic way
to their objectives; to look ahead beyond the
budget year for financial implications; and to
separate the decision on whether or not from
the question of how much.
CHANGING TO PPBS
Several factors facilitated our changeover to
the new system-the forward planning that
we had been doing in our Long Range Plan,
our practice of presenting budget programs
on an activity basis and the advantage of a
flexible accounting system.
Last fall, in order to implement PPB, plan-
ning officers were appointed for each major
organizational area. The Office of Budget,
Program Analysis, and Manpower was re-
organized as the Office of Planning, Program-
ming, and Budgeting.
As its first task, O/PPB, working with the
area planning officers, developed statements
of Organization goals and objectives. Next
came the development of an instruction
known as the Combined Program Call, which
was issued concurrently with the Organiza-
tion's Planning Assumptions and Statement
of Goals and Objectives.
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COMBINED PROGRAM CALL
The Combined Program Call asked that on-
going programs of each individual component
and each major area, as a whole, be written
up in detail. The "Call" also requested a de-
tailed description of proposed new programs-
research or support activities, projects, opera-
tions-plus feasible alternatives that should
or might be considered in achieving the objec-
tives of proposed new programs. In addition
to these descriptions of programs and pro-
posals, the Combined Program Call provides
for associated financial and manpower sched-
ules projected through fiscal year 1972. These
programs and accompanying financial and
manpower data are to be organized on an ac-
tivity or functional basis called program cate-
gories similar to those used in previous budget
estimates.
A NEW DIMENSION TO
PROGRAM PLANNING
The Combined Program Call introduced a
new dimension in organization program plan-
ning called Target Area Analysis. Top-level
executives will now have available to them a
breakdown of the Organization's operations
and activities according to targets to which
operations are related.
PROGRAM REVIEW AND ANALYSIS
Under the new system, program reviews to
be made will include close scrutiny of objec-
tives, measures of effectiveness, financial data,
and treatment of alternatives. PPB System
analyses will be made in depth on a year-
round basis, using such techniques as opera-
tions research, systems analysis, and cost
benefit analysis.
As a result of the program review and analy-
sis, attention is focused on problems and issues
which should be considered in deciding the
Organization's program and posture for next
year, and the year after, and-where ap-
propriate-through 1972. Decisions are em-
bodied in a series of papers for the Bureau of
the Budget.
THE PROGRAM AND FINANCIAL PLAN
Bureau of the Budget instructions call for
the preparation of two basic documents. The
first, known as the Program and Financial
Plan, consist of a multiyear plan showing ap-
proved program levels. The PFP is organized
into two parts, both of which are laid out ac-
cording to he Program -Budget structure.
One is a tabulation of program outputs, the
other a tabu ation of program costs.
Program outputs are a quantified and spe-
cific expression of what a given activity pro-
duces. Identifying valid programs has proven
difficult thus far, and further study is planned.
The second part of the Program and Finan-
cial Plan consists of estimates of financial re-
quirements fiscal year-the type of projec-
tion usually made during the spring -preview
process.
PROGRAM MEMORANDUM
The secon(
the Budget B
randum. Tb
gram Memo:
gram catego
document. .
analysis of t
program cats
ommendatioi
five forward
A COOPE
It is obvi
to specific
ernment pr
sources, and
then project'
is primarily
officials. L
too, is the r
type of document prepared for
ureau is called a Program Memo-
is spring, O/PPB prepared a Pro-
andum for each of the six pro-
ries, plus one overall summary
Each memorandum included an
ae activities or projects within a
gory and the decisions and rec-
is of top management for at least
years. -
ATIVE EFFORT
us that relating national needs
pals, goals to alternative Gov-
grams, programs to specific re-
resources to budget dollars, and
ig all four ahead for several years
a decision-making job for line
s obvious perhaps, but important
le of Support in the new system.
The Supp rt Specialists in finance, person-
nel, logistics communications and other Sup-
port fields can assist the line official in analyz-
ing the cost- ffectiveness and Support feasibil-
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ity of programs and possible alternatives and
in presenting plans in quantitative physical
and financial terms.
PPB AND QRC
One of our greatest assets is the capability
to react quickly to meet situations as they
arise. It is essential that, in, furthering the
cause of better management, we do not tie
ourselves up in a bundle of red tape. On the
other hand, much of what we do can and
should be planned well in advance. Thus, it
is important that we do the best possible job
of forward planning while retaining flexibil-
ity and quick reaction capability.
KEEPING HEALTHY
WHILE TRAVELING
Whether you are involved in international
travel or just sight-seeing within a country,
you will encounter some conditions and situa-
tions that can affect your health and well be-
ing. Some of the discomfort they cause can-
not be avoided; some can. In any event,
remember that most countries do not have the
high standards of hygiene and sanitation that
are found in the United States. Here are a
few of the more frequent "problem" areas.
TIME CHANGES
Much of the international travel that is
done today is by jet aircraft that traverse long
distances in a minimum of time. The result
is that the body is placed in a situation in
which its functions are still proceeding on
one schedule, yet it is expected to perform on
a new one. For instance, travel to Europe
results in about a six-hour time difference
that places the dinner hour at about the time
the body is expecting lunch, and bedtime ar-
rives at the time the body is expecting to have
dinner. Eventually, the body adjusts itself to
the change, but in the meantime the person
has a fatigue not only of the body but also of
the mind; interests lag, attention suffers, and
so forth. The cure for this condition is the
tincture of time. The time required varies
from one individual to the next and from a
couple of days to a week or more. Until there
has been opportunity for the body to adjust
to this change, you should be cautious in mak-
ing any serious decisions.
MOTION SICKNESS
In the majority of instances, motion sick-
ness would not occur if the person did not
think about it. Children will usually develop
it if they see an adult having trouble. If,
however, you are one of the unlucky few who
are cursed with it, it is possible to control
it with drugs. Two of the more commonly
used preparations are dramamine and bonine.
Dramamine has a side effect that can be an
advantage or disadvantage, depending on
one's point of view. It causes drowsiness-
so for the individual who likes to party, it can
definitely be a disadvantage. In the case of
rambunctious children it becomes an advan-
tage by helping to keep them out of the way.
Bonine has the advantage of requiring only
once-a-day dosage.
BODY CHANGES
In the first few weeks that you are traveling
or setting up residence in a new area, there
are changes in body functions that occur be-
cause of change in the environment, food-
stuffs, water, climate, etc. The most common
are fatigue and diarrhea. Neither condition
is particularly annoying or distressing, and
both are short-lived. If the diarrhea is un-
comfortable, that is, accompanied with pain
or cramping, nausea or vomiting, or fever,
then infection rather than change of environ-
ment is most likely the cause; and a physician
should be consulted. Once the body becomes
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CPYRGHT
accustomed to the changes, the individual
feels as usual.
CLOTHING AND DARK GLASSES
The choice of clothing for any area or for
any travel should be made on the basis of
what is suitable-not what is stylish. Im-
proper clothing can lead to severe sunburn
and even heat stroke; improper shoes can
cause blisters. Clip-on dark glasses should
never be used, as they permit glare to enter
the eyes from the sides. It is far better to
spend a little money and obtain dark glasses
that have a prescription ground in. For those
who wish to have color appear normal, a gray
lens (G-15) is the one to choose as it does not
distort color.
EATING OUT
So long as you are traveling aboard an
international carrier, there need be little con-
cern about the quality of the food and water.
However, when you are traveling or sightsee-
ing through a foreign country or area, be sure
that the food and water in restaurants are
safe to eat and drink. The simplest rule is to
eat only food served hot-nothing cold or raw.
Because a food is cooked does not necessarily
mean that it is safe-it could have been cooked
three days before. However, if it is served hot,
regardless of when prepared, it can be con-
sidered safe. Avoid the water, milk, and milk
products; instead have hot tea or hot coffee
without milk or cream, internationally known
soft drinks, wine, or beer which is served from
a previously unopened bottle.
FIRST-AID KIT
For those who plan to do much traveling,
a first-aid kit is a fine companion. It need
not be large but should contain some band-
aids, adhesive tape, =gauze bandage, gauze
pads, Merthiolate or similar antiseptic, as-
pirin, paregoric or other diarrhea medicine,
an eye ointment, and other medical items nec-
essary for the area of travel. Advice on spe-
cific first-aid supplies and medical aspects of
travel may be obtained from the Office of
Medical Services.
HOW WE SEE OURSELVES
AND OTHERS
According to a study made by the Assess-
ment and Evaluation Staff, the kind of stereo-
type you see depends a lot on where you sit.
STUDY OF STEREOTYPING
To throw some light on stereotyping in the
Organization, the A & E Staff asked experi-
enced collection and production officers to
check adjectives describing a "typical" career-
ist of each type. (For the purposes of the
study a stereotype was defined by the staff as
a rigid, oversimplified, overgeneralized, biased
perception of a person or group of people.)
AGREEMENT ON MUTUAL TRAITS
The A & E Staff expected that the rating
officers would see many good traits as char-
acteristic of both types of officers. And they
did. Thus, all raters agreed that the following
traits are characteristic of -both production
and collection officers :
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Alert
CALM
CAPABLE
Clear-Thinking
CONFIDENT
CONSCIENTIOUS
Cooperative
CURIOUS
DEPENDABLE
Efficient
ENERGETIC
(This list could probably be extended to brave,
clean, reverent, etc., and officially recognized
as the "Boy Scout syndrome," consisting of
characteristics that are desirable in any pro-
fessional worker regardless of his particular
job.)
INDIVIDUAL GROUP CHARACTERISTICS
The rating officers agree that the following
traits are characteristic only of the collec-
tion officer : active, adventurous, adaptable,
clever, courageous, healthy, daring, and inven-
tive. The emphasis here is clearly on action.
They also agreed that the two traits-fair-
minded and methodical-are characteristic
only of the production officer. This suggests
that the raters agree that our producers are
objective and systematic.
Another group of traits emerged which the
raters agreed were characteristic of collection
officers. However, only the production raters
thought they were also characteristic of pro-
duction officers, while collection felt they
did not apply to production officers. These
traits are : aggressive, individualistic, resource-
ful, self-confident, tactful, versatile. Evident-
ly production officers feel that social poise and
a capacity for independent action are as im-
portant in their jobs as in collection jobs,
while collection officers feel these characteris-
tics are important only for their own jobs.
ENTERPRISING
Foresighted
IMAGINATIVE
INDUSTRIOUS
Initiative
INTELLIGENT
INTERESTS WIDE
Logical
ORGANIZED
Patient
PRACTICAL
RATIONAL
Realistic
REASONABLE
RELIABLE
Responsible
SERIOUS
Stable
THOROUGH
UNDERSTANDING
Reversing the above analysis, we find that
all raters agreed that the following two
traits are characteristic of production offi-
cers: frank and honest. Production raters felt
that those traits applied only to production
officers, while collection raters felt they were
also characteristic of collection officers.
Apparently then, in the eyes of production
raters, openness and candidness are not con-
sidered particularly characteristic of collec-
tion officers, whereas the collection raters feel
they are. In fact, production raters go a little
further. They consider that shrewdness and
coolness are characteristic only of the collec-
tion officer.
Not only did the collection raters disagree
with this "shrewd, cool" characterization, but
they saw themselves instead as sociable, warm
people with the following traits applying to
themselves only: ambitious, appreciative, at-
tractive, charming, considerate, forceful, hu-
morous, sociable, and warm. This list in
effect, constitutes the collection officer's self-
concept.
In turn, the production officer's self-con-
cept-traits the production raters considered
to apply only to production officers-is as fol-
lows : ambitious, appreciative, considerate, de-
liberate, dignified, forceful, generous, humor=ous, peaceable.
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If we match the above two lists of traits, we
note that the raters think the following traits
are characteristic of officers in their field only :
ambitious, appreciative, considerate, forceful,
and humorous. This constellation of traits
describes a "nice guy" with a mind of his own
who is on his way up-a description most peo-
ple would not object having applied to them.
Looking at the results in another way, we
can list those-traits which each group of raters
thought was more characteristic of officers of
TRAITS THAT PRODUCTION RATERS THINK ARE
MORE CHARACTERISTIC OF THE
TWO TYPES 0 F OFFICERS
one type as compared with the other. These
are in effect the stereotypes which the par-
ticular -sample of officers hold of themselves
and of each other.
The production raters' concept of the pro-
duction officer seems close to that of a hard
working but genial scholar. They see the col-
lection officer as not particularly deep-think-
ing or far-sighted, but brave and quick-
witted-if, a bit opportunistic. _
Ingenious
Darin
TOUGH
INVENTIVE
SPUNKY ?
Masculine
ADVENTUROUS
OUS
SHREWD
COURAGE
Qpportunistic
HA
Cynical
HEALTHY
R
HEART
coot
Adaptable
ED
WARY
REFLECTIVE
HONEST
Generous
FAIR-MINDED
FRANK
Methodical
OBLIGING
FORGIVING
Deliberate
FORCEFUL
AMBITIOUS
Considerate
PLEASANT
GENEROUS
,Peaceable
HUMOROUS
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TRAITS THAT COLLECTION RATERS THINK ARE
MORE CHARACTERISTIC OF THE
TWO TYPES OF OFFICERS
4C1YVe
ADAPTABLE
ADVENTUROUS
Aggressive
AMBITIOUS
APPRECIATIVE
Attractive
CHARMING
CHEERFUL
Methodical
Civilized
CLEVER
CONSIDERATE
ogCourageous
R/NG
FORCEFUL
Healthy
HUMOROUS
PAINSTAKING
PATIENT
The collection raters' concept of the collec-
tion officer embodies many traits which are
clearly' esteemed by our culture. The collec-
tion raters' concept of the production officer
seems rather in line with the way production
officers see themselves.
CONCLUSIONS
Although the results were not considered
definitive and other raters in other situations
INDIVIDUALISTIC
Inventive
OUTGOING
POISED
Resourceful
SELF-CONFIDENT
SOCIABLE
rcic f~1
VERSATILE
WARM
Fair-minded
might perform differently, the A & E Staff
concluded that the study did indicate that the
collection and production officers do have
stereotyped views of one another. Any of us
who pigeonholes others by speaking glibly of
"Latin temperament" or "the Log-type" is
also guilty of stereotyping. Seeing a person
as a member of a group rather than as an
individual impairs effective communication
which is an important ingredient in good hu-
man relations.
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FINANCING THE COSTS
OF COLLEGE
It has been said that there are only two
kinds of parents who want their youngsters to
go to college-those who never had the oppor-
tunity themselves and those who are college
graduates and want their children to follow
in their footsteps, preferably back to Dad's
Alma Mater. So if you are a parent in one
of these two categories the chances are that
you should be planning on how you are going
to pay the costs. Of course your youngster
may be one of those lucky ones who is an
all-state quarterback or for whom Grandpa
twenty years ago set up a trust fund of General
Motors stock, in which case you've got noth-
ing to worry about. But for the rest of you
parents a little planning now will mean a lot
less worrying later when you start adding up
the costs for even a two-year Junior College.
WHAT IS IT GOING TO COST?
Estimates vary, but they all agree on one
thing-the cost of college is rising steadily
and will continue to do so. In the past fifteen
years the average price of food, clothing,
shelter, and a new car has gone up about 22
percent, while the average cost of attending
college has risen by nearly 60 percent. And
the worst is yet to come! Most authorities
recommend adding 5 percent a year up to the
time your youngster may be expected to enter.
The average cost is about $2,000 now as
against $1,275 in 1950. Of course, "average"
is a deceptive word and costs vary considerably
between public and private colleges. Below
are a few samplesof annual costs for the year
1964-65. (Figures are for room, board, tui-
tion, and fees. They do not include expendi-
tures for travel, books, clothing, recreation,
dues, and personal expenses.)
Mills College (women)
$2,550
University of Denver
2,010
University of Illinois
1,456
Princeton University
2,820
Union College
2,576
Duke University
1,987
University of Maryland
1,496
Pennsylvania State University
1,845
As an example of the rise in costs, Princeton
University costs for this past year were $3,020.
PLANNING AHEAD
The best way to be sure you can pay for
your child's college education is to set up a
regular program of savings and the earlier,
the better. There are many different pro-
grams : government bonds, endowment insur-
ance, savings accounts, and stock purchases.
Choose one that fits your budget; but, most
importantly, one you can stick. to. United
States E Bonds under the payroll savings plan
are a comparatively painless way to build a
fund. By buying one bond a month, this is
the way your fund would grow under the new
4.15 percent interest rate, compounded semi-
annually :
At the End of:
$18.75
$37.50
$75.00
7 years
1,797
3,595
7,189
10 years
2,749
5,497
10,994
15 years
4,619
9,239
18,477
By buying bonds in your child's name as
owner, either alone or with a parent as bene-
ficiary, you can avail yourself of a special tax
advantage. (A co-owner cannot be used under
this tax feature.) These bonds become an
outright _gift from parent to child. Assuming
that the child never exceeds $900 income in
any year, the total interest accruals on his
bonds will be taxfree when he cashes them for
his education.
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The traditional way of placing funds in a
bank, credit union, or savings and loan as-
sociation is still a good one, but be sure the
account is properly insured. The disadvan-
tage of this method, of course, is its lack of
compulsion. You must rely on your will power
to make you deposit the money each month
and to keep you from withdrawing it when
vacation time comes around or extra expenses
pop up unexpectedly. Most savings accounts
pay at least 4 percent (many, more than that)
but even at that rate if your child is three
years old, you can have $5,000 by the time he's
eighteen by saving $20.30 a month. But if
you wait until he's thirteen, the monthly
amount will have to be more than three times
as much to reach the same goal. The Credit
Union now pays a 4.8 percent dividend, com-
pounded annually. If this rate continues in
the future, a monthly deposit of $37.50 (the
cost of a $50 bond), with no withdrawals, will
build your child a fund of $3,735.50 in seven
years. (There is a possibility that the Credit
Union will begin compounding interest semi-
annually when more sophisticated machinery
is available.)
LIFE INSURANCE
There are many choices of endowment life
insurance policies on either yourself or your
child. They are in effect a "semicompulsory"
saving program. Although the earlier dollars
you put in, like those in any savings program,
will probably be worth less when you collect
them, the dividends will tend to offset some-
what the inflationary trend. Regardless of
the savings plan you choose to build a college
fund, you should assure its completion with
adequate life insurance in the event of your
premature death.
PURCHASING STOCKS
If you are fortunate enough to have an ade-
quate life insurance program backed with
some savings, you might consider investing
in carefully selected stocks as a hedge against
inflation. When using stock purchases as
part of your college savings plan, it is well to
remember that there is a risk in such an in-
vestment. Prices may be down just when
Johnny is ready to start college. That's why
it is advisable to purchase stocks only as a
supplementary measure and only if your total
financial condition is strong.
SCHOLARSHIPS
If your savings aren't quite enough to put
your youngster through, don't neglect the pos-
sibility of his obtaining a scholarship. More
scholarships are available than ever before but
they are primarily based on need. (About a
fourth of all National Merit Scholarship win-
ners receive only token awards because they
can't show need.) Need is defined as the dif-
ference between what college will cost and
what the student and his family can pay. The
table below is typical of the kind used
widely by colleges in determining roughly the
amount of annual support that would be ex-
pected from you.
Number of Dependent Children
Income 1 2 3
$ 6,000
$ 900
$ 700
$ 630
8,000
1,270
990
850
10,000
1,760
1,360
1,170
12,000
2,300
1,810
1,530
14,000
2,900
2,260
1,920
Besides income, your assets such as equity
in a house would also be taken into account
by the college in determining the student's
financial need.
In addition to help from colleges, many or-
ganizations such as ethnic and religious
groups, trade and professional associations,
and veterans organizations give scholarships.
And of course our own fund has already pro-
vided 25 grants based on scholastic record,
motivation, and financial need. Its Execu-
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tive Committee is exploring means to increase
the fund to provide more grants in the future.
LOANS
If you're making under $15,000 a year, after
taxes, you might consider one of the loans
available under the National Education Act of
1965 which grants 10-year loans at 3 percent.
Preference goes to able students in science,
mathematics, teaching, engineering, and for-
eign languages, and finanical need must be
shown.
Some local banks grant educational loans at
a discounted rate of 31/2 percent per annum
which amounts to over 6 percent per annum
when computed on the actual amount of
money provided and the time it is used. Most
of these loans are protected by insurance on
the borrower. A list of banks having a stu-
dent loan program may be obtained by writ-
ing the Installment Credit Committee, Ameri-
can Bankers Association, 12 East 36th Street,
New York, N.Y., 10016.
The Credit Union also makes educational
loans, ordinarily a year at a time. These are
usually made with the wife as cosigner or if
the student is 21 years old or over he may co-
sign. Interest is only one-half of one percent
per month on the unpaid balance, which on
a $1,200 loan would mean a monthly payment
of $103.32 over a year's time. (The chances
are good that the Credit Union will also fur-
nish free insurance before the end of the year.)
COMPLETING YOUR PLAN
When your youngster is finally ready for
college and considering several, it might be
well to draw up a sheet comparing costs and
balancing expenses and income. After ob-
taining costs from the latest college catalogs,
draw up a work sheet like the one below, but
be sure to estimate all items as carefully and
realistically as possible, particularly the inci-
dentals and entertainment.
WORK SHEET
FOR COLLEGE COSTS
College College College
ANNUAL EXPENSES A B C
Tuition
Fees and Dues
Room
Board
Books and Supplies
Clothing
Entertainment
Travel
Incidentals
Totals
Student Savings
Student Earnings before
College
Allowance from Parents
Parents' Savings
Part-time work in College
Other
Scholarship
Totals
Loan Necessary to
Balance Budget $ $ $
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 CPYRGHT
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NEW TRAINING METHODS
TO BE STUDIED
For several years Government and private
organizations have been working on new
methods to make learning and teaching easier.
The leader within the Government in one of
the most promising techniques-programmed
instruction or programmed learning as it is
sometimes called-has been the Air Force. As
a result of its experience, the Air Force claims
that in comparison with conventional training
methods this system has reduced training
time by 33 percent while gaining 9 percent
in achievement. Similar improvements have
been claimed by industry and many schools.
LEARNING FROM PROGRAMMED
INSTRUCTION
In programmed learning the student works
at his own speed, using material which re-
quires him to study the information presented
and then react to it before receiving more
information. Programmed instruction pro-
ceeds in small, logical steps, requires an active
response at each step, and gives immediate
knowledge of results.
At first it was believed that programmed
learning was suitable for teaching only fac-
tual material, but it is now being used to teach
concepts as well. Teaching machines were
widely used when programmed learning was
first started, but studies have shown since
then that teaching machines do not add ma-
terially to the learning when compared with
a book-type presentation. Machines such as
tape recorders are used, however, in teaching
foreign languages by programmed methods;
and electronic computers are also being used
in some programmed courses.
Programmed instruction does not elimi-
nate the need for an instructor, but it does
free some of his time for instruction which
cannot be programmed: It also permits an
increase in the size of classes.
APPLICATION TO ORGANIZATION
TRAINING
Although the Organization has had experi-
ence with programmed instruction for some
years and has developed nineteen separate
programs on a wide variety of subjects, until
recently no attempt had been made to evaluate
its general applicability to Organization needs.
In January of this year a plan was approved
for a comprehensive survey of new learn-
ing systems, including programmed learn-
ing. The first phase is comprised of a thor-
ough investigation of the present state-of-the-
art in programmed instruction and a con-
current evaluation of programmed materials
now being used in the Organization. The sec-
ond phase contemplates the design and initia-
tion of an experimental program within the
Organization and its evaluation in compari-
son with our existing training system. An In-
structional Systems Study Group has been es-
tablished to carry out the plan. The Study
Group is presently evaluating "off-the-shelf"
programs which appear to have Organization
relevance. It also plans to contract with firms
to develop programs and provide guidance in
development of an "in-house" capability to
produce programs specifically designed to
meet Organization requirements.
A "GUINEA PIG" PROJECT
Under the new foreign language policy
every professional employee will be expected
to possess at the time he arrives at his over-
seas post, or to acquire within six months, at
least a "courtesy" level of proficiency in the
official language of his post or in a commonly
used alternate language. In addition, non-
professional employees and wives of employees
serving abroad will be encouraged to acquire
"courtesy" levels of proficiency. In view of
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the new policy, the Instructional Systems
Study Group has devised a "guinea pig" proj-
ect. To determine the relevancy of the new
programmed materials to the new Organiza-
tion language requirements, volunteers have
been requested to assist in a test of two pro-
grams. One program will consist of one hour
a day programmed instruction in French or
Spanish, five days a week for approximately
twenty weeks. The other program in the
same languages will be conducted full-time for
approximately five weeks. Hopefully, these
tests will show that programmed materials
of the type used in the experiment can be used
to satisfy many of our current language train-
ing requirements, especially at the "courtesy"
level.
IMPROVEMENTS IN CABLE
FORMAT AND PROCESSING
During the past two years the format
for our 'cables and the techniques employed
to process them have been changed. Many
of you have probably wondered why these
changes were necessary.
NEW PROCESSING METHODS
The basic reason for these changes is to
simplify and speed up the reproduction and
distribution of cables at headquarters. Be-
cause of the volume of cables processed on a
busy day, it is necessary to segregate and cate-
gorize them so that each category can be
processed in the most efficient manner pos-
sible.
Best results are obtained by using a format
that -simplifies reproduction problems. For
instance, all cables now have twenty lines per
page. When regular cables are received at
headquarters, they are printed out in page
form directly on a multilith master. A mes-
sage "header" is then pasted on the master
and the cables reproduced on an offset press.
This combination format and processing tech-
nique eliminates the need to retype or recopy
cables -as was done before and saves both time
and money. it also reduces the time required
to distribute reports at headquarters and fa-
cilitates dissemination. One special category
of cables with limited distribution is printed
out and distributed at headquarters on NCR
paper. This technique has proven to be the
fastest and most economical means of proc-
essing when only a small number of copies
is required.
ADDRESSES NOW SPELLED OUT
Most of you are no doubt familiar with the
recent change in cable addresses. Instead of
using four-letter abbreviations, we now spell
out the name of each station. Years ago it
was decided that only the first four letters in
the name of the station were needed for its
cable address. Initially, this worked quite
well; but when other -stations with similar
names came long, some of the abbreviations
had to be distorted to prevent duplication. So
recently, on the recommendation of a study
group, we decided to switch to our present
practice of spelling out in full the names of
stations.
TREND AWAY FROM ABBREVIATIONS
There has also been a gradual trend away
from the use of abbreviations in the text of
cables. Abbreviations were encouraged in the
past when cryptographic processing was slow
and cumbersome. Today, however, most of
our electrical communications are processed
by sophisticated cryptographic equipment and
procedures, so abbreviations have lost most of
their former value and, except for the more
common forms, should generally be avoided.
Plans are being made to use computers to
automate the processing of electrical com-
munications at headquarters, and it is hoped
that many more improvements can be made
within the next two or three years.
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A look at
LEGISLATION
PRESIDENT SIGNS BILLS
BENEFITING EMPLOYEES
INJURY COMPENSATION
President Johnson has signed into law a bill
liberalizing injury compensation benefits for
Government employees injured on the job, as
well as benefits for survivors of employees
killed in the line of duty.
In signing the bill the President said :
"Fifty years ago, a landmark piece of social
legislation was enacted: The Federal Employees
Compensation Act of 1916. Today, I am happy
to sign the Federal Employees Compensation
Act amendments of 1966, which modernize and
strengthen this historic measure.
"These amendments, the most significant im-
provement in the law in nearly 20 years, will pro-
vide expanded benefits for Federal employees who
are disabled in the line of duty.
"This law represents important progress in our
national effort to provide working Americans and
their families better protection against the eco-
nomic hardship which accompanies work injuries
and fatalities."
Among the new law's provisions are those
which provide annual compensation of up to
75 percent of the top level of grade 15; exten-
sion of education benefits for children of dis-
abled employees as well as of deceased workers
up to age 23; automatic adjustments in the
future whenever living costs rise by 3 percent
for three consecutive months; and increase
compensation for those already on the com-
pensation rolls based on price index increases
since 1958.
CPYRGHT
INCREASE IN DOMESTIC MOVING
ALLOWANCES
The burden on employees being transferred
within the United States for the convenience
of the Government will be eased by a bill re-
cently signed by the President. Under regu-
lations to be issued by the Budget Bureau, the
main features provide for:
? An increase in the weight limitation
for shipment of household goods from 7,000
to 11,000 pounds.
? Payment for one round trip for an em-
ployee and spouse to the new location to
find suitable housing.
? An amount not to exceed two weeks'
salary (or one week if the employee does
not have an immediate family) up to the
maximum of GS-13, to cover miscellaneous
expenses.
? Payment for customary charges for
sale of residence or for the settlement of an
unexpired lease.
? Allowance for subsistence expenses of
the employee and his immediate family for
a period of 30 days (with a maximum pre-
scribed rate) while occupying temporary
quarters.
RESCHEDULING WORKWEEKS
Another bill signed by the President gives
Government agencies authority to rearrange
the workweek of employees whose studies "will
equip them for more effective work in the
agency." Such employees will still work 40
hours a week, but part of this would be dur-
ing weekends and evenings.
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 5X1A13A
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25X1A13A
PROTECT YOUR LICENSE
TO DRIVE CPYRGHT
When you are planning on being overseas
for an extended period of time, be sure to
furnish your new address to the motor vehicle
department from which you received your
driver's license. The department can then
automatically forward a renewal application
to your new address when your license expires.
If you fail to renew your license when you
are overseas, you may experience some incon-
venience in doing so when you return. For
example, in Virginia both road and eye tests
are required when a license has expired for
more than ninety days.
THE GREATEST CRIME
According to Lyndall F. Urwick, former
Director of the International Management In-
stitute at Geneva and the only non-American
to hold both the Gantt Medal and Taylor Key,
the greatest crime the administrator can com-
mit is to be too authoritative, too impatient
of criticism and discussion, too quick to resent
as disloyalty frank differences of opinion as
to policy.
The greatest crime you as an employee can
commit is not stealing or loafing on the job
but refusing to disagree with the administra-
tor when you feel he is wrong. If you are
being paid for using your brains, you have an
obligation to dissent from decisions you think
are wrong.
PECULIAR INCOME TAX
RETURNS
The Internal Revenue Service questions be-
tween 5 and 10 percent of the returns that
taxpayers file, according to Commissioner
Sheldon S. Cohen. He says that the agency
has learned to look for peculiarities in returns
that imply that further examination may be
fruitful. This appears to be based on the
development of norms for particular kinds of
businesses and individuals within each income
bracket, evidently by application of com-
puter technology to a wide range of income
tax returns.
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SUPPORT SCHOOL CPYRGHT
ESTA RI ISHED
Another indication of the increasing weight
-given by the top officials of the Organization
to the importance of the Support role was the
recent establishment of a Support School in
the Office of Training. Although the idea of
a Support School was not new, the large en-
rollment in internal support courses during
Fiscal Year 1965 and a widening of the spec-
trum of support training requirements made
it increasingly evident that the support area
of training should be given the same recogni-
tion and stature as the others.
NEED FOR CENTRALIZATION
Before establishment of the Support School
the responsibility for support training was
divided among three schools. Now all the
competence and experience in the broad
support field within the Office of Training
are under centralized administration, allow-
ing greater concentration of the support mis-
sion and better utilization of manpower. The
faculties that were transferred to the new
school consisted of those responsible for
courses in Finance and Logistics, Support
Services, Midcareer ,Executive Development,
Management Training, and Clerical Training.
FUTURE PLANS
Plans for expanding the responsibilities of
the school in the more general area of support
are being considered. As qualified instruc-
tors become available, an "in-house" capability
may be developed in the fields of Automat-
ic Data Processing, Planning-Programming-
Budgeting, and other fields as requirements
are levied on the new school.
NEW IMMUNIZATION
PROGRAM
If you have ever suffered from hepatitis (in-
flammation of the liver) or know anyone who
has, you will be particularly interested in a
new immunization program that the Office of
Medical Services has initiated. Because of its
success in reducing the incidence and severity
of infectious hepatitis, gamma globulin vac-
cine is now administered to employees going
to most overseas stations and to members of
their families accompanying them. (Gamma
globulin is unnecessary in Western Europe,
Australia, New Zealand, South Africa, CanadaCPYRGHT
and Hawaii.)
PROGRAMS FOR THOSE OVERSEAS
Employees and dependents currently resid-
ing abroad should have the vaccine admin-
istered locally. If the vaccine is not available
locally, it may be requested from Headquar-
ters. The Office of Medical Services recom-
mends that a booster be administered every
six months and that employees continue to
maintain the highest standards of personal
hygiene and environmental sanitation.
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COMPUTER CENSUS
The total of on-the-job computers made by
U. S. manufacturers recently broke past the
30,000 mark-a gain of almost 2,200 over
last year's tabulations-according to a recent
census of EDP systems installed inside and
outside the U. S. The total for installations
of U. S. systems in all foreign nations equals
somewhat less than a third of the total do-
mestic installations.
ELECTROLYTE FOR
DRY CHARGED BATTERIES
Stations and bases should exhaust all pos-
sible local sources for electrolyte (battery
acid) before submitting their requirements to
CONUS. Electrolyte is a commonly used item
and is generally available throughout the
world. Shipment of this highly corrosive ma-
terial from CONUS requires costly packaging
and special handling in movement.
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WE HAVE EXCELLENT COMMUNICATIONS
USING SECURE METHODS OF ENCIPH-
ER, DECIPHER AND TRANSMISSION...
WITH THE ADDED SECURITY OF
COVER-SHEETED MINIMUM DIS-
TRIBUTION HANDLING AT N S.
... AND I DQISIT THINK I
NEED TO COME IN -WHY
DON'T YOU GO AHEAD AND
"'GIST" THE MAIN POINTS...
4.0
25X1
Communications Security is excellent, but like a chain it's only as strong as the weakest link!
Don't be a weak link.
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