PROPOSAL TO CENTRALIZE AGENCY GRAPHICS MANAGEMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-05927A000100010115-1
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 9
• Document Creation Date: December 12, 2016
• Document Release Date: October 26, 2001
• Sequence Number: 115
• Publication Date: March 6, 1972
• Content Type: MF

~~--~~
Approved For Release 2001/11~j1~~~?` 5927A000100010115-1
MEMORANDUM FOR: Director of Basic and Geographic Intelligence
SUBJECT Proposal to Centralize Agency Graphics
Management
1. .This staff study responds to your request for
an assessment of the organization and management of the
Agency's graphic resources. ~ '
2. Summary
This memorandum suggests that Agency graphics
production resources are too fragmented for efficient use,
and that graphic specialists' professional development is
impeded. It proposes that the best solution to the problem
is to leave the existing graphics production units in place
but to bring their together under one managerial umbrella.
Supportive arguments are made that the proposal provides
a flexibility in both work and personnel assignments that
~is highly desirable on a number of grounds. It is also
argued that offices who now have their o~an "graphics shops"
would suffer no diminution in support and in the long run
could expect the change to work to their advantage. It is
stressed that personnel in the graphics field would receive
enlarged opportunities for professional growth and career
development. .
3. An Assessment of the Agency's Graphic Resources
A. There are in the Agency today mare than a dozen
"graphics shops" (see TAB A). Some units have a clearly
defined mission of providing visual .aids to their parent
component; other units have a broader mission of providing
all kinds of graphics support to a large, but undefined,
clientele. SOtlle shops are anachronisms in the administrative
structure of which they are apart and operate in a largely
semi-independent manner in regard to hiring, training,
priority setting, etc. There is little opportunity for
contact among the various shops at either working ar managerial
levels. In fact, the absence of a structured graphics activity
is itself a formidable barrier to regularized exchanges of ideas
and information about techniques, materials, and other matters
of common concern. This situation is preventing the Agency
G8CJF t
Ex[lu=
A roved For Release 2001/1 g 05927 00~~.~~1;~1`~~~I~ -1
 r,. in . a ?.c? ~
Approved For Release 20('I~II~~.~~~~ '. P78-05927A000100010115-1
5~h t~6h a~i
from getting a consistently high quality product at
reasonable man-hour costs and is preventing many
graphics specialists from .achieving the kind of
professional. fulfillment CIA employees have a right
to expect. The latter point stems from the narrowly
confined activities young officers find themselves
almost inescapably locked into following an assignment
to a highly specialized operation.
B. Graphics units have come into existence
one by one over the past t~+ra decades to provide a
particular kind of support to a particular activity.
Same of them have been established primarily to serve
the requirements of one particular person. For example,
the Office of Planning, Programming and Budgeting has
a two-man unit established because OPPB felt it was
not receiving satisfactory service from an existing
graphics shop. The DDS~,T graphics shop began as a
one-man o eration to aid its first Director,
The has a two-mans op
esta is e w for in-house support
that has since greatly diminished. ivlost graphics shops
have a similar history, rooted in special situations
existing long ago.
C. Problems connected with the fragmented
graphics effort were investigated by Agency management
on at least two occasions in the past, one as long ago
as 1952 which concluded that a central CIA graphics
shop was not feasible until the Agency was housed in
one building. A less comprehensive review was made
by the Deputy Director for Intelligence in 1965 and
resulted in the transfer of the DCI Graphics Branch to
OBI, where it was consolidated with a Branch in the
Cartography Division. The consolidation paid off
handsomely as evidenced by a spectacular increase in
production the first year after the merger.? It is
believed by those in the business that because of
compartmentation a single large graphics center is
as~undesirable today as it was before the Headquarters
Building was constructed.
4. Proposal for an Agency Graphics Service
A. It is~proposed that the Agency bring all
graphics activities under one managerial umbrella, as
the Agency Graphics Service. However; the individual
production units would be left in place in proximity
- 2 -
. ~~e S ~;YF ~??. ~
Approved For Release 2001~~~g~1~1~4~~ -05927A000100010115-1
25X1A
 Approved For Release 2001/1 ~ 1~ = F~~>~,,:05927A000100010115-1
C~~~~~'~
to their p rianary customers as long as a need .exists.
This would avoid the problems~assaciated with a giant
production facility but .would provide an unprecedented
degree of flexibility in assigning work where it .can
be done the best and people where they can do their
best. Rotationa"1 assignments through the spectrum of
graphics activity would provide graphics specialists
with the stimulation of new challenges and an opportunity
for professional growth of the kind experienced by other
Agency careerists who belong to their own career service.
Specific objectives for the proposed Graphics Service
include:
(1) Raise the Quality of Graphics Support
Skills of the graphic specialists would
be raised through rotational assignments, exposing each '
officer to a wider range of activity. Specialists in
certain areas--such as calligraphy--would be developed
and their skills made available to all. In-house seminars,
formal course work, and other horizon broadening activities
wauld be supported. Consistent standards of performance
would be set for promotions.
(2) Expand the Ability to Res and to Crisis
Situations
-.Individual production units faced with
a temporary overwhelming amount of work would be provided
with. additional help from other units. This flexibility
would reduce much of the overtime worked in several of
the shops.
(3) Provide a Wider Range of Graphics Services
on a Routine Basis
Support available from the Graphics Service
would include several activities .for which no present unit
is directly responsible. -This. support would encompass the
general area of visual environment and would include mount-
ing maps, making signs, supporting analysts faith material
for working level briefings, and maintaining the decor of
conference rooms. The Service would offer its services to
the Fine Arts Committee in implementing the recommendations
of that body concerning exhibits, bulletin boards, decor,
and. the like.
Approved For Release 2001/11/19: CIA-RDP78-05927A000100010115-1
 Approved For Release 2001/11/1~~~Ip~~7~ 927A000100010115-1
(4) Provide Each Employee with the Opportunity
to Dave a Challen in Career in His
Pro ession
The broader scope of operations of the e .
Service combined with a program of rotational assignments
should result in a considerably greater sense of job
satisfaction than is now possible. Younger officers could
expect to have a wide variety of assignments, including
managing a sm~.ll unit, as they move. up the promotional
ladder.
(5) Employ ADP Methods in Graphics Production
' Hardware and programming exists in the`
Agency today that has~a vast potential for creating certain
kinds of .maps and graphics mechanically. This resource
will not be tapped effectively until expertise is developed
in"a graphics shop to plan and carry out projects using ADP
methods. A resident specialist in this field will be
developed who will focus. his attention up an realizing the
potential.
(6) Establish a Centralized Procurement Procedure
Equipment and supply requirements would be
processed for the Service as a whole. Outmoded equipment
would be phased out. Expensive equipment that is required
only in special circumstances would be placed in a central
location and made available to all production units. Supplies
with a short shelf life, such as film, would.be stocked in
limited quantities and fresh stocks ordered for the Service
as a whole.
(7) Maintain a Better Balanced Staffing Pattern
Workloads tend to change-over a-long period,
along with tastes, the desires of high-level Agency officials,
and the advent of new collection systems. A balanced personnel
allocation would be maintained among the various graphics units
consonant with workload. In addition to ad hoc temporary shifts
to cope with" short term crises, the overall staffing pattern
would .be reviewed periodically and appropriate permanent adjust-
ments made. The lack of capability to react in this manner is
a most serious deficiency in the existing situation.
a~~~~~-~~~. ~,
Approved For Release 200 ~~~~~ . ~?Ik ~~~78-05927A000100010115-1
 Approved For Release 200'~9~:~~LF~~~?~78-05927A000100010115-1
(3) Introduce Time Savin Procedures and
EQuipment to All Pro uctlon Units
There are continual advances in technology
which save production costs. As. .these are discovered and.
tested they would be introduced into all producing units.
This is lacking in the existing situation and is also a
' serious deficiency.
B. It is recommended that the proposed Graphics
Service be attached to the Cartography Division in the
Office' of Basic and Geographic Intelligence. OBGI has
almost half of the positions to come under the Service
and has a proven track record in providing a wide range ,
of graphics services to all Agency components for many
years. Its management is already attuned?to the particular
needs of a graphics service, such as staffing, equipment,
space requirements, recruiting, training, promotion
criteria, etc. , and would be able to absorb the increased
T/O without an increase in the OBGI managerial staff.
C. It is recommended that personnel in-the
Graphics Service be brought into the IB career service
? which already contains about -graphics specialists . ?
? D. It is recommended that management of the
Graphics Service be an assigned responsibility of the
Chief of the Cartography Division. He would be directly
responsible for providing all Agency components except
NPIC with a contingent of personnel who could provide
a full range of graphics services of the 'highest quality.
Specific duties associated with the responsibility are
set forth more fully in TAB~B.
? E. It is recommended that administrative and
logistical support to the Graphics Service be provided
by the Cartography Division and the Administrative Staff,
OBGI.
5. Impact of the Proposal on Other Components
? A. Components who now enjoy the services of a
group of graphics specialists would continue to receive
the same degree of support. In time, for reasons cited
elsewhere in this study, the level of the support
available to each component would rise.
25X1A
Approved For Release 2001/11'~~e~f~~~~P78-05927A000100010115-1
 Approved For Release 2~~~I~~P78-05927A000100010115-1
B, Components which .are currently responsible
for staffing a graphics production facility would transfer
the positions, grades, and budget to OBGI. Equipment
inventories, maintenance contracts, etc., would also b.e
transferred to OBGI as appropriate.
C. Space allocations would continue to be
charged to the component currently responsible for the
unit. The room occupied by the OSP graphics unit, for
example, would remain under the jurisdiction of OSP.
D. Units which have a mixed staffing pattern,
such as-the cartographers and Visual Information Specialists
in the Special Projects Section of the Technical Support
Branch in the Cartography Division, would continue to be
responsible for the activities of the graphics specialists
assigned to them by the Graphics Service.
E. Units whose sole function is to service a
particular component, such as the staff in IAS,
would continue to operate as they o currently. ?
F. Uni~Gs who provide a community service, such
as the Visual Aids Section of the Printing Services
Division, could be integrated into OBGI.
25X1A
Deputy Chief, Cartography Division,
Basic and Geographic Intelligence
Attachments: Z
Tab A: Brief Descriptions of the Graphics Units
in the Agency
Tab B: Duties of the Manager of the Graphics
Service
25X1A
Approved For Release 2001/11/19: CIA-RDP78-05927A000100010115-1
 Approved For Release 2001/11/19: CIA-RDP78-05927A000100010115-1
Brief Descriptions of the Graphics
Units in the Agency
A. Cartography Division, OBGI.
Grapl~~ics is a major activity in the Cartograp~y lvision.
Graphics specialists are integrated t,~ith cartograp}iers in
the Current Intelligence and Technical Sur7port Branches.
The slots Caere brought into the L)ivision in 1965 from OCI.
Activity includes. preparing briefing materials for senior
officials, graphics for intelligence publications, and
staffing tlrc graphics slot at the National indications
Center.
B. );ditorial Division, OBGI.
Graphics activity is focused on support to tre ationa
Intelligence Survey. Tiao branches are staffed 1,~holly by
graphics specialists. Sorne slots came iTrtb the Agency ~~hen
the NIS activity in the Department of State was transferred
to CIA.
C. Imagery :'lnalysis Service.
Grap}~ics activity is devoted wholly to a.n ~erna support.
'i'he slots Caere created when IAS lads formed.
D. National Plroto Interpretation Center. Graphics
activity is on a large scale. It has a hierarchy of posi-
tians in the graphics field and does not fit into the
concept of a Graphics Service as proposed in this study.
P ing Services Division, Office of Logistics.
Graphics activity Ys focused on support to
e anc ie P. The unit came to PSD in 1963, after
being attached to a number of different organizations since
1949.
25X1A
25X1A
25X1A
B. Office?of Training. Graphics 25X1A
activity is focused on support to ~ie raining sc,~ools, but
accasianally supports other units in the Chamber of Commerce
.Building.
- 1 -
Approved For Release (~.Q,1~/~~L~,~.~,~1~ ~2DP78-05927A000100010115-1
 Approved For Release 20O1111d7:9.; CI,~-F~C}p78-05927A000100010115-1
C, A resident graphics unit supports
the facility. is no ~ consiclcred for inclusion in the
Graphics Service at this time.
A. Technical Services Division.
Graphics activity is largely of a technical nature. rapiics
specialists are hired. on contract. It is not considered for
lllclUSlOI1 in t}le Graphics Service at this time.
25X1A
25X10 g, Covert /lesion Staff. Supports 25X1A
It is not consl ere c, or in ~sion in
the Grap ia.cs ervice? at this tune.
4. DCI
~1. Off~i.ce of. Planning, Programming and Budgeting.
Graphics .activity' is restricted to support-
ing ~, and the Executive Directar-Comptroller. The
unit.iaas created to perform this function.
S . DDS F,T
A. Office of the Director. Graphics
activity is devoted to preparing briefing ai s or ~T per-
sonnel and to operating the DDSF,T.conference room.
)3 .
Graphics activity ~.s acuse on in e app
C. Office of Special P~`ojects.
f cured on internal su or~
ics activity is o PP
25X1A
25X1A
Graph- 25X1A
Note: The number of positions is as observed by OBGI. Official
information was not obtainable in an informal survey.
Approved For Release 2001/11/19 :CIA-RDP78-05927A000100010115-1
. ~I....h. .p~-. ~~
 P.. .. _. ~
~, ~g ;'1
Approved For Release 200"1'M1i'IJ`: CfA"F~i7~'78-05927A000100010115-1
Duties of the A4anager of the
Graphics Service
1. Tvionitor work loads in the production units,
2. b4ake temporary adjustments in personnel t
respond to sudden changes in workload,
3. Aiake specific recammendations to D/BGI with
respect to permanent changes in T/0.
4. Receive and evaluate requests for graphics
support that would have a severe impact on a
particular production unit.
S. Oversee expenditl~re of funds for equipment
and service,
6. Chair a career advisory board made up of
senior graphics specialists wIio would submit
recommendations with respect to recruitment,
career development, promotions, training, and
reassignments to the IB Career Board or to
D/BGI as appropriate.
7. In concert iti~ith the OBGI ~ Career Ivianagement
Officer, implement career development policies
established by IB Career.Baard.
Approved For Release 2001/11T191 G`IA-RDP78-05927A000100010115-1
~iw b J a 3a:i;,
a. _. ~ -.