I I . OBJECTIVES , PROGRESS AND PROGRAM PLANS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06180A000100090005-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 28
• Document Creation Date: November 11, 2016
• Document Release Date: May 6, 1999
• Sequence Number: 5
• Content Type: REQ

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TAB
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II. OBJECTIVES, PROGRESS AND PROGRAM PLANS
A. OBJECTIVES
The general objectives of the Agency Medical Program remain
the same as stated in last year?s program submission. More
detailed objectives within the general objectives are discussed
under B (Progress) and C (Program Plans) below. The eight (8)
general program objectives are:
1 Selection - To improve the medical selection program.
25X1A
2 Conservation of Manpower - To preserve and improve
the physical and emotional health of Agency personnel.
3 Employee and Manaqemen_t Assistance - To augment
professional assistance to employees and management.
(In our previous program submissions this objective was
indicated as "Management Assistance". It is now re-titled
"Employee and Management Assistance" to describe more
appropriately the wider scope of professional assistance
we provide in this area, where assistance to employees
accounts for the major portion of our efforts.)
4 Studies - To develop further the procedures for the
production of special and multi-discipline studies 25X1A
5 Field Sufport - To improve the medical support
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provided overseas activities.
7 Professional- Development - To develop and improve
our professional medical capabilities.
8 Administrative Procedures - To improve our medical
administrative procedures through ADP.
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B. PROGRESS
1. Professional Medical Services
a. Selection: The selection program was improved
during the past year. Agency initial physical examinations
(pre-employment and entrance-on-duty examinations) are
performed by the Selection Processing Division (SPD) in
the Ames Building in Rosslyn. Here also, dependents are
examined and provided immunizations for overseas movement
with their sponsors. The SPD also provides health services
(Sick call) support for Agency employees in the Rosslyn
area. In FY 1970- the pace of SPD activities in these
functions increased as follows over FY 1969:
FY 1969 FY 1970
Initial Physical Examinations
Dependent:
Physical Examinations
immunizations
Sick Call Visits
(Appendix 1 of this paper presents certain basic work-
load history and projections for the FY 1970-1977 period.)
We have now had a year's experience with the new
arrangement whereby the dependent examination workload
is spread more evenly throughout the year rather than,
as before, with seasonal peaks and troughs. We are satis-
fied that it is a more efficient arrangement.
In our last program submission we spoke of a closer
working relationship that had developed between the SPD
and the Office of Personnel. Another outgrowth of this
in the past year is the current arrangement whereby an
SPD official provides weekly medical orientation briefings
to new personnel in the pool.
in 1970 Agency summer employees received additional
processing that such employees never received before.
Not only were all such employees medically screened, they
attended special briefings that stressed the hazards of drug
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abuse and other current problems of youth. Chief, Selec-
tion Processing Division presented the medical portion
of these briefings.
b. Conservation of Manpower:
Progress was made during the past year in preserving
and improving the physical and emotional health of Agency
personnel. Physical examinations of on-duty personnel are
conducted by the Clinical Division (CD) in the Headquarters
Building Medical Facility. This facility also provides
immunization service for all on-duty personnel and health
services support for personnel in the Headquarters Building.
There was an increase in CD examination workload activity
during the past year with representative figures as follows:
FY 1969 FY 1970
Physical Examinations
Immunizations
Sick Call visits
(The decrease in immunizations for on-duty employees
is explained largely by changes in recommended frequency
for certain inoculations.)
in our last program submission we mentioned the
initial meeting (February 1970) of our new Clinical
Consultant Panel. This is the group of eminent physicians
from private and industrial medicine who meet periodically
at headquarters to review the professional currency and
direction of our clinical program. This ppnel has
developed very well. The topic of the October 1970 meeting
was Cardiology (Dr. W. Procter Harvey, the renowned
cardiologist attended) and the discussions and follow-
up actions from this meeting should have direct applica-
tion in our efforts for the conservation of manpower.
This progress by the Clinical Division was recorded,
despite the disadvantage of having to function with
unfilled Medical Officer positions. Physician recruit-
ment -- as we pointed out last year -- is a continuing
problem that requires our sustained efforts. We are
hopeful of filling current vacancies shortly.
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An important development of the past year that should
have great bearing on our future efforts was the initia-
tion of planning for a Multiphasic Screening and Periodic
Health Examination Program (MPS/PRE). This is the program --
discussed under C (Program Plans) below -- whereby we pro-
pose to provide screening examinations -- and where
indicated physical examinations -- for those Agency em-
ployees whom we do not now see on a periodic basis. Our
Medical Systems Development Officer (MSDO) is the coordina-
tor for this planning which involves coordination with SIPS
and the Office of Computer Services as well as liaison in
technical matters with such outside elements as the United
States Public Health Service, various university medical.
centers, (e.g., Cornell Medical Center in New York City)
and certain private companies which utilize these advanced
screening programs.
C. Employee and Management Assistance:
of 18 June 1970 restated for the information
of all Agency employees the availability of OMS Consultative
Services. This p:`ogram which was initiated in July 1969
has established itself as an important source of assistance
for employees and management with steady increases in the
number of requests for consultation:
Jul-Dec 1969 Jul-Dec 1970
Number of requests 109 186
Separate from the above types of consultations, the
Psychological Services Staff (PSS) continued to provide
pre-retirement counseling for Agency employees. This has
now become a well established procedure with.a steady
flow of such referrals to the PSS from the Retirement
Affairs Division of the Office of Personnel. (57 in 1970
as compared to 20 in 1969).
In the assessment activities of PSS there was a notice-
able trend toward the greater utilization of intensive
assessment batteries designed specifically for the job(s)
under consideration, e.g., PSS psychologists designed such
batteries for specific requirements in the National
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Photographic Interpretation Center and in the Office of
Computer services.
In assessment for the Career Training Program PSS
is now providing intensive (2 days) assessments for all
external program applicants -were given in 1970 as
compared to 10 in 1969. This now complete coverage of
CTP applicants is feasible because of the reduction in
the size of the CTP.)
In Agency training activities PSS psychologists
were sought out more frequently as guest lecturers and
as advisors in OTR courses, e.g., the Basic Supervision
Course was reviewed and critiqued, and for the Language
School a new method was suggested for determining language
proficiency.
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25X1 C
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In other types of management assistance, the Clinical
Division continued its advisory assistance to the office
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25X1 B'
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of Logistics in the maintenance of environmental health
in Agency installations, to the office of Security for
the Agency Safety Program, to the office of Personnel for
GEHA, and to the Employee Activity Association for the
Physical Fitness Room activity.
d. Studies: It was also in our program submission
last year that we noted the completion of the draft of
During the past year we continued our efforts in
the behavioral and social sciences area. The OMS committee
for the Behavioral and Social Sciences continued to meet,
weekly and plans are now being developed for a proposed
program in the Support Directorate. in C (Program Plans)
below we discuss this in greater detail.
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25X1 B
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2. Operational medical Support
a. Field Support: Medical support for
overseas activities improved during the past year.
OMS headquarters medical officers made survey visits to
all _ overseas medical regions except the Western
Hemisphere Region, and a survey of this region is planned
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25X1 C
In November 1970 Operations Division personnql pre-
sented a Drug Abuse exhibit in the Headquarters Building
that received wide acclaim. Plans are now going forward
to display this exhibit in other Agency buildings as well
as to selected local community groups.
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3. Manes ement support
a. Professional Development:
Progress was made in 1970 in the development and
improvement of our professional medical capabilities.
All of the several professional disciplines that represent
the OMS were active in training in 1970 and over 6% of our
personnel was in some form of training throughout the year.
In June 1970 a career medical officer completed Agency-
he was designated as the OMS Medical sys
officer and is now coordinating the development of the
Multiphasic Screening and Periodic Health Examination Pro- STATINTL
gram mentioned in paragraph 1 above. Another career medical
officer has been approved for
the year and throughout the country. Our chief Nurse,
Over and above such formal courses, our professionals
attended many professional society meetings throughout
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There are three OMS professional consultant advisory
panels composed of senior individuals selected as authori-
ties in their professions.
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They assist us in
assuring that our professional programs remain current.
These panels meet here at headquarters at least once and
as often as three times each year; in 1970 there were
six panel meetings.
b. Administrative Procedures: Progress was made
in 1970 in the improvement of our medical administrative
procedures. With the assistance of the Records Administration
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Branch of SSS a study of the feasibility of microfilming
our clinical files has been completed. This action is
related to but not dependent on a larger effort which is
now being planned for an overall OMS Information Processing
System (IPS). We have been in contact with SIPS and
with the office of Computer Services on this effort. The
central locator file mentioned in our last program sub-
mission will also be incorporated into this general IPS.
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C. PROGRAM PLANS
As indicated earlier in this paper there are eight (8) con-
tinuing general objectives for the Agency medical program. More
specific objectives for the FY 1973-1977 period within these
general objectives and plans for attainment are discussed below
according to the element of the OMS program structure of which
they are a part -- Professional Medical Services, Operational
Medical Support, or Management Support.
25X1A 1. Professional Medical Services
positions, funds for FY 1973)
a. Selection: A more specific objective within
the general objective of developing the Agency medical
selection program for the FY 1973-1977 period is:
To automate Selection Processing Division
(SPD) clinical procedures by their interface with
the Multiphasic Screening/Periodic Health Examination/
Information Processing System (MPS/PHE/I PS) Program
planned for the Clinical Division (CD), which program
is discussed in b below.
We plan to attain this objective by the simultaneous
development of this program as an integral part of all
initial and dependent physical examinations performed
by the SPD.
b. Conservation of Manpower:
In FY 1973 in our efforts to preserve acid improve
the physical and emotional health of Agency personnel,
we plan to initiate a new activity, the prime purpose of
which is to enable us to bring certain basic OMS services
to Agency employees who are not now receiving these ser-
vices. This new activity is the Multiphasic Screening
and Periodic Health Examination (MPS/PHE) Program. It
is described below along with another new activity -- an
Information Processing System (I PS). This latter acti-
vity according to our FAN structure would normally be
discussed under the Management Support element of our
program structure (paragraph 3 below). It is however
so closely related to the MPS/PHE program that the two
activities are discussed together in this paragraph.
(1) Multiphasic Screening/Periodic Health
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Examination Program and Information Processing
System:
(a) Objective: Provide certain medical
screening examinations -- and where indicated
physical examinations by a medical officer for Agency employees not now seen on a periodic
basis.
(b) Requirement: This is internally generated
and is based on our professional judgment that the
best needs of the Agency would be served if Agency
employees whom we do not see periodically were
screened and examined as required. It is our con-
viction however that Agency management will also
find such a program desirable and will therefore
lend its endorsement.
25X9
From the professional aspect there is another
motivating factor. Automation seems to be the
hallmark of modern medicine and is much in evidence
in the most advanced medical centers. Automated
medical systems simply permit more to be done and
at the same time permit the development of data
bases with great potentials for study and analysis,.
As professionals we have quite strong feelings that
the Agency Medical Program should remain in the
forefront in this respect.
(c) Approach: it is estimated that there
are some employees at headquarters
whom we do not see professionally on a recurrent
basis. In general, these are employees whose
Agency careers do not require overseas PCS or
TDY service. Normally, we see them for an initial
physical examination at time of entrance on duty,
and we may see them occasionally at Sick Call. Many
of them however do not have occasion to receive any
kind of periodic medical evaluation as, for example,
employees of the Clandestine Service receive. Our
current thinking therefore is that we might provide
this group of employees with a periodic screening
examination -- history, laboratory, X-ray, EKG (if
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indicated), etc. -- and perhaps a follow-,up physical
examination by a medical officer whenever the
screening examination indicates this is appropriate.
In certain cases, there would also be subsequent
referral of the employee to his private physician.
We would emphasize however that this method
of approach to this new activity reflects our
current thinking which of course is subject to
change. We would not at this time, for example,
commit ourselves to any specific number of addi-
tional screenings, examinations, or periodicity for
these procedures. Out of our current internal dis-
cussions will come an overall design covering these
aspects of this activity.
In these internal discussions it has been sug-
gested 25X9
that we might screen some
of these employees each year starting in FY 1973,
thereby assuring that a given individual undergoes
such screening perhaps every three years. The means
that would permit us to undertake this sizeable addi-
tional workload is "multiphasic screening".-- a pro-
cedure involving the use of automated medical instru-
mentation to detect asymptomatic disease in a presumably
healthy group of individuals. We already, have certain
laboratory equipment, e.g., SMA-12 Jr. (automatic
analyzer), that would be used in this MPS. We also
have the appropriately trained staff personnel. We
do not however have an appropriate Information Pro-
cessing System (IPS) to handle the vast amount of medi-
cal data -- history, laboratory, X-ray, physical
examination, diagnosis, follow-up information -- that
would be involved in this program. With the addition
25X9 of screening examinations each year to the physi-
cal examinations we already perform -- and screening
for these latter would be done as part of the new MPS --
our total screening would be over each year in the
headquarters facility (with another
We believe that we must resort to computers for a solu-
tion to this problem, but we have no detailed final
"system design" and we solicit the advice and assistance
of Agency authorities in the systems, computer and
records field. (We have, of course, opened discussion
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with such authorities.)
We envision certain new technical procedures
(for gathering clinical data on a group of
individuals) and some type of terminal facility
in our clinical Division whereby this medical
data may be channeled to the central Agency com-
puter facility for processing and storage in a
form that would be readily retrievable for evalua-
tion and diagnostic purposes. We have made no pro-
vision in this program submission for funds for such
an input terminal for FY 1973. We have provided only
for additional contractual services funds each year
for the additional clerical ($28,000) and technician
($12,000) personnel (all within present OMS contract
ceiling) we see as required, and for the additional
WAE Medical officers ($26,000) who will be required
to perform the follow-up physical examinations that
the MPS shows are required.
We are certain that an appropriate IPS for
this expanded MPS program will require a remodeling
of our existing system for storing medical records
on Agency personnel. We spoke of this in our program
submission last year and since that time we have
had continuing discussions with Agency records offi--
ciais toward a solution to this problem. Here again,
we do not have a final design plan. (We have, for
example, considered with Records Administration Branch/
SSS the feasibility of microfilming as a solution.)
The problem remains: we have some -medical 25X9
charts in a very small records vault -- and these
charts are growing, thicker every year. We must move
toward a solution to this problem. Accordingly, we
are requesting additional funds of $76,000 for FY
1973 to enable us to pursue this matter -- with out-
side consultative assistance as required -- to a
resolution and effect the necessary changes in our
records system so that this system may be compati-
ble with the MPS and the IPS. This will be done in
close coordination with RA.B/SSS with whom we are in
continuing contact.
We propose a continuing review and scrutiny
of the MPS/PHE/IPS program as it develops, and
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accordingly project additional contractual services
funds ($12,000 each year) for independent contractor
types of experts who would conduct this kind of
research and training.
We also propose an Employee Education effort as
part of this program. This would, by means of films
and tapes, apprise employees on a continuing basis
of measures they might take to maintain their health.
in FY 1973, $5,000 is requested for this, with $1,000
in each of the subsequent years of the period.
Starting in FY 1974 we propose a new but related
activity that would exploit the expanded competence
of the Headquarters Building clinical laboratory. 'T'his
is a Central Laboratory that would provide clinical
laboratory service for Agency field medical installa-
tions, e.g., RMOs. We believe, in view of the availa-
bility of jet parcel transport service, that laboratory
specimens might be sent to headquarters for processing
with cable report back to the field in a minimum time.
An important advantage of this would be that the more
refined and reliable headquarters laboratory services
would thus be available to field installations. This
will require $11,000 each year starting in FY 1974
for contractual services of a laboratory technician
(within present OMS contract ceiling).
Finally, as a logical development of the Central
Laboratory concept, we propose starting in FY 1975
a Central Diagnostic Facility service. This would
exploit our expanded laboratory competence and Agency
advanced communication techniques to make it possible
for RMOs to send clinical data to headquarters (e.g.,
EKGs, X-ray results, etc.) and receive in return a
near real time report and/or diagnosis. This would
in effect place the diagnostic competence of the head-
quarters medical facility (and our consultants) as the
service of the field.
(d) Alternatives Considered: The alternative
that at once presents itself is that of doing nothing
about attempting to bring these medical services to
the several thousand Agency employees who do not now
receive them. Certainly, this is possible since this
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is the situation that currently prevails and has
prevailed for years. it is not however an alterna-
tive that is compatible with a dynamic and advanced
medical program such as we like to think the Agency
has and wants. Another alternative is to change the
magnitude of the proposed MPS for FY 1973 and subsequent
years. We might, for example, undertake to screen
25X9 fewer than additional employees each
year. This has the disadvantage of stretching out the
employee's next screening beyond three years. Or again,
we might undertake to screen each year all of the -
25X9 employees whom we do not now see periodically.
We believe, however, it is more prudent to initiate
this MPS program -- as a new venture -- on a more
modest scale. We shall admittedly be learning and we
shall be prepared to expand -- or reduce -- the scale
of this program as our experience warrants. As indicated
earlier, the final design of the proposed MPS/PHE/IPS
program is not yet determined insofar as this type of
magnitude is concerned, and what we present here is
a summary of our current thinking.
(e) Risks and Uncertainties: Since this is
a self-generated program and therefore in a sense
an "elective" program, we believe the risks are
minimal. There is undoubtedly some uncertainty,
as indicated in (c) above, concerning the techni-
cal systems required -- computer base, terminal
facilities, records conversion, etc. We believe
however that the appropriate action for this is
the coordination and joint planning as described
below.
(f) Coordination and Joint Planning: Much is
required. We have had initial discussions with
IPC/DDSQ C/SIPS, D/OCS, and DD/PPB. We shall rely
on SIPS and OCS -- we are in fact dependent on
them -- for the final design of the MPS/PHE/IPS
systems we propose and for procurement of what-
ever internal OMS information processing equipment
is required. By way of coordination we have, for
example, been informed by SIPS that terminal facili-
ties for OMS have been provided for in SIPS program
planning.
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Other types of coordination will be required.
Close coordination with various Agency components
will of course be required in scheduling the addi-
tional employees for appointments for screening.
Promptness on the part of employees in this
respect will be necessary for the smooth opera-
tion of the program.
In view of the fact that some employees screened
in the MPS would be referred to their private physi-
cians for follow-up action, certain coordination
between OMS and those physicians and perhaps with
local medical societies may be required. We may,
for example, at the employee's request, provide
the employee's physician copies of reports from MPS
tests for the physician's information; we shall want
to be able to assure the physician of the extent and
accuracy of these tests.
(g) Resources required: Additional resources
required for the MPS/PHE/IPS and subsidiary programs
are projected as follows for FY 1973, with resources
for subsequent years shown in Appendix 2:
Activity Funds
MPS/PHE :
2 WAE Medical officers $26,000
1 Contract Medical Technician 12,000
2 Contract Clerks 13,000 51 ,000
IPS:
Equipment/services contract for
records conversion
2 Contract Clerks for operation
of IPS
76,000
15, 000 97., 000
Research and Training:
WAE services for systems review
by medical and allied sciences
experts 12,000 12,000
Employee Education:
Films and tapes 5,000 5,000
TOTAL ADDITIONAL RESOURCES FOR
MPS/PHE/IPS FOR FY 1973
a~iET
159,000
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(2) We project an increase -- from in FY 25X9
1970 to- in FY 1973 -- in the number of'physical
examinations to be performed by the clinical Division
in the Headquarters Building. This increase is accounted
for by the planned expansion each year in the Annual and
Executive Examination Program. This planned increase in
the volume output of the Clinical Division is of course
related to and facilitated by the additional capacity
benefits of the MPS /PHE program.
(3) Clinical Division will continue to provide
health services for Agency personnel with the number of
Sick Calls estimated in the 30,000 a year range that
prevailed in FY 1969 and FY 1970. Immunizations for
employees are also estimated in the- a year range 25X9
that prevailed for-the past two fiscal years.
c. Employee and Management Assistance:
(1) In the FY 1973-1977 period we plan to pursue
this objective with essentially the same rationale
as prevailed in FY 1970. This involves making the
professional resources of the OMS available to Agency
employees and management to the greatest extent possi-
ble and in the simplest and most direct manner. The
pattern for this simplicity and directness has been
set in the OMS Consultative Services Program in which
our services are made available quickly and with little
administrative formality. We would expect the roles of
the Clinical Division, Psychiatric Staff and Psychological
Services Staff -- the primary sources of assistance in this
program -- to be maintained at a time when so much public
attention is being given to problems of drug abuse,
alcoholism, and dissident youth. We shall sustain our
professional interest in the alleviation of such problems
as they affect Agency employees and managers. We propose
to maintain an,aggressive attitude toward programming
in this area and will continue to submit appropriate
recommendations to Agency management -- as we have in
fact done recently in the matters of alcoholism and drug
abuse.
(2) We look for steady increases in the activities
of the Clinical Division and the Psychological Services
Staff in pre-retirement counseling as we enter the years
when the many employees who joined the Agency at the
time of the Korean war become eligible for retirement.
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25X1A
(3) We believe the services of the Psychological
Services Staff will be sought increasingly by management
faced with the problem of "doing more with less". We
see the testing and assessment capabilities of PSS being
called upon to a greater extent to assist management in
selecting the right people for jobs and for helping to get
the most out of their employees. For the PSS itself this
implies, in our judgment, careful attention to improving
professional capabilities. We envision the need to recruit
PhD psychologists with new specialties in our normal replace-
ment of staff psychologists. Certain staff psychologists
will undoubtedly require external training in some of these
newer specialties. Our testing and assessment will, we
believe, become increasingly specific, e.g., tailored
batteries rather than general aptitude batteries. Our.
psychological research activities on behalf of management --
attitude surveys, systems studies, career planning evalua-
tions -- should also become increasingly specific and
professionally economical.
(5) Clinical Division will continue its advisory
management assistance to the Office of Logistics
(environmental health), office of Security (CIA Safety
Program), and to the Office of Personnel (- EAA,
etc.).
(6) We propose no additional resources at this time
for the pursuit of this objective. The increased require-
ments we foresee would be absorbed by an increased pro-
fessional effectiveness.
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d. Studies:
(1) Behavioral and Social Sciences: In pursuit of
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the general objective of further development of the
procedures for the production of special and'multi-
discipline studies we do request starting in FY 1973
additional resources This would
be for our efforts in the behavioral and social sciences
area. We are proposing that the initial effort for this
new activity be within the Support Directorate. The
plan for this would be essentially as follows:
(a) Objective: Provide management with
broader professional skills to assist in under-
standing and influencing behavior.
(b) Requirement: There are considerable
efforts being made today toward developing an
insight into human behavior. These efforts are
being applied by forward-looking organizations,
centers and industries to understanding and
developing their people. Typically, these acti-
vities involve several of the professional disciplines
that have come to be designated collectively as the
behavioral and social sciences: psychiatry, psychology,
sociology, anthropology, and perhaps others. Since
the Agency -- and particularly the OMS -- has a
ready competence in certain of these disciplines,
it would seem that the Agency should also consider
the application to its own needs of the benefits
available from the advances in the behavioral and
social sciences. Accordingly, we propose an initial
Agency effort in the behavioral and social sciences
in the Support Directorate. This would involve the
participation of the offices of Person--:el, Security,
Training and Medical Services. Although this new
activity would thus be limited to the Support Direc-
torate, it was and is our conviction that the Agency
at large might benefit, and that such an activity
might later be expanded to encompass the entire
Agency.
(c) Approach: Our rationale is to provide
a means for identifying directorate problems that
might be responsive to the application of the
expertise available from the behavioral and social
sciences. These problems might involve selection,
assignment, training, VIP studies, defector studies
and others. To do this we shall have to augment
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our OMS professional capabilities by the addition
of consultant capabilities in sociology, anthropology,
and related disciplines such as social and cultural
psychology. The resulting multi-discipline competence
would then be applied to these problems with the
findings of "ad hoc working groups" being forwarded
with recommendations to the DD/S. The day-to-day
activities of these working groups and panels would,
we suggest, be coordinated by a professional knowledgeable
of developments in the behavioral and social sciences.
Such an individual might be a part-time contract
employee who would be in active liaison with university
centers and private professional groups where relevant
research and study is in progress.
(d) Alternatives: One obvious alternative
is to do nothing about applying these benefits to
the Agency's needs. Other alternatives would involve
a greater effort requiring additional staff capa-
bilities, or a smaller effort than the one proposed.
We believe that our proposal represents a reasonable
and modest investment in a developing area that should
not be neglected by this Agency.
(e) Risks and Uncertainties: These are in
our judgment minimal as long as an ethical approach
with the avoidance of "way out" applications (such
as have occasionally been reported in the media) is
observed. The careful selection of the professional
consultants to be used, and the management by senior
Agency professionals should assure this.
(f) Coordination and Joint Planning: As indi-
cated above, this effort will initially require the
joint efforts of several support offices. It would
be our intent to recommend that the other directorates
be periodically apprised of developments in this
Support Directorate activity.
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(3) The Psychological Services Staff is presently
chairing a deputy-level working group from certain of
the support offices on "Systems Analysis of Psychological
Data Pertaining to Human Resources". This is a study
effort that was suggested by the 1969 research study by
the PSS on a systems study of Career Trainees. PSS will
in the FY 1973-1977 period be prepared to conduct other
such research and special studies.
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2. Operational Medical Support
position, ~ funds for FY 1973)
a. Field Support: In our continued planning for
the improvement of medical support provided
25X1A W overseas activities no additional OMS resources are
projected at this time for the FY 1973-1977 period.
Certain new resources may however be required in the field
depending on potential developments which at this time
are foreseen as indicated below.
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done no later than FY 1972. This requires the
recruitment by us of an appropriate physician
candidate and the provision by the area division
of an appropriate position and funds. During the
FY 1973-1977 period we also must consider the expan-
sion of regional medical coverage to denied areas.
In FY 1972 and possibly as early as the current
fiscal year, - additional field/overseas medical
positions may be established as follows:
These proposed positions are now under consideration
and we shall be prepared to fill them and initiate
or expand medical support programs at these locations.
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The Drug Abuse Exhibit prepared by
OD will continue to be shown in Agency installations
and in the community as long as it receives the atten-
tion it is presently receiving. (This exhibit following
its showing in the Headquarters Building, has now been
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shown at 1000 Glebe,
The manner in which the exhibit has been
received has encouraged us to consider exhibits on other
problems, and we are presently planning such an exhibit
for cardiovascular disease.
The OD directed FI/CI person-to-person access
program should continue to expand as in the manner
described under B (Progress) above as a wider range
of professional contact leads is made available to
operational personnel.
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3. Management Support 25X9
009 funds for FY 1973)
a. Professional Development: Prior to and continuing
into the FY 1973-1977 period we shall have a special need
to develop and improve those of our professional capa-
bilities that will be required for the planned Multiphasic
Screening, Periodic Health Examination and information
Processing System (MPS/PHE/IPS) Program (cf paragraph 1
(Professional Medical Services) above). We have in fact
already initiated this. Our Medical Systems Development
Officer (MSDO) is now engaged in contacting various medi-
cal centers where such systems are in operation. Certain
of our medical technicians have attended courses of in-
struction -- normally run by the manufacturers -- in the
operation of the new advanced equipment that will be used
in.the program. Later on we shall have to consider any-
more highly specialized clinical or technical training that
may be required for medical officers or medical technicians
in connection with the planned Central Laboratory (FY 1974)
and the Central Diagnostic Facility (FY 1975) as outlined
in paragraph 1 above. Medical personnel overseas, for
example, under the plans for the Central Diagnostic Facility,
will have to be trained for the operation of what will be
remote medical computer terminals.
We would plan to have an average of one career medical
officer in extended (one year) external training throughout
this planning period. Such training would probably be
residency training in internal medicine, psychiatry or
public health, or special training in computer medicine
or other new developments.
We shall continue to encourage our medical officers,
psychologists, medical technicians and nurses to attend
professional meetings held throughout the year and through-
out the country in order to maintain their professional
proficiency.
In development of the new Behavioral and Social Sciences
activity (paragraph 1 above) it may be found desirable to
provide selected external training -- "Organizational
Psychology", for example -- for certain of our career
psychologists. Such training would probably be at those
centers where the innovative methods in behavioral sciences
are being developed.
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Our three consultant panels -- Psychiatric, Psychologi-
cal, Clinical -- would continue to meet periodically through-
out each year of the planning period in pursuit of their
basic purpose of reviewing the professional currency of
these programs. The Clinical Consultant Panel will be used
extensively for advisory assistance in the development of
the MPS/PHE/IPS Program.
b. Administrative Procedures: The major effort
during the FY 1973-1977 period to improve our medical
administrative procedures will be the planned OMS
Information Processing System (IPS). The IPS however
is so much a part of the plan for the MPS/PHE program --
indeed, a prerequisite for this program -- that the plans
for the IPS are discussed with those for the MPS/PHE in
paragraph 1 (Professional Medical Services) above. It
might again be recorded in this Management Support portion
however that our planning for the IPS will be in full
coordination with SIPS and with the office of Computer
Services (Additional funds of - are requested for
FY 1973 and $15,000 in each subsequent year of the planning
period for this new activity, as outlined in paragraph 1
above.)
In our report of progress (paragraph B above) on
Administrative Procedures we reported the planning for
the trial clinical development of the new Syndrome Approxi-
mation Test (SAT) developed by the Psychiatric Staff.
This automated, self-administered psychiatric selection
test, which has been developed with the assistance of
OCS, might conceivably become an integral part of the
Central Diagnostic Facility projected for I'Y 1975. In
any case, this test holds the potential for the improving
psychiatric selection testing at headquarters. No addi-
tional funds for this trial development however are pro-
jected at this time.
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