COMPONENT TRAINNG: FISCAL YEAR 1970

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06362A000200030001-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 22
• Document Creation Date: November 16, 2016
• Document Release Date: April 28, 2000
• Sequence Number: 1
• Publication Date: April 22, 1971
• Content Type: MF

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25X1A
MEMORANDUM FOR: Executive Director-Comptroller
SUBJECT Component Training: Fiscal Year 1970
REFERENCE Memo #68-1864 dtd 12 Apr 68 to Ex Dir-
Compt frm ADD/S, subj: Inspector
General's Survey of the Office of Training
the computer to economic intelligence, preparation to perform opera-
covered a broad spectrum of this activity. It ranged from an ori-
entation of one day or less for large groups, through a multitude
of short, practical courses in specific skills, best exemplified
by those of the Office of Communications (40 courses) and the
Technical Services Division (20 courses), to a comprehensive, five-
month program of professional development (DDSEIT Career Develop-
ment Course). Training objectives and subject matter were as di-
verse as indoctrination in communications security, application of
1. This report on component training in CIA is for your
information. It contains observations made by senior instructors
in the -ice of Training after their review of courses and other
types of instructional programs, exclusive of on-the-job-training,
conducted by components within the Directorates and by the Office
of the Director during fiscal year 1970.
2. Training conducted by twenty Offices, Divisions, and
Staffs, representing all Directorates and the Office of the Director,
3. An improved data base plus more meaningful exchanges be-
tween representatives of individual components and the Office of
Training make ft possible to report with greater assurance on the
programs. Many were top-notch. None was without merit. Most were
Excluded fan atrmatic
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in response to demonstrable needs. Understandably, the majority
of courses were intended to satisfy internal needs of respective
components. A growing number did include students of other com-
ponents with common interests. Increasingly, attention is being
given to cross-fertilization and multi-component courses, attempt-
ing to keep in step with changing managerial and problem-solving
styles.
4. The conclusion that component training is sound and re-
sponsive to requirements is subjective and is not totally con-
firmed by OTR. It is more reliable in regard to the organization,
conduct and quality of the training, per se. It is less valid in
terms of effectiveness and ultimate value, i.e., improvement in
job performance. In this aspect it reflects, to a very great
degree, assessments of the components themselves. It is less firm
because, with some notable exceptions, detailed and specific feed-
back on student application of the training is spotty. The time
and effort to produce a more positive, substantial evaluation might
cost more than it is worth.
5. OTR could take on the responsibility for a number of the
courses conducted by the components. However, it could not do so
as effectively or as efficiently because it lacks qualified per-
sonnel in most of the fields in question or unusual conditions
required by the components militates against doing so. On the
other hand, OTR can do more to help improve component programs.
The full-time assignment of OTR personnel to certain components
could be productive. At present, a senior OTR officer is conduct-
ing the major programs of the Soviet Bloc Division, another is
25X1A doing the same in the and until recently a
third was the Training Officer for NPIC. More can also be done to
aid in updating instructor quality, lesson plans and training aids
by utilizing the Instructor Training Branch in OTR as the Office
of Communications and Technical Services Division have done during
the year.
6. The components conducted 517 presentations of 145 courses
for 4445 students. Total cost, excluding student salaries, was
$1,740,271.
7. The attachments in this report name the specific courses
conducted within the Directorates and the Office of the Director.
The following paragraphs take note of the quality of the courses
and some of the more significant observations about them.
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Office of the Director
The Office of Planning, Programming and Budgeting in coopera-
tion with the Office of Finance conducted the third and fourth
sessions of the Budget Process course. The course continues to
improve. The latest innovation, a mock budget hearing, produced
a strong favorable student reaction.
The Clandestine Service
Training by components remained at about the same level as
FY 69. It accounted for 41% of the total students and 30% of the
total cost of all component programs. TSD, showed a 25X1A
slight-decline in student enrollment while RID reported a larger
decrease from FY 69 totals. Most significant was the upsurge in
the FE program for Vietnam. The original seven-week course was
reconfigured as two, Vietnam Orientation and Vietnam Operations,
each of four weeks duration. All assignees to Vietnam are required
to attend the Orientation, with 25% continuing the Operations course.
The Saigon Station actively participated in the development of the
courses. This plus maximum use of recent returnees from Vietnam
as instructors kept the program up to date with the changing scene
in the country. Senior officers of the Saigon Station report a
noticeable improvement in the qualifications of newly assigned per-
sonnel since the new courses were initiated, a rare case of sub-
stantial and dependable feedback. As a result of the program's
effectiveness, a similar course was organized and put on 25X1A
during the year. Its initial success is expected to raise demands
for more offerings. In addition, short courses were developed for
dependent wives of assignees to the two countries.
25X1A
Intelligence Directorate
Component programs of the Intelligence Directorate remained at
the modest level. NPIC, responsible for the bulk of the training
activity, registered a sharp jump in the number of students but
this was due to one orientation course of eight hours or less to
introduce a new integrated information system to 470 NPIC employees.
There appears to be a possible duplication with OCS in computer-
science training, such as, an in-house program for OER, where the
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instructor came from OCS. In the other, NPIC' claimed better re-
sults because the instructors, experienced programmers, were
familiar with project applications, allowing the training to be
related directly to the student's actual duties.
Directorate of Science and Technology
Programs of this Directorate re lect a favorable and continuing
interest in formal training to improve the qualifications and capa-
bilities of its personnel with attention to advancing technology
and changing requirements. During the year two courses were dropped
and ten were added. Most of the latter derived from new require-
ments (or demands). Two one-time programs satisfied needs for the
foreseeable future. Students from other components and Directorates
were enrolled in at least six courses. One in particular, Intelli-
gence Engineering Systems Analysis, is worthy of note: A pilot pro-
gram sponsored by the Office of Research & Development, its aim
being to equip technical components with common problem-solving
tools. The 30 students attend 12 classroom sessions, one per month
for a year, complete a variety of studies and homework problems
between classes and participate in classroom presentations along
with the contractor-instructor. This approach has potential appli-
cation in other areas.
The quality of training was consistently good, with a majority
of the courses rated excellent by component consumers, training
officers and by students. Approximately 40% of the training was
accomplished by contract with professional firms or individuals.
The larger direct costs were judged worthwhile on the basis of unique
qualifications and uniform competence of the instructors. The Office
of Computer Services was responsible for 60% of the total effort.
It conducted a number of courses, exclusively for other components.
Support Directorate
The Support Directorate programs registered a decline of 25%
in the total number of students trained. This was due in part to
a change in reporting those Office of Security personnel who attended
courses at the Inter-Agency Training Center. These students are
now included, more appropriately in external training totals.
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The Office of Communications, perennially responsible for most
of Support component training showed a slight increase. It con-
tinued to be the largest training operation by far of all components,
in all categories. Of the total component effort it accounted for
33% of the courses, 25% of student enrollment and 47% of the cost.
If the ratio of cost to students appears higher by comparison, it
should be noted that OC's costs are true costs. They include faci-
lities, equipment, and instructor salaries unlike many other com-
ponents. OC's training mechanism is well-organized, maintains
properly equipped facilities and a full-time instructional staff
of technically qualified personnel with many years of field ex-
perience and who are rotated regularly. Most of the courses are
designed to develop practical skills in operating and/or repairing
and maintaining equipment and systems. Although the major effort
was devoted to training OC personnel, ten courses were conducted
for members of other components and directorates. The effectiveness
of the program is perhaps easiest of all to judge by virtue of the
recognition accorded the Agency's communications world-wide.
The Office of Security's program concentrated primarily on pre-
paring its officers for field duty, with emphasis on internal per-
sonnel and physical security. Technical training was accomplished
at the Inter-Agency Training Center.
The Office of Logistics initiated a management program in the
Printing Services Division. The course, designed by the Printing
Industry in America for its members, was conducted by PSD personnel
using material and work kits prepared by the PIA. The course was
well received and will be repeated. Relatively inexpensive, it is
a good example of taking advantage of sound and tested programs and
adapting them to Agency needs.
The Offices of Finance and Medical Services offered no courses
during the year.
25X1A
HUG/-I T. CUNNINGHAI)I
Director of Training
Atts as stated
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FY 1970 INVENTORY OF COURSES
Division Course Length Ft/Pt Location Runnings Attendance Remarks
OPPB Budget Process 20 hrs Pt Headquarters 2
SECRET
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FY 1970 INVENTORY OF COURSES
25X1A
Division Course Length Ft/Pt Location Runnings Attendance Remarks
Vietnam Operations 160 hrs Ft Glebe
Vietnam Dependents 16 hrs Ft Glebe
These two new
courses evolved
from original 7 wk
course. Responsive
to changes in the
field. Orientation is
prerequisite for
Operations. Most
presentations by re-
cent returnees.1 hr
of language each day
4 37 For wives of
assignees.
SECor
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Division Course Length Ft/Pt Location Runnings Attendance Remarks
25X1A
RID Familiariza- 320 hrs Ft Headquarters 7
tion
RID Orientation 8 hrs Ft Headquarters 5
Records Training
for CS Personnel
Pt Headquarters 11
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FY 1970 INVENTORY OF COURSES
Office or Name of
Division Course
IAS
Length
Real Time Mensuration 8 hr
System
NPIC Basic Analytical
Photogrammetry
Advanced Analytical
Photogrammetry
Photogrammetric
Statistics and Ad-
justments of Obser-
vations
Advanced Strategic
Radar Interpretation
Ft/Pt Location
Ft Key Bldg
25X1A
No. of
Runnings Attendance 25X1A Remarks
Contracted. Due to
decreased enroll-
ment and rising per
student cost, cours+
may no longer be
offered annually.
Contracted. New
course will be
lengthened to 90 hr:
Contracted. Objec-
tives greatly im-
proved by changing
contractor.
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Office or Name of No. of
Division Course Length Ft/Pt Location Runnings Attendance Remarks
NPIC FORTRAN IV for 24 hr Pt 1 14
(con't) Photogrammerists
Integrated Information 8 hr Pt 1 470 To insure effective
System implementation of
ISS a new system.
25X1A Utilized closed cir-
cuit TV.
Decision Tables 16 hr Ft 1 20
On-Site Program varies Ft 18 62
OBGI Cartographic Techniques 320 hr Ft Headquarters 4 4
Compilation 80 hr Ft Headquarters 1
OER Computer Applications 56 hr Pt Headquarters 1
to Economic Intelligence
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FY 1970 INVENTORY OF COURSES
Office or Name of
Division Course
Office of DDS&T Career
the Director Development
No. of
Length Ft/Pt Location Runnings Attendance Remarks
20 wks Ft Headquarters 1
Reliability/Main- 72 hrs Ft Headquarters
tainability of Systems/
Cost effectiveness
Contracting for 20 hrs Ft Headquarters 5
engineers
Telemetry Analysis 24 hrs Pt Headquarters 1
Bldg
ALC Macro Writing 40 hrs Ft Headquarters 1
Fourth annual offer-
ing. Open to other
components. Well
organized. Effective
Contracted. New
course. All Agency
response good.
Contracted. For
Agency engineers.
Excellent course.
Well received. This
series was one time
program.
Contracted. No
Repeat in immedi-
ate future.
Basic introduction
to ADP - all Agency
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Division
Course
Length
Ft/Pt Loc
ation Runnings
Attendance
OCS
APL/360
Pt Hea
dquarters 2
39
(con't)
Brandon Applied
120 hr
Ft Hea
dquarters & 1
31
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System
25X1A
Basic Adept
15 wks
Ft Hea
dquarters
2
Computer Operators
48 hrs
Pt Hea
dquarters
1
FORTRAN IV
35 hrs
Pt Hea
dquarters
2
FORTRAN IV
24 hrs
Pt Hea
dquarters
1
Special for OER
Interactive EDP
32 hrs
Ft Hea
dquarters
1
17
Linear Programming
24 hrs
Ft Hea
dquarters
1
17
Operating System/360
35 hrs
Pt Hea
dquarters
2
25
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Remarks
Contracted. 3rd
week added this
running. Students
favor- for
total time.
Often over-sub-
scribed considered
best available foun-
dation for program
mer s.
Favorable student
reaction. Sessions
held Saturday morn
ing.
Contracted. Staff
considering holding
full time.
OER has further
requirements.
Contracted.
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Division Course Approved FLOrn lease 99/06/06 ,.o P78 ~C 0002( Q'~p
OCS Program Language I 40 hrs Pt Headquarters 2 19
(con't)
PL/I Macro Writing 40 hrs Ft Headquarters 1 4
Remarks
Systems Analysis I 80 hrs Ft Headquarters 2
Intel Engineering
Systems Analysis
96 hrs Pt Headquarters
SECRET
Advanced techniques
for Project Leaders.
Open to all com-
ponents.
Contracted. Open
to all components.
Pilot course employ.
ing novel training
method. Interval
used for preparation
and problem work.
Students also par-
ticipate in class
presentations.
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Division Course Length Ft/Pt Location Runnings Attendance Remarks
Staff System,
Machine (Off-Line)
40 hrs
6
25
Staff System,
Machine (KW-7,
On-Line)
Staff System,
Machine (KW-26
On-Line)
40 hrs
40 hrs
2
3
Staff System,
Machine (Refresher)
40 hrs
2
2
Staff System,
Machine, (Special
Application)
80 hrs
4
4
Computer Operator
Course
40 hrs
6
69
Logistics Orientation
16 hrs
Ft
Ames
2
50
Management Develop-
ment for PSD
96 hrs
Pt
Headquarters
1
37
OS
IOS Senior Agents
40 hrs
Ft
Headquarters
1
24
25X1A
Seminar
New Course. Designed
by GATF-PIA specifi-
cally for printing
industry.
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Division Course Length Ft/Pt Location Runnings Attendance Remarks
OS Physical Security 160 hrs Ft Headquarters
1
(con ' t)
25X1A Security Officers, 40 hrs Ft Headquarters 1
Field
Special Agents 120 hrs Ft Headquarters 1
8 17th Running
16 20th Running
10 41st Running
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A. Tots tudents and Clandestine Service students for FY 69 reduced
by to correct error in reporting.
B. FY 69 total costs and Clandestine Service costs increased by amount
indicated with dotted lines. =reported costs of $235,661 in FY 68 25X1A
and $240,640 in FY 70. FY 69 figure represents interpolated estimate.
SECRET
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DRAFT
5 May 71
MEMORANDUM FOR: Director of Training
SUBJECT : Answers to DDS Questions on Cost Figures in
Component Training Report
1. Cost figures were provided by the components. They varied in
aggregate and in detail pretty much in direct proportion to the scope and
size of the training programs. Components with full-time training staffs,
such as OC, TSD, OCS, FE, SB, and NPIC, generally produced more
complete and reliable cost information. The Office of Communications
listed costs by the following categories: instructor salaries, training
aids and supplies, travel and per diem, training administration. TSD,
OCS, FE, and NPIC, among others, provided total costs per course but
in less detail. IA.S, OBGI, and OPPB claimed no training costs because
courses were conducted in-house, used no special material, and the
instruction was given by qualified component personnel who were spared
from their regular duties as needed, or it was covered by guest speakers.
A few components showed costs for training materials, equipment or
travel, but excluded instructor costs for the same reasons as above. A
number declared no training costs initially but provided estimates upon
further inquiry.
2. The phrase "true cost" as applied to the Office of Communications
was,upon reflection,a poor choice of words. The s~ao ' conveyed better
by "more complete and precise." Highlighting the all inclusive training
costs,along with emphasis in a number of places within the report on the
type of training conducted by OC ( many courses in skills training)/was
intended to provide the reader with a better understanding and insight,
giving him a sounder basis for judging values and making comparisons.
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3. It is safe to assume that a small percentage of costs properly
charged to one or another training programs undoubtedly slipped through
the net in accumulating the statistics. This is more likely the case in
the smaller programs rather than in the major component efforts for
reasons stated above. If $50, 000 was unreported, it would amount to
3% of the total. Considering the imprecise and informal character of
some programs, it is questionable whether every training dollar can be
identified.
e
Special Project Officer
25X1A
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