ANNUAL REPORT TO THE PRESIDENT'S FOREIGN INTELLIGENCE BOARD (PFIAB) FOR FISCAL YEAR 1971

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06362A000200110001-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 29
• Document Creation Date: November 17, 2016
• Document Release Date: May 30, 2000
• Sequence Number: 1
• Publication Date: July 2, 1971
• Content Type: MF

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i July 71
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? :r your instruction -- telephoned to discuss the
=ort for the President's i oreiq,n Intelligences Advisory Board (PF AP )
says that some times the entire report is sent on to C/PCB where the
final report is prepared. Last year, he recalled, the entire CTR report
wac forwarded. This year, he does feel the report is too long to pass
cn -r! received from ON. P.ccordingly, he had already indicated sections
to be omitted. His secretary is typing,; it up. Frankly, he doesn't sound
too sure about what should Po on to the PPD people. 1 offered to do
enythinf that would help him out, if he so requested. T sort of felt that
he expected CTFZ to know exactly what the DDS should or would want to -,)ass
on to PPB. F'c carding the proposal that the report suffice for the imminent
DDS requirement for an FY report, he said he thought so...but seemed unsure.
Is the ratter stands, then, Sam will let me know if he wants another Hass
made at the thing......
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02 JUL 1971
MEMORANDUM FOR: Chief, Plans Staff, DD/S
SUBJECT Annual Report to the President's Foreign
Intelligence Board (PFIAB) for Fiscal
Year 1971
REFERENCE Memorandum to the DTR from C/DD/S/Plans
Staff dtd 1 Jun 71, same subject
The attached report responds to your request contained in the
referent memorandum. The report updates information previously
submitted in the OTR Program Call for Fiscal Year's 1973-77. By
design, the report has been made much more comprehensive than the
one submitted last year in the expectation that it would also fulfill
the requirement of the DD/S for an annual fiscal year report on train-
ing customarily due on or about 15 August.
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ANNUAL REPORT TO THE PRESIDENT'S
FOREIGN INTELLIGENCE ADVISORY BOARD (PFIAB)
FISCAL YEAR 1971
Page
I.
OBJECTIVES AND APPROACH
1
II.
ACCOMPLISHMENTS
2
A.
Intelligence, World Affairs, and Communism Training
2
B.
Operations Training
4
C.
The Career Training Program
6
D.
Language Training
8
E.
Management Training
10
F.
Clerical, Administrative, and Other Support Training
12
III.
STATISTICAL SUMMARY OF INTERNAL TRAINING
13
IV.
STATISTICAL SUMMARY OF EXTERNAL TRAINING
13
V.
STATISTICAL SUMMARY OF COMPONENT TRAINING
14
VI. TRAINING SUPPORT TO OTHER GOVERNMENT AGENCIES 15
VII. GAPS AND DEFICIENCIES
17
A.
Effectiveness of Training
17
B.
Evaluation of Component Training
18
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Page
C.
Identification of Requirements
19
D.
Management and Supervisory Training
20
E.
Senior Officer Training
20
F.
Training for Middle-Grade Officers
21
VIII.
PROBLEMS -- RESTRICTIONS AND RESTRAINTS 21
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ANNUAL REPORT TO THE PRESIDENT'S
FOREIGN INTELLIGENCE ADVISORY BOARD (PFIAB)
FISCAL YEAR 1971
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A. Fiscal Year 1970, as indicated in the report covering that
period, was primarily one distinguished by comprehensive or far-reach-
ing changes in most OTR courses and programs emanating from policies
originally promulgated in FY 69 by the newly appointed Director of Train-
ing. During the fiscal year just ended, 1971, the process of modification
and revision, and the introduction of new programs have been advanced
still further toward the goal of providing relevant, useful, high-quality
instruction for Agency employees.
B. To a greater extent than previously, emphasis has been placed
on the efficient use of people and money and the diligent management of
training operations. The establishment of a permanent Curriculum
Council composed of four School and Staff Chiefs, and chaired by the
Deputy Director of Training, will unquestionably prove to be the manage-
ment action having the profoundest affect on future training programs.
The Council, set up last December to pursue a thorough study of the OTR
curriculum and related matters, has completed a review of the 70-odd
courses offered by OTR. Some proposals and recommendations have
been made to the Director of Training and a few have already been
approved and implemented, as noted in appropriate sections of this
paper. Others will?be forthcoming during the new fiscal year. The con-
solidation of all but a small portion of training activities in the new W
in October will significantly aid management in meeting its
responsibility for the effective, economical administration of training
programs.
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C. The overall fundamental objectives of all OTR programs continue
to be the development and improvement of the qualifications of Agency
personnel and to ensure that all employees are wellj-informed and remain
current on the changing needs and problems of this Organization. Accord-
ingly, the Office of Training continues to present or arrange for instruction
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which will equip our people to respond correctly to the formidable prob-
lems confronting U. S. intelligence in the decade ahead, to view intelli-
gence work as a true profession and a lifetime career, to put to advan-
tage the rich experience of employees -- veteran or novice -- to employ
the best available methods of instruction, to assist the Intelligence Com-
munity and other members of the Federal establishment where possible,
and, importantly, to present the mission and role of the Agency through
orientation and briefing programs to selected individuals, government
and private groups, civic organizations, and educational institutions.
Concurrent with the primary objectives of maintaining OTR as the chief
facility for presenting authoritative instruction in intelligence subjects
and related matters, another major goal is its establishment as a recog-
nized center for advanced study and research on intelligence problems
and other subjects appropriate for investigation and inquiry.
II. ACCOMPLISHMENTS
A. Intelligence, World Affairs, and Communism Training
Changes set in motion by the merger of the former Schools of
Intelligence (IS) and Communism to form the present School of Intelli-
gence and World Affairs (SIWA), noted in last year's report, continued
to dominate developments in the new School during FY 71. Other changes
and innovations are currently being considered by the Curriculum Coun-
cil. Foremost among these modifications was the reorganization of the
Intelligence and World Affairs Course (IWA), new itself only last year
as the successor to two, two-week introductory courses in Intelligence
and Communism, respectively. The four-week IW.A course -- including
a five-week version for Career Trainees -- the Operations Familiariza-
tion Course (four weeks), and the Intelligence Techniques Course (three
weeks) have been recast to comprise a four-week Intelligence and World
Affairs Course (IWA) to serve as the basic, mandatory program for all
new professional personnel entering on duty with the Agency. To com-
pensate for the elimination of the OFC, the Clandestine Service portion
of the new IWA course will be expanded from one-half day to a minimum
of three days. Besides saving seven weeks of training time, the new
course will prevent much substantive overlap and the repetitive use of
guest speakers, thus sparing Career Trainees and others going on to the
16-week Basic Operations Course (BOC) or the eight-week Intelligence
Production Course a possibly unpleasant and boring experience.
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A "first time" event occurred during the year with the enroll-
ment of six junior officers from the Intelligence Directorate in a recent
presentation of the Intelligence Production Course (IPC), heretofore
reserved for Career Trainees. Conceivably, the IPC, now under review
by the Curriculum Council, SIWA staff officers and DDI supervisors,
might be developed into the intelligence equivalent of the Basic Opera-
tions Course.
Seven profitable sessions of the Continuing Seminar on Latin
America were held in FY 71, and the series will resume in October.
Though primarily organized for personnel of the Western Hemisphere
Division in the Clandestine Service, WH officials have consented to open
registration, periodically, to all qualified Agency officers. New prob-
lem-type and substantive-type seminars (i. e. , "The New Left Around
the World") will be scheduled during FY 72, in addition to forum and
seminar topics selected by the Director of Training.
Most instruction in the art and skill of communication is pre-
sently centered in SIWA. However, the Curriculum Council may recom-
mend that all training of this kind be assembled in one department, pos-
sibly within the Support School. For the year just ended, 450 employees
completed courses in effective writing, reading improvement and brief-
ing techniques. Requirements for this and similar training (reading
improvement, conference leadership, effective speaking) are. increasing.
Most of these skills are essential to the conduct of internal Agency busi-
ness and the efficacious presentation of the Agency's role to outsiders.
In recognition of these facts, senior officers have been encouraged to
enroll in a training course on briefing and speaking given by a professor
from engaged for this specific purpose
by the Director of Training. Approximately 35 officers attending a three-
day orientation which started 28 June, preparatory to their departure for
senior schools and other institutions, received a condensed version of
the course from the same professor.
Management-directed changes took place in SIWA during FY 72.
Three staff officers whose duties were chiefly administrative have been
returned to classroom assignments, reducing the requirement for guest
speakers. Similarly, several other instructors were rotated out of or
into SIWA assignments, and three officers from other career services
began rotational tours. Steady, though undramatic progress was made
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in blending the activities of the widely separated Intelligence and World
Affairs Faculties, and it is proving to be of great benefit in broadening
the capabilities of the staff officer involved. The effort to "re-tool"
our personnel has been a principl`e'' objective of management, and it has
been impressively successful.
Twenty separate courses of instruction were offered by SIWA
during FY 71, counting four courses of instruction in the communications
skills. Meaningful statistical comparison of FY 70 and FY 71 enrollments
is not possible because of the consolidation of the Intelligence School and
the School of International Communism to form SIWA during FY 70.
Merging the Introduction to Intelligence course and the Introduction to
Communism course during FY 70 to produce the four-week Intelligence
and World Affairs course naturally reduced enrollment figures. Perhaps
more significantly, fewer people coming on Agency rolls reduced the
number of new professional personnel who would normally be registered
for this required basic instruction. The acute reduction in the size of the
Career Trainee Program is particularly illustrative of the point. For
the record, however, enrollments in SIWA courses during FY 71 totaled
1, 100 and represented 10, 000 student days of instruction, not including
participation in 87 covert tutorials. For FY 70, the combined enroll-
ments and student days of instruction were 1, 500 and 12, 300, respec-
tively. Year to year, the number of external briefings and orientation
programs remained about the same -- slightly over 200 for approxi-
mately 5, 400 non-Agency listeners. Non-Agency audiences reached
during FY 71 totaled 6, 000 persons.
B. Operations Training
Like the other schools of the Office of Training, change con-
tinued to be the key ingredient of operations training during the year.
One of the most important changes was that effected by the formation of
a new, 16-week Basic Operations Course (BOC) achieved by,combining
two existing courses, the four-week Operations Familiarization Course
(OFC) -- which was actually abolished -- and the former 24-week Opera-
tions Course, used as the foundation program for the 16-week BOC. As
noted under the section on page 2 on Intelligence, World Affairs, and
Communism Training, the segment of the IWA course devoted to Clan-
destine Service activities will take up three days rather than one-half
day, as previously, to redress the imbalance created by cancellation of
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the OFC. For the benefit of external Career Trainees, whose training
has thereby been shortened somewhat (Note: the OFC has been a pre-
requisite for the BOC), an additional week of training will be given at
Headquarters to familiarize the individual with CS records handling and
desk procedures prior to his interim assignment. Major revisions were
made in Advanced and Basic Operations training to reflect the increas-
ingly hostile environment that Agency officers are encountering in their
foreign assignments.
Parachute jump training courses, two weeks in length, are no
longer scheduled for two or three individuals. Instead, two programs
per year are offered -- if demand is sufficient -- for classes of eight or
more persons. Similarly, maritime operations training will be sched-
uled as required. Responding to special needs, such as those of contract
personnel employed by the of the Clandestine
Service, a nine-week course, , was devel-
oped during the year. The reception accorded by students to these
courses has been distinctly favorable.
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Alert to the growing importance of the the
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versus one, formerly) on the - personality and to introduce a 25X1 A
seminar on other operational problems of the region. Monographs and
25X1A papers of interest to FE/~ and of practical use in basic operations
training have been produced by seminar participants, and a text on
25X1A selected aspects of the - interpretation of orthodox communism
is currently being prepared for this course.
Covert Action instruction also received attention and benefited
from changes made during the year. Major parts of the three-day Poli-
tics Workshop were incorporated into the three-day (and evening) CA
Operations Seminar with the consequent saving of time and money for-
merly required for a greater number of presentations and accompanying
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A seminar on the CI content of all operational training courses
is planned for September 1971. Its purpose is to improve the treatment
of this specialty in pertinent OTR courses.
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C. The Career Training Program
The CT Program entered its second year characterized by the
changes in size and substance authorized by the Executive Director-
Comptroller on 18 February 1970. Enrollments did not quite reach 50,
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as forecast, but remained at 47 -- down 14, or 23 per cent from the
FY 70 enrollment of 61. This figure was 84 students below the 131-man
class of FY 69. The FY 71 group was made up of 23 students recruited
externally and 24 chosen from within the Agency.
The system of interim assignments mentioned in last year's
report has been successful in effecting better placement of the individual.
It was improved during the year mainly by more frequent consultations
between CT Program Officers and supervisors of the offices providing
the interim assignments. As noted in the sections of this report dealing
with Operations Training and Intelligence and Communism training,
major changes have been made in the training of CTs. Beginning with
the July 1971 Class, the introductory block of courses covering 12 weeks
(five-week Intelligence and World Affairs, three-week Intelligence Tech-
niques, four-week Operations Familiarization) was distilled to a four-
week Intelligence and World Affairs course (IWA) combining the best
elements of the ITC and the OFC. On completion of the revised IWA,
the CT will begin a six-month period of two different interim assign-
ments. Depending onthe direction of his career development, he will
then take either the eight-week Intelligence Production Course, if sched-
uled for assignment with the Intelligence Directorate, or the 16-week
Basic Operations Course if going to the Clandestine -Service. For the
benefit of external Career Trainees, whose training-will be shortened by
cancellation of the Operations Familiarization Course, one additional
week of instruction may be scheduled prior to interim assignment. This
training will include exposure to CS records, paper-processing, and
indoctrination on Headquarters desk procedures. Specialized or
advanced training,will further be arranged as appropriate to the officer's
permanent assignment. Importantly, no training is reserved exclusively
for the Career Trainee; courses are now open to all qualified Agency
employees.
The quality of applications for the CT Program received from
the Office of Personnel has been exceptionally high during the last quarter
of the fiscal year. This circumstance has facilitated the early selection
of several outstanding candidates for the July Class. It has also permit-
ted the preliminary identification of several excellent prospects for the
class beginning in January 1972. The July Class will number about 28,
divided between 16 external candidates and 12 from within the Agency.
Speaking of recruitment, no significant progress has been made in our
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efforts to identify elements of an applicant's background that might
foretell, to some degree, his outlook or intention concerning long-term
employment with the Agency. The problem, of course, is very complex
and may defy solution. There were five resignations from the Program
during FY 71 compared to ten in FY 70. Four of the five were partici-
pants in our Military Program which has now ceased to exist with the
resignation or return to the Agency of all participants. In FY 70, seven
of the ten resignees were participants in the Military Program.
D. Language Training
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The transfer of the Language School (LS) from a deteriorating
physical plant in to bright, new, well-equipped class-
room, laboratory, and office facilities in the was the 25X1A
feature event of the year for LS personnel. Economies and efficiencies,
such as the use of space and access to the Visual Aids Branch in the
Building, are evident each day. Not the least important -- there
has been an observable lift in morale of student and instructor, coupled
with a new sense of being an integral part of the mission of the Agency.
During the year courses in basic Lao and Norwegian were added
to the curriculum, bringing the language teaching capability of the School
to 23 -- from 21 last year -- if English is included as a foreign language.
Constant attention was given to up-grading the quality of lan-
guage instruction. Old materials were scrapped and new ones were pre-
pared by staff instructors or secured from other sources. New and
novel approaches ,to teaching and learning were incorporated into train-
ing programs. Taped programs have been produced in Chinese, Lao,
Polish, German, Swedish, and Romanian. Additional material was
added to Thai units taught by the method of Program-Assisted Instruc-
tion (PAI), and a first draft of a PAI unit on the Persian writing system
was completed. To improve the PAI production capability of LS, the
Chief of the Romance Language Department is currently enrolled in a
PAI workshop given by the University of Michigan. In July, another
staff officer will take similar training at the University of Rochester.
To improve the quality of instruction further, development has been
started on a number of training aids having wide applicability to instruc-
tion throughout the School. The proximity of LS to the training aids
producing units of QTR has stimulated this activity.
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There has been a distinct move in recent months to the cassette
as the mode for auditing and recording language training exercises and
materials. Accordingly, during the ensuing year., the self-service lab-
oratory in the Headquarters Building will be converted to the cassette
mode. The -laboratory will be progressively changed over
during the next several years in view of substantial investment in the
presently used tape recorders (30 at $325 per unit) which were purchased
within the last 18 months. As mentioned in last: year's report, home
study was encouraged by issuing students inexpensive, portable cassette
recorders. The experiment has been an unqualified success in speed-
ing-up learning time and improving retention.
In addition to up-grading training materials, LS instructors
have enhanced their skills through in-house and external training pro-
grams and attendance at professional conferences. Supplementary --
and preliminary -- to self-improvement, other efforts are now focused
on obtaining the best qualified people in the first place through better
recruitment procedures. More dependence has been placed on attract-
ing applicants by advertising in newspapers (using a box number) and
selecting people with the best credentials, rather than relying entirely
on "walk-ins" at our personnel office in Ames Building or informal
recommendations of employees. The results from this approach have
been excellent. More progress has been made in achieving greater
efficiency in the use of instructor time -- a persistent problem in lan-
guage training where classes are apt to be small or even tutorial.
Regularly scheduled classes have been enlarged and the number of
short-term courses has been reduced. Better cooperation on the part
of the consumer has been partly responsible, but larger enrollments
during the past FY have also helped.
LS continued its active involvement in activities of the Inter-
agency Language Roundtable by attending and sponsoring joint confer-
ences on substantive matters at the department level. The School coop-
erated whenever possible with other government language schools, such
as the Defense Language Institute and the Foreign Service Institute, on
such matters as the exchange of training materials and proficiency test-
ing. In one instance of cooperation, an Agency instructor taught an
Army colonel in classroom space furnished by the Foreign Service
Institute. The project, now concluded, was a success.
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Language training registrations in FY 71 continued an upward
trend that was resumed last year (+11%), increasing by another 12 per
cent -- from 579 to 650 and representing 19, 600 student days of instruc-
tion plus several thousand hours of laboratory work. The increase was
due to a large enrollment (105) in the Before-and-After-Hours Training
program (BAHALT) which, for the first time, added advanced or second
year classes. A significant increase in Russian reading courses also
raised the totals. By mid-year, higher enrollments occurred in Per-
sian, Arabic, Chinese, Japanese, and Indonesian and in full-time lan-
guage study versus part-time courses. During FY 71, 1, 193 proficiency
tests were administered in 38 languages and thereby lowering the back-
log of unverified claims outstanding in 1969 to 1, 560. Approximately
50 per cent of this number, however, were overseas and unavailable
for testing. In addition to internal language programs, another 30
employees were taking language instruction at private institutions and
22 more were enrolled
Further increases in language training are anticipated as employees
take advantage of the cash award provision of the Language Incentive
Program approved by the Executive Director-Comptroller on 12 March
1971. 1
E. Management Training
Top Management continued to assign high priority to the devel-
opment and improvement of managerial skills and talents. This policy
was translated into the presentation of suitable courses by the Office
of Training and the identification of appropriate major external pro-
grams by the Training Selection Board.
Phase II, "Preparatory Scales, " of the popular Blake & Mouton
"Grid Organization Development" theory of management was not added
to the curriculum to supplement the long-used Phase I ("Grid Seminar")
-- a possibility mentioned in last year's report. Likewise, a review of
a large number of commercially-produced courses uncovered none that
satisfactorily met our objectives. Few contained anything new or ori-
ginal.
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In June, for the first time since the course began seven years
ago, grade restrictions were removed as a prerequisite for admission
to the "Managerial Grid, " heretofore limited to employees in grades
GS-13 and above. The experiment ended without serious problems or
complaints from an assortment of people in grades GS-07 to GS-16.
This "open Grid" policy should accelerate.the exposure of larger num-
bers of Agency people to the concepts and problems of management and
accrue positive benefits to both supervisor and the supervised.
Supporting a well-defined need to provide training which applies
directly to specific problems of supervision confronting Agency managers,
the Management Training Faculty successfully designed and conducted
two "Performance Appraisal Workshops" for the Office of Logistics.
More have been requested and will be scheduled. To improve further
the relevancy and currency of management training and save money, a
tentative plan has been drawn-up to replace the Supervision and the
Management courses with a single program composed of an introductory
course and a complementary number of related seminars and workshops
on assorted topics of interest in the behavioral and management sciences.
Additionally, the Advanced Management (Planning) program will be sur-
veyed to determine if one of our own design can he substituted to effect
savings and increase applicability. Subject to approval of higher author-
ity, the Senior Management Seminar will be discontinued at the end of
FY 71 at an annual savings of $7, 500.
In April, the Management Training Faculty acquired the serv-
ices of an officer experienced in new analytical techniques such as
quantitative decision-making. Accordingly, MTF expects to conduct a
number of courses on the use of the DELPHI technique, a systematic
approach to obtaining an objective consensus of expert opinion. A DEL-
PHI exercise will be given for the first time in an OTR course to mem-
bers of the new Senior Seminar also scheduled f?:r its debut in the OTR
curriculum in September.
Reversing the upward trend in FY 70, enrollments in manage-
ment and supervision courses offered by OTR declined by 25 per cent
during FY 71 -- from 902 to 719. One hundred fewer registrations for
the Advanced Management (Planning) program accounted for the biggest
portion of the drop with the balance of the deficit scattered among the
other courses. Minor adjustments downward in..l:ast year's statistics --
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compiled prior to the end of the fiscal year -- also slightly depressed
overall enrollment figures. Conversely, however, enrollments in the
29 external management development programs administered by the
Training Selection Board rose to 110 from 87 -- an increase of 26 per
cent over FY 70.
F. Clerical, Administrative, and Other Support Training
The Clerical Training Faculty conducted Induction and Orienta-
tion courses for nearly new employees during FY 71, compared
to_ in FY 70. An additional 180 on-board employees completed
shorthand refresher training. In response to requests from Agency
offices, CTF also developed and presented seven specially-constructed
courses in typing, shorthand, English usage and test administration for
such diverse groups as field recruiters and culturally-disadvantaged
young women to personnel needing "crash" training prior to their immi-
nent departure for Vietnam. The total effort of C'I'F for FY 71 equalled
8, 700 student days of instruction. For FY 72, CTF anticipates the
receipt of a special requirement to train a limited number of employees
in the operation of the IBM Magnetic Tape Selectric Typewriter and a
much larger requirement to provide elementary skills training for on-
duty employees who wish to take advantage of recently enacted legisla-
tion (Public Law 91-171). Incidentally, basic skills., training, available
at outside facilities under the "Upward Mobility" program authorized
by the Civil Service Commission, did not produce the huge response
expected. Current enrollments in "UM" are 29 as compared to 17 in
FY70.
Approximately 500 employees completed the Administrative
Procedures Course: the Support Services Review (Trends and Highlights),
and the Field Finance and Logistics course during FY 71. Two semi-
nars on microfilm information systems were attended by 70 records
management officers. During the last quarter of the fiscal year, exten-
sive planning and negotiation was apportioned to the organization of a
"Training Course for Technical Officers on Contract Overrun" scheduled
for presentation early in FY 72.
Instructor training given by OTR is a growing effort. Forty
students from throughout the Agency completed this training during FY
71. The Instructor Training Branch has also developed a short course
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on "Briefing Techniques" for technical personnel. ITB oversees
development of Program-Assisted Instruction in OTR and assists other
Agency offices in the use of the PAI method.
III. STATISTICAL SUMMARY OF INTERNAL TRAINING
A. Summarizing, statistically, the formal training .effort conducted
by the Office of Training in FY 71, exclusive of component training (see
COMPONENT TRAINING, page 14) and
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B. The stability of enrollment and the relative constancy in work-
load, measured in terms of student days (length of course in days times
the number of students), between FY 71 and FY 70 continues to reflect
the lower rate of personnel accessions to regular Agency staff positions
and into the Career Training Program, and the subsequent completion of
prescribed training as, required by HR _ Further, it mirrors other 25X1A
changes, such as the consolidation of courses of formerly high enroll-
ment into single programs, the absence of demand for six scheduled
courses in the OTR curriculum, and the elimination of three others as
part of a continuing effort to eradicate duplicative instruction. Relative
to the foregoing explanation, nine fewer courses were presented by OTR
during FY 71 -- 63.compared to 72 available in FY 70.
A. * During FY 71, Agency employees either had completed or were
enrolled in 880 courses at 254 different facilities.
* Restated from 1, 600 reported last year. Previously, identical
courses given at different institutions were counted separately. Under
current procedures, identical courses are tabulated only once, irrespec-
tive of where the training is offered.
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B. Enrollments in external programs of all kinds totaled 2, 643 --
an increase of 137 or 5. 7 per cent over FY 70 -- and sustained the
upward trend evident in recent years, particularly in management and
executive development programs (+6%), information science (+19%),
and technical courses (+39%). Academic training continued to represent
the largest external category (32%) and language training the smallest
(2%). The greatest year-to-year increase in enrollments (39%) occurred
in the category of technical training, while Department of Defense pro-
grams experienced the most acute drop -- 22 per cent.
C. Correspondence courses comprise an important segment of
external training, accounting for roughly seven per cent (187) of outside
sources of instruction used during FY 71. Further, another 300-400
employees of the Office of Communications are presently registered for
correspondence training with such schools as RCA Institutes, Capital
Radio Engineering Institute, International Correspondence Schools, and
the U. S. Department of Agriculture Graduate School. At any given time,
an average of 500-600 Agency people is enrolled in this form of instruc-
tion.
V. STATISTICAL SUMMARY OF COMPONENT TRAINING
A. Statistics on the training effort represented by component pro-
grams for FY 71 are not available because the time required-to collect
and of l.yze the information from the twenty Agency components does not
permit adherence to the submission date established for this report. A
comprehensive report will be forwarded to the Executive Director-
Comptroller by 31 October.
B. Figures for FY 70, however, show that Agency components
conducted 145 courses for 4, 445 employees at a total cost of $1, 740, 270.
This compares to a total enrollment in FY 69 of 4, 235 in 120 courses
costing $1, 521, 000. A further comparison with FY 68 shows 3, 600
enrollments and expenditures of $1, 300, 000 for that year. Student
salaries were not included in estimating training costs for any of the
fiscal years. Assuming that the information provided by the offices is
accuratek the statistics cited in this paragraph show the modest but
steady growth of component training since 1968. FY 71 figures, when
available, will most likely show further expansion in the overall effort.
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C. The Clandestine Service accounted for the largest part of com-
ponent training -- 41 per cent of enrollments and 30 per cent of the
costs -- followed by the Support Directorate (25%), the Directorate of
Science and Technology (19%), and Directorate of Intelligence (15%).
Enrollment levels remained the same as FY 69 for the CS, increased
for the DDI and the DDS&T, and dropped fdr the DDS. Costs lowered
for the CS and the DDI and rose for the DDS&T and the DDS.
D. Component training thus comprises an impressive segment of
the training activities of the Agency. In terms of money it equals a dol-
lar investment about one-seventh (14%) the size of the total OTR budget.
When measured against enrollments, it equals a block of instruction 45
per cent that of the 10, 000 enrollments in formal internal and external
programs during FY 71.
E. Comments pertaining to the evaluation of component training
are recorded on page 18 under the section VII of this report, GAPS AND
DEFICIENCIES.
VI. TRAINING SUPPORT TO OTHER GOVERNMENT AGENCIES
A. The Office of Training provides representatives to six inter-
agency committees such as the Senior Interdepartmental Group and the
Education and Training Subcommittee, a specialized group under the
Education and Training Subcommittee of the U. S. Intelligence Board.
During the year, the Director of Training also served on the Working
Group, a joint committee established to review the mission and opera-
tion of the National Interdepartmental Seminar at the Foreign Service
Institute. OTR staff officers conducted training programs, or assisted
in their development, for personnel of other Federal establishments
such as the Federal Bureau of Investigation, the U. S. Secret Service,
the Department of the Army, the Department of State, the Atomic
Energy Commission, the Bureau of Narcotics and Dangerous Drugs
(BNDD) and for other elements of the Executive Branch, as requested.
B. Illustrative of this cooperative effort were a "Special Opera-
tions and Liaison" course (four days) given in April for eight executives
of the National Security Agency and a two-day seminar on "Drug Abuse"
offered in cooperation with BNDD. A second presentation of the NSA
course is tentatively set for September, and a new seminar is being
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planned on intelligence collection in further support of BNDD programs.
Project USEFUL, a one-week orientation given once a year for 50 Mili-
tary Officers and designed to improve CIA-DOD understanding, was
dropped after 14 years because it overlapped substantially with the two-
day JCS-DIA Orientation. The latter program will be scheduled semi-
annually and should fulfill the requirement, formerly met by USEFUL.
C. Arrangements were completed during the year for the appoint-
ment of a full-time senior representative to the Army War College at
Carlisle Barracks, Pennsylvania, effective with the start of the new
school year in July. An OTR Officer will fill this assignment. Senior
officers also represent the Agency on training and related matters at
the Naval War College, the Defense Intelligence School, the National
Interdepartmental Seminar, the Federal Executive Institute, and the
John F. Kennedy Center for Military Assistance at Ft. Bragg, N. C.
D. Throughout the year, OTR filled requests from six Federal
agencies for Program-Assisted Instruction courses (unclassified) in
supervision, writing, and per diem computation. The inquiries for
these courses, which were developed by OTR, were generated by a pub-
lication on the use of the PAI method in Federal. agencies recently dis-
tributed by the U. S. Civil Service Commission. A classified program
on "Topographic Map Reading" has been used extensively by the Defense
Intelligence Agency. PAI units constructed by OTR have also been given
to the Foreign Service Institute, Defense Language Institute, and Air
Force language training elements.
E. Within the,last few days, the Deputy Undersecretary of State
for Security asked to borrow the OTR-produced film on defensive driv-
ing techniques for showing to 12 Regional Security Officers who will be
in Washington during July for training purposes.
F. A majority of 200 external lectures and briefings given in FY
71 by staff officers of the School of Intelligence and World Affairs were
primarily to audiences at other U. S. government schools or to officials
of Federal agencies.
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Six gaps or deficiencies were cited under this section in last year's
report. They were: effectiveness of training, evaluation of component
training, senior officer training, identification of requirements, manage-
ment and supervisory training, and training for middle-grade personnel.
Progress was made during FY 71 in overcoming those defects. Reported
below, briefly, are some examples of actions taken to correct those
problems.
A. Effectiveness of Training
Determining the effectiveness of training programs is a per-
sistent problem. During the year, staff officers of the Operations School
(OS) conducted interviews and seminars with ten junior officers, who had
just returned from operational tours abroad to solicit their views on the
value of pre-overseas instruction. A questionnaire was also developed
to aid debriefing efforts. The interviews established the fact that train-
ing was useful and proceeding in the right direction. As a by-product,
OTR acquired information which will be helpful in improving future
training. OS officers are also forwarding inquiries to field stations to
25X1A ascertain if is on target. Few replies
have come in, however, In a related effort, Operations School officers
are trying to determine the value of the "Agent Training Kit,"' a major
training aid developed last year and subsequently distributed to field
stations and bases. Thus far, too few replies have been receive from
which to draw any conclusions.
STATSPEC
The Language School instructors have also been active in eval-
uating training programs. LS personnel have worked with several
offices, such as O/Commo and -during the year and plan to expand
the program to include all consumer offices because this approach looks
promising. Formal written guidelines or course syllabi have been pre-
pared to assist in accomplishing objectives of the program.
Follow-up on the progress of Career Trainees continued during
the year, but much more intensively than in previous years. Formal
evaluatory reports from supervisors on the progress of the CT are still
required for a period of three years, and program officers expect to
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learn more on the relevancy of CT training from this source. Several
CTs were among the ten junior officers referred to in the debriefing
project mentioned above.
A major effort was also made during FY 71 to evaluate the
effectiveness of the Field Finance and Logistics course through increas-
ing the number of discussions with former students, training officers,
Support Officers, offices who supply the students, and with those offices
who originate the technical policy and content of the course. Modifica-
tions were made where indicated. The evaluation process will continue
indefinitely.
Personnel of the Instructional Services Staff (ISS) -- the former
Registrar -- instituted an intensive follow-up program, employing writ-
ten critiques and personal interviews, to appraise the value and rele-
vancy of external training programs to objectives defined by require-
ments. This information is of importance in fulfilling counselling and
advisory obligations in regard to the selection of suitable facilities that
meet training requirements. In the forthcoming year, ISS intends to
develop a system of evaluation using, as a guide, information obtained
from the U. S. Civil Service Commission.
The Curriculum Council, as part of its review of OTR pro-
grams, has interviewed several former students throughout the preced-
ing six months to obtain their views on the training they had received,
including its application to their jobs.
B. Evaluation of Component Training
The report. on component training referred to in last year's
report was sent to the Executive Director-Comptroller on 22 April 1971.
The study covered FY 70, not FY 71, which will be submitted in the fall.
In part, the report says:
"The conclusion that component training is sound and responsive
to requirements is subjective and is not totally confirmed by
OTR. It is more reliable in regard to the organization, con-
duct, and quality of 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,
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assessments of the components themselves. It is less firm
because, with some notable exceptions, detailed and specific
feedback on student application of the training is spotty. The
time and effort to produce a more positive, substantial evalu-
ation might cost more than it is worth.
Examples of the effectiveness of component training are the
Vietnam courses and those conducted by the Office of Communications.
Senior officers of the Saigon Station report a noticeable improvement in
the qualifications of personnel assigned to the Station since the inception
of the Vietnam training program conducted by the Far East Division.
The effectiveness of training given by 0/ Communications speaks for
itself by way of the uniformly high praise accorded to that Office, world-
wide.
C. Identification of Requirements
The early identification and submission of training require-
ments are essential factors in helping OTR to respond promptly to
requests with programs -- internal or external -- best suited to fill
requirements and with due regard to costs. OTR officers therefore
maintain regular contact with key personnel in the Directorates to dis-
cuss training needs. OTR representatives attend meetings of the Clan-
destine Service Training Committee, for example. A very effective
advisory arrangement with Training Officers and career boards has
also been established to encourage identification of requirements as
early as possible in the career planning stage. To date, arrangements
of this kind have been made with the offices of Logistics, Communica-
tions, Current Intelligence, and Scientific Intelligence. OTR further
attempts to lessen the problem by inviting Training Officers and their
assistants to formal orientation sessions during the year to promote
understanding and recognition of potential problems. If training offi-
cers -- our main link with the components -- are .rs interested or too
busy with other assignments, the training program is apt to suffer.
The Training Selection Board, chaired by the Director of Training,
also endeavors to anticipate training needs, particularly for the devel-
opment of managers and executives and, in turn, identify appropriate
institutions for the purpose.
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In a different prognostic vein, personnel of the OMS Psycholog-
ical Services Staff and the Clerical Training Faculty are constructing a
questionnaire whose purpose is to determine the scope of a possible
on-going requirement to provide beginning typing and shorthand courses
(in-house) for clerical employees who request it as permitted by recent
enactment of Public Law 91-171.
The publication of is
pending completion of the processes of coordination and revision. A
companion piece to the entitled, "Planning Guidelines and Content
of Courses," was revised and published during the year. One of its
principal objectives is the dissemination of information which will be
helpful in formulating accurate requirements and their timely submis-
sion to training officials. Another major contribution to planning, the
OTR Catalog, was also published by OTR during the year. The Catalog
is an extensive compilation of available instruction (internal and selected
external), training prerequisites, and other related information.
25X1A
D. Management and Supervisory Training
The development of good managers and supervisors remains a
constant challenge to the professional staff of OTR.. With the tempo of
retirements increasing yearly, our task in this sphere is well-defined.
The status of current efforts in management and supervision training is
outlined in this report under the section of the same name (page 10).
Complementing in-house programs, the Training Selection Board
approved three additional universities for management training during
the year: Columbia, Northwestern, and Carnegie-Mellon University.
This action brings the total of institutions added during the last two fis-
cal years to nine. Significantly, proper emphasis has been placed on
management skills and problems in other OTR courses, such as the
Chiefs of Station Seminar. The subject of management and related
matters will all occupy a prominent place. in the new Senior Seminar
scheduled to begin in September.
E. Senior Officer Training
Appropriate internal training for senior Agency officers has
perennially represented a gap in the training effort. The omission will
be rectified, however, on 19 September with the introduction of a
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12-week program for 20 senior people in grades GS-15 and above. The
program, designated as the Senior Seminar, will be equivalent in the
level of instruction to the Senior Service Schools, the Federal Executive
Institute, and the State Department's Senior Seminar in Foreign Policy.
Briefly, its objectives are to update knowledge of foreign affairs and
their future impact on the Agency, to deepen understanding of the prob-
lems facing Agency Management, and to renew personal motivation.
Eight major segments will cover the latest developments in intelligence,
world affairs and foreign policy, national affairs, and new analytical
methods applicable to intelligence. Experts from government agencies,
private research organizations, universities, and the Agency will
address the group and participate in the discussions, but full participa-
tion by the individual officer will be critical to its success.
F. Training for Middle-Grade Officers
The problem of training for personnel who have reached the
mid-point in their careers continues to be a perplexing one. Currently,
the entire subject is being reviewed by the OTR Curriculum Council.
It is possible that some comprehensive changes will be made in the
present six-week Midcareer Course which presently constitutes the so-
called Midcareer Program. Possibly, resolution of the problem of
training for the midcareer officer will be accomplished through the
development of "tracks" or "ladders" of prescribed training designed
to meet the needs of each Directorate. The approach is similar to the
"cone" system of the Department of State. The "tracks" would include
certain basic courses or "cone" instruction, inter-Directorate Pro-
grams, skills training, and event-related training. Meanwhile, the
two courses introduced last year -- the Advanced Intelligence Seminar
and the Advanced Operations Course -- are more than satisfactorily
achieving their respective objectives of up-dating middle-grade officers
in their knowledge of the Agency, the Intelligence Community, and
world affairs, and in the mastery of tradecraft and operational skills.
VIII. PROBLEMS -- RESTRICTIONS AND RESTRAINTS
A. The combined and cumulative effects of an extended period of
restrictions and controls imposed by national policy and exemplified by
BALPA I and II and OPRED are still evident in the daily operation of
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25X9
25X1A
25X1A
training programs. Significant problems now existing in the Office of
Training are substantially those identified in the report for FY 70 --
shrinking personnel ceilings, tight budgets, vanishing opportunities for
rotational field assignments, periodic lack of headroom for promotions,
and, most notably, a rapidly aging and diminishing cadre of experienced
instructors and senior administrators for whom well-qualified replace-
ments are few in number.
B. Illustrative of the above statements, the few following points
are pertinent and representative of these problems. Currently, there
are only 13 members of the Training Career Service on rotation to the
Clandestine Service. Five or six years ago there were 40 or 50. On
1 July 1966 the authorized personnel ceiling for OTR was M effective 25X9
I 1 July 1971 it was - a decrease of 26 per cent. By 1980 approxi-
mately.experienced officers -- over 40 per cent of the professional
staff -- in grades 10 and above will have retired. The OTR budget has
held the line during the last several years (FY 70 -- FY 25X1A
71 -- FY 72 -- though pressures mount for
new equipment, new training programs, increased support to training
programs of other federal agencies, and the performance of various
other kinds of services, training and administrative, on behalf of the
Agency.
C. OTR Management has taken the following major actions to ful-
fill its commitment to provide current, effective, and relevant training
at reasonable cost and to ensure the continuation of sound administration
and management of the Office of Training and the Training Career Serv-
ice:
a. Established a permanent Curriculum Council to review
the entire curriculum of the Office of Training to ensure the maintenance
of high-quality instruction and programs responsive to Agency needs and
priorities and the elimination of duplicative, unnecessary, or ineffec-
tive programs. If necessary, certain changes in the organization of
OTR will be proposed to implement improvements. To date, the Coun-
cil has reviewed all 70 courses in the curriculum and recommended
appropriate action to the Director of Training.
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b. Directed the diligent application throughout OTR of the
principles and practices of good management specified in the Manage-
ment Improvement Plan promulgated by the Office of Management and
Budget in OMB Circular A-44 (Revised), dated 16 February 1970, and
the accompanying memorandum to Heads of Support Offices from Chief,
Plans Staff/DDS, dated 16 November 1970.' Some of the major accom-
plishments for FY 71 and actions planned for FY 72 were outlined in a
memorandum to the Deputy Director for Support (C/Plans Staff) dated
24 June 1971.
c. Adopted and completed partial implementation of the "Per-
sonnel Movement and Management Program in the Seventies" (PMMD)
developed by the Office of Personnel. Phase I (promotion-utilization of
personnel) and Phase II (staffing-succession) have been completed.
d. Utilized the valuable experience of Agency officers attend-
ing training programs through the extensive use of seminars, discussion
groups, forums, and other similar methods of enlisting student partici-
pation. Nearly all OTR courses use- one of more of these techniques.
OTR additionally conducts seminars on specialized topics and intends
to sponsor others, as noted elsewhere in this paper. This approach to
training saves instructor time and reduces requirements for guest-
speakers needed by the lecture method. It is also al.way of involving
the student in the learning process and therefore a superior method of
instruction. Additionally, we have tried to reduce the use of Agency
executives and other senior personnel to an absolute minimum to con-
serve their time.
e. Incorporated time and labor-saving methods, techniques,
and equipment into training courses where indicated. Presently,
several OTR courses utilize, in part, Program-Assisted Instruction
(PAI) and Closed-Circuit Television (CCTV). Portable tape cassettes
issued to students for home-study have helped to speed up language
instruction. A student responder system (SRU) has been recently intro-
duced to three courses conducted by the Support School. The SRU sys-
tem promotes learning, saves time, and provides the instructor with
an immediate measure of his effectiveness in getting the lesson across
to the student. A request to install a computer terminal in offices of
the Support School has recently been submitted to the Deputy Director
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for Support. If installed, the terminal would be used to process statis-
tics and other information from DELPHI exercises and to experiment
with Computer -Assisted Instruction (CAI).
D. Through the end of the FY 71, budget restrictions and reduc-
tions in personnel ceilings were absorbed by relatively minor adjust-
ments in support, training support, and substantive training activities.
The journey through FY 72 looks like it might be more difficult, how-
ever. Though the critical stage has not been entered, the threshold
has been approached. Further budget reductions of five per cent, for
instance, would be difficult to assimilate and assuredly could not be
offset, as heretofore, by gleaning nickle-and-dime adjustments from a
score of miscellaneous expenditures. Considering that personal serv-
ices comprise 75 per cent of the OTR budget, we would naturally have
to look for savings in that direction or possibly to major training pro-
grams, such as foreign language instruction or external training.
Similarly, if additional cuts in personnel ceilings are forthcoming in
subsequent years, OTR would be hard-pressed to continue to operate
efficiently, and in the manner expected by
Management. There is also reasonable doubt that OTR would be able
to maintain training programs at present levels or support future expan-
sion, as suggested by a 5. 7 per cent increase in external enrollments
during FY 71 and the early receipt of requirements .for new internal
programs.
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 UNCLASSIFIED ^ IUTERN Y
f#C LO 0171 /~
SUBJECT: (Optional)
Annual Report to the President's Foreign Intelligence Board
(PFIAB) for Fiscal Year 1971,
FROM:
EXTENSION
NO.
DTR- 6492
--- --- -,__- - --
Director of Training
3245
DATE
2 July 1971
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
t. C/Plans Staff/DDS
Attn: Mr.
7-D-10 Hdqs.
Though this report has been
re
ared as the OTR
er from
a
_
2. 25X1A
p
p
p
p
which the PFIAB contribution will
be extracted, it has been broad-
3
ened considerably in the hope that
it might also satisfy the require-
ment for an annual FY report for
4.
your Office, due o/a 15 August.
5.
6.
7.
`B.
9.
'10.
11.
12.
13.
14.
15.
FORM REVIO
3-62 610 (SE EDITIO S I-] SECRET
- - --- - - ---- - -
CONFIDENTIAL E] USE ONLY ^ UNCLASSIFIED