OFFICE DIRECTORS CONFERENCE, 7-9 APRIL 1978

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00261R000200090001-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 189
• Document Creation Date: December 14, 2016
• Document Release Date: November 5, 2002
• Sequence Number: 1
• Publication Date: April 12, 1978
• Content Type: MFR

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12 April 1978
MEMORANDUM FOR THE RECORD
SUBJECT: Office Directors' Conference, 7-9 April 1978
1. Mr. Blake opened the conference on Friday evening
with some brief opening remarks. He said that the agenda
had been set up to accomplish two principal things, both de-
signed to make sure that the men who run the Directorate know
what we are trying to do as a directorate. The two things
particularly referred to are the Report on the Division
Chiefs' Conference and the Personnel Development Plan (PDP).
On the first he pointed out that no other directorate has
conferences like our Division Chiefs' Conference, and he
thinks it is a tribute to the Directorate that we give these
action officers this opportunity to get together in hi-s ses-
sion On the PDP he underscored the importance of "bringing
up" the next generation of Directorate leadership. He made
reference to contracting practices and the fact that change
is unavoidable since we cannot follow the luxurious practices
of the past. He then said that there was perhaps a third
purpose behind the agenda and that was to emphasize the im-
f7,Ale b'
portance of actingAas a directorate. In this regard he cited
the example of the DDO which, in the face of great difficulty
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',MEW
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in the recent past, stood together and showed its character
as a unified organization.
2. He stated that the division chiefs are the ones "who
lay hands on the people," and he called attention to the
Division Chiefs' Conference Report asking the group to con-
centrate on
3. He
the small
mentioned
indications that some think the DDA,
committee reports.
two upcoming difficulties. There are
is too STAT
large, and he cited questions which had been raised by the
House Select Committee on Intelligence and the DCI. The
other difficulty has to do with the average age of Directorate
supergrades, and he provided a handout on this subject. He
also passed out a draft letter which he proposes to send to
all Directorate supergrades, and he suggested that it be
discussed at the Sunday morning session.
from
4.
The Saturday
morning session opened with a report
on the Division Chiefs' Conference. There
were
60
people at
the conference and participants were invited
to identify issues for discussion once the steering committee
had identified a central theme. Of 39 issues suggested, 6
were selected. The theme was"problems stemming from change.
The conference format included four panels on employee problems
(in which alcoholism was used as a 'prototype" problem), oppor-
tunities for the use of mini computers and centralized
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computers, new ways of doing business in the DDA, and posi-
tion classification.
said that the discus- STAT
sions on computers and on position classification were
particularly heated The conference format also provided
for s-ix team reports on obsolescence of managers, acquiring
qualified people, joint responsibility projects, Project
CRAFT, the DDA role in the IC support, and
obtaining evaluation of the conference the
one other.
steering
In
corn-
*nomittee a quantitative approach and
spent
STAT
some time showing us the results of these
evaluations
which
were generally quite favorable. After finished,
STAT
Mr. Blake once again said how proud we should be to
conferences, which he judged extremely valuable.
have such
5. After a general discussion of the conference) about
,
which tlitare seemed to be' generally favorable concensus on-e
rned to 't'h subject
4
pafvthe Office DirectoEE:# Mr. Blake
of weekly reports- e said that although there may be some
question in some quarters about the value of these reports,
he wanted the Office Directors to know that he found them
very useful .and-that he had just sent the reports dated
6 April forward to the DDCI to give him a bird's-eye view of
some of the problems faced by this Directorate in the course
of a fairly typical week.
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6. There followed a brief report on the DDA on-duty
strength by
that in the
(The Office Directors were told
futureicareer trainees would be hired on 9-month
contracts and would thus be less than full-time employees,
not counting against ceiling. Mr. Malanick concluded that
we were in good shape, but asserted that he wants us to be
as close to ceiling as possible when the fiscal year closes
in September.
7. Mr. Janney then gave a report on the PDPs of the
various offices, starting with an overview projection of
GS-15 and higher vacancies over the next several years.
Some of the comments made were:
a. OTR does not appear to have sufficient develop-
ment positions.
b. The MG PDP looks like the product of a pro
forma exercise with everyone being a candidate for
everything. This assertion was countered by Mr.
who said that every officer is looked at
very carefully, but with a collection of generalists
we do, indeed, end up with many candidates for many
positions.
c. The Office of Security has one of the better
programs with good rationale and good training. Mr.
Gambino noted that there was a particular problem in
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the training of
officers who are some-
times brought in on TDY for OTR training. Mr. Blake
asked him for some information about which
field officers have had the Mid-Career Course.
d. asked if it would be possible for the
Offices to get better feedback from the Office of
Personnel on their PDPs and was assured that such
feedback would be provided in the future.
e. The Office of Medical Services' plan covers
only and the question must be asked what is the
future of the non-in the MM service. Mr. Blake
indicated that such personnel cannot compete for higher
grades given the present grade structure.
f. The MF roster seems based only on people already
in executive positions and apparently does not include
those with the potential to enter such positions.
g. Some GS-14s and 15s in the Office of Communica-
tions lack training plans but
STAT
explained that STAT
this was due in large part to overseas assignments.
8. During the discussion, a recent briefing of the
DDCI was reported. Mr. Carlucci was shown the PDPs of all
the directorates and he apparently found the information
extremely useful. He had picked out one particularly bad
example from another directorate and, noting the name of
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STAT
STAT
STAT
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the responsible officer, questioned his managerial abilities
on the basis of the evidence provided by the PDP. Mr.
Carlucci asked that a monitoring group be set up in the
Office of Personnel with the authority to go into individual
offices around the Agency to look at PDPs and APPs.
9. The conference was told that a new system is to be
established in which all promotions to a given grade are to
be scheduled at the same time for all components of the
Agency. In addition, minimum promotion targets for all
grades are to be published. These are apparently DCI direc-
tives.
10. Mr. Malanick suggested that it might be useful to
have speak to one of the monthly DDA meetings
and all agreed. who plans for replacements for
the Office Directors themselves, and Mr. Blake noted that
certain jobs had been identified by the EAG as requiring
Agency-wide consideration when replacements were sought.
Fifty-one such jobs were identified including the Directors
of Training, Data Processing and Personnel.
11. In a report on the Support Chief's Conference, Mr.
covered the eight questions addressed by the
support chiefs of components with overseas personnel. Four
of the questions had been developed by the conference mana-
gers and four others based on the
study were STAT
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submitted by Mr. McMahon. On the question of impact of
reductions in support slots in the DO, the conference dis-
cussed regional support centers, increased TDY of head-
quarters personnel, the transfer of the work from the field
to headquarters, ways to protect DDA slots and increased
The question
has been referred to a special
panel. The role of Operations support assistants was dis-
cussed at length, as apparently was the problem of data
processing programs for the field and their relationship
with the
12. Mr. McMahon's four questions and the conference's
answers were:
a. Can we combine the support staffs? Not at the
working level, but we might save a few senior positions
through merger. The divisions are universally opposed,
seeing the change as a dilution of their chain-of-command
authority.
b. Should personnel offices be placed under
abo#t reopening the MG service
personnel evaluation and management staffs (PEMs)?
No, because the jobs are entirely different. They
perhaps should be colocated but not merged. (This
item led to a Imooqthy discussion about the role of the
PEM officer in the DDO area divisions.)
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c. Should B&F jobs be merged with plans offices?
No.
d. Should there be a centralized logistics office?
No, because the different divisions have different kinds
of logistics problems.
13. The Support Chiefs' Conference covered such topics
as the restructuring of administrative work, the possibility
of cross-training communicators, and the station of the
future. Special task forces were set up to report on regional
centers, the role of the Ops support assistant, and the
support officer of the future (including the nature of the
MG service).
'report closed with a discus-
sion of the differences in the DO under its new management.
14. The Saturday afternoon session opened with a number
of personnel-related subjects starting with a review of offi-
cers holding positions
APP was referred to as
Office of Security was
of higher grade than their own. The
a goodieuailm*Aion-action plan and the
given
special credit for its progress
in employing black officers. The black population in the
Agency is now 7,6% of the total, with one GS-16 and three
GS-15s who are blacks.
15. In a report on the Senior Rotation Program, Mr.
Malanick said that the program was successful in the eyes
of both supervisors and participants and that the program
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should continue. As an indication of one particular indi-
vidual success story, it was reported that an STAT
MZ careerist in the program, had been rated first in his
grade group by his peers in the Office of Communications.
Mr. Blake emphasized the importance of ensuring that plans
are made for the return of these rotational officers to
their home offices and that they should be given good jobs
which are at least the equivalent of the jobs they left.
is to provide a reminder note to each Office
45 days before the end of the tour of
each participant. Mr.
Blake said that Mr. Carlucci is quite impressed with the
program and wants to establish a similar one for the Agency
as a whole, with perhaps 30 jobs identified for the purpose.
Mr. Janney is to work on the details. Mr. Blake raised the
question about whether we should continue a separate DDA
program once the Agency program wirse-established. In an
ensuing discussion Mr. Blake emphasized the importance of
building for the futures bid* Messrs. Yale
and Gambino suggested that it is difficult right now to
get GS-15s to move very far from their power centers, expect-
ing a certain amount of supergrade movement and thus promo-
tional opportunity. Mr. Yale suggested therefore that we
extend the program to cover GS-14s.
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16. There followed a discussion of an administrative
trainee program of 10-12 weeks for people identified as
"comers" in the Offices of the DDA. There was general agree-
ment that this was a good idea but a suggestion that perhaps
GS-12 was too high a grade and that GS-11 would be a better
level (see handout). This led into a discussion of whether
we should reopen the MG career service. If we did, three
sources of personnel could be considered, namely, "top-notch"
operations support assistants, new CTs, and personnel from
the individual Offices of the Directorate. There seemed to
be a general agreement that temporary loan from the offices
was preferable to reopening the MG service but the matter
was referred to the study group which had been established
by the Support Chiefs' Conference.
17. Mr. Janney gave a presentation on the PMCD, having
first donned a protective bullet-proof vest. The basic
principles of position classification are comparability with
private enterprise and internal alignment, which is to say
equal pay for substantivmpy equal work. It is true that the
CIA is exempt from the Classification Act, but the provision
of law on pay comparability applies to all Federal agencies
as does the law which set up the CSC and its authority to
develop the Factor Evaluation System. As an additional con-
straint, the Agency obtains its ceiling from OMB as well as
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its average grade. At the moment we count only full-time
personnel against ceiling and, although the OMB questions
this, they believe that they can control our part-time
employment through dollar limitations. Mr. Janney said that
position management is the responsibility of the position
manager, including responsibility for avoiding over- and
under-grading. PMCD, on the other hand, is responsible for
position standards, position classification, position manage-
ment, and pay policy (the latter including non-standard work
schedules, scientific pay, FLSA, premium pay, and overtime).
PMCD employees in the
Agency against a government normal ratio of 1 to 500.
18. Mr. Janney showed an average grade chart which
demonstrated that the average grade of positions had risen
from 9.9 in 1965 to 10.7 in 1978 and that the average grade
of personnel in the same period had risen from 9.5 to 10.3.
This same chart showed that the cost to the Agency for a one-
grade increase in average grade at today's salaries is
19. Mr. Janney showed another chart of grade reduction
targets showing government-wide averages, the CIA average,
and the target. In each case, the target appeared to be
slightly below the existing CIA grade but well above the
e "t
government-wide average. He indicated that the 0.6mrat-gRmon
had challenged the number of GS-14, -15 and supergrade posi-
tions in the Agency. He also handed out a new publication
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on the Factor Evaluation System just published by the Office
of Personnel.
20. Mr. Fitzwater reported that he had been through
the new publication and that it was his judgment that the
requirements for a GS-15 under the new FES were such that
relatively few, if any, of the Office Directors around the
table would qualify for even a GS-15 much less a GS-18 under
those standards. He said that in an attempt to meet the
challenge of a recent PMCD survey, OTR had brought in an
instructor from the CSC for a week following which all the
job descriptions in the office were redone using the FES.
STAT 21.
P
suggested that the principal problem with
PMCD is that they face a conflict of interest because they
are in the business of policing average grade. He suggested
that they could be more helpful to the manager, as he has
found them to be in other organizations, if they did not have
this policing responsibility. Mr. Blake said that he wanted
to talk to the Comptroller about this problem.
22. In the evening session,
gave a report on
the ADP program, starting with charts on ODP manpower allo-
cations to Agency and IC projects, showing 48 man-years allo-
cated to the DDA. He then showed a chart depicting how
these resources were distributed within the DDA. In a series
of individual charts, he reported on the MBO status of
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CONIF 3, GAS, agent pay system, CIARDS, Ipadquarters =
pre-
ventive maintenance, P&PD management information, Smart
. ,
terminal/mini computer procurement, ETECS #3, computer
.., , .. ,-
STAT
assisted medical
,
processing, security

processing system, PERSIGN 2, applicant
--
access records system, SANCA enhance-
,
maintenance program, training records
ment, preventive
system, and records
information
system.
In the course of
STAT
his presentation,
word processing in
stated that we are
"backing into"
CIA.
STAT
'A2LE2.-41
23. On Sunday morning, in a shotgun topic and rap ses-
sion, the conference discussed Mr. Blake's proposed letter
to supergrades. It was agreed that the Office Directors
would tell their senior officers that the letter is coming.
24. The desirability of a State-of-the-Directorate
address was discussed.
course of
Blake and
would fit
pointed out that in the
speaking to the many conferences coming up, Mr.
be heird. iy
would1icev4Ir many more employees than
in the auditorium. There was also some question
about whether today's uncertainties argued against having
such an address. Mr. Blake will consider the matter further.
25. On dua.1 delegation of authority, Mr. Blake pointed
out the nature of the challenge, especially to the Office
of Logistics. The DCI is expected to replace the existing
avt ti ;111il
system with a single delegation, thus it crotsing a greater
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a greater degree of discipline on the DDS&T. Mr. Blake
expects Mr. Carlucci, who has a good feel for contracting,
to be of assistance in this matter. The plan is to estab-
lish thenQQ44,4-1...allt1ezity-wh the Director of Logistics
as the central contracting officer for the Agency.
26. On DDA support to the community, Mr. Blake intends
STAT to make
Ammo
the point of record on all requirements
for such support. Mr. Fitzwater asked about whether invita-
tions for senior school nominations should go to the IC Staff
and was told that they should but that rcoponcos to OTR would
be expected to be limited to only CIA personnel.
27. On codeword clearances, Mr. Gambino reported that
the number of clearances in industry had been reduced by
about 2,000 but that government clearances were up a similar
amount. The Agency cut looks good however, especially in
STAT the
area. They still hope to get SI categories I
codeword control system which would re-
and II out of the
lieve our problem in obtaining clearances for terminal
operators, but ke-.....-thett until this happens, and it is
a long way off, we can get exceptions. Mr. Gambino will be
in touch with the two persons most concerned, the Director
of Finance and the Assistant for Information.
STAT 28.
gave a brief report on the results of
the DDO records review and said that he hopes that similar
achievements will be made by the DDA in its records review
*my effort.
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29. Mr. Gambino reported that we are no further along
in our efforts to find the sources of specific leaks of
classified data. He cited the example of a recent DIA leak
of DO information in which
had refused to STAT
investigate in depth, citing the sensitivity of this admin-
istration to anything that could be construed as harassment
of newsmen. We are, therefore, JamkoR reduced merely to track-
ing leaks. He cited that on the second kind of leaks, repre-
sented by disgruntled employees "going public," we had only
limited legal tools available.
30. Individual Office Director Reports:
a. OMS
- The Office has been unable to hire any black
physicians, but one is in process.
- In cooperation with OTR, progress is being
made on management courses.
- There have been problems in the EEO area,
but progress is being made. They are work-
ing with Omego Ware on revision of the PET-B.
- The Assessment Center concept is time consum-
ing but valuable. With DCI interest in flow-
through, Dr. Bohrer asked whether we should
run CTs through the Assessment Center early
in their careers to identify leaders.
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- OMS personnel are saddened by the experiences
of their DO friends but are doing their jobs.
- The Office sometimes encounters rather hos-
tilejdemanding attitudes on the part of
departing employees.
b. OS
- As a result of the
case, the Office STAT
has new positions for their Industrial Secur-
ity Program. There is a new Industrial
Security
Program
that the
Branch and an Industrial Polygraph
(Mr. Blake noted
latter program had seen remarkable
acceptance.)
- They have been reemphasizing the reinvestiga-
tion program and are closer than they have
ever been to their 5-year f.i.aeiar.ell6A1-.
- Recruiting is not going as fast as hoped.
- The Security Committee for the community is
being transferred to the DDA to be managed
by the OS. Nine positions have been trans-
ferred for this purpose from the Office and
is to be the Executive Director
of the SECOM.
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STAT
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C. OC
/T. 1,40
- 1977 was a year of change,6'
v74- I 5rac - o14:70 0, tt, iro ;
- The transfer of covert communications from
OC came as a real shock and will result in
many problems because of the loss of mid-
grade positions which had long been career
goals for junior-graded personnel.
if
STAT
- Message volume has
increased at an astonishing
rate and circuitry to many stations is over-
loaded. A new technique for handling large
amounts of data rapidly has been tested in
it is called
The first STAT
AFT will be accepted short1y,a4ord Viith these
new techniques OC hopes to catch up with the
volume explosion.
- In EEO they are finding that minorities are
proving not very successful in their highly
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competitive work and some good people have
been disappointed by their rates of progress.
Unintended racism is expected and may in fact
be present. They are working with OMS on
sensitivity training.
- Morale in the field is generally excellent
and people are still willing to take overseas
jobs even though "perks" and advantages
dwindle. Job satisfaction is high.
- Morale is not as good at headquarters; people
see inconsistencies in senior management as,
for example, when the IG and the DDO take
contrary positions on the use of cables.
- The Comptroller has been "bugging" OC with
unrealistic, and sometimes contradictory,
demands.
was praised as a major STAT
buffer in this situation.
d. OF
- GAS is up and running.
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STAT
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- Electronic funds transfer is working well
for payroll purposes and Treasury wants to
begin using it for staff personnel. They
will experiment first with Treasury personnel
and then will ask CIA to participate. A major
problem is that participants are clearly
4 s
identified wI4aa CIA aa----tkeir employee5.
- Payroll is immensely complicated by the
requirement to withhold taxes for 28 states
and 3 cities, all with their own special
forms.
aas been transferred STAT
to head payroll and to help handle these
complications and their threat to effective
personnel cover.
- Our monetary sources are back in
operation and we are working back into that
market.
- On payment of invoices, the Office is 75%
current on invoices 30 days old or older.
- Rotation has been high; the Office moved
20% of its professionals during the first
6 months of fiscal 1978.
- The Office is working on special financial
guidance for small field stations.
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STAT
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- They are working on a system of machine
reconciliation of Class B accountings.
- Morale seems good, perhaps because Rosslyn
is a long way from Langley.
e. ODP
- In the service area ODP has never been in
better shape. Credit was given to Harry
Fitzwater for planning the Capital Expansion
Program which provided today's capacity.
With the capacity problem under control, the
Office has concentrated this past year on
reliability. A new VM computer is on order
and a new software operating system, MVS,
is being installed.
- In the area of organization and management,
there has been a shakedown of the new 1976
organization; and, although there-is fairly
constant change, the Office has the right
people to do its job. They have an expanded
management staff. PMCD has been unable to
keep up with the changes. The organization
and its people are maturing. They are con-
tinuing to seek better ways to measure how
their systems are working, what their customers
attitudes are, and how their vendors are per-
forming.
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- Morale is high; the work is professionally
satisfying, even though promotions have
dropped off somewhat.
- They are hurting in the systems programmer
area where they cannot compete with the
private sector. They had 59 applicants from
a recent advertisement and identified 2
candidates worth interviewing.
- They have gotten rid of some dead wood,
partially through firing and partially
through downgrading.
- They have a problem handling returnees from
rotational assignments.
- There is much external attention to ADP from
Congress, the IC, the new CISO, and the Office
of Logistics, and all this extra workload
is costing at least three man-years.
- The Office's goal for 1978 is to make better
use of resources and to improve management
generally.
f. OL
- In procurement, OL is doing a professional
VA%
job under very stringent conditions; all
procurements over $300,000 go to the Contract
Review Board. Competition is stressed in
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procurement. Much extra effort is expended
to protect the Agency against protests from
disappointed bidders.
- In supply, the emphasis has been on inventory
control and tracking. Reference was made to
TDY to assist with a large inventory problem
where personnel cutbacks had left
the station without the manpower to do the
job.
- In logistics services, the principal problems
=
have to do with space. We need 94000 square
feet, not counting 20,000 for SAFE)in 1980.
The Presidential moratorium on acquisition of
new buildings does not help.
- In real estate and construction,
we are
short of manpower due to retirements and
recruitment is necessary. The major projects
are headquarters recreational facilities and
- In P&PD the emphasis is on automated systems.
- OL continues to be over ceiling.
g. OP
- The Office feels much frustration because of
"damage control" efforts on behalf of the 7th
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floor. Much time is consumed in exploring,
researching, and responding to queries from
the 0/DCI. The effort requires the attention
of senior people with broad experience.
Acelool.t!
- There have been twoyeession with Mr. Carlucci.
0/04
The firstAon the PDP and he supports the pro-
gram. The second meeting was a catchall
covering the promotion system. All direc-
torates are going to be required to use the
panel system, and panel decisions are to be
binding on Deputy Directors. Attention is
to be paid to the promotion rate to ensure
flow-through and the bottom 3% will be sub-
ject to selection-out. Special panels will
review the low-rated officers.
- In the area of cross-directorate rotation,
the DCI is considering making such rotation
a prerequisite for supergrade promotion.
- The MAG has raised again the question of non-
supervisory senior-grade positions. The
OP has demonstrated that in NFAC some 34%
of the GS-15s are non-supervisory compared
with the-taset-ifettted, 10%4
sof:NFAC man-gement in
response to the MAG question. There is a
continuing problem of misconceptions.
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h. OTR
- Today (9 April) is Mr. Fitzwater's second
anniversary as Director of Training.
- It is hard to get a firm handle on the ques-
tion of morale, but it appears to be good.
- The new organization of the Office was
described, including the establishment of
three line deputies -- one each for Func-
tional Training, Intelligence Training and
Operations Training.
- Given the DCI's concern over accountability,
they have increased the reading load and
available reading lists for many courses.
No testing has been introduced as yet.
- They are upgrading classrooms in the CofC
building.
- The use of a surplus mini computer (a PDP 11)
has cut down on their use of a time-shared
commercial computer.
- Community requirements continue to be an
important part of the workload.
- Quota courses continue to be a problem.
- Management training has current priority,
and they are particularly enthusiastic about
- 24 -
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the Creative Management Course which was
termed "terrific."
is heavily occupied; last week there
were 180 students in residence. Air travel
is urged as more cost effective than POV
travel.
- Mr. Fitzwater then played a tape showing
the limitations of the skills of an English
speaker at the S-2 level.
31. In Mr. Blake's rap-up, he noted that his first
support conference was in the spring of 1970 at which STAT
the theme, although it now seems hard to believe, was whether
we should disband the Directorate. That question quite clearly
has no relevance today. He then went on to make five major
points:
a. We will continue to have internal and external
pressures because of the size of the Directorate.
b. The reduction of DDA positions in the DDO will
continue, but he expects these to be handled in a more
orderly way through the cooperation of John McMahon.
c. Certain Offices in the Directorate are of
particular interest to the DCI.
d. He sees emerging a new subtle drive to achieve
one Agency, with a single promotion policy and a syste-
matic program for inter-directorate rotation.
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e. In the area of the low 3% of Directorate
personnel, we need to be more aggressive.and6 n update
on personnel for the DDA has been scheduled)
- 26 -
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STAT
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DDA Conference - 1978 ( conti nued) Page 2
9 April
0700-0900
0900-1000
Breakfast
Shotgun Topics:
a.
b.
State of Directorate Address?
Status of Dual Delegations of Authority.
c.
DDA Support to Community - Impact on
DDA Ceiling.
d.
Status of Codeword Clearances
one basis)
(access
on one-for-
e.
Record Review - Program
STAT
f.
Stopping Leaks & Inadvertent
Releases
to Public.
g.
Status of Titles and Charters.
1015-1030 Break
1030-1130 State of Office
1130-1200 Wrap Up.
1200-1330 Lunch
Office Directors
(6-8 minutes ea)
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1 Roll - DDA Group - 1978
Sent to PUD for Development on 10 April 78.
Requests is to develop - EO/DDA will select
best photo and 20 copies (8x10) will be made
for all participants.
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Air
STAT
STAT
f
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MEMORANDUM FOR : Director/OTR
FROM
DD/A 78-0929
7 March 1978
Executive Otticer/LA
SUBJECT DDA Office Directors' Conference
1. As you are aware, the DDA Office Directors'
Conference Will take place I 17-9 April 1978.
This memorandum requests that the following arrange-
ments be made by OTR: lh general, we will adhere to
the same type of schedule as last year. There will
be 14 attendees.
STAT
STAT
C. Accomm9dations: Conferees will be billeted
STAT
'with the following exceptions:
Messrs.
Messrs.
Quart()
d. Expenses: 'special charges will be STAT
apportioned equitably by the 14 participants. It
is requested that a bill be forwarded to the undersigned
who will be responsible for the collection and forwarding
of the total payment
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CONFERENCE 6 & 7 May
Attendees: All support chiefs of cmmponents tivz with
personnel overseas.
Purpose:
Agenda:
STAT
To discuss various aspects of overseas administration
both near term and foreseaable future
Four major themes plus specific questions posed
by the DDO.
I. IMPACT OF THE REDUCTIONS OF DDA SLOTS IN THE D70
Objective: to continue to provide same degree of support
while reducing personnel in some areas.
Considerations: (1)
(2)
(3)
Regional centers
More TOY from headquarters
Transfer workload to hqs
Problem: Cuts in the field are predicated on transferring
functions to headquarters, but there are cuts as
at headquarters also.
Issue: To define the support which is needed, and how
to provide it.
How much support can State provide
STAT
What new procedures and techniques will help
DDO
1969
1979
61AI
LOSR
Supp bbb
% of total 8.8
Losses: DDO 45%
Supp 66%
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228 438
5.64
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FEASIBILITY OF REGIONAL SUPPORT CENTERS
Some Divisions are studying, EA principally. Best
opportunity appears to be in Coubd use
slots from other nearby stations, such as
Chief should have the authority to resolve admin matters.
Would include personnel, finance, logistics, security,
audit, NOC admin, medical.
To travel most of the time
STAT
STAT
Present number of employees could serve more stations
Some centralization possible; in LA broader coverage possible
Still questions of how to staff and how to manage.
This led into a discussion of thepx pros and cons of
developing some sort of "protected enclave" for support
slots.
STAT
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Openin_g_the MG Service
Due to th drawdown in SE Asia and the co equent loss
of MG- positions it was decided three year ago to stop further
entry into the MG areer Service. A DD ersonnel Panel
consisting of repre entatives of eac I Sub-Group has been
filling MG positions The DDA CMO feels it has been working
well. There are 23 G 11 posit ons overseas and 11 GS-9 positions.
The MG service has only one -10 and no GS-9's. If we do not
open up there will be an calation from MG's in MG
slots not only at the 1 level but the GS-12 level also.
The M Career Sub-Gro gene ally like to give their careerists
an overseas tour b t then they want them back. Comma is
willing to relese their personn 1 to MG but MG will not pick
them up other than on a rotational basis.
Premise I
There will be
requirements to
staff admin positions in
the DDA, DDO, NFAC, DDS&T, ICS and NITC in the future.
Premise II
The type of job requires more thaaa narrow outlook since
_
the officer deals with all aspects of support. A key element
is the thought process of examining a problem in all its
facets, rather than from a single viewpoint. The best training
ground for this learning process has been the DDO overseas
assignments because of the scope of the job and the self-reliance
it demands. Further, most of these assignments were at the
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REOPENING OF THE MG CAREER SERVICE
3 premises, pages 16 and 17
STAT
Staffing from other officers dowsn't always work---
offices want best people back. May not enhace his career..
Sources of imput---
Other DDA offices
Ops Supp Assts
CT's
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-yaw lower grade levels, which was ideal for training young officers.
Premise III
Manpower requirements
will continue, although there will be shrinkage in the DDO
for the GS-9 - GS-15 grade officers
_
jobs. The requirements for effective officers with wide
perspective and_broad_experLeIls,e will increase rather than
_
diminish.
Sources Of Input
Traditionally, input was from three sources: Senior DDO
Ops Support Assistants, CT's and other M Career Sub-Groups.
These groups received the overseas training experience: some from
a large support strutures overseas, and others from working
their way up from the small station.
Today, the large overseas support installation where DDA
careerists could obtain their experience,
gone. With certain exceptions, positions
is going, if not
at overseas stations
have been taken by the current group of MG officers. The closing
of the MG Career Service to further input does not solve the
problem of filling future manpower requirements. The question
is not whether these assignments are filled from other sub-
groups at the higher grades or by bringing in personnel at
the lower grades; the prime consideration is one of training
officers for these positions.
At present, vacancies at the GS-9 - GS-11 level are filled
by rotational assignments from the sub-groups. This satisfies
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the immediate problem at this level. As time goes
on, the range will creep up to the GS-I2 GS-13 level because
of the shortage of MG officers. However, there is discontinuity
of training here inasmuch as the GS-9 - GS-11 group may not be
the same ones going on to fill the GS-12/13 jobs, nor necessarily
those selected for the GSI4/15/16 jobs. If a subcareerist
spends more than three years on rotation, his parent sub-group
may not consider him competitive with his peers, and if he
does a good field job, he may have expectations that cannot
be met. Officers in the subcareer groups at the GS 13/14/15 level
may not have had the exposure to the training situations if
they have come up exclusively within their own group.
Certain points must be considered if the MG sub-group
is to be reopened:
1. MG generalist jobs should be identified.
2. A limit on MG's should be set, such as ten percent
more officers at any particular grade than there are jobs.
This will tend to control the input into the service as well
as promotions, however; the small overage will allow
for schooling, rotation and special training.
3. All persons entering the MG generalist category
should be made well aware that it is an overseas-oriented
service. About half of the MG positions are overseas. Persons
who find themselves unable for any reason, to serve overseas
would be expected to make every effort to change careers.
4. Extrance should be at the GS-10 and or GS-11 level
only.
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5. The source of officers should be from the DDA offices
and, on a much more limited basis, from the DDO Ops Support
Assistant cadre and the CT program. The consensus was for
a mix.
6. There should be a reasonable expectation that the
new MG officer is capable of going to GS 15.
7. Immediately upon being converted to the MG career sub-group
the officer would receive certain basic training which will
include, not only formal courses, but time in DDA offices as
well.
Conclusion
There are positions at the GS 13 and up level that require
the general experience gained in what is now termed the MG
service. It is 1.-kary_to_reopen_the MG service on a limited
basis in order to provide qualified officers to fill these future
assignments, since their development requires a program of
_
training and assignments. Input can begin at the GS-9/10/11
level by using personnel .of the DDA sub-groups and after
successful assignments we can bring the qualified ones into
the MG service. Qualified Ops Support Assistants and a limited
number of Grits (about five a year) should be the other groups
considered for entry into the MG service. We should approach such
a program cautiously. While there will be attrition, we should
maintain a lean service.
In closing this topic, Mr. Malanick pointed out that the
view in the Agency of MG positions was not bad at all.
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ROLE OF THE OPS SUPPORT ASSISTANT
At GS-07 and GS-08, very few GS-09's.
AF has 30, others have some.
Fill vital need, but need more training. Audit reports
not good
Reassignment problems at headquarters
Career track very limited, unless go to DDA. Essentially
am an overseas career.
Could alleviate strain by putting DDA people at junior
levels in some of these positions for training.
To be further studied.
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ADP APPLICATIONS
Nov 1976 set up DDA group to study, with approval of
DDO and DDA, for admin data and data. Data Transmission
Working Group.
For Finance, T&S's, etc. State already doing it. Commo
also using in some areas.
Sone to try at
DDO -
SYSTEM.
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25X1A
25X1C
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QUESTIONS OF SUPPORT RAISED BY DDO
1. Will and savings in manpower be achieved without
loss of service if we combine some of the support functions
in Area Divisions?
Possible savings of chiefs, not at working level
Jobs are production line, cannot be compressed
Blur the chain of command, Division Chiefs nonconcur.
2. Would an benefit accrue through putting Divisional
personnel offices under the PEMS.
Jobs entirely different, PEMS no experiencem or training
to do this sort of personnel work.
PENIS officers rotate frequently, sometimes annually.
Colocation desirable, but not merger.
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3. Could there be a split of the Budget function from
B&F, putting it in Plans shops. Alternatively, could there
be a centralization of the B&F function.
Answers aame as above. Jobs different, Plans officer in no
position to supervise financ units. Finance should support
plans, but not be subordinate to it.
Centralization would move people further from the units they
support. Would be a loss rather than a gain.
4. Could a centralized Logistics Office result in effectiveness
No. Different Divisions have different problems, close
support required. Centralized office would bring the
sense of urgency some transactions require.
POSSIBLE RESTRUCTURING OF ADMIN WORK
First have to define requirements. Some stations large or
small, etc. STAT
Ops Supp Assts regarded as untouchable by Divisions because they
do typing, supp work, etc. Thus, rumt cuts will come out of
remaining MG slots unless they also do the lower grade work.
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25X1 C
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STATION OF THE FUTURE
Smaller
computer support
simplified procedures
record keeping at hqs, daily input and feedback
support officer very veraatile
continuing studies
Regional Support Bases -
Ops Supp Assts.
STAT
STAT
Support Officer of the Futvre and Reopening MG Career Service,
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Approved For Release 2002/11/15 : CIA-RDP81-00261R000200096001143ruarY 1978
DDA "Ms"
(18, 17, 16)
Super_grade Ago Statistics
Avg Age
Median
51.4
50
DDA 18
54.9
54
17
52.9
52.2
16
50.1
49.5
0/DDA
53.8
54
OF
55.3
56
OP
54.4
54.5
M's
OL
50.7
50.5
By
OC
49.4
SO
Office
OTR
52.1
52
ODP
46.3
47
OS
51.0
51
OMS
50.0
49
Agency SC's
50.0
53
18
53.2
53
17
51.8
52
16
50.1
53.5
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App
App
6vea l'iga6ilinAtL.Mnibialkith1'40P; ? end4UsswowiRovuuu

I UNCLASSIFIED I I C ' 1 ENTIAL I SECRET
,
ty OFFICIAL ROUTING SLIP
TO
''''? '
DATE
INITIALS
1
2
3
4
5
6
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks:A
"--3 hr ?Li1 o'vJ a-544-).---S
--A-11-4-5?
-
1,,v,-, ,,,--
(
0.4..? 14,0
1p/
6:)4'-'*------
,,__,tt
iaA
FOLD HERE TO RETURN TO SENDER
FROM: NAME. ADDRESS AND PHONE NO.
DATE
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02000900(
1 UNCLASSIFIED I I CONFIDENTIAL I
SECRET
FO!111, 9,4 7 Use previous editions
(40)
-4
1-4
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Approved For Release 2002/11/1.15NWDP81-00261R000200090001-4
KRAL
DDA DIVISION CHIEFS'
CONFERENCE
NOTEBOOK
25X1A
22-24 MARCH 1978
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CONF IDENT IAL
Conference Theme
CHANGING TIMES IN DDA
The theme recognizes that division chiefs each
day face problems that result from changes
generated by political, social, technological,
and economic pressures on the Agency and on
the environment within which it functions.
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CONFIDENTIAL
ego Conference Objectives
To identify and examine alternatives for resolution
gig of a few of the major issues that are of common
concern to the Conferees.
gig To achieve a better understanding of the policies,
functions, and/or activities in certain areas where
significant and controversial changes are taking
place.
To advise the DDA and A/DDA on issues facing the
Directorate and the possible options for resolution
as perceived by the division chiefs.
To enhance the Directorate's Senior Executive
mg Management Proficiency (SEMP) program by offering
an occasion through peer contact to keep abreast
of developments within the Directorate.
tie
Program Plan
Conferees will serve on a team that will study
selected issues and report their team findings to
the conference.
Panels of experts will describe and comment on
selected topics of current interest to serve as
the focus for discussion and debate by the assembled
Conferees.
Senior Agency managers, most knowledgeable of
CHANGING TIMES IN DDA, will address the conference.
The Steering Committee will meet with the DDA and
A/DDA on 4 April 1978 to report on the conference.
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es
25X1A
15X1A
vir
art
'mg
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Wednesday
0830-0900
0900-0905
0905-0915
0915-1000
1000-1015
1015-1045
1045-1215
SCHEDULE
DDA Division Chiefs Conference
22 March 1978
Registration - Seminar Room
25X1A
Conference Objectives and
Organization
The A/DDA's Overview of the
Directorate--where we are and
where we are going
Coffee Break
Team Caucus
Organization and Selection
of Issues - Team Rooms
Panel Presentation
Employee Problems
The panel will discuss a wide
range of perplexing employee
behavior focusing on employee
conduct associated with alco-
hol as a prototype for both
acute and chronic employee
problems. Specific topics
will include emotional prob-
lems, potential suicide,
marital conflicts-, use of
illegal drugs, indebtedness,
tardiness, poor performance
or unsatisfactory conduct.
The panel will identify
OL
Conference Chairman
Michael J. Malanick
Associate Deputy
Director for
Administration
Moderator
25X1A
OMS
CONFIDENTIAL,
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25X1A
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CONFIDENTIAL
Wednesday
wi.
ity 1215-1315
tog
air
1315-1330
1330-1500
resources available to the
supervisor, suggest methods
of coping with specific prob-
lems and clarify legal or
ethical restrictions which
may appear to inhibit direct
confrontation of serious
employee problems.
Questions and Answers
Lunch - Mess Hall
Selection and definition of
Conference Team issues
Panel Presentation
New Opportunities for Use of
Mini and Centralized Computers
The moderator will summarize
recent changes in the computer
industry that affect ODP and
its customers. The present
"state of the art," as well as
future plans and trends will
be presented as a perspective
for the discussion by the
panelists.
The panel will address the use
of mini and centralized com-
puters from the viewpoint of
the Division Chief who may be
faced with the responsibility
for making or influencing
decisions on computers. The
discussion will touch on the
various factors that must be
considered in making a final
decision with emphasis on the
effect new technology has on
making these decisions.
Questions and Answers
. 22 March 1978
25X1A
eivuviat.ui
ODP
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Wednesday
22 March 1978
1500-1515
1515-1615
25X1A
25X1A 1645-1700
25x1A 1700-1830
Coffee
Briefing
Managing Terrorist Incidents
'will present the
behavioral aspects of respond-
ing to international terrorist
incidents. He will illustrate
how behavior intelligence about
terrorists and terrorist groups
can be used to develop negotia-
ting tactics. The importance
of the reactions of victims to
hostage taking incidents will
also be discussed.
Social Hour -
25X1A
OMS
uniet, Genter tor
Counterterrorism
and Crisis Response
25X1A
1830-1930
Informal meeting
with Mr. Blake
Dinner -
1930-2030
Changing Times in DDA John F. Blake
mgo
25X1A
Deputy Director
for Administration
2030
viNO
CONFIDENTIAL
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woo
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Thursday
0700-0815 Breakfast
23 March 1978
0830-1000 Panel Presentation
New Ways of Doing Business
in DDA
The panel will discuss a
wide range of fairly new
and evolving external con-
straints which materially
affect the way we do busi-
ness and which will require
more innovative approaches
and solutions to problems
than havebeen necessary in
the past. Special atten-
tion will be given to pros-
pective legislation, new
oversight initiatives by
OMB and the Congress and
their impact on personnel
levels and reprogramming of
funds and the implications
of the Freedom of Informa-
tion Act and the Privacy
Act. Sources of advice
and counsel available to the
Division Chiefs should be-
25X1A 25X1
Moderator
OF
25X1A
come obvious during the
discussion.
Questions and Answers
1000-1015
Coffee Break 25X1A
1015-1045
Briefing
Wit
Space
Space requirements for the
Washington Metropolitan
Area and the acquisition
process and associated
problems
1045-1145
Team Caucus
iturY
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414.0"' Thursday
1145-1200
1200-1300 Lunch
1300-1430
23 March 1978
Group Portrait - Garden
Panel Presentation
Position Classification
The panel will provide a
better understanding of the
classification process, the
scope of the problems in-
volved in the process, the
internal and external
factors which have prompted
the present position man-
agement and classification
activity and the implica-
Moderator
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OTR
1430-1445
1445-1615
tions for the future.
Questions and Answers
Coffee Break
The New Look in Public
Herbert B. Hetu
Assistant for
?
Relations at CIA
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Public Affairs
1645-1700
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1700-1815
Social
Hour -
1815-1915
Dinner ?
25X1A
1915-2015
The DDO
Today and Tomorrow
John N. McMahon
Deputy Director
for Operations
25X1A
2030
awl
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Team Procedures
Conferees have been assigned to one of six teams that will
function during the conference under the chairmanship of the
Steering Committee member.
Teams will study an issue(s) during the conference and
make an oral report of their findings to the Conferees at the
final session on 24 March.
At its initial meeting, each team will review the several
issues recommended by each Conferee* and select two--one as a
primary selection and the other as a secondary choice--for study
during the conference.
The initial team selections will be submitted to the
Steering Committee for review (to eliminate duplication, etc.)
and concurrence.
Each team will organize and focus its study leading to a
report consisting, at a minimum, of--
Statement of the issue;
Listing of pertinent facts and assumptions;
Analysis of the facts and assumptions;
Alternative courses of action with identification
of advantages and disadvantages for each.
The team chairman is responsible for completion of the
written report and forwarding it to DDA/MAS (7C18 HQS) by
29 March.
The Steering Committee will use the team report as part
of its formal conference report scheduled for submission to
the DDA and A/DDA on 4 April 1978.
*Memo from Chairman, Steering Committee to Conferees
dtd 10 Mar 78 (DDA 78-1014) Subj: 2nd Annual DDA Div Chiefs
Conf
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CONFIDENTIAL
DDA DIVISION CHIEFS'
CONFERENCE
REPORTS
22-24 MARCH 1978
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MEMORANDUM FOR: Fellow Conferees
SUBJECT
DDA 78-1014
10 March 1978
? Spcnna Annual DDA Division Chiefs Conference
22-24 March 19/o ku)
1. (C) The second anwual DDA Division Chiefs Conference
which will be held at thel 1w111 con-
vene on the morning of 22 March and will end at noon on 24 March.
Registration will commence promptly at 8:30 a.m. in the seminar
room of the Administration Building. Attached are detailed
Administrative Instructions.
2. (U) In the charter meeting, Mr. Malanick charged the
Steering Committee, composed of a representative from each
office, to plan a program that is responsive to the interests
and to the needs of the division chiefs. We believe that this
has been achieved.
3. (U) After consultations with. fellow division chiefs
and thoughtful deliberations, the Steering Committee members
selected as the theme for this conference--CHANGING TIMES IN
DDA. This recognizes that many of the problems that the
division chiefs face each day result from changes generated
by political, social, economic, and technological pressures
on the Agency and on the environment within which it operates.
Within this frame of reference the program has been structured.
4. (U) A fundamental premise of the Steering Committee in
structuring the program was that each Conferee will actively
participate in the conference activities. The agenda provides
that Conferees will be grouped into teams of about ten members
each to study three or four issues with the objective of reach-
ing consensus and reporting on possible alternatives for reso-
lution. Your team findings will be incorporated in the Steering
Committee's post-conference report to the DDA and A/DDA. The
issues to be studied are to be identified by the Conferees
themselves. Therefore, in interest of saving time we ask that
you prepare a written statement (in ten copies) of an issue that
you recommend be studied during the conference. Attached is
a sample format.
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UBJFICT: Second Annual DDA Division Chiefs Conference
S. (U) We look forward with a great deal of pleasure
to working with you in achieving a meaningful and productive
conference.
Chairman, teering ommittee
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CONE IDENT IAL
TABLE OF CONTENTS
THEME
CONFERENCE OBJECTIVES
EXECUTIVE SUMMARY OF CONFERENCE
PANEL PRESENTATIONS
TEAM LIST OF CONFEREES
TEAM ISSUES AND REPORTS
CONFERENCE SCHEDULE
CONFERENCE EVALUATION RESULTS
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Conference Theme
CHANGING TIMES IN DDA
The theme recognizes that division chiefs each
day face problems that result from changes
generated by political, social, technological,
and economic pressures on the Agency and on
the environment within which it functions.
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Conference Objectives
To identify and examine alternatives for resolution
of a few of the major issues that are of common
concern to the Conferees.
To achieve a better understanding of the policies,
functions, and/or activities in certain areas where
significant and controversial changes are taking
place.
To advise the DDA and A/DDA on issues facing the
Directorate and the -possible options for resolution
1.1
as perceived by the division chiefs.
To enhance the Directorate's Senior Executive
Management Proficiency (SEMP) program by offering
an occasion through peer contact to keep abreast
of developments within the Directorate.
NEIDLNTIAL
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EXECUTIVE SUMMARY OF DDA DIVISION CHIEFS' CONFERENCE
The theme of the Division Chiefs' Conference was "Changing
Times in DDA", a concept which recognized "that division chiefs
each day face problems that result from changes generated by
political, social, technological, and economic pressures on the
Agency and on the environment within which it functions."
As Alvin Toeffler wrote in Future Shock*, frequently it is
the principals themselves who least understand the origin or the
full effects of the external pressures which are impacting on
their activities.
Indeed, in the early planning sessions of the Steering
Committee it quickly became obvious that there were many diverse
views on the origin of many of the new inhibitions facing the
Agency and the DDA. In several instances it appeared that a
committee member felt that another member was the "villain"
simply because of the latter's responsibility to ensure compliance
with a new restriction or inhibition unheard of a few years back.
These attitudes were most obvious in areas concerning computer
procurement restrictions, prohibitions about reprogramming of
funds, tighter position classification guidelines and Freedom
of Information activities.
Judging that the misconceptions of the individual Steering
Committee members were probably representative of those of the
Division Chiefs as a group, the Committee set out to develop a
program that we hoped would dispel some of these misconceptions
as well as contribute to an examination of future issues. The
formal objective (number 2), "To achieve a better understanding
of the policies, functions and/or activities in certain areas
where significant and controversial changes are taking place,"
was aimed in this direction. As anticipated, the senior outside
speakers contributed to a better understanding of the external
pressures newly affecting the activities of DDA division chiefs
and the Thursday morning panel discussion by Messrs. 25X1A
(00C), (0/COMPT) and (0/DDA) was expressly designed
for this purpose. In shortmmittee hoped through these
elements of the program to clarify some aspects of present-day
imperatives before the Conference charged off to tackle the future
Judging from immediate and informal feedback, this element of the
objectives was well met.
TOEFFLER, Alvin, Future Shock, p4
Future Shock is no longer a distantly potential danger, but a real
sickness from which increasingly large numbers already suffer. This
psycho-biological condition can be described in medical and psychia-
tric terms. It is the disease of change.
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Of the other objectives, the first, "To identify and examine
alternatives for resolution of a few of the major issues that are
of common concern to the conferees" and the third, "To advise the
DDA and A/DDA on issues facing the Directorate and the possible
options for resolution as perceived by the Division Chiefs" seemed
in the implementation process to flow together and were largely
treated in the team exercises, modified by insights gained from
guest speakers and panel discussions. (Copies of team reports
and list of suggested issues not addressed in depth are attached.)
The team reports could be segregated into three major categories
as follows:
1 Personnel
a) The Accelerating Obsolescence of Managers
b) The Difficulty of Maintaining Competitiveness in
Acquiring Qualified People
2 Support Operations
a) How Can We Better Manage Joint Responsibility Projects
3. Community Support
a) DDA Offices and the Role of the Community Support
Offices
b) Consolidation and Coordination of Support to the
Community
Following is a brief summary of each of the team reports.
The Accelerating Obsolescence of Managers
Complexity and interdependence, as well as changes in the
state of every science and art, are growing at an accelerating
rate. New employees may be significantly ahead of their super-
visors in their grasp of the state of the art and in their appli-
cation of methodologies. Out-of-date managers may frustrate or
ultimately drive out more up-to-date employees. The responsibility
for professional and managerial up-dating is a joint one - shared
by the individual and the organization alike. Senior management
has special obligations to support the right atmosphere in the
organization to encourage keeping up with the state of the art
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and to provide meaningful and relevant training and educational
aro' programs.
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The Difficulty of Maintaining Competitiveness in Acquiring
Qualified People
The nature of Agency business requires a peculiarly time-
consuming process, e.g., security investigation, psychological
assessment, etc., in order to hire an applicant. The length of
processing time discourages some applicants and results in their
looking elsewhere for employment. An increasing number of
applicants withdraw shortly before or shortly after being hired
due to the economic impact of relocating in the Washington area.
Certain categories find starting salaries non-competitive with
private industry. The team recommends a "post report" type of bro-
chure to assist recruiters in their preparation of candidates for
life in Washington or in weeding out uncertain candidates earlier.
They also recommend speeding up processing in various ways such as
having the Office of Personnel hire up to a certain grade level without
interviews by the employing office and having the Office of Security
continue pre-investigative interviews, which seem effective. They
also note that the Director of Personnel has some flexibility
within the law to offer a higher starting salary than the lowest
grade step where circumstances warrant.
How Can We Better Manage Joint Responsibility Projects
The concern of the team was that in activities typified by
joint responsibility, particularly those that involve more than
one office, resources of time, money and people are expended over
long periods of time with quite often no clearcut resolution or
solution. This does not apply to problems with high visibility
and high level management concern, which are solved with efficiency
and dispatch, but to those activities which are less important and
less visible and which may seemingly "drag on forever". The team
urged that we find the means to identify problems accurately and
completely before we develop solutions, identify the scope of the
problem and develop accurate resource estimates and reasonable time
estimates. Finally and perhaps most important, the team recommends
that an "executive agent" be appointed who should be made responsi-
ble for planning, development and execution and reporting on the
project.
With the constant pressure to reduce the number of people 25X1A
overseas to the operational minimum and deteriorating physical
security of overseas installations dictating the reductio
voluminous paper file holdings, the DDO, with its project
development effort, has endorsed the "paperless station" concept
While much remains to be done, its success is a practical certainty
inasmuch as it is essentially a matter of linking a number of
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existing technologies such as communications, data processing,
etc. In the development phase the major impact will fall on the
Office of Communications and the Office of Data Processing to
contribute to the establishment of a cost-effective system. In
the longer range, however, the team sees the real challenge to be
the need for definition of a new skills mix and a process of
training and retraining to facilitate human adaptation to an
automated system. Advantages are that such a system will offer
both headquarters and field users rapid substantive access to
important data bases without substantial paper holdings and will
provide the stations with maximum flexibility to expand or contract
operations with minimum human impact.
DDA Office and the Role of the Community Support Offices
This issue deals with the newly formulated role of the
Deputy Director for Administration as the Community Support
Officer. In light of the team's expectation of everincreasing
community support requirements, they recommended a centralized
approach (with 0/DDA) to budgeting, tracking and coordination
of support requirements to the Intelligence Community. The
underlying concern here is that as things are done today, the
Community staffs are levying requirements throughout the DDA
usually of high priority with ever-increasing erosion of the re-
sources remaining for application to the Agency mission. The
team recommended establishment of a central authority (person?)
within the 0/DDA which can identify and coordinate Community
requirements. Included in this would be the consolidation of all
budget line items devoted to Community support from the various
offices into a single cost center. This they feel will provide
much high visibility and control and much less negative impact on
individual office budgets.
Organization of Support at the Community Staff Level
This team paper discusses the organization of a support
structure at the Community Staff level and debates the pros and
cons of a centralized versus decentralized support structure.
It raises many issues, some of which may have already been
resolved by those directly concerned. One such issue is the
question of contribution of resources, people and dollars, from
other agencies or the absorption of these requirements from
existing resources.
As expected, the conferees were most appreciative of the
time and candor of the senior speakers who unselfishly devoted
a rather large block of their personal time to address the con-
ferees. Action has been taken to provide formal expressions of
appreciation from the Steering Committee to Mr. Blake, Mr. Malanick,
Mr. McMahon, Mr. Hetu,
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PANEL PRESENTATIONS
Employee Problems
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The panel discussed a wide range of perplexing
employee behavior focusing on employee conduct associ-
ated with alcohol as a prototype for both acute and
chronic employee problems. Specific topics included
emotional problems, marital conflicts, use of illegal
drugs, indebtedness, tardiness, poor performance and
unsatisfactory conduct. The panel identified resources
available to the supervisor, suggested methods of cop-
ing with specific problems and clarified legal or
ethical restrictions which may appear to inhibit direct
confrontation of serious employee problems.
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New Opportunities for Use of
Mini and Centralized Computers
The moderator summarized recent changes in the
computer industry that affect ODP and its customers.
The present "state of the art," as well as future
plans and trends were presented as a perspective for
the discussion by the panelists.
The panel addressed the use of mini and central-
ized computers from the viewpoint of the Division
Chief who may be faced with the responsibility for
making or influencing decisions on computers. The
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Panel Presentations (Conit)
discussion touched on the various factors that must
be considered in making a final decision with emphasis
on the effect new technology has on making these
decisions.
New Ways of Doing Business in DDA
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The
and evolving
new
panel discussed a wide range of fairly
external constraints which materially
affect the way we do business and which will require
more innovative approaches and solutions to problems
than has been necessary in the past. Special atten-
tion was given to prospective legislation, new over-
sight initiatives by OMB and the Congress and their
impact on personnel levels and reprogramming of funds
*row'
and the implications of the Freedom of Information Act
and the Privacy Act. Sources of advice and counsel
available to the Division Chiefs were also discussed.
vol
ea'
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Position Classification
The panel provided a better understanding of the
classification process, the scope of the problems
involved in the process, the internal and external
factors which have prompted the present position
management and classification activity and the impli-
cations for the future.
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TEAM REPORT
.0 Team #1
oat
www. war'
THE ACCELERATING OBSOLESCENCE OF MANAGERS--AND WHAT TO DO
ABOUT IT
FACTS AND ASSUMPTIONS
Complexity and interdependence, as well as changes
in the state of every science and art, are growing at an
accelerating rate. (See New York Times article, Fig 1)
The external requirements on the Agency, and the environ-
ment, are changing rapidly in response to Executive Orders,
methods for automatic employee check deposits--a broad
spectrum. New employees may be significantly ahead of
their supervisors in their grasp of the state of the art
relating to their responsibilities and in the application
of new technical and nontechnical methodologies.
The commitment of personnel and funds necessary to
maintain and enhance professional skills throughout the
Agency is, in general, seriously inadequate. The respon-
sibility of management to ameliorate, or preclude, profes-
sional obsolescence is clear. The administration of
personnel training is often faulty: last-minute assignment
of officers who are available rather than the assignment
of those who could beneift most from courses is not un-
common.
ANALYSIS
Managers who are out of date cannot provide the
necessary leadership and motivation required to deal
properly with the challenge of change. Managers who are
out of date frequently stifle or inhibit their employees
who ?are more creative or progressive in dealing with
change and may frustrate and ultimately drive out the
more up-to-date officers in their organization.
The obsolete, out-of-date managers seriously degrade
the quality of personnel performance in all areas of col-
lection, analysis, support and the management of these
activities. In terms of cost and effectiveness, the pay
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Team Report #1 (Con't)
of managers increases with time as they advance in grade
or through other pay increases, but the effectiveness of
these managers steadily declines with time if they, and
the organization, fail to recognize the effects of obso-
lescence and implement corrective action. (See Fig 2.)
The costs of corrective programs are quite explicit
and visible in terms of personnel time and costs, whereas
the greater costs of inefficiency and ineffectiveness are
diffuse, obscure, and, in general, delayed in terms of
impact.
COURSES OF ACTION
An alternative to maintaining and enhancing the pro-
fessional skills of managers is to suffer the ever-
increasing costs of the accelerating obsolescence of
managers. Of greatest importance is the need for a recog-
nition of the problem by Agency executives and senior
managers.
To reduce or preclude obsolescence, a comprehensive
and integrated program involving various forms of internal
and external training and education--and possibly rotational
or sabbatical assignments in academia or industry--is man-
datory. Individual or group initiatives have not, and
cannot, suffice.
The responsibility for professional and management
training does not rest solely with the organization, but
must be shared by the individual professionals in the
organization. Senior managers have special obligations
to assure that this notion is reflected in the training
and educational programs relevant to their organization.
They should also exploit the framework available in the
Agency, i.e., Executive Development, Career Profiles, etc.,
for training in both managerial and professional skills.
Special attention should be given to identifying training
gaps or deficiencies.
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anaP.e,merit
? The Obsolescence of Prof essionnls
Ily ELIZABETII S. FOWLER
DO you find reading new material
in your field difficult to understand,
become confused by new concepts, find
new . assignments very difficult and
Amouni. of ro!! rtiat onsotescence
tealiZe your advice is not taken by measured by inn number of cz:ura
Qthers? ? additions and delettons in enginoonng
- 11 so, You. are probably obsolescent
curricula.
In your field, according to a recent
study.
?1* Five years out of college, an engineer
may be obsolete, according to Dr. Sam-
uel S. Dubin.
.? The professor of psychology at Penn-
?tylvania State University, an expert on
'career development in a telephone in-
terview yesterday cited othr examples
Of ? speedy obsolescences. They in-
-eluded five years for the medical in-
ternist, five to 10 years for computer
technologists, 10 years or less for psy-
C101oists, and etht years for authors
"who write on new experiments in the
field of physics.
? Itanagerial and professibnal obsoles-
.cence has become a growing problem
;for. companies, and simply reaciing
trade or professional journals to keep
lip:is not the answer, Professor Dubin
asserted.
-An article on some aspect in a fast-
clianging field can already be two or
-three years out of date at the time