DD/M&S OFFICE DIRECTORS CONFERENCE (Sanitized) 8, 9 AND 10 MARCH 1974

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00261R000300160005-1
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 17
• Document Creation Date: December 9, 2016
• Document Release Date: July 24, 2000
• Sequence Number: 5
• Publication Date: March 18, 1974
• Content Type: MFR

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DD/M&S 74-112
SUBJECT: DD/M&S Office Directors Conference
8, 9 and 10 March 1974
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Attendance
1. In attendance were Messrs. Brownman, Blake, Yale, Fitzwater,
Van Damm, Dr. Tietjen, Janney, Kane, Rodriguez, r nd . Drs.
were present for the Friday evening session. 25X1A
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Introduction
2. Mr. Brownman made a few opening remarks to set the atmosphere for
the weekend. He said it was not his intention to hold a sensitivity session
in any sense of the word, but he wanted the benefit of open, candid discus-
sion of a number of items in an informal and relaxed atmosphere. He men-
tioned that he had invited , to
attend any sessions which interested him.
The Attitude Survey as a Tool for Management
3. In introducing Friday evening's session, Mr. Brownman said that he
was interested in finding out how those present felt about the use of attitude
surveys as tools for management. The thought was that a survey of all people
_
in the M&S Career Services F
_J might be conducted. and
had been invited to lead a discussion of the subject with a view
toward reaching some conclusion about whether to proceed. I opened
the discussion with a brief review of some of his experiences with attitude
surveys going back to the time of the Korean War when the Army became in-
terested in learning why servicemen were signing up for courses with the U.S.
Armed Forces Institute and not completing them. They ran the survey among
5,000 people with an 80% return and developed information that was considered
very useful for USAFI. He alluded to several small surveys conducted in the
Agency and talked at greater length about three larger survey efforts done in
the Agency. In 1968, in direct response to an interest expressed by President
Johnson, the Civil Service Commission undertook an effort to find out what
happens to young people during their first year in Government: how effectively
does Government use new, young employees. The survey was run in the Agency
among 300 people who entered on duty in FY 1968. The attitudes of young
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Agency employees were found to be quite similar to those in other Government
agencies. Where differences occurred they were favorable to the Agency. For
example, Agency employees were more positive about making a career here; more
favorable toward Agency working conditions; the import of organization goals
and several other items. Agency employees generally regarded their prospects
for promotion less favorably than young employees in other agencies. Results
in the Agency were analyzed for comparative purposes between career trainees
and non-career trainees. It was found that generally the CT's were more
favorable toward an Agency career than the non-CT's.
4. In 1969 a survey was conducted among a sample of 555 people who had
been employed by the Agency for periods of five and ten years and it was
found that differences between these and the one year groups were not striking
on most dimensions. Ninety percent were satisfied with the import of Agency
goals; less than half were satisfied with the way the Agency was run and op-
portunities for promotion; more than half felt the Agency should take more
interest in individual employees; sixty-three percent among the one year
group were satisfied with the substance of their jobs; seventy-six percent
among the five year group and eighty-three percent among the ten year group
were satisfied with the substance of their jobs. Generally people overseas
were more satisfied than people serving in Headquarters.
5. In 1971 a survey was conducted among the youth in response to
concern on the part of Agency management about the possible existence of
a generation gap between younger and older employees. A sample of 40 young
people was used, ten from each Directorate. The views of the young people
were found not to be vastly different from older people; there was little
evidence of erosion of morale; there were no doubts about the goals of the
Agency; and the assessment of the weaknesses and strengths of the Agency
among the youth was quite similar to assessment by the older generation.
Issues among the youths tended to be highly personalized relating to promo-
tions, headroom, career planning and similar areas of concern to the
individual.
6. Q concluded his remarks with the observation that attitude
surveys should be used to focus on specific issues; broad brush surveys that
are merely "interesting" should be avoided. Industry uses surveys to seek
answers to specific questions or particular problems and get information
which will help toward improvement.
7. I Inoted that the attitude survey is an organizational
development process which can be used in a variety of ways: where there is
a general need for knowledge; where there is a need for information about
how to deal with certain issues; where there is a need for change; where
information is required in the decision-making process. Any area can be
examined where data can be collected. Selection of an area or question to
be examined requires careful thought by employees as well as managers. If
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surveys are to be useful they must have the complete support and commitment
of management; conclusions and results must be communicated to the partici-
pants; and there must be evidence that action has been taken as a result of
the outcome of the survey. Management should have in mind before the survey
is launched how it proposes to act and proceed when the results are in.
8. Several steps are involved in the conduct of a survey:
a. An appropriate group must be identified.
b. The problem--subject--issue to be investigated must be
identified.
c. Surveys should be conducted by professionals who are
outsiders to the group being surveyed.
d. Demographic variables must be identified and recognition
given to the existence of groups within groups.
e. The questionnaire must be constructed and due consideration
must be given to the preservation of the anonymity of the partici-
pants. Distribution and return of the questionnaire must be direct
between the individual participants and the professionals who
conduct the survey.
f. Items should be constructed in such a way that the responses
can be quantified insofar as possible to facilitate data aialysis.
g. Feedback of results to participants is an essential
ingredient.
h. Action on the results is equally essential. Task groups
may be set up to go into the results in greater depth in order to
determine what specific actions should follow. Surveys may
identify problems but they won't necessarily tell what to do
about them.
i. Surveys should result in change, improved morale, and
a higher level of commitment.
9. Mr. Van Damm wondered what had changed as a result of the youth
survey; did management learn anything new or did the survey merely confirm
what was already known; how do we guard against responding to the vocal
few. Mr. Fitzwater joined with Mr. Van Damm's query and offered the
opinion that, rather than resort to a questionnaire, the manager should
be able to keep a finger on the pulse of the organization by conducting
his own surveys through interaction with his people day by day. Mr.
Brownman acknowledged that this was a valid technique which should be
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applied by managers, but observed that it could only serve as a substitute
for a broader attitude survey within very limited constraints. The manager
using this technique is more likely to get a snapshot than a panorama; by
the time he can get around to the last employee the environment and circum-
stances which existed when he met with the first employee will have changed
significantly, such that the attitudes and opinions of the latter relate to
an environment which will differ markedly from the former. 25X1A
commented that generally there is less candor in a face to face situation
than there will be when an anonymity can be preserved.
10. Mr. Janney referred to an objective which had been proposed but
dropped from consideration for the Office of Personnel relating to how well
the culture of the Agency is prepared to accept and deal with the implica-
tions of EEO; how well prepared is the organization and what are the
attitudes of the population toward promotion, advancement, career develop-
ment for minority groups. Mr. Blake thought it would be useful to know
what the attitudes of the people are toward the Agency and the MEiS Direc-
torate. Mr. Rodriguez offered the opinion that health of the organization
is judged by the manner in which it is functioning; that the attitudes of
the leadership are more relevant than the attitudes of the majority. He
felt that a survey of attitudes toward the future would be much more rele-
vant and valid than a survey of attitudes toward the past.
11. 1 -1 said that questions should not be asked unless there
is a good possibility that management can do something about the answers or
results. The subject of EEO generally probably would not be suitable for
this reason. The policy of the Congress, the Administration and the
Director is clear and there is no possibility that the Agency could take
any action about EEO which is inconsistent with that policy. It might be
possible to do something about discrimination should the attitudes of the
population suggest that it exists, but the general precepts of equal employ-
ment opportunity should not be a major focus of any survey that might be
conducted.
12. Mr. Kane wondered about the practicality of sampling the entire
population of the M&S Directorate, and asked what might constitute a valid
sample. He wondered whether the difference in the validity of the results
from a broad as opposed to a narrow sample would justify the difference in
the cost of conducting the broader survey. I responded that
essentially the same amount of professional time by the developers and
administrators of the survey would be required whether the sample is narrow
or broad. The difference would be in the preparation of the data or input
to computer systems. The difference in the cost, therefore, would not be
of- reemptive significance. Mr. Brownman added that limiting the sample
leads to bias and we don't want to be put into a position of taking action
on the basis of a biased result.
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13. Mr. Blake suggested that the group consider the focus of the
survey be changed from Directorate level to Agency level and Mr. Brownman
responded that while he favored the broader approach, he thought that it
would be necessary to demonstrate the validity of the technique before it
could be sold. He said that he is conscious of a feeling among M&S people
that they are second-class citizens and he would prefer to get across the
idea that they are the backbone of the Agency and wondered if a survey
might not be useful in this regard. Mr. Blake mentioned that the concept
of "an American intelligence service" which Mr. Colby has put forth in
various Agency public appearances might be a useful area to explore in
terms of its meaning to the population or their lack of understanding of it.
Action
14. In conclusion Mr. Brownman asked all Office Directors to submit
to the Psychological Services Staff/OMS before close of business Friday,
15 March, a memorandum identifying areas they suggest a survey might cover;
they should suggest topics and the kinds of information they feel would be
useful for management to have about them. requested that they
develop sufficient detail about each topic to make as clear as possible
what they have in mind.
The MFRS Personnel Development Plan
15. On Saturday morning, Mr. Janney led a discussion of the M&S
Personnel Development Plan. He presented each participant with a folder
containing a number of statistical charts. Much of the discussion focused
on particular statistics on individual charts with the interpretation of
their meaning seeming to relate to the interpretation and understanding
each individual had in the preparation of the background materials which
served as a basis for the aggregate compilation prepared by the Office of
Personnel. Much of the confusion seemed to relate to an apparent mixture
of data about positions with data about people. Numbers representing
vacancies are not in every case true vacancies; in some cases they seem to
represent headroom. A position at the GS-17 level identified as vacant
might in fact be occupied by an individual at the GS-16 level. In other
cases the GS-17 positions might be truly vacant.
Action
16. It was agreed generally that two separate documents are required:
one to deal with position vacancies and the other to deal with people and
promotional headroom. It was also agreed that the figures could only be
meaningful to individual Office Directors in relation to the backup docu-
ments each of them had prepared for their own jurisdictions. Finally it
was agreed that further study and analysis is required by all parties con-
cerned in preparation for another discussion to be scheduled at Headquarters.
A date for such a discussion was not set.
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Planning for Succession in Key METS Positions
17. Saturday morning from 10:00 until 12:00 was devoted to discussion
in executive session of planning for succession in key MFRS positions.
Executive Development Conference
18. After lunch Mr. Rodriguez led a discussion about the Director's
desire to plan and structure an "Executive Development Conference". What
exactly is meant by that is not clear. The Director seems to feel that
external management courses at universities are not as rewarding to the
Agency as training our own managers internally. Some features of manage-
ment training have been integrated into a number of OTR courses. OTR has
experimented with a pilot management conference with its own officers but
concluded that it was not productive in proportion to the time required.
With any other audience, of course, there is always the major problem of
getting the executives together for the required time.
19. Mr. Brownman suggested that a two or three day symposium might
be appropriate with six to eight speakers from within the Agency to discuss
the management techniques they have applied or considered significant.
Topics might include delegation of authority, periodic review and evaluation,
communication and feedback, planning, motivation, and other similar subjects.
20. There was speculation that the Director might consider a confer-
ence such as this one among the DD/MFRS Office Directors as meeting his
definition of a leadership conference. Mr. Van Damm suggested that the
agenda for such a conference might be comprised of Agency problems and
Agency methods of solving problems. Mr. Blake suggested that the Director
should involve himself directly with such a conference by personal partici-
pation on the first and last days. Topics might include the Director and
his relationship with the Congress; what the Congress thinks the Agency
should be and do; ramifications of press relationships; ramifications of
relationships with the White House and Mr. Kissinger; what does Mr. Colby
see the size of the Agency to be at what point in time; what is the Director's
concept of an American intelligence service; what role should the Agency play
in the Community and to what extent should the Community be expected to
furnish the assets.
Action
21. Mr. Rodriguez will produce a paper offering a menu of topics and
a plan for an executive conference.
Annual Personnel Plan
22. Mr. Janney led a discussion of the Annual Personnel Plan based
upon a series of statistical charts which he handed out to each of the
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conferees. As with the Personnel Development Plan, much of the discussion
was taken up with attempts to reach common understanding of the derivation
and composition of the numbers. Different Offices had applied different
interpretations of the terms "professional", "clerical", and "technical",
which causes distortion of the aggregate figures produced by the Office of
Personnel.
Action
23. It was agreed that the Office Directors would take the APP and
PDP papers to study and refine them in relation to their own background
documents with the objective of making them meaningful personnel manage-
ment tools. A meeting will be scheduled at Headquarters in the near future
to discuss the APP and PDP.
Functional Review and FY=-1975 Position Reductions
24. Mr. Blake reported progress being made by the Associate Deputy
Directors in their review of functions which is to lead to determinations
about how the Agency can take the position reductions necessary to meet the
goal set for the overall strength of the Agency in FY 1975. The ADD's were
formed as a committee under the chairmanship of the Comptroller at the
25X1A direction of the Management Committee as a result of a paper submitted by
while Mr. Brownman was on a trip last December. Mr. Blake
described the approach being taken by the committee and the manner in which
the resource packages are being used. The DD/M&S presentation was made in
meetings on 5 and 7 March, which took a total of about five hours. It was
agreed by the group earlier that they would hear from all four Directorates
and the Office of the Director before making any attempt to arrive at speci-
fic decisions about what functions could be reduced or eliminated and where
the Agency would reduce positions. It is too early to tell what conclusions
will be reached but there seems to be a distinct possibility that the group
will say to the Director that it is unrealistic to expect the Agency to take
a reduction as extensive as it has been directed to take.
25. One of the most useful characteristics of the sessions is the
educational process it engenders. There is a great void in the understanding
of the other Directorates about what the MfS Directorate is all about. Mr.
Blake outlined the content of a paper presented to the other ADD's which
takes the position that a great bulk of MES positions are in direct support
of -the other comonents of the Agency part of Headquarters overhead.
the CT program are examples
o- positions in is Directorate which are more directly related to the
operations of other components of the Agency and the Intelligence Community
than they are to the MFRS Directorate itself. This approach seems to have
struck a sympathetic chord in at least a part of the group.
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26. Mr. Blake went through the functional review package as submitted
to the Committee and recounted some of the observations and comments made
about each. Specific tasking to develop supplemental information where
required will be completed for each Office as soon as Mr. Blake has the
opportunity to organize his notes.
a. Office of Finance. More time was devoted to the discussion
of the Office of Finance package than any other single Office sub-
mission, but this was because it was first; not because of any
particular problems. There was speculation about the possibility
of transferring responsibility for administering CIARDS annuities
to the Civil Service Commission, but it was agreed that nothing
could be done about this in time to help with the FY 1975 reductions.
The possibility of eliminating or reducing the Central Travel Branch
and reallocating the essential functions it performs was a contro-
versial item and no firm conclusions were reached. Mr. Blake noted
here that discussion of the Central Processing Branch was deferred
pending further analysis of the recommendations offered by the
committee which had studied the problem recently.
b. Office of Security.: The DDO protested vigorously the
and some supplementary information will be required. It was
noted that there are some 21 positions in the Office of Security
devoted exclusively to the support of Community activities. It
was agreed that all positions in the Agency which are devoted to
Community activities should be separately identified as a basis
for making a point to the Director and possibly suggesting that
he get help from the Community or get out of the business.
c. Office of Training. There is a possibility that the
Office of raining might suffer because of its honest presenta-
tion. There was general agreement that the 25 positions identi-
fied are vulnerable but no decisions were made.
d. Office of Joint Computer S ort. There was general
agreement t at everyone has an equity in the Office of Joint
Computer Support and it was agreed that there would be no
reductions there.
e. Office of Personnel. The insurance programs generated
some discussion but the DDO offered strong support to retaining
them. PMCD came under fire but it was finally acknowledged that
it cannot be abolished as long as the Agency adheres to the Civil
Service Commission system and has no separate system of its own.
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f. Office of Logistics. Heavy reductions taken by the Office
of Logistics in the past stimulated some sympathetic reaction. The
shuttle bus and motor pool service stimulated extensive discussion
with the conclusion that converting these positions to contract may
be a viable option. Timeliness was the primary argument offered b
the ADDI in support of retaining responsibility for producing STATSPEC
unclassified publications in the Printing Services Division.
g. Office of Medical Services. The group had some questions
and lack of understanding of what research psychologists do. The
MPT/PHE raised some questions and caused some speculation about
whether OMS might not have been over-staffed in the past if it is
now able to expand its services to a significantly broader percen-
tage of the population. The thought that the executive annual
physical examination program might be curtailed if things get
really tight was surfaced and discussed inconclusively.
h. Office of Communications. The format of the Office of
Communications presentation caused some confusion and discussion.
attention to communications support to the traffic and activities
of other agencies.
i. Office of the DD/M&S. Mr. Blake offered the observation
that the staff of the O- S is really too small.
j. History. There is not a great deal of interest or support
among the for the retention and perpetuation of a historical
program. Mr. Brownman said he thought there was a legal requirement
that agencies of the Government have historical programs and Mr.
Blake responded that he thought this might be true in the case of
an Archivist, but was not aware of any legal requirement that there
be a history program.
k. Career Trainees. There seems to be some sympathy among the
ADD's for the plight o the DD/M&S not only because the entire
ceiling of the program is attributed to this Directorate when it is
actually one of the smallest users of the output, but also because
we have to carry the positions required to recruit, clear and
otherwise process all of the entrants into the program. The pos-
sibility of bringing CT's on board under contract for the first
year was acknowledged as an option worth considering. The possi-
bility of persuading OMB that the CT program might be considered
"in excess of strength" similar to the arrangement we have with
the Temporary Assignment Section for employment of new clericals
is an additional option worth considering.
is to work with the Office of Communications in
search of alternate ways to present the information with particular
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Action
27. Mr. Blake will make available to individual Offices specific
requests for supporting information as soon as he can in order that it
can be available before final deliberations of the ADD Committee are
concluded.
Alumni Association
28. The question of whether the Agency should sponsor an alumni
association to be composed of former employees has been raised from time
to time in the past and is again an active question now. Mr. Blake re-
called that the subject was first studied about five or six years ago
and again about three years ago and on both occasions the conclusion was
that the Agency should not as a matter of policy sponsor such a group.
During the past two years at least two groups have grown independent of
any Agency sponsorship, one in Washington area and one in Florida. The
Washington group calls itself the SEALS which stands for the Security
Alumni Association. I is the organizer and a group of about
60 people meets every month or two. The next meeting will be a luncheon
scheduled in April. The Florida group has put together volume one of what
promises to be a periodic publication. It has compiled the names and
addresses of 150 former employees and is pointed toward the formation of
a national organization. Before Col. White retired his official position
was opposed to Agency sponsorship of such an organization, but according
to a conversation he had with Fred Janney recently, his attitude now is
that such an organization is going to grow and flourish regardless of what
the official Agency attitude might be.
29. An Agency sponsored alumni day is currently scheduled in the
auditorium on the 11th of May 1974. Mr. Janney and Mr. Kane were tasked
by Mr. Brownman to prepare a paper before that time to present to Mr.
Colby their recommendations about what the official Agency attitude
toward sponsorship of an alumni association should be.
Testing and Evaluating Students
30. Mr. Rodriguez led a discussion of testing and evaluating students
in OTR courses. He reported that in 13 of 54 courses students currently
are evaluated and evaluations reported to supervisors; 10 are evaluated
but the evaluations are kept in the Office of Training for the guidance
of the instructors in planning curriculum modifications; and 29 courses
include no provision for evaluation. Historically the experience of OTR
has been that test results and evaluations have been used by supervisors
for taking actions not in the best interest of the student; they become
a permanent part of the record and may affect adversely the consideration
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of the employee for reassignment or promotion. A requirement that testing
be an integral part of OTR courses would require an entirely different
approach to the content of the courses and the method of instruction.
Courses have to be much more precisely constructed and teaching techniques
as well as course content have to be adapted accordingly.
31. Mr. Brownman believes that testing can serve to sharpen the
curriculum as well as stimulate more active and productive participation
by the students particularly if they know that their performance will have
an effect upon their future assignments and career development. An en-
tirely different and improved attitude toward training should result.
Training is expensive and testing would help in the evaluation and deter-
mination of whether the Agency is getting a proper return.
32. There was extensive and lively debate, some of which seemed to
revolve around some confusion between testing and evaluation. Testing is
one form of evaluation, but it is not the only form. It may not be prac-
tical to use testing as the means of evaluation in such courses as the
Midcareer and Senior Seminar, but there are other forms of evaluation
which can and should be applied. The results of training courses and the
performance of individuals in them are important inputs to the overall
deliberations of- the manager who is responsible for selection of personnel
for advancement. Evaluations should be objective wherever objectivity is
practical, but evaluations should not be shunned where there is no alter-
native but for them to be subjective.
Action
33. The conclusion was that the subject requires further discussion
and that psychologists should be invited to participate.
34. Mr. Janney led the discussion of Letters of Instruction. He
said that they had been introduced in the Far East Division in 1968 pri-
marily as instructions to Chiefs of Station. They were personalized and
brief. The idea has been extended by the Director to the entire Agency
and the various components have issued individual instructions requiring
their completion. Mr. Brownman said that he had included the LOI's on
the agenda for the purpose of getting the Office Directors' reaction to
them; are LOI's an integral part of management by objectives or are they
competitive with MBO? Mr. Blake said that LOI's prepared and submitted
by Office Directors illustrate that there is no clear and uniform under-
standing of what LOI's are or are intended to be.
35. Mr. Fitzwater endorsed the LOI as a management tool. They
provide an opportunity for the employee and the supervisor to discuss
and reach an understanding about what is expected of the individual in
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each particular job. They eliminate the possibility of failure to perform
because the individual didn't know what was expected of him and they give
the supervisor particular points of reference in his preparation of fitness
reports which tends to facilitate a more critical rating. He feels the LOI
overlaps with the job description to some extent, and may even be substi-
tuted for it.
36. Mr. Yale was interested in a definition of the relationship
between LOI's and job descriptions because position classifiers from the
Office of Personnel are expected to start in the Office of Finance on Monday
morning and he has been given to understand that the LOI's will be used as
the point of departure for the position classification.
37. Mr. Brownman expressed concern that the concepts of MBO and LOI's,
among other things, have been adopted and implemented without having been
carefully thought through. All of these things should hang together but
they don't. Mr. Janney emphasized the point that LOI's may relate closely
to the job description, but the LOT is a highly personalized document aimed
at the assets and strengths of the individual employee in relation to the
manner in which he is expected to perform the duties of the job to which he
has been assigned. Mr. Van Dam made the point that LOT's should start at
the top with the Director and each Deputy Director. The LOI, job descrip-
tion, fitness report, and MBO are separate. Dr. Tietjen said that the LOT
was introduced in the Agency as a means for Headquarters to get better
control over overseas operations. The essence of the LOI, therefore, has
something to do with control. It will vary among activities and individuals.
It is difficult in a LOI to cover all of the features of a relationship
between an individual and his supervisor. Many aspects of that relation-
ship do not lend themselves to being reduced to writing. The LOI essen-
tially relates to people who don't really understand what is expected of
them.
38. Mr. Brownman appointed Mr. Keith and Mr. Van Damm as members of
a study team under the chairmanship of Mr. Janney to produce a plain con-
cept and definition of what the LOI is intended to be for issuance as
general guidance. will serve as secretary to the committee.
Allocation of Supergrade Ceiling
39. The allocation of supergrade ceiling was discussed briefly. By
30 June 1974, 0MB expects the Agency will have no more than 7% of its
supergrade ceiling unencumbered at the grade of the position. Recommenda-
tions for supergrade promotions have already been submitted.
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Action
40. Mr. Brownman requested that Office Directors submit to him by
Friday, 15 March, their plans for supergrade promotions to be recommended
in the next cycle, so we can project how close we expect to come to the
OMB figure.
State of the Directorate
41. Mr. Brownman described the outline of the presentation he plans
to make on Friday, 15 March, for the State of the Directorate message and
invited comments and suggestions.
Action
42.1 was tasked with incorporating the suggestions into a
new outline for Mr. Brownman's review by close of business Tuesday, 12
March.
Executive Dining Room
43. Mr. Van Damm presented the problem of the Executive Dining Room
to the group for discussion. He reviewed the background that the slots for
the shuttle bus service and the EDR had been given up as a part of the
FY 1974 reductions. He described the alternatives proposed by GSI (Govern-
ment Services, Inc.) and none of them seems practical. Mr. Brownman offered
the opinion that it is morally wrong for the Agency to subsidize the EDR to
the extent that it does and retain six positions to operate it while we are
being forced to give up positions which are important to the basic mission
and functions of the Agency. The consensus of the group around the table
seemed to be that some way should be found to keep the EDR, and
reminded Mr. Brownman that the DDO had submitted a strong position memoran-
dum in opposition to its elimination. No conclusions were reached which
would relieve the basic dilemma.
Conclusion
44. Mr. Brownman said that he felt this had been a very useful weekend
and thought that it should be repeated two or three times a year. He asked
each Office Director to be on the alert for issues worthy of discussion at
such sessions.
45. The conference adjourned at noon, Sunday, 10 March 1974.
25X1A
Distribution:
Orig - DDM&S Subject
1 - DDM&S Chrono
1 - Ea. Office Director
1 - PS'.,. ._ /as~r4s
Chief, DD/MFRS Plans Staff
Approved For Release 2002/05/02 : CIA-RDP81-00261 R000300160005-1
 Approved For Release 2002/05/02 : CIA-RDP81-00261 R000300160005-1
Pro ram r DD/MFS Conference
IIfo - 8, 9, 10 March
i 3'
Friday, 8 March
Afternoon : Arrive, get settled, "Happy Hour"
1730-1845 : Dinner
1900 . "The Attitude Survey as a Tool for Management" - Panel
discussion-- Psychological Services Staff
Saturday, 9 March
0730-0900 : Breakfast
0900-1000 : M$S Personnel Development Plan - Mr. Janney
1000-1100 : Planning for Succession in Key MFS Positions -
Mr. Brownman
1100-1130 : Security Reindoctrination Program - 30-minute film
1130-1200 : Agency Executive Conference - Mr. Rodriguez
1200-1400: Lunch
1400-1500 : Annual Personnel Plan - Mr. Janney
1500-1600 : Functional Review and FY 75 Personnel Reductions
Mr. Blake
1600-1630 : Alumni -'\Mr. Janney
1630-1800 : Dinner
1800-1900: Testing and Evaluating Students - Mr. Rodriguez
1900-2000 : Discussion of LOI's - Mr. Janney
2000-2100 : Directorate Planning Strategy - overall objectives
Discussion.
Sunday, 10 March
0700-0830 : Breakfast
0830-1130: State of the Directorate - Dry run - Mr. Brownman
1130-1300 : Lunch and depart.
Approved For Release 2002/05/02 : CIA-RDP81-00261 R000300160005-1
 Approved For Release 2002/05/02 : CIA-RDP81-00261 R000300160005-1
Possible Fillers:
The impact of a reduction in functions - each Office
Director.
The increased paper workload -- what can be, has been,
done to reduce it.
Handling the personnel surplus situation.
Discussion of means for establishing computer programming
priorities.
Getting support implications recognized in the decision-
making process.
The EEO program.
The schedule for meals is fixed; the program schedule is
flexible. If a topic requires less time than allotted the
topics following on the schedule will be moved forward; if
the topic requires more time than allotted the topics following
on the schedule will be moved back except that nothing will be
scheduled after lunch on Sunday. If the Saturday schedule is
significantly compressed and sufficient time becomes available
in the evening one or more of the above fill-in topics will be
discussed.
hL Nei 1E 6 S VVW
Approved For Release 2002/05/02 : CIA-RDP81-00261 R000300160005-1
 25X1A
L Approved For Release 2002/05/02 : CIA-RDP81-00261 R000300160005-1
Approved For Release 2002/05/02 : CIA-RDP81-00261 R000300160005-1
 Approved For Release 2002/05/02 CIA-RDP81-00261 R000300160005-1
LAYOUT T
BEDROOMS I THROUGH 4 ARE
S3.?ti e..
BEDROOMS 5 THROUGH i4 ARE DO S B ~_w
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BR 1 -
BR 2 -
BR 3 -
BR 4 -
BR 5 -
BR 6 -
BR 7 -
BR 8 -
BR 9 -
BR 10
BR 11-
25X1A
BR-C BR-7 SR-S .BR-9 u"Z~ O
Approved For Release 2002/05/02 : CIA-RDP81-00261 R000300160005-1