OFFICE OF TRAINING PLANS AND DEVELOPMENT STAFF DEVELOPMENT OF TRAINING PROFILES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000800190003-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 31
• Document Creation Date: December 19, 2016
• Document Release Date: November 26, 2001
• Sequence Number: 3
• Publication Date: April 3, 1974
• Content Type: OUTLINE

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OFFICE OF TRAINING
PLANS AND DEVELOPMENT STAFF
DEVELOPMENT OF TRAINING PROFILES
3 April 1974
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TABLE OF CONTENTS
I. Definition
II. Policy
III. Concept
IV. Responsibility
V. Guidelines
VI. Prototype Models
VII. Procedures
VIII. Action Plan
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SUBJECT: Training Policy and Guidelines for Developing Training Profiles
1. Definition
The purpose of training is usually to supplement an individual's need
for a specific work assignment. But, it `& alsolused as an aid to long-range
career development. Job assignments and on-the-job orientations normally
bring an employee to "expected competency" at various stages in his career.
Training at times becomes a part of this career development plan or pattern.
It is not a cumulative record of past training activities but a plan for
future training at certain times in a career. This overall plan for career
development training inputs we define as a Training Profile.
II. Policy
The Office of Training will assist command channels in their develop-
ment of Training Profiles.
III. Concept
These patterns, tracks, et. al., of recommended courses become the
basis for the Offices' Training Profiles. Different boards have concerned
themselves with training as an integral part of career development but never
on an aggregate or very comprehensive scale. Now with the enlargement of
the Personnel Development Plan to include training activities, it seems not
only appropriate but of increasing importance to develop clearly defined
Training Profiles. Some offices have used Training Profiles for many years
as a part of their career development programs. It would be of value to
utilize this experience and to collect all Training Profiles in one place
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for the benefit of all. The guidelines listed below we think will aid in
your career development plans and, hopefully, give us a reasonably uniform
approach to training as a part of career development.
IV. Responsibility
A. Our plan is to use the Office of Training as a central repository
for Training Profiles. This responsibility will include procedures for a
continuous updating and maintenance of a "Training Profiles" catalog.
B. The Office of Training will continue to maintain its "recommended
course" catalog for all training requirements.
C. The Agency Training Record (ATR) should reflect the "reasons" for
individual enrollment in a training program. Enrollment may be for a
number of reasons from a specific job requirement to long-range career
development as an Intelligence Officer. The responsibility of determining
the reasons rest with the office sponsoring the training.
D. Reports will be prepa--ed by the Office of Training for senior
officials and for command channels upon request. These would of course
vary depending upon the nature of the request. All would be based upon
training activities as reflected in the ATR. As the Office of Personnel
develops their APP and PDP, it is our desire to include information which
will be compatible with their reporting system.
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V. C;.lidel_ires
It is ea ;y enou~ h to def ine a `l'1 a1.I1i11 Profile as . m
in eg:ral. j`art or a C 1Ieer dc:vcICi`_;':'i".? plan. Such a plan,
ideally, would piovicie s)? stem'.atic, timely and a propriate
tra_1n1ng cp-,m-tuaities. IiC:'':ever, it is not e sy to closigil
a )ii c)"1]i7cfn i piofil.c. Of pi 1? 1:17")' .l--1:)orta ILcc is the need
to Coriider 'OU d j'na p es of a given office. It profiles
relevance be in proportion to Coal; anci Ch Iliiel involvement.
It seems to me that our first attempts should be modest
and stress their appropriateness to long-range career
development. In time, Training Prof it es can be developed
into a usefulge~ :ent aid; ensuring that our training;
efforts are targeted at c'.evelop,ment of our personnel generally.
r-?
Each office must approach career development and training
requirements from its c,,jn particular needs. 'the fo:llorring
guidelines may be of hell, to you and give us a reasonably
uniform approach towards Training Profiles.
A. Function ,l Grotz~irl;s
Decide on a limited r.tmber of functional groupings Within
each office. Use "a reasonable hope of logical progression
forward" as a. rule in deciding the p.lralneter"s of the grouping.
For example, the Office of Personnel has a nm:ibcr of- parti-
cular cater;ori es of clerical e mlpl.cy , os : Records Clerk,
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Coxrc I~cnc ~cnce i,..crn! 7\-I) .i.~~ , Clci?l;/'i J-ICI-. ~ L, C~.c~; ~., ~ l,ea0,
l+Ccret:;_)'/ steno, l~cr. crane]. Clerk, 1'''c -ion Pccords
Assista All of t', SC faj.l in the CS $--6 range. In the
professional rarl?:s are: Insurance CJail;is Officer, I:ecruitncnt
Officer, Coil Office!', PersoI nel i:f se 1Z'CIi O ficer,
Incentive Av.ar()ti Pe tioI1 Officer,
En )J cyee Relations Officer and Personnel Of~=i.cer. Their
grades range from Gc 10-1.5. This latter r ro~:p has supportive
assistants who fall. in the grade range of CS 6-9. It may lye
that the Office of Personnel would divide their employees
into five functional groupings for this exercise:
1. Personnel Clerks
2. Pon;onnel Assistants
3.' Personnel Technicians
4. P~~:~onne1 Officers
S. Se.-i i.or Personnel Officers
B. Restricted Occup,?tio:r;il. Ca egori.es
Eliminate from any :`'--fictional f;ro -q)ing types of employees
who are. restricted to a _ articular job or with a limited job
progression. For examp-p,,,the Office of Traiiiing has Language
Instructors. These employees were recruited for language
teaching and will continue iii this limited discipline. This
identification should not restrict them from training progr, r,IS.
but only eliminate them from this particular career development
activity.
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Plima:inate E lso EI loyeC ti;t':C I ork for independen . aCtll'1tics
within a career sorvicc. the Credit Union,
DO:i';stic Fire jte ~scs, Visu_?I ;%i.ti and i;t'..dio iCllllj'i:'.ent Branches.
In general, this 1';o i ld el'T. !Il :tC the special ist and 00 'al I..-W-1
the c uneralist. In ti.IC.e, pc sonnet plan_; ,r-ly be enlarged to
include all p;;n a:r.ent. e,."j,lcyc:
C. I'i r a"' I ai: e
Rev:i"e1:~ empl.o~ c e training requirements at scheduled times.
This will help reinforce long-range development plalnni.ng. It
seems that "time milestones" are more critical to the
initial develops, nt of Training Profiles than grades, promotions,
change in duties and reassign eats. These are refi~;.cne~its
for a later input. The following milestones will vary in
importance with each office but should apply to all.
1. Initial Phase
All new employees should receive some type of orientation
to their work enviror.r,ent. .
2. Adjustment Phase
'Ihhi_s review would give both the employee and n anagement
a chance to confirm or redirect his career. A time to
take stock after a substantial lnvestJllent in the Agency.
For example., this could' be after -:o tears of duty or five
years for a else officer or as little as three years for
an economic analyst. Five years should be the latest
point for this review. 'You would probably include
:!t OliS point..
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ARc.i.I: a paint of after 10-15 years. As
with the Initial Ph se, all en:pJ_ovees should receive some
tyj)e of' oricnratier: Cr t:t>dati.Ir; on the Agency. General
courses ?^ny ui)c;:_re aal groupings would be
a ; )rc p1'a ~.c ,
as s the i`.r..
~.~''. tl reel. co)1rte c
~'~. ? ~tC r.C:~t.'l .lent
courses es ec.ialiy t? ould ensure cross directorate and
office contacts.
4. Sabha cica Pas e
After 15-20 years there is a need for a break or
recharging time. A ch.-lice to be away from your regular
job for six I Months to two years. It could be accomplished
-by -rotat.:onal assi~ .: ents iw:ithin. an office, di-recto-gate,
another government a&erncy or to private industry. External
training is another avenue for rotations. The objective
may be to update a scientific competence or enlarge a
perspective through another discipline. Attendance at
another government school such as the Army I\ar Co' lcege
would serve more than one goal.
5. Senior Phase
There are no time limits to this phase; it is when you
arrive at the higher positions. In most cases it would not
be before 25 years service. Here the training would be
"think tank" or managerial in nature.
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6.
O i.}1:' ]+.~'I,"Cl' i',;.'CIiC1CS ]71 4 C vern?Y::'71t, we have
110 11i'.i) eC1 'i?~ C' e\?)eY1C1":C.' ? 71 retll'::i7_:Ilt Or selection out
training. The present short- e Of money prcclu'es much
#LCt11'1.t,' i_I! t is you ,i-ay wish to 11117i'-
ill terl:Is of training for 'Ired:iced responsibility" posi-
tions, ret:UO}._.` g for another ~ overn'C'27t agency Or
-,u
ar. ientation o.'.ard retirement acti.v_~ties.
D. Ge?iem l to Specific
Start by selecting those courses which most of your employees
use and see ho-.-r they fit your functional groups. It should
show which of them ge lere1 ly apply to all of your' activities
and which are specific to particular assigiim0lits. It may also
-help ide!ii;ify those area; iti ich'have 'ha.d little or no coverage
and those areas that have been glutted. As a measure, general
courses are more often "lc-ng-range development" in nature than
specific courses. Langus e is an exception; it cuts across
Agency, directorate, office, branch, section down to 1:11o
specific job.
?li. rfobi.l
Even the most successful plans become obsolete. 17iercfore
alterations to a given profile or employee mobility to another
plan should be expected. As an example, acceptance into the
Career Training Program would automatically change the employee
to another training profile, as would promotion from a clerical
to
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fi PEC
VI. Prototype Models
The following four prototype models are not actual plans submitted by
the concerned offices. But, are only illustrations to show how a model
could be used for a large or small group. The "Personnel Officer, General"
model could apply to this functional group anywhere in the Agency. The
"Reports Officer" would of course, be for only the Clandestine Service.
The for the office only and finally, the "Physical Scientist"
would be limited to the discipline within the office. The asterisk, used.
in the Developmental Trainingc olumn, denotes a course which does not exist
or is no longer taught. Hopefully, experience with "Developmental Objectives"
and "Developmental Training" will give us a better view of our needs.
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TRAINING PROFILE FOR: Personnel Officer, General
2.
PHASE: Initial
CODE NO:
DEVELOPMENTAL OBJECTIVES
1. A basic understanding of CIA's
relationships within the Intelli-
gence Community.
2. A knowledge of the organization of
CIA including missions and functions
of each office.
3. An introduction to the personnel
practices in CIA and how this
differs from "non excepted agencies"
4. A familiarization with the role of a
Personnel Officer in CIA
5. An orientation to missions and func-
tions of the office of initial
assignment.
ACTION
COMPONENT
Component
CODE NO:
DEVELOPMENTAL TRAINING
"Intelligence in World Affairs"
"Intelligence in World Affairs`!
*"Personnel Orientation"
*"Personnel Orientation"
On-the-job orientation
FACILITY
Component
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`r
Aj. ILE FOR:
2. 3.
PHASE: SPninr
CODE NO.
.App-'-oved-F4x- 4aase- GZAL9 : t1L108Q .1909.0 .
physical Scientist
DEVELOPMENTAL OBJECTIVES
1. Advanced Management Training
2. Orientation towards retirement,
career evaluation, and options
ACTION
COMPONENT
CODE 1,10:
DEVELOPMENTAL TRAINING
"Executive Development Program,"
Cornell University
*"A Second Career"
FACILITY
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=HIASE: Adjustmen
:ODE NO:
DEVELOPMENTAL OBJECTIVES
1. Interviewing and counseling technique
ACTION
COMPONENT
DEVELOPMENTAL TRAINING
"Personnel Interviewing and
Counseling: A Basic Course"
2. How to interpret results of psycho-
logical assessments
3. Update on Personnel Administration
4. Supervisor training
"Personnel Assessment and
Selection"
*"Seminar in Personnel Admini-
stration"
"Fundamentals of Supervision and
Management"
"Personnel Management for Personnel
Specialist
"Public Personnel Administration"
5. Job classification
6. Effective writing if deemed appro-
priate
7. Effective reading if deemed appro-
priate
8. Effective briefing if deemed
appropriate
9. Update on CIA and Intelligence
Community
10. Area training tailored to job orienta
tion
"Position Management Orientation
Course"
"Effective Writing Workshop"
FACILITY
CSC
GW
Univ.
"Reading Improvement" Time-Life OTR
video speed reading system
*"Effective Briefing Workshop" { OTR
"CIA Today and Tomorrow"
*"Area Orientation to (name of count
probably 2 days duration
)" OTR
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TRAINING PROFILE FOR:
CN ASE: Middle
-ODE NO:
Personnel Officer, General CODE NO:
DEVELOPMENTAL OBJECTIVES
1. Middle management programs
ACTION
COMPONENT
2. Executive development programs
when deemed appropriate
3. Current personnel practices
4. Area training tailored to job
orientation
5. Update on CIA and Intelligence'
Community
DEVELOPMENTAL TRAINING
"Middle Management Institute"
* Middle Management Course (GS 11-13)
Executive Seminar at Kings Point
or Oak Ridge
"Midcareer Course"
"Executive Management Program" Penn State
Univ.
"Skills Development Course" OP
*"Area Orientation to (name of general GTR
area)" probably 3 days duration
"CI
Tort-? and Tomorrow
AL 1
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TRAINING PROFILE FOR: Personnel Officer, General
=HASE: Sabbatica
:ODE N0:
DEVELOPMENTAL OBJECTIVES
1. Executive development programs when
deemed appropriate
2. Update on CIA and Intelligence-
Community
3. Extensive external training for
broadening horizons and job
rotations
4. Academic course for rounding
out degrees or study in related
fields to Personnel Administration
5. Although not as student but actively
participate as an instructor by
giving lectures in both OP and OTR
courses. In this connection some
training aids seminar
ACTION
COMPONENT
CODE NO:
DEVELOPMENTAL TRAINING
"Advanced Management Program"
~,ior service schools
Advanced Intelligence Seminar
"Education for Public Management"
CSC at various participating
universities
Local universities for part-time
or one year out of town
"Instructors Training Workshop"
Harvard Uh v,
external
OTR
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1PAiNiNG PROFILE FOR: PPrsnnnP1 Officer, Cenera1 CODE NO:
-HAS7: S .rior
:ODE NO:
DEVELOPMENTAL OBJECTIVES
1. Management updating
2. Think tank type seminars for short
rotation from job when deemed
appropriate
ACTION
COMPONENT
DEVELOPMENTAL TRAINING
"Residential Program in Executive
Fal,ewtie: Federal Executive
Institute
"Advanced Management Program"
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TRAINING PROFILE FOR. Personnel Officer, General CODE NO:
PHASE: Departure
CODE NO: -
DEVELOPMENTAL OBJECTIVES
1. Adjustment to retirement plans
2. Skills training if changing to
less responsible or demanding
job
ACTION
COMPONENT
DEVELOPMENTAL TRAINING
On the job component briefings or IComponent
external training for external
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i IRAININC PROFILE FOR: Repo s officer
FHASE: Initial
--ODE NO:
DEVELOPMENTAL OBJECTIVES
Orientation to the Intelligence
Community and CIA's relationship
to the Community
Organization of CIA - missions and
functions of each office
3. An in depth orientation to the
collection and production offices
of the Agency
4. Basic operations procedures and
philosophy
5. Effective writing if deemed appro-
priate
6. Intelligence Analysis as it relates
to reports writing
7. Area familiarization - specific work
assignment and that same general
area of world
if not recruited with the proficiency
9. Part-time training in the language of
his job orientation
ACTION
COMPONENT
8. Intensive training in a world languag4 OTR
CODE Nu:
DEVELOPMENTAL TRAINING
"Intelligence in World Affairs"
"Intelligence in World Affairs"'
FACILITY
OTR
*"Intelligence Research and Techniques! OTR
Course"
*"Introduction to Operations".
( 6 weeks)
*"Writing Workshop" tailored to DDO
needs
"Intelligence Writing Workshop"
"Eastern Europe and USSR"
Part-time academic courses at external
local universities
Language Learning Center, OTR
full-time instruction
Language Learning Center I OTR/
or external at local universities i external
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"HASEA iustment
-ODE NO:
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A pproved For-Release
Reports Officer
DEVELOPMENTAL OBJECTIVES
1. Preparation for a rotation to case
officer assignment, full time or
part-time
2. World language brought to advanced
levels
3. Specific language of work assignment
brought to good reading level
4. Update on CIA and Intelligence
Conmunity
5. Effective writing if deemed
appropriate
6. Effective briefing if deemed
appropriate
ACTION
COMPONENT
CODE NO:
DEVELOPMENTAL TRAINING
*"Introduction to Operations"
( 6 weeks)
Language Learning Center or
Foreign Service Institute
Language Learning Center,
part-time reading instruction
"CIA Today and Tomorrow"
"Effective Writing Workshop"
*"Effective Briefing Workshop"
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6.
FACiLI T Y
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TRAINING PROFILE FOR: Report,. Offic-Pi
PHASE: Middle
CODE NO:
DEVELOPMENTAL OBJECTIVES
1. Executive development programs when
deemed appropriate
2. Preparation for rotation assignment
to DDI or the Department of State
for 3-6 months
3. Preparation for rotation to a
country desk in OCI. This should
include area studies in some depth
4. Update language skills
5. Update operational skills
6. Management training
7. Reinforce interest in area studies
and political science through
academic courses part time
ACTION
COMPONENT
OTR
OT R.
CODE NO:
DEVELOPMENTAL TRAINING
"Intelligence Writing Technique
Course"
*"Area Seminar - (name of country)"
Language Learning Center, part time OTP,
*"Operations Seminar - (name of are 1.4 OTR
*"Middle Management Counsel (GS 11-131)" OTR
"Tnternstional Relations of Africa"; American
Univ.
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T RAINING PROFILE FOR: _ Rep,)rt, nffirPr CODE NO:
PHASE: Sabbatica
:ODE NO:
DEVELOPMENTAL OBJECTIVES
1. Update on CIA and Intelligence
Community
Preparation for rotational assign-
ment to broaden perspective - one
year to a DDI office, other
government agency or university
for an advanced degree
ACT ION
COMPONENT
DEVELOPMENTAL TRAINING
"CIA Today and Tomorrow"
*"Representational Seminar" for
employees going to assignments
where they officially represent
the Agency
Master's degree, School of
International Service
3. Update language skills
4. Reappraisal orientation possibly
towards retirement preparations
5. Liberal approval of time for
personal counseling possibly on
investments and savings
Language Learning Center,
part time
*"A Second Career"
A"Preparation for the Future"
5.
American
Univ.
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 TRAiNft G PROFILE FOR:
Senior
:ODE NO:
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Reports Officer
DEVELOPMENTAL OBJECTIVES .
1. Management updating
2. Update language skills
3. Update Agency and Intelligence'.
Community
ACTION'
COMPONENT
CODE NO:
DEVELOPMENTAL TRAINING
"Advanced Management Program"
Liuiguagc LCaini.ng Center,
part time
"CIA Today and Tomorroi/'
FACILITY
OTR
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 TRAINING PROFILE FOR:
HASE:Departure
--ODE NO:
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Reports Officer
DEVELOPMENTAL OBJECTIVES
Retirement programs
ACTION
COMPONENT
CODE NO:
DEVELOPMENTAL TRAINING
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FACILITY
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STATSPEC
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 T kA!N!NG Pi)OFILE FOR:
HAS E: Initial
:OD` N0:
Physical Scientist
CODE NO:
DEVELOPMENTAL OBJECTIVES
1. Orientation to the Intelligence
Conmiunity and CIA's relationship
to the Comunity
2. Organizations CIA - missions and
functions of each office
3. Sources of raw intelligence
information and taskings within the
Intelligence Community
4. An orientation to missions and
functions of the office of initial
assignment
ACTION
COMPONENT
OTR
Component
5. Training related to office projects OTR
for increasing knowledge or for
credits towards advanced degrees j O1-K
DEVELOPMENTAL TRAINING
"Intelligence in World Affairs"
"Intelligence in World Affairs"
*"Orientation to Collection and
Production within the Intelligence
Community
On-the-job orientation
"Lasers," Information Scope, Inc.
Part-time academic courses in
technical subjects at local
university
DoD Orientation Courses i.e.
"Nuclear Weapons Orientations"
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FACILITY
External
Component
External
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CHASE: Adjustment
-ODE NO:
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Physical Scientist
DEVELOPMENTAL OBJECTIVES
1. Language training related to work
2. Rotations to other government
agencies and industrial labora-
tories for work sessions
3. Area training related to work
assignment
4. Intelligence analysis and report
writing coordinated with their first
in depth research paper assigned
by their office
5. Training related to office projects
ACTION
COMPONENT
Component
OTR
6. Orientation to the Collection
and Processing within the Intelli-
gence Community tailored to office
operations
7. Technical training type orientation
(not on-the-job work sessions) to
private industry and other govern-
ment agencies
CODE NO:
DEVELOPMENTAL TRAINING
Language Learning Center
(possibly Russian)
"People's Republic of China"
area study
*"Tailored Counseling Writing
Workshop" part time
FACILITY
OTR
Department of Defense weapons External
orientation courses (Vandenberg,
1 irkland, etc.)
*"Intelligence Research Techniques
Courses"
Two months orientation to Dupont
plant or similar industrial faci-
lity as applicable
Component/
External
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 TRAINING PROFILE FOR:
i HASE: Middle
CODE NO.
T-^
1 3.
_-- App ov d--F_4r-R&eas,--.2 O6I1G9/2$Y-CIA-Rf1P82-003.r,7Rf1(1f1Rf1(119DL103-4
Physic-a1 SciAntist
DEVELOPMENTAL OBJECTIVES
1. Executive development programs
when deemed appropriate
2. Update on CIA and Intelligence
Community
3. The DDS&T career development
program when deemed appropriate
4. Work toward completion of
advanced degree
5. Preparation for short rotation
assignments to various components
in DDI and DDO
6. Broadening perspective out of
narrow specialty into area of
overall intelligence officer
7. Effective writing if deemed
appropriate
4.
ACTION
COMPONENT
OTR
OTR
Component
OTR
CODE NO:
DEVELOPMENTAL TRAINING '
"Midcareer Course"
"CIA Today and Tomorrow"
"The DDS$T Career Development
Course"
Part-time academic studies at
local university
Appropriate Kings Point executive
seminar
Armed Forces Staff College
NSA Senior Cryptologic Course
DIS Joint Intelligence Management
"Intelligence Writing Workshop"
1 6.
Approved For Release 2006/09/28: CIA-RDP82-00357R000800190003-4
 T tilitiG
ILE FOR: __ physical Scinntict
H SE:Sabbatica
;ODE NO:
DEVELOPMENTAL OBJECTIVES
1. Rotational assignment of at least
one year to another government
agency, CIA Component or full-
time external training
ACTION
COMPONENT
2. Update on CIA and Intelligence
Community
3. Completion of graduate work
as applicable
National War College
Industrial College
%N,C-.V- vtai College
CODE
Advanced Management Program,
Harvard University
"CIA Today and Tomorrow"
Full time or part time
FACILITY
External
OTR
External
Approved For Release 2006/09/28: CIA-RDP82-00357R000800190003-4
DEVELOPMENTAL TRAINING
 Approved For Release 2006/09/28.: --CIA-R.DP82 =00357-RD.U08D-01-90D03 4
CFILE FOR: _Physical Scientist
CHASE: Departure
CODE NO:
DEVELOPMENTAL OBJECTIVES
1. Retirement programs
2. Personal assessment and options
including individual counseling
ACTION
COMPONENT
CODE NO:
DEVELOPMENTAL TRAINING
*"Preparation for the Future"
Approved For Release 2006/09/28: CIA-RDP82-00357R000800190003-4
 Approved For Release 2006/09/28: CIA-RDP82-00357R000800190003-4
A. Training Profiles
Identify a specific Training Profile for each
functional group.
2. Define developmental objectives
3. Select developmental training with the assistance
of OTR.
4. Forward preliminary Training Profiles to OTR.
5. Forward corrected Training Profiles to OTR when
updating is appropriate.
B. Training Requests
1. Give reasons for training on the Request for Training.
(Form 73 or 136)
2. Identify when possible, that the training is relevant
to a specific Training Frofile.
VIII. Action Plan
Prepare Guidelines for Training Profiles
Completed 5 April 1974
B. Develop Prototype Motels
Completed 5 April 1974
C. Briefings
1 - 31 May 1974
D.. Collection from Directorates
1 May - 28 June 1974
Approved For Release 2006/09/28: CIA-RDP82-00357R000800190003-4
 Approved For Release 2006/09/28: CIA-RDP82-00357R000800190003-4
E. Review Training Record Against Returns
1 May - 28 June 1974
F. Analyze Profiles
1 - 31 July 1974
G. Revised Fonnat for Training Profiles
1 - 30 August 1974
H. Develop Revised Training Profiles
1 - 30 August 1974
I. Coordinate Training Profiles
3 - 30 September 1974
J. Review and Update Training Profiles
1 October 1974 - 30 June 1975
Approved For Release 2006/09/28: CIA-RDP82-00357R000800190003-4