PROPOSAL FOR THE CREATION OF AN OTR SEMINAR FOR PROMINENT OFFICERS OF AMERICAN CORPORATIONS AND SELECTED ACADEMICIANS TO IMPROVE CIA S PUBLIC IMAGE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R001500100009-8
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 13
• Document Creation Date: December 14, 2016
• Document Release Date: April 16, 2003
• Sequence Number: 9
• Publication Date: December 6, 1965
• Content Type: MF

Approved For Release 2003/05/27 CORROWPOOR0015001
6DEC1965
MEMORANDUM FOR: Assistant Deputy Director for Support
FROM Chief, Security Staff, Office of Logistics
SUBJECT Proposal for the Creation of an OTR Seminar for
Prominent Officers of American Corporations and
Selected Academicians to Improve CIA's Public
Image
9
1. Since my brief conversation with you some weeks ago I have most
informally discussed the contents of the attached memorandum with several
interested components. The response has been encouraging. Quite unof-
ficially a draft of my memorandum was sent to the Director and Deputy
Director of Personnel. The attached routing sheet contains their comments.
2. I would like to stress that this suggestion has not been
coordinated with or evaluated by the Offices of Logistics or Security.
Your attention to this matter is sincerely appreciated.
25X1
Attachments:
Memorandum
Routing Sheet
Press Release
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dn~ trom
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1. During the recent running of Intelligence Review Course #11
several speakers notably Col. White and Mr. Karamessines voiced concern
of the Agency's image as portrayed in recent newspapers and magazine
articles. Col. White observed that the Agency's image might be improved
through better contact with American educators and businessmen. In
paragraph four of this paper I have outlined a proposal for implementing
Col. White's suggestion.
2. My official assignment and duties necessitate frequent contact
with many influential scientists, academicians, and senior corporate
officers. I am convinced that the successful businessman and the intell-
igentsia on campus and in private research organizations are for the most
part highly sympathetic to the aims of and reasons for CIA's existance.
This opinion is further substantiated by the large number of contractors,
universities, and consultants performing a multitude of tasks for various
Agency components in a highly successful and secure manner.
3. These personalities are contacted on the basis of potential
contributions to the intelligence community. They may meet a variety of
Agency officials including contract negotiators, technical officers,
contact personnel, and security officers. Their briefing and the re-
sultant impressions of CIA depends to a large extent on the purpose of
the contact, the time involved, and the personality and ability of
their Agency contact.
4. I propose that the Office of Training develop a professional
briefing that can be given at Headquarters Building in seminar fashion
for carefully selected and influential contractors, corporate officials,
businessmen, and educators. (Note: Depending on the acceptance and
success of these seminars newly elected members of Congress might at a
later date be included). This seminar would be expected to last one day.
It would be limited to information no higher than the Secret level but
would include for example a broad organizational picture, a review of
CIA's charter, the congressional controls imposed on the Agency as well
as some of the problems faced by the intelligence community operating
within the framework of a democracy. Time might also be devoted to our
various recruiting problems and our early retirement program. A sterile
and security approved presentation of a successful but completed operational
activity would no doubt impress "our guests". All questions and answers
would be off the record and limited by security considerations.
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5. The demand for a better public image certainly necessitates
bold and imaginative steps in this direction. However, other problems
facing the Agency such as placement for early retirees, technological
and scientific advances to name a few require that we take positive
action to present the Agency's position to influential officials out-
side of government circles in a professional, skillful, and secure
manner. The use of seminars and briefings is universally recognized
and has become a part of American industrial techniques. The wide use
of this device by other government agencies is typified in the attached
copy of a recent press release.
6. I would propose that the initial seminar be limited to twenty-
five individuals, with various Agency components submitting names of
possible candidates. At the outset we might prefer to invite cleared
and witting corporate officers. The Office of Logistics has a large
stable of cleared contractors and could assist in the selection for a
pilot program. However as the program developed selections would not
be limited to people who are now in close liaison with CIA officials.
In fact we would encourage nominations of personalities we are seeking
to cultivate. The Office of Training would be charged with the respon-
sibility of preparing charts, and assembling the panel of speakers. It
must be assumed that a significant number of attendees would be of
sufficient stature to demand an appearance by the Director, the Deputy
Director and/or the Executive Director. The officer responsible for
this project would be required to make some preliminary inquiries as
to the success and direction of the Office of Personnel's recruitment
program. Suggestions and comments should also be solicited from DD/S&T
as well as the Office of Contacts.
7. The matter of a firm agenda, conference room space, food, the
means to be employed in contacting nominees and like details would need
coordination and detailed study. However, I believe that the time ex-
pended and the nominal costs involved would reap rich dividends some of
which are listed as follows:
a) Improve the Agency's public image with influential people
b) A more receptive atmosphere for contact and recruitment
personnel
c) Opening of new avenues of approach for out placement and
early retirement cases
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d) An opportunity for Agency officials to hear comments
and exchange views about its public image.
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 F
IF J
UNCLASSIFIED
CONFIDENTIAL SECRET
CENTRAL INTELLIGENCE AGENCY
OFFICIAL ROUTING SLIP
TO
NAME AND ADDRESS
DATE
ITIALS
Mr. Echols
A--1
k /
c
3
4
5
6
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks :
I'm not sure why Rex has sent this to us at this
stage except for information and perhaps a reaction
If the proposal were submitted formally, I believe
it should go to DD/S and from him to the Executive
Director. But I am not sure that the Director of
Personnel is the channel for its sponsorship.
Would suggest you note any comments that you may
have and return it to Rex--following the routing
that he has indicated.
I personally believe the program would be more
likely to boomerang than to improve our image.
FOLD HERE TO RETURN TO SENDER
FROM: NAME. ADDRESS AND PHONE NO.
DATE
ExAsst/DPers
24 Nov 65
Co
Ap
11
Ap
Use previous editions
FORM 10. 237
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 ROUTING AND RECORD SHEET
SUBJECT: (Optional)
FROM:
EXTENSION
NO.
DATE
1l/t2/65
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
Chief/RRPD
Today, while working with a Log
Officer trying to work out the
2.
resume problems for
the Security Officer nor g was
called in, - I
3
imagine you know him).
.
Executive Assistant to
I
th
the Director of Personn
1
n
e course of our ^onversa~iotx
the notion of outside contacts
4.
Deputy Director
and public
.ma am u
of Personnel
invited and ifie
5.
to come to cats o review
ee an
the draft of a proposal which he
Director of Personnel
had discusee,d with Alan Warfield
6.
an
d
was putting into
,,r
riting
(see
a tt;a cited).
7
I
told
hat
As
prop
sa.
a Jar to mesa with some think-
639
639 1000 0 Glebe
ing going on a(senior levels.
8.
Qloa ned me th -- draft. I
assured him that you would review
9.
it and be in contact with him--
to the degree that interests meld.
r
i'I
10.
r
..)on M.
3-5) This is indeed interesting.
11.
In this format, I think it should
become an OTR program. I
would su
est
howe
t
th
gg
,
ver,
a
,
12'
since we would be holding these
briefings for the Agencyl~,benefit,
13.
by and large, it would only
cheapen the program to ask the
invited guests to defray their own
14.
travel costs. Maybe not, but I
visualize it otherwise. Certainly
h
15.
t
is extensive a program must
Appirm/arl I=nr PP1
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learn to crawl before it is up-te-
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 By Tom Kelley, Staff Photographer
BACK TO BOOKS-This group of men contracting grows in size and complexity,
is going to school here this week to learn there is a growing demand among con-
more about how to do business with the 'tractors for information on Gover'm-'nt
Government, which is the Nation's biggest procurement procedures. The seminar
single customer. As Government defense was held at the International inn.
Firms Trek to Class'
To Learn U.S. Need
For thousands of American companies, the important
facts of life these days are that the Government is their
biggest customer and that to survive and thrive they
must understand Government procurement procedures.
Growing Federal expendi ?-__ - - '
tures on military hardware
and research and development
are accompanied by. a prolif-
eration, of seminars, courses
and schools on how to do busi-
ness with the Government.
The McNamara Era at the
Department of Defense with
its heavy emphasis on sophis-
ticated management techniques
has forced many small busi-
nessmen, and some big ones
too, to go to school to find out
what's going en.
An example of these semi-
nars is one on the "Dynamics
of Defense Marketing" being
conducted at the International
Inn this week. Joint sponsors
the ` e the Nation-
al Security ndus'ti a1 Associ-
ation and Harbridgese,
Inc., a Boston consultant firm,
Thirty-five industry officials
from the Washington area
paid $200 each to register,
What they get for their money
is an intensive course in such
subjects as Federal procure-
ment policies and programs.
As Maynard Goldman and
Allen Mottur, the instructors
point out, some defense con-
tractors haven't been able to
keep up with the new tech-
niques applied by Pentagon
business managers to procure-
ment.
"Anybody marketing to the
Government must know the
techniques to play the game,"
Goldman said. Under Mc-
Namara, there has been an al-
most revolutionary shift in
emphasis to more incentive,
more risk and more potenti
profit for contractors, he said.
Most defense procurement
now is by incentive contract.'
Under these, the contractor
assumes cost, technological
and delivery-time risks, too,
instead of the Government
assuming all of them as often
happened under cost-plus con-
tracts. -
The Pentagon is using an
unlimited number of varia-
tions of incentive contracts
these days, and to understand
them, the contractor has to
understand the management
technique's emphasized by the
McNamara team.
'Iihose techniques-in.cluc
"C?iitractor Definition,'!
"C o s t / Effectiveness" and
"PERT-Cost"-are likely to be
nothing but vague phrases to
many contractors. But they
are the new tools which the
Pentagon uses to decide on
weapons systems and research
and development, and to con-
stantly review and evaluate
the programs.
Industry executives aren't
the only ones arming them-
selves with understanding
from seminars. Government
procurement officials also are
going back to class these days
to find out what's happening.'
They need to know what the
Pentagon managers and de-
fense contractors are th"
and doing.
ase-20ONG5-/27- : CI -
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