AGENDA SCIENCE AND TECHNOLOGY ADVISORY PANEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84B00049R001700330003-0
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 47
• Document Creation Date: December 20, 2016
• Sequence Number: 3
• Content Type: MEMORANDUM

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DIRECTOR OF CENTRAL INTELLIGENCE
Science and Technology Advisory Panel
AGENDA
Science and Technology Advisory Panel
Twenty-sxith Meeting
Room 1S06,
Wednesday, 15 September 1982
0830-0900 Coffee & Administration
0900-1000 Battlefield Lasers
1000-1200
1200-1330 Lunch
1330-1400 Executive Session
Preparation for Meeting with DCI
1400-1500 Consultation with DCI
1500-1600
1600-1700 Alternate
1800-2100
Collection
Cocktails & Dinner*
* Black Horse Tavern
1240 20th Street., NW
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DIRECTOR OF CENTRAL INTELLIGENCE
Science and Technology Advisory Panel
AGENDA
Science-and Technology Advisory Panel
Twenty-sixth Meeting
Room 1S06,
Thursday, 16 September 1982
0830-0900 Coffee & Administration
0900-1030 Electronic Warfare
1030-1130 S&T Manpower
1130-1300 Lunch
1300-1400 Small Systems R&D
1400-1600 Executive Session
Input for Minutes
25
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Science and Technology Advisory Panel
AGENDA
Science and Technology Advisory Panel
Twenty-sxith Meeting
Room 1S06,
Wednesday, 15 September 1982
0830-0900 Coffee & Administration
0900-1000 Battlefield Lasers
1000-1200
1200-1330 Lunch
1330-1400 Executive Session
Preparation for Meeting with DCI
1400-1500 Consultation with DCI
1500-1600
1600-1700 Alternate
1800-2100
Collection
Cocktails & Dinner*
* Black Horse Tavern
1240 20th Street, NW
25X1
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DIRECTOR OF CENTRAL INTELLIGENCE
Science and Technology Advisory Panel
AGENDA
Science and Technology Advisory Panel
Twenty-sixth Meeting
Room 1S06,
Thursday, 16 September 1982
0830-0900 Coffee & Administration
0900-1030 Electronic Warfare
1030-1130 S&T Manpower-
1130-1300 Lunch
1300-1400 Small Systems R&D
1400-1600 Executive Session
Input for Minutes
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Science and Technology Advisory Panel
STAP RESUME
The Science and Technology Advisory Panel (STAP) was formed by the
Director of Central Intelligence in 1976. It serves the DCI as a source of
independent advice and expertise on a variety of scientific, technical, and
management issues. The membership includes renowned senior scientists,
executives, and other leaders from industry, academe, and government.
The STAP meets quarterly in plenary session where, inter alia, formal
briefings are presented, reports approved, and direct consultation with the
DCI is effected. At other times small working groups or sub-panels are formed
to respond tb DCI tasking, address specific issues, and provide STAP
participation in technical studies or other ongoing projects.
The STAP also responds to requests for assistance from any Deputy
Director or senior line manager who believes a STAP member's expertise may
contribute to resolving a difficult technical intelligence problem. STAP
assistance may be in the form of an informal discussion, a written memorandum,
or a formal study or report signed by the Chairman and forwarded to the DCI.
Principal functions of the STAP include:
- To insure the DCI and senior Intelligence Community managers are
forewarned of significant advances in state-of-the-art technology and
in new applications of existing technology.
- To identify and highlight the implications of current and future S&T
developments for intelligence activity.
- To provide linkages and interactions between the intelligence
community and the scientific and technical communities in industry,
academe, and government, as appropriate.
- To provide a quality control mechanism; an outside source for
objective evaluation of current and planned S&T-related intelligence
activity.
- To review evidence on existing S&T intelligence "enigmas" and to
introduce new thinking and suggest avenues for solving these
unknowns.
 Approved Fc1D PMOf E q 9, aossaoas-o
,,TqD4 4R
Science and Technology Advisory Panel
STAP RESUME
The Science and Technology Advisory Panel (STAP) was formed by the
Director of Central Intelligence in 1976. It serves the DCI as a source of
independent advice and expertise on a variety of scientific, technical, and
management issues. The membership includes renowned senior scientists,
executives, and other leaders from industry, academe, and government.
The STAP meets quarterly in plenary session where, inter alia, formal
,briefings are presented, reports approved, and direct consultation with the
DCI is effected. At other times small working groups or sub-panels are formed
to respond tb DCI tasking, address specific issues, and provide STAP
participation in technical studies or other ongoing projects.
The STAP also responds to requests for assistance from any Deputy
Director or senior line manager who believes a STAP member's expertise may
contribute to resolving a difficult technical intelligence problem. STAP
assistance may be in the form of an informal discussion, a written memorandum,
or a formal study or report signed by the Chairman and forwarded to the DCI.
Principal functions of the STAP include:
- To insure the DCI and senior Intelligence Community managers are
forewarned of significant advances in state-of-the-art technology and
in new applications of existing technology.
- To identify and highlight the implications of current and future S&T
developments for intelligence activity.
- To provide lirkages and interactions between the intelligence
community and the scientific and technical communities in industry,
academe, and government, as appropriate.
- To provide a quality control mechanism; an outside source for
objective evaluation of current and planned S&T-related intelligence
activity.
- To review evidence on existing S&T intelligence "enigmas" and to
introduce new thinking and suggest avenues for solving these
unknowns.
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Discussion Topics for
Science and Technology Advisory Panel
(STAP)
Meeting, 1400-1500, Wednesday, 15 September 1982
(Room 1S02
Agenda
Issues, schedule of briefings and designated guests for the
forthcoming meeting are attached.
STAP Studies and Projects
Technology Transfer: STAP assisting I land Technology Transfer 25X1
Intelligence Committee (TTIC) in review o ;successful Soviet efforts
to improve their ICBM accuracy. Key issue is to determine to what
degree Soviet acquisition of western technology (legally or
otherwise) contributed toward Soviet advances in this strategic
capability.
Status-Establishing terms of reference, gathering data, initial
discussion with TTIC on 10 September 1982.
S&T Personnel: STAP participating in IC Staff study
Office of Planning) regarding efforts to insure the U.S.
Intelligence Community has, and will have, an adequate supply of
qualified scientific and technical personnel. Review generated by
requirement identified in Long Range Capabilities Study. STAP will
examine those technical, management, and security policies which
impact on the recruitement, retention and development of S&T
manpower.
Status-Terms of reference and study outline approved. Steering
group established. Data collection underway.
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Small Systems R&D: STAP examining desireability and feasibility of a
theoretical proposal to have the Intelligence Community establish a
research and development "agency" to support basic R&D on small
intelligence systems; those which do not warrent large program
support (i.e., satellite systems) but which are ne
and
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so
e
m
m
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Status-Research nearing completion. Several members have drafted
papers on this issue. Papers to be considered during
itc CPnfamhnv- 100':) M....a....._
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Discussion Topics for
Science and Technology Advisory Panel
(STAP)
Meeting., 1400-1500. Wednesday. 15 SentPmhar 1QR?
(Room 1S02,
A enda
Issues, schedule of briefings and designated guests for the
forthcoming meeting are attached.
STAP Studies and Projects
Technology Transfer: STAP assisting land Technology Transfer
Intelligence Committee (TTIC) in review o successful Soviet efforts
to improve their ICBM accuracy. Key issue is to determine to what
degree Soviet acquisition of western technology (legally or
otherwise) contributed toward Soviet advances in this strategic
capability.
Status-Establishing terms of reference, gathering data, initial
discussion with TTIC on 10 September 1982.,
S&T Personnel: STAP participating in IC Staff study
Office of Planning) regarding efforts to insure the U.S.
Intelligence Community has, and will have, an adequate supply of
qualified scientific and technical personnel. Review generated by
requirement identified in Long Range Capabilities Study. STAP will
examine those technical, management, and security policies which
impact on the recruitement, retention and development of S&T
manpower.
Status-Terms of reference and study outline approved. Steering
group established. Data collection underway.
24rr Q' Pr-RDP84B00049R001700330003-0
 Small Systems R&D: STAP examining desireability and feasibility of a
theoretics proposal to have the Intelligence Community establish a
research and development "agency" to support basic R&D on small
intelligence- systems; those which do not warrent large program
support (i.e., satellite systems) but which r
and sometimes limited n
Status-Research nearing completion. Several members have drafted
papers on this issue. Papers to be considered during
16 September 1982 Mpptinn
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14 September 1982
MEMORANDUM FOR:
Special Assistant for the
Director of Central Intelligence
Chief, Technology Transfer
Assessment Center
Recent TTAC Inv ent With
the DCI STAP
1. This memorandum is for your information only.
2. Recently, TTAC initiated an historical study of
Soviet ICBM guidance system technology. The effort is to be
a thorough examination of the role of Western technology
transfers in ICBM accuracy improvements noted in the 1970s.
A contractor,0 will conduct the study with the assistance
of experts from OSWR. I have asked the DCI STAP to oversee
and advise us in the direction of this effort. I expect
they will provide a and suggestions on analytic methods
and data sources.
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,z23/-9Z
DDS&T 2-_/-- 2-82
15 June 1982
MEMORANDUM FOR: Deputy Director of Central Intelligence
FROM Leslie C. Dirks
Deputy hirector for Science and Technology
SUBJECT STAP Suggestions
1. Attached are comments keyed to the subject note that
you received from the DCI. I fully agree with the recommenda-
tions in paragraphs 1, 2, and 3, and believe that we have been
working in this direction for some time. However, I am concerned
about the criticism in paragraph 4. If there's something we've
missed we're grateful for the comments. But I am skeptical
that this is the case. Because of CIA's limited R&D budget we
are very conscious of taking advantage of what others are doing.
Furthermore, because of CIA's unique mission, "small systems"
should be, and I believe are, our strength. The STAP people just
haven't spent enough time trying to understand-what we do to
criticize with confidence the state-of-the-art used in CIA clandestine
systems. Before expressing their concerns to you and the Director,
the STAP should do their homework by having an ad hoc investigative
team talk with those involved. As has been suggested, we will gladly
identify someone from the S&T to lead the sub-panel members to the
right people and help them ferret out the facts.
2. We believe that you and the Director would be better served
if the STAP would talk d others before giving their counse.3~sx1
We'll contact about his suggestions. If the STAP
has found some ing tnat we have not, we will be happy to take a
close look.
Leslie C. Dirks
Attachments:
STAP Suggestions and Comments on same
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Attachment to:
DDS&T 2712-82
COMMENTS ON STAP SUGGESTIONS
1. The facts on the number of vacancies in the DDS&T suggest
that we are meeting our goals in recruiting the high quality people
we need to do our work. We have long recognized the importance of
having our line people, usually mid-level managers at grades 14 and
15, participate directly in recruiting. They do this to satisfy
their staffing needs as well as the general needs of CIA. We try
to match the "line recruiter" with the school from which he or she
graduated, the type of individual being recruited (electrical
engineer, photo scientist, etc.) and the specific office(s) having
vacancies; We think that this is an effective way to recruit and
that we're doing a good job. Our recruiting problem is not who is
doing the recruiting but whether we can compete with industry salaries
and industry's ability to quickly make firm job offers and commit-
ments on employment starting dates.
2. We've had a two-track system available for certain technical
experts for some time. Recently, the "SPS" category was de-emphasized,
in general over our objections, but not in fact eliminated. This has
caused some problems. We have recently
Personnel to help us expand 2 x1
the number of non-managerial senior positions and he has, we believe,
agreed to do this. This will make approximately 10 percent of our
GS-15 and SIS positions non-managerial in nature. If experience
shows this to be too few to retain our talent, we'll increase the
percentage.
With regard to clearances for new technical recruits, we're
sympathetic to the DCI's objective. We are pleased with the recent
progress that Personnel and Security have made, recognizing that we
can still speed things up. However, a few months will always stand
between our first contact with a recruit and his or her final
approval. From the time a recruit completes the PHS we have been
seeing a 4 to 5 month span until a full clearance is issued.
3. I am told that all applicants who are asked to come to
Washington for,an interview are given a GTR for round-trip airfare,
$75 per diem, plus airfare and per diem for a return when polygraphs
and.medicals are given. Nevertheless, we probably look bad when
compared to industry. For a small investment this could be correct-
ed. First impressions are lasting and we are often penny wise and
dollar foolish.
Applicants within a 50 mile radius of Washington are not reim-
bursed for their travel by the office of Personnel. Individual
components can bear this cost if they wish. Here again for a small
investment we can improve the chance of making a good first impres-
sion.
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Because the Director's paragra h 4 is stated generally, we can-
not be sure what the STAP has seen iI We are confident, howeve~t5;1
that we are not "behind". One of ORD's principal responsibilities
is to keep tuned into the R&D efforts others. For example, ORD
hosted a presentation bout five weeks ago which 25x1
was attended by individuals from tour S&T offices. The briefing
represented a tour de force of that Group's efforts. There were no
"technology" surprises. As expected there were some areas of research
and development at NSA that are not being considered for application
at CIA. These reflect the differences between CIA's and NSA's way of
doing business. However, there were far more examples of commonality
in interest and pursuit (optical disc recorder technology, 25X1
collection techniques, artificial intellig
methodologies, among others).
To better understand STAP's criticism, we briefly talked with
I I and learned that NSA may have picked up on nnt= n7r 25X1
t
suggesions
The second is a concept that we've looked at ourselves. Dr.
I I who recently retired, came up with this idea 5x1
of years ago. We believe that it will work and so do the 25x1
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This is a rather. sophisticated technique that should be employed,
we believe, when more conventional antennas are not suitable. Be-
cause more conventional techniques are usually suitable, we have not
pursued a general solution of this technique.
Because we recognize the benefits of keeping close to the
technologies that others are pursuing we try to do this well. We use
consultants to the maximum extent and, as mentioned above, innovativa5
aroua r th
f
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r
e
e
ore
p
___ _
*missed something that will make our case officers's and agent's lives
significantly easier or safer. Nevertheless, if there are areas where.
we can do better we're ready to step up to the challenge.
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1 June 1982
MEMORANDUM FOR: Executive Director
FROM: Director of Central Intelligence
SUBJECT: STAP Suggestions
82-1442 1
1. My discussions with STAP this morning brought forth some suggestions
about improving the recruitment of scientific and technical personnel. Their
study shows that NSA has the largest and most difficult requirements and they
believe that NSA is making significant progress by having middle-level managers
go out and do interviews at colleges and elsewhere. This is an approach which
commends itself to me for analytical personnel and career trainees as wall.
2. They recommended a two-track system, a technical track and an
executive track, something which more and more corporations are developing
and which we have made a modest beginning at with respect to analysts. It
seems to me we should be able to reduce the 10-12 months required t3 get
clearances for new technical recruits.
3. Another impediment cited was failure to reimburse travel expenses
for candidates coming iri for recruitment interviews. I don't know what the
pros and cons of that policy may be, but it seems like a small issue to stand
in the way of more successful recruitment.
4. A significant criticism is that the Research and Development and
Technical Service elements of the Science and Technology Directorate are well
behind the curve in exploiting state-of-the-art technology to develop small
systems. PISA, they say, is using state-of-the-art technology with which CIA
components have not yet worked. If that is true there is something wrong,
and we should have Ev Hineman look into it very thoroughly.
William J. Casey
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07,
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1 September 1982
NOTE TO: Deputy Director for Administration
FROM: Director of Central Intelligence
SUBJECT: Redirection: of '"Project SAFE.;
REFERENCE: Memo to DCI dated 27 July 1982 from
DDA and Vice Assistance Director (R&S),
DIA Requesting Approval of Project SAFE
Harry:
Accordingly, since the steps that have been taken are
in line with the memorandum I received from the General
Counsel dated .5 August 1982, I am approving your plan for
redirecting the SAFE Project as outlined in your memorandum
to me of 27 July 1982. If there are any changes with
respect to any of the matters set fo th in your merpprandum,
I would very much appreciate hear,incj\frpm you.
E
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2 7 JUL 1982
MEMORANDUM FOR:. Director of Central Intelligence'
Director, Defense Intelligence Agency
FROM : Harry E. Fitzwater
Deputy Director for Administration/CIA
D
Vice Assistant Director for Resources and Systems/DIA
REFERENCE . DDA Memo. to DCI of 25 June 1982, same subject
(DDA 82-0538/35).
1. This memorandum transmits four documents on the SAFE Project. Tab A
provides general background, with emphasis on project activities since the
completion of the audit in April, 1982. Tab B is a status report on actions
taken subsequent to the meeting with the DCI on 22.June. Tab C outlines the
management procedures we propose to use to ensure effective control of this
effort. Tab D contains recommendations for your consideration and approval.
2. As indicated in the earlier report prepared b in
response to your request, and as further mentioned in portions of Tab B,'the
number of technical details to be studied and the complexity of the problem
we are trying to solve require a more exhaustive study than can be carried out
in thirty days. .The evaluation phase continues, with a target completion date
of late September. We are still projecting a design review in February 1982.
In order to proceed with the evaluation and the design, we need your approval
of the development approach outlined in the attachments.
3.. If you concur with our findings, we request you initial in the
appropriate space below. We are ready to meet at your convenience, either
.to brief the attachments or to answer any questions you may
have.
Coordination:
Ha y E. Fit ater
The recommendations.in Tab D are:
Director of Central Intelligence Director,
Defense Intelligence Agency
Approved Approved
Disapproved Disapproved
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when separated from attachment
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 CENCE
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Attachment to BYE 2726/82
1 March 1982
MEMORANDUM FOR:
Director, Intelligence Community Staff
SUBJECT: Funds Required for
1. STAP has for a long time been concerned that the Intellineor
Community is not paying sufficient attention to We
believe that a significant opportunity exists t
experimental data. The attached memo describes the r e importat
needed funding. proposed experiment and the
2. We suggest that a number of organizations would be interested in
supporting this effort. These include CIA/ORD, office, SAMSO, and
DARPA.
3. STAP recommends prompt attention so that this opportunity is not lost.
Attachment:
Memo
I
Copy No.
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14 September 1982
On 1 June 1982, you were briefed by the Science and Technology Advisory
Panel on the results of a survey it sponsored at the request of the Office of
Planning, Intelligence Community Staff. The results of the survey were to be
used by the STAP to prepare a report and set of recommendations on the
? Community's future ability to recruit and retain personnel with technical
backgrounds. The key points pertaining to recruitment are:
-- the hiring delays necessitated by security clearance procedures is a
major impediment to hiring; -
-- the Community cannnot compete with the private sector on the basis
of salary;
recruitment procedures vary across the Community from aggressive to
passive;
regulations prohibit the IC from covering many expenses involved in
recruitment such as travel expenses of candidates to headquarters
and the inability to recognize qualitative differences among
schools; and,
-- these problems are not present to the same extent throughout the
IC--NSA and CIA appear to have a competitive advantage.
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This initial effort was sufficiently informative that the scope of the
study was expanded by OP to include area specialists and language specialists;
an effort is being made to include clerical/secretarial skills as well. A
copy of the terms of reference and a propose report outline is attached.
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Agenda
10 September 1982
MANPOWER/PRODUCTIVITY INITIATIVE
STEERING COMMITTEE AGENDA
THURSDAY, 16 SEPTEMBER 1982
1. Introduce Steering Committee members
Discuss background and scope of effort
3. Identify composition of Working Committees
4. Determine scope of each WC's responsibilities
5. Discuss TOR and Report Outline and revise where necessary
6. Discuss data collection strategies
7. Establish schedule
8. Determine administrative support
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TOR
13 August 1982
LONG-RANGE MANPOWER AND PRODUCTIVITY INITIATIVE
INTRODUCTION
Of all the issues to emerge from the 1985 Capabilities Study requiring
coordinated and sustained Community attention, none did so more clearly than
that of manpower. The Community relies on the interdependent efforts of a
skilled workforce to ensure the successful collection, processing, and
analysis of timely and useful intelligence. For the remainder of this decade,
the Community will compete in a labor market that will grow increasingly
tight, as in the case,of scientists and engineers, or shrink, as in the case
of language specialists. The earliest that advanced technologies can be
expected to make a significant contribution to the increasing number of
responsibilities being assigned to the Community is the beginning of the
1990's; some limited machine assisted capability will begin in the mid-
eighties. As a consequence, the Community must seek to retain, retrain, and
recruit as aggressively as possible in the coming years, while at the same
time planning to take maximum advantage from such innovations as the Artifical
Intelligence based office and workshop of the future. Dedicated and
insightful planning will be required to assure that the necessary specialty
and managerial skills will be available throughout this transition period.
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OBJECTIVES
The objective of this effort is to present the DCI with an investment
strategy that addresses the manpower/productivity requirements of the
Intelligence Community into the 1990's. This requires detailed knowledge of
the Community's historical employment trends as well as reasonable estimates
of the likely demand for specific manpower skills in both the public and
private sectors for the time frame from 1985 and into the 1990's. At the same
time, the supply situation during these periods must be addressed in order to
determine the Community's relative competitive position, and where it might
best invest its limited resources in order to meet its manpower
requirements. Budgetary, personnel, and grade-scale ceiling constraints are
likely to impinge further on the Community's ability to meet additional
demands for services with pure manpower. Hence the need for the IC to
investigate aggressively the opportunities available in the man/machine
tradeoff provided by the "office" and "workshop" of the future. Finally, the
working environment of the 1990's is likely to make additional demands on
managers and executives which will necessitate particular attention to total
career development.
ORGANIZATION
The study effort will involve three working committees, and a steering
committee. The working committees will consist of the following:
o Science and Technology Advisory Panel
o Intelligence Production Council
o Foreign Language Training Committee
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They will be responsible for pursuing a line of investigation along the
general terms outlined in this document with regard to the following three
general skill categories:
o foreign languages
o area studies
o physical and biological sciences
Their efforts will be coordinated by the steering committee composed of a
representative from each of the working committees and from the Office of
Planning; this group will issue a common terms of reference, a report on
findings, and a set of recommendations.
METHODOLOGY
The manpower/productivity study will consist of three parts: a
compilation of forecasted demands and a survey of the likely supply of skilled
manpower in the categories noted; a survey of the office and work shop
technologies likely to be available into the 1990's that address specific
problems, e.g., language translation; and a series of recommended investment
strategies as a function of projected budgetary constraints and manpower
ceilings. The coordinating committee will manage the preparation of more
detailed terms of reference which address the following subjects:
a) Supply and Demand for Skilled Manpower (1985 and into the 1990's)
Discuss the present IC manpower complement by specific skills categories,
and estimate their size and composition for the time periods under
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consideration. Identify those skills which are likely to be in generally
short supply, and those which will be in excess supply.
b) Office Automation
Discuss the extent to which office automation has been employed by the
Community, and where it is being considered, and identify those technologies
under development both internall and externally that hold promise for broader
Community application.
c) Recommended Investment Strategies
-- Determine those factors which impact adversely on the Community's
ability to recruit, retain, and retrain manpower.
o Recommend general and specific incentives to retain Community
o Recommend internal and external training/retraining
particularly for skills that will be in excess supply due to
changing requirements.
o Recommend IC/US Government stimulation to academia for those
skills in short supply, or establish specific programs to
support the development of specific critical skills.
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Determin.e.where office automation must be introduced in order to
maintain a current capability, where it should be introduced to
enhance a current capability or provide a new capability.
o Recommend a phased acquisition program, and a research program
where needed.
-- Determine the organizational and managerial changes likely to result
from the anticipated changes in the man/machine ratio.
o Recommend career development patterns appropriate to this
changing environment.
TIMING
The response to the Manpower/Productivity Initiative, by necessity, will
be sequential. The f-irst order of business will be to develop coordinated'
terms of reference for each of the two major areas of investigation; this
should be accomplished by 30 September 1982. The Recommended Investment
Strategies should be accomplished jointly by the various working groups. The
manpower issues--supply, demand, and training--will be due by 31 March 1983.
Recommendations on capital acquisition and career development-will be due on
30 June 1983.
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MANPOWER/PRODUCTIVITY INITIATIVE
REPORT OUTLINE
Present Community critical skills profile (technical, language, area, and
if possible, clerical/secretarial)
1. comfortable?
2. short?
3. in excess?
b. What are the turnover rates?
c. Figure of Merit
II Demand
What skills will be needed and in what magnitudes?
a. What present skills will:
1. remain in demand?
2.. require further development?
3. become obsolete?
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b. . What new skills will be required?
III Supply
a. National population and education trends
b. Other competition for skills:
(1) DoD
(2) Private Sector
(3) Academia
IV Changing expectations of the work force.
a. Participation
b. Career determination
c. Alternative career patterns
d. Leadership legitimacy
e. Salary and benefits
V Implications for the Intelligence Community in its ability to:
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VI Productivity enhancements (distinction between required automation--
dictated by the nature of the capability--and discretionary automation--
suggested by the nature of available resources)
a. Where is basic mechanization/automation still lacking?
b. Identify present advanced and emerging office technologies of
potential use to the IC.
c. Determine where in the IC these technologies are being employed or
are contemplated.
d. Determine where in the IC these technologies will be:
(1) critically needed.
(2) highly. desirable.
(3) nice to have.
VII Recommendations
a. Recruiting - The Intelligence Community is burdened by a very
cumbersome recruitment process, largely as a result of very
stringent security requirements. A preliminary survey by the STAP
indicated that a number of the barriers in the current process are
of questionable validity, and apparently easily and inexpensively
eliminated. Each element of the recruitment process needs to be
challenged with the objective of eliminating those that are no
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longer valid. .Techniques in practice by the private sector should
be reviwed for possible adoption.
b. Retention - The Community has begun to experience difficulty in
retaining sufficient numbers of personnel in particular skills
categories. So far this is confined primarily to technically
qualified personnel and economists, although-competition for other
skills also is likely to increase as the private sector and DoD
compete within a shrinking manpower pool. While attention has
focused on competitive pay with the private sector, this is an
incentive over which the IC has the least amount of control.
Qualitative issues must gain in importance as a means of recruiting
and retaining skilled manpower if the Intelligence Community is to
compete successfuly with the private sector.
c. Training - Training and education are likely to become an
increasingly signficiant element in individual career plans. The IC
will need to respond with g.-eater personal career enrichment
opportunities in its competition with the private sector, and
training will be a significant element in that effort. Thus,
training will be called upon to: retrain personnel with obsolete
skills for position in high demand areas; remedy deficiencies in
formal education; impart skills unique to intelligence; and provide
personal career enrichment.
d. Government stimulation - The chasm that developed between government
and academia during the Vietnam War years has-yet to repair itself
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completely. The IC has suffered from the diminished access to the
full range of academic research, while the academic community has
had to adapt to a reduced level of Federal funding. The Community
must address the issue of whether the separate initiatives of its
members are sufficient to encourage the repair of this rupture and
provide increased financial support to the academic sector, or
whether the Community-at-large, or even the Federal Government,
needs to be mobilized.
e. Automation - The nature of the tasks to be performed by the
Community, their volume and variety, and the likely restraints on
manpower growth will result in an increasing reliance on automated
office technologies. In addition to identifying where they will be
most needed, the Community also needs to identify which technologies
will be developed by the private sector regardless of Community
demands, which will require some Community encouragement, and which
will be done only in response to Community requirements.
f. Career enhancement - Dual track is an issue that has-been raised
time and again, yet there appears to have been little visible
.results from all the discussions. Dual track systems exist
throughout the Federal system in varying forms, and particularly in
a number of agencies whose personnel are similarly qualified and
employed. It is perhaps time to address the pros and cons of this
issue in a comprehensive manner, and decide to do something or
declare it not worth considering.
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Career development - Whatever the recommendation concerning dual
track, the Community must address the issue of career development.
The emerging generation of skilled manpower is demanding a greater
role in determining its career goals and options. The private
sector has begun to respond to this demand and will likely do so to
a greater degree in the future, thus increasing its competitive
advantage with respect to the public sector. This subject has
received a great deal of lip service, but to date has remained an
issue of third order priority.
h. Community managerial needs - The need for personnel with broad
Community experience is increasing with the-growing interdependence
of its members. This interpendence is a result of the increasing
size of its budget, the growing complexity of its systems, and the
expanding scope of its mission. The Community in large measure has
been led by-people who acquired broad experience by virtue of their
having grown with intelligence since its inception. If this
attribute is to be perpett'ated, the Community will have to take
deliberate steps to see that it happens.