DDA EXCHANGE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00114R000100120001-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 48
• Document Creation Date: December 12, 2016
• Document Release Date: August 23, 2002
• Sequence Number: 1
• Publication Date: January 1, 1979
• Content Type: CIAPER

secret '
j1979
DDA/MAS OFFICIAL RECORD COPY
?xc ang?
secret
 Tell me and I'll forget,
Show me and I may remember,
But involve me and I will understand.
YRGHT
 A quarterly publication for the exchange
among DDA personnel of ideas, concepts,
information, and techniques that are of com-
mon interest.
WARNING NOTICE
Intelligence Sources and Methods Invoked
photo apM in this issue carry the overall classif-
cation of 1M article in which they appear.
2 SECRET
 x~ staff index
COMMENT .............................................. 4
THE DIRECTORATE
Major Challenges in 1979 .............. 8
ABOUT DDA .......................................... 14
AIDS ........................................................ 36
FEATURE
A Touch of Class ............................ 42
Do More with Less ........................ 46
INNOVATION ............................................ 50
IN CONCLUSION .................................... 56
 comment
For those in the DDA who have had the
opportunity to serve abroad, you can readily
appreciate the close cooperation-in fact,
the actual integration-that takes place in
melding the functions of the DDO and the
DDA into a single Agency mission abroad.
That integration process is vital to the work
of the DDO and indeed instrumental in as-
sistin the DDO in accomplishing what it
does
The ease of the effort between operations
and support stems from a history shared by
both directorates, reaching back to the OSS
during World War II. While there may have
been various permutations in the wiring dia-
grams of each respective component, the
end result was the same: effective support to
our operational activities. As the mission of
the Agency evolved from large-scale para-
military and covert action programs to an
emphasis on the traditional espionage, the
job of support to our operations became
more difficult. Dwindling positions overseas
required.that the DDA do its job with fewer
personnel, yet the complexity of our oper-
ations increased, and the accountability be-
came more stringent. No longer was it suffi-
cient to accomplish the difficult, but to do so
with complete regard for propriety, legality,
and efficiency. As we moved from large
support structures in our overseas stations
to what is now referred to as "minimum
manning," we called upon the DDA to insure
that we continue to enjoy the best of support
and also to take additional care that our
stations' finances, logistical records, and
personnel needs remain in good order. D
The fact that the DDO wears a variety of
covers in its overseas activities places an
added burden upon the process of adminis-
tering our personnel abroad. Whether that is
done through an executive department's or-
ganization, through a nominal arrangement,
or through a nonofficial cover entity, we have
an insatiable desire for our needs to be
satisfied with a standard throughout and
take for granted the timely administration of
a dozen or so different payrolls. The mission
of the Agency has been paramount in the
lifestyle of those who support our operations
 25X1A
John N. McMahon
Deputy Director for Operations
 and is manifested in the dedication of end-
less hours worked to insure that a support
requirement is filled. F-1
We accept a communications system sec-
ond to none as a given. We are content that
we could not settle for less. We have seen
that communications system respond in
times of crises when other systems have
failed. ^
The network of logistic support which
stretches to every corner of the world has
developed a reputation where silence from
complaint is qui mony to the efficiency
of. the operation
The rather unique demands of the DDO on
its personnel and dependents have stimu-
lated within the Agency a refined and atten-
tive medical program. We assign families
overseas with confidence, knowing that their
medical well-being is properly served.
I could go on with a litany of appreciation
running through the offices of the DDA, such
as Security, Personnel, Data Processing,
etc., and the significant role they play in
supporting our operations. E-1
While I have focused on our overseas
operation, it is obvious that the same co-
operation exists in Washington. The support
personnel in the typical DDO division or staff
are an integral part of the policy decisions
that take place in those divisions. Again,
while their respective expertise may distin-
guish the DDA officer from the DDO officer,
the participation is as a unit.
Unlike most functions of the Agency that
can rely on academic graduates to bring the
necessary training and expertise to their
work, the DDO must train its own. It does so
through emphasis on our OTR programs and
on-the-job experience. Because of this, the
DDO invests heavily in the training process,
not only in the time our young officers spend
in the training process, but also in the as-
signment of qualified operations officers to
OTR. Apart from the operational training
curriculum, however, OTR has stayed
6 SECRET
 abreast our changing world and has made
available to our personnel the latest in tech-
niques for management and leadership. The
arduous schedule of our training courses has
been made tolerable by first-class training
facilities that are not only functional but also
highly maintained
All of this is not to say that operational
support is without challenge and our needs
completely satisfied. As laws, restrictive con-
trols, and limiting regulations impact on the
facility of operations, heavier is the burden
on the administrative personnel to conduct
our support as effectively as ever.
I think it is appropriate that I express, in
behalf of the DDO, our appreciation to the
DDA, which has served us well and strives to
make our difficult operational job that much
easier.
It is also an opportunity to note that this
month Jack Blake, the current DDA, will
retire. The annals of Agency history already
have recognized the contribution that Jack
Blake has made, and his record is replete
with Agency awards and medals. Recently he
was selected as the recipient of the National
Civil Service League Career Service Award.
We in the DDO, however, benefited consider-
ably from Jack Blake and want to extend to
him our official gratitude and farewell. He is
the epitome of a leader and manager who
also knows how to support.
 the directorate
MAJOR CHALLENGES IN 19790
In this, our first DDA Exchange issue of the
new year, the Office Directors were asked to
share with readers their answers to the
question:
What is the major challenge that your
COMMUNICATIONS= 25X1
25X1A
Accommodating changes in our operating
environment is the major challenge to OC
today. 0 25X1
Overseas perks are disappearing while in-
flation and the shrinking dollar, along with
crime and terrrorism abroad, are making
overseas living less and less attractive to our
personnel. Nevertheless, we must keep hun-
dreds of highly motivated, conscientious
professional communicators workinR5X1 A
throughout the world. 25X1
 Throughout these changing conditions, we
must continue to operate an effective, effi-
cient worldwide network accommodating
ever increasing volumes of traffic while si-
multaneously facing decreases in fiscal and
human resources. Although the challenges of
1979 may be somewhat unique to our orga-
nizational history, the men and women of OC
have always met challenges with consider-
able flexibility and ima ination. Next year will
not be an exception
DATA PROCESSING=
Clifford D. May
In the 15 years that ODP has been in
existence, it has grown into one of the most
diversified and technically sophisticated
computer facilities in the country. This so-
phistication has been brought about by
ODP's efforts to bring computer support as
close as possible to the end user and to
simplify its use. The computer is no longer
the sole domain of the computer profession-
al but is now the day-to-day working tool of
the budget and fiscal officer, the logistics
officer, the personnel officer, the intelligence
analyst, and the office secretary, to name a
few. At their fingertips, we have placed the
ability to perform such diverse tasks as eco-
nomic modeling, word processing, text anal-
ysis, statistical computations, and graphic
presentations. _
To maintain, improve, and broaden this
type of computer support to the Agency and
the Intelligence Community, ODP must at-
tract and retain a complement of highly
skilled, competent, and imaginative special-
ists, far superior to those required in a more
static and conventional computer installa-
tion. In light of the salary ranges, working
environments, and fringe benefits available
in the private sector to computer specialists
 of this caliber, the major challenge facing
ODP in 1979 is the recruitment, compensa-
tion, and retention of personnel with suffi-
cient skill to allow the Agency to continue to
enjoy the breadth and depth of computer
services to which it has become accus-
tomed-and without which it can no longer
function effectively. 71
FINANCE Q
"Doing more with less" has become a
recurrent theme throughout the DDA and the
Agency over the last several years, and OF is
no exception.
A multitude of forces continues to con-
verge on this one common point. Executive
and Congressional interest in the execution
of Federal agency programs in general and
National foreign intelligence programs in
particular have prompted demands for more
financial and budget related data both inter-
nally and externally. Controls, checks and
balances over the use of official funds are
being continually fine tuned in response to
internal management and external oversight
requirements. New interpretations or reaffir-
mations of old attitudes, some of which have
taken the form of a Privacy Act or a Freedom
of Information Act, have generated new ad-
ministrative requirements. 0 25X1
While meeting these challenges and con-
currently striving to adapt "state of the art"
technology to CIA financial and budgetary
requirements and processes, OF also contin-
ues to play its traditional day-to-day roles of
accountant, auditor, banker, and paymaster.
All of this we have and must continue to do
with limitations on our only resource-
people 25X1
Our challenge then, in 1979, is to find ways
and means of maintaining the continuing
integrity of Agency financial operations and
meeting demands for more information on a
timely basis while, at the same time, stream-
lining and improving procedures consistent
 with "state of the art" technology and other-
wise improving the overall cost effectiveness
of our operations.
~7
LOGISTICS=
James H. McDonald
The major challenge facing OL will be to
conclude action started 3 years ago with
X1 GSA to lease approximatelquare
feet of space, design and configure to our
requirement, and effect the moves required
to meet increased demands for space in the
Headquarters Building=
Our needs for more space stem from a
variety of requirements, primary of which is
the conversion of Headquarters offices to
special-use space for expanding computer-
oriented programs (such as SAFE). Addition-
ally, we are seeking to alleviate the extremely
crowded conditions in Headquarters Build-
ing as well as accommodate new functions
that must be located in Headquarters Build-
ing. As always, the key issue and most diffi-
cult decision to make is who (and which
components) will be required to move out of
Headquarters Building into the newly leased
space. OL is charged with developing recom-
mendations for EAG decision on this sensi-
tive and controversial subject. 0
MEDICAL SERVICES=
Charles A. Bohrer, M.D.
While I can see the value of identifying the
challenge, which in essence would amount to
predicting the future, I have become very
humble and cautious about doing so for a
variety of reasons=
However, given continuation of past level
of support for OMS mission and function by
senior management, the major challenge has
been and continues to be the recruitment
and retention of qualified personnel. That
challenge could, in short order, be turned to
a different challenge if this office should be
reduced in strength. The major challenge
25X1
25X1
25X1
 25X1
25X1
then would be deciding what function would
be eliminated. Reduction in strength by sa-
lami-slicing is no longer possible. Any reduc-
tion would require discontinuance of a ser-
vice or a function
F. W. M. Janney
The major challenges facing OP in 1979
are:
? Development and institution of modifica-
tions to the Agency's personnel manage-
ment system in accord with the DCI's
decisions relative to policy changes and
emphasis.0
? Collaterally institute efforts to improve
visibility and employee understanding of
the primary features of the promotion,
career development and comparative
evaluation systemsI
? Monitor and evaluate personnel man-
agement as implemented through dele-
gations of authority and responsibility to
the Heads of Career Services and their
Subgroups. 7] 25X1
SECURITY =
Robert W. Gambino
The greatest challenge facing OS in 1979
relates, as might be expected, to a recent
and awesome case of espionage involving a
former Agency employee. It also ties in to a
significant number of other cases over the
past 18 months where classified information
has been improperly removed from Agency
buildings or revealed to unauthorized per-
sons.
The crux of the challenge lies in strength-
ening security discipline and increasing em-
ployee motivation toward the goals of the
security program. Key to all this is involve-
ment; involvement by managers, by supervi-
sors, and by all Agency employees. With
such involvement (read "caring"), there are
 no security threats we cannot meet success-
fully. To promote such motivation, through
security awareness programs, is our reatest
challenge as we enter the new year.
TRAINING (U)
Harry E. Fitzwater
OTR faces a double challenge. The first is
to meet a number of new requirements in
such fields as management training, analyst
training, and operations training. The other
task is to improve the effectiveness of all
OTR training programs by making sure that
individuals who receive training participate
to the fullest and that they demonstrate, as
part of their training, accountabilit for the
5X1 subject matter which is covered
 about dda
INDEX
The Agency Travel Policy Committee .. 14
Security: New Dimensions and Chal-
lenges .................................................. 17
It's Hard to Remember After 25 Years.. 19
The Photographers ................................ 20
Using Psychological Tests for Personnel
Selection: Computer Programming .. 32
THE AGENCY TRAVEL POLICY
COMMITTEE (U)
OF E] 2~t,/
traveler?
Have you ever wondered why traveling for
"Uncle" these days is less enjoyable than
you once found it? Have you wondered why
there is continual insistence that you take the
cheapest air fare available, use the smallest
rental car, stay at a less than posh hotel?
Have you been wondering why your own
costs incident to your official trips have risen
over the years? More important, have you
ever asked yourself who or what is responsi-
ble for those decisions which predetermine
what your entitlements are as an official
This may surprise you, but the problems
we face as official travelers do not trace back
solely to Agency travel regulations. Basic
travel rules have not changed. The primary
objective has always been to get the TDY or
PCS traveler from here to there and back at
minimal cost to the Government. The real
 change has occurred in the circumstances or
conditions that affect the cost of travel in the
world outside our walls. Reduced rate air
fares have proliferated like rabbits in recent
months. Discount auto rentals have become
the norm rather than the exception. The
more expensive lodging and eating estab-
lishments can be avoided everywhere with
no substantial inconvenience or detrimental
effects on the efficiency or well-being of the
traveler. Regulatory provisions are-now be-
ing fine tuned so as to benefit whenever
possible from the many travel cost savings
opportunities that have become available in
recent years
Enter the Agency Travel Policy Committee
(TPC), a panel of six senior officers whose
function is to:
advise and assist the DDA in the timely
review and adoption of Agency travel poli-
cies and in the coordination of travel regu-
sive to the needs of the DDA in providing
administrative guidance and support for
Agency travel activity. The TPC also acts as
the primary impetus in keeping Agency travel
policy consistent with general government-
wide policies and practice. Recommenda-
tions for changes in Agency travel policy,
regulations, or practices frequently come
from the office of the DDA. They also origi-
nate from any of a variety of other sources-
the Central Travel Branch, an administrative
or operating official, an employee sugges-
tion. They are often prompted by a GSA
publication, GAO decision, or State Depart-
ment practice. The TPC is responsible for
evaluating all recommendations and trends
in light of legal requirements, equity, econ-
omy, administrative feasibility, and consis-
tency of application. Existing policies and
regulations are under constant review to find
ways of improving efficiency, reduce costs,
and to ensure they are not in conflict with law
or other regulations. The DDA, other senior
officials, and, in fact, all Agency employees
rely on the Committee to provide timely and
The first responsibility of this deliberative authoritative advice concernin travel poli-
body, as an arm of the DDA, is to be respon- cies, problems, and practices. L]
 25X1
The TPC is headed by a chairman desig-
nated by the DDA. Each of the Agency's four
Directorates and OGC selects a senior offi-
cer to represent them as a voting member of
the Committee. There are, in addition, two
non-voting members: the Secretary-Advisor
and the Central Travel Advisor. A represen-
tative from the office of SSA-DDA sits at all
meetings and, on occasion, guests from
other Agency components may be requested
to appear in an advisory ca acity concerning
special travel situations
The activity of this Agency is such that
there is frequent need to get a job done at a
location where an employee with the re-
quired expertise isn't. Since it is almost
always impossible to pack up the job and
move it to the employee, the employee is
requested to pack up and go to the job. How
the employee gets there, is maintained in
place, and returns to the point of origin is a
matter of great concern to the Agency, to
Congress, and to the Executive. The cost of
travel and related costs for transportation
and storage of personal effects amount to
approximately 5 percent of the total Agency
budget. However, the number of regulatory
pages devoted to travel and thereby govern-
ing the use of that 5 percent is second only in
number to those covering personnel admin-
istration. 25X1
Who originates travel policy? Where do
the travel regulations come from? It all starts
at the very top; through the legislative proc-
ess in Congress, and from the Executive
Offices (primarily OMB) assisting the Presi-
dent. Regulatory-type pronouncements from
the White House are usually issued in the
form of Executive Orders which, for our
purposes, are law. Executive policy guidance
is normally disseminated in a bulletin issued
by the OMB. Statutory enactments are re-
duced to regulatory format (the Federal
Travel Regulations) by the Federal Travel
Management Division, GSA, and are gener-
ally applicable to all Federal Agencies. The
Comptroller General of the United States is
also very much in the act. CG decisions, at
the very least, will set standards for policy
and some will become law if and when incor-
 porated into the body of Federal Travel Reg-
ulations. The entitlements prescribed within
this framework of statutes, policy, and regu-
latory material are the maximum allowable
almost without exception. Each agency may
then develop (when necessary and within the
total framework) its own regulations tailored
to its specific needs and circumstances. The
tailoring function in this Agency is erformed
by the Travel Policy Committee
Today, new skills and knowledge must be
developed in order to cope with all facets of
technological growth. In OS, the traditional
functions of personnel, physical, and techni-
cal security have been in a state of constant
change in order to afford the Agency the
best possible support. Now there is another
dimension to security that is demanding
evermore attention, namely, computer secu-
rity. This field incorporates computer tech-
nology with the traditional aspects of secu-
rity to protect and preserve the integrity of
data in information systems.
Providing security to a computer system is
a multifaceted problem encompassing phys-
ical security, personnel security, operational
procedures, computer hardware features,
and programming and software conventions.
Contending with continual changes in the
computer industry's products, which until
recently were not designed with security in
mind, further complicates this problem.
The current and increasing concern for
data security is the result of three major
interrelated factors:
? The first is the dramatic technological
advancements in computing hardware
and programming systems.
? The second is the evergrowing need of
government to process larger quantities
of data as rapidly as possible.
 The third factor, the result of greater
availability of digital communication
facilities and terminal devices, is the in-
creasing emphasis on providing "com-
puter power" at the remote operations
level. The growth and magnitude of com-
puter presence at remote locations is
illustrated by approximately 1900 re-
mote terminals currently in use through-
out the Agency. In the near term, that
number of terminals will probably dou-
ble. Concurrent with this trend is the
anticipated growth of the minicomputer
applications, which will further facilitate
the change to a "paperless society" and,
one hopes, enhance t ency's effi-
ciency and production.
The benefits derived from the uses of
computing systems are dramatic. As access
to information is extended outward to oper-
ating levels, however, security measures
must correspondin ly extend outward to
control access
OS and the operating components have
implemented certain procedures to protect
against the loss of any vital data stored and
processed by these systems. The data secu-
rity measures being developed today are
needed to prevent disclosure to, or modifica-
tion by, unauthorized persons. An example
of the data security measures instituted by
OS and ODP is the identification of users
through the use of individual passwords
made possible by software constraints and
verified by an audit trail.I I
The technological advances initiated by
the badge machine, which uses the unique
combination of numbers and personal code,
may lead to the incorporation of this concept
into better security for the log on/off proce-
dure used for cathode ray tube (CRT) termi-
nals. Present research in ADP technology
suggests the possible use of voiceprints or
fingerprints as un. u identifiers for Agency
authorized users
To continuously maintain the integrity of
Agency systems, OS conducts an annual
survey of all remote terminals, attempting to
ensure that users are aware of their respon-
 sibilities and that the procedures remain
sound=
Effective security procedures are tailored
to the user's need and should not be forced
into inappropriate areas. Efficiency, coupled
with good security, insures a viable computer
system
IT'S HARD TO REMEMBER AFTER 25
YEARS Q
Have you provided the OP with copies of
DD 214's, military orders, or military dis-
charge papers to verify your active duty
service for leave and retirement purposes?
Did you include all former government
service on Standard Form 144 at he time
you entered on duty with CIA?
If your answer to either of the above ques-
tions is no, now is the time to update your
records. Don't wait until you are ready to
retire, because you may encounter delays in
obtaining verification of claimed service. And
not to be overlooked, additional credit for
service may affect your annual current leave
With certain exceptions, credit for leave
accrual rate and retirement is given for ser-
vice, both civilian and military, performed for
the Federal Government. Service performed
for other employers is not creditable. Credit
is given for service in the executive, judicial,
and legislative branches of the Federal Gov-
ernment and in the District of Columbia. The
service may be performed at different times
and in n or more agencies of the Govern-
ment]I
If you have questions regarding your prior
Federal service, contact OP, Transactions
 25X1
25X1A
THE PHOTOGRAPHERS
From time to time, articles have been
published in DDA Exchange describing
some of the unique activities performed by
DDA careerists. We have read about the
communicators, the occupational health
nurses, the couriers. This article describes
the photographers-those assigned to the
Photography Branch of the Printing and
Photography Division. And how better to
"write" about their activities than in pic-
tures?=
Part of the "photo team" and a variety of
equipment that is frequentl used to record
the photographic requests
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 P&PD photographers busy "doing their
thing." Note that the photographer must be
close to the action and involved for a suc-
cessful picture. The President's rapid move-
ment makes focus difficult. Therefore, cam-
era and light are pre-set and many quick
grab shots are taken. =
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 Aerial photo taken from helicopter. Doors
are removed from aircraft before leaving
ground to facilitate ease of camera move-
ment. This also makes the job much more
thrilling for the photographer! 0
SECRET 31
 25X1
25X1A
USING PSYCHOLOGICAL TESTS FOR
PERSONNEL SELECTION: COMPUTER
PROGRAMMING F__]
The selection of personnel best suited to
an office's working environment has typically
depended upon interview data, previous job
histories, and references. Selection can of-
ten be significantly improved through the use
of tests which successfully identify persons
who possess the skills, abilities, attitudes,
habits, or personality traits required by the
particular job. However, EEO guidelines have
been the cause of great concern to manag-
ers and employers who are accustomed to
making employment decisions based upon
results from tests or other selection proce-
dures. According to the Federal Register
(Vol. 42, No. 251, 30 December 1977):
The use of any selection procedure
which has an adverse impact on the
hiring, promotion or other employment
or membership opportunities of mem-
bers of any racial, ethnic or sex group
will be considered to be discrimina-
tory and inconsistent with these guide-
lines, unless the procedure has been
validated in accordance with these
guidelines ..0 25X1
Therefore, the problem arises in which one
must choose a selection procedure which
differentiates between persons who are able
to perform the job in question and those who
are not and which satisfies the requirements
of using validated personnel selection proce-
dures as set forth in the EEO guidelines. The
solution to this difficult issue is to employ a
valid test. E] 25X1
Formal test validation is a necessary part
of any effective personnel program which
uses tests in order to facilitate the selection
of qualified employees. The validity of a
paper and pencil test is usually defined in
terms of the relationship between scores
obtained on the test and ratings obtained on
 some observable criterion, such as perfor-
mance on the job. When a person's score on
the test is high and the individual's job
performance rating is also high, a positive
correlation exists between the two mea-
sures. If the magnitude of the correlation is
sufficient, we call the test a "valid" indicator
of the job performance criterion. A properly
validated test can be used as a selection tool
which can predict an applicant's potential for
success in the job-before he is hired. Vali-
dation studies of this type are instrumental
in responding to two concerns frequently
voiced by management:
? Are we rejecting high quality applicants?
? Are we expending valuable time and
resources by processing many appli-
cants who will probably never develop
the skills necessary to perform efficiently
on the job? 0
Test Validation Applied to Computer
Programming
The Psychological Services Staff (PSS) of
the OMS regularly conducts studies to vali-
date existing paper and pencil tests. PSS
has recently completed a validation study for
ODP using information from the commer-
cially available Wolfe Aptitude Assessment
Battery for Programming (AABP), the Agen-
cy's own Professional Test Battery (PTB),
and recent ODP supervisory job perfor-
mance ratings. The study, conducted in
close coordination with ODP, was designed
to determine how well job performance in
computer programming can be predicted
from data obtained on psychological tests.
It was found that both the AABP and
portions of the PTB are highly valid predic-
tors of overall job performance in computer
programming. Statistical analyses were per-
formed relating scores on the AABP and
PTB to ratings of job performance on each of
four dimensions: programming performance
 (PP), programming aptitude (PA), manage-
ment/supervisory potential (MS), and sys-
tems analysis aptitude (SA). The results
clearly substantiate the predictive value of
the AABP and PTB on all four dimensions of
job performance and especially for the di-
mensions PP, PA, and SA. This, of course,
underscores the value of both the AABP and
the PTB as predictors of subsequent pro-
gramming performance and as a yardstick
for estimating pure programm' ptitude
and systems analysis potential.
PTB as an Applicant Prescreening Device
In addition to being a valid predictor of
computer programming job performance,
the PTB has been demonstrated to be im-
mensely useful in predicting scores on the
AABP test. The excellent predictability of
performance on the AABP is, in addition to
being interesting, of substantial practical sig-
nificance. A
appl4cants are tested usen
the PTB in
tOrly-
across the country. Field testing with t e
PTB can therefore serve a useful prescreen-
ing function. This could result in the saving of
large sums of money currently being in
vested in the administration of the compara-
tively expensive AABP to many questionable
candidates for professional data processing
careers in the Agency. Results of scores on
PTB tests could also provide a basis for
deciding whether or not to bring the appli-
cant to the Headquarters area for interviews
and/or further testing. sa
Any component involved with ADP func-
tions, such as NPIC, OWI, ODP, ODE, and
IMS can apply the results of this validation
study in selecting personnel with aptitude for
computer programming.
The PSS is prepared to make predictions
of suitability for placement in jobs requiring
general programming ability or other specific
ADP skills, using PTB. While such predic-
tions will probably never be error-free, they
are better (by a very considerable margin)
than guessing, and, when used together with
 xi 0
Copies of the full 83-page report describ-
ing the study in detail are available. Ques-
tions and/or requests for copies of the report
may be directed to the author of this article,
Room 706, Chamber of Commerce Building.
other available information such as interview
data, additional tests, references, or pre-
vious job histories, these validated predic-
tions can play a tremendously important role
in improving the employee selection process.
 INDEX
CPR-TO SAVE A LIFE ........................
HELP! ......................................................
AID WHEN YOU NEED IT ......................
CPR-TO SAVE A LIFER 25X1
36 An OC Employee
38 Imagine how you might feel if a colleague
or family member suffered a heart attack,
39 and you had to live with the knowledge that
you had been unable to help because you did
not know how to administer cardio-pulmo-
nary resuscitation (CPR). Perhaps it would
have been too late anyway, but would you
ever really be certain? An OC employee
recently found himself in a situation where
immediate CPR was required. With presence
of mind, and a knowledge of CPR, this man
saved a life. F]
The employee and his wife were stationed
at a remote overseas location where the
health care available was minimal. Following
is a sequence of events leading up to the
necessity for themployee to administer
CPR to his wife."
The wife's first symptoms were nausea and
severe pain, at first isolated in her left armpit
 and later more general in the left upper
torso. The employee transported his wife to
a small missionary hospital. A normal EKG
and vital signs taken four hours after the
initial onset of pain led the physician to
diagnose flu. The doctor prescribed Valium
X1 and aspirin and dismissed the patient.
After spending a restless night, the patient
went into cardiac arrest at 5:00 a.m. The
employee found her unconscious after re-
turning to the bedroom after an absence of
only one minute. Her eyes were wide open
and fully dilated, and she was not breathing.
After listening for breath and feeling for
pulse, the employee began CPR. Over the
period of 30 to 45 seconds while CPR was
being administered, two isolated gasps were
emitted. The employee then gave his wife a
pre-cardial thump (a sharp rap on the ster-
num with considerable force), after which
she gasped and took up breathing unas-
sisted. However, she remained unconscious.
A call over the organization E&E radio net
X1 was given for the
OC relay station's pneolator. They arrived 30
minutes later, and the wife was again trans-
ported to the missionary hospital over 30
miles of bad road. She remained uncon-
scious for a total of 3 hours and 55 minutes
befor aining consciousness and full lu-
cidity
She again complained of severe pain, lo-
calized in the left armpit, and went into
cardiac arrest for a second time. The em-
ployee began CPR and was relieved by two
doctors in approximately one minute. After
almost three more minutes of cardio-pulmo-
nary resuscitation she again began breath-
ing unassisted.
Several months have now passed since the
initial insult. Although the employee's wife
has sustained some memory loss as a result
of hypoxia (oxygen starvation to the brain
she has a good prognosis for recovery.
It should be stressed that this employee,
who has served overseas for OC contin-
uously for the last 15 years, had only seen
the filmed program on administering CPR
 and had not had the benefit of the formalized
CPR training now given to all OC personnel
when entering on duty. The employee agrees
that although the film strip program is what
ultimately saved his wife's life, it certainly
does not take the place of tutorial training.
His message to DDA Exchange readers is
simple: "Take CPR training at the earliest
possible time. It may very well save a
Iife." =
HELP! ^
25X1
ODP 25X1A
There you are, sitting at a VM terminal,
ready to solve the problem of the day, but
you just cannot remember how to use that
tricky command. What do you do? Call for
HELP, of course.
Several years ago it became obvious that
with the many facilities available on the VM
(Virtual Machine) system, some type of on-
line documentation would be helpful. With
this thought in mind, the Interactive Systems
Branch of the Systems Programming Divi-
sion of ODP developed the "HELP" online
system. This system allows a terminal user to
query VM commands right on the terminal
and receive the command formats and addi-
tional information required to use the com-
mands effectively.
In addition to CP (the overall Virtual Con-
trol Program) and CMS (Conversational
Monitor System-an operating system con-
 trolling users' interaction with VM) com-
mands, some programs, such as SEDIT (SU-
PER EDIT, what else?), have extended HELP
to document the subcommands they have
made available. The programs with HELP
facilities include the Mag Tape command
(MT), used to mount, read, and write tapes
on VM; Batchmon (BC), used to send jobs to
the Batch system from VM; and the Proc
system, used to standardize common use
macro programming commands. 0
To find what HELP facilities are available,
a user simply enters "HELP" or "HELP
(subcommand)"" at the terminal. Documen-
tation for the HELP command itself can be
obtained by entering "HELP HELP". Instead
of displaying the information at the terminal,
a user may specify the "PRINT" option to
obtain hardcopy documentation from a hi h
speed printer in the computer center.
At the present time, many, but not all, of
the VM facilities are documented with the
HELP command. This is usually the most up-
to-date documentation available. Our goal is
to have all documentation online, using the
same files that are produced for the official
hardcopy documentation. So the next time
you are in ble on your terminal, just call
for HELP.
AID WHEN YOU NEED ITE::]
The Public Service Aid Society (also
known as PSAS) was founded in 1953 as a
result of concern expressed by senior
Agency officials for our employees who were
sometimes faced with unusual financial
problems. In those days, insurance coverage
and other employee benefits were limited
compared with the resources which are
available today. As a result, many Agency
employees, particularly those at overseas
stations, found themselves in financial diffi-
culties due to circumstances which were
beyond their control. The Public Service Aid
Society was incorporated under the laws of
the District of Columbia in December 1953
 with the specific intention of assisting those
who found themselves in this difficult situa-
In the early days of the Society, direct
financial assistance was rendered in the form
of grants or non-interest bearing loans to
meet emergency needs. When monetary ex-
penditure was not involved, aid was given in
the form of advice or counseling. The same
basic guidelines prevail today; however,
since 1968, grants are no longer provided.
Typical situations for which aid may be ob-
tained from the Society are:
? Extensive medical bills not covered by
insurance and beyond the ability of the
employee to pay.
? Emergency travel when not covered by
Agency regulations.
? Emergency assistance following fire,
storm, or other natural disaster when
federal or state funds are not available.
? Personal debts which cannot be met
with available resources because of ill-
ness or other valid circumstances= 25X1
The Society does not make loans that
could normally be obtained from the Credit
Union, conventional banks, or from personal
sources, or which are me for the conven-
ience of the employee 25X1
Employees interested in obtaining assist-
ance from the Public Service Aid Society
may call the Rersonal Affairs Branch (PAB)
on extension The counselor for 195X1 A
Society S6L up ca appointment and pro-
vide guidance in filing a request. Applica-
tions for loans must be accompanied by a
complete statement of the applicant's finan-
cial resources. All an H are handled
in strict confidence.E 25X1
In 1961, the Board of Trustees became
interested in the feasibility and desirability of
extending the scope of the Society's activi-
ties to include the granting of loans for
educational purposes in meritorious cases.
 This interest grew and developed and even-
tually culminated in the formation of a sepa-
rate organization, the Educational Aid Fund
(also known as EAF) in 1964.
Financial assistance through the Educa-
tional Aid Fund is available to the sons and
daughters of active, retired, or deceased
Agency employees and may be in the form of
grants or interest free loans, repayable after
the student graduates. More than one mem-
ber of a family may receive an award, and a
student may receive awards in successive
years if a new application is filed on each
occasion. Applications are accepted from
students entering or attending junior col-
leges and post-high school vocational
schools, as well as four year colleges.=
The Educational Aid Fund also considers
the applicants for four special awards each
year. The. Matthew Baird Award is granted to
the student demonstrating unusually high
personal motivation through self-help. The
John McCone Award is keyed to the student
whose financial need is particularly pressing.
The Frank Wisner Award is granted on the
basis of outstanding academic and personal
achievement. Finally, the Lawrence White
Award aids the student who has demon-
strated unusual leadershi ualities in per-
sonal and academic life.
Additional information concerning this
program may also be obtained from PAB on
extensionApplication forms for the
1979/1980-son-6-61 year are now available in.
Room 5E69 Headquarters, and should be
completed and returned to OP/PAB by
1 April 1979 in order to be considered for the
Fall 1979 semester. ^
The finances and activities of both the
Public Service Aid Society and the Educa-
tional Aid Fund are audited annually by
members of the Audit Staff/IG. Funding is
obtained through the annual Agency Fund
Drive, and individual donations may be made
at any time. All contributions are deductible
for income tax purposes. E]
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 25X1
DO MORE WITH LESS
I
25X1
25X1A
This is not just an empty phrase when
applied to information. With the use of
micrographics, today's managers, analysts,
professionals, and just about everybody who
uses information can have MORE informa-
tion that is MORE accessible in LESS space,
using LESS filing equipment, at LESS cost,
in LESS time, with LESS filing, and with
LESS misfiles.u 25X1
Unfortunately, when many people think of
microfilm, they still think of a record storage
tool. They think of reels of microfilm, usually
of poor quality, and of awkward viewing
equipment. This is no longer the case. Of
course, storage for both Vital and Archival
records is a major use of microfilm; however,
today, microfilm is used for every type of
information in every type of information sys-
tem. It is used for historical information,
active office records, computer indexed re-
trieval systems, engineering drawings, as
 well as publishing and republishing direc-
tives, manuals, and catalogs. It is used for
payroll files, personnel files, security files,
and reference files. In other words, just
about any information that can be put on
paper can be put on microfilm.0
Source Document microfilm is traditional
microphotography that consists of photo-
graphing a document, drawing, chart, news-
paper, or other existing physical form of
information.
OS converts security case files to micro-
fiche when they become inactive. OF con-
verts financial vouchers to roll microfilm. OC
microrepublishes its manuals and hand-
books and distributes microfiche copies to
field stationsi I
Perhaps the most significant Source Docu-
ment application is the Agency's microre-
publishing of Intelligence Reports. Practically
every report printed by the Agency is micro-
republished and distributed in film form
within 24 hours to users both in and outside
the Agency. OCR immediately receives a
silver duplicate microfiche for retrospective
reference. The original microform is for-
warded to the Agency Archives, where it is
stored in an environmentally controlled vault
for future historical or operational use.=
The Agency has approximately 80 such
active Source Document applications that in
calendar year 1977 generated over 11 million
images. This equates to 11 million pieces of
paper but occupies only 5 ercent of the
space required for paper.
Computer Output Microfilm
Just as the paper explosion that followed
Gutenberg forced us to Source Document
microfilming, the vast increase of computer
print-outs brought about by increased com-
puterization during the 1960s and 1970s has
forced us to Computer Output Microfilm
 (COM). COM is a fast and inexpensive meth-
od of recording computer output in human
readable form. In other words, COM is con-
verting information in digital form on mag-
netic tape directly to microfilm by use of a
COM recorder. Almost any information that
is stored in di ital form can be converted to
microfilm
There are approximately 270 COM appli-
cations in the Agency that generated an
additional 11 million images during calendar
year 1977. More significant than these origi-
nal images are the 40 million duplicates that
were made for reference use. This is equiv-
alent to 40 million pages of print-outs. Every
office in the DDA is taking advantage of
COM. The rapid response to questions re-
garding pay or leave is due to the use of
COM microfiche by the payroll clerks. Per-
sonnel reports, financial reports, training re-
ports, security clearance information, and
even records manage reports are all
available on COM.II
Agency Micrographic Facilities
Both Source Document and COM micro-
filming services are available in the Printing
and Photography Division/OL. These ser-
vices are available to all Agency compo-
nents. In addition to the production facility in
P&PD, there are three other production fa-
cilities in the Agency that support particular
component applications. The Agency re-
sources represented includeDemployees,
15,000 square feet of floor space, and equip-
ment valued at almost $4 million. u
The Micrographics and Word Processing
Branch/ISAS keeps tabs on this Agency-
wide activity and promotes and coordinates
the use of micrographics. MWPB consists of
four professional records managers who as-
sist all Agency components in developing
micrographic applications to help solve their
information handling problems; in training
managers, users, and technicians; in con-
25X9
25X1
 ducting studies for new applications; and in
reviewing existing applications.
New techniques, methods, equipment, and
standards are made available to all Agency
components through the Micrographics Us-
ers Group (MUG). This informal Agency
group, chaired by the Chief/MWPB, consists
of Records Management Officers, major us-
ers of micrographics, production shops su-
pervisors, research and development per-
sonnel, and other interested and concerned
Agency officials. u
No discussion on micrographics would be
complete without some look into what prom-
ises to be an exciting -future. The future of
micrographics will include color microfiche,
graphic COM, dry silver micrographic sys-
tems, updatable and erasable microfilms,
telefiche, nonconventional image systems,
and integrated systems.
A graphic COM system probably has the
most potential for immediate Agency use. A
graphics COM recorder would allow direct
microfiche production from automated text
preparation/editing systems. This would
eliminate the need to film hard copy docu-
ments and then verify the film for complete-
ness and accuracy. A graphics COM system
would give the capability to prepare financial
data, personnel information, and other man-
agement-type data in graphic form for dis-
play on the microfiche to support and clarify
the factual data. Some graphics COM sys-
tems are quite sophisticated and can be
used for preparation of black and white and
color movies, as well as alphanumeric and
graphic output. Q
The future is now. Advanced data process-
ing, word processing, and image processing
technologies are here. These technologies
cannot and will not coexist. They will come
together into integrated information sys-
tems, and micrographics will continue to be
a significant ingredient.0
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 25X1A
25X1 FOR YOUR CONTINUED HEALTH tests necessary for clearance on Overseas
a
d h I
R
t
25X11 OMS
In January 1978, OMS added a new auto-
mated multichannel biochemical analyzer re-
ferred to as the SMA II. This new version of
our older SMA Jr. is computer-controlled
with numerous built-in quality controls to
assure accurate results.
Many of our older employees may remem-
ber the days of manual performance and
interpretation of clinical blood samples that
seemed to take hours to accomplish. During
the late 50's and early 60's, every blood
sample tested in the clinical lab was done by
hand. Since time was a factor, the number of
tests that could be completed on any one
25 X1 Aindividual was limited to those few essential
urnee p ysic
Q.
e
Fc-v-l' TDY Standby, an
OMS continued to strive to increase the
number of tests per individual and in the
mid-sixties, launched into our first auto-
mated chemistries. The first equipment oper-
ated under a completely new concept in
automation but was limited to two tests done
simultaneously, a blood sugar and blood
urea. With added supplies, we were able to
expand the equipment by reconfiguration to
do two additional tests, uric acid and creati-
nine.0
Automation of chemistries caught on and
numerous companies entered into the re-
search and manufacturing of various pieces
of equipment, each adding more and more
tests. The Clinical Activities Division, in an
effort to provide the best possible equip-
ment, continually updated older units while
reviewing and testing new units as they be-
came available. ^
SECRET 53
 In 1970, Technicon Corporation unveiled
their SMA 12/60, a multichannel analyzer
which automatically analyzes individual se-
rum samples for 12 different biochemical
substances. SMA stands for Sequential Mul-
tiple Analysis and, as the name implies, ana-
lyzes individual samples sequentially, one
analysis following another. With this innova-
tion, every employee was afforded an array
of 12 biochemical exams on their serum,
which aided greatly in the overall evaluation
of the patient. In order to insure valid results,
a quality control program using unknown
serums supplied by the manufacturer was
initiated and proved successful. As new
medical technicians were employed or older
ones returned from overseas assignments, a
training program at Technicon's plant was
set up to provide them with the knowledge-
able background of the new concept and
provide OMS with well-qualified technical
operators of the equipment=
In January 1978, our older model SMA Jr.
was traded in for the. newer Technicon
computerized SMA II. The same sequential
multiple analysis has been continued; how-
ever, human error factors are virtually elimi-
nated with the built-in computer continually
monitoring the operation of the machine. Our
new SMA II also has the added feature of a
built-in Laboratory Information System
which can send information from its stored
data directly to our minicomputer for analy-
nd inclusion in the patient's medical file.
25X1
In addition to the built-in quality controls,
we are also participating in the International
Laboratory Comparison Service (ILCS) in
Geneva, Switzerland. On a monthly basis, we
receive two unknown serums from ILCS
which we run along with our patient serums.
Our results of the two unknowns are then
sent to Geneva for comparison with results
of as many as 900 other laboratories world-
wide. To date, our results have been well
within two standard deviations or 95 percent
of their known values, thus assuring our
physicians of accurate and valid biochemical
assays. F]
 25X1
5X1A
OMS is pleased to be able to provide
employees with the latest in automated
chemistries, audiometry, spirometry, EKG,
and other testing and will continue to insure
the best possible testing and accurate 17i
suits available for your continued health.
5X1 ARTIFICIAL INTELLIGENCE
This rapidly developing field, which entails
using machines, especially computers, to
perform tasks of various degrees of intellec-
tual complexity, was reviewed at Headquar-
ters in a seminar on 30 November 1978. The
principal speakers, Dr. Patrick Winston, who
directs the MIT Artificial Intelligence Labora-
tory, and Dr. Peter Hart, who directs the
Artificial Intelligence Center at Stanford Re-
search Institute, described the development
and applications of artificial intelligence
techniques for an audience of about 150
Intelligence Community representatives. Fol-
lowing these presentations, the speakers
were joined by of ORD
in a panel session cations
for the Intelligence Community, which includ-
ed some rough time and cost estimates for
typical development programs.=
Although there were some differences of
opinion on the state of the art as it relates to
intelligence functions, it is clearly well
beyond the threshold and warrants serious
consideration in several areas. The Informa-
tion Science Center of OTR will continue to
arrange future presentations on artificial
intelligence from time to time; the Analytical
Methodology Research Division of ORD is
ready and anxious to assist interested par-
ties in the development of artificial intelli-
gence applications.=
25X1A
 in conclusion
Recently the Chairman of the Suggestion
and Achievement Awards Committee ap-
proved recognition of the special achieve-
ments of two employees based on the rec-
ommendation that is quoted in part below:
DDA Exchange is a cooperative effort
with a large part of its continued success
resulting from the interest of the many
employee-authors who take the time and
make the effort to share their expertise
with others through contributions of arti-
cles to the magazine. With. publication of
the October issue, Volume 3 (1978) is
complete. In reviewing the year, it was
apparent that the standards of excellence
had been maintained, and it seemed ap-
propriate to select an article "that best
exemplified the spirit and purpose of the
magazine" for nomination of the author for
a Special Achievement Award. Q
Each of the eight Senior Editors made a
selection from among the 62 articles con-
tributed by DDA careerists and appearing
in DDA Exchange during 1978. From the
top four articles selected by the Senior
Editors, the Associate Editors made a se-
lection. The final tally was a tie between
two articles .... 0
. AMA
On 21 December, Mr. Blake presented
Certificates of Special Achi
g checks to
OC, for her contribution o a X1 A
Mothballs to Utility" that ap-
peared in the October iss DDA Ex-
change and to I tn ISAS, fc25X1 A
his article "T a egu a ions- here Do
They Come From?" that appeared in the July
issue. 0 25X1
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secret