DDA EXCHANGE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00114R000100120004-3
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 33
• Document Creation Date: December 12, 2016
• Document Release Date: August 23, 2002
• Sequence Number: 4
• Publication Date: October 1, 1979
• Content Type: CIAPER

DDA/MAS OFFICIAL RECORD COPY
october 1979
confidential
aa
exc anae
confidential
 A quarterly publication for the exchange
among DDA personnel of ideas, concepts,
information, and techniques that are of com-
mon interest.
Warning Notice
Sensitive Intelligence Sources
and Methods Involved
(WNINTEL)
Photographs in this issue carry the overall classifi-
cation of the article in which they appear
 COMMENT ............................................. 4
THE DIRECTORATE .............................. 8
INNOVATION ............................................ 16
DEFINITION ............................................ 18
PERCEPTION .......................................... 26
ABOUT DDA .......................................... 36
VOLUME 4, No. 4
CONFIDENTIAL 3
 comment
As Director, Equal Employment Opportu-
nity, one of my biggest problems is misun-
derstanding. Like other managers, I produce
reports, implement programs, gather infor-
mation, coordinate, provide guidance and
leadership, and cope with resource cuts.
However, much of my time, energy, and
effort is consumed by the necessity of deal-
ing with the emotional reactions to false
perceptions of "EEO" and "Affirmative Ac-
tion." The justification for all our plans, pro-
grams, and efforts under these titles is logic,
morality, and law. Everything required of us
is directed toward satisfaction of CIA's obli-
gations as a federal agency. In brief, CIA is
not being asked to "do something stupid."
Because much of the history of our society
reflects systematic and continuing discrimi-
nation against minorities and women, laws
have been provided to prevent future perse-
cution and to help compensate for past dam-
age. CIA, like other federal and state agen-
cies and private institutions, is trying to
comply with the spirit and letter of those
laws. We cannot single-handedly heal the
effects of a country's social ills. However, we
are determined to guarantee equitable con-
sideration to all applicants, potential appli-
cants, and employees. We are determined to
carry out affirmative action plans and pro-
grams to do something where historically we
had done little. (The statistics of our early
years would seem to indicate that minority
hiring and female professional development
"quotas" were zero. They were met con-
sistently.)L-i 25X1
Open hostility and the epithets-broad,
wop, nigger, spic, kike, and all the rest-
have, for the most part, fallen out of sight.
However, the disappearance of overt mani-
festations of discrimination causes us to fo-
cus on the "covert" and on the subtleties of
disparate effect-deliberate or uninten-
tional. We see vacancy notices that demand
unrelated degrees or other requirements
when what is often needed for selection is a
specific ability demonstrated by perform-
ance, knowledge, skill, experiences and rel-
evant formal education-in short, the dem-
4 CONFIDENTIAL
 25X1A
Omega J. C. Ware, Jr.
Director, Equal Employment Opportunity
 onstrated ability to do a specific job. A
memorandum soliciting nominations for a
MAG specified age-group criteria-"One
participant will be selected from each of the
following age brackets: 30-35; 36-40;
41-45." What the MAG really wanted was a
representative cross-section and forward
looking attitudes. The age criteria would not
assure this, and besides, they were illegal.
Equal Employment Opportunity and Affirma-
tive Action laws and guidelines will never
force us to hire, utilize, or promote the unde-
serving. They ask us only to be realistically
objective-oriented. They ask for good man-
agement of people resources and the sensi-
tive, objective understandin of all our re-
quirements and obligations.
In our discussions with employees in the
Management for Equality of Opportunity
course, at various other OTR courses, and in
our many meetings, formal and informal, we
often hear many misconceptions repeated
including:
Affirmative action lowers standards; the
unqualified are getting hired and pro-
moted; the main benefit of EEO and
affirmative action is provision for white
males to relieve their guilt; EEO has ruined
many careers; managers and supervisors
can no longer discipline many who deserve
it; EEO damages minorities' egos by con-
firming that they are second-class citizens;
EEO and affirmative action are not com-
patible with our concept of ourselves as an
"elite" organization; it's only a numbers
game.
None of these is true. We do not advocate
stupidity. The goal remains-the good man-
agement of all present and potential human
resources of CIA.= 25X1
Our recruitment efforts still seek the
"best" applicants. However, now we intend
to define "best" in a way that is truly rel-
evant, and to be sensitive to the impact of
our definition on all groups of citizens. Fur-
ther, we intend to seek employees in places
and groups that we have overlooked in the
past. In career development, we need Up-
ward Mobility programs that offer opportu-
nity to all non-professionals, not just to those
 25X1
lucky enough to be in the right place at the
right time or to minorities and women alone.
We must seek those with the ability to devel-
op and whose development serves the needs
of CIA. Despite these efforts some may still
believe that their race, sex, age, color, reli-
gion, national origin, or handicap is having
an adverse influence upon their career. For
those citizens we guarantee an EEO Com-
plaints System that anyone can use with
impunity, not just minorities and women.0
Rather than allow incomplete or inaccu-
rate data to generate myths and misunder-
standings, we invite you to discuss your
problems and concerns with us. Perpetua-
tion and propagation of myth and misunder-
standing slow pursuit of our important objec-
tives and impact adversely the Agency's
25X1 mission and morale. =
 the directorate
CIVIL SERVICE REFORM ACT-A BRIEF
REVIEW=
OP-Plans and Control Staff
On 13 October 1978, President Carter
signed the Civil Service Reform Act of 1978
(CSRA), which was designed to improve gov-
ernment efficiency and to balance manage-
ment authority with employee protection.
The CSRA is an extremely broad-brushed
piece of legislation, the tentacles of which
reach into most all major facets of federal
personnel administration=
Although CIA is specifically exempted from
most provisions of the Act, these exemptions
were based on reasons of protection of intel-
ligence sources and methods-not on objec-
tion to the principles and concepts of the Act
itself. As a matter of fact, several similar
features are either already in effect within the
Agency or are about to be launched. The
merit principles as stated in Title 1, for exam-
ple, cover a broad spectrum of personnel
activity ranging from recruitment practices
through equal employment opportunities,
equal pay for equal work, higher standards
of integrity and conduct, efficient and effec-
tive use of the work force, retentions and
separations to performance and protection
of employees. The prohibited personnel
practices (the "shalt nots") are equally all
pervasive. Comparisons of CSRA with CIA
regulations indicate that the latter already
contain provisions of merit principles and
prohibited practices similar to those in the
CSRA. CIA's newly developed Performance
Appraisal System, which has been approved
for implementation within the Agency, is an-
other example. Among its major features is
an advanced work plan which is an agree-
ment between supervisors and employees on
work goals and priorities for the coming
year. Against this work plan, employees will
be evaluated by supervisors and the results
recorded by a new seven-performance-level
Performance Appraisal Report. This new CIA
goals/production oriented performance ap-
praisal system appears to comply satisfacto-
rily with those provisions of Title 11 of the
CSRA pertaining to employee performance
 evaluations. Some of the other provisions of
the Act which impact on CIA to varying
degrees are:
Title 11-Civil Service Functions-CIA
can be affected under the "Civil Service
Functions" section of this title when "whistle
blowers" make allegations of wrongdoing to
the Special Counsel of the Merit System
Protection Board. The law requires that upon
receipt of information involving foreign intel-
ligence or counterintelligence, the Special
Counsel shall transmit such information to
the House Permanent Select Committee on
Intelligence and the Senate Select Commit-
5X1 tee on Intelligence. If such allegations involve
CIA, it is assumed that the Congressional
Intelligence Committees would conduct in-
vestigations.
25X1
Title Ill-Staffing
bets of the Uniformed Services-CIA is
covered under this provision oLttie Act
and is applying the new rules.
? Minority Recruitment Program to Elimi-
nate Underrepresentation of Minorities
within Grade Groups or Occupational
Services-CIA is exempt under provi-
sions of the Act, but is obligated to
comply with similar requirements in this
regard under the EEO Act of 1972
? Temporary Employment Limitation-
CIA and all other Executive Branch
agencies are covered by this provision
which limits the number of "on board"
employees on 30 September 1979, 1980,
and 1981 not to exceed the number of
board" as of 30 September 1977.
Title VI-Research, Demonstration and
Other Projects-Although CIA is exempt
from this provision, all Executive Branch
agencies are free to partici ate voluntarily in
projects under this Title
Title VIII-Grade and Pay Retention-
CIA is exempt from the provisions of Title
VIII. However, the Agency already rovides
almost all the benefits of this Title. F9
 Title VII-Federal Service Labor Rela-
tions and Title IX-Miscellaneous-CIA is
exempt from these titles and we see no
adaptive applications. M
Of those provisions being considered for
some degree of adaptation by the Agency,
the ones which will have major impact are
Title IV-Senior Executive Service (SES)
and Title V-Merit Pay. The Senior Execu-
tive Service, simply put, is designed to make
it easier for the federal government to attract
and keep top managers, to use their abilities
productively, to pay them according to their
performances, and to remove promptly
those who do not perform up to expecta-
tions. SES includes managers at the Grade
GS-16 through Executive Level IV or their
equivalents. Base pay for SES executives is
set at one of six salary levels with the mini-
mum at the equivalent of GS-16 step 1 and
the maximum at the salary for Executive
Level IV. In addition, performance awards
may be given in amounts up to 20 percent of
base salary but limited to 50 percent of the
total number of senior executives, career
and noncareer. Each year, up to 5 percent of
SES executives may receive the rank of
"Meritorious Executive" with a special award
of $10,000, and up to 1 percent may receive
the rank of "Distinguished Executive" with a
special award of $20,000. Sabbaticals and
unlimited annual leave accrual are also im-
portant features. The DDCI instructed the
D/Pers to develop an SES type system for
CIA. A task force consisting of one Office of
the Comptroller and two OP representatives
has now devised such a system, and it be-
came effective on 1 October 1979.0 25X1
A Merit Pay System (Title V) involves
managers and supervisors in Levels GS-13
through GS-15 by directly linking their pay
increases to their performances rather than
to their length of service. In other words,
employees covered under this system will no
longer receive automatic within-grade in-
creases but will be eligible each year for
merit pay increases. Managers covered un-
der this system will receive a minimum of
one-half of the annual comparability pay
 increases authorized for white collar employ-
ees. The funds for merit raises will be derived
from a combination of the remainder of the
annual comparability increases and from
funds formerly used for periodic and quality
step increases for these employees. The
amounts will vary to recognize distinction in
the performance of individual managers and
supervisors and of the organizations they
direct. Award decisions will be based on the
results of a Performance Appraisal System
mentioned earlier in this article. The D/Pers
will, upon completion of the SES develop-
ment project, undertake to study the possi-
bility of applying a merit pay system within
CIA. The merit pay task force membership
and the beginning and endin dates have not
been determined as yet.
25X1
INSURANCE SINCE 1948w
For more than 30 years, the Agency has
provided employees with an opportunity to
participate in a health insurance plan. For
nearly as long, employees have also had the
opportunity to participate in life and other
specialty insurances. This long-time offering
is the result of the establishment in 1948 of a
nonprofit corporation called Government
Employees Health Association, Inc. (GEHA).
GEHA is an employee organization which
provides insurance to participating members
and their eligible dependents. Overall direc-
tion and policy determinations for the Asso-
ciation are provided by the GEHA Board of
Directors and officers. The Board consists of
nine members who are representative of all
Agency directorates and who are elected for
a 2-year term.
One of the primary reasons GEHA was
established was to provide insurance cover-
age for sensitive and covert employees,
CONFIDENTIAL 11
25X1
25X1A
 many of whom would experience difficulty in
obtaining insurance because of the nature or
location of their assignment with the Agency.
During these many years, the GEHA organi-
zation and its ability to provide insurance
without divulging names and locations have
proven to be a unique and effective opera-
tion.
Since the early 1950s, the day-to-day work
of GEHA has been administered by OP
Benefits and Services Division, Insurance
Branch. GEHA participation and the number
of insurance programs offered to members
have expanded to the point where, today,
you may choose coverage from health insur-
ance, group term life, income replacement,
dread diseases, travel and accident insur-
ance. This coverage, combined with em-
ployee compensation and retirement, pro-
vides a comprehensive benefits program to
meet the needs of all Agency employees.
Brochures describing the benefits and cost
of thes"ans are available in the insurance
office. u
The growth in GEHA participation has
been most noticeable in the area of the
Association Benefit Plan (ABP) health insur-
ance. This is a comprehensive health bene-
fits program providing a wide range of medi-
cal benefits and protection against the cost
of a catastrophic illness or injury. One of the
many advantages of participating in this Plan
is that the government contributes approxi-
mately 60 percent of its total cost. For the
past several years, both the volume and cost
of ABP claims have increased significantly.
For 1979, it is projected that more than
33,000 ABP health insurance claims will be
submitted by policyholders. This will resul
paid benefits of more than $13.6 million.
25X1
Nowhere has this increase in claims vol-
ume been felt as significantly as in the Insur-
ance Branch, where the GEHA plans are
administered and the ABP insurance bene-
fits are determined. For several years the
Section in the Insurance Branch which set-
tles claims was inundated by the increasing
complexity and volume. As a result, backlogs
 developed and pressure mounted on the
Branch and employees. However, during the
past 2 years, a continuing review of the
claims settlement process and various
changes in this process, including a stream-
lined training program, job enrichment, pro-
duction goals and standards for claims adju-
dicators and the use of rotational personnel,
have resulted in a sharp reduction in back-
logs. Since January, this improved per-
formance has kept claims settlement below 7
days; in many cases claims a settled within
a day or two of receipt.
Looking ahead to 1980, the ABP will have
perfecting changes which will streamline the
Plan as well as add flexibility to existing
benefits. In spite of the increasing number
and cost of health services and claims, and
inflation, the cost of the ABP is expected to
increase only slightly in 1980. The Insurance
Branch is also reviewing the UBLIC life insur-
ance benefits and premiums with the expec-
tation that improvements can be rec
mended to the GEHA Board of Directors..
We hope that everyone will be aware of the
upcoming 12 November-7 December Open
Season for enrollment or changes in enroll-
ment in the many and varied health insur-
ance plans participating in the Federal Em-
ployees Health Benefits Program. An
Employee Bulletin on the Open Season and
new brochures and premium rates for these
plans will be available to all employees in
November in the Insurance Branch. Any
changes elected during the 4-week Open
Season will be effective in January 1980
Insurance coverage is an important and
personal consideration which has different
applications for different individual and fam-
ily situations. You are encouraged to review
your coverage and needs and to ask the
Insurance Branch for specific information
and assistance.0
25X1
25X1
 25X1
25X1A
25X1
THE RETIREMENT INFORMATION
SEMINAR =
pP
The Agency is now in its second decade of
providing an annual seminar on retirement
for its employees. The seminar is sponsored
by OP through the Retirement Affairs Divi-
sion. Each year the seminar is conducted in
the autumn from late October to mid-
November. This year it will be held in the
Headquarters Auditorium on the mornings of
30 October and 1, 6, 8, and 13 November
from 9:00 a.m. to noon. Q
The seminar is open to all employees, but
those from age 45 and up are especially
encouraged to attend. Married employees
are urged to bring their spouses since the
information presented and the planning re-
quired are vital to and involve them both=
The seminar is designed to assist employ-
ees to plan effectively for their eventual re-
tirement. Generally speaking, the earlier pre-
retirement planning begins, the better pre-
pared the employee is going to be financially,
psychologically, and from every other stand-
point to make the transition to retirement
status smoothly and confidently. A remark
too often heard among those attending the
seminar is, "Why didn't someone insist that I
attend this seminar years ago?" Don't let
this happen to you or to the employees for
whom you have administrative responsibility.
Employees who have attended a seminar 5
years or more before retirement and again
the year of retirement report the greatest
benefit from the seminars. D 25X1
As personnel officers, as administrative
officers, and as supervisors and managers,
we share responsibility for assisting our peo-
ple in properly preparing for their retirement
years-which in many cases will extend to
the year 2000 and beyond and will represent
25 to 30 percent of their total life cycle. I~5X1
these times of rampant inflation and soarin
energy costs, it is imperative that those for
whom retirement is on the horizon be able to
cope with these problems on a reduced
 income. Your assistance in encouraging em-
ployees to take advantage of the planning
information available to them in the seminar
5X1 will be appreciated.
The topics covered included such items as
postretirement activities, second careers,
continuing education, volunteer work, part-
time employment, financial planning, invest-
ments, residential real estate considerations,
housing and relocation, dealing with stress in
changing situations, use of leisure time, sav-
ings programs, IRA and KEOGH Plans, So-
cial Security, vocational testing and counsel-
ing, Agency employment assistance, -main-
taining one's health, types of insurance, wills,
trusts, gifts, and retiree organizations. These
subjects are addressed by a number of
speakers, both internal and from outside the
Agency, who are experts in these areas.
Another feature is a panel of former Agency
employees who have retired and who discuss
25X1 their adjustment to their new role in life.
Employees can attend any or all sessions
which are of interest to them. In order to
obtain the full benefit of the seminar, how-
ever, it is advisable to attend all five morn-
ings. In the past, the seminars have been
opened or addressed by top Agency man-
agement including the DCI and the DDA.
Interest on the part of employees, especially
in the past 2 years, has been high. Attend-
ance recently has averaged about 400 per-
sons per session, and for several sessions
the Auditorium has either been filled or has
had standing room only.
 25X1
25X1A
innovation
FIC MARKS FIRST YEAR
In July 1978, OC established a Family
Information Center (FIC) designed primarily
to assist OC employees and families during
periods of reassignment. In its first year of
operation, the FIC has had considerable op-
portunity to serve the OC family.
The dramatic events in Iran and Nicara-
gua, causing the evacuation and separation
of families, led to the establishment of a
contact program designed to provide a focal
point for evacuees' inquiries. The FIC,
through personal and telephonic contact,
assisted evacuees with news of their loved
ones, obtained necessary medical insurance
cards, answered their questions, and gener-
ally tried to keep them in the picture. The
response to these efforts was gratifying; em-
ployees and families alike appreciated the
deep interest the office took. in their plight.
When not responding to crisis situations, the
FIC was supporting OC'ers in more routine,
but nonetheless important, areas. These in-
cluded the development of a detailed list of
temporary quarters available to returning
personnel in the Washington metropolitan
area. The list provides information regarding
furnished/unfurnished quarters, short-term
rentals, and restrictions on pets. Upon com-
pletion, the list was dispatched to all posts
and has proven very helpful to personnel
returning to Headquarters area assignments.
25X1
A similar focusing process was applied to
gathering information regarding overseas
posts. Data concerning housing, scarce
items, local customs, etc., were obtained and
passed to families about to embark on an
overseas tour. Much of the best up-to-date
information resulted from interviews with re-
cent returnees. In many cases it was possible
to arrange meetings between families return-
ing from a post and those about to depart on
assignment to the same post. Additionally, a
special effort, through OC's Overseas Orien-
tation Program, was made to prepare new
employees and their families for their first
 25X1A
overseas assignment. Through coordination
at their new post and were enthusiastically
received. The FIC is continuing these efforts
while looking for new ways to assist person-
nel through the difficulties associated with
reassignment=
OC realizes that much is asked of its
employees and families and feels they in turn
deserve its best efforts on their behalf. The
FIC (with the emphasis on FAMILY) is one
such effort. In its first year, the FIC has
helped a large number of OC families
through some rough patches. In the future,
the FIC will strive to improve the assistance
OC employees and families so richly de-
serve.
Suggestions and comments are welcome,
and if the OC FIC can assist any other
component engaged in similar programs,
le~ntact n extension
 definition
WHAT ON EARTH IS AN ADMAG?F__]
h.D.
OMS Representative to ADMAG
The DDA's Management Advisory Group
(ADMAG) began on 2 July 1973 as MSAG-
the Management and. Services Advisory
Group-"to identify and study issues and
problems affecting plans, programs and ac-
tions of the Management and Services Direc-
torate and to make recommendations to the
DD/M&S on those problems studied, thereby
providing a forum for continuing dialogue
between senior management and employees
of this Directorate." Like the Directorate
itself, ADMAG has undergone a series of
changes. And while its focus has remained
the same, it has suffered a continuous iden-
tity crisis as it has struggled to find meaning-
ful issues and problems to study. E:1
The Group consists of ten representatives,
one each from OC, ODP, OF, OL, OMS, OP,
OS, OTR, and representatives of the MG
Career Sub-group and Information Services
Staff.0
In its early days, ADMAG moved from the
production of in-depth research reports to
the screening of a broad array of issues of
possible Office, Directorate, or Agency inter-
est and the preparation of brief memoranda.
The screening process continues to play an
important role, as basic detective work often
reveals that a problem brought to ADMAG's
attention is being properly dealt with else-
where. In such cases, ADMAG can prevent
duplication of effort and can provide feed-
back about efforts already underway.= 25X1
Some issues brought to ADMAG are highly
emotional ones that affect a large number
of employees. Such as the case with the
complaints about the Agency's "inclement
weather dismissal policy" during last winter's
snow emergency. Many people were con-
fused about the definitions of Code One,
Two, and Three, "liberal leave policy," the
"essential employees." Some felt it was un-
fair for Headquarters personnel to be dis-
missed early when Rosslyn personnel were
not (not to mention disruption of car pools
and a strain on public transportation). AD-
MAG organized the various complaints into a
 memo to D/Pers. OP responded with a plan
to publish a weather emergency memo for all
employees in the fall of 1979 which is de-
signed to clarify the issues, a lain terminol-
ogy, and standardize policy. L_J
ADMAG has sometimes been used as a
sounding board on various issues, as it is
representative of mid-level, non-manage-
ment employees. In this vein, ADMAG was
asked to read and respond to the recent
NAPA report on Agency personnel policies.
Its comments were sent to the D/Pers in late
April. F]
ADMAG's role as an advisory body and
sounding board enables it to serve both the
DDA and the Directors of the various offices
(not just the D/Pers, as the above examples
might suggest). Recent discussions with the
new DDA about ADMAG's future role have
emphasized its "sounding board" role, and
he has expressed an interest in getting mem-
bers' opinions about ideas and policies while
they are still in the talking stage. During the
next few months, ADMAG will be acting as
an informal contributor to the Directorate's
formal mechanism for studying energy con-
servation, looking at such items as expand-
ing car ools, flex-time experiments, and the
like
ADMAG's future will depend upon the suc-
cess of its members in meeting the require-
ments laid on it AND upon the use made of
the ten people who gather together at least
once a month to offer their ideas and opin-
ions. Membership changes once a year (with
half of the officers rotating out every six
months). The "new blood" keeps new ideas
available to the Group. Though some may
feel it a thankless task, it has a potential for
meaningful service to the Directorate.Q
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 25X1
25X1A
EVER NEEDED A DICTIONARY WHILE during the year to incur obligations. The
TALKING TO YOUR FINANCE OR BUDGET basic form of "budget authority" is:
OFFICER? HERE'S HELP-A GLO$$ARY
OF FINANCIAL TERMINOLOGY ^
You may recall a recent article in the
Washington Post which bemoaned the jar-
gon of economics and business and the
morass such jargon causes for newspaper
readers and reporters. The Post article
strikes a familiar note for Agency employees
and especially managers who must discuss
"money" issues with their finance and
budget advisors. Not to be outdone (nor
done in) by the Washington Post, we pro-
vide here "our" list and definitions of some
of the more common finance and budget
terms in use in CIA. =
? Budget Authority-Budget authority for
any year represents the authority pro-
vided by law and becoming available
? Appropriation-Statutory authority that
allows federal agencies to incur obliga-
tions and to make payments out of the
Treasury for specified purposes. This is
the most common form of budget
authority.
? Allotment-Authority delegated by the
head or other authorized employee of an
agency to agency employees to incur
obligations within a specified amount,
pursuant to statutory authority making
funds available for obligation. Within the
Agency the Comptroller makes such al-
lotments to the Deputy Directors on
Form 716, which is colored blue; thus, as
a result, these allotments are often
termed "blue chips."
? Fiscal Year-The period beginning
October 1 and ending September 30 of
the following calendar year. The fiscal
 year is designated by the calendar year
in which it ends, e.g., fiscal year 1977 is
the year beginning October 1, 1976, and
ending September 30, 1977.
? Obligations-Amounts of orders placed,
contracts awarded, services received,
and similar transactions during a given
period that will require payments during
the same or a future period. Such
amounts include outlays for which obli-
gations had not been previously re-
corded and reflect adjustments for dif-
ferences between obligations previously
recorded and actual outlays to liquidate
those obligations.
? Reserve-Portions of budgetary re-
sources set aside to (a) provide for con-
tingencies or (b) effect savings made
possible by or through changes in re-
quirements or greater efficiency of oper-
ations. Request for withdrawals from the
Reserve is approved by OMB, and ap-
propriate Congressional Committees are
informed of such actions.
? Average Employment-Represents the
full year equivalent of paid employment,
i.e., computations necessary in budget-
ing to establish reasonable estimates of
the average number of persons to be
paid a full year of compensation in each
of the Current, Budget, and Program
Years.
? Certifying Officer-An individual desig-
nated in writing to ascertain and certify
to the properness and legality of dis-
bursements of Agency funds. This is a
statutory function performed under the
authority of 31 USC 82 c and f and
Section 8 of the CIA Act of 1949.
? Confidential Funds-That portion of
funds made available to the Agency
which, under the CIA Act of 1949, may
be expended and accounted for solely
on the certification of the Director be-
cause of the confidential, extraordinary,
or emergency nature of the activity
involved.
 ? DCI Certification-The certification ex-
ecuted by the DCI or the DDCI on a
voucher-which summarizes by fiscal year
and directorate all expenditures record-
ed in the Agency during a given quarter
and which constitutes his formal ac-
counting for all expenditures of a confi-
dential, extraordinary, or emergency na-
ture pursuant to Section 8(b) of the CIA
Act of 1949.
? Unliquidated Obligation-An obligation
(see above) which still is outstanding
because the goods or services involved
have not been received and payment
therefore has not been made.
? Vouchered Funds-Those Agency funds
which can be accounted for and audited
in conformance with all laws that apply
equally to government agencies and with
standard government regulations and
procedures.
? Budget Estimates -These are director-
ate submissions of financial plans ar-
ranged and presented in a manner to
facilitate identification and justification
of resource requirements. The resource
levels are within the constraints estab-
lished by the Director. Consolidated
Agency Budget Estimates, prepared by
the Office of the Comptroller, consist-
ent with OMB instructions and formats,
are forwarded to OMB for review, then
hearings, and subsequent Presidential
approval.
? Congressional Budget-This budget is
generated after the President estab-
lished resource limits for the Agency
which result from his review of Agency
Budget Estimates and is forwarded to
Congress-specifically the committees
responsible for reviewing CIA activities.
? Program Budget-A budget which de-
fines programs of work and arrays the
planned use of resources to accomplish
the objectives of the programs.
? Operating Budget-A financial plan for
the coming fiscal year updating the Con-
 gressional Budget in order to reflect cur-
rent conditions and costs as compared
with those prevailing at the time the
Congressional Budget was prepared.
? Property Requisitioning Authority
(PRA) -Authorization to acquire sup-
plies and equipment up to an approved
limitation. PRA is not an allotment of
funds=
 25X1A
perception
THE FEMALE SECURITY INVESTIGATOR-
THERE'S NOT MUCH DIFFERENCEQ
This meant that daily I was dealing
on a one-to-one basis with the non-CIA
public as a government agent. Previously,
the image of the government agent conduct-
ing investigations was primarily male. There-
fore, was I treated differently by the ublic
due to the fact that I was female?
My first reaction to this question was no,
there were no differences between myself
and my male coworkers. However, taking a
more objective and truthful viewpoint, I do
recall distinct reactions and attitudes that
might be attributable to my being female.
Basically, the dominating response that
comes to mind is surprise. The public in
areas, from academia to private induct ,5X1
nitially responded to my female presence
and job-related questioning with astonish-
nent. After this initial reaction, if the individ-
al being interviewed were female, I would
e frequently asked as to how I gained such
mployment. These individuals seemQ6X1
enuinely eager to learn of such job opportu-
nities and pleased to discover that women
ere branching out to new career areas=
Continuing with the positive public reac-
tion, I personally sensed that being a woman
helped to establish a freer and more open
conversation between myself and the indi-
vidual being interviewed. My public image
was more on the lines of a friendly confi-
dante rather than the stereotyped image of
the stern government agent. Furthermore,
my presence posed no physical threat to
individuals opening their front doors and
inviting me into their homes.= 25X1
Occasionally, the initial response of aston-
ishment of dealing with a female investigat2sX1
 was followed by what I perceived as a nega-
tive reaction. My credentials were at times
questioned and closely scrutinized. Female
clericals and secretaries, as well as profes-
sional interviewees, particularly in security
related fields, exhibited resentment toward
me. This might well be attributed to a feeling
of personal envy on their part or their own
25X1 perception of me as a threat toward their job
security. Additionally, interviewees would at
times interject sexual overtones into the con-
versation or become uneasy when I was
required to ask direct and intimate questions
related to personal behavior. These situa-
tions were always overcome by changes in
my approach in that I would portray myself in
a more aggressive and professional light.
Although investigations are sometimes
viewed as an infringement of the right to
privacy, this type of negative reaction ex-
pressed toward me seemed to be no differ-
ent from that occasionally experienced by
25X1 my male coworkers.=
In conclusion, subtle differences in public
response to a woman investigator do occur.
These differences are basically positive and
beneficial in nature and, in my opinion, do
not make a significant impact either way on
the finished product. Women should be
treated and judged as individuals rather than
being looked upon as a group bearing a
minority label. They are definitely an asset
and greatly needed resource in the security
field
 Approved For Release 2002/09/05 : CIA-RDP86-00114R000100120004-3
Next 4 Page(s) In Document Exempt
Approved For Release 2002/09/05 : CIA-RDP86-00114R000100120004-3
 PDA FEDERAL WOMEN'S PROGRAM
25X1 /~IVORKING GR UP ELECTS NEW
25X1 OFFICERS
TR
The DDA Federal Women's Program
Working Group works closely with the Fed-
eral Women's Program Board to ensure
equal opportunity for women, identify prob-
25X1A
lems and issues, promote activities to in-
crease the awareness of DDA personnel con-
cerning Agency and Directorate goals and
programs for women, make recommenda-
tions as appropriate, and annually report on
progress and accomplishments. The current
officers were elected on 26 July 1979.1I
The Group welcomes your comments and
suggestions. u
 25X1
25X1
25X1A
25X1
senior Medical Service Officers are briefed
to insure adequate medical management
and to recommend upon resolution of the
medical problem and medical clearance for
overseas travel and assignment. At all times
medical cases are kept confidential within
the medical office. (U)
Our primary goal in FOD is to provide for
the optimum in overseas medical care, pre-
ventive medicine, and swift response in
evacuation situations. Satisfaction in suc-
cessful service to Agency missions is our
rewar
WHO'S DOING WHAT?F__]
ODP
As a new employee, did you have ques-
tions about the office organization? the of-
fice mission? employee responsibilities? the
relationship of your office to the rest of the
Agency?
ODP has taken steps to answer these and
many other questions by conducting a one-
day orientation course for new ODP employ-
ees during their first year. The course pre-
sents the students with a compact overview
of how ODP is organized, its functions, mis-
sions, and relationships with other Agency
offices. The purpose of the course.
child of the current D/ODP,
is to give ODP newc
10 Ct
e onging and a feeling of pride in their
office. This is achieved by making them
aware of the variety of data processing serv-
ices ODP provides to the Agency and the
vital nature of these services in accomplish-
ing the Agency's mission. 0
We started the orientation this summer
and have conducted three sessions so far.
The ODP Administrative Staff functions as
coordinator of the course and uses key office
personnel to give the briefings. This way
employees can put faces with names and
titles. As an aid in maintaining an informal
atmosphere, the course is conducted in the
ODP conference room with a maximum of 15
25X1
 attendees. At the end of the day, each atten-
dee is asked to complete a speaker evalua-
tion form for each presentation so that future
sessions may be adjusted and refined to
satisfy the needs of new employees. F]
As a result of extremely favorable em-
ployee response, ODP plans to continue this
course about once a quarter for the foresee-
able future. 0
DEVELOPING HUMAN RESOURCES
EFFECTIVE EMPLOYEE COURSE=
I will pay more for the ability to deal with
people than any other ability under the
sun.
Effective implies that you are demonstrat-
ing your own creative potential by develop-
ing your particular position and role in the
organization. You are striving to do your job
in a better and more creative way. In working
with Agency personnel who have a wide
range of personal styles, the effectiveness of
the individual depends in large measure on
the development of essential, effective inter-
personal skills.II
The Effective Employee Course (EEC)
helps participants understand, develop, and
use interpersonal skills to improve their job
performance. The focus is on developing and
integrating appropriate skills to facilitate
working with and through groups and indi-
viduals.Q
In the EEC, designed for Agency personnel
GS-14 and below, participants spend four
days examining their organizational climate
and their contribution to it. Course content
includes segments titled "Communication in
the Organization," "Human Relations,"
"Group Decision-Making," "Employee Moti-
vation," "Career Planning Strategies," and
"Increasing Productivity.
25X1
25X1
25X1
CONFIDENTIAL 41
 The blend of these segments provides
participants with important data to better
understand themselves, their work groups,
and the Agency. Through individual and
team exercises, participants come to appre-
ciate the validity anfulness of interper-
sonal skills training.
 confidential
confidential