DDA EXCHANGE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00114R000100130003-3
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 40
• Document Creation Date: December 14, 2016
• Document Release Date: October 15, 2002
• Sequence Number: 3
• Publication Date: July 1, 1978
• Content Type: CIAPER

DDA/MAS FILE COPY
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confidential
july 1978
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confidential
 All human progress, like baseball, involves
a certain amount of risk. You can't steal
second while keeping one foot on first.
25X1A
 A quarterly publication for the exchange
among DDA personnel of ideas, concepts,
information, and techniques that are of
common interest.
NATIONAL SECURITY INFORMATION
Unauthorized Disclosure Subject to Criminal Sanctions
 25X1A
staff index
COMMENT .............................................. 4
ABOUT DDA ............................................ 8
FEATURE .................................................. 28
INNOVATION ............................................ 32
NOTE ...................................................... 42
Volume 3, No. 3
 comment
EMPLOYEE GRIEVANCES AND
ORGANIZATIONAL EFFECTIVENESS
John H. Waller, Inspector General
The health and effectiveness of an
organization can be measured by a variety of
indicators. At best, the measuring process
usually produces results which are open to a
number of interpretations. It seems to me,
however, that a valid measure of the
Agency's health and effectiveness should
include an assessment of employees' per-
ceptions and attitudes regarding manage-
ment. One aspect of such perceptions and
attitudes is revealed in the relative volume of
employee grievances and in the manner in
which employees choose to deal with such
matters.
01 have become concerned about the
increasing number of grievance cases han-
dled by my office and about the fact that too
many employees appear to be bypassing
normal grievance handling channels to bring
their cases directly to the Inspector General.
The Agency's grievance handling mechanism
25X1A
is outlined in HR ~ which defines a
grievance as:
"an employee's expressed feeling (oral or
written) of dissatisfaction with any aspects
of his working conditions and relation-
ships which are outside his control.~5X1 A
The procedure described in HR Oby
which employees may seek prompt and
equitable consideration and disposition of
their grievances includes:
? Recourse to the immediate supervisor or
others within the normal chain of com-
mand in the employee's own component
if the supervisor does not arrange a
satisfactory resolution of the problem.
Though not stated in the regulation, this
normal chain of command includes indi-
vidual grievance officers in each of the
Directorates;
? Review of the problem by the Director of
Personnel if a satisfactory adjustment is
not reached in the employee's own
component; and
 ? Appeal to the DCI through the Inspector
General if the employee is still dissatis-
fied. The D I' i ion is final accord-
25X1 A ing to HR
25X1 ~fhe Inspector General's function in the
grievance handlin rocess is described as
`,frgollows in HR which outlines my
25J~"I ~ponsibilities: II~~
Provide a forum wherein CIA person-
nel may, on a highly confidential basis,
confide grievances or complaints that
have not received satisfactory consider-
ation through normal channels of com-
mand. The Inspection Staff is empow-
ered to accept direct appeals from
employees when appropriate.
In fulfilling this function, I act as the staff
adviser to the Director and his Deputy. When
formal decisions on grievance cases by the
Director or his Deputy are required, my
advice takes the form of recommendations
John H. Waller Inspector General
 based on the fact-finding activities of my
staff and the conclusions drawn from staff
findings. The recommendations derive their
cogency from the thoroughness and objec-
tivity of the investigations. But relatively few
of the grievance cases handled by my staff
require referral to the DCI or his Deputy for
resolution. A counseling and mediating func-
tion has become an important part of our
activities in regard to grievances. During
investigations, individuals within the chain of
command often learn for the first time how
seriously employees have been affected by
certain problems, and employees with com-
plaints are often exposed to more objective
perceptions concerning their problems. This
process frequently results in informal resolu-
tions of previously intractable problems
without recourse to the formal decision-
making machinery.
^ It should be clear from the above
description that my office is intended by
regulation to be the apex of the Agency's
pyramidal grievance handling mechanism.
Whatever the reasons may be, however, the
majority of employees with grievances in
recent years has not treated it as such. In
increasing numbers, they are bypassing the
broad base within the normal chain of
command and bringing their grievances
directly to us for adjudication. Following are
some statistics which should illustrate the
size of the problem.
25X1
^Our grievance case load has increased
substantially since 1975. For example,
1 July 1974-30 June 1975
56
1 July 1975-30 June 1976
81
1 July 1976-30 June 1977
103
The volume of grievance cases has contin-
ued to increase. It is currently running at a
yearly rate of about 192 cases. Moreover, we
determined last February that about two-
thirds of our new grievance cases were
coming to us on direct appeal rather than
through normal management channels. Fur-
ther, in March we met with Directorate
grievance officers and learned that their
combined case load was running at an
annual rate of considerably less than 100.
^IVe infer from the above that a problem
exists. The pyramidal grievance handling
 system is misperceived by Agency employ-
ees and is not working properly. This is not a
healthy situation. I believe employees should
feel that they will receive fair and objective
consideration of their problems at the hands
of line management. They should not fear
that rocking the boat by complaining about
what they perceive as real irritants will only
result in more grief for them. Current
indications are that normal management
channels are distrusted by the majority of
employees with grievances. Loyalty upward
and the kind of dedication to the task at
hand which improves effectiveness do not
25X1flourish in an environment characterized by
distrust.
25X1 n Employees must be encouraged to
seeTc relief and resolution of their problems
at the line management level before appeal-
ing to the DCI through my office. For a
variety of reasons this is not possible in all
cases. That is the reason for the provision of
a direct appeal mechanism. It is also the
reason why a separate Grievance Group
staffed by senior, experienced officers work-
ing full time on grievances was established in
my office last November. But the tendency to
bypass normal management channels and to
concentrate the handling of personnel prob-
lems at the top of an organization is
unhealthy and should be reversed. It leads to
misperceptions on the part of both manag-
ers and working level employees which the
Agency can ill afford. It is for this reason that
I have welcomed the opportunity to air my
concerns in your forum. I hope by so doing to
encourage employees to test the normal
grievance handling machinery when a prob-
lem presents itself which does not truly
require the special handling provided in the
case of a direct appeal to the DCI through
my office.
malty, I believe you will be interested
to now that we are reviewing the Agency's
grievance handling procedures to see what
might be done to make them more effective
and responsive. As part of our review, we are
examining the manner in which grievances
are handled in other Federal agencies. I do
not intend to recommend changes in our
system for the sake of change alone. I assure
you, however, that I will press vigorously for
any change that promises real improvement
over our current system.
 25X1A
Management results from the exercise of
judgment in the light of the best information
that is available.... The problems of man-
agement increase according to the extent to
which reliable information is missing.
GAS: A Large ODP Computer Applica-
tion ........................................................ 8
Changeing Times in Nursing ................ 10
Student Employment Programs .......... 14
The Regulations-Where Do They Come
From? .................................................. 16
Collection and Clearance ...................... 19
Candid Camera: "60 Minutes" ............ 22
Where in the World Are You? ............ 26
GAS: A LARGE ODP COMPUTER
APPLICATION
It took 2 years, cost about $2 million and
actively employed 24 employees from ODP
and OF. The new General Accounting Sys-
tem (GAS) for the Agency was put into
production during October 1976, coinciding
with the beginning of the new fiscal year. As
with any new system this size, once in a live
production environment, there were bugs to
be ironed out, but it has now settled down
into one of the largest and most successful
computer applications run daily by ODP's
Production Division. Extensive systems test-
ing by ODP and user testing by OF made the
transition to the new system quite smooth.
The system, developed jointly by OF and
ODP, provides the Agency Budget and
Finance Officers (B&F) an accurate and
timely tool to track monetary obligations and
expenditures for such things as training,
travel, procurement, salaries and other
personnel expenditures. Also, the system
 provides various components of OF with up-
to-date financial data on trial balances,
balance sheets, general ledger balances and
Agency status on obligations, allotments and
encumbrances (property procurement).
Because GAS services all components of
the Agency, much time was necessary to
analyze the requirements of all end users
(the B&F Officers). Their needs for financial
data vary according to the missions and
functions of each office. The approach to this
problem was excellent and proved a valuable
learning experience. Analysts from OF
queried the offices about their needs and
requirements. They then worked closely with
analysts from ODP translating requirements
and exchanging conceptual ideas of a new
system. Such things as using source
documents as input and transaction code
processing, as opposed to dual entry book-
keeping, were innovations in the new system.
Also, the production of the Agency's Trend
Reports, now on a more timely basis each
month, is directly attributable to the cooper-
ation of ODP and OF analysts, and the
coordination of requirements has created a
smooth responsive system for producing
these Trend Reports.
Communication with top management
during system development was always
present, sometimes relating to detail design,
other times asking for policy decisions. The
excellent rapport and expertise of the entire
task force definitely contributed to a quality
product. Consolidating the requirements and
yet being flexible enough to accommodate
the variety of requests, both current and
future, made the task extremely challenging
and time consuming.
When you stop to consider that the central
processing unit (CPU) of a computer can
process hundreds of thousands of instruc-
tions asecond and that GAS uses between
40-50 minutes of CPU time each day, you
begin to realize the size and complexity of
the programs needed to support CIA B&F
Officers in accomplishing their daily account-
ing tasks.
 25X1A
Occupational Health Nursing is the appli-
cation of nursing procedures for the purpose
of conserving, promoting, and restoring the
health of individuals and groups through
their place of employment. The services
encompass a wide range of functions which
include direct nursing care, counseling, and
health education. Unlike hospital nurses,
whose job is caring for the sick, the
Occupational Health Nurse spends most of
her time preventing illness. Her primary
concern is to serve the employee's health
needs and thereby improve effectiveness for
each individual employee. She is a graduate
of an accredited school of nursing, regis-
tered and legally qualified to practice in the
state where employed.
In the past 25 years there have been many
changes in -the Nursing Branch of OMS.
Initially, the Medical Office was located in
Central Building and a health room, which
was staffed by two nurses, was located in
"J" building. Prior to the move to Langley in
1961, employees were scattered in several
temporary buildings around the Reflecting
Pool, "J" was one of these buildings. The
duties of a Staff Nurse (as we were called
then) was to provide emergency care and
treatment of minor injuries and illness and
advice to personnel located in the various
buildings in the Washington area. The Staff
Nurse interviewed all employees who visited
the dispensaries needing treatment. She
determined whether they should be treated
there, referred to an Agency physician, or
referred to an outside medical facility. The
nurse assisted in the maintenance of em-
ployees' medical records, including docu-
mentation of symptoms, follow-up on certain
cases as appropriate, administered all types
of treatment not requiring a physician, gave
first aid to all line of duty injuries, referring
them to the United States Public Health
Service if necessary, and instructed employ-
ees on how to complete the forms that had
 to be filled out for the Bureau of Employee
Compensation. Non-line of duty injuries were
treated and referred to the employee's
private physician.
In these 25 years, the services of the
Medical Office have grown, so too have the
duties of the nurse. Not only has our title
been changed to Occupational Health Nurse,
but it is a more varied and interesting
profession. The work load is heavier and the
nurse has taken on the increasingly technical
aspect of the medical profession. She is
involved with the Multiphasic Testing done
on all employees at Headquarters, which
includes computer-read electrocardiograms,
blood pressure readings, skinfold tests, and
tonometrics. In addition to official examina-
tions such as overseas, standby, returnee,
and return-to-duty physicals, OMS also of-
fers voluntary biennial and pre-retirement
physicals for all employees.
The nurse has been trained in the most
current techniques and procedures used in
emergency cases, and is a certified instruc-
tor in cardiac pulmonary resuscitation (CPR).
She prepares the employee and assists the
physician with treadmill cardiac studies. Two
years ago, the Allergy Immunization Program
was initiated in Headquarters and Ames
Building, and for the past several years
nurses have been giving immunizations for
overseas travel to employees and depen-
dents. Recentl anew health room has been
opened
Before the move to Langley, it was seldom
that a nurse assisted in the medical evacua-
tion of an employee or dependent. Today all
female employees and dependents are met
at the airport, advised on appointments,
counseled and escorted to motel or hospital
accommodations.
The Occupational Health Nurse also in-
cludes teaching among her assignments. In
the past year, a film on breast cancer was
shown at Headquarters and also in the
outlying buildings. This was followed by
25X1A
 meetings tyqth small groups of female em-
ployees why were taught how to check for
lumps, using the "Betsi" model.
Becoming an Occupational Health Nurse is
not a simple matter of changing title or
position description. Our Staff Nurse had to
learn new skills and techniques, she has to
attend external courses and seminars for
continuous medical education, and in the
near future will be required to receive
certification of continued education before
obtaining licensure.
On 24 March 1978, Mr. John F. Blake,
Deputy Director for Administration, pre-
I Occupational Health Nurse. 25X1
In October 1977,~volunteered 25X1
to accompany a patient o he hospital
following a sudden myocardial infarction.
The ambulance was involved in an accident 25X1
with another vehicle on the way to the
hospital. During the confusion, the patient
went into a cardiac arrest.
despite injuries to herself,
began CPR and through her diligence and
insistence made certain the welfare of the
patient remained the top priority. The patient
was revived and eventually transported with-
out further incident.
 Approved For Release 2002/11/15 :CIA-RDP86-001148000100130003-3
Approved For Release 2002/11/15 :CIA-RDP86-001148000100130003-3
 25X1A
Outstanding! Excellent! Super! These are a
few of the terms that students, faculty
members, and Agency managers have used
to describe our student employment pro-
grams. In case you have wondered what
happened to the Cooperative Education and
Summer Intern Programs, both are doing
quite well, but a year ago they were
redesignated Student Trainee and Graduate
Studies Programs. The changes became
necessary after a study revealed that our
programs were quite distinct from programs
with the same designation in other govern-
ment agencies. Aside from this change, our
programs have remained intact. Neverthe-
less, let's examine the basic features of
these programs.
Student Trainee Program
The Student Trainee Program is the older
of our student programs. In 1961, OC
became the first Agency component to
adopt the concept of alternating work and
study. Long-range recruitment of occupa-
tional skills in short supply was the objective
of that venture; and since that time, we have
maintained a steady flow of highly qualified
candidates in several academic disciplines.
Today, one-third of all Agency components
employ Student Trainees.
Student Trainees are selected from aca-
demic institutions that have established
programs. The Agency presently has ar-
rangements with approximately 30 such
schools. The list of institutions is reviewed
periodically and, depending upon require-
ments, schools are added or dropped.
The Trainees spend alternating periods at
school and on the job. It is expected that
each Trainee will spend three to six work
periods with the Agency depending on
whether the school is on a quarter or
semester system.
Student Trainees are interviewed 4 to 6
months in advance of their availability to
allow sufficient time for Agency processing.
 They must meet the same employment
standards as permanent employees. During
the interview, emphasis is placed on interest
and suitability in relation to the number of
available positions. In lieu of any substantial
work experience, considerable importance is
placed on the academic performance of each
candidate as reflected by the grade point
average.
Graduate Studies Program
Now let's take a look at our Graduate
Studies Program. What began 12 years ago
with the primary objective of attracting
Chinese scholars and a secondary goal of
enhancing the image of .the Agency has
expanded to include other geographical
areas and academic fields such as econom-
ics, engineering, geography, law, and
psychology.
Qualifications for the Program have re-
mained consistently high, and each year
competition grows more intense. Only those
who have completed their undergraduate
study with a firm commitment to attend
graduate school the fall following the intern-
ship are eligible for the Program. However,
most students selected for this Program
have completed one or more years of
graduate study. This level of academic
training is necessary because the Program
provides students with an opportunity to
apply their academic skills to the substantive
tasks of the Agency.
For the Graduate Studies Program, 1977
was a significant year. The DDS&T became a
participant in the Program. Within the DDA,
OL joined OMS and OTR as a participant.
The 1978 Graduate Studies Program will
number about 80 participants, a significant
increase over the 65 in the 1977 Program. In
terms of numbers this Program has achieved
maximum growth. Any additional increase is
likely to pose administrative and logistical
problems.
The public relations aspect of the Grad-
uate Studies Program is fulfilled by the
weekly briefings. These are sessions sched-
uled specifically to give the students a
 comprehensive view of the Agency. Senior
officers follow a tradition of openness in
describing the activities of their components.
This same frankness prevails in their re-
sponses to questions that follow each
presentation.
Our only measure of success over the
years has come from the students who
participate in the Program. The following
quotes from two members of the 1977 group
are encouraging:
? "My attitude toward the Agency is one of
respect and admiration."
? "I came away from the Graduate Studies
Program with a positive image of the
Agency in general. I am a little bit
confused-where is the evil CIA one
reads of in the press?"
THE REGULATIONS-WHERE DO THEY
COME FROM?
Isas 25X1 A
For most of us in the DDA, having a set of
regulations nearby for ready reference is not
uncommon. We take the regulations for
granted and use them for guidance when
necessary. We also realize how important the
regulations are to our daily work and
professional life in the Agency. Every time we
travel, get paid or promoted, take leave,
enter and leave the building, order supplies,
and even park our cars, the regulations are
there to provide guidance. Yet, we seldom
ask: Where do they come from? It just might
be interesting to ask this question, and try to
answer it.
Within the DDA there is a group of seven
people who comprise the Regulations Con-
trol Branch (RCB), which is part of the
Information Systems Analysis Staff (ISAS).
The Chief, ISAS reports to the Deputy
Director for Administration through the As-
sistant for Information. The staff's work is
 concerned with the increasingly important
records administration function; and since
the regulations are current records of
Agency policy, it is natural for the branch to
be given a home on that staff.
So, are these seven Regulations Control
Branch people the ones who write the
regulations? Not exactly. Although they have
a key role in coordinating the regulatory
process, most of the regulations are drafted
or revised by the plans staffs of the offices of
the DDA. O
25X114eadquarters
series-appropria~~i e
Likewise, the other directorate offices-Fi-
nance, Logistics, Training, Security, Commu-
nications, Medical Services, and Data
Processing-are responsible for the regula-
tions pertaining to their Agency-wide func-
tions. Components outside the DDA draft
regulations in their areas of responsibility.
So, do these plans staffs draft the regula-
tions, send them to RCB for massaging, and
then they are published? Not exactly. There
is much more. Let's stick with OP as an
example. There are people in the OP Plans
Staff responsible for a continuing review of
the personnel regulations to determine if
revisions or new regulations are needed on
some aspect of Agency personnel policy. If
so, they prepare a draft, which also is called
a proposal, and send it directly to RCB. First,
RCB editors review the proposal and may
make editorial or substantive suggestions to
the drafters. Then copies of the proposal are
sent for review to senior representatives of
NFAC, DDO, DDS&T and Offices of the
General Counsel, Legislative Counsel, and
Comptroller. Copies also are sent to inte-
rested components in the DDA and to the
Administrative Officer, DCI.
So, is the proposal then published as a
regulation? Not exactly. Sometimes one or
more of these senior representatives (we call
them coordinators) will have a comment on
the proposal. Often such comments are
critical of some aspect of the proposal and
must be resolved. Sometimes an exchange
of memorandums will clarify the point in
question, but occasionally it is necessary for
RCB to bring the drafter and coordinators
 25X1A
together face to face. Of course, the more
comments, and the more coordinators hav-
ing differing comments, the more difficult the
matter is to resolve. Sometimes comments
or points of disagreement must be resolved
at the DD/A level or even at the DDCI level.
Coordinator comments or disagreements
generally do not arise out of parochial
interests, but are the result of different
points of view based on highly specialized
responsibilities and long Agency experience.
The OGC, for example, must review each
proposal to ensure it conforms to the law.
Sometimes disagreement arises over true
concern whether authorities set forth in a
proposal infringe on the legitimate preroga-
tives of another component.
So, after RCB helps resolve differences
and ensures that other coordinators who had
no comments agree to the changes, is the
proposal published as a regulation? Not
exactly. After RCB is assured of agreement,
it prepares the proposal for approval by the
Deputy Director for Administration if it is a
headquarters regu -
tor for Operations If
approved, RCB further prepares the regula-
tion for printing and dissemination by the
Printing and Photography Division of OL.
Not exactly? True. There are many vari-
ations to this scenario. Some regulations are
not coordinated in the usual manner. A few
are sent to RCB directly, already approved
by the Deputy Director for Administration.
Some revisions that make no policy changes
are not sent to the coordinators. But, this is
the way the system usually works. It is by no
means perfect. The entire process is an
inexact effort, but it does work. Experience
has shown that providing for coordinator
review makes for much better regulations
and, consistent with law, for policy that all
Agency components can operate effectively
under. It also prevents the embarrassment of
publishing regulations with inconsistencies
and errors.
That the system does not always work as
smoothly as we wish and sometimes takes
too long often is the result of some sticky
legal question or, with more and more of our
internal activities under scrutiny, some hang-
 25X1
up with the Congress. During coordination,
even people with the best of intentions can
lock horns over differences that appear
trivial to those not directly involved. Yes, it
does happen sometimes. But, if all who are
involved in the regulatory process continue
to recognize that it is an important coopera-
tive effort, the average time for coordinating
a regulatory proposal should not be more
than 60 days. In this regard, there has been a
renewed Agency-wide effort to meet the 60-
day goal whenever possible. There also are
other concerns such as ensuring good staff
work in the early stages. The fewer errors in
the drafting, the faster the coordination. As
important as anything else, the language
must be readable and understandable.
Some call such language "People Lan-
guage." With all of this in mind, the DDA
over the past year has undertaken through
its components a monumental effort to
revise and update the regulations for which it
is responsible. We are proud of that effort,
25X1 recognizing that it is a continuing task that
must be performed better with each regula-
tion published.
OF
OF
Qlmagine yourself on your last work day
with CIA, looking forward to your soon to
begin retirement and more especially to the
trip you begin next day to St. Thomas, VI, to
be paid for in part by your "lump sum annual
leave" check. Imagine also, if you will, your
"bewilderment" when on that same last day
you are advised that, unless you return that
30 foot boat ou si ned for while TDY 1956
in the rea, all monies
due you wi e e pen ing review." Or
imagine another scenario wherein you are
already on that beach at St. Thomas and a
lithesome "beach girl" has just delivered a
letter advising you that the accounting for a
last minute o erational travel advance you
received prior to your return
for retiremen as een processed and you
now have the option of either refunding
$2,000 or authorizing a like amount be de-
ducted from your annuity.
25X1A
25X1A
25X1A
 QWhile these examples may be slight
exaggerations of some old war stories heard
from time to time, they do point up a fact of
life in CIA-all accounts must ultimately be
settled. Responsibility for monitoring settle-
ment actions falls to the Collection and
Clearance Officer within OF. As the title
implies, this individual has the responsibility
for financial clearance of employees depart-
ing the Agency because of resignation,
extended leave, or retirement. This objective
is to assist the departing employee in a
successful and complete settlement of finan-
cial accounts to eliminate problems such as
those already described.
The clearance function is essentially
one o examining the Agency's accounts and
other records to be sure that employees
leave owing no financial or other official
obligation. Individuals separating from the
Agency with outstanding financial obliga-
tions can expect delay or nonpayment of
sums due them. Collections of such debts
can and are made from back salary, lump
sum leave, or retirement (either CIARDS or
Civil Service). 25X1
Otems to be verified include outstanding
operational advances, leave balances, salary
paid, outstanding travel advances, EOD
travel payments, and external training costs.
For instance an individual who has been paid
for EOD travel and resigns before one year
of duty with the Agency must normally
refund the EOD travel costs. An individual
who has taken home leave and resigns or
retires before completing six months of duty
may be required to refund the home leave
costs. An individual who has received reim-
bursement for extensive and recent external
training and breaches his service agreement
may be required to refund part of the
training costs. Anyone in any of the above
situations should be prepared to refund the
applicable sums. While refund waivers can
be requested, payment of final monies due,
up to the amount of the indebtedness, is
 delayed pending action on the waiver
request.
25X1
0 Delays in final payment may also be
encountered when stop payments are origi-
nated by several other components of the
Agency. Final clearance requests are initi-
ated by OP. Other offices such as OL, OS,
OTR, and the Library must signify in writing
that the departing employee has satisfactori-
ly discharged his obligations with that com-
ponent. It is therefore to the benefit of an
individual contemplating departure from the
Agency to ensure as far in advance as
possible that all obligations to the Agency
have been satisfied. The alternative may be a
delay in money due the employee whether
that money be a lump sum leave check, final
salary or first annuity check.
~ ~If you are planning to separate from the
A y and are concerned over some out-
standing obligation, contact your administra-
tive or personnel element or the Collection
and Clearance Officer ~or guidance
and help. Remember-ear y planning will
help you.
D
 On 24 July 1977 a vignette introduced CIA
to the audience of CBS's "EO Minutes." In
the July 1977 DDA Exchange the DCI
commented:
While the presence of camera crews in
the Agency for more than a week was at
times an inconvenience and involved
some security problems which had to be
resolved, I believe in the long run it was
well worth the effort. A large audience
across the country will see inside the
CIA for the first time when that program
is aired. Hopefully, they will learn for
themselves that we are ordinary people,
dedicated to serving our country well in
an organization which fulfills a vital
national need.
The candid shots, taken by an OL/P&PD
hoto ra h r show the CBS crew at work.
CBS camera crew sets up equipment
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 25X1A
Your mail keeps going to your old office
and the first thing you hear when answering
the phone is how hard it was for the caller to
get your new extension. Why? You're ready
to file your income taxes and you notice that
the W-2 does not have your new address.
Why? The likely answer to the above ques-
tions is that your Agency CEMLOC (Central
Emergency and Locator System) record is
not current.
Form 642V (Personnel Verification Report)
was created to assist Agency employees in
ensuring that their CEMLOC records are
current and accurate. It is your responsibility
to notify your CEMLOC Control Point Officer
of any changes that may occur on your
record. The revised locator card is then
forwarded to OP for update of your CEMLOC
computer record. This procedure ensures
prompt and precise information for the
Telephone Facilities Branch, Mail and Cou-
rier Branch, Security Duty Office, CIA Oper-
ations Center, Central Cover Staff, and OP.
642V was devised for periodic distribution
to all employees. This form consists of your
social security number, name, employee
affiliation code, Headquarters code, title,
office or division, room number, building,
extensions, registry address, home address
and telephone number, and emergency des-
ignee information. If no changes are needed,
simply initial and return the 642V to your
Control Point Officer.
The completeness of your CEMLOC rec-
ord is dependent upon you! Be sure that the
information on record is kept current.
 # ~ ~~O Department of tha Treasury-Int
,~ U.$. ~t1t11V1d11~~ I11C01
for the year January 1-0ecember 31, 1977, or other taxable
r1J45 .................................
her B1dgs-Refer to Admen Officer
Central Intel~igence Hgency~=anon-5ee`Irtsurance
telephone
TRANSMITTAL SLIP
directory
September 1977
Graphics Service:
Intel. Photos 8 films (ClD/OCR) rm1E4822 Hq ... .
OGCR Graphics .............................
P&PD Graphia ~& Yiwal Aids rmGD79 Hq .......
Guard Posts-Sce Inside Back Cover
Handicapped 8 Disabled Veterans Program
inator rm836 Ames .....................
oaros~See Dispensary
25X1A
 feature
D
Packaging is defined as the use o~L5X1
con ainers and components plus decoration
or labeling to protect, contain, and identify
merchandise and facilitate use of products.
Containers go back to the dawn ofj5X1
his ory. Any item to be stored or transportefifi
called for packaging. This led to the use of
leaves, gourds, goatskins, turtle shells,
earthenware pots and jars, reed baskets,
and the like. Marks, signatures, symbols,
and seals were produced by the Egyptians
more than 4,000 years ago.
The industrial revolution is genera11~5X1
cre ited with influencing the great advances
in container invention and fabrication, result-
ing in the development of most of the
A Boat Being Packaged for Overseas
Shipment
 25X1
standard container forms used today. In-
cluded were the metal can, folding carton,
collapsible tube (toothpaste), corrugated
shipping case, and crown closure (crimped
bottle cap). During the latter part of the 19th
and the early part of the 20th centuries, the
groundwork was laid .for mechanized pro-
duction of standard packages. During this
same period, the development of Linotype,
photoengraving, process-color printing, and
additional graphic art processes completed
the combination of container and effective
decoration needed to make modern meth-
ods of packaging possible. An example of
putting this new found technology to work
originated with the Uneeda Biscuit Company.
In 1899, the famous Uneeda Biscuit package
was introduced. It is generally considered
the event that signaled the end of the
"cracker barrel era."
Container and packing material pro-
uc ion continued to experience phenom-
enal growth over the years. The reported
value of packaging produced in 1939 was
approximately $2 billion, in 1968 $17 billion,
and in 1976 packaging production reached a
record high of nearly $27 billion.
Packagin in the A enc is also big
business. The maintains a
large, well-equippe pac caging section,
staffed with experienced ackers. During the
last fiscal year, the spent more
than $325,000 on pac ing materials to pack
some 35,000 line items. (A line item ranges
from a single transistor to a complete
SKYLINK unit.) Due to the sensitive and
fragile nature of many items, it is necessary
to package for a high degree of protection.
Many methods and different materials are
employed to meet the packaging require-
ments of the individual items and the method
of transportation to be used.
The Aerates two fiber-
boar box ma ang mac Ines. With these two
machines, custom made boxes can easily be
fabricated to exact specifications. Many
different sizes and styles of boxes are
available along with several different types of
fiberboard to satisfy almost any requirement.
25X1
25X1
25X1
 Fiberboard boxes of predetermined sizes are
stocked for day-to-day usage. The Box Shop
has the capability to produce both plywood
and wooden boxes in numerous styles and
almost any size specified. Wooden boxes are
used in surface and air shipments, packag-
ing of large and/or heavy items and for
special applications requiring multiple use
containers.
maintains asub-
stantia inventory o many different types of
packaging materials required in the packing
and crating function. Custom molded poly-
styrene boxes are used for high volume
items requiring a high degree of physical
protection. The expanded polystyrene boxes
are molded at a commercial manufacturing
plant, using Agency-owned molds designed
for specific Agency equipment.
Over the years, our packaging person-
ne ave developed a number of techniques
to deal with specific packaging problems.
When typewriter motors began breaking
loose during shipment, a technician devel-
oped a stronger mount which IBM liked so
well that they awarded him $1,000 for the
idea. Medical serums and some film require
refrigeration during transit. A specially de-
signed ice holding, polystyrene container
handles these quite well. Solid state circuit
boards for electronics systems now have
their transportation jolts cushioned by a
special container.
OThe packaging and transportation of25X1
items such as pesticides, paints, and photo-
graphic chemicals have become increasingly
regulated in the past several years because
of hazards involved in their transportation
and storage. Spray cans, for example, may
explode in the unpressurized hold of an
airplane. Such materials must be packed,
marked, and certified in compliance with
strict Federal and commercial regulations to
avoid serious enalties and fines. Several
employees at have been25X1
qualified by the epar men o Defense to
certify that hazardous cargo is packed in
accordance with specific regulations to meet
the method of transportation being used.
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 innovation
The art of progress is to preserve order THE DCI SECRETARIAL-CLERICAL
amid change and to preserve change amid MANAGEMENT ADVISORY GROUP
The DCI Secretarial-Clerical Manage-
ment Advisory Group ........................ 32
Executive Residential Secure Voice: An
Innovation ............................................ 34
Community Training in Making Subjec-
tive Probability Assessment ............ 36
The DCI Security Committee .............. 39
25X1A
nThe DCI Secretarial-Clerical Manage 25X1
men Advisory Group (S-C MAG): What is it?
Where do the members come from? What is
its purpose? If you are interested in knowing
the answers to these questions, please read
on.
The DCI Secretarial-Clerical MAG wa~5X1
esta fished by the Director as the result of a
recommendation made by a secretarial
group he met with in late 1977. The first
meeting of the S-C MAG was held on 20
January 1978, and the first order of business
was drafting a Charter. The Charter for the
S-C MA~~pproved on 2 March 1978,
and HN was published on 21 March
informin ployees of the S-C MAG's
existence. 25X1 A
I~IThe S-C MAG is composed of three25X1
se-cr-e}arial-clerical representatives from
 each of the Directorates and the "E" Career
25X1~ervice. Each representative has at least 3
years of Agency experience, is a GS-06 or
25X1 higher, and serves either a 9- or 12-month
tour. The DDA representatives are:
25X1
5X1
or the "E" Career Service. To date, the S-C
MAG has provided comments to Agency
officials on the leave without pay policy for
employees accompanying spouses overseas,
the Agency EEO Plan, and the new Clerical
Career Management Panels. The S-C MAG
is still reviewing the latter issue and would
nThe purpose of the S-C MAG is to
p vi a an additional vehicle for advice and
assistance to the DCI, DDCI, and other
senior Agency management officials on sec-
retarial-clerical issues. It is not meant to
replace any of the existing Secretarial-
Clerical Advisory Groups in the Directorates
welcome any relevant comments or
suggestions.
OT'he S-C MAG plans to inform employ-
ees about its activities through various
internal employee publications, and by post-
ing copies of its Quarterly Report on Agency
bulletin boards. It hopes, in turn, that
employees will forward ideas, suggestions or
comments on secretarial-clerical issues to
their representatives or to the S-C MAG,
Room 7-E-13, Headquarters.
QSecretarial-clerical employees, both
men and women (about 22 percent of the
Agency's secretarial-clerical work force is
male) who have an interest in serving on the
S-C MAG should contact their Career Man-
agement Officer and make their interests
known.
25X1
CONFIDENTIAL 33
 25X1A
EXECUTIVE RESIDENTIAL SECURE VOICE:
AN INNOVATION
Advisories are regularly circulated
throughout the Agency on the dangers
coincident with discussion of classified infor-
mation in either straight or double-talk
fashion over non-protected telephones. Al-
ternatives simply must be found. It is
incumbent upon each of us to be alert to the
reality that the Soviet electronic ears are
large, sophisticated and ever attentive. One
of the primary goals in OC's Strategic Plan is
to place a secure voice instrument in the
hands of every Agency official who requires
one, regardless of location. A combination of
systems, most of which are still under
development, may ultimately be employed to
achieve this goal. Until the new systems
become available in production quantities,
the ability to adapt what we have to satisfy
necessary, unique requirements is a continu-
ing challenge.
In September 1976, the DDCI tasked OC
with providing residential secure voice serv-
ice between senior Agency executives and
the CIA Operations Center to permit timely
exchange of classified information during
non-duty hours. Installations in ten homes
and at Headquarters were desired in as short
a time frame as possible. In layman's terms
this translated into a request for a unique
governmental system-a secure voice net-
work to be operated by the executives
themselves.
The time element factor dictated that on-
the-shelf equipment be utilized. Prime con-
siderations were reliability and protectability
but minimum size, ease of operation, mini-
mum maintenance requirements and versa-
tility were other desirable features of near
equal import. h esired ualities were bee2t5X1
incorporated 5X1
34 CONFIDENTIAL
 25X1A
anon-professional communicator, over short
distance, line-of-sight radio paths. With the
11 designated sites widely dispersed in
Virginia, Maryland and the District, the
decision was made to operate the low-
powered n conjunction with high-gain
TV-type as where needed, and a
strategically located radio repeater in an
effort to effectively blanket the entire metro-
politan area. Inclusion of the repeater added
a large measure of network versatility since
the executives would be able to securely
converse directly with the Operations Cen-
ter, one another or in a conference configu-
ration. As one added measure of flexibility, it
,sera 6d to design and fabricate an
manual interface capability to
ena a ne work members to speak securely
`f~rgom their residence to any individual having
25x"I~ess to the CISVN green or gray system.
Initial installations were activated in Febru-
ary 1977 amid guarded optimism and silent
prayer. With quality good from the start and
problems relatively few, our confidence in
the system quickly grew. Remaining installa-
tions were completed on a regular basis.
Follow-on requirements have resulted in
system expansion to a figure almost dou-
bling the original number. Each residential
installation has been individually tailored to
satisfy the needs and desires of all family
members, and with few exceptions each falls
into the "practically invisible" category.
Though designed as a system, all
indications are that the network will
continue to satisfy exec eds into the
foreseeable future. By no means a perfect
system, it has been a good one and the 15-
month track record is very gratifying. The
subsequent transfer of responsibilities for
covert communications support from
DDA/OC to DDS&T/OTS in mid-1977 has
not impacted in any way on the ability or
desire to support the Executive Resident
Network. Simply stated, OTS provides the
equipment and OC installs, services, pro-
vides training and network management.
Efforts have continued to upgrade the sys-
tem. Amore powerful, redundant repeater
has replaced the original unit. The possibility
25X1A
 25X1A
and potential exist to extend service to top
officials of other agencies if required. A
system may well come into
eing an easibility studies are being con-
ducted regarding operation from non-fixed
locations.
The search goes on for secure voice
systems that are smaller, better, and more
versatile. The technology is here and there is
light in the tunnel. At the earliest opportunity,
all hands will be accommodated. Until that
day arrives, remember to keep it clean on
that black line!
COMMUNITY TRAINING IN MAKING
SUBJECTIVE PROBABILITY ASSESSMENT
oTR 25X1A
The Information Science Center (ISC) is
now completing arrangements to initiate
Subjective Probability Assessment Training
(SPATr) throughout the Intelligence
Community.
This program will be unique in several
important ways:
? The training will be computer-based and
not require student travel to the ISC to
attend classes.
? The administrative aspects of SPATr will
rest with the Community organizations.
? The training will be unclassified.
SPATr, which has just been initiated in CIA
on the VM system, enables analysts and
 VERTICAL AXIS IS PROBABILITY ASSESSMENT (%)
P R O B A B I L I T Y
A S S E S S M E N T
R E P O R T
HORIZONTAL AXIS IS PERCENT RIGHT
1234567890
03/31/18
0 10 20 30 40 50 60 70 80 90
!""!""!""!""!""!""!""!""!""!""
100
!
ASSESSED
PERCENT
NUMBER
ASSESSED
NUMBER
RIGHT
NUMBER
WRONG,
PEP,CEIiT
RIGHT
100 *
0
50
12
4
8
33.33
_ 0
60
12
5
7
41.67
70
10
6
4
60.00
90 * 0
80
12
12
0
100.00
90
11
8
3
72.13
_ n
100
18
17
1
94.44
Pretty good performance
 managers-or others dealing with probabil-
ities and likelihoods-to improve the accu-
racy with which they express their subjective
estimates. This is achieved by using a
computer program to present special sets of
queries to the student followed by a "right-
wrong" response immediately following each
question. The program provides a new set of
questions for the student each 3 months,
and the student can complete each set in
about an hour.
This program can be made available now
to the Community through COINS or the
computer system used by participating
agencies, and within a few months will be
available directly from the ISC through an
unclassified dial-up system.
A companion program, the Subjective
Probability Assessment Test (SPATe), .has
been used in various ISC courses for several
years. Performance data on over a thousand
Community analysts and managers have
been compiled over the past 3 years, and
studies to refine and improve SPATe and
SPATr are under way.
25X1A
If you are interested in either the SPATe or
all the Information Science Center
Program Director,
can provide detail i -
Te, and SPATr, a test kit which
will allow you to take SPATe, or instructiorr~S5X1 A
on how to participate in SPATr.
25X1A
 25X1A
On 14 March 1978 the Director set before
the National Foreign Intelligence Board the
new apportionment of responsibilities among
his principal deputies under the provisions of
Executive Order 12036.
The Deputy Director for Administration
was announced in his community role as the
Deputy to the DCI for Support. The Agency's
Director of Security was given the commu-
nity assignment of serving as the Chairman
of the DCI Security Committee. The Security
Committee consists of members from CIA,
State, FBI, Treasury, DIA, Army, Navy, Air
Force, NSA, and DOE.
The Security Committee faces problems of
significant magnitude in today's changing
environment. Some of the more pressing and
persistent are:
? The need for uniform personnel security
clearance standards for all individuals
TNURSDAY,JANUARY 28, 1978
PART 11
g
~~
~~_
UNITED STATES
INTELLIGENCE ACTIVITIES
 having access to classified information
or to intelligence sources and methods.
? The requirement for policies and proce-
dures for the rapidly expanding use of
computers storing, processing and
transmitting all-source intelligence.
? The need to review and update security
procedures and controls associated with
compartmentation systems.
? The need for implementation procedures
on the classification and security issues
to be set forth in the forthcoming
revision of the Executive Order on
classification and protection of national
security material.
? A solution to the continuing threat to
intelligence sources and methods asso-
ciated with unauthorized disclosures.
The question of who decides what consti-
tutes legitimate secrets and how much
security protection they need presents spe-
cial difficulties in the intelligence field. Rea-
sonable men can differ widely in their
judgment on this subject. The collector/pro-
ducer of intelligence can be expected to opt
for tight security to protect intelligence
sources and methods. The consumer/user
can be expected to prefer less stringent
security controls to permit broader utilization
of the intelligence product.
Compromises and trade-offs have to exist
in an organization which attempts to balance
such diverse views of security. On the one
hand, claims of threats of security compro-
mise and on the other hand observations
that intelligence products are stifled by an
atmosphere of unnecessary secrecy suggest
a strong case for some centralized security
activity for the entire Intelligence Commu-
nity. The success of the Security Committee
may well rest in its ability to persuasively
explain the rationale underlying security
policy and procedural requirements in to-
day's complex world of the Intelligence
Community.
40 CONFIDENTIAL
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