IN HEADQUARTERS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP94-00798R000200170007-0
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 14
• Document Creation Date: December 27, 2016
• Document Release Date: September 19, 2012
• Sequence Number: 7
• Publication Date: July 22, 1979
• Content Type: MISC

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ROUTING AND TRANSovsiTTAL SUP
Tft (Name. offkesymbol, room number,
Agency/Post
1. C/Ops1
Initials
Dat
2.
3, ,//EPS
Action
File
Note and Return
Approval
For Clearance
Per Conversation
/As Requested
For Correction
Prepare Reply
Circulate
For Your Information
See Me
/Comment
Investigate
Signature
Coordination
Justify
REMARKS
John: In outline form as requested, draft report
on Ops trends, developments, achievements and problems
of potential i
spection 1968.
G inspectors since last IG in-
will go over Group submissions
tomorrow morning; he thinks DI12 may eventuall2
want amplification of some points, but for now all he needs
is something as background for his briefing of IG visitors.
C/E)&SS and C/FCS input used for this draft...
Alice's rough notes also attached. She can expand
on these as required.
/4//5 _Seee ,
DO NOT use this form as a RECORD of approvals, concurrences, disposals,
clearances, and similar actions
FROM: (Name, org. symbol, Agency/Post)
SA/?)ps
Room No.?Bldg.
Phone No.
5041-102
ri U.S. G. P.O. 1977-241-530/3090
OPTIONAL FORM 41 (Rev. 7-76)
Prescribed by OSA
FPMR (41 CFR) 101-11.206
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STAT
STAT
STAT
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Utt,RAHONS CaRit
1
OPS GROUP TRENDS, DEVELOPMENTS, ACHIEVEMENTS & PROBLEMS SINCE 1968 IG INSPECTION
A. Staff Reorganizations
1. Engineering Design & Support Staff (1978)
IN HEADQpARTERS
orr-fra)-4 tui
Mc_D
a. GS-15 grade rot for chief, who concentrates on planning
and designing technical solutions to operational problems and require-
ments, including oversight of external R&D programs.
b. Chief, Support Branch (GS-13) responsible for maintenance and
upgrading of field equipment, construction and renovation of field
installations, equipment standardization, training and routine super-
vision of field engineering personnel.
c. Rotational assignments encouraged:
from OSO,
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to OSO, several from X. 25X1
d. Size of Staff has been reduced and recruitment is difficult;
grades are relatively low for engineering field.
now limited to GS-13 level. pina .gertu,s4
yeacio /c1?,._ ac.}6_541z4,4-6_ P8i-s,
e. GS-14 grade needed for C/Support Branch who supervises GS-13's
in the field and functions as deputy to C/ED&SS. PAO Ada") 49-1-1tAt'
4 GS -13 01-4k, etietre,e,
Career advancement
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f. Overseas positions difficult to fill. Expansion of regional
engineer concept one answers
COU
g. Trend toward ever greater technical/electronic sophistication
in FBIS--remote systems, Okinawa word processing, automation, substitution
of electronic EXTEL communications equipment for M-28 electro-mechanical
units--demands greater expertise, increased staffing and more effective
use of engineering personnel.
h. Low morale; engineers see themselves as "second-class citizens."
NY. How to allow for and encourage engineers to move into managerial
positions, e.g. C/FCS, deputy chief in Okinawa or Bangkok? Persons with
engineering backgrounds do this elsewhere in the Agencyt)tile
j. There is increased dependence on foreign national technicians
of doubtful qualifications/ c.4?Ltecal
2. Field Coverage Staff (1973-74)
a. Since the merger of MOS and FOS, trend has been away from
compilation and publication of statistical data and toward more operations-
related functions and responsibilities, particularly in day-to-day and
long-range coverage planning and guidance. To illustrate:
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--"Broadcasting Stations of the World" discontinued in 1974 due
to lack of staffing to insure continued quality.
-"Developments in Foreign Broadcasting" and "Highlights in Foreign
Broadcasting" discontinued, the latter replaced by occasional "Broadcast
Notes" disseminated by the Wire Service and Daily Report.
--Increase in technical reception surveys and planning papers produced
in support of coverage planning.
--Local Cruiser concept developed to provide field bureaus with
cruising and coverage support and insure continuing flow of broadcast
information to Headquarters. Compensates for scarcity of Staff
positions overseas.
--Expansion of television monitoring at field bureaus and by
contract monitors.
--Trend toward automation of some FCS functions beginning with
Mag card processing of program and press schedules and moving toward
computer processing of these and other functions.
b. FCS personnel have had to develop new skills--e.g. Staff
functions, report writing, contributions to NITO collection surveys.
c. More frequent overseas TDY's on reception surveys for new
bureau planning are demanded.
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d. FCS officers must be versed in radio and antenna theory,
have good grounding in world geography and international affairs, be able
to recognize many foreign languages and write clearly and concisely. Yet
opportunities for advance are limited; GS-12 is top grade. Overseas
assignments are also limited; there is only one Staff cruising monitor
overseas, in Okinawa. 6;--ack-al,L
414
e. There is a need for Staff cruising monitors in other parts of
of the world, but STaffing restrictions prevent this now.
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C. General Personnel
1. Chief, Operations Group upgraded to GS-17. Recommendation in to
upgrade deputy chief to GS-16.
2. Position of Special Assistant to Chief, Operations Group established
at GS-14.
3. London, Okinawa bureau chief positions upgraded to GS-16.
4. Chief, Wire Services Staff set at GS-14.
5. Positions in FBIS Communications Center upgraded.
6. GS-13 Deputy chief position needed in FCS.
7. More GS-12 senior editors assigned overseas at small bureaus;
GS-13's fill deputy chief/chief editor positions at small bureaus.
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A. Contingency Planning
1. Loss of Medburo 1974. Re-establishment of Middle East coverage at
bureaus in Nicosia, Amman and Tel Aviv, plus Athens Unit.
IN THE FIELD
2. Efforts to regain African coverage: surveys, Monrovia, Abidjan,
southern Africa.
4. Hong Kong, Seoul bureaus established for improved coverage of China,
Korea, Soviet regionals.
5. Planning for South Asia bureau--Islamabad, Kuwait, Doha surveys.
6. Training of linguists for TDY assitrnments.
7. Readying of equipment packages for quick reaction capability.
B. Embassy Integration
2. Adoption of local wage scales for FBIS foreign national employees.
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3. Embassy administrative support--W, travel, GS0 services, procurement,
customs clearances, warehousing, transportation, etc.
4. Joint wireroom operations, e.g. Amman, Seoul, Hong Kong.
C. Foreign National Personnel
1. Revision of authority; D/FBIS approves all personnel actions.
2. Grievance procedures opened to FN's.
3. FN Personnal Handbook revised.
4. Uniform policy on evaluations and promotions being formulated.
5. Plans for OTR training in supervision for FN supervisors.
6. Training programs for FN technicians.
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E. Remote Systems
1. Utilizes better antennas at external USG or local government sites to
improve FBIS reception.
2. Systems now installed in Seoul, Bangkok, Tel Aviv, Asuncion; planned
in Hong Kong; possible in Nicosia.
3. Problems in locating site for South Asia bureau give impetus to
design and development of full RAMS capability.
4. Impact on staffing: additions required in some cases; greater
centralization under RAMS, leading to relatively fewer staff additions,
greater flexibility.
5. Funding for,
development required while bureau operations continue
in the interim.
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F. Technical Developments
1. Communications transferred largely from commercial to U.S. Government
control through use of SKYLINK, DCA channels. Savings over commercial usage.
2. Modernization of equipment, including solid state receivers, teletype
units. Improved TV recording equipment and audio recorders/transcribers
introduced.
3. High performance, compact loop antenna developed for mediumwave
use; most effective at bureaus forced to depend on rooftop antennas.
4. New bureaus designed and built in Nicosia, Annan, Tel Aviv, Hong
Kong, Asuncion and--presently underway--Abidjan.
5. Preliminary work with ORD on devices to suppress or reduce inter-
ference with target radio signals.
G. New Bureaus
1. In response to collection requirementsj More bureaus are on the
drawing board. Attendant problems are:
a. Strains on editorial and engineering staffs.
b. Budgetary restraints. Ceilings on travel funds.
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c. Strains on support functions?administration, communications.
d. Limited dissemination capability for ever larger volume of
material collected.
e. Imbalance between field and Headquarters positions.
2. Dilution of Staff control, particularly in the engineering/technical
area, follows.
3. Broadcast propagation conditions and limited access to large antenna
fields require that bureaus be established ever closer to targets. There is
constant shrinkage of technically and politically acceptable sites.
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I. Changes/Developments
A. The Daily Reports were offered for sale to the general
public. This was accomplishe4 by subscribing to the
major foreign news services, thus the
copyright problem. For those few items that cannot
be dissiiminated outside government officeas, the DRD
uses an Annex, NXIMixiumxim which is attached to
the books slated for government consumers but not
the books for public sale. Concurrently, we discontinued
the White Book. NTIS handles the public subscriptions.
B. The DRD embarked on an automation effort that had
wide-ranging impacts on our procedures, both in
Headquarters and the field. A new handbook was
devised to acconodate automated information
and Como
handling; the D work space was reconfigured;
we gave up in the typing pool and
Commo. As a result, we contracted with a commercial
firm for typing the DR until automation was in place.
This has caused many minor problems and irritants, but
by and large it has worked. The DR's today are bigger
than ever. The ComCenter is operating today dangerously
the ComCenter is handling more trafficomt It has also
taken on responsibility for classified cables.) It
uses heavy overtime,
C. JThe DRD was removed from Production Group in 197 and
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resubordinated to the Operations Group. This reunited it with
the WSS, which was made part of the DRD. This move centralizes
The DRD
management of the editorial staff. It is a Resource Package.
D. The DRD ceased editing English language copy in 196_
There were
E. The DR is now published in eight volumes.vice six
in 1968. Maximum number of pages allowed by P&PD has
increased from 376 to 422. The DR now has four branches,
responsible for two book each. There were three in 1968.
F. We inaugurated the TDY editorial training program ix at
the i'anama Bureau in 197_; we added a similar program at
G.
Okinawa in 197_s
This has been an enormous help in
assuring that junior editors are capable of handling
a field assignment before they are offered a PCS. It
also gives the new editors to ?et a taste of field
life to make sure
There has been an
The FBIS Advisory
that Immix an FBIS career will suit
them,
increasing emphatts on personnel matters,
The panel system for promotions was set up.
Team was inaugurated./ Many more peo le
are attending course, going on rotational tours, and having
contacts with other offices.
in 1976
H. New equipment for the WSS/expanded outgoing circuits from
three
20 to 30. The WSS added twat new consumers, the Library
I.
J.
of Con7ressomd the Treasury Department, and Air Force
Intelligence. It began service to the DOE when the AEC
was akatakabolished.
The Wire became a part of the CRITIC system on 1 April 1975.
A terminal for the Interim SAFE system was installed in
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the Wire in 1976.
K. Through daily contacts and rotational tours the WSS has
developed an exceptionally close working relatio sh'p
with OCOYWhite House Sitroom.
L. DRD has made increasing use of JPRS publicati ns for its material.
II. Problems
1. Heavy turnover in editorial ranks
2. Inceasing difficult
getting people to serve overseas.
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