SECOND ANNUAL PLANNING SYMPOSIUM 28-30 AUGUST 1978

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP97G00008R000100130001-7
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 107
• Document Creation Date: December 27, 2016
• Document Release Date: March 23, 2012
• Sequence Number: 1
• Publication Date: August 23, 1978
• Content Type: REPORT

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OFFICE OF
t ~ ?
SECOND ANNUAL
PLANNING SYMPOSIUM
28* 30 ". AUGUST 1978
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C O N F I D E N T I A L
TABLE OF CONTENTS
FOREWORD
LIST OF PARTICIPANTS
SUMMARY
SYMPOSIUM MINUTES
Introduction
Planning $ The Planning Process
Symposium Topics
Written Presentations
Conclusions
Appendix I
Appendix II
Appendix III
Appendix IV
Appendix V
Appendix VI
Appendix VII
Appendix VIII
Personnel Development
Personnel Assignments
Personnel Evaluation
Technical Systems
Cryptographic E Communications
Security
General Organization
"Ten Leading Questions About the
Future"
Specific Recommendations
C O N F I D E N T I A L
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C O N F I D E N T I A L
FOREWORD
~~ This document outlines the discussions conducted
during a symposium held in August 1978. The broad sub-
ject of the symposium was OC planning, but many related
matters were discussed. The document is being published
in order to share the information gathered with a broad
OC audience and hopefully to stimulate more input into
the OC planning process. Readers are urged to contribute
their ideas, thoughts, and concepts to the Planning Staff
in either written or verbal form.
The Planning Staff takes this opportunity to
express appreciation for the efforts of the participants.
support staff for making the symposium possible and
successful.
the support of their division managers, and to the
C O N F I D E N T I A L
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The consensus of the symposium participants was
that should continue to expand its horizons as the
DCI's "Information Handler" (vis-a-vis information proces-
sing) and to expeditiously evolve to an enhanced network
in order to meet the existing and anticipated narrative
and digital needs of CIA and other customers. Concomi-
tantly with network enhancement, bold changes in personnel
development must be undertaken to ensure that OC people
are prepared for the technologies of the 1980's. The
climate for change is extremely favorable and OC personnel
at all levels appear to be eager to take on new challenges
with optimisim and vigor. The cohesiveness of the
Strategic Plan Annexes indicate that OC Headquarters
components are effectively interacting and sharing ideas.
However, submissions from the field reflect a lack of
informed awareness of the enlightened management atmosphere
that has blossomed over the last several years. New ways
must be found to share with all OC personnel the achieve-
ments, aspirations and disappointments that have and will
occur. Participatory management has created an atmosphere
of renewed anticipation and discovery. Institutionalizing
this phenomenon is the Office's next task.
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MINUTES OF OC PLANNING SYMPOSIUM
C O N F I D E N T I A L
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The second annual OC Planning Symposium
was held on 28, 29, and 30 August 1978
The 18 participants In the symposium
ranged from S-09 to GS-16's. All Headquarters compo-
nents and AMCA were represented. The group
included people experienced in every aspect of OC's work.
The symposium's primary objectives were to discuss,
analyze, and appraise the annexes to the OC Strategic
Plan and to provide a forum for the presentation of
innovative methods and new ideas and the discussion of
perceived problems.
opportunity to take advantage of this unique forum, an
invitation was sent out to OC elements worldwide solic-
iting papers for the Planning Symposium on any subject
addressing important issues confronting the Office of
Communications. Each Headquarters division was also
requested to present a paper on a subject of its choice.
Twenty-five papers covering a wide range of subjects--from
the very technical to the personnel oriented--were
received. These papers, included in the appendices to
this report, were discussed long into the night and
provided points from which to launch into a myriad of
related discussions.
To provide all OC personnel with an
views o the Strategic Plan annexes, stressing the philos-
ophy and internal and external factors which influenced
the development of the annexes. There was little conflict
and there were many areas of agreement among the annexes.
This, in itself, seems to indicate a great deal of inter-
action between divisions--both informally and formally.
Division representatives presented over-
symposium on a positive note with a discussion of OC
initiatives--or, "What's Right in OC." After exhorting
the group to avoid being overly critical of OC's work, he
stressed that we must be aggressive in seeking new initia-
tives and to avoid giving up any existing prerogatives.
He also called for close coordination between all planning
elements within the Office.
Chief of OC-PS, opened the
r n N P T Tl P N T T A T
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L u iv r I D E N T I A L
sympo s eynote address. He began by explaininghthat
the primary aim of a responsible bureaucrat is to ensure
the continuity of the organization. To do this requires
planning; planning which can validate today's decisions
in terms of the TL _
means ring the future course 11ofJthmsium is
eoOffice. one
n%j A 1,, tine uttice in the next
fiscal year and beyond. It is work which requires inno-
vation, courage, imagination, and dedication and which
should have realism and pragmatism as key elements. It
involves wrestling with the process of putting meat on
the bare bones of ideas and leads to the translation of
"what could be" into "what will be" or of ideas into
programs and budgets. In summary,
that while the symposium would be ar etch the par~sad
ticipawhich would stretch the participants' imagination and
knowledge to the limits, it presents an exciting and
important challenge of harnessing change to bring about
growth--not only to the symposium participants but to
the entire Office.
was fi it he elieveld11thatdtheafactsthatsoffices
have separate planning groups which do not work together
was a weakness in the planning process. He answered by
saying that the planning process now works primarily from
the bottom up. The Agency as a whole hasn't done stra-
tegic planning in the past and is still reacting to
crises. He believes an ad hoc body may develop to form
an Agency plan for the management of information handling.
Momentum is now gathering which can turn planning into a
top down process. Goals are being formulated today at
the wrong level, however. While we look at concretp our goals should actually be idealistic. als,
was also asked about the sensitivity of top management
to the fact that OC is a U.S. Government carrier. Can a
case for OCI budget be made on this argument?
vernment going, and
the CIA has no constituencyperse.geT
herefore, although
our government-wide mission is known, its support is
largely intellectual. Our support is important but affects
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very few people, at least in easily measurable terms.
The democratic process dictates that not as much time
and effort will go to us as to other larger projects.
We must be aware that we can be swallowed up. Another
symposium attendee asked if there was a consensus that
information handling is an Agency mission. If so,
could this lead to the between OC and ODP becoming
less distinct?
could, in fact L'lct L L11e Agency
,lilave an l inforlmation someday if it places theproper value aonlthe information
handling process. However, we must be aware that it is
a dull and unglamorous process and that management
focuses on getting out the reports, not on the process
required to do so. A better product can come from
managing the information process, but the entire process
requires innovative people.
C O N F I D E N T I A L
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U O N F I D E N T I A L
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PLANNING & THE PLANNING PROCESS
-~~ .-..~~ u1Jl.uJJlUI1S or planning and the led into a presentation b ing process
Advanced Conce is Division of 91iRD y of the
in n n1-1,, p on strategic tilann;nQ
pant in the symposium, began his remarks by notingLthat
OC is obviously off and running with strategic planning
and that it is very good to see this support to stra-
tegic planning in the Agency.
believes that planni
h
ng t
ree to
seven years in the future has heretofore been essentially
straightlined. He indicated the need to estimate what is
expected in the future through strategic planning and
stated that future technology must be matched with future
problems to provide a general framework for our move into
the future. Planning must chap e in relationshi with
views of other groups
while considering the imme is e opera ing environment.
There is still a large gap between need and practice.
There is, however, a growing sense of need for lone range
identified four requirementsytovcloseYthe`long range
planning gap:
1. The need for acquiring adequate long range
views.
2. The process for monitoring and reformu-
lation.
3. The process to convert results to more
specific requirements.
4. The process for incorporating planning
into management/resource decisions.
He noted that Executive Order 12036 dated 24 January 1978
tasked the DCI to "develop. . .objectives and guidance
.to enhance capabilities for responding to expected
future needs. . ." Two of the DCI goals for the intelli-
gence Community published on 4 August 1978 were future
oriented:
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"Devise a program to anticipate changes in
intelligence priorities over the long term and
to develop effective systems and resources to
support the production requirements of the next
decade."
"Develop methods for determining the major
intelligence problems over the next decade and
how these problems will impact on collection,
production, and support requirements."
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For his part, is attem tin to
identify future trends, alternative futures and future
issues as well as the process for identifying the impli-
cations of such data and developing a means of using
this data to develop resource policy and guidance in the
outyears. He said that he sees the task of OC planning
to be the analysis of long range implications in terms
of the communications world in general and OC in particu-
lar. Appendix VII contains paper on the "Ten
previous
Using many of the thoughts presented by the
speakers as a base, of the
Planning Staff discussed the planning process in OC.
members of OC to the Office's planning process. He also
outlined, in broad terms, the Planning Staff's percep-
tion of the means by which OC's planning process should
operate. The importance of the planning process,
Ls.rated, is hard to stress too much.
had stated that it charts our way throu
h
g
pitfalls and perils into the future. In spite of this
importance, had mentioned that OC apparently
has the only published strategic plan in the Intelligence
Community. pointed out that the strategic
plan is, however, but one step in the planning process.
The process includes the annexes, which are the division's
response to the plan, and must include continuous feed-
back from all OC components and from our customers. An
awareness of state-of-the-art technology and an ability
to apply it to OC's needs are also important. A further
very important ingredient in the process is the symposium.
C O N F I D E N T I A L
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L U N r 1 1) E N T 1 A L
Taking all of these elements together and using the ideas
they produce, leads to the next strategic plan and con-
tinues the planning cycle. The result of the planning
should become evident in the programs and budgets produced
by the Office. Although strategic planning looks several
years "down the road," the programs have to be initiated
now to get where we, as an Office, want to be. The MBO
process, although generally tactical in nature, can and
should be viewed as a result of the strategic planning
process.
The comments on the MBO process brought forth the
opinion of one participant that MBO, in fact, has nothing
at all to do with the strategic planning process as MBO's
explained that the MBO process as it is presently used
might, indeed, have little correlation to the planning
are formulated for a single, upcoming year.
process but that it can be looked at as a result of the
planning process, much as the program should ultimately be
considered a result of the planning process. It was also
stressed by a participant that in planning we must not
lose sight of OC's primary constraint--its budget. How-
ever, while the budget may ultimately determine how far
the Office can go in meeting its specific es, the
overall goals should, as implied by be
based primarily on the service OC could ideally hope to
provide to its customers based on projections of their
future needs and requirements.
C O N F I D E N T I A L
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whic exis e during the 1977 Planning Symposium, there
was a gratifying amount of agreement among the partici-
pants at the '78 Symposium in the general perception of
the direction the Office is, or should be, headed. The
participants appeared comfortable with the Office role
as "information handler," encompassing information dis-
semination, support to the Intelligence Community and
new areas such as support of electronic mail. There was
acceptance that change is, and will continue to be, part
of OC's life. The group demonstrated that a good measure
of optimism and positivity has developed in the Office
over the last year. Most accepted OC's aggressive role
and reflected a "let's get on with it" attitude rather
than a "should we be doing this?" attitude.
In comparison to the air of uncertainty
B. Review of 1977 Symposium Topics and Questions
Symposium, it would be well to review the status of ques-
tions raised by the participants in the 1977 Symposium,
both to put the background for this year's symposium in
perspective and to demonstrate some aspects of OC's
growing positive attitude. Questions raised at the
previous symposium included:
Before discussing the details of the 1978
1. "What is the role of HF in the future?"
That question has been answered with the policy
decision that HF will remain, serving primarily as
a single-thread, low-speed backup means of communi-
cations under any circumstances.
2. "Should emergency and alternate route
communications capabilities provide the same level
of service as the primary system?" The role and
level of service of emergency communications is still
under discussion, but the question of alternate
route service has been addressed to the extent that
HF altroutes will be low speed but highly reliable
to pass critical intelligence and that primary
equipment will be highly reliable and, therefore,
have a very high availability figure.
7
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to the DCI will require that the Office work with
elements of the Intelligence Community to ensure
that OC is totally responsive in its role as the
primary communicator for the DCI." As was stated
previously, the participants at the 1978 symposium
in regar to joint endeavors with non-Agency organi-
zations?" The 1978-79 Strategic Plan states that
"The Office mission can be restated as being the
information handler for the DCI and CIA... Support
3. "What is OC's role and its limitations
seem quite happy with this role.
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7. "Will Morse code be with us for the
long term and, if not, can we establish a target
date for its phase out?" The Strategic Plan calls
for an off-station system which does not r auire
base station manual Morse ositions.
While this scheme, when imple-
mented, will reduce the use of Morse code, further
steps will be required to eliminate the need for
Morse. No specific timetable has yet been set for
the meeting of this objective.
C 0 N F I D E N T T A T,
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C. Personnel
Much of the discussion at the symposium,
prompLea part by several of the papers which were
submitted, centered on OC's management of people. There
are certainly indications that the Office is taking some
very positive steps in the management of its human
resources, including the establishment of a full-time
EEO officer, consolidation of Panels C and T into Panel
D, improved CEL procedures, initiation of the "Models
for Management" course and the OC Management Seminar,
enhanced CSA and assignment responsiveness through use
of telepouches, the establishment of a family coordinator,
the recognition of the need to determine management
potential as early as possible and HRD's proposal for
the establishment of a systems management panel.
nalysis of papers submitted to the symposium
whic were personnel related showed, in fact, that many
concerns have been addressed at Headquarters. For
instance, a recurring topic in the papers was the need
for supervisory training. The new "Models for Manage-
ment" course has thus far provided such training for
about 100 OC personnel. Apparently many field personnel
do not realize the extent to which OC is actively
pursuing programs of personnel development. If this is
the case, present methods of communicating an Office
perspective and of highlighting areas of interest are not
reaching field personnel in a manner they can assimilate.
In this regard increased use of telecons between Area
Headquarters and field stations should be encouraged to
allow a greater dialogue on a wide range of issues. At
the same time, the group recognized that telecons must
be used judiciously to ensure that there is no adverse
effect on base station operations or Area Headquarters
priorities.
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Means must be provided to ensure a measure of self-
esteem and accomplishment at a journeyman level rather
than considering promotion the only means of measuring
these important factors. One intriguing proposal was
a "Hall of Fame" for communicators whose performances
rate special mention. Another reason for increasing
recognition and interest at the journeyman level was
brought up by the symposium participant who said "there
is a constant hue and cry to increase the number of
managers. The ratio of manager to worker is still
weighed heavily toward the worker. So, we must recognize
the worker more; the guy who may not be a manager--ever--
but who is doing a good job."
establishment of recognized Panel D achievements
such as successfully passing the first class FCC
radiotelephone license examination or completing a
series of self-administered courses was also discussed
management (SM) panel stimulated great interest. While
the group debated the fine points of the proposal such
as educational entry levels and potential bias toward
engineering members of the SM panel, the group agreed
that the proposal has merit and is in line with the
belief that higher rather than lower qualified Panel D
personnel are required to meet the technological demands
of the 1980's. A cautionary note voiced by a partici-
pant, which is considered in the development of the SM
The HRD paper on establishment of a systems
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panel and should be considered in any OC management
development plans in that "...managerial skills in the
abstract are not all that's required to be a manager in
OC. Technical skills are also required. We have down-
graded the necessity for technical skills to the point
they may be ignored."
0
D. Technical
El The Engineering Division annex presents plans
and proposes systems which a year ago would have been
considered extremely radical. Yet the symposium partici-
pants agreed in general with the annex, including a
proposal to convert to a controlled (versus free-running)
network architecture possibly utilizing satellite broad-
cast or polling techniques to conserve satellite power and
using packet techniques, a "smart switch-dumb terminal"
approach to keeping field terminals as simple as possible,
automatic network control, the provision of essentially
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E. Operational
The FND representative, in presenting the FND
annex, stressed the ever-expanding requirements which
are coming into the Office from outside the DDO and
outside the Agency.
F. Organizational
(C) There was group consensus that greater concern
for public relations by the Office is needed. We cannot
just stand by our record of good deeds, but must take the
initiative to educate our present mnd nrncnrrtiit,~ riictn-
(C) Other subjects discussed included the need for
some form of customer critique of OC's product/service
to determine if our resources are being used effectively
and efficiently, the possibility of closing Area Head-
quarters, and the development of a software systems analyst
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capability in the Office on a par with a senior hardware
engineer. Both the ideas for customer critique and the
development of a system analyst capability were endorsed
by the group. The closing of Area Headquarters drew
more varied response with some participants calling for
greater rather than less autonomy for Area Headquarters
and some participants agreeing that, at the least, the
idea deserves further study in light of budgetary con-
straints and external considerations.
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WRITTEN PRESENTATIONS
The written presentations to the Planning
Symposium have been grouped into seven major categories
appearing as Appendix I through VII. Appendix I consists
of five papers related to Personnel Development. The
first paper- " cations Officer Development," by
addresses the need for higher level
supervisory skills and suggests that such raining be
made available in the field. foresees a
need to identify specific levels of required knowledge
closely approximating that of a communications engineer.
The systems manager paper sponsored by the Human Resources
Division (which also appears in Appendix I is one indi-
cation that the issues identified by are
being actively addressed by OC. The second paper,
"Growth, The Most Important Issue Facing OC Today," by
for growth in many areas including ersonnel,vcustomerv~
service and technology. comments reflect the
spirit that OC has for so long depended upon for its
successes. There are many communicators in OC who are
eager to tackle the challenges of the '80's, and the
Human Resources Division's efforts and the intense debates
on the application of modern technology within the Office
are clear signals that OC is putting itself in position
to meet future challenges. However, we all must accept
that growth cannot be revolutionary but must be evolu-
tionary in step with the institutionalized processes of
the organization. The third paper ei~itled "Management
Potential" by follows the theme
of several other papers in suggesting that managerial
training must be provided to promising members of Panel D
at an earlier period in their careers. At various times
throughout its existence, OC has formalized, to some
extent, its process of identifying and developing individuals
with management potential. Such programs were limited
to relatively small groups because of slotting and
associated restrictions. OC is now, more than ever before,
committed to not only providing management training to
promising employees but increasing the skill base of all
communications personnel. Again, the systems management
proposal is one alternative under consideration in the
pursuit of this goal.
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The fourth paper, "Develo men Utilization
of Programmers in OC," by proposes that
OC develop an in-house so ware systems analyst capa-
bility to offset some of the expense of retaining external
contractors to perform such functions. He foresees this
as one means of expanding the opportunities available to
OC automation specialists. The symposium participants
endorsed paper in principle but believed
that further study was needed to determine if systems
analysts should come from in-house, outside the organi-
zation, or both. The message was clear, however, that
the Office needs to develop a software expertise to
complement its hardware capabilities.
The fifth paper in the Personnel Development
Appen ix is the Human Resources Division (HRD -sponsored
paper "Development of the OC Middle Mana 17 for the
Technologies of the 1980's" presented by
This paper was applauded by the participants as an excel-
lent effort which goes a long way in meeting the '80's
challenge head on. While the participants did not endorse
the paper "as is," there was little doubt that the propo-
sal has considerable merit and demonstrates the far-
sightedness of HRD.
Appendix II consists of three papers related
to the subject of Personnel Assignments. The first article
is by entitle "Assignment Processing."
The paper recommends that processing time between tours
be scheduled to an absolute minimum. While the paper
recounts personal experiences during recent
Headquarters processing, it does vividly illustrate the
difficulties that can sometimes arise in processing. The
group believed case was an exceptional
situation because of the number of factors involved in
getting him processed for his new ost -F- I
The
participants believed that employees should be advised
that each office contacted during processing, independent
of OC, is free to set its own appointment schedules and
processing timetable; and in some instances (i.e., pass-
ports), the employee must appear in person to meet legal
requirements.
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TIThe second paper on the subject of assignments
reign Assignments for OC Personnel" by
expected part of the pay system and lose its value as an
incentive. Also, it was believed that the pay system is
complex enough without further exceptions to the basic
pay structure. The question of overtime for duty status
was already fought for and lost by OC. It was generally
believed that the incentive must come from within the
present federal system. For example, State has a program
wherein three years credit is given for every two years
overseas; but the post differential must be forfeited.
Unfortunately, the congressional climate today is not
very receptive to increased overseas benefits, and any
incentives offered will probably have to be developed by
OC alone.
paper created considerable discussion and' touched on a
critical problem for OC. The main objections to the
idea were that such an incentive would soon become an
incremental periods of overseas service.
The final article in Appendix II, entitled
"Assignments," by suggests that the
employee needs more advice and guidance when completing
the Career Service Action (CSA) and that there is no
communications channel readily available to discuss
assignment possibilities before CSA submission.
proposes that the Human Resources Division inform e
employee of some of the options it feels would
ficial to him prior to completing tha ('SA
investigation, but the majority believed that today the
Human Resources Division is much more responsive to
employee needs and desires than at any other period in our
history. One participant suggested that HRD should
consider the use of volunteers to fill tough assignments,
drawing on the worldwide organization for these volunteers.
Also, employees overseas should be encouraged to officially
correspond with HRD or their Area Headquarters regarding
their next assignment prior to completing the CSA.
Several participants agreed that employees should provide
something like a resume with CSA's to aid assignment
panels in placing them. For the most part, 201 files list
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past assignments and general duties and do not go into
the details of an assignment often only known to the
employee himself or to a few people directly involved
with his work and accomplishments.
Appendix III concerns Personnel Evaluation.
The firs paper "OC Career M ement and Promotion
System," is by He proposes a number
of refinements to C career management including profes-
sional career management officers, assignments more in
step with prospects for advancement, monthly reviews of
LOI's, freezing of rank order on the CEL, and more open-
ness in "clearing the air" when area officers visit field
facilities. recognizes that to some degree
all of the latter recommendations are in effect but wants
more clear-cut policies. The group consensus was that OC
was striving for and making progress in making improve-
ments in the factors cited by For example,
the freezing or CEL "lock-in" feature was still being
considered along with a number of associated modifications
to the CEL system.
The second articlp- "Evaluating and Promoting
in the OC," by proposes that greater
weight be give e tirst-line rating officer and that
the officer being rated be obligated to make a statement
'
(not
us rebuttal) regarding his evaluation. Also,
feels that the reviewing officer's comments
may carry too much weight. The group believed that the
atmosphere for accomplishing some of sugges-
tions has been evolving over the last several years. There
is a growing awareness that a ratee's statement attached
to a fitness report does not necessarily have to be in
the form of a rebuttal. Also, OC is offering the "Models
for Management" course, and the new "OC Managerial
Seminar." Approximately 150 officers per year are expected
to attend these courses. Hopefully such efforts will go
a long way in satisfying recommendations.
he third paper reer Staffing and Promotion
System," by addresses the trend
toward hiring more non-Worse operators and suggests that
operators be hired at lower grades in order to extend the
18
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period between EOD and journeyman. The group consensus
was that there were more attractive alternatives (e.g.,
upgrades) to extend career opportunities in OC and these
were being actively pursued by HRD.
The final paper on Personnel Evaluation was
presen e by ntitled "Competitive
Evaluation, GS-09." proposed that Area Head-
quarters be allocate a percentage of promotions and be
allowed to make these promotions directly from the Area
Headquarters. While the participants saw some attraction
to this idea in terms of giving the Area Headquarters more
direct control, it was generally held that the proposal
ran counter to the Agency's uniform evaluation and promo-
tion objectives. Also, it was thought such an approach
to promotions might contribute to the "sawtooth effect."
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The third paper, entitled "An Integral Informa-
tion Handling Network for CIA--A Conce t Whose s
Come," was submitted by
observes "Accommodation o both near-term and certain
long-term requirements will necessitate that OC develop
a transparent universal information handling network..."
believes OC should consider the technical and
economic advantages of techniques such as packet trans-
mission, radio/satellite broadcast and digital spe 7ch
processing. The participants supporteddi paper
and endorsed his proposal while recognizing that moderni-
zation must be accomplished within the framework of
program and budgeting constraints.
(C) The final paper in the Technical Systems cate-
gory is "Field Station HF Systems" by
outlines the limitations 61 Hl- hardware and
antennas is one way to improve HF communications but that
OC should continue to exploit other avenues such as
improved modems and digital software techniques.
proposes that further efforts are needed to take advantage
of improved antenna technology available today; specif-
ically, the use of log-periodic arrays. The participants
agreed with that further improvement in
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Appendix VI covers subjects of a general organi-
zational nature. The first two papers "OC Initiatives"
and "Strategic Planning, An Overview," by
Introduction and Planning Process sections of the
proceedings.
respectively, have been highlighted in-the
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"Reduction and vement in the OC Overseas
Presence" by is the fifth paper in
Appendix VI. paper generated considerable
discussion on the subject of returning the Area Head-
quarters function to the United States. While there are
several key positive factors (e.g., financial) in return-
ing the area function to the United States; in the final
analysis, the majority of the participants believe that
the Area Headquarters function is a major factor in OC's
successful management of a worldwide communications enter-
prise and most felt that the Area Headquarters role should
be strengthened rather than be deemphasized or otherwise
revised at this time.
The final paper is by
entitled "Wives and OC." The paper ca s tor increased
awareness by OC of the important role of the OC wife.
training w en appropriate and that the OC wife be
proposes that the OC wife participate in
encouraged to accompany the communicator on Washington
Area TDY assignments at OC's expense. The participants
believe that concern for the OC wife was
shared by OC management. In particular, this concern
resulted in the recent establishment of a Family Informa-
tion Coordinator in the Support Services Division (SSD)
staffed by an OC wife.
L __-]Appendix VII contains paper "Ten
Leading Questions About the Future." This paper addresses
global issues and trends that may impact on intelligence
activities in the long-range period. It appears inevitable
that the role of telecommunications in shaping the future
will be to provide a transparent medium to sustain a wide
range of communication services.
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In his remarks on the opening day of the
symposium, said that the symposium would
be hard intellectual work which would stretch the partici-
pants' knowledge and imagination to the limit. He also
pointed out that only if the symposium participants did
their job well could there continue to be planning sympo-
siums. In reviewing the work of the symposium, it seems
obvious that the participants did indeed "do their job
well." There was a very valuable airing of planning
issues and topics, all taking place in a positive,
forward-looking atmosphere; and all participants left the
symposium with a better understanding of the planning
process and of the plans of all OC components.
It was obvious that our people and the manage-
ment o teem remain a primary concern, and a concern
which must be considered in the planning process. As
stated previously, the Office is taking positive steps
toward improving and maintaining a high level of profes-
sional personnel management. The initiatives outlined in
the HRD systems management paper should be pursued, as
should the idea for a software systems analyst capability.
A potential dark spot which must be faced is the reduction
of benefits, particularly for personnel serving overseas.
Every effort should be made to maintain or increase
benefits for OC employees.
The Engineering Division annex represents a
signs scant step forward in our thinking concerning our
technical systems and services. Even its emphasis on
services demonstrates a more positive attitude. There
will continue to be technical challenges to be faced as
we develop a new network architecture and a new network
philosophy in light of expanding and varied communications
needs and requirements.
C O N F I D E N T I A L
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IThe symposium closed with an informal
critique by the group. The need for a slightly smaller
group, and for a pre-screening of papers to reduce the
number actually addressed at the symposium were mentioned
as items warranting consideration for upcoming symposiums.
Dividing the group into sub-groups which would hold work-
shops on various subjects was also discussed. One device
which could be used as an alternative or an addition to
the yearly symposium was proposed: The use of "mini-
symposiums" held to discuss one particular subject. These
mini-symposiums would be of short duration, usually one
day or less, and the number of participants could be
dictated by the subject.
During the discussion following
presentation, he was asked if the main message of his talk
was that there will continue to be ambiguity and change
in the future. answered by saying that with
the explosion of information needs and the expanding tech-
nology being developed which can meet these needs, change
is inevitable. There will be no more simple age.
24
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APPENDIX I
PERSONNEL DEVELOPMENT
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COMMUNICATIONS OFFICER DEVELOPMENT
1. I IThe intent of this paper is to address
the ever increasing need for training in order that
the Communications Officer function effectively in his
present and future work environment.
2. Changes within the Agency and
specifically recent changes with the Office of Communi-
cations have had and will continue to have a profound
effect upon OC personnel. Events such as exposures,
investigations and regulatory decrees have all had an
impact on the mood of the OC employee. For the first
line supervisor, this changing mood - better expressed
as an increased awareness - necessitates a higher
level of supervisory skill. As his subordinate takes
a more critical view of the task he is to perform,
the supervisor must be prepared to answer employees
questions in greater depth, evaluate personal and
technical problems more accurately and also assist in
the worker's career development. The underlying
factors being; to get the job done, provide motivation
through confidence and prepare the employee for advance-
ment.
3. Except for very few individuals, the
skills and iscip ines required for top-notch supervi-
sion and counseling do not come naturally; but must
be systematically learned. Professional training and
curriculum must be made available not only during in-
frequent Headquarters tours but also while abroad.
Audio and visual technology now make it possible to
deliver first rate instruction to the supervisor in the
field. With a more deliberate emphasis on the training
of supervisors the Office of Communications will realize
high dividends in the way of increased productivity and
fewer personnel problems.
verbal expression is, written ideas still remain the
crux by which major ideas are conveyed and decisions
made. The Communications Officer cannot be left out
of this process: His written statements concerning
personnel, technology or routine administrative matters
should be of such quality that it readily presents the
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situation concisely, is easily assimilated and can be
directly employed in higher level decision making.
5. There is evidence that the Office
of Communications does recognize the need for effective
oral and written communications expertise. These
disciplines are now of such an importance, that a
prescribed curriculum for each Communications Officer
grade level needs to be established and their proficiency
tied directly to advancement criteria.
6. New technological advancements have
been employed by the Office of Communications which
greatly enhance the capabilities and reliability of
the communications system. The knowledge required to
understand and operate these systems threatens to render
the undertrained communicator obsolete. Consider the
past when a basic communications terminal consisted of
two dipole antennas, a one-thousand watt amplifier with
exciter, modulator, high frequency receiver, demodulator
and electromechanical printing devices. This terminal
of the past used approximately one hundred vacuum tube
active devices. A single shelf with the baseband
portion of the SC-lA satellite terminal employs more
than a thousand solid state active devices. By and
large the basic terminal described required classic
analog techniques in its engineering, maintenance and
operation. With the introduction of the SC-lA terminal,
the telecommunications specialist was introduced to
entirely digitally engineered systems. Not only are
the concepts of electronic logic new, but also introduced
were heretofore unfamiliar analog approaches; such as
the generation of microwaves using the klystron, the
mechanics of transmission via tubular waveguide and the
parabolic radiator. This almost quantum leap in tech-
nology necessitates that the Office of Communications
insure the highest level of electronic training to its
Communications Officers.
7. I (Increasingly, the Communications
Officer will find himself having to interface with
Electronic Engineers and those representing the computer
sciences in the attempt to solve problems and to develop
new systems. The Communications Officer's success or
failure to conduct a meaningful dialog with individuals
of the technical disciplines will be the result of how
well versed he is in those fields.
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ness of e ectronic technology by the Communicationse
Officer, OC management would do well to initiate
specific levels of required knowledge for its Officers.
This program should be an integral part of advancement
consideration.
Officer 6t the future is tocarryyon,11andubuildcuponns
the Office of Communications' past record of excellence,
his management and administrative skills will continually
have to be advanced while his knowledge of technology
should closely approximate that of the Communications
Engineer.
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GROWTH -- THE MOST IMPORTANT ISSUE FACING OC TODAY
OC-FND/FEB
1. After having read the "Strategic Plan
For The ice o Communications 1978-79," I am
impressed. The content of the plan is excellent, and it
certainly makes the future look exciting for those of us
in the Office of Communications.
2. There is a question mark however to
those of us who are members of panel D. That question
is simply, what role will the panel D'er play in the
expanded, advanced, highly sophisticated OC communica-
tions network of the future?
3. I Our office, as all U.S. Government
offices and agencies that are basically overseas
oriented, has changed as a result of a redefinition of
U.S. policy and goals. These changes, which may in
fact be only of a temporary and not a permanent nature,
have not necessarily been for the betterment of the
service. The danger of these changes and personnel
reductions is that we face a possible diminishing in the
level of professionalism that has become synonymous
with our office. There are some senior officers in OC
that feel the upcoming members of our office, as well
as their own office, do not possess the levels of pro-
fessionalism or dedication that have filled our ranks
in the past. It is certainly true that talents and
skills that were once considered essential are becoming
less so. This is understandable if an advancement is to
be made from one state of the art to the next. The
danger may be however that the end product employee will
not necessarily be what we desire our communicators or,
if you will, panel D personnel to be.
4. The ideas put forth in the 1978-79
plan to ensure that we keep uo-to-date with equipment
procurement, expand our services and usefulness to our
customers are indeed goals to reach for and attain.
But no matter what system or program, no matter how
advanced or automated, equipment is only as good as
the personnel trained to operate and maintain it.
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5. Hidden in all the other talents our
personnel will be required to have, should be a little
old-fashion dedication. We are the best, I know it
as do most of us who have been on board for a few
years, but I am not so sure our new people know or
believe it. Working for the Office of Communications
is more than just a job.
6. Since many of our people at the
journeyman level of panel D will be the operators of
our advanced systems of tomorrow, I feel that the solution
to some of our problems will require some biting of the
bullet. Some action needs to be taken so that we do not
have the so-called bottleneck of today -- tomorrow. This
bottleneck tends to reduce the drive, potential, and
efficiency of many of our employees. I have no sure-
fire solution to these problems that I know our own office
of personnel is working hard on. I do, however, have
some views that I think are worthy of consideration.
7. Q I do not think an upgrade of personnel
is the answer. An upgrade of positions in certain lo-
cations and categories may be called for; this type of
upgrade would result in the eventual upgrade of personnel.
We should look at a mandatory time-in-grade as a means of
spreading our personnel grade levels. Sustained strong
performance in one grade could be rewarded in some manner
also. The best employee is the motivated employee and
motivation is, for the most part, generated from within
a person by his own expectations of future possibilities.
8. For those of us who wish to grown and
expand with the office but lack the formal education
to do so, some program should be available to continue
one's education formally to expand one's usefulness to
the office and it's goals.
9. Much of the above information is related
to the future, however and the title of this paper is
"Today". In this case I believe the issues of today,
as they relate to the goals of tomorrow, are interrelated.
10. I believe the most important issues
facing the Office of Communications today is "Growth
of our personnel;" "Growth of our service to the varied
customers we support;" "Growth of our involvement in the
state of the art as it relates to equipment advancements;"
and "Growth of our levels of professionalism and dedication."
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1. The Office of Communications has a
personnel problem. More directly, it is Panel D that
has the problem. Maintaining sufficient numbers of
high calibre employees in the ranks is one of these
problems. Another, is the slow advancement of the
panel D personnel once they reach the journeymen
level. For a panel D journeymen who aspires to be
a manager, the road is both long and arduous.
2. To maintain the ranks of panel D, the
Office of Communications (OC) is going to have to be
very diversified in its recruitment efforts. In the
past, OC has recruited almost exclusively from ex-military
personnel to fill panel T positions. The supply of ex-
military qualified personnel, willing to work for OC,
has drastically been cut. This decline can be attributed
to the change of draft supplied Armed Forces, to the
new volunteer Armed Forces. OC's prime target for re-
plenishing the ranks of panel D should continue to be
ex-military personnel. Ex-military radio operators
require less training than a recruit who has had no prior
radio experience.
3.I A second option is to recruit from within
the Agency. Costwise, this group could be the most
expensive. Manhours expended in training these persons
would run extremely high in comparison to the number of
manhours expended in training those persons from the
above option. The training will have to be from the
ground up. Still the high caliber of employee can be
maintained. The drawback in recruiting from this category
is the high attrition rate during training: witness TCS
class 2-76. This TCS class began with 25 prospective
panel D personnel and at the culmination of training
only nine persons remained. This second option, I believe,
is where OC can expect to find the majority of personnel
for panel D in the future.
4. The new panel D employee, upon completion of
training, can look forward to advancing in his/her career
along the following lines:
Automatically received six months
after graduation from training,
providing favorable recommendation
from supervisor is made.
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B. GS-09 Automatically received two years
after last promotion, again upon
favorable recommendation of super-
visor. This is the last automatic
promotion.
C. GS-10 When the employee, competitively
evaluated with his/her peers, is
deemed GS-10 material. This process
can take from four to seven years.
Time in grade from the GS-10 to the GS-11 grade, can take
equally as long. When the grade of GS-12 is obtained, the
employee is often eligible for retirement, having 20 or
more years of Government service. At the GS-12 grade, the
employee has finally reached a management position, the
position he has aspired to obtain. He has arrived at this
position by moving through the ranks. This is when OC sends
the employee to management seminars and the like. At
present I believe the seminars are for the GS-12's and
GS-13's.
5. I suggest, that OC begin a study of all
personne in panel D. This study should be designed to
recognize those employees that have managerial potential.
The study should not be a one time effort, but a yearly or
bi-yearly effort. By testing all of the personnel in panel
D, OC will be able to recognize those employees with
managerial potential at a much earlier date in their respec-
tive careers. This early recognition will enable OC to
enroll these persons in a mangement training program while
they still have a large portion of their professional
career ahead of them, say from 10 to 15 years. Morale in
panel D would definitely be improved, upon realization
by panel D personnel that the high level management does
have a process by which they recognize personnel with
managerial qualities at an early stage.
6. By implementing the study for the acquisi-
tion of future managers at an earlier stage, OC will be
able to acquire young and agressive managerial personnel.
These persons have a working knowledge of what communica-
tions is about. The persons so selected for the managerial
training programs can look forward to spending a good
deal of their career at the managerial level. The cost
of the suggested study and managerial training could be
negligible when compared to the length of time that the
managerial qualified employees will be able to implement
their talents.
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THE DEVELOPMENT AND UTILIZATION OF PROGRAMMERS
WITHIN THE OFFICE OF COMMUNICATIONS
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L__]Summary: The Office of Communications (OC) is
spending a significant amount of money annually for
software modifications to upgrade existing systems. It
is suggested that this expenditure could be drastically
reduced with a new approach to the development and
utilization of programmers within the Office.
rnat time, C has embarked on a
program to develop, from within its own ranks, those
specialists required to provide software support for
on-line computer systems. Personnel have been selected
from various OC panels, and there are now nearly
40 careerists participating in the Automation Specialist
(AUTOSPEC) program. The original training provided,
and the training method still very much in evidence today,
includes four to five weeks of introduction to assembly
language, coding techniques and systems characteristics,
and subsequent assignment for on-the-job training with
a particular system.
2. The AUTOSPEC eventually becomes quite
familiar with the system to which he is assigned and
once able to function independently, modifies existing
software to accommodate operational changes and implements
minor system enhancements. Beyond that, his complete
programming skills are usually not fully developed, and
his primary function becomes one of program maintenance
and system support. .Unfortunately, time, manpower
resources, and on-going requirements have precluded
widespread training and exposure to other professional
influences that would significantly contribute to employee
development.
3. OC has today, in operation or under develop-
ment, 13 different systems and 20 computer installations.
Software costs have skyrocketed and, in most cases, exceed
the cost of the associated hardware. We have reached
the stage where skills required in programming are
sufficiently distinct and important to justify some
formal recognition of the person's abilities, and also
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provide the motivation to make the most of those
abilities. OC must now look into adopting a new
philosophy in the utilization of this valuable man-
power resource.
4. The accelerating complexities of modern
systems demand new dimensions in the design, utilization
and management of these systems. There is an immediate
need for Systems Analysts in the Office of Communications?
given their background in communications procedures,
software, equipment familiarization and technical experience,
certain individuals within the AUTOSPEC cadre are eminently
qualified to fill such positions. We are now well into
the age of complex systems, and a total systems approach
is becoming increasingly prominent in our everyday managerial
life. While we have been primarily concerned with
computer systems in this presentation, OC managers should
begin to extend system analysis methodology to other
disciplines within the Office. We can no longer delve
exclusively on individual functional specialities such
as engineering or operations for, by themselves, they are
not sufficient. To focus on such separate broad functions,
may mean failure to interrelate system parts into a unified
whole, and prevent the achievement in systems excellence
for which we strive.
5. 0 There are many benefits to be derived from
pursuit of a more complete self-development policy. The
primary one is economy. Commercial progamming contracts
totaling more than $600,000 have been awarded during the
current fiscal year for modifications to Agency computer
systems that depend directly on OC software support. While
these programming efforts are sophisticated and complex,
they are not beyond the scope of some of our programming
staff. Careerists with the expertise to accomplish these
tasks are presently serving within OC; however, they have
either been promoted into management positions, or are
too busy with on-going system maintenance to undertake
such tasks. Additionally, the AUTOSPEC presently makes
a significant contribution to the planning and development
of new systems; however, that contribution could be even
more meaningful if they were better prepared for the
effort.
6. Other Government agencies, as well as
components of this organization, have personnel actively
programming at the GS-15 and GS-16 levels. The OC pro-
gammer is, for the most part, finished with mainline
participation once Grade 12 is achieved. The economic
and operational realities of the situation make obsolete
CONFIDENTIAL
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wNr'1DENTIAL
the present practice of removing Automation Specialists
from the programming mainstream once they reach certain
grade levels. Programming is too specialized and
expensive a commodity to allow available assets to
function at something other than that for which they
have been trained, or less than that of which they
are capable.
7. (C) Recommendations:
a. Establish two Systems Analysts positions
in the Office of Communications. One position to
be primarily concerned with the planning and design
of future systems--the second to evaluate the
efficiency of present networks and systems.
b. Completely restructure the AUTOSPEC panel to
provide additional headroom up to Grade 16. There
is a continual demand for this speciality in
private enterprise. If adequate advancement
opportunities are not available, incentive will
be lost and we may well be grooming our most
talented employees for another job market.
c. Increase the AUTOSPEC panel by five or six
positions to allow pursuit of our own software
development program. Whether this is accomplished
from within OC or by recruitment from the academic
world is a matter open for discussion--certainly,
the latter consideration should not be discounted.
d. Adopt the project team concept in the
development of future systems or in the software
upgrading of present systems. Where necessary,
the senior programmer, working in conjunction with
a Systems Analyst, would provide guidance and
tutelage to subordinate team members.
CONFIDENTIAL
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CONTENTS
Human Resources Division
Development of the OC Middle
Manager for the Technologies of the 1980's
PAGE
PREFACE .........................................
OBJECTIVE .......................................
BACKGROUND ......................................
PROGRAM DESCRIPTION .............................
ADVANTAGES ......................................
PROGRAM IMPLEMENTATION ..........................
SUMMARY .........................................
APPENDIX A ......................................
APPENDIX B ......................................
APPENDIX C ......................................
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In a competitive society such as ours, everyone
must realize their limitations and make the most of
their assets. In the Office of Communications some
aspire to become senior managers while others desire
only to become the best in their job specialty. Not
everyone reaches their career goal, but everyone would
like to know that there is a career track available to
enable them to pursue their career ambitions. The purpose
of this paper is to present a plan whereby separate
career tracks are available for all Office of Communications
personnel, while at the same time, provide the office with
a cadre of personnel possessing the skills necessary to
effectively manage and operate within a system employing
technologies of the 1980's and beyond.
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Design a plan to develop an effective, dynamic and
personnel responsive cadre of middle managers capable of
operating with the technologies of the 1980's and beyond.
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I. BACKGROUND
A. Automation and data transmission over wideband
circuits are key considerations for skills development of
communications personnel in the 1980's. Other factors
which must be considered include modular/board level
maintenance, use of complex digital systems, sophisticated
diagnostic testing systems, growing data transmission
requirements from our customers such as CRAFT, automated
operating procedures, generally reduced maintenance
requirements, reduced Morse requirements, and increased use
of micro and mini processors.
B. The ever present need to reduce U.S. presence
overseas along with increasing traffic workloads will
cause OC to replace or assist many of its communicators
with machines. These machines will be in the form of
automated and complex digital electronic systems. To
operate and maintain these systems, our telecommunications
specialists will need greater technical expertise with
broader operational skills and training in the management
of these new systems. Middle managers in all facets of
communications will require an in-depth understanding of
both the technical and operational aspects of these systems
and greater sensitivity to the personnel management process.
This in turn will result in a definite need in the 1980's
for a select cadre of technical communicators labeled
Systems Managers. In this plan the Systems Managers will
receive special training and assignments to enable them to
operate, program, troubleshoot, and manage these complex
automated communications sytems. This new specialty will
provide a new career track for communications personnel with
the aptitude and interest to become effective middle managers.
All OC personnel will be eligible following evaluation,
testing and administrative qualifications, to participate
and progress through this carefully planned and regimented
training and development program.
C. The skills and knowledge required by a Systems
Manager include the following:
1. A good background in OC operational skills
2. The ability to write, enter and interpret basic
diagnostic and operational programs
3. A solid digital background
4. Strong math skills
5. The ability to maintain automated digital
communications systems to the board level
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6. Skilled in Equipment Systems Management
7. Skilled in overall station management
8. Skilled in personnel management
9. Well versed in Data transmission parameters
10. Well versed on TEMPEST hazards and
communications security
11. Well versed on the overall OC communications
network
STAT
These skills and the required knowledge will be obtained
by a combination of on-the-job training, formal training
and selected assignments.
II. PROGRAM DESCRIPTION
A. The three basic communications personnel panels
(N, D, and E) will be combined and former member of these
panels designated as Telecommunications Specialists. This
will require some modification of our BYCELS/CCEL system
which will be addressed later. Each Telecommunications
Specialist (TCS) designator will be followed by a specialty
designator either D, N, E, or SM. Thus TCS personnel will
either be designated as TCS/Operator (TCS/D), TCS/Technician
(TCS/N), TCS/Engineer (TCS/E), or TCS/Systems Manager
(TCS/SM).
B. Most of the positions to be filled by Systems
Managers will be operational/technical in nature and
therefore, it will be necessary for members from Panels A,
I, F, R, and W to participate in some form of preliminary
training or possess the equivalent knowledge of one of
the operational, technical, or engineering specialties.
Panel S will be addressed later in this paper (see Par III A).
To transfer to and work in one of the basic technical
specialties, TCS/N (technician) or TCS/E (engineer), they
must meet the panel's hiring criteria, and basic grade
structure requirements.
C. The following explanation is keyed to Appendix A,
(Page 12). The lower half of Appendix A depicts the Panels
that presently make up the Office of Communications with
4
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STAT
STAT
STAT
the new Systems Manager specialty at the top along with
Panel S. It also indicates the career progression through
the basic job specialties and to that of Systems Manager.
D. An additional block is added to each specialty
at the GS-14, Panel 0 level. Personnel in Panel 0
positions at the GS-14 level, in many cases, still require
specialized skills and knowledge. A majority of the Panel 0
GS-14 positions will be filled with personnel with a Systems
Manager background. However, for the next decade or so
there will still be a need for the basic job specialties
through the GS-14 level and present career progression in
the basic specialties should not be hindered.
E. With equipment systems of the future becoming
increasingly more complex and requiring a higher degree
of technical knowledge to operate and maintain, new
recruits technical and operational training
should have a strong technical education. Future
recruitment efforts will concentrate on candidates with a
minimum of an AAS Degree in Electronic Technology or
Computer Science. Many of the technicians and operators
hired today will be with OC at the turn of the century when
our technology is advanced beyond what can be predicted at
this time. A new recruiting program will begin immediately to
hire personnel with an educational background which will
enable them to cope with this advancing technology. EOD
recruits with an Associate in Applied Science de ree will be
given basic operator or technician training according
to his/her desires and the needs of the service. Following
basic training, they will be assigned as an operator or
technician according to the type of training completed.
They will continue to be given routine assignments and
consequently gain a wealth of experience in their basic
specialty. At the GS710 or 11 level they will have an
opportunity to decide whether to pursue a career track as a.
Systems Manager or remain in their basic specialty. EOD
engineers with BSEE degrees will be given an EOD Engineer OC
Equipment Familiarization course and assigned to the
OC-E staff. Because of the additional formal training and
OJT assignments, an engineer who chooses a career track as a
Systems Manager may not progress as quickly to the GS-14
level as the engineer who chooses to remain in his chosen
career field. However, this will be offset by their higher
potential for senior management positions at the GS-14 and
above levels after progressing through the Systems Manager
track. In addition, the engineer will be able to choose
whether he wishes to primarily remain in the engineering
field or actively participate in a broader managerial program.
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STAT
F. Not all technicians, operators or engineers would
make effective Systems Managers. Many would not be able to
assimilate the rigorous OJT and formal training program.
Others could not readily be developed and trained to
become effective managers. Therefore, aptitude testing and
an assessment center is necessary, not only to enlist the
most qualified in the program but also to serve as a valve
to regulate the number of candidates according to position
availability. The aptitude testing and assessment center
would measure:
1. The potential for successful completion of
training in related disciplines
2. Overall managerial effectiveness
3. Decision making
4. Judgment
5. Ability to handle personnel
G. Failure in any of the Phase I courses would result
in the candidate returning to his basic specialty. Those
successfully completing Phase I training (see Appendix C)
will be assigned to a two-year tour of duty in a selected
OJT position. Candidates for the Systems Manager career
track will sign a contract to stay on board for at least two
years after completion of Phase I training. All SM candidates
must reaffirm their willingness and ability to be assigned
overseas.
H. OJT tours would be selected on a case-by-case basis,
but typically technicians will be assigned to a field station
and work as operators. Engineers will also be assigned to a
field station or to a staff operations officer position. For
an engineer assigned to a staff operations position it would
be advisable for him to first complete a minimum TDY
assignment to a field station as an operator in order to
gain hands-on experience. Operators will be assigned a
tour-of-duty as a technician to gain experience working on
digital equipment. The may include the Computer or
Data Section It should be noted at this
time that the technical training program for operator
personnel is aimed at Digital and systems maintenance to the
board level. Their basic SM technical training covers only
AC and DC electronics with additional digital equipment
courses. As Systems Managers in the 1980's they will
primarily be concerned with digital equipment and board
level maintenance. If we were to completely train an
operator in RF and analog equipment and/or perform maintenance
to the component level, it would make this training program
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STAT
impractical. OJT training evaluations will be required for
all Systems Managers from the station or component to which
they are assigned every six months.
I. Following their "apprenticeship" tour of duty, the
candidates will be given Phase II training to assist in the
development of their managerial skills. This phase will
consist of selected presently-available courses covering
an eight-week period. Other developmental and managerial
courses will be included as they become available. A sample
of the courses include the following:
1. Problem Analysis and Decision Making, OTR, 1 week
2. Information Science for Managers I, OTR, 1 week
3. Models for Management, Contract, 1 week
4. OC Middle Management Seminar, OC, 1 week
5. Field Station Management, OPS-10 ~ 2 weeks
6. Creative Management, OTR, 2 weeks
J. Upon completion of Phase II training, the SM
candidate will be certified as a Telecommunications
Specialist/Systems Manager (TCS/SM) and will be eligible
for assignment to one of the identified positions as a
Systems Manager according to their present grade level.
III ADVANTAGES
A. There are two major spin-offs from this program.
First of all, the TCS/SM specialty will be an excellent
source for COMSEC officers. An effective COMSEC officer
should have expertise in both the operational and technical
fields. Systems Managers at the GS-11, 12, and 13 levels
with additional COMSEC training will be detailed to fill
vacated Panel S slots due to retirements, resignations, or
promotions.
B. Secondly, as mentioned earlier, Systems Managers
would be the preferred source for Panel 0 management
progression. At the GS-13 level, Systems Managers will have
the necessary broad OC expertise and experience in the
technical, operational and managerial fields which is
necessary for Panel 0.
C. Additional spin-offs include the following:
1. Additional overseas opportunities for engineers,
technicians, and other OC Panel members. OC-HRD
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would have more candidates available for overseas
assignments.
STAT
2. Additional CONUS assignments for operators.
3. More efficient use of communicators' time.
4. The StrawlMan proposal could become a
reality since TDY technicians support would
be minimal to a station with a Systems Manager.
5. A closer working relationship would develop
between operators, technicians and engineers.
7. More efficient use of Staff Officers in the
overseas communications areas. If an Operations
Officer for an area was a Systems Manager (with
a technical background) he/she could also fill
the shoes of the Area Engineer. If the Senior
Area Technician position was filled by a Systems
Manager, he/she would have a better appreciation
for the Field Station Operators' problems.
8. More efficient use of Staff Officers assigned
to Headquarters staffs. As an example, in
OC-E there may not be a need to have both
an Operations Officer and Engineer working
on the same equipment project. One Systems
Manager (preferably with an engineering
background) could fill both positions.
9. More effective use of Staff Officers in DOMCA.
Many of the jobs in the Engineering Staff
could be combined with jobs in the Operations
Branch and filled with Systems Managers.
IA proposal to return area technicians to the CONUS and
to perform installation and maintenance of field stations
with TDY technicians.
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10. There may not be a need for both an operations
officer and a technician to travel to the same
station for a renovation survey or unique
communications problem, thereby saving travel
funds.
11. More effective OSG support. May be able to send
one Systems Manager in place of an operator
and a technician.
STAT
12. Greater communications dependability during
crisis situations when outside
technical assistance is not available.
13. Strategically located Systems Managers
throughout the world will provide technical
and operational assistance to neighboring
stations in time of crisis or trouble.
14. Acceleration of the career progression of
high potential engineers, technicians and
operators.
15. Provide a clear-cut system of career
management for all specialties.
16. Provide everyone in the Office of Communciations
the opportunity to pursue their career ambitions.
17. Continue our longevity of professionalism into
the next era.
18. More effective liaison with upper management
and the NCS.
IV. PROGRAM IMPLEMENTATION
A. The GS-10 or 11 level will be the preferred source
for most of our SM candidates, however, OC management should
strive to identify promising high potential officers early
in their career and publicize the advantages of pursuing
the SM career track. It is desirable for high potential
officers to acquire the Systems Manager specialty early in
their career to enable them to obtain as much managerial
experience as possible before being considered for Panel 0.
The current BYCELS system will be used to evaluate each
specialty separately. The weights will change for the SM
specialty only, with increased emphasis on managerial skills.
All SM's and SM candidates will be evaluated together
regardless of basic skill specialty. An SM candidate will
be eligible for evaluation with other SM's following
completion of Phase I training.
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STAT
STAT
STAT
B. To expedite the development of an initial cadre
of Systems Managers, the first candidates will be those who
already have dual specialties. This includes operators with
a strong technical background and technicians and engineers
with previous operating experience. This will mean that
Systems Managers will be available within months of program
implementation. At the initiation of this program an OC
notice will be published informing all OC personnel of the
procedures to apply for entry into the Systems Manager career
track. Basically this procedure includes submission of a
CSA requesting to be considered for the Systems Manager
development program. The number of personnel applying at
any one time will be controlled so as not to overload our
aptitude testing and assessment center screening capabilities
and available SM positions. Therefore, when an excessive
number of applicants apply in a given time period, the OC-HRD
assignment panel will assign a higher priority to those who
they believe will have the greatest potential as a Systems
Manager. Assignments to the TCS/SM program will be on a
priority basis. CCEL standing, past assignments and
experience, career goals, educational background, and
availability will be contributing factors. At the beginning
of this program, our recruiting requisition for Panel D
operators will be changed to indicate a preference for an
AAS degree in Electronic Technology or Computer Science as
a minimum requirement.
C. If at any time in the TCS/SM career track the
candidate fails to meet the established criteria, the
candidate will be reassigned to his/her basic specialty.
The OC career subgroup will serve as a review and appeal
board for candidates who feel they were treated unfairly.
V. SUMMARY
A. There is training experience to indicate
that the proposed training program will work. In the past
we have taken ex-CT/C's and CT/R's with minimal formal
technical training and trained them to be successful
electronic technicians and automation specialists. Panel T
personnel have successfully completed Data, Basic Logic,
T type, and electronic equipment maintenance courses at
Panel N technicians have performed operator duties at
t e entry terminal and filled in for operators at
both field and base stations overseas. Automation and board
level maintenance should make the transition even more
workable.
B. All indications are that this is a viable program
to enable high potential OC personnel to progress into
another related career field and provide OC with an additional
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specialist area in preparation for the 1980's. It is a
program which can begin immediately and expand as the
requirements of the 1980's become more clear. Once a
candidate is identified as a Systems Manager, there are
further ongoing training programs not included here, which
can be implemented to further develop the middle manager
of the future.
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OJT TRAINING
2 YR TOUR AS
A TECHNICIAN
DIRECT
HIRE
SPECIALISTS
COMSEC
TRAINING
PHASE I
TRAINING
31 WEEKS
OJT TRAINING
2 YR TOUR AS
FIELD STATION
OPERATOR
PHASE I
TRAINING
31-41 WEEKS
PRELIMINARY
EVALUATION
AND
TESTING
STAT
I rANELS
A,I,F,R,W
D DEV. TRNG.
PERATOR
L- TRAINING
PROGRAM
GS
14
PANEL
~i-
PANEL
0
GS
13
OJT TRAINING
2 YR TOUR AS
FIELD STATION
OR STAFF
OPERATOR
GS
14
I TCS/N D DEV. PANEL
TRNG. O
INSTALLATION AND MAINTENANCE
NEW EOD WITH
AAS DEGREE
ELECTRONIC
TECHNOLOGY
OR COMPUTER
SCIENCE
WITH ASSOCIATE DEGREE IN ELECTRONIC TECHNOLOGY
OR COMPUTER SCIENCE
BASIC
TECHNICIAN
TRAINING
PROGRAM
GS GS GS GS GS GS GS
78910111213
PROFESSIONAL
ENGINEERS
EXAM
PHASE I
TRAINING
31-41 WEEKS
GS
GS
GS
GS
GS
GS
GS
7
B
9
11
12
13
14
TCS/E D
DEV.
PANEL
0
TRNG.
ENGINEERING
EOD ENG
OC EQUIP
FAMILIARIZATION
PROGRAM
EOD
ENGINEER
WITH BSEE
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 STAT
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APPENDIX C
PHASE I TRAINING
COURSE WEEKS
PANEL D MEMBERS AC $ DC Electronics 9
Basic Logic 1
Introduction to DATA
Processors 2
Digital Troubleshooting 1
Basic Programing 2
Introduction to DATA 1
DATA Transmission Line Testing 1
Test Equipment Applications 1
AFT Equipment Maintenance 7
SKYLINK Equipment Maintenance 6
TOTAL 31
PANEL E MEMBERS Basic Operations Course 9-19
(OPS -101)
Basic Logic 1
Introduction to DATA
Processors 2
Digital Troubleshooting 1
Basic Programing 2
Introduction to DATA 1
DATA Transmission Line Testing 1
Test Equipment Applications 1
AFT Equipment Maintenance 7
SKYLINK Equipment Maintenance 6
*Depending on requirement for Morse skills-
31 Weeks without Morse
41 Weeks with Morse
TOTAL 31-4l*
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APPENDIX C
(Continued)
COURSE WEEKS
PANEL N MEMBERS Basic Operations Course 9-19
OPS-101
Basic Logic I_
Introduction to DATA
Processors 2
Digital Troubleshooting 1
Basic Programing 2
Introduction to DATA 1
DATA Transmission Line Testing 1
Test Equipment Applications I.
AFT Equipment Maintenance 7
SKYLINK Equipment Maintenance 6
TOTAL 31--41*
*Depending on requirement for Morse skills-
31 Weeks without Morse
41 Weeks with Morse
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C O N F I D E N T I A L
PERSONNEL ASSIGNMENTS
C O N F I D E N T I A L
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 25X1
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Iq
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CONFIDENTIAL
FOREIGN ASSIGNMENTS FOR OC PERSONNEL
1. Office of Communications' employees
must maintain an availability for foreign assignments
throughout their careers. Collectively, Communications'
employees account for more years-of-service abroad
than personnel of any other branch in our organization.
Living abroad is not for all of our employees. The
employee's and their families, that possess the many
personal characteristics necessary to successfully
adapt to foreign life are unique. Indeed, these
employee's should receive extra compensation and/or
recognition.
2. ~ In the last decade, foreign assign-
ments have become a difficult and unattractive job
requirement. The factors contributing to this are:
Terrorism and World-wide high inflation. Acts of
terrorism are very real--a constant pressure that
employee's and their families must endure during
foreign assignments anywhere in the world. For the
high risk and mental anguish these employee's endure
there is no compensation.
3. I High inflation is dealt with by
providing cost-of-living payments. However, these
payments are not computed using the same formula that
inscrutable foreign suppliers use to determine the
final cost of a product. Consequently, cost-of-living
adjustments do not realistically reflect the true
economic disparity that exists. Therefore, serving
abroad means: Added financial burden.
4. II believe OC Management should
concentrate on making assignments abroad more attractive
by providing financial incentives for the completion of
consecutive tours abroad. For example, at the completion
of 5 years consecutive service abroad (i.e., at the
end of 5 years; 10 years; 15 years, etcetera) would
entitle that employee to qualify for a one-step wage
increase; a two-step wage increase for 10 consecutive
years of service abroad; a three-step wage increase
for 15 years consecutive service abroad; etcetera.
CONFIDENTIAL
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L.VLNE -LUZIN 11HL
Such financial reward would provide necessary recog-
nition to the dedicated men and women who serve abroad,
but, more importantly, it would also be a stimulus to
those in our ranks who, heretofore, would not serve
abroad. The Office of Communications will continue to
need travel experienced men and women to serve abroad,
and the continued success of our organization depends
on the morale and caliber of these individuals.
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CONFIDENTIAL
1. I I I feel that our assignment procedure
is now made up of two factions that sometimes work in
opposite directions. You have, on one hand, the
employee in the field who looks over the expected
vacancies, weighs his alternatives, tries to determine
what is best for his career, and then submits his
Career Service Action (CSA). On the other hand, we
have the Human Resource Division (HRD), who have many
more facts available and a much bigger picture to look
at while trying to determine what assignment is best
for the employee. These two factions often have two
different ideas as to what assignment would best benefit
the employee and the agency. The employee, in effect,
makes a major decision on his career without benefit
of the facts and consultations that the HRD have to offer.
2. As professional communicators, I
believe t at we are failing to communicate with each
other on this very vital subject. There is no channel
of communication with which the employee can discuss his
assignment possibilities before he submits his CSA. I
propose that we have the HRD staff correspond with the
employee approximately one year before he is due to be
reassigned. In this correspondence HRD should point
out all the possibilities open to the employee. Not
post by post, but by the type of assignments--based on
his experience, grade level, preference, and the needs
of the service that will be available to him. With
this type of guidance and the expected vacancy list at
his disposal the employee could then make a much more in-
telligent attempt at filling out his CSA. This type of
dialogue would put the employee and HRD staff on the
same wave lengths as far as determining what is or is
not a beneficial assignment for the employee. I have
found through the years that often times when I am home
between assignments and have a chance to talk to the
HRD staff I get an entirely different view as to what
type of assignment I should or should not have requested.
I have, personally, wished that I could redo my CSA
and re-submit it at that time.
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reassignment forms. I propose we bring this one step
further and use the expertise of the HRD staff to
take the initiative and inform the employee of some
of the options they feel would be beneficial to him.
In this way, the CSA's received at Headquarters would
not only reflect the wishes of the employee but they
would be more in line with what the HRD staff feels
is best for the employee's career development. Hence
we would have the two different factions thinking along
the same lines and bringing a much more professional
approach to the question of career development through
reassignment.
4. I realize that all of this would
take time, man-power, and many man-hours of hard work,
but the dividends would more than justify the work
involved. The Office of Communications has grown
so much in the past few years that most of us feel we
are slowly losing the people to people touch that use
to be a "COMMO" trademark. The type of program I
have suggested would help to give the employee a feeling
of personal contact with his career management staff.
A feeling that he, the employee, can be more instrumental
in choosing the direction of his career and that he
can choose the direction with all the information and
guidance he should have for such an important decision.
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C O N F I D E N T I A L
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\.. J L'l L. LJ L L 1 i 1 ttL
OC CAREER MANAGEMENT AND PROMOTION SYSTEM
1. I I A comment that one often hears with
regard to our career management/promotion system is that
it is not perfect but it is the fairest that can be
offered. I do not agree with this assertion. Though
policies have been adopted by HRD in recent years that
better allow an individual to get a feel for his career
development, it is my contention that things need to
be improved further in this regard. Offered therefore,
are the following hopefully constructive comments and
suggestions for consideration at the August symposium:
a. Prior to acceptance, a prospective career
management staffer should be tested and interviewed by
management experts in order to confirm that he has the
potential to serve as a counselor. Assignees should
then remain in HRD on a permanent basis unless removed
in future for reasons of incompetence. It is felt
that this format would better serve to build a staff
who are suited to the task of molding careers.
b. An employee's career progress should be
followed very closely by HRD. Every effort should be
made to assign him to a slot that is consistent with
prospects for advancement. In cases where it is possible
to give a person the assignment of his choice, but that
assignment offers no prospect of advancement, he should
be made aware of this. Suitable alternatives should be
offered when available. If this necessitates a lengthy
standby period--so be it. In no case should he be
forced to weaken his CEL position.
2. A month or two prior to an employee's
submission of his FRQ, and after reviewing career data
of the individual, HRD could make recommendations based
on (1) what assignments would best serve the individual's
career interests at this stage and (2) current availa-
bility of slots which would best lend themselves to this
purpose. He should be thoroughly counseled prior to
leaving for a new post as to what is expected of him in
the new job. This should be made a matter of record - a
supplement to his LOI.
CONFIDENTIAL
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3. ~ Individual points of the LOI should
be gone over monthly by his supervisor/OIC. This
would serve the two-fold purpose of reminding the
individual of what is expected of him and reminding
the supervisor of his counseling duties. This would
lessen the chance of disagreement at CEL time.
4. It seems that one weak link of our
system is that all too often a person is simply not
aware of what is expected of him by management.
5. An individual should have assurances
that if he inis es high on the promotion list (or in
the middle for that matter), and keeps his performance
standards up, he will not lose ground on the list
regardless of whether he goes to a new area or not.
This would tend to keep him striving to improve his
position instead of slacking off because he has gained
months -- even years -- of experience, yet lost ground.
6. I A supervisor should be required to
fully Justify any lowering of ratings from last report.
7. Q The common practice of soliciting
private criticisms of station personnel from other
station personnel is poor -- it leaves the door open to
character assassinations without fear of rebuttal. I
propose that gripe sessions with visiting area officers
be held in group format. It is felt that this offers a
better chance to "clear the air" rather than allow
resentments to smoulder and erupt into damaging situa-
tions later. Of course, management personnel conducting
these sessions should be qualified to make value judge-
ments concerning the field of Communications. A person
who is not expert in the field cannot make accurate per-
formance evaluations.
8. II realize that the foregoing observances
and suggestions are broad in scope. I am aware, also,
that some - or possibly all - of my recommendations are
in effect to some degree. It is my hope, however, that
OC Planning Staff will see the need for instituting more
clear-cut policies along these lines.
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1. We ask ourselves often: Does our
system o evaluating and promoting do what it should?
For some, the answer is yes; for too many others, the
answer is no.
Should we be satisified with a qualified answer?
No; never. The following are suggested improvements:
a. Make our system of evaluating people
upward trending. To do this, we must allow what the
first-line rating officer says about an individual
carry more weight. We cannot do this unless every
rating officer in the Office of Communications is
trained as a supervisor. There should be a hard and
fast rule that all supervisors go through an OC
management course. It is a well known fact that good
managers are made, not born. The impact of well
trained and enlightened lower and middle level managers
on morale and productivity can hardly be overestimated.
Ask this question: How many of our men who control
other's careers by writing their fitness reports have
had an OC sponsored management course? It is my
opinion that untrained supervisors contribute toward
the adverse effects of the so called sawtooth. In
fact, they may well be one of the root causes that
creates the sawtooth. A communicator changes supervisors
as well as communications areas. The typical TCS'er
processes a message in much the same fashion
b. Revise our present fitness report to
include a section where the officer being rated is
obligated to make a narrative comment about his fitness
report. Not a rebuttal, simply a statement of what he
or she feels about their fitness report as a whole, good,
bad or both. This will pave the way for a more open,
relaxed dialogue between a rating officer and the man
being rated. It will also lessen, to a great degree,
the day of reckoning type of atmosphere sometimes
experienced at fitness report time;
c. There should be a more accurate method
that tells us if a person is ready for additional
responsibilities. Only one person is close enough,
and knows enough, to comment on an individual's ability
to perform at the next higher grade. The rating
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officer. Where is the best conduit? The fitness
report. Therefore, suggest a section be added to the
fitness report that deals expressly with the subject's
potential. This will certainly be more meaningful
to the employee being rated, especially if he or she
is obligated to comment on it. Today's modern man needs
an up-front appraisal of himself; an appraisal he or
she can more closely identify with not just a descriptor.
The latter is too ambiguous and not personal enough to
satisfy our needs.
2. I IIn conjunction with the above, it
is my belief that a reviewing officer carries too much
weight on a given person's performance evaluation.
Why? Because, what an area officer knows about an
individual not under his direct supervision for a
generous period of time is at most sketchy, and
surely imprecise. A reviewing officer can more accurately
evaluate a rating officer. This is obvious because
everything about a field station: reports, cables,
dispatches, even the overall appearance as you walk in
the door, immediately reflects upon the TCO. It simply
cannot be denied that the TCO has a much higher profile,
area wise, than his subordinate(s). Many areas realize
this and try to get to know their TCO's better. More
efforts in this direction should be made.
3. IIn sum, if all of our supervisors are
trained managers; have a greater man-to-man dialogue
with the area managers; the outcome is better, and
vastly more accurate fitness report.
4. This suggestion isn't an immediate
answer carrying immediate results. Rather, it is a
concept that will provide a more accurate, fair, and
realistic approach to evaluate and ultimately promote
the deserving.
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CONFIDENTIAL
OC CAREER STAFFING AND PROMOTION SYSTEM
The following suggestion is being submitted for
your consideration and discussion during the "OC
Planning Symposium".
1. I I In my opinion, one of the major
problems which faces the Office of Communications is
the loss of qualified personnel as a result of the
current promotion system. The fact that OC operators
are hired as GS-7's, routinely become GS-8's after
a six-month training period, then advance to GS-9 in
one year creates the expectation of further rapid
advancement. As the system is currently structured,
however, it is common for OC operators to remain at
the GS-9 journeyman level for a number of years. This
has led to disenchantment, and to the resignation of
numerous qualified OC operators who became frustrated
at their slow rate of advancement.
2. One of the main factors which con-
tributed to our promotion system was the hiring of
military-trained Morse operators, who were promoted
quickly in recognition of their proven communications
skills. Current OC equipment and procedures make it
possible and practical to train non-Morse operators.
Since this is the case, I would suggest that the OC
consider hiring its operators at a lower grade (GS-6,
for example), and guarantee a promotion within two
years. From this point, operators could continue to
advance according to the normal CEL method (averaging
a promotion every three years), until reaching the
journeyman level in eight to ten years. This system
would have the virtue of ensuring regular promotions,
while eliminating a bottleneck at the journeyman level
which has caused frustration, discontent, and resigna-
tions. It would also provide OC management with more
time to evaluate operators before they reach the
journeyman level. Finally, it would not prevent the
more rapid advancement of exceptional operators; on
the contrary, it would enable them to more forward
more quickly.
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CONFIDENTIAL
COMPETITIVE EVALUATION GS-09
1. The following is an in-depth look
at a possible new approach to the current Competitive
Evaluation Program. It is a collection of thoughts
and ideas of a number of individuals with whom I have
worked that might be of some assistance in revamping
this program. It seems that one of the biggest concerns
of today's communicator is "promotion." It is a topic
of discussion whenever and wherever communicators
gather and, therefore, a very important concern of
management as well. We are always hearing that
management needs more up-to-date practices, fresher
ideas. We are all aware that this is true. However,
it is a very time-consuming project, indeed, to try
and revamp a promotion system as uncommon as ours.
After all, trying to compile a valid evaluation of
individuals scattered across the four corners of the
earth cannot be considered common or easy. Who would
want to tackle a job that required pleasing all of
the people all of the time? A new program that will
promote everybody. Impossible? Most likely. However,
we do have a need now and in the future to bring
this all together and project a better management
image to those individuals that doubt the competence
of "Commo Management". The following paragraphs, I
hope, will stimulate a new and more viable Competitive
Evaluation Program.
2. I IThe new program is centered around
complete control of promotions by the Area Headquarters.
After a determination is made at the Headquarters level
of how many promotions will be available for any given
year, each Area Headquarters would be allocated a percentage
of these promotions based on the percentage of GS-09's
assigned to that Area. An Area CEL would be held, as
it is now, with input from the communication officer's
at each station assigned under that area. Travel of a
selected number of communication officers to sit on the
panel would continue to be the practice. Ranking would
be done exactly as is done now, the difference being
that this is the end of the line. Duplicate personnel
files would be held at the Area for each individual
assigned, giving the Area a much broader picture of the
individual than it has now. This would relieve Head-
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STAT
quarters management personnel from the very time-
consuming process of evaluating each and every
individual in the world at that grade level. A
ranking would be made by managers who are much closer
to the individuals rated and more in tune with how
well an operator has performed over the past year. The
final process would be the submission of names by the
Area to be registered at Headquarters with the Area
annotating which individuals were selected to receive
their allocated promotions. Headquarters may have
some underlying reason which is unknown to the Area
for the rejection of an individual's name, which should be
their prerogative. In such a case as this, Headquarters
and Area Headquarters could discuss the matter via
Secure Voice call (where applicable) or by telepouch/dispatch.
This type of case I am sure would be few and far between.
Confirmation and final administrative action would then
be levied upon Headquarters personnel.
3.I IThe advantages? I would like to
discuss some of the advantages of this system before
getting into the disadvantages. It has always been the
consensus of the operators in the field that the Area is
more aware of their performance than any individual in
Headquarters whom they have never met. The Area Head-
quarters has a much closer relationship with its individuals
than anyone else. This, of course, would make it imperative
that the officers assigned to an Area Headquarters make
every effort to know and understand each and every man
they are supposed to be managing. The operator would not
feel so far out of the main stream and would, in turn,
make an effort to contact, by telecom when necessary,
the Area Headquarters in matters of his competitive
standing before the convening of the panel when it would
do the most good. Even the most valid complaint does
not stand a chance after the fact. Again, I am sure
that this would help in establishing a closer knit organ-
ization. The morale factor is evident. The operator knows
he has a better chance in competition with his peers
when they are all on the same footing, being judged and
graded by the same individuals, mainly their area managers,
people that they see during a course of a tour. They
would then have a better competitive chance for promotion
and would possibly gain a renewed interest in their jobs
as well as themselves. The telecon, as discussed above,
could also be used effectively by the Area Headquarters
in contacting individuals in the field and discussing
personnel problems, as well as giving congratulations for
jobs well done. The telecon is a great management tool
which is hardly ever used.
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STAT
STAT
4. The disadvantages? This idea is not
without disadvantages. The "Good Ole Boy" syndrome
would have to be guarded against. Friends carrying
friends. I thing we take a much more professional look
at this type of attitude which used to be so prevalent
in the Commo promotion system. Professional honesty
is something that must be in our minds when dealing
with another man's future. We must guard against Area
Headquarters building a power base in such a promotion
system as this. Area managers will have to be just
that, "managers," which is not at all a disadvantage.
(This new concept would allow the middle managment types
the exposure that will prepare them for higher positions
and is a chance for them to test their ability as
managers. Too many of our managers are brought up through
the ranks and placed in management positions with no
prior experience, and a frightening step it must be.)
I am sure that Headquarters can think of many disadvantages
to this "relinquishing of power." A time has come for
mangement to take a closer look at its personnel which
have been, for the most part, beyond its reach.
5. Acceptability is a key word here.
Upper management would have to be willing to give a new
idea a chance. The rumble from the field is getting
louder every day. In the not too distant future, it will
be come ear shattering. We continue to hire more educated
people, people in tune with the times who, unlike myself
and most other communicators before me, are not from a
military background, willing to give of themselves,
dedicated individuals that are disciplined in the ways of
the Agency. We must accept this challenge.
This has been written as a suggestion and not an
attack on "Commo Mangement". It was written in the hopes
that, in these words, something would cause a mind to
click, an idea to form, and a new evaluation system to
emerge and place management where it belongs, leading the
operator in the field with professionalism and pride,
reaffirming that you are there and that you are working
for us as well as along side of us.
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CONFIDENTIAL
AN INTEGRAL INFORMATION HANDLING NETWORK FOR CIA -
A CONCEPT WHOSE TIME HAS COME
1. I__ISociety's dependence upon and demand for
communications services during the last decade can be
conservatively evaluated as phenomenal. Individuals
have learned to rely upon and even take for granted
expanded communications capabilities and services. The
world of business and government has done one step
further in that communications services have become one
of the fundamental economic and decision making factors
in their daily activities. The trend is clear and the
message is urgent--demand for communications services
and facilities is growing at an accelerated rate.
Providers of these services are faced with the near
impossible task of keeping up with the pace while attempting
to forecast new facilities whose requirements may be,
at best, perceptions on their part.
2. = Technological advances, especially in
electronic components, have enabled designers to implement
system features that in the past were considered impractical
due to complexity, reliability or power and space constraints.
The technological record in integrated circuits and
related components documents significant achievements
in miniaturization and increased capacity per device. The
results of growing demand for newer, faster, more complex
service and the technological advances are a bootstrap
type environment for the communications electronics
industry and a cartwheeling growth market that almost
defies one's imagination. The growth, capacity and
sophistication of modern communications system technologies
are typified by developments such as ARPANET, ALOHA,
narrowband speech processing (LPC/APC) and regional
satellite systems. The economic advantages and technical
foundation of these technologies are documented by the
significant commercial interest and investment in systems
such as TYMET, TELENET, DATAPAC (Canada), TRANSPAC (France),
NTT (Japan), EPSS (Britain), ACS (AT&T filing) and the
Satellite Business System (ETNA, COMSAT and IBM).
3. 0 CIA communications users are basically no
different from those in the commercial arena that find
themselves relying more and more on data processing and
communications facilities to reduce their labor inten-
sive activities and improve efficiency and productivity.
The nature of our business provides a stimulus for
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increased capacity and improved capability beyond that
found in the business sector. The requirements for
increased information handling and processing capability
have clearly been on the rise within the Agency. In
addition to the growth trend, there are unique factors
that will impact future requirements and the systems to
satisfy them. They are:
b. Technological advances have enabled the cost
effective implementation of security systems to protect
large distributed communications/computer networks.
d. Technological, operational and security
common denominators plus human and financial resource
limitations will require the creation of an integral
information handling/processing capability to satisfy
almost all the Agency requirements.
4. _ Given today's technology and trends, the
tried and proven concept of establishing a unique communi-
cations resource to accommodate a specific type of require-
ment is no longer a viable course of action for the Office
of Communications (OC). Accommodation of both near term
and certainly long term requirements will necessitate
that OC develop a transparent universal information
handling network that except for unique source and sink
features is independent of the type or nature of the
requirement. This is achieveable, in part, if one
considers and treats equitably all information, regard-
less of source, in electrical format. Error rates and
priority of routing of electrical signals from selected
information sources (i.e., secure voice) will require
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more attention but they can be handled and transmitted
basically in accordance with standard interfaces and
protocols.
5. (U) The OC Information Handling Network of
the future should be multidimensional in nature. Such
a network should consider the technical and economic
advantages of modern communications techniques such as
packet transmission, radio/satellite broadcast, wideband
services, and digital speech processing. Regardless of
the transmission/network processing scenario, emphasis
must be placed on the statistical allocation of
bandwidth/power resources and implementation of multi-
service wideband media for intra-building and selected
regional requirements. These transmission alternatives
will add to the availability, reliability and survivability
of the network. Appropriate emphasis on the require-
ments and necessity for efficient and functional
technical/operation control will also contribute to
the effectiveness of the system.
6. (U) The establishment of a modern information
handling network capable of satisfying the vast majority
of Agency communications requirements is a noble but
difficult goal to achieve. The transition from our
current operational scenarios and physical plant invest-
ment to this new network will require extensive
managerial foresight and innovativeness and may be
considered to represent the ultimate challenge to OC.
7. (U) To be resource-effective and to have any
finite probability of success, the establishment of
the new network should be administered by a multidisciplined,
mission-oriented organization that incorporates in its
charter the responsibility of establishing a strong and
wide ranging configuration control management program.
8. (U) The skills profile of OC operators/technicians
must reflect a shift toward computer science subjects
(hardware, software and system analysis capabilities)
with a solid foundation in advance communications system
techniques and technology. There may be little distinction
between operator and technician in the future. It is
perceived that due to recruitment and staffing limitations
and the continued pressure to reduce overseas presence,
the operator of the future may well be an engineer/technician,
system analysis and communications operator combined.
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9. (U) The acquisition of new equipment and
systems during the transition phase must be tightly
controlled by the configuration control program in
order to reduce expenditures for hardware that cannot
be utilized by the new network or whose transitory
use is not worth the cost. Recruitment and training
programs will also have to address the changing
skill requirements.
10. (U) Some will argue that the proposals
discussed in this paper are overly idealistic and not
achieveable; a viewpoint I consider to be attributed
to those who either are not aware of the requirements
pressures and technological changes that have and are
occurring or have chosen not to recognize them. Recent
responsibility shifts for communications services,
exploding requirements and the technological common
denominator phenomenon have resulted in the formation/
evolution of organizations within CIA that are capable
of competing with OC for the job of satisfying the
Agency's information handling requirements. Competiton
can and should be a healthy thing, OC should respond
to its new environment by addressing the issues and
future requirements head-on and establishing a course
of action committed to the satisfaction of CIA's long
range goals. To do otherwise may reduce OC's future
to do nothing more than memories of times that were.
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CONFIDENTIAL
1. (U/AIUO) The performance of an HF radio
system depends primarily upon transmitter power,
transmit and receive antenna gains, receiver charac-
teristics, and coding/modulation scheme. Recent OC
studies concerned with the enhancement of HF circuit
reliability have concentrated on coding and modulation
techniques; yet, no major scientific breakthroughs in
these areas have been made for many years. Multiple-
tone frequency shift keying and time-diversity
techniques, as employed in the Piccolo and Barry
Research modems, have been described in the literature
for over 20 years; only the recent advances in circuit
design technology and miniaturization have allowed
such equipment as the Piccolo and Barry modems to be
implemented in a practical form.
2. (U/AIUO) The performance attainable from
modems and coding equipment is limited not only by
such practical considerations as cost, size, and
reliability, but is also subject to theoretical limita-
tions which, since their discovery by Shannon in 1949,
have not been disapproved. The performance of presently
available low-speed HF modems already approaches the
Shannon limit and, therefore, greater rewards may be
expected by investigating other methods of HF circuit
improvement.
3. (U/AIUO) Transmitter power at base stations
and field stations is limited by cost, physical con-
straints, and availability of primary commercial power;
significant increases in power levels would be impractical
for these reasons. Similarly, antennas presently used
at base stations are quite effective and significant
improvements could only be made at exhorbitant costs.
Modern HF receivers vary little in their basic charac-
teristics and HF signal detection is usually limited by
man-made and atmospheric noise rather than receiver
sensitivity. However, little has been done to exploit
the technology or tap the marketplace to improve field
station antennas. Traditionally, OC has used simple
broadband dipoles or verticals (and, more recently,
the mini-loop and PDRA-2), which have little gain or
directivity compared to an isotropic source.
CONFIDENTIAL
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CONFIDENTIAL
4. (U/AIUO) While the requirement for broad-
band, low-profile antennas is still valid, the per-
formance of HF circuits can be improved dramatically
through the use of simple directional arrays. A three-
element yagi, for example, provides about 6 dB gain
over a dipole (equivalent to a four-fold power increase)
and has a 25 dB front-to-back ratio. The latter charac-
teristic is of particular importance in receiving
antennas, since unwanted interference is reduced, re-
sulting in higher effective signal-to-noise ratios.
5. (U/AIUO) While the classic yagi antenna can
only operate over a narrow range of frequencies, it can
be made broadbanded by designing it as a log-periodic
array or can be made to operate on several fixed
frequencies through the use of traps. This leads to
a significant area for improvement, since most field
station HF requirements can be satisfied with an antenna
that operates over several carefully-selected frequency
ranges, providing a broadband dipole or vertical is also
retained for emergencies where broader frequency
coverage is required. The use of loading coils or traps
makes it possible to design high-gain directional
antennas that are much smaller than the full-size
arrays found at base stations. For example, a commercially
available trapped three-element yagi for the 14, 21, and
28 MHz bands (each about 400 kHz wide) is only 12 feet
long and can be assembled in two hours by a single person.
Such an antenna could be erected on a roof-mounted
mast and directed towards the primary base station serving
that field station. Should it become necessary to
establish communications with an alternate base station,
the antenna can be redirected easily.
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CONFIDENTIAL
7. I_ As the network evolves towards the use of 25X1
base stations located on U.S. territory, higher
operating frequencies will be required for HF communi-
cations which, in turn, allows the use of even smaller
antennas. The present state of the art permits the
design of high-performance antennas which are unob-
trusive, inexpensive, sturdy, and easy to erect. In
conclusion, investigation into new field station
antennas is likely to yield the greatest benefits to low-
speed HF radio operation.
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C O N F I D E N T I A L
CRYPTOGRAPHIC & COMMUNICATIONS SECURITY
C O N F I D E N T I A L
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U v IN r I ll r IN I I A L
C O N F I D E N T I A L
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C O N F I D E N T I A L
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1. Planning papers and suggestions often
take the form of critical analysis. This is a valid and
necessary technique which can define shortcomings and
recommend corrective actions. A different tact is taken
in this paper which is written with the intent to view
the positive initiatives of the Office. Hopefully, the
paper will serve to stimulate reflection by Planning
Symposium participants on what has been done as partici-
pants discuss what needs to be done in the future.
National Communications System; communications security
policy-making bodies continue to solicit and accept our
2. The world in which OC exists is changing
rapidly and continuously. The values and needs of the
U.S. population have changed in recent years. The OC
employee is not basically different from his fellow citizen,
except perhaps more dedicated and flexible than most, and
our personnel management techniques are changing and will
continue to change to respond to the altering nature of the
work force. The organization of the U.S. Government, the
Intelligence Community and the Agency have and will con-
tinue to evolve. The OC organization must continue to
adapt to these new conditions. Finally, we are in the
midst of an information explosion which has and will con-
tinue to place heavy demands upon OC. Over the long term,
OC must plan to meet these new demands on a total system
basis, but in the short term, the Office must skillfully
adapt the present system to keep pace with the steady
growth in demands for new and improved service.
3.E:::~C has sometimes been charged with being
inward looking and not sufficiently aware of or involved
with the world outside of the organizational boundaries.
Recent initiatives dispute such assertions. OC continues
to hold the respect of other departments and agencies even
when disputes arise. OC is an active participant in the
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U U N r 1 U E N T 1 A L
is doing a better job in the foreign network today than
ever before in spite of personnel cuts in this are of over
5. The OC organization has not remained static
during recent years. The most obvious change entailed a
recent reorganization. OC will certainly experience a
period of uncertainty as the new organization settles in,
but this is part of change. Ultimately, the new organi-
zation will rationalize OC activities and provide each
division with a clear-cut area of responsibility and the
authority and resources required to fulfill its mission.
The organization has changed in other ways over the past
several years, and these changes are perhaps more signifi-
cant than a structural change. The D/CO is committed to
an organizational system based upon participatory manage-
ment and the creation of an atmosphere within the Office
free of fear and conducive to the free exchange of ideas
and opinions. There is daily evidence that this word has
gone out and has been received and believed by members of
OC. There is little evidence that employees are hesitant
about contributing their opinions and ideas. The submis-
sions for the Planning Symposium are one small proof of
the willingness of employees to come forward with their
thoughts and to participate. The recent emphasis on
planning within the Office demonstrates a responsiveness
by management to the perceived needs of organizational
members. Strategic planning will not only provide manage-
ment with a tool; it will also provide feedback to
organizational members concerning where we are, where we
are going and how we will get there. It might also be
mentioned that the annexes submitted for the Strategic Plan
demonstrated imagination along with pragmatism and a
willingness among organizational members to take measured
risks. The state of the organization's health and its
adaptability have been demonstrated by its response to
external demands and constraints during recent years. OC
since 1968. Approximately have
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v v a? i i u L a. ? 1 R L
been cut since 1968. Yes the latter does reflect
the transfer but it also
includes the assumption o Cable Secretariat and Telephone
Branch responsibilities. The budget has not grown appre-
ciably in real dollars, but the organization has been able
to obtain or reallocate funds to accomplish the truly
important tasks.
6. L__] The OC personnel or human resource management
system has been modified extensively during recent years.
OC's willingness to modify and adapt this system to changing
human needs is partly due to management's concern for
employee welfare and contentment. There is a pragmatic
aspect to this effort, however, since the people make the
system work; fifty percent of the OC budget is spent on the
people resource and a good portion of OC management time
is dedicated to people matters. OC's concern for the human
element begins when a new employee is hired. The employee
will be trained in one of the finest communications schools
in government, drawing upon the best multi-media center in
the Agency and soon housed in a new and modern 0 The
individual will return to this facility, which is making
every effort to adapt and change course offerings in step
with technology, and new demands, at frequent intervals
during his career. The individual will be assigned to
Panel D, not C or T. Yes, the Panel C and T merger is
being accomplished. Overseas, the employee will work for
a better trained supervisor who has probably attended the
Models for Management course 0 Over 150 people have
already attended this course, and it will be offered to
120 people per year for the foreseeable future. After a
period overseas, the employee will receive his fitness
report, see the reviewing officer's comments and have the
opportunity to append his own comments. The individual
will then be evaluated by the CEL process, a system as
fair and equitable as OC ingenuity can devise, and receive
feedback from this process. When it becomes time to start
the reassignment process, the Expected Position Vacancy
List will be used as a reference and exchanges with Head-
quarters will be via telepouch. FYI, over 50 percent of
the Headquarters originated electrical correspondence is
now related to personnel matters. The assignment officer
is better trained than ever and is given at least six
months of courses or OJT before actually assuming assign-
ment duties. The employee or spouse may wish to correspond
C O N F I D E N T I A L
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h
Upon return the employee will be
counse ed and will
ave the opportunity to address
greivances. He or she may wish to visit the OC EEO
officer; OC is probably the only office in the Agency
with an individual assigned full time to EEO duties.
Later in his career, the individual may be evaluated for
management potential in an assessment center. This is
one of many techniques being considered as possible
methods of identifying employees with such potential for
development. That is a brief look at the OC human
resource system of today. It certainly isn't utopian
and there will be refinements and changes in the future.
However, it surely represents a change in favor of the
individual from the "dart board" system of the past.
Those with a decade or more of service with OC will
verify that there has been a major change in emphasis
and scope.
7.~ We all enjoy critiquing the OC technical
system and speculating about the real equipment needs and
the design of the replacement system. We also tend to
dwell upon our failures, real or apparent, while over-
looking the fact that OC does not suffer alone in this
department in the technical field. We become frustrated
when each new system component does not live up to our
highest expectations. This is a healthy exercise, but we
should not overlook the real progress that is being made.
First, we have made great progress toward establishing a
mechanism to support modern systems in the field. The
TECHREQ system has provided OC with the ability to support
equipment while reducing technical workload in the field.
The Automated Test Equipment (ATE) project has enabled
the Headquarters technical component to respond to the
high influx of components requiring test and repair.
Without these initiatives, OC would not be able to fulfill
its technical mission without substantial increases in
personnel. The overseas network has been substantially
upgraded by the SKYLINK program. This program is probably
the most effective and low cost effort of its kind in
government.
C O N F I D E N T I A L
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8. (U/AIUO) One can only conclude that OC is not
only healthy but that it is more virile and adaptive to
change than ever. Certainly, today's modifications to
the organizational, human and technical systems will be
subsumed by totally new systems in the future. The
annexes to the strategic plan demonstrate that OC is
dealing with the need to plan for new systems. The
record reflects an ability to modify existing systems to
meet the demands of the moment.
C O N F I D E N T I A L
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1. (U) The planning process doesn't begin with the
publication of a strategic plan. It begins with ideas--
ideas which form out of requirements, studies of the
state-of-the-art and future technological developments,
discussions with customers about future needs, and
sometimes just plain gut feelings about future trends.
The "1978-79 OC Strategic Plan" isn't a detailed plan,
and it doesn't really specify detailed strategies. It
does, however, perform the very important function of
formalizing ideas from many people by putting these ideas
in the form of Office strategic goals. It was OC's first
effort at doing this, and must be followed by a continuing
effort to refine goals and objectives, to define strategies
to meet these goals and objectives; and, perhaps most
important, to permit the constant flow of ideas which will
keep the planning process a dynamic one. Without this
dynamisim, in fact, the planning process effectively
ceases to exist. The salient question then becomes: How
do we maintain this dynamisim and the flow of new ideas
which it requires?
2. (U) The annexes are the first giant step in
making our first strategic plan more than a set of wishes.
They express, in varying degrees of detail, each compo-
nent's ideas about the actions necessary to meet the stated
strategic goals. Next comes the sometimes arduous task of
evaluating the content of the annexes for completeness,
agreement with the intent of the strategic plan, and the
agreement of one annex to another. The Planning Symposium
is a part of that appraisal of the annexes, and one which
will undoubtedly bring forth many new ideas related to the
annexes and the strategic goals. Where do we go from these
preliminary steps toward the formation of an Office
strategy and the evolution of the planning process in the
Office?
3. (U) After the Planning Symposium recommendations
have been considered and after the D/CO, DD/CO and Execu-
tive Board have reviewed and approved all annexes, the
C 0 N F I D E N T I A L
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C O N F I D E N T I A L
Planning Staff will begin a consolidation of the annexes
into a single set of strategic objectives and plans.
This "Master Annex" will be carefully coordinated with
all components and will form the basis of the next
strategic plan which will then come closer to qualifying,
literally, as a strategic plan and which will provide a
much more detailed framewotk under which our programs
may be initiated and carried out. A second, and equally
important, ingredient in the formation of the next, and
succeeding, strategic plans, is feedback to the Planning
Staff from all OC divisions, and from OC customers,
concerning any aspects of the present strategic plan,
including suggestions for revisions, additions, or
redirections based on changing requirements, technology,
budgetary or legal constraints.
4. (U) Because feedback is an important, in fact
necessary, part of the planning process which acts as a
mechanism to keep planning related ideas flowing, it
should be formalized at least to some degree. It must
not, however, be formalized to the point that feedback on
objectives, programs, and projects becomes an institu-
tionalized flow of paper which stanches the free flow of
ideas associated with the process. To walk the thin line
between the informal and the too formal, the Planning
Staff will establish contact points within the planning
components of each division to act as the primary inter-
face between the staff and the divisions. The degree of
formality associated with these contacts can best be
decided mutually as the components and the Planning Staff
begin to work together. Feedback from outside the Office
will continue to be encouraged and sought, and the Systems
Requirements Manager of the Engineering Divisions'
Systems Integration Staff will become an important link
in this portion of the feedback chain. A further mecha-
nism for feedback will be the Project Review Committee
which will provide information on the progress, or "health,"
of on-going projects. Other, informal, channels for
feedback from all divisions will continue to be encouraged
as they are now, and will remain an important mechanism
allowing all personnel to participate in the planning
process.
C O N F I D E N T I A L
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C O N F I D E N T I A L
5. (U) The consolidated annex and the continuing
feedback from all sources will combine to modify and
update the strategic plan. Even as this new strategic
plan is being printed and distributed, the planning process
will continue. Plans will be made by all divisions for
their next annexes; feedback will continue to be analyzed;
and changes--major and minor--will continue to be made in
the strategic goals and objectives. And the success of
all this planning effort will rely on the ideas of our
personnel. Without good ideas, the planning cycle is
incomplete, and the process of planning becomes an exercise
in futility.
C O N F I D E N T I A L
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v v a i L i a\ 1 i !l L
"Ten Leading Questions About the Future"
by
C O N F I D E N T I A L
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INTV KNAL Ubt UNLY
TEN LEADING QUESTIONS ABOUT THE FUTURE
(U/AIUO) The following questions deal with global
issues and trends which may have impact on intelligence
activities in the long-range period. The questions
are not all-inclusive but do cover significant issue
areas which are thought to have long-term implications
with respect to intelligence activities. The questions
are not prioritized nor are they intended to represent
the ten "most important" questions about the future.
They are examples of the kinds of questions that can be
formulated when one examines the dynamics of change in
the out years.
The questions are derived in part from ongoing
explortory forecasting research efforts in ORD. They are
intended to encourage the identification of long-range
trends, issues, and/or events by geographic area
and/or topic.
1. (U/AIUO) How will East - West power politics
change over the next 20 years?
This issue area embraces strategic developments
involving the United States, the Soviet Union, the People's
Republic of China, Western Europe, and Japan. In
essence, it deals with the course of the Soviet-American
rivalry which has dominated international politics since
the end of World War II. Possible issue outcomes include:
a) a return to cold war confrontation; b) a gradual
diminution of world tensions which tends to normalize
relations between Washington and Moscow; c) a U.S.-Soviet
partnership which effectively dominates world politics,
and; d) a Sino-Soviet rapprochment that enables the two
countries to dominate the Western industrial countries.
2. (U/AIUO) What long-term changes can be expected
in North - South politics?
This issue includes the complex problems of establish-
ing new terms of trade between developing and industrialized
countries, the prospect of the emergence of new raw
materials producing cartels, the transfer of technology,
appropriate levels of foreign aid, and debt relief. Issue
outcomes could include: a) a hardening of the lines
between the two camps, with vigorous OPEC support for new
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1NTENNAL Ubh UNLY
producer organizations; b) a rapid development in the
richer LDC's strengthened economic ties to their
Western trading partners; c) the accession to power of
many "spartan socialist" regimes in the Third World
that reject traditional paths to modernization, and;
d) a world wide depression induced by energy prices and
continued slump in much of the West which blurs the
distinction between North and South.
3. (U/AIUO) How will space technology support man's
needs and what is the impact on intelligence?
There is extensive documentation indicative of
future space activities which will have broad influence
on man's activities on earth. Communications, security,
climate and environmental functions are but a few areas
in which space vehicles will play a dominant role. The
"space revolution" will likely occur both in the civilian
and military sectors and require coordination and co-
operation between NASA, non-intelligence government
agencies, the Intelligence Community and the private
sector--by an order of magnitude greater that that required
at present. The interfaces and linkages involved could
require dramatic changes in Intelligence Community
mangement and operations. Distinctions between "black"
and "white" space activities will greatly diminish and
may eventually disappear. In such an environment, is
intelligence as we know it more or less important? Is is
not possible that intelligence will decline in importance--
with the international news/television providing near
real time collection (and analysis) of crises situations
on the global and national issues?
4. (U/AIUO) What role will transnational organizations
assume in the future?
This issue area concerns the nature and extent of
the influence exerted by transnational organizations such
as multinational corporations, regional economic groupings
(e.g., the European Economic Community), and international
organizations. Such influence could increase or decrease
in direct proporation to the power wielded by the nation-
state as an institution. Some possible outcomes include:
a) an increase in the influence of the transnational
actors and a concomitant decline in the importance of
nation-states; b) a new era of economic nationalism,
characterized by materials shortages, tariffs and quotas,
negative growth, and a reduced volume of international
trade, and; c) the growth of large and frequently shifting
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ia.1 LaL.1L W_L V14L1
economic coalitions that compete with one another
but attempt to cooperate closely within each coalition.
5. (U/AIUO) How will politics of energy and food
impact the international scene?
Most observers see the availability of energy and
food as special problems in the last quarter of the
Twentieth century. The way in which nation-states,
regional and international organizations approach the
problem of distributing these vital resources will help
to shape the character of international politics.
Possible outcomes include: a) increasing international
cooperation driven by a common awareness of growing
economic interdependence; b) the use of energy and
food as economic weapons and; c) the strengthening of
organizations through which countries exercise collective
power commensurate with their capacity to deal with energy
and food related problems.
6. (U/AIUO) What will be the nature of regional
economic development in the next 20 years?
An important economic variable concerns the extent
to which there is regional economic cooperations and
harmonization of development plans in such countries as
Bolivia, Chile, Colombia, Ecuador, Peru, and Venezuela.
Possible outcomes include: a) a high level of cooperation
resulting in balanced regional growth in parts of Latin
America, the Middle East, and Southeast Asia; b) regional
economic dominance of strong economies (e.g., Venezuela,
Iran) which in effect imposes choices on weaker economies,
and; c) a high degree of nationalism which impedes
cooperative development and achievement of economies of
scale.
7. (U/AIUO) How will the Soviets exploit outer
space in the next 20 years?
This could well be the most critical of all future
key intelligence questions. Responses to varied informa-
tion needs in this area could provide complex and trouble-
some challenges to the collection and analyses processes.
Indeed, if the Soviets are pointing toward the use of
space as a new aspect of their military capability, then
such US/USSR cooperative relationships as have been normalized
and codified under the environment of detente and conflict
avoidance of the 1970's--becomes a "whole new ball game."
Use of space by the USSR for military purposes beyond the
accepted rules of national verification of strategic arms
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limitations opens the door to considerable speculation.
Could the Soviets completely "bypass" or otherwise
"neutralize" our strategic response by activities in
space? Will U.S. vulnerabilities inherent in its
organized, technological society in areas such as
food, electricity, and water be subject to Soviet
"guerrilla warefare" from outer space in crises
situation rendering as obsolete the traditional concepts
of the application of nuclear force?
8. (U/AIUO) How will industrialization in the
Third World be manifested?
This issue area deals with the attitude of Third
World elites toward the necessity and desirability of
following the Western (or Soviet) path to development.
Outcomes could include: a) a strong commitment to
industrialization of the kind current in Brazil, Iran,
and Venezuela; b) a less urgent approach to industrialization
accompanied by a much greater emphasis on agricultural
development, and; c) a rejection of the usual path to
industrialization born of a concern to preserve the
environment and traditional values.
9. (U/AIUO) How will the issue "homogenization vs
cultural pluralism" develop in the future?
This socio-cultural issue area had to do with the
survival of ethnic, cultural, and political identity
in an era of big government, big labor, and big business,
and includes such apparently disparate phenomena as the
emergence of long dormant nationalisms in Western Europe
and the development of new interest groups based on age
and sex in the United States. Possible outcomes include:
a) a greater tolerance of diversity and looser political
affiliation worldwide; b) an insistence by majorities on
greater conformity with a consequent strengthening of
central political institutions, and; c) a mixed picture
in which cultural pluralism tends to increase in the
developed West, but is checked by tighter central control
in the communist countries and in most of the Third World.
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 Declassified in Part - Sanitized Copy Approved for Release 2012/03/23: CIA-RDP97G00008R000100130001-7
11Y 11]1\1VAL U 1 VLVLi
10. (U/AIUO) What will be the future patterns
of global communication?
The revolution in telecommunications has greatly
improved our knowledge of developments in other
countries. Though the "global village" may be an
inaccurate metaphor, there is no doubt that the way
in which people communicate will be an important
element in shaping the future. Possible outcomes
for this issue area include: a) a further extension
of world communications to remote areas and into closed
societies such as the Soviet Union and China; b) much
closer communication among groups sharing common in-
terests and objectives (e.g., religious and professional
groups), and; c) attempts by governments to stem or
enhance the flow of information.
INTERNAL USE ONLY
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C O N F I D E N T I A L
C O N F I D E N T I A L
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1. (Select standard microprocessor based
building block for multipurpose use (including RED/BLACK
MUX controller, CSR, field concentrator) to be integrated
into both base and field stations.
2. (Determine the role of unattended operation
field terminals in terms of the enhanced network.
3. Provide for both RED and BLACK service in
all planning tor enhanced network using a "universal"
MUX/concentrator approach.
4. Consider combining MAX
when programming for the replacement
of MAX)
5. Consider the "smart switch, dumb termi-
nal" with concentrator approach as the standard field
terminal for the enhanced network.
6. ~Ensure that equipment purchases made today
to meet short-term needs are based on their capability
and adaptability to meet expected standards of the enhanced
network architecture.
7. Consider a policy decision that CRAFT and
other computer-based data management systems be interfaced
to the communications terminal and not be an integral part
of it to allow the communications terminal to serve all
]customers.
8.~ Encourage the development of data communica-
tions technical and operational skills.
9. ~ It was the consensus of the group that
HRD should review the proposal for software systems
analysts capability and recommend an action to the D/CO.
11.I Undertake a formal study to determine why
OC field personnel are not well informed and seek recom-
mendations for improving communications with field
employees.
C O N F I D E N T I A L
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U U N I- I U L N 1' 1 A L
14.I I Openly encourage OC employees to feel
free to submit written comments on their fitness reports
to include not only comments on disagreements but on
agreements, minor qualifications, or to provide additional
information as well. Also, encourage OC employees to
expand their FRQ/CSA submissions giving more detail on
their experiences and qualifications, particularly in
terms of positions requested.
16. Establish a systems management panel
based on the principles outlined in the HRD paper. This
recommendation is based on the consensus of symposium
attendees.
17.I (Institutionalize the process that OC
customers will receive feedback on the status of their
requirements after the OC budget has been approved.
Also, call for the establishment of a mechanism which
allows customers to provide a critique of services
rendered.
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L U N F I D E N T I A L
18.1 Revise the Strategic Goal 4.3 to include
the phrase "effective and efficient;" i.e.: "Maintain
a fair and humane as well as effective and efficient
personnel system which provides equal opportunities for
all employees..."
20. Determine the extent of our responsibilities
during a limited or full scale conventional or nuclear
war.
C O N F I D E N T I A L
Declassified in Part - Sanitized Copy Approved for Release 2012/03/23: CIA-RDP97G00008R000100130001-7
 Declassified in Part - Sanitized Copy Approved for Release 2012/03/23: CIA-RDP97G00008R000100130001-7
Declassified in Part - Sanitized Copy Approved for Release 2012/03/23: CIA-RDP97G00008R000100130001-7