NAPA REPORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP12-00651R000100130029-3
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 3
• Document Creation Date: December 27, 2016
• Document Release Date: August 26, 2013
• Sequence Number: 29
• Publication Date: March 27, 1979
• Content Type: MEMO

Declassified in Part- Sanitized Copy Approved for Release 2013/08/26: CIA-RDP12-00651R000100130029-3
MEMORANDUM FOR: Director, EEO
FROM
27 March 1979
Federal Women's Program Manager
SUBJECT : NAPA Report
The following comments are made on the recommendations
of the NAPA report as they impact on women:
Executive/Managerial (p.91 - 96)
The feeder group to executive positions must include a
good representation of women and minorities if the future
profile of the Agency is to show any improvement. At the
GS-15 level (as of Feb 79) there are only 23 women. It is
therefore essential that specific developmental experience
be designed for women and minorities in grades GS 12-14 to
ensure they are competitive for executive selection.
Agency-wide occupational systems (p. 97)
I strongly urge the earliest consideration be given to
a central career service for senior secretaries GS-8 and
above. At the present time, the E Career Service has a
larger number of senior secretarial positions than the
directorates but these positions are available only to those
already in the E Career Service. The complaint I have
received most often has been the lack of opportunities for
skilled secretaries to progress beyond the GS-07 level and
remain in the secretarial field. A competitive career
service for secretaries would not only provide a career
ladder based on merit, but also ensure that senior secretarial
positions are filled by the best qualified secretaries in
the Agency.
STAT
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Vacancy notices (p. 97-98)
The NAPA report states that the desired results are
"competition on the basis of merit...and not solely on the
basis of organizational or career service boundaries."
However, some of the suggestions made would exacerbate the
perception of inequity which many of employees already have.
For example, "vacancy notices should be used when there are
no candidates" and "distribution should be limited to those
in the same occupation who appear to be qualified." An open
vacancy notice system would be preferable.
The suggestion of some type of listing of anticipated
future vacancies in field stations is an excellent one. The
State Department has adopted this practice and is giving the
list wide distribution to Foreign Service Officers. This
suggestion has been surfaced also to the Working Couples
Task Force from DDO Officers.
Employees returning from overseas or LWOP (p. 98)
I agree with the recommendation that these employees be
given absolute priority on all vacancies. Those who have a
serious problem being placed after returning from LWOP to
accompany a spouse overseas are secretaries GS-07 and above.
Adopting a priority for vacancies plus the creation of a
senior secretarial career service would help this situation.
Equal Employment Opportunity (p. 105)
I agree in the recommendation to retain the component
grade level goals for women and minorities in the APP process
and the annual review of accomplishment. lain planning an
annual review with each Directorate and an annual Agency "Status
of Women" report as a part of this review process.
"E" Career Service
Careful thought should be given before creating "mini-
career services". For example it may not be in the best
interest of the Agency to establish narrow specialized
career tracks for DCI offices such as the Comptroller, OLC,
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IG, and EEO. Not only could the advancement of the employees
be impeded, the Office requirements for employees with a
broad perspective of the Agency may suffer. Many positions
in the DCI area could be viewed as developmental assignments
for executive/ managerial talent.
3
STAT
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