PROPOSED REVISION OF TABLE OF ORGANIZATION FOR THE OFFICE OF PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP61-00274A000200150018-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: November 11, 2016
• Document Release Date: August 27, 1998
• Sequence Number: 18
• Content Type: MF

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DRAFT
MEMORANDUM FOR: Deputy Director (Support)
SUBJECT: Proposed Revision of Table of Organization for the Office
of Personnel
1. This memorandum contains a recommendation for your approval. Such
recommendation is contained in paragraph i, ,-.
2. The proposed revision of the Office of Personnel table of organization
submitted by the Director of Personnel is attached as Tab A. This proposal
is designed to realign assignments of existing functions to provide more ef-
ficient and effective service., to give additional support to new programs,
and to establish a central personnel unit for the Office of the Deputy Director
(Plans).
3. The proposed organizational structure for the Office of Personnel
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will if approved result in a savin
T/O and ceiling for the Office of
gs of four (!
Personnel fro
) positions and
m
reduce the
ositions.
The four (!) positions to be deleted as follows:
Title
Position
Series, Grade
Per Annum
Salary
Personnel Research Officer
453
GS-0202.01-14
$ 10,320.00
NCO, G1 Per Act
404
AR 716.7-E7
3,786.48
Personnel Assistant
298
GS-0201.01-07
4,,525.00
Clerk Steno
388.01
GS-0312.01-05
3,670.00
Savings Per $ 22,301.48
Annum
!. A comparison between the present and proposed organizational struc-
ture of the Office of Personnel is attached as Tab B. The major changes are
as follows:
1 Annual reimbursement to Department of the Army for each enlisted man.
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Consolidation of three (3) branches into two (2) branches by
combining Allowances Branch and Processing Branch.
Change in title to Salary and Wage Division. Consolidation
of three (3) branches into two (2) branches by combining the
Intelligence Branch and the Support Branch.
C. Personnel Assignment Division
Change in title to Personnel Operations Division. The transfer
of the Clandestine Services Branch to the newly created
Clandestine Services Personnel Division. Consolidation of
five (5) branches into four (4) branches by combining and
realigning existing functions of counseling, employee services,
and personnel management.
Reduction from four (4+) branches to three (3) branches by trans-
fer of the function of the Employee Services Branch to the
Personnel Operations Division.
E. Clandestine Services Personnel Division
The establishment of the Clandestine Services Personnel Division
representing a consolidation of functionSand positions of the
career management units in the Clandestine Services, the DD/P
Branch of the former Personnel Assignment Division, and the
staff of the Special Support Assistant (Personnel).
F. Special Assistant to the Director of Personnel)Establishment of
a unit to handle termination cases. i
5. The proposed organization chart of the Office of Personnel shows that
the Clandestine Services Personnel Division while a part of the T/O of the
Office of Personnel will receive,, only technical guidance from the Director
of Personnel. This division is Nhhidered a component of the DD/P complex
:kw responsible command-wise to the Special Support Assistant/DDS.
and
W%11 be
6. *The creation of a Clandestine Services Personnel Division whose
predominat responsibilities are in the field of career management for the
Clandestine Services, leaves other personnel functions to be continued by
Personnel Units in other DD/P elements. It is planned to continue those
services of common concern which can more efficiently be provided to the
Clandestine Services by existing components of the Office of Personnel.
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Area divisions and senior staffs of the DD/P complex will continue to operate
their own personnel units independently as before. Little standardization
exists among personnel units in these organizational elements and the methods
for personnel handling and processing vary considerably.
7. While it is realized that the Office of Personnel has functional
responsibilities of an unusual or non-traditional nature, a comparison of
the numbers of Agency employees engaged in personnel activities to the total
number of personnel serviced is worthy of scrutiny.
8. The ratio of one (1) employee engaged in personnelAto every thirty
(30) Agency employees appears extremely notwithstanding the responsi-
bilities of the Office of Personnel. A 1ou.
9. The following data has been obtained from varying sources and is
considered justifiably valid for comparative purposes:
A. Agency
Known Personnel Types
Office of Personnel T/O
DD/P
DD/I
DD/S
As compared with total strength of the Agency ratio is
1 to 29.7.
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B. NSA
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C. Federal Government (Stateside Only)
Total employees 2,072,015
1 The above ratio was complied from the number of personnel types (indi-
viduals carrying a personnel career service designation and directly
associated clerical) and does not include administrative or operational
personnel who may be devoting part of their time to personnel activities.
E/
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(In Pers. Series No. 200) 19,917
Ratio 1 to 104
D. New York State Civil Service Department
Total employees
80,000
Personnel Employees
Ratio 1 to 320
250
10. It is recommended that the proposed organizational realignment be
tentatively approved, subject to a complete management survey of the Office
of Personnel and related personnel functions throughout all Agency components
to ensure maximum efficiency of personnel activities.
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Chief, Management Staff
Attachment
Tab A - i20pc 4I -bin VI/2ec~o~z b4 P L
6 - Cor> pAac'vo 77aN~zr'o~ Chess
The recommendation in paragraph -15 above is approved.
L. K. WHITE
Deputy Director (Support)
Distribution:
Orig & 1 - D/Personnel
1 - Comptroller
2 - DD/S
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