OFFICE OF PERSONNEL ANNUAL REPORT - FY 1974

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-00052R000100020005-1
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 15
• Document Creation Date: December 12, 2016
• Document Release Date: November 26, 2001
• Sequence Number: 5
• Content Type: REPORT

CONFIETi
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OFFICE OF PERSONNEL ANNUAL REPORT - FY 1974
SECTION A. GENERAL
Fiscal Year 1974 was a remarkably successful year for the Office of
Personnel. It was a year in which the Recruitment Division noted the avail-
ability in abundance of able, well-qualified young men and women at the M.A.
degree level and above, in the liberal arts/humanities fields, with profi-
ciency in one or more foreign languages, often with significant military
intelligence experience, and available for employment for virtually all
generalist positions in the Agency including the Career Training Program.
In more specialized categories, beginning level engineers were in short
supply and highly competitive. The restoration of advance-step-in-grade
hiring eased the problem somewhat. Economists at all degree levels were in,
good supply, as were junior level mathematicians, computer specialists,
chemists, and physicists. Experienced computer specialists and systems pro-
grammers were harder to come by because of salary competition. Accountants,
geographers, cartographers, and library scie::t.ists were a "dime a dozen,"
with the latter three categories virtually impossible to place. Psychologists,
especially those whose training and interests were primarily in the areas of
personal assessment (rather than research), were available in sufficient
supply to meet the needs of OMS/Psychological Assessment Staff. On the other
hand, while General Medical Officer applicants for contract, overseas positions
were also in adequate supply, following their referral to OMS they withdrew
their applications at a rate that baffled Recruitment Division.
Generally, the only professional level recruitment requirements that
posed any serious problem for the Recruitment Division during FY 74 were for
Linguists with native-level proficiency in selected languages (Arabic, Polish,
Portuguese, Russian, etc.). Native-level proficiency was, of course, available
but security impediments (e.g., foreign relatives) eliminated most candidates.
In the area of clerical recruitment, during FY 1974 RD enjoyed substan-
tially less success than planned. Committed by Manage to in-
crease the input of qualified clerical referrals from RD was 25X9
able to provide only =applicant ca-,es. An analysis o e pro em suggests
that it will be necessary to reorder the priority given to clerical recruitment
and to, somehow, improve the image of the Agency (vis-a-vis "Watergate," the
"Administration," and "Federal Service") so that the declination to submit
formal application (ostensibly because of parental disapproval) can be reduced.
The Office of Personnel was gratified with its success in FY 1974 in re-
cruiting qualified Black professional and technical candidates. Committed
through MBO to increase its input of such referrals t e25X9
ferrals were macc.e_, an increase of 20% over planned performance. re it
of the Directors admonition to senior officials, a number of Black applicants
were actually c.ut in process and -new Black professional and technical em25X9
ployees entered on duty.
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During FY 1974 as in previous years, the Staff Personnel Division's
primary role was in providing a bridge between Agency components and re-
cruiters and applicants. The Agency entered the year with employees 25X9
on duty and a goal of reducing strength at least to June 1974.25X9
At year end, were on duty, despite the addition of ew employeeMXg
The combination of a greater than usual number of professional appli-
cants, special requirements for handling minority applicants, and a less
than adequate staff to handle the volume resulted in an unacceptable back-
log in the professional applicant review and hiring process. Some proce-
dural and staffing changes were made in order to alleviate the situation.
Fiscal Year 1974 saw the Office of Personnel expand its personnel manage-
ment responsibilities by providing increased guidance and support at all
echelons in planning and evaluating the effectiveness of personnel manage-
ment action. In June 1973, the CIA Management Committee directed the Director
of Personnel to develop "a study group to make specific recommendations f'o:'
changes in the career service system ... ." Immediately the Plans Staff
prepared a chart outlining the proposed areas of activity for the newly
formed Personnel Approaches Study Group (PASG); and, after considering
various possibilities, PASG decided to rely directly on the Plans Staff for
its full support. A personnel careerist, substituting for an ailing Staff
member and a career trainee on interim assignment were the only additional
resources made available to the Staff during this period. The PASG Report
was approved by the Management Committee on 8 January 1974, with an amendment
deleting the 3-year provisional period and with guidance pertaining to super-
grade review and operation of the Executive Career Service. Subsequently,
the Staff drafted the Employee Bulletin, New Approaches to Personnel Manage-
ment, which was signed by the Director on 1 April 1974. The Staff is now
serving in a consultative role to the Directorates as they implement the PASG
recommendations.
The Review Staff provided staff support to the Directorates in their
development of the Personnel Development Program (PDP), and the Annual Per-
sonnel Plan (APP). Initial progress in establishing these programs was slow.
However, with the establishment of firm reporting dates for the Fall of 1973,
OP was able to present consolidated reports with analysis and commerLt for
review by the Director in early 1974. The Review Staff also prepared major
revisions of Agency regulations to implement the "New Approaches to Personnel
Management" as approved by the Director.
The environment throughout the Agency in FY 74 was favorable for the
accomplishment of the objectives established for the Position Management
and Compensation Division. The survey program received general acceptance
through recognition of the benefits in improved organization and position
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structure and employee utilization. Further, support of the program has
been received from the highest levels in the Agency.
All in all, both the external and internal climate during the year was
such that OP had little difficulty in achieving its prime objectives. 28
of the 36 OP objectives were completed as scheduled or exceeded planned per-
formance; 4 objectives were dropped during the year; 2 had no significant
action taking place; and only 4 of the 36 missed the original performance
target by any significant degree.
SECTION B. PERFORMANCE AGAINST FY 1974 OBJECTIVES
The 36 OP objectives established for accomplishment during FY 1974 were
as follows:
1. Provide a phased input of 111111111111111111111,ew applications of qualified candidates 25X9
for processional employment. This objective was missed completely. The
target was to reduce the number of new applicants referred and still incr,~.se
the number put in process for employment. The n licants referre
exceeded the planned referral goal o The excessive 5X9
number is attributed to the overabundance of qualified personnel in the
market as discussed above.
2. Increase by 15% the number of Black professional/technical applicant
race ti.cF'o ~ ~
reasons success in the accomplishment of this objective was minimal during
the first part of the year. There was.intense competition for well-qualified
young Black professional and technical personnel. Relatively few Blacks were
trained in academic fields of interest to the Agency (in 1973 there were
fewer than 500 Blacks graduating from engineering schools, virtually none
studying Slavic, Oriental, or Near East languages, and few in Computer
Science, etc.). And there was indifference and, in some instances, hostility
to the Agency and its employment offerings. Nonetheless, by the end of the
Fiscal Year OP was able to increase the number of Black referrals from 97 in
FY 1973 to 138 in FY 1974, an increase of 42.3% in FY 1974 and an exceeding
of planned performance by 27.3Q/.
3. To increase by 10% the number of clerical a licant cases referred over
FY 1973 inut. The Recruitment Division produced lerical referrals 25X9
during FY 7 , 42% short of its planned objective. number of factors, some
controllable, others not, contributed to the situation, a decrease of 14.4%
from last year's production.
Late in the first quarter of 1974 a shift in clerical requirements
called for rethinking of traditional recruitment techniques and sources,
especially in the area north of Washington. A drop in requirements for
qualified clerk stenographers and clerk secretaries in the GS-04 and GS-05
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range was accompanied by an increase in requirements for clerk typists and
messengers. Recruiters who had usually concentrated on the many excellent
junior colleges, community colleges and business schools in their areas for
stenos and secretaries were obliged to develop new-approaches to sources of
not so highly qualified personnel.
Many recruiters reported a significant drop in the rate of applications
from applicants who had been interviewed, tested satisfactorily and who
appeared interested. They could only conjecture that the attitude of many
applicants (especially in the face of parental objection) was negatively
influenced by the atmosphere surrounding the Washington Area and the Federal
Service. Too, the cost of living in the D.C. area for GS-03/0+ clericals
also appeared to have some bearing on the drop in responses.
4. Reduce by 25% the average time clerical employees spend in the TAS in
FY l97 based on FY 72 and 73 experience). Since the majority of clerical
employees are only partially cleared for Agency employment when they enter
on duty, they remain in the TAS until all clearances have been processed.
The cost for the program is a product, therefore, of both the number of er.1-
ployees in the TAS and the amount of time they spend in TAS. Also the longer
an employee stays in the TAS in a hold status, the more negative are his
attitudes about the Agency. The objective was intended, therefore, to reduce
costs and improve employee attitudes.
The FY 72 and 73 average time in TAS was 4. 4 weeks. The FY 74+ average
time was 2.0 weeks, a better than 50% improvement over the FY 72 and 73
average. This improvement was achieved primarily as a result of our reduci.ng
the number of partially cleared clerical employees and increasing the number
who entered on duty with full clearances.
5. To reduce from 60 to 4+5 days the average time consumed from receipt of
applications in PSB to initiation of security and medical clearances. Past
experience and records indicated an average of two months was consumed in
reaching the decision to employ an applicant. By carefully monitoring the
time which components held applicant files we were able to exceed our original
goal and reduce the average time to 37 days in FY 74.
6. To improve service to operating components by relieving them of responsi-
bility for pre-employment processing of staff type contract employees. One
of the roles of the Staff Personnel Division is to coordinate screening,
testing, and clearance processes to achieve the employment of applicants.
Historically, the Division provided this service only for regular staff employees
and individual Agency components processed contract employees. Since the
steps involved in the process were essentially the same for staff employees
as for contract employees, it seemed both logical and efficient to centralize'
this function. The objective has been accomplished, but some monitoring will
be required to ensure that Agency components do not fall back into the "do it
yourself" habit.
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7. Identify direct Office of Personnel manpower costs to recruit and EOD
professional, clerical, and technical appointees by Office. From the begin-
ning, this objective was not clearly and fully understood by all those
connected with it. At first, one definition assumed that the objective was
to identify total Agency recruitment costs. This was refined to mean only
OP costs. Also at first, responsibility for completing the objective was
divided between Recruitment Division and Staff Personnel Division. This
proved unworkable and responsibility was assumed by SPD. Some views still
hold that it should be feasible to identify recruitment costs by category
of employee, by office of assignment. For example, does the Physical Scientist
for OSI cost more or less than the Engineer for OEL? Experimentation with
various attempts to collect and refine cost data has shown that if there are
differences between the above, they are insignificant. Differences in re-
cruitment costs of clerical employees as contrasted to professionals do
exist and have been identified.
To summarize, the objective was limited to identifying OP costs and
to distinguish between clerical and all other kinds of employees. For
FY 7t1, OP costs for clericals amounted to $708 per person hired and $2229
for each professional, technical, wage board, or military detailee who
entered on duty with the Agency.
8. Reduce by 10% the time expended between initiation, processing, and
approval of applications for retirement in FY 1997 (based on FY 73 experience).
Although the objective is considered complete, OP has to this date not con-
firmed that a reduction of 10% has; been accomplished. RAD retired = pers25X9
from the Agency in FY 1974, prepared ~,nnuity estimates, and conductec5X9
individual briefing sessions to explain retirement benefits to pros-
pective retirees. Against this background all personnel interested in re-
tiring were thoroughly briefed on schedule with no loss of assistance, and
retired on the dates scheduled for their departure with quality tr-~atment in
all respects.
9. Reduce by 10% the time expended in processing insurance, overseas medics 9
and Office of Employee Compensation claims. The Overseas Medical claims an
the OFEC claims were processed in 15% less time than in FY 1973. However,
because of a significant increase in health benefits claims,
it took longer to process these claims than in FY 1973. Prod
vised which resulted in a revision of claims processing, however, and some benefit
were derived from the objective.
10. Reduce by 50% the number of special life-insurance premium payments 25X9
processed manually. Payroll deeuctions commenced in August and in October
premium payments were made to the underwriters as a result of payroll de-
ductions. As a result of the payroll deductions, one position was eliminated.
To date it is estimated that 93% of the. insurance premiums are processed by
payroll deductions.
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11. Increase by 10o the number of Position and manpower Utilization surveys
in FY 7 based on FY 73 experience . Total surveys completed during the
Fiscal Year amounted to 27 which was. l'['/ above the number for 1973 of 23.
The surveys involved complete evaluation and review of activities of the
components including development of job descriptions and reports covering
organizational, staffing, and utilization problems as well as recommended
solutions and proposals for improvement. The survey reports were substantially
more comprehensive than has been the practice in the past and acceptance by
operating components has been good. The results for the Fiscal Year for this
objective were highly satisfactory and resulted both from the cooperation and
support of operating components and management officials as well as from re-
scheduling in order to accomplish the greatest amount of work possible.
12. To perform Field Survey of E.A. Division. Dropped as separate objective
because operational problems in the overseas area precluded scheduling of
the survey.
13. Perform records management survey of OP. The objective was accomplished
as scheduled. It resulted in the destruction of approximately 50 cubic f?
of hard copy material and the retirement of 17 cubic feet of files to the
Agency Records Center.
14. Convert 50 cubic feet of hard copy OP documents in Archives to microfilm.
The objective was met barring the limitations of the camera. It was obvious
when the microfilming began that the pre-1955 reports in Archives were not
filmable because they were photostats of the Position Inventory Trays and
barely legible in their current form. This omission will necessitate. the
storage of five boxes of hard copy reports indefinitely.
15. Review all QAB master Biographic Profiles to make certain there is a
Biographic Profile for each staff employee and staff agent on duty in the
Agency as of cob 31 May 1973. Objective completed as planned without problems.
16. Review all QAB master code sheets to make certain the qualificutions of
all staff personnel currently on duty in the Agency as of 31 May 73 have been
coded. The objective was completed in June 1973 as scheduled.
17. Update the Biographic Profiles covering each staff employee and staff
agent assigned to the DCI component. Completed as scheduled, this objective
resulted in the updating of 264 Biographic Profiles.
18. Complete by end of FY 714 retirement projections by Agency and Directorates
for FY 75-7 and dete mine their implications for future age and grade bal-
ances and employee development requirements. The initial Plans Staff estimate
of a minimum of retirements was revised in January, May and June 197+ to
reflect increases due to changes in COL legislation and management actions
to reduce strength. While the initial estimate was only 67% accurate, the
revisions estimating technique may be used in FY 1975. Preliminary tests of
the new method have been close to 90% accurate.
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Estimates of Directorate retirements for the next five fiscal years
were prepared, but with the exception of the DDO, they were not formally
presented. A project was undertaken-with the DDO Career Management Group
to examine changes in DDO personnel flows including retirements and other
separations as well as acquisition and promotion rates. Part of the payoff
of examining Directorate retirement losses was a report projecting terminal
annual leave payments by Directorate for the months of May and June 1974.
19. Identify all successful personnel approaches/practices/systems in use
throughout the Agency and disseminate findings to Directorate management
by the end of February 1975. In February 1973, the E%~ecutive Director-
Comptroller gave the Office of Personnel responsibility for serving as the
"clearing house" for the identification; review and sharing of personnel
information related to successful approaches developed within the components
and Career Services. The Office of Personnel was already the focal point
for assistance to operating managers in carrying out their personnel manage-
ment responsibilities.
In order to gain a better understanding of personnel practices in the
Agency, Plans Staff developed a Personnel Practices Survey. In the pilot
survey, representatives of five components were interviewed covering a wide
range of personnel issues. The findings were analyzed and the results pre-
sented to representatives from each office throughout the -Agency in a
Symposium presented on 9 and 10 April 1974. In addition to the results of
the pilot survey, ideas on training concepts and models and counseling prin-
ciples and techniques were presented. OMS/PSS and PS, OTR, = OER, LOG,
DDO, COMMO, and OP/SPD participated in the program. S TAT S FE C
As a result of the PASG Report, new directives have been issued which
give the Directorates more responsibility for personnel management in their
areas. This new development changes the Staff's role. The Staff will no
longer conduct the Survey as an Office of Personnel program but will conduct
it, as requested, in its role as consultant to Directorate management. The
Staff is currently surveying the offices in the DDM&S and will report its
findings to the DDM&S Senior Personnel Resources Committee. The Survey is
still valuable because nearly all of the questions relate to the sixteen-
point program which the Deputy Directors are responsible for implementing.
There was full cooperation during the pilot survey and in presenting
the Symposium. This could change in conducting the survey for the Directorates
unless components accept that the only purpose for the Survey is to get a
data base from which to begin developing uniform policies where warranted
and beneficial, not to punish them for what they have or have not done in
personnel management or to take a first step toward rigid uniformity.
20. Complete OP pre-implementation actions for conversion of data from
present system to MAPS project STAFFING by the end of FY 75. This objective
is in support of the DCI objective "To assure that the Data Management
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Centers will be in full operation-and carrying out the designed functions
of the MAP programs by the end of FY 1975,, at no increase in projected
costs.
The MAPS Project STAFFING involves an on-line system for the input and
retrieval of organizational and position information throughout the Agency.
Pre-implementation actions have included the design of forms, the develop-
ment. of procedures and handbooks, providing advice on implementation, and
testing all aspects of the Project.
All the scheduled work has been accomplished and we expect that all
details will be completed when the STAFFING Project goes into operation in
September or October of this year. The results have been very satisfactory
and we expect no problems on conversion to the new system.
21. In conjunction with MAP Staff to complete Office of Personnel pre-
implementation actions for projects PERSIGN, PERFIT, POLAND, PERSTEP, and
PERSEAS for conversion of data and operations from present systems to the
new automated Human Resources Data Systems by the end of FY 75. All planted
FY 7 milestones are complete. Note, however, that projects PERFIT, PERSTEP,
and PERSEAS were dropped from the MAP priority list. They will be picked up
after FY 75. Duel operation of Phase I for POLAND and PERSIGN is to begin
shortly after the start of FY 75 and continue through October 74. This objec-
tive is also in support of the DCI objective for DMC for FY 1975.
22. In conjunction with MAPS Staff to complete "Specifications" review of
all Office of Personnel Human Resources data items in sufficient time to
permit MAPS to complete computer programming necessary to effect implementa-
tion of MAPS by the end of FY 75. This objective also supports the DCI objec-
tive on the DMC. PERSIGN and GAP were'the only Segments left to review by
the start of FY 71i. The original milestone for completion of their review
was October but the time extended through December. The delay was caused
by OJCS stating that the reports under PERSIGN would not be programmed until
FY 75 so SRB lowered the priority on the Specification Sheets to "Be done on
an available time basis."
The sheets which were done for all of the projects will have to be re-
viewed again during FY 75 especially in light of combining Staff and Contract
reporting into one system. Even without such a quantum change, the original
specifications were written over two years ago and management concepts and
thrusts have or will change before the reports are produced in.late FY 75 or
FY 76.
23. In conjunction with MAP Staff, design and procure forms required for
input and output under the MAP program as required in FY 75. The.designs
and specifications of the forms were completed for Projects CAPER, STAFFING
and CEMLOC in 1974. The design and procurement of forms for Projects PERSIGN,
GAP, and PERSTEP will be completed in time for the implementation of the
Projects in December 1975.
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24. Establish by the end of FY 1974 an internal OP ADP resource use account-
ability system consonant with the OJCS ADP resource allocation system. The
OP internal ADP Resources Allocation and Accountability System was fully
installed in April 1974. The system permitted a detailed analysis on the
expenditures by project by OJCS resources (manpower, batch, timesharing,
data preparation card processing and other) related to servicing Agency
personnel data requirements levied by OP on OJCS. Installation of this
system provided us the ability to analyze past expenses for non-Map related
maintenance and ad hoc requirements, as well as MAP project activity. Based
on these data of past experience, more realistic projected costs have been
developed which will provide a sound basis for OP and OJCS planning our
future expenditures.
25. By the end of FY 74 to identify manpower costs to conduct position and
manpower utilization surveys. This objective required the development of a
reporting system, the testing of the system, the development of workload items
and data, and the determination of costs to be allocated to each. The otjec-
tive was met satisfactorily and the results accomplished f'ally meet require-
ments.
26. By the end of FY 1974 to identify by Office the manpower costs of the
Qualifications Coding Program. This objective required preparation and updating
throughout the year as Offices were reorganized or retitled) of revised formats
for Branch weekly reports to show Qualifications Coding production by Office
rather than by Component as heretofore reported. Manpower costs by Office,
based upon QAB's production figures for FY 1974, have been computed.
27. By the end of FY 1974 to identify-by Office the manpower costs of the
production of Biographic Profiles. This objective required preparation and up-
dating throughout the year as Offices were reorganized or retitled) of revised
formats for Branch weekly reports to show Biographic Profile production by
Office rather than by Component as heretofore reported. Manpower costs by
Office, based upon QAB's production figures for. FY 1974, have been computed.
28. Refine Annual Personnel Plan (APP) and the Personnel Development Program
(PDP) acceptable to Management Committee and the Director by the end of FY 75.
Annual Personnel Plan. The first Annual Personnel Plan (APP) for the Agency
was designed by OP/P1 I ans and completed by the Directorates in FY 74. The
Review Staff of OP provided guidance and assistance to the Directorates in
the preparation of their individual Plans and then prepared the Agency APP
for the Director. The consolidated Plan report was accompanied by an analysis
and comments on areas of special interest to the Agency's overall personnel
management program. The effect of the APP reports and statistics is already
showing in a number of ways. The added emphasis EEO gained in the APP reviews
has aided OP in its highly successful recruitment and placement of Black
professional personnel in the past six months. Clerical recruitment has
been influenced as a result of the Report which showed that only 67.9% of
the Agency's stenographers used their shorthand even two hours a week.
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Using the experience of the first APP, including the individual prepar-
ations, the consolidation and the analysis, the APP was revised and expanded
for FY 75. The principal change is the inclusion of an evaluation line on
each chart to reflect the achievement or non achievement of the FY 74 goals.
Personnel Development Program. The guidances for the preparation of the
first PDP Executive Development) were distributed in January 1973 without
a'firm date for completion. Little or no action was taken by the DD's
until September 1973 when the Director sent a memorandum to all DD's, advising
them of his intention to personally review their PDP submissions with them
and formally appointing OP as the support staff for the Program. The various
briefing outlines for the PDP's were completed in December 1973. The Director
informally reviewed them and asked they be re-submitted in a uniform format
for easier DD comparisons. The second submissions were delayed until late
January 1974 to permit needed revisions caused by an unexpectedly large
number of December 1973 senior retirees. The Review Staff then consolidated
the Directorate PDP's into an Agency PDP report for the Director, and accom-
panied it with a memorandum of analysis and comment. Because of the nature
of the Program, a critical evaluation of its value cannot be made for several
years.
Both the APP and the PDP consolidated reports were presented and dis-
cussed by the Director at a Management Committee meeting. Subsequently he
discussed the individual PDP's on a name by name basis with the respective
DD's. Where he did not agree with the APP goals or the PDP plans, responsible
officers were asked to submit revisions. As a further evidence of his interest
in the Agency's personnel planning and management processes, the Director
made a presentation of pertinent statistics for both plans to the Agency's
senior managers in March 1974. The Review Staff assisted in the selection
of the statistics presented, prepared the viewgraphs and wrote the comment
sheets accompanying the individual charts.
29. During FY 74 and FY 75 develop and establish "MBO" management concepts
and methodology as the basis for all FY 77 submissions. All FY 7 mile-
stones were completed.
30. Provide guidance to OP components in adopting the MBO style of manage-
ment during FY 7and FY 75. All FY 197 milestones were completed,
31. Review 20% of OP functions. Dropped as an objective in August 1973.
32. Determine in FY 1974, with the assistance of the MAP Task Force, computer
information needed for manpower planning, ' analysis, trends, and projections.
Dropped as an objective 9 January 1974.
33. Complete with the assistance of MAP, and SAS/OER by the end of FY 75,
the development of personnel models and systems to analyze major problems
of personnel management (retirements, inputs, age grade makeup, ,etc. Dropped
as an objective 9 January 19-(4.
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34. Transfer trained personnel to the OJCS Data Access Center when required
to implement new systems while maintaining effective coverage of existing
functional and processing systems during test period. As of 30 June 197
OJCS DAC has not established a schedule for transfer of OP people to the
DAC. This objective is in support of the DCI objective for the DMC.
35. Train TRB personnel for eventual transfer to the OJCS/DAC as the DAC
assumes more TRB functions. As of 30 June 197 OJCS/DAC has not established
aschedule for transfer of OP personnel to the DAC. This objective is also
in support of the DCI objective for the DMC.
36.- Develop in FY 1974 a program of 11 sessions to brief 35 or more Per-
sonnel Officers each session on personnel technical matters and to share and
discuss past experiences in solving personnel technical matters and to share
and discuss past experiences in solving personnel problems. The sessions were
attended by an average of 29 persons per session and were well received.
Participants were involved in such topics as Management by Objectives, Trans-
actional Analysis, Alcoholism and Letters of Instruction. The goal of 35
people per session was not met, however, and it's difficult to know the
reason. Pre-enrollment for the sessions was always much higher than actual
attendance which seems to indicate that last-minute emergencies or crises
in the office were the problem rather than lack of interest. Perhaps our
goal was a little too high but the program should still be rated a success.
SECTION C. OTHER FY 1974 ACTIVITIES
Numerous other activities were carried out by the Office of Personnel
during the Fiscal Year. Some of the significant ones were as follows;
1. Cooperative Education and Summer Intern Programs. Even prior to
the publication of the Affirmative Action Plan, increased emphasis had been
placed on recruiting minority students for the co-op and intern programs.
To this end, contact was made with eleven traditionally Black schools and
three more with substantial minority populations. Prior to this Fiscal Year
there was one Black student in the Agency's co-op program. Four are now on
duty (out of 86 in the program) and three are in process (out of 26). There
has never been a Black student in the Summer Intern Program. There are five
in this year's program (out of 48 in the program.) We also have our first
Spanish-surname student. We had one female co-op when fiscal year 1973
started. There are now three on duty and seven more in process. Fourteen
summer interns are female.
2. External Employment Assistance. The objective here was to assist
retirees and resignees to find, or prepare to find, other employment after
departure from the Agency. The success in attaining this objective may be
seen from these brief statistics. The officers working on this objective
began FY 74 with 205 hold-over cases from FY 73 and added 401 new cases, to
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give a total of 606 for FY 74. Of these, 60 wanted only resumes, 281
cancelled out to leave 265 active cases. By the end of FY 74, 141 of the
265 had obtained jobs, leaving a case load of 124 (of this latter figure,
18 are in suspense, 32 have not completed the preparatory documentation
and 74 are active clients). A success rate of 141 out of 265 represents
53% effectiveness.
3. Post-retirement Annuitant Services. The objective is to administer
retirement benefits to CIARDS annuitants and to assist both CIARDS and
Civil Service annuitants in other matters to the extent possible. The in-
dicator of success here is the absence of complaints of irregularities in
the administration of CIARDS annuities and other benefits as well as from 25X1A
the "feedback" from annuitants expressing goodwill toward the Agency.
5. Contract and Staff Agent Activities. The level of activity was 25X9
much the same as in FY 73. There were 35 fewer contracts prepared in this
fiscal year as compared to the previous year, but 63 more amendments were
prepared than in the previous year. And as of 30 June 1974, there were
staff agents on board -- a reduction of 28 from the on-board figure of
30 June 1973.
6. Review of Reorganization Proposals Resulting'-from Ceiling ReducticX1A
or Other Changes. Reorganization changes were involved in all components of
the Agency. Some of the proposed changes were substantial
tailed review; the number for the entire Agency ranging from
Complete Staffing Complements were developed for components.
7. Wage Administration and Foreign Local Wage Schedules. Wage admin-
istration is a continuing function which involves changes in four separate
schedules: (1) the Federal Wage System, (2) the Interdepartmental Litho-
graphic Board System, (3) the Government Printing System, and (4) the Graphic
Arts System. Numerous wage changes must be implemented for all of these systems
and for the different areas which are affected. During the year in addition
to normal changes there were changes resulting from the end of wage-price
controls and the total number of chap es a rox'mat for foreign local em-
ployees of the Regular pay sch TAT S FE C
were developed for the foreign bureaus, with the pay systems to be con-
sistent with local practice. In some cases the systems follow the Foreign
Service Local Schedules but in other cases an Agency system is followed.
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While a substantial amount of employee time is involved in this activity,
the actual workload is not predictable since changes depend primarily on
changes in the foreign area.
8. Personnel Record Keeping Activity. A review of TRB/Files Section
statistical reports for the past Fiscal Year indicated a general reduction
in the number of Official Personnel Folders requested and the amount of
filing material received. This is believed to be a natural trend since the
Agency is undergoing a continual reduction in Staff ceiling. An increased
workload in TRB was reflected, however, through an increase in the number
of transcripts prepared and EOD files established. The most significant
change was a 16% increase in the number of transcripts prepared, attributable
for the most part to the large exodus of employees during FY 1973 who found
other Government employment during FY 1974. There was an increase in EOD
files established, due to the lack of hiring during FY 1973, when the Agency
was under a major reduction in strength, rather than an increase in hiring
during FY 1974. Also, during FY 1974 delegations of NSCA leveled off, and.
there was a decline in the number of SCD's computed, the latter resulting
no doubt from the number of employees in LWOP status who did not return toy
duty and require a readjustment of their SCD.
9. Benefits and Services Activities. Other Benefits and Services
activities not subsumed in the objectives reported above include, emongst
others, the administration of the Overseas Medical Program, the Honor and
Merit Awards Program, the Blood Donor Program, the Combined Federal Campaign
fund drive, and the processing of domestic and foreign travelers. Highlights
of these activities included the following: the number of Overseas Medical
claims were only 6 less in FY 1974 than in FY 1973, but there was a signi-
ficant decrease of $117,000 in the total amount of obligations for FY 1974;
for the first time since 1970 less than 2,000 pints of blood were ccllected
from Agency donors, resulting no doubt from a large number of regular donors
either retiring or resigning in FY 1973; for the first time the Agency also
failed to meet the CFC goal (the amount collected or pledged was 99.7% of
the Agency's goal of $285,144); and for the first time the UBLIC premium
structure was changed to reflect graduated premium rates based on the age
of the insured. Except for the personnel age 50 and over whose premiums were
increased, the revision was enthusiastically accepted and the number of
enrollees increased by 233. The Central Processing Branch also obtained
more passports than in any of the past five Fiscal Years.
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SECTION D. RECOMENDATIONS
Overall, the introduction of MBO to OP in FY 197-+ was a success. OP
managers who were skeptical of the system in the beginning were, for the
most part, committed in the end and achieved most of the objectives that
they had set for themselves. Although the success rate was excellent, and
OP deservedly pleased, we found that we had undertaken too many objectives.
Some of them were trivial and should have been tracked at the Office level,
never at the DD/M&S level. For this reason, we have only scheduled 11
objectives for tracking at the Directorate level for FY 1975. OP will moni-
tor the rest of its objectives, of course, in bi-monthly meetings between
the Director of Personnel, his Deputies, and Division Chiefs.
FY 1974 revealed a decrease in activity in pre-retirement planning
with the result that the counselors furnished by three Directorates (DDI,
DD/S&T and DD/O) were not fully occupied (this had been reported previously,
well before th-s annual report). Realizing that there will continue to be
a significant case load in external employment assistance and that the de-
parture of the two contract officers (30 June 1974) reduced the manpower
available for this effort, it was planned that the three pre-retirement
counselors will be merged with EEAB to provide one counseling branch. The
idea is that a counselor will pick up a client in the pre-retirement phase,
continue with him through actual retirement, and provide him external em-
ployment assistance after retirement (something of a "case officer'? concept).
This merger should serve two purposes: (1) Give the counselors a fuller
workday and (2) augment the manpower brought to bear for external employment
assistance.
In the Cooperative Education Program invitations have been received
from 11 additional traditionally Black schools to explore the establishment
of a cooperative education relationship. This should be done as soon as
personnel resources permit. Several schools have stated that our chances
of recr-iiting students, particularly minority, would be enhanced if we could
provide some tuition assistance. A paper recommending that this be considered
is being prepared.
Our Summer Intern Program and the Summer Fellowship Program of the
National Urban League for young Black professors have not meshed from a
timing viewpoint. We have now received permission from. the Urban League
to write selected Summer Fellows in advance of the publication of their
resumes to see if they would be interested in our Summer Intern Program.
This should be done early in the Fall.
The objectives for PMCD for FY 1974 were valid and were met by the com-
bined efforts of all Division employees. However, continuing increase in
the survey activity could not be met with present manpower without a sacrifice
in quality or comprehensiveness. Therefore, the survey objective is being
changed to:
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"To maintain the number of Position Management and Manpower
Utilization Surveys at the FY 1974 level of production."
This will permit greater effort to be expended in improving the quality and
comprehensiveness of the product.
Though major responsibilities have been assigned to the Directorates
in personnel planning and development, there is a continuing need to monitor
their performance. To this end some data display system is needed for
ceiling, strength, acquisitions, promotions and separations. Further, as
we move toward the single ceiling, it will be necessary to integrate the
corresponding data on contract employment. The OP Plans Staff should assist
the development of the requisite data display system.
For both career development and manpower planning purposes, it would be
useful to have the Agency's occupations classified into some 20-30 affinity
groups. The Management Committee has expressed its interest in moving toward
this end. I have proposed, therefore, a procedure in response to this interest,
since I feel that the identification of the affinity groups will improve the
data base for assessment of the changing skills inventory of the Agency.
Finally, I would recommend that other DD/M&S components might like to
consider using OP's Internal ADP Resources Allocation and Accountability
System as a model for the development of an ADP resource accountability
system of their own.
(Signed) F. W. M. Janney
F. W. M. Janney
Director of Personnel
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