FISCAL YEAR 1973 OFFICE OF PERSONNEL ANNUAL REPORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-05941A000200020001-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 130
• Document Creation Date: December 15, 2016
• Document Release Date: September 19, 2002
• Sequence Number: 1
• Publication Date: January 1, 1973
• Content Type: REPORT

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FISCAL YEAR 1973
OFFICE OF PERSONNEL AM AL REPORT
The following events and developments which occurred during the
reporting period had a significant effect on the general accomplishment
of Office of Personnel objectives during FY 1973.
a. Externally significant changes in the national labor market
during the Fiscal Year influenced the availability of certain categories
of personnel.
Competition for engineering personnel (particularly B.S. Elec-
tronic Engineers) became intense on the college and university campus.
The softening of the national economy during the 1968-72 period led to a
reduction in the enrollment in engineering schools. With the upswing of
the economy, more organizations were competing during FY 1973 for fewer
candidates. Other specialists such as economists, computer scientists,
geographers, accountants, psychologists -- particularly at the MA/PhD
level -- were available in reasonable supply but highly selective as to
their geographic location preferences and work substance interests. Gen-
eralists (BA through PhD) in the humanities, area studies, most foreign
languages, etc., were in plentiful supply and we could "pick and choose"
with the bright BA given virtually no attention. Competition for quality
clerical personnel, especially male clerks (to serve as messengers and/or
clerks) and qualified typists, both from in and out of the Metropolitan
Washington area, was very keen. Technical personnel (electronics, medical,
photographic, illustrators, communicators, etc.) were generally available.
Although difficult to document, there appeared evidence during
the latter part of FY 1973 that the "Image" of the Agency was beginning to
suffer from association with the so-called "Watergate Scandal." This was
reflected in recruitment by a discernible drop in employment inquiries
("write-ins"), reports by recruiters of a high incidence of interview can-
cellations and "no-shows" as well as a notable drop in the number of formal
applications completed and returned following interview. In a few instances
applicants withdrew application indicating disinterest in further involvement
with the Agency.
The cost of living retirement increase offered an unprecedented
incentive to eligible employees to accelerate their retirement dates.
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b. Internally the following events were significant:
(1) Reduced personnel ceilings focused the attention of
Agency managers on personnel matters related to manpower reduc-
tions and the identification and separation of less effective
employees. Although the retirement incentive aided managers in
accomplishing personnel reductions in numbers, it complicated
efforts to maintain essential skill levels. A number of employees
who elected to retire would not have been selected by managers for
separation.
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(2) Forced attrition in the Agency during the latter part of
this Fiscal Year had an impact in most areas of personnel opera-
tions. This was aggravated by the reduction of 32 in the Office
of Personnel's ceiling authorization (
(3) Necessarily, changes in the Agency's top command levels
during the Fiscal Year had an impact on efforts to delineate and
refine personnel management objectives and to install personnel
management evaluation systems and procedures.
The items in Section II are coded in relation to the seven primary
objectives established for the Office of Personnel.
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SECTION II. ACCOMPLISI IENTS
a. Objective 1. DCI.
(1) To maintain the official personnel records of staff agents
and contract personnel and provide the essential contract services,
retirement services, central processing services, insurance services
and other essential employee benefits and services of common concern
with a reduction in manpower and funding levels in FY 1973.
(2) Action Plan.
In order to be able to measure progress toward the achieve-
ment of this objective it was necessary to establish subordinate
objectives for the work output of the Contract Personnel Division,
the Retirement Affairs Division, and the Benefits and Services Divi-
sion. These sub-objectives are derived from experience and, being
quantifiable, serve as milestones for measuring progress toward
achievement of the higher objective.
(3) Progress and Shortfall.
Sub-objective 1.1. During FY 1973 to provide contract,
consultant, staff agent, retired annuitant, supplemental annuity,
and administrative allowances services. Satisfaction of this
objective for CPD would be accomplished with the achievement of
the following sub-objectives:
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Contract Activities
Statistics
Contract activities continued on the heavy side during FY 1973. The
number of contracts prepared exceeded those prepared in two of the last
three fiscal years. It is noteworthy that this work was accomplished with
the loss of two individuals whose time had been spent predominantly in this
area of activity. A clerk typist left in April and was not replaced; and
a contract specialist (trainee) who left in May was not replaced.
During FY 1973, a good deal of time was spent working with NOCAD in
the preparation of individual agreements with long-term independent con-
tractors under non-official cover. This approach was developed the previous
fiscal year with the help of the Office of General Counsel and was imple-
mented in FY 1973. The contracts are long, involved, and must be hand-
tailored individually to meet the circumstances of each case. Now that
the centralized NOCAD functions have been returned to the operating com-
ponents, the future of the long-term independent contractor approach is
unclear. Some components will undoubtedly continue to use it. The best
guess, however, is that most components will choose the career associate
agreement as the better way to contract arrangements with long-term non-
official cover assets.
Contracts prepared
Amendments prepared
Field contracts reviewed
Cover agreements and amendments
Contract service verified
Consultant Activities
Although the number of on-board consultants remains small (less than
the activity generated by the Agency's use of these consultants is
substantial. Every new consultant must initially be approved by the
Director and each on-board consultant is approved by the Director for the
forthcoming fiscal year. This requires an annual renewal exercise which
is initiated and monitored by CPD. Few processing errors are tolerated.
The FY 1972 consultant renewals were completed during FY 1973. In addi-
tion, a new ad hoc justification review was undertaken and completed in
FY 1973 at the request of the new Director of Central Intelligence. Con-
sultant processing involves constant liaison with the Office of General
Counsel, the Office of Finance and the Office of Security. CPD handles
all correspondence between the Agency and each consultant.
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Staff Agent Activities
Statistics
Staff Agent Personnel Actions Processed
Conversion of staff employees to staff agents
Conversion of staff agents to staff employees
Appointments
PSI's and QSI's processed for staff agents
Other
FY 1973
Staff Agent processing activities continue as a small but important
part of CPD activities. In addition to the technical processing involved,
CPD monitors these sensitive staff arrangements within the Office of Per-
sonnel to assure that they are properly compartmented from an operational
standpoint.
Rehired Annuitant Activities
Contracts prepared
Amendments prepared
Reports prepared
FY 1973
CPD monitors the hiring of civilian governmental annuitants. This
is a time-consuming activity, involving considerable personal attention
by the Division Chief. Each case is reviewed substantively before it is
forwarded for approval by the Director of Personnel. Much time and effort
is involved in ascertaining that each individual case conforms to the
policy guidelines set out in HR to govern the use of civilian annu-
itants. CPD also reviews all reques s for extension, compensation increases,
and other changes in these arrangements. Statistical reports are prepared
for senior Agency officials frequently and on very short notice.
Supplemental Annuity Activities
Early in FY 1972 an Agency Non-Staff Annuity Program was approved,
in principle. Toward the end of that year after substantial further study,
it was decided that the program should be abandoned. However, that pre-
liminary work had surfaced a number of cases which appeared to warrant
supplemental annuities and it was agreed that these individual cases could
be worked up and submitted for approval to the Executive Director-Comptroller
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using the ground rules set out in the abandoned non-staff annuity program.
Individual plans would require the concurrence of the Director of Per-
sonnel and the Deputy Director concerned. Monies to purchase the annu-
ities would come from a special fund[ I which had been
established by the Executive Director-Comptroller in anticipation of the
initial funding required by the non.-staff annuity program. CPD was given
the responsibility to monitor these individual requests for supplemental
annuities. During the first part of rY 1973, approximately 35 cases were
worked up and approved. CPD assisted the operating components in pre-
paring the workups and provided staff guidance and monitoring services on
behalf of the Director of Personnel. This proved to be a time-consuming
activity. Additional cases still occasionally appear but monies from the
special fund are no longer available.
Changes in Post Classification
Separation Allowances authorized
New posts classified
Allowance Committee new cases processed
Allowance Committee amendments prepared
FY 1973
FY 1973 saw no significant changes in the direction of CPD allowance
activities. It continued to use its well-established liaison channels
with the on an almost daily basis.
Internal Agency questions concerning standardized allowances and special
allowances were researched and answers provided. The Chief, CPD continued
to participate as a member of the Agency Administrative Allowance Com-
mittee. The Executive Secretary to the Committee is also on the CPD T/0
and this job is particularly demanding. The Committee spent much time
and effort in attempting to cope with problems brought about by the de-
creasing value of the dollar overseas and exchange rate fluctuations.
For example, during FY 1973, 137 cases were adjusted because substantial
variations in exchange rates between the dollar and other foreign cur-
rencies resulted in a significant loss of overseas purchasing power.
A substantial portion of this Division's time is spent in essential
routine administrative matters. This includes the preparation of credit-
able service memorandums, verification memorandums and the like. Many of
these cases require a thorough search of contract files, the preparation
of affidavits by interested parties. Some cases involve determinations
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by the Office of General Counsel. In addition, CPD is responsible for
external liaison with Social Security and unemployment compensation
matters. These liaison activities require the time and attention of a
professional employee.
During FY 1973, a representative of CPD continued to participate in
an inter-departmental task force on post differentials. The task force
recently concluded its review of the differential system which included
an evaluation of the criteria used in establishing differential rates as
well as the scoring system used in determining the value to be placed upon
each factor essential to establishing a post differential. The task force
has formally submitted its findings and recommendations to the Department
of State.
Sub-objective 1.1.2. To convert ^ staff employees
to contract
employee status without precipitating undesirable con-
frontations between the employees and the Agency.
During FY 1973 the Executive rector-Com troller authorized the
conversion of ^personnel from staff to contract
employee status. Since these conversions, like similar conversions in
the past, were basically for the Agency's convenience, it was agreed that
the individuals would be given special considerations in their employment
contracts. CPD was charged with the responsibility to monitor the con-
version process to be sure that the employees were treated with consider-
ation and fairness and that no incidents would arise which could lead to
a serious challenge to the Agency's action. Although no deadline was set
for completion of the process, it was generally expected that the project
would be completed during the first half of the fiscal year.
In early FY 1973 CPD worked out the following action plan:
(1) Preparation of and approval for a basic contract author-
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with the supervisors of the individuals involved.
(3) Face-to-face meetings with the individuals involved by a
task force from Headquarters.
(4) Acceptance of the contracts by the individuals.
(5) Processing of the paperwork involved.
(6) Financial implementation.
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The action plan was carried out pretty much as set up. The most
delicate part was the group meeting. The led off
by explaining to the individuals the reasons for the conversion, i.e.,
staff ceiling pressures causing conversion of essential but non-rotatable
positions from the staff side to the contract side. It was emphasized
that in lieu of conversion, anyone was free to seek reassignment as a
staffer within their component from their career service or elsewhere in
the Agency through the Office of Personnel. The CPD representative then
discussed with them the special contract arrangement under which they would
be employed, stressing the continuing sameness of their present staff
rights, privileges and benefits. The Office of Finance representative
finished up the formal presentation, going over their financial arrange-
ments in detail. A lengthy question and answer session followed.
The individuals were not pressured into signing their contracts but
were given the better part of two weeks to think about the situation and
to discuss it among themselves and with their spouses. The task force
members remained available to answer further questions during this period.
All the employees agreed to the conversion.
The most important administrative aspect of the conversion was finan-
cial. CPD maintained close liaison with the special Office of Finance
representative to insure that the first paycheck under the contract employee
arrangement would not be delayed and that all previous withholdings and
deductions would continue as before under the new system. The financial
changeover was carried out without incident. The effective date of the
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Several months have elapsed now since the exercise was completed. No
problems have arisen with regard to the exercise and none are expected.
Sub-objective 1.1.3. To oversee the final re-
vision and publication of the contract regulations
and handbooks which had been "in process" for five
years.
A rewrite of the contract regulations and handbooks was proposed in
1967. For various reasons the task was still uncompleted at the beginning
of FY 1973. Its completion was one of CPD's basic objectives for FY 1973.
A target date of 31 December 1973 was established internally.
The following action plan was set up:
(1) A complete rewrite of the contract package, reconciling
all comments which resulted from the last coordination -- to be
completed by 30 September.
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(2) Coordinate the rewrite, making last minute adjustments
in the process.
(3) Obtain final approval for publication (authentication).
(4) Publication and distribution.
The plan was carried out about as it was set up but with some slip-
page in (1). The rewrite was more extensive than originally anticipated
and took until the end of October. However, coordination went smoothly
thereafter. Approval of the final rewrite was obtained in early February,
1973 and the contract regulations and handbooks bear a publication date
of 23 February 1973.
Sub-objective 1.1.4. To complete the contract
portion of the Agency's surplus exercise by 30 June
1973.
This was a priority objective imposed upon CPD as a result of the
staff reduction exercise. In April 1973, it was determined that a portion
of the DDO reduction could be taken with contract personnel. CPD was
given the responsibility for monitoring the separation of these contract
individuals by 30 June.
The following action plan was established:
(1) Identification and a formal listing of the individuals
designated excess.
(2) Notification to the individuals of that designation and
the fact that their contracts were to be terminated.
(3) A determination as to those eligible for separation com-
pensation benefits.
(4) Coordination with Retirement Affairs Division and the
Office of Finance re: contract termination and retirement.
The objective was completed by 30 June 1973. individuals were
identified as surplus to the needs of the DDO. Their names were formally
recorded in a memorandum from the DD/O to the Director of Personnel. CPD
either prepared or monitored preparation of termination notices to each
individual on the list. It was then determined which of the individuals
would be eligible for immediate retirement and which of those not so
eligible, could be authorized separation compensation. RAD assumed re-
sponsibility for those who were to retire. Individual memorandums were
prepared for those individuals authorized separation compensation.
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In addition to the priority objective discussed above, CPD was in-
volved in the preparation of a large number of contracts during the period
April through June, many as a result of staff excess activities. Con-
tracts were prepared for about 40 individuals who converted from staff
status during this period. Iviost of them were on the original staff surplus
list. During the same period contracts were prepared for about 35 indi-
viduals who were retired on or before 30 June 1973 but with whom the Agency
wished to retain a working association after their retirement. These indi-
viduals were not surplus. They had decided to retire on or before 30 June
1973 to take advantage of the 6.1 percent cost-of-living increase.
Sub-objective 1.2. During FY 1973 to assist employees to
prepare for and to accomplish their retirement from CIA in
such a manner that the hand of the Agency is apparent in the
efforts to help them make the transition with a self-assurance
that the next stage of life may be met with confidence. Ac-
complishment of this objective will be considered achieved with
the accomplishment of the following sub-objectives for the
Retirement Affairs Division.
Sub-objective 1.2.1. To offer employees an oppor-
tunity to engage in advance planning for their eventual
retirement by providing pertinent information and face-
to-face pre-retirement planning sessions for approxi-
mately 1,100 employees.
Pre-retirement Planning Activities
This objective was achieved through an annual Retirement Information
Seminar, private sessions retirement iplanning with experienced retire-
ment planning counselors,
places.
The Retirement Information Seminar for FY 1973 was attended by an
average of 380 persons per day. The cost was $1,283.00 and required 1/16
of a man year to conduct. This includes the seminar director, recep-
tionists, security guard and the recording technician. That the Seminar
was successful is shoi'm in the evaluations submitted by members of the
audience. The following ratings were offered in the 90 evaluations re-
ceived: Excellent, 31; Very Good, 51; Average, 6; Fair, 2; Unsatis-
factory, 0.
There were 1,131 pre-retirement planning sessions during FY 1973 in
which one counselor meets in private with the individual prospective re-
tirees. The counselors are senior officers detailed from the Directorates
to RAD to counsel employees from their respective Directorates. These
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officers are not paid from the RAD budget. In FY 1973 their total salaries
were $93,000. They are assisted by a secretary whose salary of $8,572
is charged to the Office of Personnel. The measure of their effectiveness
is determined from the comments made by retired persons in their responses
to RAD`s routine followup questions of retirees and from memos of commen-
dation from pleased customers. The total cost of the counseling activity
was $101,858.
The total cost of the whole pre-retirement functions was $104,641,
of which only $8,572 was in salary chargeable to the Office of Personnel.
Sub-objective 1.2.2. To provide retirement
processing services by effecting the retirements
of approximately 1,000 retirements, by providing
counseling sessions for approximately ,000 re-
tirees, by preparing approximately 8,000 annuity
estimates, by preparing 900 formal memoranda, by
answering approximately 150 applications concerning
service credit, and by completing approximately
5,000 retirement forms.
Retirement Processing Activities
The objective of this function is to prepare for and explain to actual
retirees a complete coverage of all of their retirement benefits, entitle-
ments and options and to do the necessary paperwork to effect official
retirements from the U.S. Government. In addition, this function is con-
cerned with the preparatory work of verifying creditable service for em-
ployees in the pre-retirement pipeline, explaining amounts of money due
and accomplishing the necessary official paperwork. This involves con-
siderable dispatch traffic with persons overseas.
Accomplished during FY 1973:
Total retirements effected in FY 1973
Counseling sessions with retirees
Annuity estimates prepared
Formal memoranda prepared
Applications concerning service credit
Retirement forms prepared
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Ten employees are engaged in this function (eight officers and two
clerical assistants). Five are in the in the
In addition the Branc ie aevotes about o o her
time to this function and about 900 of the activities of a Mail and File
Clerk are oriented toward this function. All these employees are members
of the Personnel Career Service. The cost of this function was $162,705
in FY 1973. The effectiveness with which this objective has been accom-
plished is reflected mainly in the 1,018 retirements that were actually
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effected in FY 1973 and in the quality service provided the retirees at
every step of the way whether they were located in the Headquarters area
or in foreign field.
Sub-objective 1.2.3. To provide external
employment assistance to persons leaving the Agency
retirees and resi:-n_ees . Satisfaction vwill be
achieved du.ri_n the year by rrovidirg counseling
services to aDi:roxim_ately 900 retirees and resignees,
by providing approximately 30O written responses to
prospective employers, and by reviewing approxi-
mately 350 official personnel files for Government
investigators.
External Employment Assistance
1,168 counseling sessions with clients (retirees and resignees)
812 written responses to prospective employers
373 official personnel files reviewed for Government investigation
238 meetings with SAS on termination cases
The objective here is to assist persons leaving the Agency either as
retirees or resignees who express interest in locating other employment.
Three officers and a clerical assistant handled this function in FY 1973.
Their salaries totaled 84,608. During FY 1973, 526 persons availed
themselves of this function, of whom 332 appeared within the last four
months of FY 1973 as the result of reductions during that period.
Caution is required in evaluating the degree to which this objective
was accomplished. Of the 526 persons who contacted the Branch during
FY 1973, approximately 30% dropped from contact either because they only
wanted assistance with resumes or because they were not sufficiently in-
terested to make the required effort. Of the 368 remaining, 107 obtained
jobs. Based on the degree and quality of assistance given to the clients,
the accomplishment in this area is of a high order. An evaluation of the
number of jobs obtained must consider the fact that RAD does not control
hiring in the civilian market and cannot force an outside party to employ
our candidates.
Sub-objective 1.2.4. To provide to employees
an option to invest, on a voluntary basis, a portion
of their salaries toward an eventual fund that will
supplement their primary annuity. The aim of this
objective was to enable younger employees to invest
over the long run to produce supplemental income for
their retirement years. The plan reached its second
anniversary at the end of FY 1973.
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Total investments in VIP amounted to $3,958,651 as of 1 July 1973,
of which $1,968,927 was contributed during FY 1973.
The Office of Personnel budgets for two positions for the VIP,
totalling $36,492 for FY 1973. The extent to which the objective of the
Agency in establishing this Plan has been realized is evident in the
fact that the average age and grade of participants is 32 and GS-11
respectively, evidence that younger employees have been attracted to the
Plan. As of 30 June 1973, there were 3,513 participants in the Plan and
132 retired persons had left their investments in the Plan.
Sub-objective 1.2.5. To provide secretariat
services to the CIA Retirement Board.
Accomplishments for the year
Forms and memoranda prepared 1,270 items
Coding Machine Record Form 3108 1,885 items
Verification of data supporting nominations 390 cases
10th and 15th anniversary reviews 344 cases
Memos prepared in conjunction with these
anniversary reviews 586 memos
Action on awarding Retirement Medallions 880 cases
The Secretariat to the CIA Retirement Board handles two activities,
one of which is suggested by its name. The Secretariat "staffs out" and
prepares for the Board all retirement actions that require the Board's
attention; prepares agenda for the Board; and follows up on the Board's
actions. The Secretariat also conducts a continuing review to ensure
that participants in the CIARDS meet, and continue to meet, the require-
ments for participation in CIARDS and to execute the appropriate documen-
tation for continuing participation or removal from participation as may
be required. At the end of FY 1973 there were participants in CIARDS.
The Secretariat consists of three employees, an officer, an admin-
istrative assistant and one clerical assistant. The cost of conducting
this function was $40,292 in FY 1973. The effectiveness of the Secretariat
can be evaluated from the high quality service it provided the Retirement
Board and the fact that the participation and designation phase of CIARDS
continued through FY 1973 without error.
Sub-objective 1.2.6. To administer the annuity
entitlements for approximately CIARD retirees,
about 0 widow survivors and some child sur-
vivors, and to assist retirees into retirement.
The basic objective of this function, the administration of annuities
to retirees and their survivors under the CIARDS, is rooted in the statute
that makes the Agency responsible for complete administration of that
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retirement system. Thus, the Agency is committed to servicing CIARDS
annuitants and their survivors until the last one has died or becomes
otherwise ineligible for CIARDS benefits.
The annuities of Civil Service retirees are administered by the
Civil Service Commission. However, the Agency does assist its Civil
Service retirees on other retirement matters to the extent possible.
As part of the organized effort to assist retirees into retirement,
the Agency corresponds with retirees six months after they have retired
and again at twelve months. In addition, correspondence is carried on
whenever a retiree initiates a request.
Six and twelve month follow-up letters sent 873
Correspondence to retirees 991
The population of CIARDS retirees totals approximately z in
addition there are about 80 widow survivors and some 116 chi vors.
In addition about 1,000 Civil Service retirees are active as regards this
function. Most Civil Service retirees eventually break contact with the
Agency.
The services of one officer and one clerical assistant were committed
to this function in 1973. Their salaries totalled $28,051. The effective-
ness of this function is measured by the numerous letters paying compli-
ments to the service rendered and by the absence of letters complaining
about irregularities in annuities or other retirement benefits.
Sub-objective 1.2.7. To reduce by 10% the
time expended between initiation, processing and
approval of applications for retirement in FY
197 (based on FY 1973 ex-perience).
A review of accomplishments toward the objective of reducing by 10%
the time to process retirements must be prefaced with a recognition of
the circumstances prevailing at the time the objective was assigned.
The objective was established in early March 1973. Before much effort
could be directed toward that objective, the Agency went into a major re-
duction in personnel, most of which resulted in retirements. The actual
number of retirements to be effected, the largest in the history of the
Agency, were concentrated in the last four months of FY 1973. The degree
of this concentration is apparent from the fact that retirements during
June 1973 alone were greater than retirements during all of FY 1972.
RAD had to take first things first. While some work was directed toward
accomplishing the assigned objective the main effort was directed toward
actual retirements.
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The action plan devised for progress toward achievement of the
objective consists of eighteen (18) "milestones" which, when reached,
could possibly reduce processing time.
1. Determine the current average time required to process a
single retirement case. This figure is a necessary benchmark
so that we can determine our progress toward a 10% reduction
in that time.
2. Establish a system for recording the processing time for each
retirement case during FY 1974. This data will furnish the
basis for measuring progress, or lack thereof.
3. Review all forms used in a single CIARDS retirement with a
view to reducing, combining, eliminating, simplifying, etc.
4. Devise pre-printed memoranda for requesting voluntary and
involuntary retirement under CIARDS to replace individually
typed memoranda.
5. Revise the "two year letter" from D/Pers to include an urging
for the recipient to discuss any questionable service with
RAD well before retirement and to furnish military discharge
papers at the same time.
6. RAD, in conjunction with TRB and CPD, verify SCD's at no later
than the two year mark for present eligibles.
7. RAD urge TRB and CPD to verify SCD of new personnel immediately
upon EOD.
8. Negotiate with Federal Records Center for prompter action on
requests for verification of civilian and military service.
9. Urge applicants for disability retirement to obtain the state-
ment from their private physicians more promptly.
10. Urge supervisors of applicants for disability retirement to
complete the statement more promptly.
11. Urge OMS to complete their action on disability cases more
promptly.
12. Urge employees who draw military retired pay, and who are pre-
paring for civilian retirement, to waive retired military pay
as soon as possible if they want to combine their service.
13. Urge Civil Service Commission to transfer to CIARDS, faster than
they have been doing, the retirement contributions of a person
who is put with CIARDS immediately prior to retirement.
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14. Urge the Office of Finance to be more prompt in preparing and
sending to RAD the Form 2806 on Civil Service Retirees.
15. Request the Retirement Board to meet more often, perhaps on
demand, to handle retirement cases arising between regularly
scheduled meetings.
16. Urge Cover and Commercial Staff to be more prompt in making
determinations on the cover, or lack thereof, for prospective
retirees.
17. Urge the Office of Security to be more prompt in coordinating
on No. 15 above.
18. Discuss with Office of Finance the merits of merging the
If O/FIN with RAD.
0
r
25X1
RAD cannot report a high order of progress toward accomplishing this
objective for FY 1973. Some "milestones" were met, but the primary con-
centration of RAD effort in the last four months of FY 1973 was on the
extremely large total of retirement activity. This left little oppor-
tunity to direct much concentrated effort on any facet of the activity.
Full accomplishment of this objective is scheduled for achievement in
FY 1974. Some "milestones" were reached in FY 1973.
Of the eighteen (18) "milestones," RAD had accomplished only Nos. 4,
6, and 7 completely in FY 1973. Nos. 9, 10 and 12 have always been stand-
ard requests to the persons involved. They are included in the action
plan because they will receive renewed emphasis. No. 15 was also achieved
in effect during the end of FY 1973 when the Retirement Board, on its
initiative scheduled meetings weekly to handle the large number of retire-
ment cases. Thus some progress was made on seven of the eighteen items.
This progress cannot be measured statistically until more progress is made
on items 1 and 2 of the action plan.
In any event most of the meaningful steps in the action plan must be
taken by organizations, external as well as internal, over which RAD has
no managerial control. BAD must attempt to induce these units to perform
their tasks more quickly than heretofore. They will be asked to perform
"more promptly," not "as soon as possible." It is accepted that their
actions have been completed as soon as possible heretofore.
A secondary fundamental problem is the difficulty of trying to iden-
tify the norm for retirement processing time from which the reduction of 1011,
is to be made. Some retirements are easy to process; e.g., a person who
has worked only for CIA and no place else in the Federal Government.
Others are complicated by factors which necessarily delay processing.
Often this involves the need to refer to other entities (external or
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internal) for appropriate decisions and action. Thus it will not be easy
to identify a realistic norm.
A problem verifying military service might arise in FY 1974 and in
subsequent years as the result of the disastrous fire at the Military
Records Center in St. Louis in July 1973.
Thirteen of the eighteen steps in the action plan are concerned with
urging other parties to perform more promptly. It is expected that this
will be done in this manner:
C/RAD and C/ROB make an initial visit to each party for the
exclusive purpose of requesting their prompter action. Addi-
tional contact will be made by these two officers for a total
estimated six times each in FY 1974. The average time for each
such meeting is estimated to be one-half hour; this totals 3
hours per year for each officer.
GS-15/4 @ $14.23 p/h x 3 = $ 112.69
GS-14/4 @ $12.21 p/h x 3 = $.36.63
Sub-total 79.32
The commitment in man years is negligible.
The chiefs of thel will be instructed 25X1
to put forth, throughout the working year, the reminder to internal and
external parties to take action more promptly. It is .not planned that
their subordinates will present this theme in their contacts with the
other parties (except for item Nos. 9 and 10 of the action plan) because
a drumfire of such urgings could be counter-productive. It is estimated
that each of these two chiefs would spend one-half hour per week, on the
average, in the attempt to get other parties to act more promptly. This
totals 2 hours per week.
2 GS-124 @ $8.82 p/h x 1 hr. per wk. x 52 wks. _ $458.61+
Sub-total $458.64
The commitment in man years is negligible.
Of the eighteen steps, only item Nos. 1, 2, 3, and 18 involve con-
centrated work for RAD. These items will be handled by C/RAD and C/ROB.
The costs for the time of these two officers working on these items is
estimated to be approximately $100.00. When the system referred to in
item 2 is established, it is anticipated that the retirement officer handling
a case will tell the clerical assistant of his section the processing time for
each case processed. The time and dollar costs involved by all parties con-
cerned will be negligible.
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Summing up costs, therefore, it is estimated that the total RAD
financial resource commitment to the objective is $537.96 at present
pay scales and involves a negligible commitment in man years.
Sub-objective 1.3. To provide essential central pro-
cessing services, insurance services and other essential
employee benefits and services of common concern. Satis-
faction of this objective for Benefits and Services Division
would be acco:nn_ lish.ed with the achievement of the following
objectives:
Sub-objective 1.3.1. The Central Processing
Branch to provide central Processing of common con-
As projected the Central Processing Branch workload continued on the
upswing as shown by the following statistics covering the last five fiscal
years. The one reversal was an increase in PCS overseas travelers and the
slight decrease in overseas TDY travelers.
Invitee Travel Claims
Number
Cost
Accountings
FY 1969 FY 1970 FY 1971 FY 1972 FY 1973
1,596 1,565 1,046 1,111 1,116
$262,308 $290,030 $212,942 $233,658 $223,787
64 61 65 60 57
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FY 1969
FY 1970
FY 1971
FY 1972
FY 1973
EOD Travel Claims:
25X9
Number
Cost
$28,247
$33,263
$25,821
$36,434
25X9
Travel Advances:
Foreign
Domestic
of
32
472
527
560
Advances Disbursed:
Number
869
Cost
$565,405
Travelers'
Checks Disbursed
:
Number
* 9,896
Cost
$296,350
Retirees
CIA
104
CSC
8o
*Since 23 January 1973.
The most significant activities and changes during FY 1973 are as
follows:
There were several personnel changes during the year including
the assignment of the former Chief of Transportation to the position
of Deputy Chief/CPB and the replacement of the Chief of Transportation.
With the help of the Fine Arts Commission, CPB completed a decora-
tive uplift during the past year. This decorative program included
all new furniture for the CPB reception area, new wall hangings and
painting the entire office.
The retiree program continued on the increase with 184 cases pro-
cessed during FY 1973 versus 128 in FY 1972. These figures represent
actual moves by retirees and do not include interviews and briefings
that did not result in moves.
In January 1973 a was established
in the of CPB. Through this facility, CPB was author-
ized for the first time to disburse advances and travelers' checks.
During these past few months more than $500,000 was disbursed in ad-
vances with an additional $300,000 disbursed in travelers' checks.
We feel that this function is a real step forward.
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CPB resumed the preparation and disbursing of advances to re-
tirees who drive to their retirement points.
A new allowance was granted to employees transferring PCS
overseas. This allowance is the Miscellaneous Expense Portion
of the Transfer Allowance. An agreement was reached with all
area divisions that this allowance would be included in the ad-
vances prepared by CPB.
CPB was advised that it would lose one position in the
at the end of FY 1974. It is hopeful that most of the
functions now being performed by the can be con-
tinued. CPB will be continually reviewing the possibility of the
transfer of some functions to other components of the Agency during
the next few months in view of the pending 25% reduction in per-
sonnel.
The annual storage company contracts were negotiated under the
"Request for Proposal Method" (a bid by item contract). This rethod
has proved mo:'e satisfactory than the previous method in which each
point was separately negotiated. The contract improved the methods
for handling inbound steamship containers and we now use "Tri-;-iafl"
type containers (a three-layer container giving more protection
against breakage) for shipment of air freight.
As a result of a CPB employee suggestion, CPB discontinued the
use of Government Transportation Requests (GTR's).
After many years in the development process, a one-month trial
run of the CENBAD system was to go into effect on 1 July 1973. It
is hoped that the complete program will be in production during the
early months of FY 1974. During FY 1973 CPB prepared the records
for approximately E::::::k assports to be included in the CENBAD system.
Sub-objective 1.3.2. Insurance Branch. To
administer the Agency's health and life insurance
programs on a level of activity about equivalent to
that of Fiscal Year 1972.
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Accomplishments for the year were as follows:
HEALTH INSURANCE
ASSOCIATION PLAN HOSPITALIZATION (FEHBA)
New Applications
Cancellations
Policies in Force - Employees
Policies in Force - Retirees
Number of Claims by IB
Number of Claims Paid by Underwriter
Claims Paid by IB
Claims Paid by Underwriter
Average per Claim
Payment to Underwriter
New Applications
Cancellations
Policies in Force
Number of Claims
Claims Paid
Average per Claim
Payment to Underwriter
New Applications
Cancellations
Policies in Force
Number of Claims
Claims Paid
Payment to Underwriter
New Applications
Cancellations
Policies in Force
Claims Paid (0)
Payment to Underwriter
2/
S E C R E T
*These figures
are for the P,/.-
5/28/72 - 5/26/73
*These figures
are for the P/P
5/28/72 - 5/26/73
*These figures
are for the P/P
4/30/72 - 4/28/73
*This figure is
for the P/P
4/30/72 - 4/28/73
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New Applications
Cancellations
Policies in Force
Claims Paid
Payment to Underwriter
New Applications
Cancellations
Policies in Force
Insurance in Force
Claims (3)
Payment to Underwriter
New Applications
Cancellations
Policies in Force
Number of Claims
Claims Paid
Payment to Underwriter
25X9
MISCELLANEOUS
24,735 checks written
LIFE INSURANCE COVERAGE
WAEPA
New Applications
Cancellations
Policies in Force
Insurance in Force
*Claims (10)
Payment to Underwriter
22
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New Applications
Cancellations
Policies in Force
Insurance in Force
* Claims (34)
Dependent Payment to Underwriter
Payment to Underwriter
New Applications
Cancellations
Policies in Force
Insurance in Force
Claims (0)
Payment to Underwriter
Health Statements checked for applicants applying for WAEPA, UBLIC,
Contract Life, Contract Hospitalization and Income Replacement.
FY 1972
396
Retirees covered by UBLIC Terminal Benefits.
FY 1972
452
FY 1973
743
87%
FY 1973 Increase
897 98%
Personal interviews with employees resigning, retiring or going
on LWOP.
FY 1972
2,001
FY 1973
2,248
12%
Written information to employees separating in absentia.
25X9
FY 1972
1
FY 1973
Decrease
3.5%
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25X1A
Association Plan (FEHBA)
Other than Ass In Plan
( FEHBA)
COMPARISON STATISTICS
FY 1972 vs. FY 1973
FY 1972
FY 1973 Gain Loss
25X1A
FAP Flight & Accident Plan)
Income Replacement 219
Specified Diseases 941
Air Flight 1,437
Military Air Flight 20
HEALTH INSURANCE
765
5.9%
3.7%
4.6%
5=6%
7.8%
13.5%
12.30
192
876
1,634
28
-- 6.9%
--
13.7%
4%
The negotiations for 1973 premiums for the Association Benefit Plan
were notably influenced by a change in the Federal Employees Health Regu-
lations which the Civil. Service Commission introduced in August 1972. This
change amended the manner in which payments could be made to a participatin_z
plan from its own contingency reserve held by the Commission. Prior to this
time, regulations required that reserves held by a plan must be less than
5 months premiums before the Commission could release money from the con-
tingency reserve to the Plan. As a result, the more cautious or conservative
a plan was in its finances the less likely it was to receive any money from
the contingency reserve. At the same time, the regulations required that
3% of the plan's premiums be added to the contingency reserve, regardless
of the plan's financial position. Consequently, as of 1 January 1972 the
Association Benefit Plan had an excessively large contingency reserve held
by the Commission that amounted to over $1,580,000 -- a sum that could not
be used by the Plan. Recognizing that this situation existed, not only for
the Association Benefit Plan but also for other participants of the Federal
Employees Health Benefits Program, the Commission introduced a change in
the regulations which permitted it to make payments to the plans from their
contingency reserves on an individual consideration basis. This change
then permitted the Commission on 6 September 1972 to counterpropose to
GEHA that its 1973 premium proposals be reduced by 1/12 and that this 1/12
difference in premium income be made up by a payment of $457,000 from the
Plan's contingency reserve. GEHA and the Plan's underwriter, Mutual of
Omaha, agreed to this counterproposal since it reduced an increase of pre-
mium to the employees from approximately 25% to 16% without any reduction
in Plan income.
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In compliance with the Commission's deadlines of 30 April and 30 June
for submission of benefit and premium changes, the GEHA Board approved
the following benefit changes of the Association Benefit Plan for 197+:
- Increase maternity benefits by raising the allowances for a
normal delivery from $150 to $250 and for a Caesarean section
from $300 to $400. Also increase the allowance for the anes-
thetist from $20 to $60.
- Provide major medical coverage of the charges of a licensed
practical nurse on the same basis as a registered nurse, when
the patient is hospital confined.
- Cover charges by a hospital for professional services under the
basic benefit for hospital outpatient expenses instead of under
major medical benefits as is currently provided for.
25X9
25X1A
The Board also authorized for submission to the Commission a premium
rate approximately 19 over that of 1973. This proposal was coupled with
the request that 1/12th of the premium be paid from the contingency re-
serve as in the 1973 contract.
In the previous report it was indicated that GEHA successfully nego-
tiated for an increase in its administrative allowance for the Association
Benefit Plan from 2% to 2 1/2% of premium. This increase has not only put
the program of reimbursing the Agency for the salaries of claims personnel
back on a sound financial basis but it has also made it possible for one
additional salary to be reimbursed. Total salaries reimbursed from this
source is now 14.
Total enrollment in the Association Benefit Plan is essentially the
same as it was at the end of the previous reporting period, however, as was
to be expected, the number of employees enrolled in the plan declined and
the number of retirees enrolled in the plan increased. Unexpected was the
13% increase in the number of claims processed by the Insurance Branch
This statistic, when considered with the
LgPi aseiin Me average dollars per claim, indicated that employees
are submitting claims much more frequently than before. Although this re-
presents an increase in service, it will also present a problem of manpower
if the trend continues, inasmuch as several Saturdays of overtime were re-
quired by the Claims Section in the early part of this year to keep claims
current.
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The Contract Health Plan finished another year with little change in
statistics from the previous year. Also unchanged were the benefits and
premium rates, since the legal problem of the price freeze is still unre-
solved with respect to :,ghat changes can be instituted in this Plan. As
soon as it is deemed legally possible, this plan will be upgraded to be
more comparable with the Association Benefit Plan.
The 1971-72 UBLIC policy year ended on 31 July 1972 with claims and
administrative expenses exceeding premiums by $51,000. This marked the
third consecutive year that no refund of premium was realized from this
plan. Furthermore, a payment of $21,000 to the underwriters was required
from GEHA's UBLIC Trust Liability in accordance with a previous agreement
with the underwriters to forestall a premium increase. In an effort to
improve the UBLIC plan's position through increased enrollment, an informal
publication entitled "What Is A UBLIC" was written and distributed to all
Agency employees. This publication pointed out the needs for life insurance
throughout the various stages of an employee's life and was well received.
Over 300 new enrollments and applications for increases in coverage were
experienced as a result of this publication.
The current UBLIC policy year ending on 31 July 1973 looks somewhat
better. Barring any deaths between now and 31 July 1973, premiums will
exceed claims and expenses by approximately $76,000.
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25X1A
In May 1973 the WAEPA announced changes in its life insurance program
which primarily centered around substantial reductions in premiums for
age groups under 40 years of age. This was viewed as a threat to the UBLIC
Plan which is already suffering from an increase in the average age of its
enrollees. Unlike the WAEPA and most other association or organization
type group life insurance plans which have graduated premiums based on
the enrollee's age, the UBLIC Plan has always had one premium rate for all
employees. therefore, a revision of the premium structure was agreed upon
with the underwriter :hereby UBLIC enrollees in their 40's would continue
with essentially the same premium rate, those in their 50's would have their
premiums increased, and those under 40 would have their premiums attrac-
tively reduced. It was believed that this action would stimulate enrollment
among younger employees and improve the financial position of the Plan.
The Plan was presented to the GEEHA Board and approved for implementation
effective 1 October 1973 in order to coincide with the long awaited payroll
deduction of life insurance premiums. Unfortunately, a new price freeze
was announced before the changes were implemented and they are now being
held in abeyance pending announcement of Phase 4 guidelines with respect to
insurance premiums.
The Contract Life Insurance Plan again presented a favorable financial
picture. While enrollment is down slightly from the last reporting period
the Plan ended another policy year on 30 April 1973 with no
claims and a refund of premium in excess of $20,000 should be forthcoming.
During the reporting period the WAEPA enrolLment remained essentially
at the same level as last year but claims rose to 244,500, exceeding pre-
miums by a little over $16,000.
24 Hour Flight and Accident Plan
The 24 Hour Flight and Accident Plan was again renewed on 1 May 1973
without change in premium rates. The number of enrollees in this Plan is
down to 765 from a figure of 884 one year ago. The statistical data on
this Plan reflects three claims totaling $110,000; however, one of these
claims was actually incurred during the previous policy year. This claim
is also interesting in that it involved a compromise settlement of 50%
since all available evidence did not make a clear case either for or against
accidental death. (This same death also resulted in 50% compromise settle-
ments by UBLIC, 'vWAv'PA, and FEBLI with respect to the accidental death bene-
fits associated with those Plans.) In spite of these claims, premiums
still exceeded claims payments by almost $20,000 and this Plan has overcome
the adverse experience that it had during its first two contract years.
The large number of retirees and resignees to be processed at the close
of the fiscal year had its impact on the Insurance Branch as well as other
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25X1A
offices. The processing of insurance records and the counseling of these
people put an extremely heavy ,.iorkload on the Underwriting Section at a
time when the planning for two other projects was also underway. These
were the implementation of payroll deductions for all employees enrolled
in the UBLIC, WAEPA and Contract Life Plans, and the previously mentioned
restructuring of the premium rates of the UBLIC Plan by age groups. L?Tith-
out exception, these employees unselfishly worked 10 hour days, sandwiched
in their regular work between pre-exit appointments with retirees, devised
temporary systems for control of a large number of records being removed
from the regular files, and through all maintained even tempers and plea-
sant dispositions. The latter was perhaps the most challenging, in view
of the attitude of many of those processed.
Successful implementation of the long awaited new payroll system made
it possible for UBLIC, WAEPA, and Contract Life insurance premiums to be
deducted from the salaries of all employees, whereas this was previously
permissible only for those on confidential funds. A great deal of effort
was expended by Insurance Branch and OJCS to prepare for the implementa-
tion of this payroll deduction program which is still tentatively scheduled
for 5 August 1973. Extremely fine assistance and cooperation from
of SIPS and I of OJCS played a large part in the
ing of the program. However, after some frantic efforts to have all prepara-
tions of systems and notices ready by the deadline, a hold has been placed
on the project in the hopes that an early decision regarding the UBLIC
change in premiums can be obtained and both these new premiums and the pay-
roll deductions can be implemented simultaneously.
29
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ready- 25X1 A
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25X1A
Turnover of Branch personnel was considerably less during this reporting
period than is usually experienced; however, the loss of personnel that did
occur has posed problems because of lack of replacements. The Deputy Chief
of the Branch was reassigned in April after training in that position for
approximately 18 months. A replacement was recruited from outside the Agency
but unfortunately he declined to accept the position after he had been fully
cleared. Replacement of clericals has also been next to impossible. The
has been without a clerk-typist since March and has had to
opera e w1. one less records clerk due to a vacancy that has not been
filled since last December. A former contract employee has been selected
for the clerk-typist position and her completion of processing and assignment
to Insurance Branch is awaited with cautious optimism. One factor that has
complicated the filling of the records clerk vacancy is that it preferably
be a male employee. This is due to the fact that this employee must make
daily trips to headquarters to pick up the previous day's cash nnllnn-E- -
1 e position and is eager to take it; however, his office
will not release him until they receive a replacement for him. This has
been pending for approximately 3 months.
Because of the large increase in health insurance claims, the strength
of the Branch was increased by one position, it being reimbursed from the
health insurance trust liability account. This should relieve the problem
of claims backlog but aggravates another problem - that being lack of space.
While it is true that the Branch is generally crowded, the problem is aggra-
vated by the manner in -which the assigned space is utilized. If Branch
personnel were evenly distributed throughout the office, the condition
could be tolerated. However, under present conditions, if the Branch should
achieve full strength some claims personnel will have to be located far
from their supervisor and the vaulted area from which their work originates.
Approval was obtained several months ago to expand to some of the space
that lies vacant on this floor of the building but no action has been taken
to carry out that plan.
Sub-objective 1.3.3. Insurance Branch. To
reduce by 10;>; the time expended in processing
insurance, overseas medical and Office of Federal
Employees' Compensation claims in rY 197 .
30
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25X1A
In January 1973 a reporting system was installed to provide data
on the number of overseas medical claims and O/FEC claims received,
processed and pending settlement. These reports will identify whether
or not there is a need to request the Office of Medical Services and the
Office of Security to reduce the time for processing these claims within
their respective offices. It was estimated in mid-FY 1973 that 4+ man-years
would be required to process overseas and O/FEC claims. Now it appears
that these claims can be processed with 3.1 man years. The Insurance
Branch continues to monitor progress in the faster settlement of insurance
claims. The number of claims filed in FY 1973 increased by more than 260.
Although a reduction in processing time did not occur, overtime increased
so that processing time remained at the same level as in FY 1972. If the
number of claims remains at the FY 1973 level of increase, we can antici-
pate a short fall in our goal to reduce processing time by 10?f in FY 1974.
Sub-objective 1.3.)+. Insurance Branch. By
the end of FY 197~ to reduce the number of Special
Life Insurance Premium payments processed manually.
Payroll deductions were planned to begin in August 1973 for premiums
due in October 1973. With the Phase III announcement in June 1973 that all
insurance premium rates were frozen, it appeared that the planned increase
in some UBLIC premiums which were to coincide with the introduction of pay-
roll deductions seemed in jeopardy. Now it appears that the original plan
will be on schedule in August and October. The manpower cost has been
$15,000 with an average employment of 1.6 for this objective. No unanticipated
problems in meeting this objective's schedule are foreseen
Sub-objective
1.3.5.
Personal Affairs Branch.
To provide personal
affairs
services for Agenc em-
ployees to include
casualty
assistance to the wives
and children of approximately 35 deceased Agency
employees; the processing of approximately 500
claims under the Oversonc ':owpitalization Program,
485 claims under the Federal Employee's Compensa-
tion Act, and 30 death claims; approximately 2,000
pre-exit interviews; 300 leave without pay cases;
250 advanced sick leave requests; and 190 counseling
sessions on debt complaints and financial problems;
and the operation of the Blood Donor Program, the
Religious Services Program, the Educational Aid
Fund, the Income Tax Seminar, the Savings Bond
Drive and the Consolidated Band Drive.
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Accomplishments for the year were as follows:
PERSONAL AFFAIRS BRANCH
STATISTICAL DATA
1 July 1972 - 30 June 1973
CASUALTIES REPORTED FY 1973
FY 1972
FY 1971
Serious Illnesses . . . . . . . . .
Deaths
51
70
132
Employees . . . . . . . . . . . .
34
30
33
Dependents (Overseas) . . . . . .
FEDERAL EMPLOYEES' GROUP LIFE INSURANCE
3
4
8
Death Claims . . . . . . . . . . . .
32
29
31-
Reinstatements . . . . . . . . . . .
UNPAID COMPENSATION
26
14
10
Total Claims . . . . . . . . . . . .
OVERSEAS HOSPITALIZATION PROGRAM
34
30
32
TOTAL CASES
493
638
606
Employee . . . . . . . . . . . . . .
175
228
199
Dependent . . . . . . . . . . . . .
ACTION TAKEN
318
1+10
407
Employee
Approved . . . . . . . . . . . . .
123
224
191
Rejected . . . . . . . . . . . . .
0
4
5
Withdrawn . . . . . . . . . . . .
0
0
2
Pending . . . . . . . . . . . . .
52
0
0
Inactive . . . . . . . . . . . . .
Dependent
0
0
1
Approved . . . . . . . . . . . . .
227
406
393
Rejected . . . . . . . . . . . . .
0
4
7
Withdrawn . . . . . . . . . . . .
0
0
7
Pending . . . . . . . . . . . . .
91
0
0
Inactive . . . . . . . . . . . . .
0
0
0
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S E C R E T
FY 1973 FY 1972 FY 1971
OFFICE OF FEDERAL EMPLOYEES' COMPENSATION CLAIMS
TOTAL CASES
ACTION TAKEN
New Claims Processed. . . . . . . . 227 210 198
Approved . . . . . . . . . . . . . 85 163 171
Rejected . . . . . . . . . . . . . 0 13 8
Withdrawn . . . . . . . . . . . . 1 2 2
Pending . . . . . . . . . . . . . 134 24 8
Inactive . . . . . . . . . . . . . 7 8 8
Internal FEC . . . . . . . . . . . 0 0 1
New Claims - CA-1 only. . . . . . . 246 279 220
PRE-EXIT INTERVIEWS, EXIT PROCESSING,
COUNSELING, k,- ASSOCIATED ACTIVITIES
Resignations - Separations
Summer Employees. . . . . . . . . 204 136 404
Retirements . . . . . . . . . . . .-726 564 514
Deaths . . . . . . . . . . . . . . 34 30 33
Other . . . . . . . . . . . . . . *1238 1040 1205
Total . . . . . . . . . . . . . . 2202 1770 2166
Leave Without Pay including
maternity . . . . . . . . . . . . 298 294 343
Advanced Sick Leave . . . . . . . . 251 253 261
Counseling . . . . . . . . . . . . . 91 196 320
Indebtedness Complaints . . . . . . 67 87 113
*Please note that since, as of 1 January 1973, CSC discontinued service
retirements are coded as resignations, approximately 185 such retirements
are shown under the "other" category instead of under "retirement."
There were 34 deaths of Agency employees in FY 1973, compared with 30
in FY 1972. The average age at time of death was 44.2 years, compared
with 44.37 in FY 1972. Twenty-seven were staff employees and 7 were con-
tract employees. Twenty-six of the deaths occurred in the United States
and 8 occurred overseas.
Of the 23 natural deaths, 15 were from heart condition and 4 from
cancer. Of the 11 accidental deaths, 4 were from automobile accidents
and 3 were caused by hostile action.
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The number of deaths by Directorate were: DD/M&S, 15; DDO, 14;
DDS&T, 3; DDI, 1; and O/DCI, 1.
The following two tables show the number of deaths of Agency employees
over the past 10 years and the FY 1973 deaths by age group.
NUMBER OF DEATHS BY FISCAL YEAR
YEAR NUMBER YEAR
NUMBER
1973 34 1968 36
1972 30 1967 35
1971 33 1966 46
1970 40 1965 35
1969 32 1964 42
EMPLOYEE DEATHS FY 1973 (BY AGE GROUPS)
AGES NUMBER AGES NUMBER
21-25 2 46-50 4
26-30 4 51-55 5
31-35 3 56-60 6
36-40 3 over 60 2
41-45 5
Of the thirty-four employees who died in FY 1973 all but one held some
type of insurance. Seventeen had FEGLI only; eleven had FEGLI and UBLIC;
three had FEGLI and WAEPA; one had FEGLI, UBLIC and Iv;AEPA; and one had
UBLIC only.
AMOUNT OF INSURANCE COVERAGE
FOR EMPLOYEES WHO DIED IN F Y 1973
TYPE COVERAGE TOTAL FEGLI UBLIC WAEPA
TOTAL
$1,42
4,000
$895
000
000
$359
,
,
$170,000
Regular
1,o8
o,ooo
641,000
339,000
100,000
Accidental
21
4,000
124,000
20,000
70,000
Optional
11
0,000
110,000
NA
NA
Optional Acc.
2
0,000
20,000
NA
NA
OVERSEAS HOSPITALIZATION PROGRAM
FY 1973
FY 1972
FY 1971
Expenditures
$221,348.00
328,644.00
450,224.00
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The rate of expenditures of the Overseas Hospitalization Program
for FY 1973 appears to be consistent with the rate for the previous
year, in spite of the fact that there was a decrease of 145 in the num-
ber of claims processed. With fewer people overseas the decrease was
anticipated but with the continuous rise in the cost of living index,
the medical expenses in FY 1973 did not show any appreciable decline.
Our Annual Report for FY 1972 stated that ases were submitted
25X9 during 1972 and tha~of these cases had been approved at the cost of
$224,653. An additional 210 vouchers were processed in FY 1973 of FY 1972
claims increasing the total expenditures for FY 1972 to $328,644. To
25X9 date claims have been submitted for FY 1973 of whichave been
approved for a total expenditure of $221,348.
The total number of vouche rocessed during FY 1973, including
25X9 those charged to FY 1972, wa reflecting a decrease of 78 vouchers.
25X9 Only = of the vouchers processed pertained to FY 1973 claims.
Our proposal. to OMS that certain Overseas Hospitalization claims be
settled by the Branch without referring them to OMS for recommendation
was accepted and we no longer send "continuations of previously approved
claims" to OMS. This has resulted in a considerable reduction in the time
frame for processing such claims.
Because medical reports are not forwarded to OMS by field installa-
tions, we continue to have problems in obtaining OMS approval on claims,
even for those in which it is quite apparent that the illness was incurred
while located abroad. We estimate that there is a 60 to 90 day delay in
processing a claim when it is necessary to send a dispatch to the Field
requesting that medical reports be forwarded to ONE. With the distribu-
25X1A tion of o the Field, all those concerned with the transmittal
of medical claims to Headquarters will be alerted that all necessary docu-
mentation must be submitted when claims are forwarded so that prompt
processing can be accomplished. During FY 1973, 245 dispatches were sent
to the Field. The majority of these were to request additional information
because the claim was not completely documented when originally submitted.
FEDERAL EMPLOYEES' COMPENSATION ACT
A total of 473 cases were received in the Branch in FY 1973, a decrease
of 16 from FY 1972. We received 227 actual claims for submission to O/FEC,
an increase of 17 over FY 1972. We also received 246 CA-l's to be filed
for record purposes only, a decrease of 33 from FY 1972. During FY 1973,
990 documents were transmitted to O/FEC. Four of the claims processed in
FY 1973 were for deaths incurred in the performance of duty.
Although we feel that we continued to receive preferential handling
of our cases in O/FEC during FY 1973, we noted that, in general, there was
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increased time needed by that office to process our claims. We attribute
this situation to the fact that the Special Claims Section of o/F'EC,
which handles our classified cases, has been given substantial, additional
responsibilities for handling District of Columbia, AEC, and TVA cases.
As a result of our fine rapport there, however, we are still able to ask
for expeditious handling of pressing cases, particularly death cases.
In June 1973 we processed a large number of requests to recredit
sick leave which had been used in connection with approved FEC claims.
The increase was a result of the large nul:b er of employees retiring by
30 June 1973 who wanted the sick leave applied toward computation of their
retirement annuities. This activity entailed considerable effort on the
part of O/FEC, the Office of Finance and the Branch. o/F`EC and Finance
were most cooperative in providing support for expeditious handling of
these requests.
FEDERAL EMPLOYEES' GROUP LIFE INSURANCE
The number of Agency employees covered by FEGLI at the end of r! 1973
was 554 more than in FY 1972 and the total amount of insurance in force
at the end of FY 1973 was almost seven and one-half million dollars more
than in FY 1972. The number of employees with optional FEGLI in FY 1973
was 66 more than in FY 1972.
FY 1973
Regular FEGLI
Optional FEGLI
FY 1972
Amount of Regular FEGLI $276,188,000 $269,379,000
Amount of Optional FEGLI 36,190,000 35,530,000
$312,378,000 $3o4,909,000
Of the 34 employees who died in FY 1973, thirty-two were covered by
FEGLI. The following amounts were or will be paid in benefits:
Regular $641,ooo
Regular Accidental 124,000
Optional 110,000
Optional Accidental 20,000
Total $895,000
COUNSELING
Counseling declined substantially in FY 1973 as compared with FY 1972,
particularly in the areas of financial problems and sensitive cases as
shown in the following chart.
SECRET
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TYPE OF COI-7 SELITIG
SESSIONS WITH EMPLOYEES
FY 1973
FY 1972
Debt Complaints
67
87
Financial Problems
18
58
Sensitive Cases
6
21
The number of hours of advance sick leave requested in FY 1973 was
some 2,000 hours more than in FY 1972, although there were two fewer
requests.
1973 1972 1971
Request for Advance Leave 251 253 261
Number of hours requested 30,008 27,970 28,614
The Fairfax County Red Cross Bloodmobile continues to come to Head-
quarters the first Tuesday in every month and a constant effort is made
to increase the number of donors participating in the Agency Program. It
is encouraging to note that for the third consecutive year the donations
have gone over the 2,000 pint mark. Based on the records it is obvious
that the program continues to be sustained by a number of dedicated regular
donors. A large nurrher of these donors have now either retired or resigned
during the past year; and we will, therefore, increase efforts to recruit
new donors for the coming year.
1973 2064
1972 2068
1971 2094
Requests for Blood Replacement
1973
1972
1971
Employees
41
28
33
Dependents
97
92
85
Total
138
120
118
Although the number of pints collected decreased slightly this past
year the requests for blood replacement and the number of pints needed
showed increase over 1972 and 1971.
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A total of 597 pints were used to fill the 138 requests for blood
replacement. Of that total, 133 pints were used for employees and 464
pints were for dependents. During the past year the Red Cross now allows
"designated" donations to count towards our quota. Included in the above
totals is a request for blood replacement for a leukemia patient, the
nephew of an employee serving overseas. His office donated 14 pints de-
signated for the child.
In January 1973 PAB was asked to comment on an employee suggestion
that the donor day be changed from the first Tuesday of the month to the
third Wednesday, based on the suggester's statement that many employees
are working on end-of-month reports or end-of-month meetings on a first
Tuesday. We conducted a survey in February and March 1973 on this issue.
The overwhelming response was to leave the schedule as is, the first Tues-
day of a month.
RELIGIOUS SERVICES
Religious Services were conducted twice during the 1974 Lenten Season:
on Ash Wednesday, 7 March 1973 and Good Friday, 20 April 1973. Attendance
at these services was about the same as last year with 463 Catholics and
175 Protestants attending the Ash Wednesday services and 240 Catholics and
140 Protestants attending the Good Friday services.
EDUCATIONAL AID FUND
A staff member of PAB continues to provide assistance to the Executive
Secretary of the Educational Aid Fund during the period that student appli-
cations are received, reviewed and a final selection of recipients is made.
There were 120 applicants this year, as compared with 135 students who
applied last year. The EAF program generally lasts from February to July.
INCOME TAX SEMINAR
The annual income tax seminar was conducted for two days in January
1973, as in previous years. Initially, there were 92 people who signed up
for the course; however, only 76 were present for the first day and 66 for
the second day, for an average of 71. Two representatives from IRS pre-
sented a briefing on the federal tax for a day and a half, and two repre-
sentatives from OGC utilized the remaining half-day, to discuss state income
taxes for Maryland, Virginia and the District of Columbia. At the conclu-
sion of the course, written comments were requested from those in attendance
on their impressions of the seminar. The consensus was that the course had
been useful and informative. In order to obtain further insight as to what
extent those in attendance were assisting their fellow employees in tax
matters, each was asked to keep a record of his activities. After the
income tax deadline, 65 of those who attended the course were contacted.
They advised that the time devoted to answering questions and giving tax
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assistance ranged from zero to forty-five hours. The average time spent
by each of the 65 people was between seven and eight hours.
A Headquarters Employee Bulletin was issued in March 1973 based on
an IRS "Fact Sheet" on income tax refund of Civil Service Retirement con-
tributions. This matter, which received considerable publicity in the
local newspapers, necessitated our obtaining appropriate forms for use
by Agency personnel and the issuance of a Headquarters Employee Bulletin
because of the high interest among Agency employees.
Next year we plan to revise the procedures for making tax forms avail-
able to overseas personnel. In past years, the Office of Finance has
obtained income tax forms from PAB for overseas personnel. Last year,
for example, we obtained II forms for Finance which the latter then
forwarded to area divisions for distribution to overseas personnel. This
year, rather than sending the tax forms to Finance and they in turn sending
them to the area divisions, we arranged to have the forms made available
to the area components as needed. Although an announcement to this effect
was made at at least three support chief meetings, the response from the
area divisions was limited to two or three divisions which requested a
very nominal number of forms.
Several thousand additional federal and state income tax forms were
also obtained and placed in the Credit Union for Agency employees. As
in the past, the forms disappeared rapidly. Their ready accessibility
in the Credit Union seems to encourage employees to take a few extra
sets." We plan to suggest, therefore, that in the future income tax forms
be located in the supply room where better control can be exercised and
employees will make a trip to the supply room only if they actually need
certain forms. This approach may conserve the forms and provide an oppor-
tunity for more people to obtain them.
SAVINGS BOND DRIVE
The Savings Bond Drive, which was conducted in May 1973, was not as
successful. as the 1972 Drive. One of the primary factors for the poorer
showing this year was the fact that for the first time only those Agency
were eligible to have payroll deductions
for axing .
In 1972 there were 374 new E Bond buyers, with a total of $4,228.40
being deducted each pay period; this year there were 187 new E Bond buyers
with a total of $2,181.00 being deducted each pay period. An additional
113 persons increased their savings bond deductions by $1,465 in 1973,
as compared with 315 last year.
A new procedure is being developed to change some of the steps in-
volved in the Savings Bond Drive and eliminate approximately 450 weekly
reports (prepared by Keymen and Chairmen) submitted each week during the
four-week drive.
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CONSOLIDATED FUND DRIVE
A member of the Branch served as the fund drive coordinator for the
Consolidated Fund Drive which included the Combined Federal Campaign,
Educational Aid Fund and Public Service Aid Society. This duty lasted
from August to December 1972. A total of $295,085.53 was pledged to the
Combined Federal C aign by Agency employees. This amount was 100.0+
per cent of the Agency goal. There was a participation
ontr' ons to the Educational Aid Fund amounted
I lof Headquarters personnel participating.
Aid Society received contributions of $15,167.70 with
Headquarters personnel participating.
]of
MISCELLANEOUS ACTIVITIES
During FY 1973 the Personal Affairs Branch presented 18 briefings and
lectures in training courses conducted by the offices of Training, Security
and Communications. These briefings were attended by 631 Agency employees,
most of whom were preparing for overseas assignments. The briefings covered
all aspects of PAD activity, with particular emphasis on the Casualty
Assistance Program, the Federal Employees` Compensation Act and the Over-
seas Medical Program. The reaction from persons attending the briefings
has been most favorable. The total time for these briefings was approxi-
mately 24 hours.
The Branch gave 19 briefings on FEGLI and FECA during FY 1973 to 235
professional entries on duty. Each briefing was approximately 20 to 30
minutes.
The Branch continued its review and purge of material held at the
Records Center. Again, during FY 1973 there was a substantial reduction
of Branch material held in the Records Center.
The one MIA case for which the Branch Chief had served as case officer
since February 1968 was resolved in March 1973. The case required con-
siderable time and effort until its resolution, in terms of dealing with
the family and handling matters and problems of the case.
The Branch has continued as the focal point for processing applica-
tions for Notary Public Seals. This is not an active program, but the
several applications which were processed justifies maintaining liaison
with appropriate officials of Fairfax County and the District of Columbia.
The Branch retains responsibility for researching and resolving re-
quests submitted by employees to have sick leave recredited, based on other,
earlier federal service. Although only two such requests were handled in
40
S E C R E T
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The Public Service
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FY 1973, the time required for researching the facts of a case and in
dealing with other agencies represented considerable effort.
The Branch is responsible for controlling the use of bulletin boards.
The innovation introduced in FY 1972 of having the board divided into
four major categories (automobiles, real estate, household items, and
miscellaneous) with different colored cards for each category appears to
be quite successful in terms of employee use and orderliness of the boards.
During FY 1973 three members of the Branch continued to provide
assistance in the activities connected with the Combined Federal Campaign
drive, the Savings Bond drive, and the Educational Aid Fund and the Public
Service Aid Society drives. One professional officer was responsible for
conducting these drives and he was assisted by a clerical employee of the
Branch. One personnel assistant in the Branch is responsible for the
bookkeeping and accounting for the Educational Aid Fund and the Public
Service Aid Society fund. In addition to these activities by the three
Branch members, the Deputy Branch Chief was active during FY 1973 in con-
tacting employees with PSAS loans to encourage them to make their scheduled
payments. As a result of his efforts, some $22,230 was repaid in FY 1973
as compared with $16,165 repaid in FY 1972.
The Branch is responsible for answering certain inquiries from State
Unemployment Offices regarding Unemployment Compensation. There were 218
inquiries answered during this fiscal year.
Sub-objective 1.3.6. Incentive Awards
Branch. During -,Ti 1973 to administer the Agency
Honor and Merit and Suggestion and Invention
Awards Progrem by processing approximately 300
recommendations for Honor and t-erit Awards and
540 suggestions and inventions submitted by
Agency employees.
ACCOMPLISHMENTS FOR FISCAL YEAR 1973
Recommendations
(includes
received in HMAB
4 military) . . . . . . . . . . . . . . . . . .
345
Recommendations
(includes
submitted for Board review
4 military) . . ? . . . . . . . . . . . .
329*
Approved by the Board (includes4 military). . . . . 325
Disapproved by the Board . . . . . . . . . . . . . . 2
Deferred until FY 1974 . . . . . . . . . . . . . . . 2
Includes all Certificates of Merit since change in procedure occurred
during the year.
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Honor and Merit Awards (continued)
Recommendations approved by DCI
(not including military) . . . . . . . . . . . . .
. . . . .
344*
Distinguished Intelligence Cross . . . . . . . . . .
0
Distinguished Intelligence Medal . . . . . . . . . .
20
Intelligence Star . . . . . . . . . . . . . . . . . .
26
Intelligence Medal of Merit . . . . . . . . . . . . .
43
Career Intelligence Medall . . . . . . . . . . . . . .
40
Certificate of Distinction . . . . . . . . . . . . .
90
Certificate of Merit . . . . . . . . . . . . . . . .
125
Recommendations disapproved by DCI . . . . . . . . . .
. . . . .
0
Recommendations returned by DCI for later submission .
. . . . .
3
Recommendations pending DCI approval . . . . . . . . .
. . . . .
26
HMAB Meetings held . . . . . . . . . . . . . . . . . .
. . . . .
22
Award Ceremonies held . . . . . . . . . . . . . .
.
.
148
By O/DC I . . . . . . . . . . . . . . . . . .
56
By Directorate . . . . . . . . . . . . . . . . . . .
92
Awardees Honored . . . . . . . . . . . . . . . . . . .
. . . . .
218
16 Recommendations approved by DCI were not submitted for HMAB review.
36 Recommendations approved by DCI were reviewed by HMAB in FY 1972.
In Fiscal Year 1973 another record was set for the number of Agency
honor award recommendations processed and approved. We received and pro-
cessed 345 recommendations of which 3141 were for CIA awards and 4 were
for military awards while in FY 1972, the figures were a total of 356 with
only 276 for CIA awards and 80 for military awards. The number of awards
approved by the Director jumped from 237 in FY 1972 to 344 in FY 1973.
This dramatic increase is not attributable to any single large group or
event but rather to a variety of unrelated factors. The most obvious of
these was the large number of retirees this fiscal year accounting for 198
(57.6%) of our awards. Of the 140 approved for a special act or achieve-
ment, 31 of these were for the
l
project and were carry-overs
from FY 1972. A group of 18 awards were approved for individuals involved
25X1A in the In addition, a number of recommendations
were submitted by Agency senior officials who were leaving the Agency.
For the most part, the increase which has been occurring every year is
due to increased awareness by Agency officials of the awards program and
its purpose. With the current emphasis on improved personnel and management
practices, it is expected that this trend will continue.
The percentage of FY 1973 retirees who received honor awards increased
slightly this year from 17.4% in FY 1972 to 18.3% for FY 1973. In FY 1971,
19.8% of all retirees received an honor award. In reviewing all honor
awards approved, 57.60 (198) were career awards while only 40.7% (140)
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were for a special act or achievement and 1.70 (6) were posthumous. This
is a considerable change from FY 1972 when 45.1% were career awards,
51.90 were for a special act and 3% were posthumous. These figures indi-
cate a continuing trend toward recognizing employees at the close of their
careers rather than during the course of their service. This trend con-
flicts with good management practice which would emphasize the incentive
aspect of awards to promote improved performance. It also is in conflict
with the Agency's command philosophy that outstanding performance should
be recognized immediately and not when the employee leaves.
The number of award ceremonies conducted (148) in FY 1973 set an all-
time record. The number of awardees honored (218) was also a record.
The previous record in FY 1972 involved 128 ceremonies for 188 awardees.
June was a frantic month -- 42 ceremonies were held for 76 awardees. The
previous high month was June 1972 when 25 ceremonies were held honoring
28 awardees.
In February several ceremonies were held with overflow crowds in at-
tendance when Mr. Richard Helms presented Distinguished Intelligence Medals
to L_ I Mr. Thomas Karamessines,
Mr. Hugh Cunningham and the Intelligence Medal of Merit to
In June, a large ceremony was held in the auditorium when the
Deputy Director for Science and Technology presented 11 honor awards and
19 Letters of Commendation to individuals associated with the
project.
There were two significant changes concerning the processing of honor
awards during FY 1973. The first was the delegation of authority to the
Deputy Directors to approve the Certificate of Merit effective 21 November
1972. Accordingly, once the Deputy Director having jurisdiction over the
employee's career service signs the Certificate of Merit recommendation,
the award is approved and forwarded to the Executive Secretary/PmAB or
Recorder/HMAB to obtain the certificates and security review. With this
simplified system, 125 Certificates of Merit were approved in FY 1973 com-
pared to 76 in FY 1972.
The second change became effective 16 April 1973 when the authoriza-
tion to award the Certificate of Distinction was also delegated to the
Deputy Directors. However, to ensure uniformity among the directorates,
the HMAB will continue to review the Certificate of Distinction recommenda-
tions. If the Board concurs in the recommendation, no further action is
required and the certificate is printed. Since this change occurred late
in the fiscal year, there are no valid statistics regarding the number
approved relative to previous years.
The FY 1972 report mentioned the creation of a new honor award to
recognize exceptional career achievement, entitled the Career Intelligence
Medal. The first Career Intelligence Medals were approved on 14 August 1972
4.3
25X1
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and, first presentation was made on 1 November 1972. The finished medals
were received from the mint in late October. The development of this
award was well timed in view of the large number of retirees who were
recommended for awards. The Board's task of recommending an appropriate
level of award was made considerably easier by the addition of this medal.
4+0 Career Intelligence Medals were approved during this first year.
This year the Deputy Director for Management and Services suggested
that a lapel device accompany CIA medal awards. The Recorder reviewed
the possibilities and proposed that this device consist of a replica bar
of the ribbon that accompanies each medal. This recommendation was ap-
proved and the bars have been ordered, with delivery expected in the
fall of 1973.
A proposal was made that a special memorial be created to honor those
CIA employees who have lost their lives in the performance of duty. The
Board unanimously approved the concept and suggested that the Fine Arts
Commission be consulted for their advice before obtaining command approval.
At the close of the fiscal year, the Commission reported to us that they
had developed tentative designs and were waiting to review their ideas
with the sculptor who would perform the work.
A review of cash awards programs in other government agencies was
initiated in FY 1972 to determine whether a similar program should be
adopted in CIA and, if so, in what format. Studies on Department of
State, Department of the Navy, and Defense Intelligence Agency were com-
pleted. The general attitude within the Agency seemed to be that we
presently have adequate means of recognizing superior performance and that,
if desired, individual components may establish internal programs to meet
their unique requirements. Accordingly, discussion of an Agency-wide cash
awards program has been suspended for the time being.
44
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25X1A
25X1A
Exceptional Service Medallion
During this fiscal year, four Exceptional Service Medallions were
approved. All of these medallions were awarded for injuries sustained in
Fortunately, none of these were posthumous.
Certificate of Exceptional Service
During this fiscal year, 669 certificates were approved for Agency
employees serving in hazardous areas.
Service in Vietnam Award
The few requests for this award were for persons whose original was
misplaced in headquarters or who failed to receive it in the field. In
May we learned that the Service in Vietnam Award would be discontinued
effective 30 June 1973. Accordingly, to receive this award, an employee
must have served 365 days in Vietnam between 1 January 1962 and 30 June
1973.
The annual distribution to all persons qualifying in 1972 for a 10,
15, 20, 25, 30, 35 or 40 year Emblem took place in February.
Last year we reported hope to have available for 1973 distribution
the new emblems being developed by the Civil Service Commission. According
to the original design, these emblems will not identify any particular
agency or department but will symbolize the US Government as an entity.
In June 1973, we learned from the Commission that the earliest we may ex-
pect these new emblems will be June 1974. Accordingly, we will again
have to order a supply for distribution in early 1974.
Superior Performance Awards
On 12 April 1973, a new "Incentive Compensation Award" program was
approved for Wage Board employees in the Logistics Career Service. The
purpose of this program is to provide Wage Board personnel with a means
of monetary recognition similar to the Quality Step Increase for General
Schedule personnel. In the Logistics program, awards of $250 will be
granted to WB personnel whose performance is judged to be of high quality
for a period of six months with the expectation that it will continue.
45
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The, Director of Personnel will grant final approval for each award. In
fiscal year 1973 no awards were processed under this new program although
at least one employee was in the process of being recommended for such
recognition.
Studies in Intelligence Awards
The Sherman Kent Award of $500 and the Studies In Intelligence Awards
of $100 - $400 for the most significant contributions to the literature of
intelligence were not presented for the third consecutive year. However,
we understand that the awards for CY 1970-71 and for CY 1972 have been
selected and will be forwarded for processing in the immediate future.
The Studies in Intelligence Board expects to be able to remain current in
publication and in the selection of awardees.
Length of Service Awards
On 18 September 1972 the Agency celebrated its 25th anniversary. In
honor of this occasion, Dr. Henry A. Kissinger, Assistant to the President
for National Security Affairs, addressed the audience comprised of charter
members of the Agency at the Annual Awards Ceremony. No certificates were
presented at that time.
On 2 October 1972, the Director presented 25 year Certificates to
nearly 350 charter members of the Agency. Photographs were sent to each
recipient in special souvenir folders.
The 10, 15, and 20 year certificates were forwarded to the Deputy
Directors for presentation. The Deputy Director for Support conducted his
fifth annual ceremony on 12 October 1972 when he and his Office Directors
presented Length of Service Certificates and Certificates of Exceptional
Service to Support Services personnel.
10 year Certificates -
15 year Certificates -
20 year Certificates -
25 year Certificates -
A problem arose this year concerning Length of Service Certificates
for certain "special" contract employees. These employees converted from
staff to contract status at the request of the Agency with the assurance
that they would lose no staff employment benefits. Accordingly, we have
established procedures to ensure that these individuals are granted the
Length of Service Certificates.
46
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 Approved For Release 20010M EIA-RDP78-05941A000200020001-9
Foreign Gifts and Decorations
During the past year, we were able to release several foreign gifts
valued at more than $50. In each instance we obtained the concurrence
of the Chief of Protocol prior to release.
25X1A
SUGGESTION AND INVENTION AWARDS PROGRAM
REPORT FOR FISCAL YEAR 1973
Workload and Accomplishments
Suggestions and Inventions Received . . . . . . . . . . . . 545
Suggestions Eliminated as Ineligible. . . . . . . . . . . . 82 (15%)
Suggestions Processed and Evaluated as Eligible . . . . . . 463 (85%)
Suggestions or Inventions Adopted . . . . . . . . . . . . . 193
Cash Awards 175
Certificates of Appreciation. . . . 18
Close Out Actions (Declined Cases) . . . . . . . . . . . . . 406
Adoption Rate . . . . . . . . . . . . . . . . . . . . . . . 42%
Total Cash Awards Paid for Suggestions and Inventions . . . $ 38,285
Average Cash Award . . . . . . . . . . . . . . . . . . . . . . $ 219
Combined First-Year Tangible Savings and Equivalent
Intangible Benefits . . . . . . . . . . . . . . . . . . . . $783,740
Directorate of Operations Special Panel Program
Also included in the above statistics)
Suggestions, Inventions, and Ideas Received . . . 38
Cases Declined . . . . . . . . . . . . . . . . . . 14*
Cases Adopted . . . . . . . . . . . . . . . . . . 20
Cash Awards Approved. . . . . 20
Certificates. . . . . . . . . 0
Adoption Rate . . . . . . . . . . . . . . . 53%
(continued)
In addition, 16 prior year Special Panel cases were declined.
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Cash Awards Recommended . . . . . . . . . . . . . $7,375
Average Special Panel Case Cash Award . . . . . . $ 369
Grade and Salary Schedule of Cash Awardees:
General Schedule:
GS-06 and below . . . . . . . . . . . . . . . . 21
GS-07 through GS-11 . . . . . . . . . . . . . . .86
GS-12 and above . . . . . . . . . . . . . . . . 60
Total 177
All Other:
Equivalent to GS-06 or less. . . . . . . . . . . 6
Equivalent to GS-07 through GS-11. . . . . . . . 7
Equivalent to GS-12 and above . . . . . . . . . . 2
Grand Total . . . . . . . . . . . . . 1~2
Trends and Highlights
Many new records were established as a result of progress during
FY 1973. Significant indicators were:
The Suggestions received, 545, gained slightly from 541 on record for
the previous year. Eligible suggestions processed, 463, and the eligi-
bility ratio, 85%, were all-time records, and are considered to be a baro-
meter of suggestion and idea "quality." The eligibility ratio is an
important trend in the Agency's Suggestion System progress. For example,
in the mid-1960's, the ratio ranged from 53% to 69?. Thereafter we moved
into the high 701, and low 80% range. This progressive improvement resulted
from the clear-cut understanding of criteria standards disseminated by the
Committee Members, Program Coordinators and Internal Panel Members.
The 193 adopted cases established another new record, and a 77% in-
crease over the 109 adoptions for FY 1972. This substantial increase
resulted from an especially concentrated effort by the program coordinators
to expedite evaluation time. In addition, a number of significant cases
which had been pending for onver one year awaiting satisfactory equipment
production and testing or the completion and implementation of complex
systems were resolved during FY 1973.
Program coordinators were furnished lists of outstanding cases every
three months and suggesters were informed, at the same time, that more
evaluation time was required. A total of 406 cases were closed with Letters
of Thanks from the Committee, an increase of 47% over the 277 cases for
Fi 1972. 361 pending cases were open at the end of FY 1972. After much
effort, the backlong was reduced to 255 open cases at the close of FY 1973.
4 1 -8
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The total workload was especially heavy:
Action
FY 1973
FY 1972
Eligible suggestions received
463
457
Ineligible suggestions received
82
84
Current Year Cases declined with Letter
of Thanks
217
185
Prior Year Suggestions declined with
Letter of Thanks
189
92
Award Actions Processed
193
109
Total Actions
1,144
927
Workload volume increase, FY 1973 over FY 1972, 23.4%.
The adoption rate accelerated to a new all-time record of 42%. Last
year's rate was 246/f, and the government-wide average was 27%. In past years,
program managers were pleased when the adoption rate reached 30%.
The Directorate of Operations Special Panel, which acts upon opera-
tional ideas, techniques and inventions for field application, received
38 new cases compared with 32 during FY 1972. The Panel concluded action
on 50 cases compared with 24 last year. During FY 1973 30 cases were found
not applicable for adoption and the suggesters were furnished a full ex-
planatory letter of thanks; 20 cases resulted in total cash awards of
$7,375 (average Special Panel award $369); and some 20 remained under study
at the end of FY 1973. All of the pending cases cover interesting subject
areas. A few may be among the most significant in our history when final
evaluations are obtained.
Cash awards totalled $38,285 and set an all-time high. This was an
increase of 26110 over the previous record total of $30,330 in FY 1970.
With a record of 193 cases adopted and 216 individual employees recognized
the volume of adoptions over last year increased by 77%. The previous
record was FY 1969 when 127 cases were adopted. The average cash award
was $219, compared with $255 in FY 1972.
A majority of the 182 employees receiving cash awards were in the
05-07 through GS-11 grade range. During FY 1972 employees GS-12 and above
received the majority of cash awards. 167 GS employees received cash
awards during FY 1973 while 15 Wage Board employees earned awards.
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 FISCAL YEAR 1973 REPORT
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ffice of the D{rector
DIN I'll
ircctorate of L':inngccnt
and Services
D/DDN&&S 3 2 5 167% 5
:MS 2 1 - - - -
DC 50 21 27 54% 1 26
DL 16 6 14 88% 1 13
)I' 13 3 7 54% 1 6
)S 22 7 12 55% 2 10
)TR 4 3 2 50% - 2
)F 12 7 8 55% - 8
)JCS 9 7 1 11% - I
)PPB - - 1 - 1
131 57 77 59% 5 72
[rectorate of Operations
'I
)PSER
~[S,~D/
25FX1
:A
Suggestions Adoption Cash
:'lirible Declined Adopted Pate Certificates Ati.+ards
2 - 1 1
2 - 1 50% - 1
2 1 2 100% 1 1
20 11 8 40% - 8
11 5 1 9% - 1
23 10 6
26% 6
12 8 2 16% 1 1
10 9 1 1.0% - 1
1 1 2 200% - 2
14 11 - - - -
1 - - - - -
1 - 3 300% - 3
3 2 - - - -
.rectorate of Intell.i. once
I/DDI 1
1BGI 1
I
4
66
STATSPEC i i
;RS 2 2
AS 5 1
9 5
ASR 11 9
RS 2 2
34 20
28 26%
50%
5 100% - 5
1 11% - 1
1 9% - 1
rectorate of Science
and Tcct:nol.o.y
/DDS&i 7 2 1 14% - 1
EL 2 2 2 100% - 2
RD 10 2 2 20% - 2
SA 12 6 5 42% 1 4
SI 8 4 2 25% 1 1
MSAC 5 3 3 60% - 3
DE 3 1 - - - -
PIC 105 40 51 49% 7 44
7'S 29 9 13 45% - 13
1,63** 217*>* 193 42% 1S 175
A.:.onnt -- ' er:,,
Paid C,:,L
$ . 225 $ 45
11,135 428
3,020 232
2,100 350
3,575 350
450 225
1,050 131
300 300
25 25
$21,880 $304
$ 25 $ 25
25 25
650 650
830 104
50 50
1,750 292
200 200
50 50
125 63
$ 3.60 $ 72
300 300
100 100
$ 760 $109
$ 100 $100
75 38
100 50
460 115
50 50
1,080 360
6,265 142
3,1:,0 242
$11,250 S1(,1
#Deno.tes Interdeparrnental Referral,. 5o F;e
*-Plus 82 ineligible tiu;restions processed and cloned by the Executive Secretary CF. SD TOTAL 545 scr,pestic;.,.
received. Approved For Release 2002/10/21 : CIA-RDP78-0d941A000200020001-9
"P1on 359 prior year. sups, stior.s; GRAND TOTAL 406 declined cane .a.ct.ion; Suring Fir.cal Ycar 1573.
 S E C R E T
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The Directorate of Science and Technology had the highest partici-
pation volume with 181 suggestions. This was influenced by the NPIC and
OTS volume of 105 and 29 suggestions respectively. With an adoption rate
of 44Io, the highest number of adopted cases among the directorates, 79,
and total awards of $11,280, the Science and Technology directorate shows
a performance that will represent a real challenge to surpass. The DD/S&T
Committee Member administered a tight program and expedited evaluations
through meetings with office directors or their executive officers.
The Directorate of Management and Services with 131 suggestions sub-
mitted slightly exceeded last year's volume of 129. However, 77 cases
were adopted, compared with 28 for last year. The DD/N&S adoption rate
was 59%, a substantial increase over the FY 1972 rate of 220. Awards
paid to DD/M&S personnel soared to $21,880, a tremendous increase over
last year's total of $5,050. The high directorate awards level was in-
fluenced by one $6,000 award case and several $1,000 awards.
The performance of the Directorate of Operations remained high with
108 cases received and 28 adopted compared with last year's figures of 95
and 21, respectively, despite the fact that the OTS figures for FY 1973
are not included.
The volume for the Directorate of Intelligence is much lower prin-
cipally because of the shift of NPIC's performance records. If NPIC's
statistics were added to the present DDI totals, the Directorate would have
had the highest participation volume.
The Office of Communications had an impressive year with 50 eligible
suggestions, 27 adoptions, and a 54o adoption rate. OC had the highest
award earnings of any Agency office, $11,135, and an especially high average
cash award of $428. The top award for the year, $6,000, was earned by OC
careerists and was shared equally among three suggesters/inventors.
The Office of Finance Panel had an active year with total awards of
$1,050, compared with $550 and $710 respectively for the past two years.
Their adoption rate was 55% with eight out of twelve cases resulting in
award action approval by the Agency Committee.
OL, OP and OS had unusually high adoption rates of 88%, 54%, and 55%
respectively. OS was highest in the group in awards approved, which totaled
$3,575.
East Asia Division and Information ServicesDivision produced 23 and 20
suggestions, respectively. With total awards of $1,750, East Asia Division
led the Directorate of Operations.
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In the Directorate of Intelligence, the performance of imagery
Analysis Service stands out with an adoption rate of 1000 based upon five
adopted cases.
The National Photographic Interpretation Center again attained the
highest participation volume with 105 eligible ideas. 51 of NPIC's cases
were approved for an adoption rate of 49, and total cash awards of
$6,265. With a constant change in NPIC's mission and goals, the challenge
for problem solutions and improvements remains constant. The Panel at
NPIC processed a total of 196 actions on employee suggestions. This com-
pares with 190, 168, and 83 actions respectively for the three previous
years.
The Office of Technical Service had a record of 29 suggestions and
13 adoptions compared with 23 suggestions and 6 adoptions in FY 1972. Cash
awards increased to $3,150 from $800 last year, and the average cash award
was $242, a substantial increase from the average of $160 last year.
Events and Special Projects
This Agency had a record representation at the Annual National Asso-
ciation of Suggestion Systems Conference .-Thich was held in Detroit from
l4 through 17 October 1972. The Directorate of Science and Technology
Committee Member, the Directorate of Intelligence Alternate Committee Member,
the Chairman, Office of Finance Internal Committee, the Office of Communi-
cations Technical Advisor to the Committee, the OTS Internal Panel Chairman,
and the Executive Secretary to the Honor and Teri Awards Board attended
the conference.
The Director, Office of Incentive Systems, Civil Service Commission
and this Agency's Suggestion Program Coordinator served as the principal
members of the Planning Committee for the National Capital Chapter, National
Association of Suggestion Systems during the past fiscal year. This in-
volved planning innovative programs for several meetings of the chapter
throughout the year and developing a full day program for a meeting of all
members of the chapter which was held on 6 June. This program was well
attended by government suggestion program administrators in the Washington-
Baltimore area.
An Agency scientist and Committee Member from the Office of the Deputy
Director for Science and Technology, developed a
most meaningful article entitled "Technology and the Suggestion System"
which earned the first place award for technical papers at the National
25X1A Association of Suggestion Systems Conference in October 1972.
was presented a plaque in recognition for his achievement. He
so received a letter of appreciation from the Director of Central Intel-
ligence. The article was widely read in this enc and sarked consider-
able interest, especially in technical areas. technical
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paper was also printed in the January/February 1973 issue of PERFORMANCE
Magazine and has gained much positive reaction from readers in industry
and government. PERFORMANCE is the official magazine of the American
Society for. Performance Improvement, the Society of American Value Engi-
neers, and the National Association of Suggestion Systems.
During the past year both the Director of Central Intelligence and
the Executive Director-Comptroller noted achievements or problem solutions
by Agency employees and referred the cases to the Suggestion Awards Com-
mittee for study and recommendation according to Suggestion System criteria.
At a number of suggestions conferences it was noted that some organi-
zations use computers to process suggestions. Agency Committee Members
discussed this and it was decided to explore the possibility of such ap-
plication to the Agency suggestion system.
The Office of Personnel representative to SIPS (now MAPS) provided
the types of data that might be controlled through a computer system and
copies of systems in use in industry. If such a program can be undertaken,
the extensive research effort required in searching for identical subject
cases can be reduced, lists of outstanding cases can be automatically
compiled for dissemination to program coordinators in directorates and
offices, and detailed semi-annual and annual statistical reports can be
rapidly printed through computer application. MAPS representatives are
continuing to study these requirements and the benefits possible.
The Management Advisory Group conducted a survey of the CIA Suggestion
25X1A and Invention Awards Program during FY 1973.
An up-to-date proposed outline of 0 Suggestion and Invention
Awards was prepared. The features of the draft, which is still under study
and consideration, include: expansion of categories that describe eligible
suggestions which the Agency encourages; elevation of the invention award
for patentable inventions to coincide with the amount authorized by Depart-
ment of Defense agencies; elimination of the provision for a unanimous
Committee vote; and an extended delegation of authority on awards to the
Committee to coincide more closely with systems in effect in other govern-
ment agencies.
Publicity
A series of six new posters were developed by Visual Aids.
Two issues of the "program's newsletter" SUGGESTION EXCHANGE, des-
cribing adopted suggestions through the classification level of CONFIDENTIAL
were published, the first in July 1972 and the second in January 1973.
Total distribution in the Headquarters area for each SUGGESTION EXCHANGE
issue is 1,000 copies.
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In December 1972, the Director of Central Intelligence issued a memo-
randum for all employees which summarized the following items of interest:
President Nixon in a recent message to the Chairman, Civil Service Com-
mission stated that suggestions from Federal employees continue to make
major contributions in the effort to control government spending; employee
suggestions reduced costs, improved operations, and increased efficiency
valued at over $202 million during FY 1972, the highest in the history of
the program.
The NPIC Panel developed a program for application within the NPIC
organization whereby they would invite ideas and concepts from NPIC em-
ployees that would meet the criteria for a poster likely to stimulate
motivation and creativity. Such posters would also, if approved, be
printed to cover the program effort in the NPIC occupied building and also
other Agency-used buildings. The NPIC plan was approved by Chairman, Sug-
gestion Awards Committee. The NPIC Panel plans to start the special program
early in Fiscal Year 1974.
Several components with "Century Clubs" (employees with awards of $100
or more) presented certificates to new members in an effort to publicize
the program and stimulate more ideas.
Sub-objective 1.3.7. To reduce the backlog
of pending presentations of Honor and Merit Medals
and Certificates by 50 per cent by the end of
FY 1973.
At the end of FY 1972 there were 11 medals and 4+3 certificates pending
presentation. It was our intent to urge appropriate officials to present
the awards in a timely manner or transmit the awards to the recipients.
We were making progress in reducing this backlog of the older pending pre-
sentations when a change in the Agency leadership occurred. Within a matter
of days additional medals were approved and most were awarded promptly.
Then came the cost-of-living increase for annuitants who were retirees on
1 July 1973. This announcement resulted in a deluge of approvals of medals
and certificates. Many of the awards were not approved by the time the
awardees retired, thus the backlog of pending presentations had increased
to 4+5 medals and 66 certificates at the end of FY 1973. An increase of
34 and 23 respectively. We will continue to monitor this progress during
FY 1974, although we have little power to control it. Presentations are
made by senior officials when their schedule and the awardees' availability
coincide. Generally, awards can be approved quickly while presentation
arrangements take more time. This activity's costs are estimated to be
$53,685 with an average employment of 4.11.
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Sub-objective 1.3.8. To provide and overate
at a level of activity equivalent to RI 1972 other
amenities for A:-ency employees to include the
Employee Activity yssoci ton, the Employee Activ-
ity Association Store, the Headquarters Physical
Fitness Room, and the Barbershop.
Accomplishments for these activities for FY 1973 were as follows:
EAA CLUBS AND ACTIVITIES
PROGRAM HIGHLIGHTS FOR 1972/73
Glee Club Trip
In June 1973 the Agency Glee Club, the Keynotes, presented their
choral of various musical selections to ?`SA employees in their auditorium
at Fort Meade, Maryland. It is planned to have the NSA choral group pre-
sent a program at CIA in early Fall.
EAA October Fair
The 1972 Fair, similar in format to previous Fairs, was attended by
a record number of employees. The principal features of the Fair were:
1. Representatives of 25 activities of EAA had tables in "j"
corridor;
2. 5-day garden show in "C" corridor;
3. karate demonstration in the auditorium on 10 October;
11. tennis match demonstration on the heliport (west parking
lot) on 11 October; and
5. special exhibits of camping, knitting, and photo.
Ever growing, the spectator sport and show "biz" fields appear to
have no bounds in the Washington area. To add impetus to this growth of
interest in entertainment tickets the Capital Center at Largo, :aryland,
featuring new Washington Hockey and Basketball teams, promises to expand
area sales by 2,000,000 units during the next 18 months. In the sports
area, the 1973 EAA Redskins tickets sales hit an all-time high of 2,750
tickets for a total dollar value of $25,152.50. This year the computer
was used to select our Redskin season and pre-season ticket winners.
Auto Purchase. The EAA Office is aware of considerable interest in
the $100.-over-cost auto purchase program being offered by various Wash-
ington area companies. The United Buying Service appears to be the focal
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point of interest at this time. Although such a program has been in the
proposal state for three years it still has not been implemented for EAA
members due to the lack of Cover Staff's concurrence to this date.
Travel. Group travel arrangements (especially charter flights) con-
tinue to be of interest to the EAA membership. CCS did not concur in the
proposed integrated travel program with State USIA Recreation. However.
since all government employees are eligible to join the State/USIA Recre-
ation Association as associate members, some of our Agency employees are
able to join and participate. Fliers and other travel information are
provided for members at the EAA Office.
FAA Office in Rosslyn. This project has been approved in concept by
the EAA Board, to be tried on a trial basis to determine if there is
enough EAA business in the Rosslyn area to justify a branch office there.
During the trial period, standard office furniture and current EAA em-
ployees will be utilized. It is planned to locate the branch in the Ames
Building cafeteria.
STATISTICS
Membership
Class
Sponsor
Patron
Annual
As of: 30 June 1972
As of: 30 June 1973
25X9
30 June 1972
30 June 1973
Groups or Partici-
Activities pants
Groups or Par
Activities p
tici -
ants
Athletic
14 1855 14 1
927
Self Improvement
25 600 24
600
Social Cultural
15
1+50
111
425
Special Events
4
1+00
4
500
FY 1972
FY 1973
Ticketron
$57T
000.
$67,000.
Vouchers
53,000.
13,000.
Hard Tickets
25,000.
47, 500.
Totals
135
157,500.
* Includes Two Redskin Sales plus Play-offs and Superbowl in FY 1973.
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COM a,, TS ON PROGRAMS
Membership
Our membership figure held in spite of the June de-
parture o a sizeable number of Agency employees. Although an attempt
was made to increase EAA services (i.e., adult education courses and
ticket service), interest appears to be the same in the Agency out-
buildings.
The athletic programs are doing well. The use permit on the George
Washington Park's fields for our softball and football leagues is renewed
for another year for our 30 softball teams and 10 football teams. A
girls softball league of 4 teams of 60 women got off this year. To further
promote the distaff side, two women umpires were selected, trained, and
added to the EAA umpire association. Our relationship with county school
officials appears to be effective. School gym space was arranged for our
volleyball leagues and 10 teams of basketball.
While GOLF has leveled off in member participation, the TENNIS program
grows each year. This year the Tennis League has over 50 men and 20 women
playing in 6 different tournaments. The indoor court boom in the area has
added importantly to tennis interest and participation.
Self Improvement
The number of participants in Self Improvement courses is definitely
leveling off. One new course being planned is tennis instructions at NPIC.
Other courses are being sought to meet the current thirst for educational
opportunities.
Social/Cultural
Continuing to operate at a constant level of membership, these programs
continue to be an important part of the EAA organization. The Garden and
Glee Clubs' recurring activities are enjoyed by thousands at their various
shows and exhibits.
Special. Events
Camping and the Ski Club activities continue to draw more people. In
view of the poor winters and due to the success of the white water exper-
ience, the ski group again organized a "Ride the Rapids" trip to Ohiophyle,
Pennsylvania. Another trip is planned for September 1973. Camping equip-
ment, loaned by EAA at nominal rates, is sought by many individuals who
desire to visit the growing number of commercial and state facilities in
the greater Washington area.
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It's still difficult to predict where EAA ticket sales will level
off. During recent months, there was one indication that Shady Grove
(Gaithersburg, Md.), and Merriweather Post (Columbia, Md.) were feeling
the pinch of "slow sales" and have offered interesting discount deals.
The more conveniently located facilities, which are offering many popular
type singers and other entertainment, may have taken some of the tradi-
tional business (i.e., popular artists) from Shady Grove and Merriweather
Post. No particular changes in this field are foreseen except, unhappily,
raising prices. Although discount offerings are steadily decreasing, it
is still a goal of this office to maintain and offer these discounts
where possible.
Ticketron continues to amaze the staff with its growth, efficiency,
and improving services (i.e., accounting reports); the system's Virginia
Parks reservation program is notably increasing in sales.
As employees have more available leisure time, more spendable income,
and motivation to participate in recreational activities, the challenge
is ever present for Recreation Management to provide wider and improved
services.
The Federal Recreation League
In April this organization, which has traditionally offered a low
profile came out with a broad travel program. The fruition of this pro-
gram was the result of 10 years of discussion and planning by their Board.
Mr. Lucy Lutz, who manages Federal League Travel, reported that all tours
went off as scheduled. This is an excellent record. Agency employees are
apparently eligible in view of the League's recognition of our organization
as a Federal Agency and some employees have been asking questions, taking
their fliers, and apparently going on some of their tours.
New Proposals
New programs currently under consideration are: weightwatchers, a
ham radio club, a cultural activities club, and an archaeology club.
PLANS AND OBJECTIVES FOR FY 1974
The highest priorities for implementation in the EAA program are
Charter and Tour Travel programs, Auto Purchase, and implementation of
the Rosslyn EAA Branch Office. The construction of tennis courts on or
near Agency property has been under study for several years and is still
receiving considerable interest.
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PANS AND OBJECTIVES FOR FY 1975
Planning and interest in an EAA building is the subject of conversa-
tion among EAA members and Directors alike.
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The average sale has remained constant over the past eighteen months
at approximately $11.50 per customer. Although our stock level was lower
than it had been at a comparable period. last year, our sales of items
such as Samsonite attache cases, Cross pen and pencil sets, assorted cas-
sette recorders, cameras and other gift items helped increase sales. The
store remained open one hour longer on pay day.
The accuracy of our inventories has been increased by the use of the
actual cost figures. The last inventory was completed entirely with EAA
personnel.
Only one salesgirl from TAS assisted with Christmas candy sales. None
assisted with Easter sales. We will need at least one additional person
for the next Christmas period.
Installation of the Hermsdorf fixture in the center of the Store im-
proved. the overall appearance of the area and enabled us to effectively
display a wider selection of appliances and other merchandise.
Through special orders, we are ordering bicycles from the Huffman
Manufacturing Company through United States Sales. Initial orders took
about three months and our last orders took about six weeks to fill. We
are assured that, excluding the ten-speed models, all future deliveries
can be made within a six-week period.
Sales in decreased by $265, perhaps because our trips to
solicit sales were, or necessity, sporadic. More trips in the future will
increase sales.
Sales in sporting goods, such as baseball/softball gloves, tennis balls,
etc., were down due to the unavailability of imported products.
HEADQUARTERS PHYSICAL FITNESS ROOM
Average Number of Visits Per Month
Men
Women
FY 1965
789
424
FY 1966
840
306
FY 1967
1,279
250
FY 1968
1,595
327
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FY 1969 1,666 319
FY 1970 1,904 344
FY 1971 2,023 322
FY 1972 2,225 427
FY 1973 2,061 522
CIA BARBERSHOP
Number of Employees Using Barbershop Facility
Average
Per Month
Total For
Fiscal Year
FY 1965
1,581
7,903
FY 1966
1,935
23,219
FY 1967
2,155
25,863
FY 1968
2,167
26,001
FY 1969
2,091
25,096
FY 1970
1,887
22,643
FY 1971
1,532
18,318
FY 1972
1,226
14,710
FY 1973
1,o61
12,733
The General Services, Inc., approved an increase of 25? for haircuts,
shampoos, and facials effective 20 December 1972. Hair styling, including
razor cuts, was added to the list of services.
(4) Problems
The large number of retirees and resignees in the latter
part of FY 1973 required a sizeable reallocation of Benefits and
Services Division personnel assets to ensure the timely and proper
processing of the personnel leaving the Agency. The added workload
impacted particularly on the Recorder and the Executive Secretary
to the Honor and Merit Awards Board, on the Underwriting Section of
the Insurance Branch and on the Personal Affairs Branch.
We foresee no problems in the accomplislLnent of the stated
objectives. However, many of them contain facets that are external
to BSD, and thus limit its ability to "control" the activity.
(5) Future Plans
Implement the plan for payroll deduction of UBLIC, WAEPA,
and Contract Life Insurance Premiums.
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The Insurance Branch is committed to an extensive review
of claims 'procedures with the objective of reducing the manhours
required to process claims. This review will be carried out with
special emphasis placed on reallocation of clerical versus technical
duties involved in claims settlement.
The draft of the Insurance Handbook will be revised to in-
corporate information on payroll deductions for life insurance and
submitted for coordination and publication.
The Contract Health Insurance Plan will be renegotiated with
the underwriter for improved benefits and comparability with the
Association Benefit Plan when Wage-Price Commission regulations per-
mit such action.
Modification of the Insurance Branch monthly report was not
accomplished. However, further effort will be made to improve its
value as a management tool.
Prepare policy paper concerning travel of awardees
who have retired out of the area and their families to head-
quarters for presentation of award. Obtain required approvals
and distribute to appropriate offices.
Distribute the new lapel bars when they arrive to all
former medal awardees.
Complete the HMAB History in final with changes as
requested by the Historical Staff.
Work with the Fine Arts Commission in completing the
design and plans for the memorial plaque honoring those CIA
employees who have lost their lives in the performance of duty.
Determine the current procedures for release of Viet-
namese awards to recipients and attempt to release as many as
possible.
In conjunction with Committee Members, Coordinators,
and Internal Panels plan program efforts to stimulate: cost
reduction or cost avoidance proposals; inventions; significant
achievements in technology; systems and procedural improvements;
problem solutions; operational concepts; new approaches for
technical equipment or systems; or projects to enhance the
secret intelligence and operational mission goals of the Agency.
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Seek approval of the proposed revision to
Suggestion and Invention Awards. If approved, the regulation
will streamline the program and simplify the staff work with-
out requiring any more effort on the part of Committee Members
and evaluators.
Continue consultation with the Management Assistance
Programs representative to determine the feasibility of com-
puterizing Suggestion System records and processes.
Launch a study for Agency approval for the revision
of the Tangible Awards Scale and Intangible Benefits Guide
now used in this Agency. According to authority just obtained
in Federal Personnel Manual Letter No. 250-2, dated 19 July 1973,
the head of an agency is authorized to establish and operate an
incentive awards plan, and shall submit any new plan or change
in a plan to the Civil Service Commission within 30 days of the
effective date of the plan or the change.
In conjunction with the new Directorate of Operations
Special Panel Chairman, make a study of the types of typical
ideas that should be channeled through the Suggestion System.
Then prepare appropriate data for the Chairman, Special Panel
to present to the Deputy Director for Operations aimed to moti-
vate his group, division and staff chiefs.
Ascertain if the Office of Training now has the re-
sources to take on the following projects: a short training
course or seminar to guide supervisors and staff officers in
the art of "Effective Evaluation"; and, the launching of a pro-
gram course with selected offices covering "Job Simplification,
Suggestions, Ideascope." The "Ideascope" technique aims to help
employees use their imagination and associate ideas of possible
future value.
Improve the publication of the "Suggestion Program
Handbook" which is used for reference by Committee Members and
Coordinators by including more for their assistance and that of
evaluators in their directorates.
Encourage the more active use of existing "Century
Clubs" in the Agency. (Employees in offices or career services
that have had awards of $100 or more). Pursue efforts to launch
"Century Clubs" or "Hall of Fame" groups in additional components.
Consider the formation in one or more areas of a group known as
"The One Thousand Club" which would include those employees who
have earned awards of $1,000 or more.
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Pursue with the Directorate of Science and Technology
Committee Member the advisability of formalizing a plan for
the approval of the Deputy Director for Science and Technology
that would appoint a DD/S&T Technical Evaluation Panel to en-
courage and evaluate technical ideas.
Encourage the formation of more Internal Panels
throughout the Agency as a possible means of enhancing objective
evaluations. Furnish more attention to internal panels located
away from the Headquarters area.
Features planned to accelerate suggestion participa-
tion and adoption rates:
Publish several issues of SUGGESTION EXCHANGE covering
program highlights, summaries of adopted cases and indi-
cation of the award amount earned for each.
Develop material covering the results of the Direc-
torate of Operations Special Panel Program, including
summation of some sensitive cases, for controlled distri-
bution, as a means of triggering other ideas that may have
a potential for operational use.
Obtain approval of additional poster themes to supple-
ment the varieties we now have on hand.
Urge offices and divisions to make greater use of
films in the CRS Library that we have acquired through the
years on subjects of: Suggestion Systems, Patents and
Inventions, Creativity and Motivation.
In certain selected areas launch an effort with manage-
ment support to endeavor to reach a participation volume
of 10% for the fiscal year. Thus far, the 10% level of
participation has only been attained by the NPIC organi-
zation.
Continue to confer with representatives of MAG and
the Agency Patent Board, when applicable, about mutual
objectives.
Objectives through Inter-Agency Program channels:
Seek more rapid conclusions to suggestions and inven-
tions that we refer to other government organizations for
evaluation.
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As a member of the Planning Committee, National
Capital Chapter, National Association of Suggestion
Systems, will urge that we try a two-day Seminar to be
held locally in NY 1974. Since travel budgets for most
organizations are quite thin, a local seminar will enable
organizations to send more representatives than they
would to the national conference held in other cities.
Representatives from the National Association of Sug-
gestion Systems could be sought to participate in the
program as well as other key national experts in the
fields of Creativity, Motivation, and Cost Reduction.
The Employee Activity Association Store, in response
to numerous inquiries from employees who work unusual hours (such
as Commo and the telephone operators), will proposed that the
after-hours ruling be relaxed. Only such employees would be per-
mitted to purchase specific merchandise, no browsing permitted.
Try a catalog facility in the Ames Building with the
catalog leading to Store stock rather than our wholesalers.
(6) Costs
The estimated costs for Objective 1 are as follows:
CPD sub-objective 1.1.1
1.1.2
1.1.3
1.1.4
RAD sub-objective 1.2.1
1.2.2
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1.2.4
1.2.5
1.2.6
1.2.7
Management
BSD sub-objective 1.3.1
1.3.2
1.3.3
1.3.4
1.3.5
1.3.6
1.3.7
1.3.8
Management
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b. Objective 2. DCI.
(1) To provide the essential recruitment and placement services
of common concern with a reduction in personnel and funding in
FY 1973.
(2) Action Plan.
In order to measure progress toward the achievement of this
objective, subordinate objectives were established for the work out-
put of the Recruitment Division, the Staff Personnel Division, the
Mobilization and Military Personnel Division, and the Coordinator
for Cooperative Programs. The sub-objectives are based on past
experience and are quantifiable. Progress in their achievement serves
as the milestone for measuring progress toward achievement of the
higher objective.
(3) Progress and Shortfall
Sub-objective 2.1. To provide a continuous flow of
complete, recommended applicant cases in sufficient numbers
and of the appronrate manpower mix to meet all stated staff
Complete Recommended Advance Staff Plan EOD
Applicant Cases (Stated requirements) (Staff Only)
Professional
Clerical
Technical
*It should be noted that from the Complete, Recommended Applicant Cases
are also selected and hired an unknown but significant number of contract
personnel. A breakdown of all these applicant cases by category and a
five year comparative study on these statistics are provided below.
APPLICANT CASE REPORT
Complete Recommended Applicant Cases submitted in Recruitment Division
during the period of 3 July 1972 - 29 June 1973 (by category insofar as
the education, training, or experience of the individual applicant suggested
his probable placement in a given category and was so recommended by the
recruiter or interviewer as his first recommendation).
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Scientists and Engineers
Mathematicians and Cor_:ruter Specialists
Geographers, Cartographers and Experienced Photo
Interpreters
Economic Analysts
Accountants and Auditors
Library Scientists
Generalists
Medical Doctors and Psychologists
Clerical
Communicators
Technicians
Contract
Total Applicant Cases Submitted
Of which 276 specifically recorended to the Career Trainee Program.
While accomplishing the above objective, the Recruitment Division
engaged in the following activities:
Academic Recruitment. Recruiters continued a "low profiler approach
to campus recruitment (unannounced visits to avoid confrontation with
radical student groups). No incident of recruiter harassment was reported
(in FY 1969 there were 77 reported incidents which led to the "low profile"
approach). Placement Directors continued to cooperate with our modus oper-
andi. A few felt that the campuses had returned to "normal" and there ,;as
no longer reason for our manner of approach. Recruiters found the system
satisfactory, since apart from the original purpose, they now go on camput
to interview only pre-screened candidates resulting from contact ,,Tith fac-
ulty and advertising in the campus paper. Concentration continued on the
graduate schools (except for engineers) in fields of particular interest
to the Agency.
Coordinated Academic Recruitment. The Office of Economic Research
continued its annual program of having their representatives accompany re-
cruiters on visits to selected universities to acquaint economics faculty
with CER activities and identify promising students of economics (usually
at the M.A. or PhD level) whom OER would wish to consider. A proposal was
made by a recruiter that this program be abandoned in its present form. He
has suggested that since the "OER week" comes during the busiest period of
the academic recruitment period (October to December), it is a week of low
productivity for the recruiter to the detriment of Agency-wide recruitment.
He proposed, then, that OER continue its visits independent of the recruiter,
discuss substantive economics with the faculty, and set up a referral mech-
anism for the faculty member to refer candidates to the appropriate recruiter
who would follow expeditiously in the course of his regular business.
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The proposal was forwarded, endorsed by Chief, Recruitment Division
and the Deputy Director of Personnel for Recruitment and Placement. At
this writing OER reaction to the proposal has not been received.
Write-in Applicant Pro;-;ram. Unsolicited employment inquiries or
inquiries generated by institutional advertising continued to flow in
volume. Stringent screening of the letters and/or resumes provided some
excellent candidates for recruiter follow up. Below is charted the last
five years` experience with ttrrite-in" traffic. This is independent of
write-in traffic to recruiters in the field which is also substantial.
Write-In Employment
Inquiries Reviewed
Sent to Recruiters
for Follow-up
FY 1969
5,768
1,819
FY 1970
8,092
1,693
FY 1971
10,386
1,234
FY 1972
8,723
769
FY 1973
9,104
620
Note: Yearly decrease in percentage of follow up reflects more stringent
screening in the face of lowering requirements. Recruiters continue to
report that these follow-ups tend to be people of generally high caliber
and high motivation.
Military Source Recruitment. Contact by recruiters with military
bases continued to Provide a flow of selected candidates leaving service
with experience or skills appropriate to Agency employment. Recruiter
participation in "Veterans Job Fairs," particularly in the Washington
area, continued to be a source of some qualified candidates.
One-of-a-Kind Recruitment. Our practice of limiting our search to
meet one-of-a-kind requirements to within 200 miles of Washington con-
tinued during FY 1973. Among such requirements serviced with two or more
referrals made against a given requirement were:
For DDO/OTS: Electro-Chemist
Machinist-Model Maker
Electro-Mechanical Engineer
For DDMcS/LOG: Architect
Architectural Draftsman
Contract Negotiator
For DDN&S/OTR: Spanish Language Instructor
Washington Area Recruitment Office. While the efforts of WARO are
accounted for in the overall activities of Recruitment Division reported
above, a specific account of their workload is as follows:
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Thirty-three hundred forty-three applicants were interviewed in
WARO during FY 1973. This nunber is 438 fewer than interviewed in FY
1972. The number of applicants seen during the first seven months of
this fiscal year was about the same number as interviewed during the same
period in FY 1972. The decline began in February. The reason cannot be
pinpointed but to quote from an article in a recent New York Times a CIA
spokesman is reported as having said: "there had been a slight but clearly
discernible decline in the number of formal applications for employment
received by the Agency in the last few months." The spokesman commented
further that it was too early to tell whether it reflected a disenchant-
ment on the part of young Americans with government intelligence operations
because of the Watergate case or simply reflected changing employing con-
ditions in some parts of the country." This fiscal year, like last year,
presented a tight hiring situation. Nonetheless, =people entered on
duty as compared with = in the last fiscal year. The volume of telephone
activity has been heavy. The staff devoted a great deal of attention to
these callers to ascertain whether they met at least minimum qualifications
standards before encouraging a visit for interview.
The following statistics reflect the interviewing workload of the
Washington Area Recruitment Office for FY 1973:
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Other
CT Clerical
Commo
Professional
Total
Interviews. . . . . . . . . 46 llo6
68
2123
3343
Recommends. . . . . . . . . 34 370
16
306
726
Security Initiations. . . . 30 321
8
57
416
Entered. on Duty . . . . . .
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Special. Referrals
Waite House . . . . . . . . . . . . . . . .
-
Senators . . . . . . . . . . . . . . . . . .
28
Representatives . . . . . . . . . . . . . .
47
Senior Agency Officials . . . . . . . . . .
8
Senior Officials other Agencyes . . . . . .
12
Total
95
"Upward Mobility" Clerical Training Program. As in the past several
years, Recruitment Division, in cooperation. with Clerical Staffing Branch,
Staff Personnel Division, conducted a recruitment and selection program
aimed at clerical personnel who, while unable to meet normal employment
testing standards, appeared to have potential for training and development.
Washington area clerical recruiters conducted more than 90 interviews and
referred 32 complete applicant cases. Eighteen hires were made. These new
employees undergo training at the Civil Service Commission and upon comple-
tion of their technical training return to the Agency for further training and
assignment. A similar program is planned. for FY 1974.
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Special Efforts for DDO. Recruitment Division responded to a variety
of special requirements levied on us in FY 1973 by certain DDO components,
such as:
25X1
Sub-objective 2.1.1. ti ile meeting e re-
quirements for professional staff employee appli-
cations to reduce the ratio of such cases selected
for processing to the number entering on duty.
Referrals to In Process to EOD
I~ -
ratio 2.3-1
25X9
FY 1973:
FY 1972:
2.31
2.51
These were small but significant reductions especially since during
FY 1973 there were major reductions in the overall personnel ceiling of
the Agency and uncertainty among operating components as to their specific
requirements. The reduction of the ratio of "referrals" to "in process"
does reflect greater selectivity by recruiters. Although 321 fewer re-
ferrals were made, they were found more acceptable in greater .numbers by
operating components. Recruitment Division is really not in a position to
influence the ratio of "in process" to "EOD " except in terms of motivating
the individual referral to bear with the time-consuming process necessary
before a final job offer is made.
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This objective was reached by employing 15 man years at a cost of
about $510,000.
Clerical Applicant Case Input:
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Sub-objective 2.1.2. To increase by 10%
the nur:ber of clerical applicant cases referred
over FY 1972 irout and meet -requirements in
FY 1973 and `r 197
1,422
1,410
A number of factors contributed to the shortfall of 154 (12 + 142)
clerical applicant cases. The contract clerical recruiter
ness. Her productivity dropped to 88 cases, which is still very commendable
production. In addition, two professional recruiters failed to respond to
urging that they concentrate their efforts more on clerical candidates.
There was a general hardening of the labor market for qualified clerical
personnel. While stenographers and secretaries were in adequate supply,
the shortfall was essentially in the area of qualified typists and qualified
male clerks. In the case of the male clerks (who night be assigned as
clerks or messengers), the standard offering of GS-03 or GS-04 appeared in-
adequate to attract young men in sufficient nun-bers for positions that hold
little promise for career potential. In the second half of FY 1973, there
was a significant drop in the number of applications returned for all cate-
gories of clerical personnel. We can only surmise that parental apprehension
concerning the Agency image may have contributed to this situation.
who normally produces about 150 applicant cases, was obliged
to reduce her work week from 40 to 20 hours because of severe family ill-
In seeking to meet the objective, 7.5 man years were expended at a
cost of $255,000.
During FY 1974 it will be necessary to increase the number of quali-
fied clerical applicant cases by the 154 noted above plus an additional
10% for a new objective of 1,633. With the reduction of our field re-
cruiting staff to 5 clerical recruiters, 12 professional recruiters, and
3 interviewers in WARO, we must levy a heavier burden on the professional
recruiters and require them to devote 15% of their time to this effort.
We have then allocated 8.1 man years at a cost of $275,000.
Sub-objective 2.1.3. To increase by 15%
the number of black professional applicants re-
ferred against FY 1973 and FY 197 requirements.
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Cases Referred Put in Process EOD
FY 1972 97 37
FY 1973 88 1+7 F
While the "cases referred" is a shortfall statistically, it should
be noted that during late FY 1971 and early FY 1972 a mandate developed
which was laid upon the Agency as a whole to increase the selection and
employment of black professionals. Recruitment Division responded with
significant effort but limited guidance. The results were that while there
was a noteworthy increase in the number of black professional applicants,
the quality was not uniformly high, resulting in the selection (put in
process) of only 38,. On the other hand, after a personal presentation
to the recruiters by the then-Executive Director-Comptroller on the matter
and a clerification of standards, Recruitment Division in FY 1973 made
slightly fewer referrals but the selection rate increased to almost 50%.
The actual hires (ROD) during FY 1973 increased substantially, reflecting
not only FY 1973 but also FY 1972 effort.
During FY 1972 a well-qualified black professional joined the Recruit-
ment Division to concentrate (though not exclusively) on the recruitment
of quality black applicants. Late in the second quarter his training was
complete and he devoted about 70% of his time to this activity.
Competition from all quarters (industry, government, and the academic
community) for high quality black professionals remained intense. Although
we would be prepared. to discuss employment with qualified blacks in a
variety of job categories in grades up to GS-11+, the preponderance of re-
quirements tend to be (as also with whites) at the GS-07 to GS-09 range for
young engineers and liberal arts majors. This further reduces the target
group and increases the competition.
Advertising in the black media was noteworthy for its lack of success.
The "Agency image," if indeed it even exists in the "black community,"
appears in many instances to be associated with the activities of the police,
the Bureau of Narcotics and Dangerous Drugs, or other forces "working
against" blacks. In the area of international affairs the Agency is per-
ceived by many influential black leaders as hindering rather than helping
the emerging nations and "Third World" forces.
Our experience to date suggests that we must concentrate some of our
recruitment effort on those 8 or 10 traditionally black colleges and univer-
sities that are competitive in academic excellence, but even more on those
major colleges and universities with substantial black populations.
A possible internal road block to the selection of some of the black
professional applicant cases referred by Recruitment Division was the Pro-
fessional Applicant Test Battery (PATE). A study carried out during
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FY 1972
FY 1973
Applicant Files 2,486
2,157
Security Initiations 903
894
EOD's
In Process 30 June 1972
30 June 1973
Prof (no CT) 204
200
Technical 5
31
Communications 6o
28
Contract Type A 75
~-
28
FY 1973 by the Psychological Services Staff, Office of Medical Services,
seems to indicate that while black professional applicants do not do quite
as well as whites on the PAD test, the test results are still as predictive
of success on the job as are the results of white professional applicants.
During FY 1974 we will allocate 1.8 man years to the task of increasing
the number of black professional applicants to at least 115. We would
estimate the cost of this activity to be $61,200.
Sub-objective 2.2. The Staff Personnel Division to
provide placement services of common concern with the
accomplishment of the following sub-objectives.
Sub-objective 2.2.1. During FY 1973 the Pro-
fessional Selection -ranch will review approximately
2,500 applicant files and place approximately 900
applicants in process for employment.
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?
back again in June. STATSPEC
Nonetheless a total of 2,157 new applicant files were reviewed and
total initiations decreased only by 9 from last year for a total of 894.
Total
3
FY 1973 was a year of peaks and valleys for Professional Selection
Branch (PSB). The first two months saw increased activity as operating
components expedited initiations of security/medical processing of appli-
cants in an attempt to fill their long dried-up pipelines. Then came more
OMB cuts followed by the Director's desire to trim excess fat from the
ranks. For a six-month period (September-March) initiations were down by
about r,0C' April and May saw a slight flutter of activity only to settle
For the ISD Intelligence Analyst-PTP and for three o
we were forced to go to the "fully cleared and holding" letter as ceiling
cuts closed EOD possibilities. Four DDI offices overextended themselves
in putting Summer Interns in process. As a result, eight of the fully
cleared applicants were cancelled because the offices concerned were un-
able to accommodate them.
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decisions to process and expeditious handling during processing are es-
sential. At present CIA is not competitive. The record shows that this
Agency still continues to massage these applications for months before
a decision to process is made. In an attempt to reduce this time factor,
PSB has initiated two procedures: Applications of blacks will be listed
on the Skills Bank Acquisitions List and committed immediately to the
Directorate with the most interest in the applicant's background; and
such applications will be shopped only to those Directorates that have
requirements for the particular backgrounds of the individuals concerned.
This will save us at least the seven days time and could save us weeks.
Comparison figures for these applicants are shown below.
FY 1972
New Applicant Files Received
Security/Medical Initiations
EOD's
FY 1973
For many years the Office of Economic Research (OER) has had a Special
Recruitment program of their own for hard-to-get Economists. In past
years all of these Special Recruits have been processed on a 30-day expedite
basis. This has created many problems for the Office of Security and, in
most cases, the economist is not available to EOD for 5-6 months after full
clearances are in due to prior commitments. Effective April 1973, OER
agreed to drop this long-standing requirement for such special handling.
Sub-objective 2.2.2. During DY 1973 the
Professional Placement Branch will brief approxi-
mately 21. POD orientation groups: re .ri ew and
authenticate approximately 2,580 personnel
actions; review aunroxi matelr 3b0 Quality ste10
increase recon endations; and conduct approxi-
mately 125 reassi;_-nment interviews, 165 pre-exit
interviews, 115 follow-up interviews, and
50
three-year follow-up interviews.
ACCOMPLISHMENTS FY 1973
FY 1971
FY 1972
FY 1973
EOD Orientation Groups Briefed
38
38
21
Personnel Actions Reviewed and Authenticated
Promotions
Reviewed and Authenticated
4,050
2,583
2,582
Quality Step
Increase Recommendations
Reviewed
492
382
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FY 1971 FY 1972 FY 1973
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Interviews Conducted
Reassignment
172
126
120
Pre-Exit
121
168
168
Follow-Up
168
76
118
Three-Year Follow-Up
50
By far the single most important and time-consuming activity of the
branch during this year was the effort to place emplo;-ees who were de-
clared excess to the needs of their components and who requested reassign-
ment. Of 81 surplus cases all were interviewed except those who were over-
seas. The resulting record of placements is not impressive. Under the
circumstances, however, it was an accomplishment to make the eight place-
ments which were arranged. The last of these cases was handled at the end
of June 1973.
A new policy was established during the surplus exercise to permit
employees to see their official personnel folders, including the reviewer's
comments on their Fitness Reports.
One of the goals was to make our EOD orientation more impressive and
worthwhile for new employees. As part, of this effort Q took a short
course in New York City entitled "Establishing Orientation for New Employees."
He felt the course was worthwhile and began to develop some of the ideas
that he received during the course.
One of his efforts led to the establishment of an orientation folder
which contains two pockets in which are placed many ROD brochures issued
to new employees. The outside cover contains the CIA seal and the words
Orientation Program, Office of Persona el. Employees take the folder to
their offices where it may be retained for reference.
A special EOD OrientationFolder containing all of the forms and brochures
describing employment benefits and the written briefings given by all of
the speakers at the regular ROD Orientation Session was prepared for em-
ployees who are unable to take advantage of complete orientation. This was
reviewed in the Office of DDM&S and DCI. Several worthwhile changes re-
sulted.
A number of special briefings were conducted. Some of these were on
the CSGA with ONE and COMtvIO; on PRA with OSR; on QSI awards with OCI; and
STATSPEC promotion discussions
The following surveys were made during the year:
Attrition Survey of K SAC for Coop Students
Part Time Clerical Survey
Applicant Review Decision Making Survey
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Survey of All Reserve Employees in the Agency
Handicapped Survey
PEA Survey
Survey of Agency Teletype Employees
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Additionally our advice was sought on management changes in the DDO
and some of the ideas suggested were accepted and implemented. We also
briefed a group of 21 new summer interns in July 1972 and another group
of 35 in June 1973.
In October a new procedure was established for conversions from Career
Provisional to Career which includes preparation of a Fitness Report, a
Form 1152 and a Form 45r when employees have met the requirements for con-
version to career status. Placement Officers authenticate these actions.
There was a backlog of some 1700 employees who were eligible for
conversion but had not been converted. The delinquent conversions have
been reduced to 800. Extra effort will be made to reduce it to 0 by the
end of this calendar year.
Sub-objective 2.2.3. By the end of FY 1973 to
devise and implement an Agency-wide Vacancy Notice
System.
The publication of Ilaunched the Agency Vacancy Notice System
in January. Loose leaf epared especially for the retention of
Agency Vacancy Notices were hand carried by the officers of the branch to
56 components of the Agency along with instructions for their uses. The
central reference book is maintained in our headquarters office.
The Vacancy Notice system seems to be catching on very well. About
ten notices are active. Each Directorate published a professional vacancy
notice in the month of June.
Sub-objective 2.2.4. By the end of FY 1973
to effect an increase of 25;o in the number of
employees successfully reassigned through the
efforts of SPD officers. This objective was
achieved with the reassignment of 45 emmloyees
in FY 1973, an increase of 37.10 over Y 1972.
Sub-objective 2.2.5. In FY 197+ to reduce
by 1O,-,F the average time expended in the combined
phases of professional applicant processing,
based on FY 1972 and FY 1973 experience.
During FY 1973, we devised monitoring and recording systems which pro-
vide the basis for determining how long the various phases of processing
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take. In FY 1973, the average processing time as defined by the objec-
tive was 155 days. In July of 1973, we are cormitted to the issuance
of a notice to all components which highlights the need for more effi-
cient handling of applicant files. A monitoring plan has been established.
Sub-objective 2.2.6. To -provide clerical
staffing services at a level equivalent to FY
1972.
Accomplishments for the year were as follows:
CLERICAL STAFFING BRI ICH rr70RKL0AD STATISTICS
Cases in process as of 30 June 1973
Applications received
New cases put into process
Rejects
Cancellations (includes one part-time who EOD's Contract)
Entered on duty
Resignations from TAS
529
1,615
1,343
169
619
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External Detailees 72
Internal Detailees 17
34
Employees in TAS as of 30 June 1973 66
SSG's entered on duty 1
SSG's in process as of 30 June 1973 10
Assignments of EXG-4's 10
Assignments from TAS:
DDO
DDI
DDM&S
DCI
DDS&T
706
281
134
245
7
39
TAS Projects (man-hours) 5,400
Reproduction "Xerox" copies 565,130
PBS's 387,843
CSB and special projects 177,287
276
Part-Time Program (Bulletin issued 27 November 1972)
Number of Applications Received 37
Entered on Duty and Assigned 15
In Process as of 30 June 17
Conversions to Career Employee Status (Since January 1973) 161
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a few states have disregarded this policy and continue to submit scores,
recruiters were forced to administer more SET's. PSS was unable to re-
commend a more reliable, valid and convenient substitute for the SET.
Temporary Housing
Housing, particularly temporary housing, continued to be a problem.
Unfortunately no satisfactory substitutes for The Evangeline and the YMCA
were found. The Salvation Army purchased and is remodeling the old Hamil-
ton Hotel at 14th and K Streets, and, hopefully the new Evangeline will
open in September under more professional management. CSB instituted a
housing briefing as part of EOD processing, and this appears to have re-
duced the number of complaints and problems on that score.
EOD Processing
Briefings were limited to one day and were refined to include some
meaningful visual aids. In February, OS/Personnel Security Division began
holding "Fireside Chats" with each EOD group, the intent being to create
a "sense of security with Security" to discuss such things as the Agency's
policy on drug use, to anticipate problems and answer questions of a security
nature -- all in a very informal "rap" session. These briefings have been
mutually beneficial and have relieved a good deal of mystery and intrigue
about the organization.
Assignments Out of TAS
Assignments out of TAS increased over FY 1972, as did requirements.
Problems in making placement determinations remained essentially the same:
sudden priority needs, such as calls for external detailees; uneven flow
of EOD's; uncertainty regarding full clearances and skills qualification;
spotty reporting of component requirements; and unpopular building loca-
tions. The shortage of clerks and couriers was particularly frustrating,
yet the supply of stenographers was more than sufficient. Even with the
limitations imposed upon us, real effort was made to place the right person
in the right job. Rapport with components continued to improve and was
generally agreeable.
Internal Reassignments
The Agency-wide Vacancy Notice System was implemented and created a
significant workload for CSB. 28 notices (GS-01 through 09) were issued,
11 applications were received and processed, and 11 vacancies were filled
as a result. Component and employee-initiated reassignment requests num-
bered 96, fewer than last year, but closer CSB monitoring and involvement
resulted in a far higher percentage of successful placements.
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The Senior Secretarial Roster Notice was allowed to expire 1 June.
The roster became obsolete as a result of the advent of the Agency-wide
Vacancy Notice System and fewer requests and placements of senior secre-
taries. Only a handful of applications was received.
Summer-Only Program
Criteria for summer employment remained the same. Initially, re-
quirements numbered 200 but were subsequently increased to 210. OMS and
OS were requested to clear only the top 250 applicants on the theory that
the Agency would not be able to offer summer employment to the rest.
Actually, we reached number 262.
Exit interviews were conducted with 211 Summer-Only's of the 1972
program. The results indicated general satisfaction with assignment and
workload.
The Summer-Only Program continues to be one of CSB's most underrated,
misunderstood, and time-consuming responsibilities. It begins in October
with issuance of a Notice and ends 1 October with the submission of an
annual report. Applications are requested, mailed and returned. Tests
are scheduled and administered as are elementary medical screenings. OS
and OMS processing, is initiated. Test rankings are requested and received.
Component requirements are submitted. Placements are determined with con-
sideration not only for component needs but also for applicant shifts and
for location preferences, qualifications, etc. Notifications of acceptance,
rejection or holding in nebulous category are sent. EOD dates are estab-
lished commencing in early May. Components are notified of their prospective
Summer-Only employees. OS is furnished a list so that an interview may be
scheduled with each employee. EOD processing and orientation is conducted
every Tuesday and Thursday in May and June. Forms 1152 are processed and
finally -- exit interviews are conducted.
Upward Mobility Program
10 Upward Mobility Trainees, the EXG-4's, entered on duty just prior
to the beginning of FY 1973. They spent seven weeks full-time at the CSC
Training Center studying typing, office practices and communication skills,
and reading. This was our first experience with non-Agency training and it
proved highly effective. Although only a few qualified in typing, each
trainee benefitted and was appreciative of the opportunity she or he had.
Placement of the EXG's was difficult, largely because of transportation
problems. None were willing to be assigned to Headquarters; all requested
Assignments were as follows: NPIC - 6; OL - 1; OS - 1?
DCS - 1; OF - 1. Non-NPIC assignments were in Rosslyn
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Of the class, 9 EXG's remained with the Agency as of 30 June. One
young lady married and became pregnant; medical problems caused her to
resign. Performance evaluations indicate the remaining nine are at least
"proficient" employees.
The 1973 Upward Mobility Program did not begin during that Fiscal Year,
but 18 of the 32 applicants put in process were scheduled for EOD 5 July.
A special four-;reek program was devised by CSC exclusively for our group.
We visited the Training Center in June and were highly impressed with CSC's
facilities and staff.
Follow-Up Interviews
FY 1973 was the first full fiscal year in which CSB conducted clerical
follow-up interviews. In March 1973, CSB prepared the first analysis of
follow-up interview results, covering April - December 1971 EOD's, a total
of 185 interviews. The overall report was distributed by the Director of
Personnel to the then Executive Director-Comptroller and to each Deputy
Director. A directorate report was also provided the respective Deputies.
The analysis reflected that the majority liked the Agency, their jobs and
supervisors; that Agency components could do a much better job of orienting
new clerical employees to their jobs and offices; and that skills were not
being fully utilized. The analysis generated considerable interest and
appreciation, and will be up-dated semi-annually. Prompt feedback on sig-
nificant individual problems will continue to be made.
CSB held 335 pre-exit interviews with GS-06's and below. Individual
reports were prepared on each resignee and sent by SPD to components on a
quarterly basis. An increased number of reports of special or in-mediate
interest, either to OP or to the component, were forwarded or discussed with
components by CSB upon their completion. The effectiveness of feedback to
components is difficult to assess but, judging from conversations with
many personnel officers, it appears worthwhile and appreciated. In March
1973, final responsibility for recommending re-employment was transferred
from OP to the supervisor of the resignee.
An analysis of reasons for separations in FY 1973 showed that 291, left
for personal reasons, primarily to return to school, desire to return home,
or a change of scene. Thirty-two percent left because of family respons-
ibilities, i.e., marriage, accompany husband, caring for dependents.
Thirty-one percent of the remaining thirty-nine percent left for job-related
reasons. Major areas within this general category included advancement
(well over one-third), career change (slightly less than one-third); imme-
diate duties and supervisor-related reasons comprised most of the remaining
third.
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Improvements in CSB and TAS Space and Facilities
Many of the recommendations and requests for CSB/TAS space and fa-
cilities improvements were accomplished in FY 1973. New supply and coat
cabinets were delivered in November; most manual and all malfunctioning
typewriters were replaced, and the total number of machines was reduced
to a reasonable level; the ECD louslrce request was approved in February and
although few furnishings have been delivered, all are on order and should
be in place in August; wall hangings were obtained and safes were painted;
a doorway was installed between Rooms 316 and 317 in order to provide
easier and better supervision of TAS. The Director of Personnel last
summer authorized designation of Room 316 as0 emergency relocation STATSPEC
site and a "patch-panel" was installed.
Sub-objective 2.2.7. In =`Y 1971+, to reduce
by 257 the average time new clerical employees
spend in the
The most significant achievement by CSB in FY 1973 was the reduction
of average time in TAS to 3.8 weeks as opposed to 5.1 weeks in FY 1972.
This was accomplished by EODing a significantly higher percentage of fully-
cleared people and placing those who qualified in skill(s) in Orientation
their second day. The higher invitee travel expenditures were more than
offset by reduction of time spent in TAS and a much lower TAS separation
rate.
In September, e new monitor/supervisor was assigned to TAS. Much more
time, effort and interest have been expended in counselling new clerical
employees. Inactivity in TAS remained a constant hazard, but we actively
solicited and received work projects. We conservatively estimate that
during the last three quarters of FY 1973 5,1400 man hours, or approximately
2 1/2 man years, were spent on TAS projects at a cost savings of about
$17,000. Some of the projects are continuing. Most are one-time.
Sub-objective 2.2.8. During FY 1973, the
Correspondence, nlicant and Records Branch to
produce ar~proxi r. a t~l_.y ?0; 000 letters, make un_
approximately 12,00 aurlicant files; retire
approximately 15,CDO files; and destroy approxi-
mately 10,000 record cards.
The objective was achieved with the production of the following:
Number of Letters Prepared 33,547
Routine
Letters
13,525
Letters
Requiring
Individual Handling
1+,602
Special
Projects
951
Total Clerical Correspondence Completed
6,273
Letters Answered
8,196
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Letters Reviewed
12,243
Files Made Up
12,101
Files Requested from Records Center
1,308
Files Retired Under OP Control
3,701
Files Retired under ISD Control
12,416
Record Cards Destroyed
11,031
In July 1972 we began the annual removal from the inactive shelves
of those files which had been on the shelves for at least 6 months. Since
many of these files will be destroyed by Records Center without ever being
returned to this Branch, each file must be reviewed to make sure that the
case is definitely closed and that any cases of medical, security, or panel
disapproval are noted on the Record Cards. This year 3,701 such files
have already been retired to the Records Center under Office of Personnel
control. This is a small number compared to the 12,416 files turned over
to ISD this year. The ISD program saves Office of Personnel considerable
space in the Records Center.
During this year the Branch was authorized to sign letters by hand
rather than by Autopen. This speeded up the dispatch of mail enormously
since the use of Autopen on all letters required a great deal of paper
handling, i.e., removal of enclosures before the original letter could be
interted under the pen, re-combining of those enclosures with the signed
letter, etc. Letters going to the Front Office for dispatch continue to
be signed by Autopen.
In January 1973 the Branch had its own mini-Personnel Conference. For
two hours in the morning and in the afternoon, three teams of girls got to-
gether in their own Sections (File Room, Machine Room and Main Room) to
discuss their work, their problems, their questions, their suggestions,
their gripes, etc. among themselves. Each Section then prepared a paper
on the results of their discussion. The next day, all Sections met to-
gether and the paper of each Section was read and discussed by all girls.
Many of their questions or doubts were taken care of by this meeting with
their peers. The problems which they themselves could not take care of
were then put down on paper and presented to the supervisors. The next day
a meeting of all Branch personnel and the supervisors was held to explain
and answer all questions which they had presented.
These meetings resulted in several good suggestions which were put into
effect immediately. During these discussions the girls learned more of the
overall work of the office and how their particular jobs affected other
parts of the Branch. We plan to have these little conferences every Janu-
ary and July. In view of the emphasis being placed on Letters of Instruc-
tion, we hope to have each girl do preliminary work on this project at this
July's conference.
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Thirty-three inactive duty training sessions relating to national
security, vri_th the assistance of the National Security Seminar faculty of
the Industrial College of the Armed Forces, were conducted in the Head-
quarters building. No in-house active duty training courses were scheduled
since adequate active duty training tours were available with the military
departments.
An agreement was reached between the Agency's Office of Security, this
Division, and the newly established Defense Investigative Service (DIS) to
back-stop the Agency's investigative report with DIS when the individual
entered on duty with the Agency rather than delaying the back-stop until
such time as he was returned to the control of the appropriate military
service. This procedure has significantly reduced the amount of traffic
originating between this office and the gaining unit when an individual
is transferred to a position requiring a security clearance.
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Arrangements were worked out with the support function of the Intel-
ligence Community Staff (ICS) to channel their military personnel require-
ments through the Division for coordination with the services, thus giving
,11PD the necessary controls for the orderly procurement and processing of
these officers, which heretofore was being conducted on informal arrange-
ments between the ICS and the Directors of other agencies within the in-
telligence community. At present there are only two officers officially
detailed to the ICS in a reiraburseable status, they are MG Lew Allen, Jr.
(Air Force) and MG Daniel 0. Graham (Army). Several other officers are
cleared for duty. However, their entrance has been delayed pending the
formalizing of slotting arrangements within their respective service which
is still being negotiated.
The remaining selective service deferment workload consists of in-
forming the Director of Selective Service of the return from overseas of
sixty-nine Agency employees who hold a directed 4-F deferment.
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Also in October 1972 DDO completed their screening of the Agency
Civilian Reserve Program and selected 103 for retention in the program.
Letters were mailed to the remaining 514 reservists informing them of the
discontinuance of the program.
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Sub-objective 2.4. During FY 1973 to administer the
Agency Cooperative Education ann Summer intern Programs.
Satisfaction of this objective to be considered achieved
with the accomplishment of the following sub-objectives.
Sub-objective 2.1+.1. To increase the
number of offices employing co-ops.
The Cartography Division of OBGI has recently established positions
for co-ops. A work program has been written and distributed to universities
which have the best programs in cartography. We have received inquiries
from some students, whom we will interview in the fall. ORD is drafting
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its work program. ISD and OER have been briefed and are considering the
use of co-op students. If they join, there will have been a 62 percent
increase in the number of offices using co-op students in the last 18
months.
The co-op program grew from 94+ in the program and 20 in process on
30 June 1972 to 106 in the program and 9 in process a year later.
The programs are administered by a Coordinator for Cooperative Pro-
grams, GS-15, and assisted by one-third. of a clerk-typist, GS-01+. Travel
expenses amounted to $1,200.00.
Sub-objective 2.4.2. To increase the
number of black students participating in the
co-op program.
Working through contacts developed at the conferences of the two pro-
fessional co-op associations we have been invited to recruit at four pre-
dominantly black colleges -- Morgan State, Bowie, Wilberforce and Federal
City College. We have our first student from the last school in process.
Unfortunately, none of these schools have engineering departments and our
requirements for liberal arts students are minimal. The two students from
Prairie View did very well on their first work block as photo interpreters
and we are invited to recruit there if we have sufficient requirements.
Another approach we developed this year was to take young black Agency
employees with good records and assist them to get into college and into
our co-op program. We have worked with several and the first one is en-
rolled at Howard for a degree in electrical engineering, with his co-op
work assignment in OSI.
The National Urban League provided us with resumes on 13 candidates
for our summer intern program. Most were not interested in it or had the
wrong majors for the program. One economist did look good and was put in
process. Because of his problem in securing his military medical records
he could not be cleared in time to be a summer intern. He has been kept
in process and will be picked up later as a staff employee by OER.
Sub-objective 2.4.3. To develop tech-
niques to make long-range forecasts of co-op
requirer..nts.
This was done for NPIC. Their requirements were correct in all divi-
sions except one, where requirements had to be reduced somewhat so that they
could absorb co-ops when they graduate.
Sub-objective 2.4.4. To start the recruit-
ment of summer interns earlier.
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For at least the three previous classes, interns had serious com-
plaints about not being cleared until so late in the summer that they had
little time to complete their research projects and to earn money. The
briefing schedule was too compacted. This year we had determined our re-
quirements and distributed them to the professional recruiters in September.
Starting earlier, we had 50 percent more inquiries (approximately 500),
received 90 completed applications (as opposed to 55) and entered on duty
25, ten more than last year. All except three were cleared in May or
earlier, and these three were cleared in time for the first orientation
briefing on 19 June -- three weeks earlier than the briefings started last
year.
Sub-objective 2.4.5. By the end of FY 1973
to develop a new system for determining the pay
of co-ohs while in the pra-ram and the grade upon
graduation and conversion to staff employment.
To determine the pay of co-ops, we refined the old year-of-college-
completed system to a percentage of courses required for graduation. Thus,
a student who has completed up through 19% of his courses receives a GS-03;
20 - 390, GS-04, etc. This required computing the percentages for each
major for the 20 colleges with which we co-op. But it was worth the effort
since it ended hours of wrangling, letter writing and long distance calls
to the schools. The new sistem is fairer, easily understood and well
accepted. For the graduating co-op, those with up through 7 months co-op
work experience with us receive a GS-07; those with between 8 and 14 months
receive a GS-08; and above 15 months, a GS-09.
Sub-objective 2.4.6. To establish a quarterly
orientation briefing about the Agency for co-op
students.
Based on interviews with nearly all co-ops on duty this spring, it
became obvious that few of them had any briefings except about their own
office. We have just had the first quarterly orientation briefing about
the Agency, conducted for 47 co-ops.
(4) Problems
Housing continues to be the number one problem in the co-op
program, and to a lesser extent, for summer interns. An employee bul-
letin asking Agency employees to help locate suitable housing has been
issued. One of our co-ops in OJCS has volunteered to develop a com-
puter program to match up available housing with those seeking housing.
If this is not successful, it may be necessary for the Agency to con-
sider leasing a few apartment units and then subleasing them to
employees in these two programs.
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During the year an FY 197+ objective was established to
identify manpower costs to recruit and EOD professional, clerical,
and technical appointees by Office. As originally established re-
sponsibility was shared between SPD and RD. To avoid problems of
dual accountability SPD has assumed full responsibility.
Space and equipment problems need to be resolved in order
to improve the productivity of the Division.
Little progress has been made in meeting the stated objective
of the Deputy Director of Personnel for Recruitment and Placement to
develop a system to review 20% of recruitment and placement activities.
itch of this fiscal year must be devoted to developing systems to
quantify program performance. This objective is to be met in FY 1975.
We have had discussions to inventory what statistics are maintained
on present programs. When this is completed we will identify gaps
of information in our present system and develop procedures to cap-
ture necessary quantifiable data.
(5) Plans
Complete TAS placement determination prior to Orientation
so that Clerical Training Branch can concentrate more specifically
on offices of assignment (unfortunately this would tend to increase
time in TAS).
Shift the PHS Xeroxing responsibility to OS.
Extend invitee travel radius from 50 to 500 miles and in-
crease proportion of fully cleared EOD's, thus further reducing aver-
age time in TAS.
Assume responsibility for test administration (typing, short-
hand, and SET) and standardization.
Reduce the number of follow-up and exit interviews in order
to provide additional manpower for essential placement activities
and concentration on putting the right person in the right job.
Develop ways to increase use and effectiveness of the Agency
Vacancy Notice System.
Increase the number of one year and three year follow-up
interviews. Also increase our communication of results of all inter-
views to the components we service.
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Continue to:
Try to reduce the ratio of initiations to EOD's;
Move applicant files through components more expeditiously
Cut down on 2-6 months review time;
Encourage more use of pre-processing interview and PATE II
testing;
Bring about some equality between career services on EOD
grades;
Move closer to handling all contract type A processing.
(6) Costs
The estimated costs for Objective 2 are as follows:
Man Years
RD sub-objective 2.1.1
2.1.2
2.1.3
Other activities
SPD sub-objective 2.2
MPD sub-objective 2.3
Co-op sub-objective 2.4
TOTAL
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25X1A
c. Objective 3. DCI.
(1) To maintain the official personnel records of staff employees
and. staffing complement positions and provide leadership, guidance and
support to all i evels of manace?nent in planning; and applyinc effective
personnel n ent in tie face of reductions in manpower and T'unc1 L -.;;
levels during F1973.
(2) Action Plan.
In order to measure progress toward the achievement of this
broad objective subordinate objectives were established for the work
output of the Control Division, the Position Management and Compensation
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Division, the Plans Staff and the F_evier Staff. These sub-objectives
are derived from experience and are quantifiable. They serve as
milestones in measuring achievement toward accomplishment of the
higher objective.
(3) Progress and Shortfall
Sub-objective 3.1. To maintain the official per-
sonnel records of staff eneployees and provide support to
all levels of ma:_?.-ement in uiannin.s and annlying effec-
tive personnel rent. hie-re:n.. nt of this objective
was accomplished :.-i th these sub-objectives.
Sub-objective 3.1.1. To satisfy all demands
and requires?ents for maintenance and control of
Official Per: onnel Folders.
As in years past, we have been able to satisfy all demands for mainten-
ance and access to Official Personnel Folders. This year in an effort to
improve our control of OPF's we are tightening up our procedures for de-
termining who is authorized access to OPF's. We have also continued our
semi-annual inventory of OPF's to increase our control of files. The big-
gest problem in achieving this objective is our lack of adequate manpower
combined -viitha very high rate of turnover. It is difficult to maintain
meticulous records with excessive volumes of work and mounting backlogs.
We expended about 6.7 AE on this objective this year at a cost of out
$53,061.70.
25X9
The percentage changes relating to active and terminated files charged
out may be misleading in that they do not reflect a sharp reduction in
work so much as a more accurate record-keeping system instituted last year.
As noted in last year's annual report, reporting procedures have been sharpened
to remove the fudge factor from employee estimates of work done. It is
obvious that there has been some reduction in Agency ceiling, but to attri-
bute a reduction of this size to the overall Agency ceiling reductions is
unrealistic.
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? The reduction in filing material would seem to be a reflection of
our reductions in Agency ceiling throughout the year. There was some
laxity in recording this factor and we intend to tighten up our reporting
in this area in the future.
The reduction of 23.5% in Agency EOD files established is a result
of the Agency's tight ceiling this year. The increase of 11.5% in ordering
Prior Federal Service files is due to increased concern regarding retirement
and requests that periods of service be verified.
Personnel turnover was a problem again this year, with 15 employees
and 2 details rotating through the eight positions in the Section. Such
a large turnover increases the problems of training and cross training
employees to maintain high quality standards of work. An even greater
problem was being constantly below authorized strength. Because of this,
we were forced to use 304 hours of overtime to reduce mounting Section back-
logs. 2 details and 2 summer employees contributed an additional eight
months of manpower.
Sub-objective 3.1.2. To edit and docu-
ment all authorized changes in personnel status.
Despite an increasing niunber of changes in personnel status this year,
we were able to correctly process all actions in a timely fashion. We ex-
pended approximately 5 A.E. on this objective this year at a cost of about
$47,949-74.
25X1A
The number of Personnel Actions processed increased by 18.9%. This is
apparently due to the large number of reorganizations that occurred during
the year. Another factor was the new use of the Personnel Action as the
recorder of NSCA Delegation levels which increased this figure by three
or four thousand.
Although we have experienced much employee turnover in this Section
this year, we have been able to maintain our authorized strength. We have
been able to meet all regular demands for work despite an average Section
experience of only 6.5 months for are area clerks.
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We expect to continue current efforts and procedures in the accom-
plishnent of this continuing objective.
Sub-objective 3.1.3. To convert all
pertinent nerso.Lniel data to papertape for
con,.-Outer input.
Thanks to the extra efforts of our Status Section employees this year,
we have been able to meet all of our deadlines for computer input without
building up unmanageable backlogs. Our biggest problems in achieving this
goal have been a high rate of turnover, and problems in machine breakdoti-ns.
25X1A We expended approximately 6 A.E. on this objective this year at a cost of
approximately $51,066.17.
The 33.6% increase in "short forms" reflects the increase in mass
actions submitted in connection with organizational changes. The differ-
ence between the nunb ers reported by the Status and Position Control Sections
for personnel actions processed is due to several factors. Status reports
actions and short forms separately while Position Control reports them to-
gether. The Position Control figures include the computer-produced NSCA
actions that are not included in the Status figures.
Status Section had a complete turnover of typists this year. This
Section also has a limited experience factor of only 6.5 months for its
typists. It was necessary to use 295 hours of overtime because of machine
problems and unusual work fluctuations.
This year we are purchasing three new input machines which will elimi-
nate problems of machine breakdowns and improve input time because of their
faster operation. We hope this will counterbalance the loss of one of our
positions in the Status Section.
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Reductions in the Agency ceiling have resulted in an increase in de-
letions and a decrease in locator card changes and red line telephone
transactions. The increase in the Gray lire transactions would seem to
reflect a growing awareness and utilization of this facility.
FY 1973
Forms 642 and 642A code
ADP Processed Forms returned to Office
Locator Flex-o-Line Strips dis-
tributed to total five sets
Address Cards Sent to Telephone Office
Deletions
Red Line Transactions
Gray Line Transactions
Green Line Transactions
607
424
FY 1972
1,172
498
467
% Change
- 26.8
+ 22.0
- 7.9
Through personnel reassignments within the Branch, we have been able
to arrange for two employees in the Branch to be completely trained and
familiar with the functioning of the Locator Control position to provide ade-
quate backup for vacations and sickness.
Sub-objective 3.1.5. To develcp and im-
plement a program to microfilm the prior Federal
service portions of Contract Personnel Files.
25X9
TRB has been able to fully accomplish this objective this year. We
now have a routine procedure under which TRB orders prior Federal service
records for Contract employees, prepares them for microfilm, reviews the
resultant 58 image microfiche for acceptability, returns the records to the
Federal Records Center. The microfiche is forwarded to CPD for inclusion
in the Contract personnel file for their use and subsequent ROB use.
We expended approximately .005 A.E. on this project this year for a
cost of approximately $66.67.
Sub-objective 3.1.6. During FY 1973 to
service the various ?cency Offices by ro ' d' n
approximately
"As Is is ,rap 1. c Profiles for new EOD s
and for current on-duty personnel, for use by
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supervisors and operating officials throughout
the Are? cy in ='ormalatir and ir.1 ?:_rntin;Y de-
cisions concerning the utilization and develop-
25X9
ment of Agency personnel.
This objective involved the initial preparation of Biographic Profiles
on all new EOD's throughout the year and the updating of profiles as re-
quested by operating offices for on-duty Agency staff personnel. Bio-
graphic Profiles are prepared covering contract personnel, if requested,
but only on a time-available basis. During Fiscal Year 1973:
Initial Bio Profiles were prepared (172 less than FY 1972)
Bio Profiles updated (928 more than FY 1972)
Bio Profiles furnished on an As is" basis (906 less than
FY 1972)
Total Bio Profiles prepared, updated, or furnished "As Is"
(150 less than FY 1972 and 571 more than FY 1971)
Biographic Profile Preparation by Component:
Initial Profiles
Prepared Profiles Updated
Spec Req Routine Spec Req Routine
DCI
DDM&S
DDO
DDI
DDS&T
Total "As
"As Is" Is," Initial,
Profiles & Updated
Furnished Profiles
In January 1973 prepared for D/Pers (for the use of the then Executive
Director-Comptroller and the new DCI, M . James R. Schlesinger) loose-leaf
notebook-type reports containing updated biographic profiles covering 121
"Agency Key Personnel."
Furnished D/Pers 56 updated biographic profiles covering staff employees
assigned to the Intelligence Community Staff.
Furnished D/Pers (for DDO/CI) 1 initial and 8 updated biographic pro-
files covering 1 on-duty employee and 8 former employees.
Furnished Acting CMO/DDh;:S, 26 updated biographic profiles covering
GS-14 Support Officers.
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Furnished OTR/Pers 103 "As Is" Biographic Profiles covering specific
individuals.
Furnished Chairman, Management Task Force, copies
of the most recent fitness report in the QAB profile files for each of 92
employees.
In answer to requests from OP/SPD/Military Personnel Branch, reviewed
285 names and advised MFB which of the individuals were currently on duty
with the Agency. For those on duty, QAB identified serial number, current
grade, and office to which assigned. For all terminated employees. QAB
advised MPB dates of termination.
One Xerox copy of each Biographic Profile (Form 1200), Part 1 only,
was made and sent to Vital Materials in accordance with the following
schedule:
July 1972
- T, U,
V
January 1973 - H, I, J
August
- W, X,
Y, Z
February - K, L
September
- A, B,
March - M
October
- C
April - N, 0, P
November
- D, E
May - Q, R
December
- F, G
June - S
As current profiles are received in Vital Materials each month, those pro-
files which are obsolete are destroyed.
Biographic Profiles are reproduced in QAB by use of the Xerox 2400.
During FY 1973 a total of 118,624 sheets were run to cover the Biographic
Profiles mentioned immediately above. This was an increase of 10,112 sheets
over FY 1972 and an increase of 19,797 sheets over FY 1971.
Estimated costs: 5.56 MY -
65,068.
25X1
Work on this objective began in February 1973 and was completed in May
1973 and involved the updating of 312 Biographic Profiles.
Estimated costs: .24 MY - $2,814.
Sub-objective 3.1.8. Review all master
Biographic Profiles on file in QAB to make certain
that there is a Biographic Profile immediately
available for each staff en;ployee and staff agent
on duty in the Agency.
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With the help of Q,A 's 1972 "Susmer Only" employee, a list was pre-
pared naming the '+97 on-duty staff employees and staff agents for whom
no master Biographic Profile was im:rediately available. During the re-
mainder of FY 1973, necessary Official Personnel Folders were obtained and
profiles were made or earlier-made profiles were corrected to show name
changes due to marriages, SE-SA or SA-SE conversions, etc.
1,363.
Sub-objective 3.1.99. Provide a response
to each request o?' Agency Offices for Qualifica-
tions Searches. Accomplishment of this objective
wi11 include the coding of 1.'%00 employee files,
00 Forms -+4 81, 6 , 000 forms 2, 500 lemmu.age
data forms, and 3,000 cases (coding updates).
This objective involved the initial coding of the individual's qualifi-
cations for each new EOD throughout the year and the updating of earlier
coding, when possible, for on-duty Agency staff personnel. During FY 1973:
Employee files (EOD's or re-EOD's initially coded (274
less than FY 1972)
Forms 444j coded (181 less than FY 1972)
Forms 444n coded (929 more than FY 1972)
Language Data Forms coded (264 less than FY 1972)
Cases - Coding Updated (787 less than FY 1972)
RESPONSES TO REQUESTS FOR QUALIFICATIONS SEARCHES
Furnished NOCAD/Pers a list of the language qualifications of=amed
staff agents.
Furnished OL/Pers "As Is" biographic profiles covering 17 Agency em-
ployees, grade GS-12 and below, with law degrees received in the last five
years.
Language proficiency.
Desk names of 10 former employees having Turkish
In answer to a request for names of applicants with a knowledge of the
Finnish Language, advised OP/PSB that no applicants were found who were
sufficiently proficient in reading and writing the Finnish Language to
qualify as translators.
Furnished AF/OPS/TRO As Is" biographic profiles covering 35 "D" de-
signees with Arabic Language proficiency and varied types of operational
experience.
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Based on a special roster prepared by OJCS, QB made a special effort
to obtain the necessary Official Personnel Folders and code the qualifica-
tions information for 575 staff employees and staff agents on duty as of
31 January 1973 which had not as yet been coded. All except 5 have now
been identified, coded and the information forwarded for input to the
qualifications system.
Sub-objective 3.1.11. Review all master
code sheets in the Qh~E files to identify those
individuals whose qualifications had not been
coded since 1969 and update those cases.
QAB's 1972 "Summer Only" prepared an alphabetic listing of 1,125 Agency
employees whose qualifications had not been coded since 1969. Since that
time all of Official Personnel Folders have been requested and obtained and
the individuals' qualifications have been coded.
Accomplishments were as follows:
STATISTICAL TABLES PREPARED MD DISTRIBUTED BY SRB
Frequency
Total
Recurring
No. of No. of No. of Tables No. of
Reports Tables Times Freq. Recipients
192 222 1,826 299
44 222 1,826 151
7 10 520 8
Recipients
Times Freq.
Weekly
Bi-Weekly
Monthly
Quarterly
Semi-Annually
Annually
Specials*
Sub-objective 3.1.12. During FY 1973 to
produce approximately 195 statistical reports
and 222 tables.
1,685
1,537
416
25 97 1,164 85 1,020
3 8 32 8 32
1 3 6 19 38
8 104 104 31 31
148 Variable Variable 148 148
*Specials are one-time requirements which were prepared during the
Fiscal Year.
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MACHINE LISTINGS AND TABULATIONS
CONTROLLED BY THE STATISTICAL REPORTING BRANCH
Number
Reports
Reports
Reports
Reports
Reports
Frequency Identified
Deleted
Added in
Lost by
Gained
as of
June 1972
in FY-73
FY-73
Rescheduling
Rescheduling
June 1973
Total
456
20
23
5
5
462
Recurring
421
20
23
5
5
424
Bi-Weekly
23
23
Monthly
165
13
6
3
1
160
Quarterly
73
4
4
75
Semi-Annually
101
-
11
111
Annually
4o
3
37
Non-Scheduled
19
3
2
-
18
Specials*
35
XXX
XXX
XXX
XXX
38
*Specials are one-time requirements which were prepared during the Fiscal
Year.
Manual preparation of some 44 regularly scheduled reports during
FY 1973.
25X9
Each month, 12 SRB reference files are updated along with three more
that are updated every six months. These reports are not distributed but
are used as a ready reference in answering special requests.
25X9
SRB is frequently called upon to provide special report information
to authorized officials. In FY 1973, there were 148 such special reports
and/or requests honored.
25X9
Since SRB has responsibility for providing Office Heads, Operating
Officials and Heads of Career Services personnel statistical tabulations
and listings, the Branch receives many inquiries from such users. Answering
inquiries take much of SRB's time and effort.
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Eciployees outside the Branch often seek assistance as to what in-
formation is available, how to set up reports, where or who is responsible
for the preparation of certain reports, etc.
25X9
As a more detailed breakdown of accomplishments for FY 1973, the
following single activities are significant:
Established the necessary National Security Classification Authority
reports.
For. OTR, identified the number of Agency Division Chief level (Branch
Chief in the DDO) positions and incumbents and listed the training courses
that each incumbent has had for the past ten years. This information was
used by a Task Force to establish new managerial and executive level training
courses.
An Executive Manpower Study was prepared which compared the Agency's
Executive (GS-l6 and above) and Feeder Group (GS-15) populations with
other comparable Federal Agencies. This study was prepared for the D/Pers.
In order to remove from ceiling count Staff Personnel who have been
placed on approved extended sick leave pending disability retirement, a
new employee code (40) was established. This code identifies these em-
ployees in reporting systems until they reach their pay cease date at
which time they are separated from the Agency as disability retirements.
The revision of which pertains to
Fitness Report procedures I Ipersonnel only)
required OJCS work orders to be submitted to hanc e e new procedures
and call-up schedules.
The D/Pers had many briefings with Mr. Schlesinger and his new top
level executives. SRB was called upon to produce various statistics re-
lating to past, present, and future status of the Agency. Projections were
continually being made and revised whenever the parameters were changed.
Often the data and/or recommendations were given orally over the phone to
D/Pers.
Many other offices and officials came to SRB for statistics to be used
in briefing the new DCI and other new top level executives. OPPB requested
the greatest amount of information covering the longest span of time (from
19+7 to 1972). This was used to provide the DCI with material for his own
information as well as for use in briefings with members of Congress.
In connection with the National Security Classification Authority
project, SRB requested from OJCS an alpha listing of current and former
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Agency employees who were employed by one or more of the Agency's pre-
decessor groups. The listing was requested by ISD for use by authorized
Agency officials whose responsibility is to review classified historical
documents for possible declassification.
Two listings were prepared for the Executive Director-Comptroller
which reflected by FY 1973 and FY 1974 the number of GS-12 and above em-
ployees who were eligible to retire under CIARDS.
Mr. Colby requested and was given a tabulation of the number of "top
level" managers assigned to Headquarters. The tabulation was by Office
and by the employee's title. Mr. Colby wanted the data in order to de-
termine how many top level personnel were available for the possible
briefing of the new DCI.
In order to get an estimate of the number of former employees who
could have possibly classified documents while assigned to the Agency,
Mr. Wattles, ADDS was given a tabulation reflecting by grade and by Direc-
torate the number of civilian separations for the period 1954 through 1972.
Ten gain and loss projections based on cuts in FY 1973 ceiling of
2.5%, 5%, 70, and 10% were prepared for the D/Pers. These projections
were compiled to determine allowable promotions under each cut and to
reflect the "float" in average grade of a 20% promotion rate was allowed.
OMB briefings resulted in SRB providing the D/Pers with statistical
data to help Mr. Fisher fight for smaller cuts in FY 1973 and FY 1974
ceilings. The main point which he brought for:rard was that major cuts
would cause a "trough" in the feeder groups to the mid and senior level
professionals in the Plans and Support Directorates. Also a substantial
cut would cause another promotion freeze in FY 1974.
A study of Professional Staff Personnel Separations for calendar year
25X1A 1972 was prepared for The study reflected the number of sep-
arations by major reasons: voluntary, involuntary, retirement, deaths,
and expired appointments.
SRB participated in the annual records survey resulting in revised
Records Control and Vital Records Deposit schedules, and in the destruc-
tion of 22 cubic feet of documents.
The appointment of a new Director resulted in a piece-meal Agency
reorganization, requiring changes to office titles, office codes, career
services and the movement of offices and employees from one Directorate
to another. SRB working with OJCS, TRB, and PMCD was able to implement
most of these changes.
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, Provided the DDM&S with two listings which covered a period of 18
months ending February 1973. One listing reflected employees who were
promoted during this period and the second listing reflected those em-
ployees who had received QSI's.
In response to OP's Program Call, SRB submitted six Branch Program
Objectives. Five pertained to the development and implementation of re-
quirements that are related to the new third generation computer systems,
and the sixth objective concerned the microfilming of machine documents
that are retained in SEE and at Records Center.
One of the largest and most time-consuming requirements was to make
individual organizational charts of each office and to reflect the overall
office ceiling and the on duty strength for each segment shown. Working
with PMCD this requirement was completed in about four weeks.
The Agency's EEO Director and representatives from the Women's Action
Panel have placed additional requirements on SRB regarding minority groups.
A one-time special report requested by the Office of DDM&S resulted
in a regular monthly requirement which presently is being done manually.
The report is titled DDILR,:S Career Service Group On Duty Strength of Staff
Personnel by Headquarters and Employment Category.
Each month OJCS puts the current Personnel and Position Status Master
into the GIM System so that SRB can practice using the CRT's (Cathode Ray
Tube) and to use the file to satisfy special requirements. In the beginning
the GIM system would not stay up long enough to make it worthwhile for SRB
to travel to Headquarters to use the system. Recently the system stayed
up long enough for SEB to satisfy a special request in 6 minutes which
would otherwise have taken several hours to do manually.
The report distribution function which has always been SRB's respons-
ibility was transferred to SSS/DMC in March 1973. There have been many
problems but it appears that these are being resolved as the DMC gains
more experience.
The responsibility for coding the Staffing Complement Change Author-
ization Forms, Form 261, was transferred to PMCD in January 1973.
Assisted OP/Plans Staff in getting the Annual Personnel Plan (APP)
on the road by providing the components and the Support Career Services
information to assist them in completing their respective APP's.
To assist OPPB in determining FY 197+ Agency budget allowances, SRB
was asked to produce a strength report by office based on Personnel Actions
processed up through 18 June and to project the on duty strength for
30 June. The projection required SRB to contact each Directorate for the
scheduled June losses, resulting in a projected Agency strength of0
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With the report distribution function transferred to the SSS/DMC,
SRB is no longer the repository for old copies of the Combined Agency
Alpha's or Agency T/0's, which had been sent to this office for destruction
requiring an SRB employee to escort the classified trash (TOP SECRET) to
Headquarters each week for destruction.
Sub-objective 3.1.13. By the end of
FY 197 to-convert fifty (50)cubic feet of
hard copy Office of Personnel documents in
Archives to microfilm and by the end of FY 1975
to convert an additional 25 cubic feet of hard
copy OP documents in the Archives to microfilm.
Chief and Deputy Chief/SRB have attended several seminars on micro-
mation and also have been discussing microfilming with the Agency's Record
Management people. Arrangements have been made with OL/PSD to provide SRB
with the necessary camera equipment and instructions on their use by the
end of August 1973. It is planned that the microfilming will be done in
SRB by one SRB employee.
This Project Objective was tentatively scheduled to start as of April
19' but due to the unexpected workload the schedule has been changed to
August 1973.
The FY 1973 cost and man years are based on the time and effort ex-
pended in discussing this microfilm project and in establishing a schedule.
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Sub-objective 3.1.11+. To conduct in
FY 197 a complete Records Management Survey
of the Office of Personnel.
Review, revise and update records control schedules. Review forms in
which the Office of Personnel has primary interest for their use and ef-
fectiveness. Survey volume of records and equipment.
Although this objective is to be completed in FY 1971+, in FY 1973 the
Records Control Schedules were being reviewed, revised and updated. Most
offices have returned their approved copies of the revised schedules. The
survey of volume of records and equipment has been completed.
A sample of all forms being used in the offices has been requested
and will be reviewed for their use and effectiveness.
During the survey several significant changes were noted:
I/o
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Credit Union converting to terminal digit color-coded file system which
has eliminated 2 1+-drawer safes and 2 5-drawer card safes. they are con-
sidering microfilming of inactive Credit Union Membership cards. They
expect to microfilm these cards completing the project of transferring
the Credit Union files into the new system.
TRB/OP is now putting pre-CIA Federal Service records on microfiche.
The microfiche is incorporated in the Contract Personnel Folder, and the
hard copy of the pre-CIA Federal Service records is returned to National
Records Center, St. Louis, Mo. Three microfiche readers have been loaned
to Office of Personnel for this activity - l-TRB, 1-CPD, l-RAD.
SRB/OP has submitted an application for microfilming the Position
Control Register, master machine listing of the total Agency organization,
Job 1140.
RAD-OP - Because of the continuing rate of retirements of employees
in CIARDS the files in the Retirement Operations Branch will continue to
grow. This necessitates additional safes for storing these folders. These
are CIARDS annuitant folders which are kept in the immediate work area
until the death of the last survivor annuitant. Recommend that this Divi-
sion be relocated in a vaulted area with sufficient space to store these
records.
MPB/OP - Air Force personnel files have been transferred to Ft. Belvoir.
The centralized ADP system at Ft. Belvoir will monitor all its personnel.
The change in this function has made a decrease in records holding in this
Branch.
In conjunction with RAB/DDM&S complete the survey of forms, and re-
vise them as requested.
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Sub-objective 3.1.15. During FY 1973 to
process approximately 00 printing service re-
quests; and submit approximately 70 publication
requests, and arocurez=-ent requisitions.
During FY 1973 453 Printing Service requests were processed on Form
70. This increase over the 1972 total of 351 was due to changes in classi-
fication markings on the forms, and to requests by Honor and Merit Awards
Branch for photos taken of recipients of awards. In addition to the single
cut-sheet type forms, several brochures and booklets have been printed,
i.e., CIA Booklet, JMTRC Training Program booklet for Military Personnel
Branch, Retirement booklet, Clerical and Professional brochures.
41 Printing Service requests were on form 70b for direct copy printing
on ITEK.
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19 Special Printing Service requests for Employee Activity Associa-
tion (includes notices, brochures, etc.).
62 Requests for publications were submitted to CRS/ADD through DD/Pers
for final approval for periodicals, brochures and books as requested by
various offices in O/Personnel.
17 requisitions were submitted for material and/or services on Form
88, for supplies and administrative equipment (including envelopes of
various sizes, special binders, wheeldex cards, mylar tape, perforated
paper tape, shelving and Standard Forms. The increase is attributed to
the ordering of Standard Forms during the year.
Sub-objective 3.2. To maintain the records of
official, stazfin ; coinlement positions and provide guid-
ance and support to X11. levels of r_a:^agerent in planning
and applying effective personnel management. To achieve
this broad objective, it was further divided into the
folloUnng sub-objectives.
Sub-)bjective 3.2.1. To increase by 50%
in FY 1973 the n_ er of Position on and is noo~rer
Utilization surveys com)leted of operating com-
ponents in FY 197?. Projected increase .zas
from 15 in FY 1972 to 23 in Fir 1973?
Surveys were scheduled over the year with specific dates set for the
initiation, auditing and review of operations, evaluation of results,
development of report and other data, and submission to operating component.
Progress was measured by continuing follow-up on survey work and by weekly
reports of progress by survey officers.
The objective of 50% increase covering a total of 23 surveys to be
completed was accomplished. Since we could anticipate a shortfall of an
unpredictable number of surveys, a total of 26 surveys was scheduled.
Problems chiefly involved delays in initiating surveys or the post-
ponement of surveys. It was not possible to maintain the survey schedule
exactly in most cases. 21 surveys were completed one to eight months
later than scheduled. Four have been postponed and not yet rescheduled,
one at the request of the office, the others because of the unavailability
of survey officers. Four surveys were completed earlier than anticipated.
In rescheduling for FY 197t, the time required for earlier surveys is being
used as a guide to estimating time requirements more accurately.
We see no need for changes in the action plan.
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Total Positions Total Salaries Total Surveys
Survey Man Years Total Salary
Average per Position
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Cost Per Survey
Sub-objective 3.2.2. To resolve problem
areas with components surveyed and implement
survey results for 23 surveys.
A time schedule was maintained for the resolution and implementation
of survey results. A survey is considered fully implemented when we deter-
mine that as many recommendations have been put into effect as practicable.
Progress was measured by continuing follow-up on work and by weekly reports
of progress by survey officers.
The objective was to implement results for 23 surveys, plus surveys
carried over from FY 1972. During the year only 20 surveys were fully
implemented.
Implementation has depended to a considerable extent on the coopera-
tion of operating components. Most components have been cooperative. The
shortfall resulted primarily from organizational changes which nullified
results. No measures can be taken to overcome these problems.
The present plan will be continued.
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Survey Implementation Total Salary Total Surveys Cost Per Survey
Man Years
Sub-objective 3.2.3. To develop, issue, and
maintain control over all organization, positions,
and other Staffinc, Complement changes which con-
stitute the input to the computer for the Position
Control Register and other reports requiring posi-
tion, organizational, and related data.
Staffing Complement changes are initiated by component requests, by
organizational or ceiling changes, by implementation of surveys, and by
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direction of the DCI or DD's. The only practicable goal that can be set
is to accomplish all of the Staffing Complement changes required. The
number accomplished and the time required are recorded in weekly progress
reports.
The objective was to accomplish all Staffing Complement changes re-
quired. This objective was met. A total of 500 Staffing Complement changes
were issued including 7000 Header or Position changes.
The only problem has been meeting the monthly deadline for computer
processing. This has been accomplished by scheduling typing so that
changes are processed before the last five working days in the month.
The present plan will be continued.
Staffing Comp Change
Man Years
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Sub-objective 3.2.4. To make reviews of
all individual position or management actions
other than surveys requested by components
and to determine and take necessary action.
Individual actions are initiated by requests from components. The
goal is to accomplish all requests submitted. The number accomplished
and the time required are recorded in weekly progress reports.
The objective of accomplishing all individual actions submitted was
met. 250 actions covering 2500 positions were accomplished.
Total
Salary
There were no problems.
The present plan will be continued.
Costs:
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Total Salary
Sub-objective 3.2.5. To accomplish all
special studies assigned. These include such
activities as special rate schedules, organi-
zational and functional studies, irregular work
schedules, qualification standards and career
plans, Career Service Designations.
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Projects are initiated at the request of operating components or
by other determination of need. The goal is to accomplish all projects
assigned. The projects accomplished and time required are recorded in
weekly progress reports.
The objective was met. Sic projects were accomplished.
There. were no problems and the present plan will be continued.
Costs:
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Sub-objective 3.2.6. To conduct a wage
administration program for the >,3, IB, GA, GP,
I I schedules and positions.
Action is initiated by the request of components for position changes
and by the receipt of wage schedule changes from the Lithographic Board,
Civil Service Commission, Government Printing office, Bureau of Engraving
and Printing and3ureaus. The number of wage schedule changes and
the time required are recorded in weekly progress reports.
The objective was met. 26 Wage Board Schedule changes and
hanges were processed.
II
There were no problems and the present plan will be continued.
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Sub-objective 3.3. To provide guidance and support
to all levels of _aana-ement in plann___:T and apply_n~ ef-
fective personnel rr_ana eraer_r . ! ne zoL.~ oww wing sub-objectives
were established in su.ionort of this objective.
Sub-objective 3.3.1. To improve succession
and leadership o ann;n_ through the development
of a program to conform with Federal guidelines
for executive development.
The action plan called for us:
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To change the Personnel Movement and Management Program (PNMP) from
an instrument designed to project personnel movement for a 10-year period
to a Personnel Development Program (PDP). This Program would focus on
personnel development in general and on executive development in parti-
cular.
To have PDP reviewed by the Executive Director-Comptroller, Mr. Colby.
To have PDP reviewed at a Deputies meeting.
To launch PDP during FY 1973.
25X9
The objective was met insofar as PDP was developed and launched during
FY 1973. Components were asked to identify expected losses for a three-
year period as .,cell as potential candidates to succeed them. Appropriate
developmental plans for each prospective executive were also requested.
Should components not follow up and insure that potential executives are
given developmental assignments and training PDP certainly will not meet
its objective nor have been given a proper test.
Sub-objective 3.3.2. To develop an Annual
Personnel Plan APP during FY 1973 for component
managers to project personnel strengths and move-
ments for the coming year and for reporting on
personnel management operations.
The action plan was:
To orient the APP toward the measurement of managerial and program
effectiveness.
To identify areas of personnel management for which numerical goals
or targets may be established.
To identify personnel reporting areas of management concern not
readily subjected to a planning approach.
To include those elements in APP suggested by Mr. W. E. Colby, who
as former Executive Director-Comptroller identified several subjects of
special interest.
To minimize the work burden of those preparing the APP by keeping
its format simple.
To seek and obtain approval of the APP format from appropriate manage-
ment official.
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,In July 1972, Mr.. Colby discussed the possibility of an APP with
Mr. Fisher, then Director of Personnel. Mr. Colby sought ways of elicit-
ing explanations why some managers were performing better than others,
and wanted to establish a means of involving the entire command structure
in personnel management operations. In support of this objective the
Plans Staff developed a format which would require managers and operating
officials to formulate personnel planning levels and goals, thus facili-
tating an annual manpower planning review. Having the direct interest and
support of 1,1r. W. E. Colby, the APP was approved for implementation by the
CIA Management Committee on 1 June 1973.
Sub-objective 3.3.3. To assist the Director
of Personnel in providing personnel policy and
program leadership through the preparation of
studies on selected personnel issues.
The Action Plan was:
To identify those personnel issues likely to have a special signifi-
cance to management during the planning year.
To identify research problems, data, collection requirements and
resources.
The objective was met in that at least three papers prepared by the
Staff had immediate value. With the arrival of Mr. Schlesinger, the Career
Service system of personnel management was put to serious question. The
need for increased mobility within the Agency became an issue of great
interest as well as the need for improved career counseling of Agency em-
ployees. Papers covering these subjects were u~rritten for management con-
sideration and subsequently made available to the Personnel Approaches Study
Group (PASG) which was convened at the direction of the Agency Management
Committee.
Sub-objective 3.3?x? To initiate a
Personnel Practices Survey PPS of Agency
Career Services to iaenoify and ultimately
share successful personnel ideas and prac-
tices.
The Action Plan was:
To obtain approval for conducting PPS from D/Pers and the then Execu-
tive Director-Comptroller, Mr. Colby.
To identify personnel management areas and appropriate questions to
constitute the substance of the PPS.
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To identify and survey representative Career Services or components
in each Directorate, using a tentative PPS IvIodel as a pilot study.
To complete the pilot study and evaluate the results.
To modify the PPS format as necessary prior to surveying the re-
maining Career Services.
To complete the PPS, evaluate the data, and share the results with
all concerned.
The pilot study has been initiated as the first three steps of the
action plan are accomplished. Staff resources have been diverted to other
priorities and this has tended to slow the pace of the study. There is
reason to believe the PPS will be completed during FY 1974 unless other
requirements take priority and consume more staff time than presently anti-
cipated.
Sub-objective 3.3.5. To provide esti-
mates to Agency N anagement and OP?23 on the
minimal input of staff personnel needed during
the next few fiscal years to maintain Agency
professionalism.
To estimate Agency staff personnel losses at GS-13 and above through
retirement and non-retirement separations.
To determine the effect of manpower losses on Agency professionalism.
To develop requirements for numbers of entry level personnel needed
to provide an adequate source of manpower for mid-level positions within
seven to eight years after EOD.
To develop a rationale supporting the methodology for separation and
retirement projections.
A report showing the effect of various levels of cutbacks in Agency
ceiling was prepared for OMB. Certain material in the report was based
on Plans Staff estimates of manpower losses and inputs needed to maintain
professionalism.
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Sub-objective 3.4. During FY 1973 to update Agency
regulations in the Personnel series as necessary, and in-
ter'Dret the-:m as pert _rienb to specific circumstances; to
continue liaison with the Civil Service Corsr ssiori, the
Department of State, and ot!h-7~r Federal al :-encies and to
monitor personnel administration in the :Federal service
for its ir_pa,ct anon :_ ~encu personnel cuerations; and to
continue as the DD: S representative on the Agency Travel
Policy Committee. To achieve this objective the action
plan called for the accomplish ent of the following sub-
objectives.
Sub-objective 3.4.1. To develop and coor-
dinate approximately 90 changes to regulations
in the Personnel series and to Office of Personnel
Notices and MM?emoranda.
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25X1A
25X1A
25X1A
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About 25% of the Staff's effort was spent on this objective. This
resulted in the publication of 53 Agency Regulations, Handbooks, and
Notices, 20 Employee Bulletins, 9 OPN's and 10 OPM's. Although there was
a decrease from 1972 in the total number of Agency regulatory publications,
the FY 1973 production included several major projects such as a complete
rewrite of 0 Hours of Work, Leave and Pay; a complete revision of
I Organization and Manpower Controls; a revision of
permit employees LWOP to accompany their spouses overseas; and e complete
revision of I I covering the administration of Contract Personnel.
The latter publication capped several years of effort in coordinating this
material.
Sub-objective 3.4.2. To produce reviews
and studies in response to specific requests
from the Director of Personnel and on its own
initiative.
25X1 C
During the year about 30% of the Staff's effort was concerned with
reviews on its own initiative and on studies in response to requests from
the Director of Personnel. Significant examples were a paper on the impli-
cations of proposed Federal Executive Service on Agency Personnel Manage-
ment; a review of Agency management of Supergrades and recommend improve-
ments; a comprehensive review and evaluation of the Agency's Fitness Report
System and recommended improvements which were approved by the CIA Management
Committee and the Acting DCI; the development and publication of improved
Career Selection Procedures; a study of the desirability of a single Agency
Retirement System; a review of Agency practices in payment of EOD travel;
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Sub-objecti-vre 3.l=.3. To coordinate within
OP the evaluaticn of arrroximately 5 employee
suggestions concerned with Personnel yanagement.
25X9
In achieving this objective the Staff coordinated within OP the
evaluations of 4+8 employee suggestions.
Sub-objective 3.4.4. To represent the Office
of Personnel in liaison with other Federal agencies.
During FY 1973 the Review Staff held discussions with CSC representa-
tives on the desirability of an Executive Order to permit agency employees
to transfer to positions in the competitive service without examinations.
The Staff arranged for the CSC representative to visit the Agency and be
briefed in detail on the Agency's personnel program. As a result, they
reported favorably to the Chairman of the CSC. He recommended to O~IB that
the President issue such an executive order. In coordinating the proposal
OMB elicited favorable comment from the Department of State. However, DOD
raised a "red-herring" issue which effectively killed the effort. The
Executive Order would have been similar to that which the Department of
State obtained in 1968 and would have been of great value to the Agency
during the recent severe personnel reduction.
Briefed FBI representatives on Agency Fitness Reporting.
25X1 C
25X9
25X9
Briefed an Office of the Secretary of Defense representative on de-
tails on the National Security Act.
Sub-objective 3.4.5. To serve as DDIFzS repre-
sentative on the Aency Travel Policy Committee.
Thirteen regulatory changes were issued during FY 1973. Those of
policy significance had been prepared through action by the Travel Policy
Committee.
Sub-objective 3.4.6. During FY 1973 to
monitor the production of an OP Overview and
11 OP component ?:istories.
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,This objective was accomplished during the year as planned with the
completion of the Office of Personnel Historical Project.
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(4) Problems
Although PDP was launched during FY 1973, it barely made it.
Following the Deputies review the Program had been formally approved
by the Executive Director-Comptroller about mid-year. However, cut-
backs in authorized organizational strength which were imposed in the
meanwhile, and the resulting priority need for managers to identify
surplus personnel caused a general reluctance to implement the Program.
Identifying promising executive talent while simultaneously identifying
those whose skills weren't needed became an exercise many managers
found too uncomfortable to contemplate. In due course, the Executive
Secretary for the Management Committee established the requirement that
the executive development portion of PDP be accomplished by the end of
the fiscal year.
The most difficult problem encountered in the preparation
of the APP involved reconciling the proposed APP system (which re-
quires component and command channel action on personnel management
matters) to present Agency realities wherein career management comes
under the purview of Career Service Heads. A sort of compromise was
reached. The DDP'MTaS Directorate uses employee career service designa-
tions in preparing its APP whereas the other Directorates use component
and command channels in the base of reference. The lack of a computer-
developed data base of information also makes preparation of the APP
more difficult than it would otherwise be. It is hoped that in the
future computer support will facilitate the preparation of APP's.
Until such time as OJCS provides adequate computer-based data,
the Plans Staff will continue to be severely handicapped in compiling
data and must continue to project personnel losses by manually counting
retirement eligibles. This problem affects the feasibility of future
planning in this area.
The location of SRB creates critical problems. Time has been
at a premium because of the many requirements that have been continually
levied on this Branch due to ceiling cuts, promotion control, reorgani-
zations, change of career services, OMB briefings, DCI and other top
level executive briefings, etc. Therefore, travel to headquarters for
meetings or for CRT training has been restricted. The location of
CRT's only at headquarters (and the possibility of SEB having a CRT in
the near future is remote) means that SRB personnel will have to travel
to headquarters indefinitely. This will greatly reduce the savings
expected from the use of CRT's and requiring SRB employees to be away
from their office for long periods at a time.
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The numerous changes that have occurred and are continually
occurring require close coordination between OJCS, TPB, and PMCD.
This coordination is usually done by phone which creates additional
problems and in many instances slows down the resolution of action
on these changes.
As a matter of expediency, personnel statistical reporting
has become the function of other OP components because they are lo-
cated conveniently to the requester. This presents real problems in
reconciling their reports with those available through SEB action.
OJCD becomes involved in the preliminary discussion of re-
quests concerning personnel status information because of their
location, by-passing SEB until after the requests have been made
firm. This results in OP losing some control over the handling of
personnel information.
The establishment of the DI under SSS in FY 1973 increased
the number of components involved in OP reporting; that is, OP levies
a requirement on OJCS to prepare a program, after the program is written
and the report generated, the report is then printed and distributed
by another component (DAM), which brings in new controls, schedules,
and another chain of command for SRB to work through. This problem
should be reduced now that the DMC (DAC) has been transferred to
OJCS.
(5) Plans
The PDP involves more than developing new executive talent.
the Program's larger objective is that of stimulating the systematic
personal development of individual employees. With manpower resources
diminishing it becomes increasingly important that each Agency employee
be assessed for developmental purposes. This allows the employee's
potential to be fully recognized and developed to meet Agency needs
to the extent feasible in line with the expressed interest of the
employee.
It probably will require a year or more to identify the
shortcomings of APP as it is now constituted. Changes of format and
other refinements well most likely be justified. The Plans Staff's
long-range objective, however, will remain that of making the APP fully
acceptable at all managerial levels as a useful tool in personnel
management.
Other plans include the development of a personnel modeling
system to enhance the Plans Staff's capability to predict personnel
flows and manpower requirements under specified conditions with rea-
sonable accuracy.
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Development of estimates of manpower losses and needs on
a semi-annual basis.
Development of estimates of manpower losses and needs at
the Deputy Directorate or component levels.
The Plans Staff of necessity must be responsive to the Direc-
tor of Personnel on matters requiring his action. Late in FY 1973,
approval was given to create a Personnel Approaches Study Group (PASG)
to assist the Agency Management Conmittee in considering personnel
management issues. This development illustrates the type of occur-
rence which affects the Staff's success in meeting objectives. PASG
activities will involve a significant portion of Staff time during
FY 1974.
SRB plans to continue to review the remaining Report Speci-
fication Forms;
Train another employee in the use of CRT's;
Use more of the Personnel and Position Status Master which
is mounted into the GIM System each month;
Move full speed on the microfilming of selected reference
documents, mainly the T/0's and historical statistical tables;
Establish for the D/Pers a statistical Almanac which will
be updated each month;
Train Branch employees in the areas of ADP and statistics.
Maintain close coordination with the SIPS group in order to
meet scheduled deadlines for getting Phase II implemented.
Monitor the SRB Program objectives.
(6) Costs
The estimated costs for Objective 3 are as follows:
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(2) Action Plan
The following sub-objectives were established within the
Divisions and Branches to achieve accomplishment of this objective.
(3) Progress and Shortfall
Sub-objective 1+.1. To develop all
schedules and rorocedures necessary to process
PMCD actions in the A.DF system.
Projects are initiated by request from OJCS. The goal is to accom-
plish all work items assigned. The projects accomplished and time required
are recorded in weekly progress reports.
The objective was met. Seven projects were accomplished.
The present plan will be continued.
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Sub-objective 4.2. To code Staffing
Complement changes for ADP input.
Action is initiated by the approval of a Staffing Complement change.
All items on the Staffing Complement are coded on Coding Sheets. The
number of coding actions and time required are recorded in weekly progress
reports.
The objective was met. Approximately 7000 code sheets were processed.
The present plan will be continued.
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Sub-objective ).3. To effect transfer
of distribution of reports functions and neces-
sary personnel from SRB to DMC by the end of
FY 1975.
Although this Program Objective was scheduled for FY 1975, it was
accomplished in FY 1973. One SRB employee was detailed to the DMC in De-
cember 1972 on a part-time basis and was assigned there permanently in
March 1973. The position was officially transferred in May. The employee
who was transferred to DMC in March resigned in May.
The transfer of this function was not smooth since the experienced
SRB employee resigned and his DMC supervisor retired in June before the DMC
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could develop adequate expertise to handle the distribution function.
This resulted in SIB having to assist the DMC in the monthly distribution
of reports. July reports were handled mostly by the DMC and with very
little assistance from SIB.
The cost and man years are based on the assistance that SRB had to
provide the DMC after the function was transferred.
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Sub-objective 4.4. In conjunction with
SIPS Staff to complete "specifications" review
of all office of Personnel nu:!ian Resources data
items in sufficient time to uermit SIPS to com-
plete cap _puter rro-ran necessary to effect
implementations of the SIPS programs by the
end of FY 1975.
25X1A I A.- of the end of FY 1973, the report specifications for STAFFING,
viewed and will need about lb hours to comp e
be finished by mid-August. This will leave the GAP (General Archives
Project) to be reviewed which will complete the review of all OP projects
scheduled for Phase II of the HRS Manpower Control System.
The cost and man years expended in FY 1973 and projected for FY 197+
are as follows:
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Effort will be directed toward maintenance of historical data such as
when certain offices, career services, and separation codes were in exist-
ence; when office or career services were merged together; or the purging
of history tapes of incorrect dates, occupational codes, country-city codes,
etc. These are maintenance requirements which should be completed prior
to any conversion.
In addition, time and effort will be spent in verifying data reflected
in reports during dual operation of Phase I.
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The cost and man years have been at a minimum for FY 1973 but there
is a projected increase for FY 1974.
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Sub-objective 4.6. During F"Y 1973 to
prepare ac-proximately 170 work orders for
Computer Services.
Preparation of Computer Services work orders is one of the main func-
tions of SRB, which is the central control point for the requesting and
release of personnel information. Whenever SRB has a request for informa-
tion that requires the services of OJCS, a work order is submitted to OJCS.
In FY 1973 there were 170 such work orders prepared. 132 pertained to
maintenance requirements and 38 to the requesting of data in the form of
listings and/or tabulations.
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In addition SRB spent time and effort in other matters relating to
Sub-objective 4.7, in conjunction with
MAP Staff - to desi.;n and procure new forms
required for input and output under the IdAP
program as required in _'Y 1974.
In connection with MAP Staff the RAO will coordinate with OP components
the design of forms developed in the MAP program.
During FY 1973 the CAPER/OP Project 0 designs and specifications of
forms were completed. (Forms 377, 639 and 2525). These forms have been
ordered initially by MAP Staff.
During FY 1974, in conjunction with MAP Staff will design and procure
new forms required for input and output under the MAP program as required
in FY 1975. PERSIGN, GAP, PERSTEP and SILT-FENG projects are scheduled for
implementation in December 1975.
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Sub-objective 4.8. During FY 1973 TRB is
to assist P,IAP in its efforts to clean up the
personnel data base before HhS conversion.
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,This year we have worked very closely with MAP in cleaning up the
personnel data base so that the conversion to the new I-S programs can
proceed with as few problems as possible. During the year, extensive
lists of bad birth dates, occupation codes, social security numbers, SCD's
and LCD's have been forwarded to us from MAP. SEB has made corrections and
input correct data. We estimate an expenditure of approximately .018 AE
on this objective this year for a cost of about $198.81.
We expect to continue our efforts to assist MAP in correcting any bad
data in the personnel data base.
Sub-objective 4.9. Train TRB personnel
for eventual transfer to the DMC as the DMC
assumes more TRB functions.
There was less opportunity to provide training for our personnel in
Position Control and Status Sections than we had planned. The DMC imple-
mentation schedule suffered a number of delays and they were unprepared
to provide training according to our prearranged schedule. We did, how-
ever, give our Status Section employees a several hours' orientation con-
cerning the DMC plans and equipment. In addition, the Chief of our Status
Section had a number of sessions in the DMC on a time available basis to
become familiar with the operation of the CRT Terminals. We expended
approximately .026 AE on this objective this year for a cost of approxi-
mately $265.62.
We expect to continue to provide personnel to the DMC for familiariza-
tion and training on an ad hoc basis. When the DMC is able to handle them,
we will provide personnel for a regular basis. We also expect to provide
employees and. positions to the DMC as they increase their capability to
assume personnel data processing functions. Unfortunately it is difficult
to predict the timing of any of these projected transfers because of the
softness of the DMC target dates at this point.
Sub-objective 4.10. During FY 1.973 to
continue PERCON production at a level of
activity equivalent-to-FY 1972.
PERCON ACTIVITIES
FY 1973
Transactions inputed
10,736
Printed reports,
regular
243
Printed reports,
special
3
Reports, by hand
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PERCON FY 1973 activities continued at out the same high level as
in F'Y 1972. A majority of the time of the two personnel assistants main-
taining the PERCON system was spent in inputting changes, validating in-
formation, monitoring and distributing monthly reports, and requesting the
preparation of special runs. They also prepared monthly and special statis-
tical reports, by hand, from PERCOI-derived information. In addition,
toward the end of FY 1973 an increasing amount of time was spent with OJCS
and SIPS representatives. PERSON vTill become an integral part of the SIPS
system when it goes operational. Much work has been done toward this end;
much remains to assure PERCON's compatibility with the larger system.
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(4) Problems
The establishment of the DMC under SSS in FY 1973 increased
the number of components involved in OP reporting. That is, OP levies
a requirement on OJCS to prepare a program. After the program is
written and the report generated the report is printed and distributed
by another component (DPC), which brings in new controls, schedules,
and another chain of command for SRB to work through. This problem
should be reduced now that the DMC (DAC) has been transferred to OJCS.
(5) Plans
The future is difficult to determine as there have been so
many organizational changes since the beginning of Calendar Year 1973
and it appears that there will be more to come.
It is hoped that the future will find SEB located at head-
quarters and preferably near the DMC. A preliminary office layout was
made which determined that 800 square feet is the minimum space SRB
would need to operate properly.
The implementation of Phase II is still a long way off. It
will not take place in Fiscal Year 1971+. With the Personnel and Posi-
tion Status Master loaded into GIM SRB will make more use of this
file and possibly other Personnel files if the software connected with
the CRT's is able to remain up and working.
SEB staff is sufficient at the present time. However, if
requirements continue at the present pace with no increased assistance
from the CRT's there could be a backlog of requirements. OJCS has
not been able to meet SRB target dates on OJCS work orders and no
improvement is in sight.
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(6) Costs
Sub-objective 4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
TOTAL
e. Objective 5. DD M&S
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(1) To develop in conjunction with MAP Task Force new computer
programs to provide more useful personnel management information.
(2) Action Plan
The following sub-objectives were established -within the
Control Division to support the achievement of this objective.
(3) Progress and Shortfall
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Sub-objective 5.1. To plan in conjunc-
tion with SIPS Task Force for the development
of necessary computer programs to produce
CSGA reports in FY 1975
Working with SIPS the logic and report specifications for setting up
the CSGA's have been finalized, reviewed, and approved. SRB will provide
guidance to the programmers, if needed, whenever the programming of the
CSGA's begin.
The FY 1973 cost and man year figures cover the time and effort ex-
pended on determining the logic of the CSGA's and in the review of the
report specifications.
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Sub-objective 5.2. To plan in conjunc-
tion ,ith SIP. _ ask rorce for the development
of necessary comuut;er pror-ramis to produce and
maint=ain the bio:raphic profile program by the
end of FY 1975
No action has been taken by SRB on this sub-objective. The tentative
schedule for action is August/September 1973, but September appears to be
a better date.
(4) Problems
There are no problems hindering the achievement of this
objective at this time.
(5) Plans
The action plan for the achievement of this objective will
continue as originally planned.
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(6) costs
Sub-objecti~
f. Objective 6. D/Pers
(1) To develop a regularly scheduled program during FY1973
to brief personnel officers on technical personnel matters and to
share and discuss past experiences in solving personnel problems.
(2) Action Plan
To identify appropriate subjects of interest for skills
development.
To provide for meeting sites and arrangements where SP
careerists could discuss matters of common concern and interest
informally and candidly.
To acquire guest lecturers from other offices, such as OMS/PSS,
as needed.
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(3) Progress and Shortfall
The Plans Staff sponsored 14 sessions of the Skills Develop-
ment Program with 575 careerists in attendance. Having anticipated
about 30 attending each session we surpassed our goal. The Program
served its purpose as a vehicle for bringing the SP careerists to-
gether on a continuing basis as well as a means of providing them
with additional information.
(4) Problems
There were no major problems. On some occasions, however,
more careerists expressed interest in attending a given session than
space allowed. We hope to group subjects in the future to assure
maximum participation at each session.
(5) Future Plans
The SP Skills Development Program continues to be an objective
during FY 1974. We anticipate repeating topics of special interest
and expanding our list of subjects to assure the continued support of
SP careerists.
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g. Objective 7. D/Pers
(1) During FY 1974 and FY 1975 to develop and establish "Manage-
ment by Objectives" management concepts and methodology as the basis
for all OP 1977 Program submissions.
(2) Action Plan
The accomplishment of the sub-objective established for the
Review Staff should result in the achievement of this OP objective.
(3) Progress and Shortfall
Sub-objective 7.1. To provide guidance to OP components
in adoptin. the LB0 style of _anaTcreen.t during FY 197' and
FY 1975. Satisfaction of this objective will result in the
operation of at least one N30 project in each OP ]division
during 197 and in 11,0 as the basis for the FY 1975 sub-
mission of Office of Personnel 1977 programs.
Although this was an objective established for FY 1974 and FY 1975,
some action was taken during FY 1973. A member of the Review Staff took
external courses in MBO and briefed OP components in the MBO managerial
philosophy.
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(4) Problems
There are no problems anticipated at this time.
(5) Plans
To continue to provide guidance to OP components in managing
by objectives.
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SECTION III. OTHER ACTIVITIES
The following activities are reported for Fiscal Year 1973 for the
Special Activities Staff, which are not subsumed under one of the listed
DCI, DD or OP objectives.
CORRECTIVE ACTIONS PROCESSED
During the year 28 employees were placed on probation for a variety
of reasons involving performance and/or conduct. In all such cases, warn-
ings or reprimands of some description were issued and in 24 cases, as
delineated below, Step Increases were withheld. In assisting offices in
placing employees on probation, this Staff reviews each case carefully,
advises the office concerned of applicable policies and procedures, and
takes the necessary formal action relating to a particular case.
At some time during the year the Step Increase of 24 employees was
withheld under the "acceptable level of competence" standard. At the end
of the year those cases had been disposed of as follows:
4 - still withheld
11 - granted on a deferred basis after improvement
9 - employees resigned or retired
Nineteen suspensions for security infractions were processed upon
recommendation of the employing offices. This is five less than the number
for the preceding year.
Our records show that 104 change to lower grade cases were processed,
88 of them not involving salary retention and 16 involving salary retention.
This is 24 more than the number for the preceding year.
During Fiscal Year 1973, 18 requests for Fitness for Duty Examinations
were reviewed and forwarded to the Office of Medical Services, compared
with ten such requests for the preceding year.
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One notice of levy involving delinquent Federal income taxes was
processed during Fiscal Year 1973. This is one less than 1972. In
addition there were three delinquent State tax cases involving Agency
employees and four inquiries regarding delinquent State taxes of former
Agency employees. In line with ='ederal Government policy applicable to
such cases, this office cooperates with State tax bodies in these matters,
and assists them when employees do not take prompt action to eliminate
these delinquencies.
INVOLUNTARY SEPARATIONS PROCESSED
Failed to Qualify Other Involuntary
st Year Separations
Fi
Total
r
Terminated by DCI 0 13
13
2 2
10
13
309
8
91
Resigned in Lieu
307
Retired in Lieu
Total 18 611
629
An additional 25 cases referred by the Office of Security as security
disqualifications were resolved by resignation.
APPLICANT REVIEW PANEL
During Fiscal Year 1973 the Applicant Review Panel reviewed a total
of 366 cases. One hundred thirty-four individuals were recommended for
approval, 100 cases were rejected, and as of 30 June 1973 88 cases deferred for further medical or security review.
As a closely-related activity, the Staff reviewed "white envelope" in-
formation submitted by 245 applicants. As a result of this review, pro-
cessing was discontinued in 15 cases. Ten cases were referred to the Chief,
Staff Personnel Division for decision.
OVERSEAS CANDIDATE REVIEW PA' L 25X9
The Overseas Candidate Review Panel screened a total of overseas 25X9
cases for
assignment candidates during the period, as compared with
the preceding year. Of the cases actually discussed by the anel, 102
persons were considered to be of questionable suitability for overseas
assignment. Upon further evaluation of the 102, the Panel recommended
approval of 79, and four were disapproved. Six cases were deferred as of
the end of the Fiscal Year for further medical or security review.
CIA PERSONNEL EVALUATION BOARD
The CIA Personnel Evaluation Board met ten times during the Fiscal
Year and discussed 14 cases. Personnel Evaluation Board action led to the
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disability retirement of three employees, medical "conditional" status
in three cases, oral or written warnings and/or probation in four cases,
and reassignment of one employee.
SEPARATION COA'rEi SATION
This Staff administers for the Office of Personnel governing
the payment of separation compensation. During Fiscal ear IT3, separa-
tion compensation in the total amount of $32,665.91 was authorized to
nine employees under the revised separation compensation formula. (This
figure does not include any separation compensation paid to employees
involved in the reduction-in-force.)
SECTION IV. RESOURCES SUMMARY
Man Years
Objective 1 25X9
Objective 2
Objective 3
Objective 4
Objective 5
Objective 6
Objective 7
Other Activities
SECTION V. RECOMMENDATIONS
We have no recommendations to offer at this time. No doubt further
experience in tracking progress toward the objectives covered in Section II
and our scheduled bi-monthly management conferences will improve our
ability to establish results-oriented targets and to refine our techniques
for tracking the productivity of our programs and activities.
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