EMPLOYEE TRAINING IN THE FEDERAL SERVICE FISCAL YEAR 1971

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06215A000200070004-6
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 90
• Document Creation Date: November 16, 2016
• Document Release Date: March 6, 2000
• Sequence Number: 4
• Publication Date: March 1, 1972
• Content Type: REPORT

D ERAL SERVICE.
FISCAL YEAR 1971
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 Approved For Release 2000/05/08 : CIA-RDP78-06215A000200070004-6
EMPLOYEE
TRAINING
IN THE
FEDERAL SERVICE
FISCAL YEAR 1971
U.S. CIVIL SERVICE COMMISSION
BUREAU OF TRAINING
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TABLE OF CONTENTS
1. INTRODUCTION -------------------------------------------
Improved Training Management ------------------------------- i
Government-Wide Programs ------------------------------------- ii
II. AGENCY TRAINING ACTIVITIES ---------------------- 1
Agency Participation ------------------------------------------- 2
Training by Type --------------------------------------------- 3
Training by Source ---_-_-__ --------- 7
-------------------------
Training by Grade Group and Pay System ---------------------- 8
Discussion of Trends -------------------------------------------- 10
Agency Training Centers ---------------------------------------- 14
Off-Campus Study Centers -------------------------------------- 16
Training Expenditures ---------------------------------------- 16
Distribution of Full-Time Training Personnel -------------------- 19
III. TRAINING ACTIVITIES OF THE CIVIL SERVICE
COMMISSION ---------------------------------------------- 22
Interagency Training ------------------------------------------ 22
Intergovernmental Training Programs -------------------------- 25
Consultation, Leadership, and Assistance -------------------------- 25
IV. ACCOMPLISHMENTS THROUGH TRAINING ----------- 29
Training to Improve Performance of Current Duties -------------- 29
Training in Anticipation of Future Programs and Staffing Needs --- = 30
31
--
Training as a Result of New Missions or Programs -------------
to Keep Employees Abreast of Technological Advances
and to Maintain Proficiency in Specialization 32
Training to Develop Unavailable Skills --------------------- ------- 32
V. STATISTICAL REVIEW OF TRAINING ------------------ 33
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 I INT ODUCTION was concerned only with the Department of De-
pproved For RgIe se 20901Q5108 : CIA3,[ 8 iO 21i5 ODD26QQ OO4-&ced by
Employee Training in t e ederal ervaee is
published annually by the United States Civil
Service Commission. This is the fifth year the re-
port has appeared in this form. It serves two
basic purposes. First, it meets the reporting re-
quirements established by Congress in the Gov-
ernment Employees Training Act. Second, it
serves the agencies of the Government, aiding
them in the management of the Federal training
program.
The report contains five sections. Section I
discusses developments in several major areas of
interest during 1971. Among these were an in-
creased emphasis placed on improved management
of training, and the continuation of two major
Presidential programs, executive development and
upward mobility, focusing attention on training
for the upper and lower grades of the Federal
service. This section also highlights labor rela-
tions training, which emerged as a significant area
of concern during the year.
Section II displays and analyzes data sub-
mitted by agencies in connection with their FY
1971 training activities. Section III shows the
training activities of the Civil Service Commis-
sion, including the Commission's developmental
work on a training cost model, which is now avail-
able for agency use, and the joint agency-Com-
mission evaluation of long-term training in non-
Government facilities conducted during the 1960's.
Section IV describes significant training programs
which helped to improve agency operations dur-
ing the year. Section V contains. summary data
tables on agency training activities.
IMPROVED TRAINING MANAGEMENT
Two major documents were issued during
calendar year 1971 in connection with the man-
agement of training. The first came from the
Comptroller General of the United States on May
25. This was Report B-70896,, "Improvements
Needed in Management of Training Under the
Government Employees Training Act." Follow-
ing a review of the management of training
programs at 14 Department of Defense installa-
tions, the General Accounting Office concluded
that better cost accounting systems were needed
for training, and that record-keeping, evaluation,
and audit and inspection procedures should be im-
proved. While the General Accounting Office study
training officers in all Federal agencies in manag-
ing the training function. A basic issue the Gen-
eral Accounting Office report illuminates is the
absence of accurate training cost data, data nec-
essary not. only for reporting purposes, but also
for planning and assessing the training function.
The Commission agreed with these findings, and
stated that it was designing a methodology which
could lead to a uniform cost estimation system for
training. This was the training cost model, which
is described in Section III of this report. The cost
model allows estimates of course costs to be made,
given certain assumptions concerning its length,
location, format, and instructor and participant
mix.
While the cost model should meet the Gen-
eral Accounting Office requirements for keeping
accurate training cost records, it can also assist in
meeting the requirements of the second major
document on training management to appear, the
Office of Management and Budget Circular A-48
(revised), "Responsibilities for Planning Training
Investments and Regulations Governing Reduc-
tions in Payments to Employees," dated Septem-
ber 23, 1971. It stated that "In connection with
budgetary responsibilities, the Office of Manage-
ment and Budget will review agency training
plans and resource allocations to assure that:
491)
"2)
993)
A systematic planning process is being
employed by the agency ;
The agency is systematically identifying
its training targets ;
Adequate dollar and manpower resources
to accomplish the training effort have
been planned for and assigned ; and
Adequate provisions have been made to
evaluate and measure benefits of training
in relation to the investment made."
The Civil Service Commission was cited as
being responsible for assisting agencies to develop
sound programs and financial plans for training.
The cost model in particular can be a basic ele-
ment in a training planning system by integrating
training plans with the agency budget cycle and
by giving agency management the opportunity to
select among training options by costing out dif-
ferent programs and comparing them.
Section II, Agency Training Activities, can
also be useful in taking the steps toward better
training management required by OMB Circular
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 A-98. ~,t~rl"0Veda
of tai tr
sis aining agencies gave uring 9 ,
as well as trends over the last five years. This report
was first published in FY 1967, and now five years
of experience are available to begin to discuss
trends in a meaningful way. In particular, the con-
cept. of training ratios is more fully developed than
last year, when it was first introduced in discuss-
ing the amount of training given by grade group
and pay system. It is believed that these ratios
can play an important part in the planning, eval-
uation, and control of training, since they refine
gross data to show the proportionate amount of
time employees spend in training. Section II in-
cludes a subpart which shows agencies how these
training ratios can be used, as well as certain pre-
cautions which must be taken in interpreting the
data. Section II is supplemented by Section V, the
Statistical Review of Training. This section con-
tains the data tables on which the analysis was
based, including detailed summaries of training
ratios and trends for 31 of the reporting agencies.
Any management system requires accurate,
relevant data, and both the cost model and the
training ratio tables should be able to provide this
in the areas of cost projection and the estimation
of level of program activity. The long-term train-
ing study described in Section III is also a step
toward better training management through eval-
uation and feedback into existing policy for the
purpose of future planning.
GOVERNMENT-WIDE PROGRAMS
The remainder of the report focuses on pro-
grams designed to achieve specific training goals.
Among these goals is the establishment of agency
executive development programs. For several
years, executive development has been a matter of
significant concern. On October 8, 1971, the Civil
Service Commission issued "Guidelines for Execu-
tive Development in the Federal Service," requir-
ing for the first time that agencies establish spe-
cific programs with high levels of organizational
commitment, development plans for each mid-
manager of high potential as well as each incum-
bent executive, improved mobility programs, more
effective training resource utilization, and im-
proved program evaluation.
The guidelines present ways agencies may
use to achieve the policy goals for executive devel-
opment set forth in the Memorandum for the
~by the
irec or o e ce o arnagemen an. Budget
on September 14, 1971. The guidelines are an ex-
tension of past Commission interest in manage-
ment training, reflected in such programs as the
establishment of the Federal Executive Institute,
the Executive Seminar Centers, numerous shorter
interagency courses for supervisors, managers, and
executives, as well as regulations requiring that
each new first-line supervisor receive a specified
amount of training. In addition, the Commission
has undertaken a study of current management
training needs throughout the Government, as
well as an assessment and proposal of possible
systems for meeting those needs. At the present
time, most Government managers and executives
are primarily specialists who have been promoted
to supervisory and policy-making levels. Whether
it is believed that administration should be a
separate profession, or whether it ought to be
practiced only by those who have come up through
the specialist ranks, the fact remains that serious
questions have been raised concerning manage-
ment performance both within Government, as
well as by the public at large. The present em-
phasis on executive development attempts to face
some of these problems.
Labor relations training also assumed special
importance last year. The Commission's new
Labor Relations Training Center became officially
and fiscally operative on July 1, 1971, although
courses were being conducted at Washington,
D.C., and the Regions before that date. Labor re-
lations training is one of the most urgent manage-
ment training needs in the Federal Government at
the present time. Many agencies, however, are not
making themselves ready to deal with labor orga-
nizations in a bilateral, collective bargaining
sense. This is despite the fact that during the next
several years at least 3,000 new agreements will
have to be negotiated with exclusive bargaining
units. Facing this challenge will provide a stim-
ulating test for both Commission and agency
training operations.
Upward Mobility training for lower-level em-
ployees continues to be a high-priority program,
in addition to those programs which have been
established in connection with Equal Employment
Opportunity. Section III of this report describes
some recent steps of the Commission. These in-
clude : (1) establishment of the Southwest Inter-
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 governmental Training Center in San Antonio,
Texas; ~"E~V~
the Commission's central o ce. n addition, e
Public Service Careers program completed its
first full year of operation, and on January 26,
1971, the Commission issued an FPM Letter
(410-9) reminding agencies of the availability of
non-Government facilities as a training resource
for those in the lower grades.
Section VI, Accomplishments Through Train-
ing, contains descriptions of some of the agency
programs which are directed along these lines.
One such program, conducted by the Department
of Commerce through Public Service Careers
funding, provided orientation counseling and
skills training to entry employees, as well as up-
grade training for employees in such areas as
clerical and stenographic occupations, computer
technology, printing, and trades. Supervisors of
the worker-trainees received training in special
skills essential to supervising low-skilled em-
CIA RtP78-06215A000200070004-6
Other areas of training also received special
emphasis during FY 1971. Of significant interest
was the growth in intergovernmental training
programs. When funds are allocated to state and
local governments under the provisions of the In-
tergovernmental Personnel Act, more activity can
be expected. Next year's training report will con-
tain a special section discussing FY 1972 data to
be reported by agencies on training of this type.
This report attempts to present an outline of
the FY 1971 training experience. It is hoped that
the report will be useful, not only to the Congress
in assessing the state of employee training, but
also to agency management and training personnel
at all organizational levels.
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 II AG %$T0W8M l9 ,1 /08 : CIA-R,*M?oj i in ~ , t@I Qi~ br 38%y
Last year training participation rose from of training participants and 49% of train-
907,969 to 967,619, an increase of 6.6% over FY ing man-hours. Professional, Medical, Sci-
1970.~ Participation has increased by 3.7% since entific, and Engineering training grew by
FY 1967, the first year of this report.2 This sec- 11.4%, showing the greatest increase for
tion describes these and other changes through any type.
data on training participation, the cost of training, ? The average length of training programs
and the numbers and distribution of training per- Government-wide was 48 hours. Taken as
sonnel. Conclusions regarding the meaning of the
data are drawn whenever possible and ways are a group, Federal employees spent 1.11%
given to use the data in managing the training of their total working time in training.
? Training
program. Summary data show the following high- rates for employees in grades 1-4
increased by 4.91/o. The increase for those
lights: in grades 5-8 and 9-12 was 6.9 % and
? Internal training continued to be the most 10.9 %, respectively. Training rates for
widely used source of training, accounting those in grades 13-15, 16-18, and Wage
for 73.77o of all training participants. Systems all declined. The decline was 1.2 %,
Total internal participation increased by 21.2 %, and 9.81/o, respectively.
7.8%. ? 127,621 Federal employees were trained in
? Interagency training grew by 10.217o. 83 training centers operated by 15 agencies.
There was no change in non-Government This accounted for 13.21/o of all partici-
short-term training. Non-Government long- pants.
term training decreased by 20 cases, from ? Reported training expenditures increased
1662 to 1642. This was the third consecu- from $171,266,470 to a total of $200,271,-
tive year this type of training declined. 208. This was an increase of 17.2%. The
I Training participation comprises all instances of attendance at formal average expenditure per employee trained
classroom training courses of eight hours duration or longer. was $207. The average expenditure per
2 Because the U.S. Postal Service is no longer required to report train-
ing data to the Civil Service Commission, all Post Office data from employee on the rolls was $96.
previous years will also be excluded.
Chart 1 - TRAINING PARTICIPATION (in thousands)
NON - DEFENSE
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Table 1 shows changes in participation by
agency and fiscal year. Total participation in-
creased by 3.7% from FY 1967 to FY 1971. This
increase has not occurred uniformly in all agen-
cies. In general, training by the Department of
Defense has gone down, while training in the
other agencies has gone up. Chart 1 illustrates
this fact.
In 1967, Defense participation accounted for
56.5 7, of all trainees. In 1971, the corresponding
or more participants in FY 1971, only three out-
side Defense have decreased their participation
since FY 1967. These are AEC (-64.117o), NASA
(-31.6%,), and Small Business Administration
(-66.0%). All other agencies in this group have
grown in participation.
In 1967, each of the Defense departments--
Army, Navy, and Air Force-trained more than
140,000 participants. In that year, only two other
agencies trained more than. 50,000. These were
Table 1: PARTICIPATION BY AGENCY AND FISCAL YEAR
CHANGE
CHANGE
BETWEEN BETWEEN
FY 1969
FY 1970
FY 1971
FY 70-71
FY 67-71
TOTAL_____________
933,457
924,294
931,971
907 , 969
967 , 619
+6.6
+3.7
Total Non-defense-_ __
406,153
402,784
413 , 520
447 , 046
548 , 572
+22.7
+35.0
Agriculture -----------
57,996
62,955
66 , 736
83,438
91,663
+9.9
+58.1
Commerce -------------
9,974
11,277
14 , 601
15 , 680
21,314
+35.9
+113.7
Defense --------------
527,304
521,510
518,451
460,923
419,047
-9.1
-20.5
Army______________
(204,599)
(172,773)
(192,603)
(175,164)
(186,165)
+6.2
-9.0
Navy ---------------
(140,876)
(172,821)
(163,372)
(136,675)
(95,966)
-29.8
-31.9
Air Force -----------
(145,069)
(122,688)
(112,800)
(104,059)
(93,452)
-10.2
-35.6
Other Defense- -- - - _
(36,760)
(53,228)
(49,676)
(45,025)
(43,464)
-3.6
+18.2
HEW________________
37,955
72,553
35 , 760
41,456
49 , 698
+19.9
+30.9
HUD -----------------
4,311
8,311
3 , 400
3 , 629
7 , 090
+95.3
+64.5
Interior______________
48,327
47,168
43 , 060
36,142
48 , 288
+33.6
-0.1
Justice_______________
13,327
15,324
15,914
21,048
29,899
+42.1
--210.1
Labor_______________
4,590
8,858
6 , 006
6 , 628
8 , 264
+24.7
+80.0
State________________
2,694
1,566
5,271
3,296
5,017
+52.2
+86.2
(Including AID)
Transportation-_--___.
36,053
33,107
23,931
32,864
39,880
+21.3
+10.6
Treasury -------------
66,231
38,813
73 , 465
71,291
97 , 957
+37.4
+47.9
AEC------------.-__-
9,485
3,673
3,387
2,904
3,404
+17.2
-64.1
CSC-----------------
1,352
987
1,084
1,770
2,944
+66.3
+117.8
DC Govt ---------------
8,322
16,807
16,454
21,493
25,806
+20.1
+310.1
EPA------------------
-
-
-
1,311
--
-
GAO -----------------
1,281
2,374
2,165
2 , 031
4 , 501
+121.6
4-251.4
GPO-----------------
--
930
698
872
1,395
+60.0
-
GSA ------------------
8,216
12,409
11,828
17 , 848
20 , 295
+13.7
+147.0
Lib of Congress - - - - _ - _
504
756
935
1,105
1,538
+38.2
-4-205.2
NASA ---------------
32,629
23,192
21,635
23 , 217
22 , 322
-3.9
-31.6
OEO
--
-
-
-
2,335
-
-
Panama Canal --------
12,112
7 , 868
6,472
5,498
5,050
-8.1
-58.3
Selective Service
1,651
3 , 977
5 , 707
4 , 461
2 , 062
-53.8
+24.9
SBA------ _----------
4,051
2,970
2 , 420
1,816
1,378
-24.1
-66.0
VA____________
40,189
38,605
45,338
41,785
49,847
-19.3
+24.0
All Others*
4,135
6,854
7,618
7,646
5,314
-30.5
+28.5
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 Agriculture and Ti:e Bury. B 1971, Treasury had were Justice, D.C. Government, NASA, Com-
trained rc?ymt@rRe UMWM : Cl&jRQR73{W1F9pnp$ pji 4jvn rapid
Agriculture was close behind. Chart 2 illustrates growth in recent years. In 1967, this group, ex-
the changes for these five.
Five agencies last year trained 30-50,000
participants. These were VA, HEW, Interior,
Other Defense, and Transportation. Chart 3
shows the changes in these organizations during
the five year period.
Five other agencies trained 20-30,000. These
eluding NASA, trained 39,839 participants. By
1971 the number had grown to 97,314, an increase
of 144.3%,. Chart 4 shows 'the changes
five agencies.
TRAINING BY TYPE
Training activity is reported in four cate-
gories by type : professional, medical, scientific,
Chart 2 - TRAINING PARTICIPATION (in thousands)
1967 1968 1969 1970 1971
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 Apgl? Pbr R09 R TWW*T94W15A*0QR aft 6
1967 1968
1969 1970 1971
and engineering; technical; administrative, man-
agement, and supervisory ; and "other." Table 2
shows the change in participation from FY 1970.
Charts 5 and 6 show the percentage of partici-
pants and man-hours devoted to each type.
Professional training is reported for the
medical, scientific, engineering, legal, and related
fields, including the social sciences, education, and
library science. Professional training grew by
11.4I% over FY 1970. Although the total number
trained has not yet reached the previous high of
183,891 reported in 1969, an overall growth of
67.81/c. since 1967 has been reported. Only 1917c of
all participants went to this type of training, al-
Table 2: PARTICIPATION BY TYPE AND FISCAL YEAR
FY 1970
FY 1971
% CHANGE
TOTAL-------------------------------- -------
Pr
f
i
l
903,369
967,619
o
ess
ona
, Medical, Scientific, Engineering----------------------
Techni
l
163 , 034
181,695
+11
4%
ca
----------------------------------------------------
Administrative
M
354,248
367,903
.
o
+3.8
,
anagement, Supervisory
_______________________
Other
192,665
199,964
+3.8%
%
--------------------------- --------------------
198,422
218,057
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 Ciff SV*d-Fare AIV Z0001051U ? P A=R A8=0G MM0'Vt004-6
25~
1967 1968 1969
1970 1971
though they received 23 % of the total training
man-hours. The average session lasted 62 hours,
compared to the average for all courses of 50
hours.
As shown in Table 3, 31.6 % of professional
training last year was given in non-Government
facilities on a short-term basis, primarily at col-
leges and universities. 62.017o was given in-house.
Technical training includes courses in trades
and crafts, in facilities and services( such as ma-
terials handling and building and grounds main-
tenance), and in administrative techniques and
skills (such as automatic data processing, person-
nel, finance and budget, and supply).
In addition, much of this training is given
for jobs which do not have counterparts in indus-
try or which are difficult to fill through ordinary
recruiting channels. These jobs are found in such
areas as Federal criminal law enforcement, food
inspection, internal revenue collection, and in the
military and space agencies. The Department of
Transportation operates an extensive technical
training operation for air flight controllers, and
the entire Federal personnel, budgeting, supply,
and grant administration staffs must be. trained in
procedures peculiar to government. Four agencies
accounted for 8117c of all technical training last
year. These were Agriculture, Defense, Transpor-
tation, and Treasury. Technical training data
show these additional highlights :
? Technical training rose by 3.917o last year.
? More employees were trained in this cate-
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Chart 5 - PERCENTAGE OF TRAINING PARTICIPANTS BY TYPE
PROFESSIONAL, MEDICAL,
SCIENTIFIC,
ENGINEERING
SUPERVISORY
Chart 6 - PERCENTAGE OF TRAINING MAN-HOURS BY TYPE
SUPERVISORY
AND MANAGEMENT
49%
TECHNICAL
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 Approved : r PERC For
Table, A eOF O'JI~AZ~F~RTrCIT TIOl~BY '3 YYL'~l f~l~ 2
Source of Training
Non-Government
Internal
Interagency Short-Term Long-Term
Total
Professional, Medical, Scientific, Engineering- - - - - -
62.0
5.7
31.6
0.7
100.0
Technical--------------------------------------
81.2
5.5
13.3
-
100.0
Administrative, Management, Supervisory- - - - - - - -
67.9
16.2
15.8
0.1
100.0
Other------------------------------------------
76.5
10.5
13.0
-
100.0
All Types -------------------------------------
73.7
8.9
17.2
0.2
100.0
gory than in any other. 38% of all par-
ticipants fell into this category, as well as
4917c of all training man-hours.
? Technical training averaged 65 hours per
instance of participation, compared to the
average for all courses of 50.
? 81.2% of technical training was given in-
house.
Training in administration, management,
and supervision (A/M/S) grew 3.8% last year
and shows these additional highlights :
? A/M/S training accounted for 2117o of all
participants, but only 1417o of participant
man-hours.
? The average length of a session was 33
hours, considerably lower than the average
for all courses of 50.
? 67.917o of A/M/S training was given in-
house. 16.2% consisted of interagency
training; and 15.8% was given in non-
Government facilities on a short-term basis.
There were 292 A/M/S trainees in non-
Government long-term training compared
to 249 in FY 1970.
From 1967 to 1969, this type of training fell
steadily, from 183,654. participants to 168,876.
Data for FY 1970 reflected the implementation of
Civil Service Commission regulations requiring
that new first-line supervisors receive 80 hours
of classroom training within. two years of promo-
tion. As a result, A/M/S training increased by
43.617o in 1970 over the previous year. This level
was maintained last year despite the general de-
cline in training rates among employees in grades
13-15, 16-18, and Wage Systems supervisors.
Participation in other types of training pro-
grams increased by 9.9%. The bulk of this train-
ing is secretarial and clerical, although other
types of training are included, such as apprentice
training, fire prevention, orientation, safety, com-
munications skills, summer employee training,
medical self-help, etc. The average length of train-
ing sessions was 30 hours, considerably below the
average. 76.517o of this training was given in-
house.
TRAINING BY SOURCE
For FY 1971, 967,619 instances of training
were reported in four different categories by
source of training. The sources were internal, in-
teragency, non-Government long-term, and non-
Government short-term. The number of em-
ployees trained and the percentage trained by
each source were as follows:
Internal---------------------
713,803
73.7%
Interagency -----------------
85,934
8.9%
Non-Govt. Long-Term- - - - - - - -
1,642
0.201o
Non-Govt. Short-Term- - - - - - - 166 , 240
17.2%
Total---------------------- 967,619
100.0%
FY 1970 internal training participation was
661,945. Last year's growth amounted to 7.8%0.
As Table 4 indicates, in-house training occurred
primarily in the area of technical training.
"Other" types of training, such as training in
office skills, is the second largest area of in-house
activity.
Interagency training showed another year of
growth, increasing by 10.2%. Instances of inter-
agency training have increased each year since
this report was first published for FY 1967. The
increase from 1967 to 1971 has been 72%. It is
expected that this source of training will continue
to grow in the future, as increased emphasis is
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 "Tn1Sle04Ve~El~iLENTAGE OF T OCTAL PARTICIPATION BY SOURCE AND TYPE-FY 1971
Source of Training
P
f
i
l
Internal
Interagency
Short TerrmVeLong Term
All
Sources
ro
ess
ona
, Medical, Scientific Engineering -------
Technical
Ad
i
i
t
i
15.8
41.8
12.1
23.6
34.6
29.4
74.0
7.5
18.8
38
0
m
n
s
rat
ve, Management, and Supervisory-----
Other
19.0
37.6
19.0
17.8
.
20.7
23.4
26.7
17.0
0
7
22
5
.
.
Total - - -
100.0
100.0
placed on interagency and intergovernmental co-
operation.
Administrative, supervisory, and manage-
ment training was the predominant type con-
ducted on an interagency basis. 37.6% of all inter-
agency participants took courses of this type.
"Other" and technical training were next in im-
portance. Relatively little interagency training
was given in the professional fields. Nevertheless,
the 10,402 trainees in professionally oriented inter-
agency courses represented a 31 % increase over
FY 1970.
For the third year in a row, non-Government
long-term training declined.' The decrease was
small, however, amounting to only 20 instances, a
decrease of 1.2%. This type of training grew
rapidly from FY 1960 to FY 1968, but has de-
clined in recent years. Almost three-fourths of
non-Government long-term training was given in
the professional fields. A distant second was ad-
ministrative, management, and supervisory train-
ing, which accounted for 17.8% of the long-term
training instances. Despite the relatively low
number of training instances, A/M/S non-Gov-
ernment long-term training increased by 14.7%,
over FY 1970, growing from 249 to 292 instances.
Non-Government short-term training fell by less
than one percent. Training provided by this source
was dominated by professional training (34.6%)
and technical training (29.4%).
Charts 7-10 show changes in these types of
training over the last five years.
TRAINING BY GRADE GROUP AND PAY
SYSTEM
Because of the flux in agency population dis-
tribution, gross figures of numbers of employees
trained by grade group and pay system do not
present the most accurate picture of the rate of
training, or of the change in the rate. For that
reason, this analysis of training by grade group
and pay system is based on the computation of
training participant ratios and training man-
hour ratios.
To determine the participant ratio for any
group of employees, the number of training par-
ticipants is divided by the population for that
category. Thus, a group of 1.00 employees with 50
instances of training will have a participant ratio
of 50%.
Similarly, the training man-hour ratio is de-
termined by dividing the number of hours spent
in training by the total number of hours worked
by the employee group. If the employee group
worked for one million man-hours during the
course of a year and spent ten thousand of these
man-hours in training, the man-hour ratio would
be 1.00%.
This year, as in the past? the number of hours
worked by a full-time employee is taken to be
1816 hours per year. This is 8 hours a day for
227 days (260 days less 8 paid holidays, 20 days
annual leave, and 5 days sick leave).
The analysis was based on data for 31 Fed-
eral agencies.' Those Cabinet departments and
large agencies (over 10,000 employees) were in-
cluded where over 50% of the employees were
either General Schedule or Wage Systems em-
ployees. These agencies were Agriculture, Com-
merce, Army, Navy, Air Force, Other Defense,
GSA, HEW, HUD, Interior, Justice, Labor,
NASA, Transportation, Treasury, and VA. In
addition, 15 small agencies were included. These
were CAB, Civil Service Commission, EEOC,
FCC, Federal Home Loan Bank Board, FPC,
Long-term training is training through non-Government facilities in
courses over 120 days in duration.
;Data for all agencies is included, however, in the discussion of train-
ing rates for Gs 16-18 executives.
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 750.00?JApprove,~_For Release 2000/05/08: CIA-RDP78-062,~t{8,
Chart 9 - PARTICIPATION IN NON-GOVERNMENT
SHORT-TERM TRAINING
mW
Chart 10 - PARTICIPATION IN NON-GOVERNMENT
LONG TERM TRAINING
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 FTC, IAppuwe * F brete s6T20NY( Sik : CIA-R pp7R 0 F~~~
R 1 d Retirement 'I'ale 5 7 ~'1Y' 'p OUR
a
Relations Board, OMB, ai ro
RATIOS BY GRADE GROUP
and
ti
,
on
ra
s
t
i
i
n
Small Business Adm
SEC
d
,
,
Boar
the Smithsonian Institution. Population data was
that of June 30, 1970. The 31 agencies employ
98% of all General Schedule employees.
For the 31 agencies studied, the training par-
ticipant ratio was 42.1%. The training man-hour
ratio was 1.11%. This latter figure meant that on
the average, employees spent 20.2 hours in train-
ing during the course of the year. Gross participa-
tion increased by 1.5% over FY 1970, but par-
ticipant man-hours decreased by 2.81,0 . The aver-
age length of training sessions per participant
was 48 hours in FY 1971. The average length in
1970 was 50 hours.
Data for individual grade groups yielded the
Chart 11 - AVERAGE TIME SPENT BY EMPLOYEES
IN TRAINING BY PAY GROUP AND SYSTEM
WAGE
BOARD
11.6
23.6
Grade Group
Ratio
Ratio
GS 1-4
33.3%
0.64%
GS 5-8
47'.8%
1.39%
GS 9-12
75.6%
2.03%
GS-13-15
71.7%
1.67 Yo
GS 16-18
48.2 %
1.30%,
Wage Systems ------
17.0%
0.55%
Other Systems
23.1 %
0.46 %
participant ratios and man-hour ratios shown in
Table 5. Chart 11 shows the corresponding figures
for the average time spent in training by each
employee in the grade group.
Comparisons with data from FY 1970 in
Table 6 show changes in the: grade group popula-
tions, numbers of training participants, numbers
of training man-hours, participant ratios, man-
hour ratios, and the numbers of hours of training
per participant. This table will be the basis for the
discussion which follows.
DISCUSSION OF TRENDS
GS 1-4.
The number of lower level employees in the
Federal service is steadily declining and has been
for several years. Last year the number dropped by
8.3% from the previous year in the 31 agencies
studied. Total training instances at this level also
decreased. Despite the net increase in training in-
stances, the proportion of time spent in training to
total time worked increased for this group. The
increase was accounted for by training programs
in two agencies. GSA instituted an accelerated
guard training program, and the Department of
Transportation operated Project 150, where fu-
ture Air Flight Controllers in grades 3 and 4
each spent 150 days in training to prepare for
future positions. If the data from these two
agencies are excluded, then the training ratios for
lower level employees did not change to any ap-
preciable extent.
Summary data show the following highlights
for grades 1-4:
? The training participant ratio increased by
4.71,1v and the man-hour ratio by 4.9%.
OTHER
SYSTEMS
20
HOURS
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 Approveq gr6Ret8Aff,@Epp /($A dA Rt7&Q6O]S2OOO7OOO4-6
Grade Group
Population
Participants Man-Hours
Part-Ratio
MH-Ratio
Hrs/Part
GS 1-4------------------------------
-8.3
-4.0
-3.8
+4.7
+4.9
0.0
GS 5-8------------------------------
-3.7
+5.5
+2.8
+9.4
+6.9
-1.8
GS 9-12-----------------------------
-3.4
+7.4
+7.2
+11.2
+10.9
0.0
GS 13-15----------------------------
+5.7
+19.2
+4.2
+12.7
-1.2
-12.5
GS 16-18----------------------------
+5.1
-4.2
-17.7
-8.9
-21.2
-14.0
Wage Systems-----------------------
-10.3
-19.7
-18.6
-10.5
-9.8
0.0
Other Systems-----------------------
-
-18.0
-55.2
-
-
-41.9
All Agencies -----------------.--------
+1.5
-2.8
-
-
-4.0
? Nine large agencies increased training by
25% or more. These were Agriculture
(+26.5%), Commerce (+37.8%), Army
(+26.1%), Other Defense (+25.8%),
HEW (+83.3%), Interior (+49.1%),
Labor (+43.5%), Transportation
(+138.9%), and GSA (+200.0%). The 15
small agencies increased training by
34.1 % .
? Five large agencies cut back training by
21 % or more. These were Air
Force
(-25.0%), Navy (-36.1%),
HUD
(-44.4%), Treasury (-27.3%),
NASA (-21.8%).
and
? Employees in this group made up
15.81/o
of the total population and 12.5%
of all
training participants. They received 9.111o
of the training man-hours.
? The average length of a training session
was 35 hours, or a little more than four
days. There was no change in this figure
from FY 1970.
GS 5-8
The category of employees in grades 5-8 con-
tains a preponderance of nonprofessional em-
ployees and a smaller number of entry-level pro-
fessionals. During FY 1971, the population of
this group decreased by 3.7%, but they received
more training than the year before. Data show
the following highlights :
? Participants among this group increased
by 5.5 % and training man-hours by 2.8%.
? Because fewer employees received more
training, the participant ratio rose by
9.4% and the man-hour ratio by 6.9%.
? The fifteen small agencies increased train-
ing by nearly a third, or 32.8%.
? Three large agencies showed an increase of
96% or more. These were HEW
(+96.27,), HUD (+575.07c), and Justice
(+130.8%).
? Two cut back training by more than 45%.
These were Navy (-45.87,9), and Trans-
portation (-55.8%).
? Employees in grades 5-8 made up 18.47o
of the total population and 20.917o of the
training participants. They received 23.0%
of the training man-hours.
? The average length of a training session
for these employees was 53 hours, or al-
most seven days. This was roughly the
same figure as the year before.
GS 9-12
Grades 9-12 are the most populous of the GS
categories. They are composed of three groups :
higher-level non-professionals, entry-level and
pre-journeyman professionals, and journeyman
professionals. Although their numbers decreased
by 3.4% last year, participation increased by
7.47o and the number of training man-hours by
7.217o. Again, fewer employees received more
training. The following highlights appear in the
data?
? The participant ratio increased by 11.2%
and the man-hour ratio by 10.911o. These
were the largest increases for any group.
? Four large agencies increased training by
more than 521/c. These were HUD
(+880.0%), Interior (+66.3%), Labor
(+72.6%), and Treasury (+52.2%).
? The greatest decrease occurred in Navy
(-33.1%).
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 d ~f 8t a7 ~ ~ 9tIA-RDP7gLO61 5A?402OQOr7cGfl?4.6raining re-
popu aeon and o of the ceived by employees in these
ad d
e
'd
t
c ange in is gure from last year. term trainees in non-Government facilities,
g
i
s no
.
training participants. They received 38.3%, occur uniformly in all categories of train-
of the training man-hours. ing. Internal participation declined by
The average length of a training session 6.3'70. Interagency training increased by
was 49 hours, or about six days. There was 7.6%. Last year there were three long-
h th' fi
Grades 13-15 are composed primarily of
journeyman professionals and middle managers.
The population of this group increased last year
by 5.7%, the largest increase for any group.
Training participation increased by 19.2% and
training man-hours by 4.27o. Data show these
additional highlights :
The average length of training sessions de-
creased from 48 to 42 hours. Thus while
the participant ratio increased by 12.77c,
the man-hour ratio decreased by 1.2%.
The amount of training given to these em-
ployees did not keep pace with their growth
in numbers.
Three large agencies increased training by
at least 45%. These were HUD (+45.9%),
Transportation (+46.79'o), and Treasury
(+84.4%).
Four cut back training by at least 20%.
These were Navy (-27.1%), Interior
(-20.2 %), Justice (-44.1 %), and
NASA (-22.6%).
Employees in these grades made up 7.6%
of the total population and accounted for
13.0% of the training participants. They
received 11.4% of the training man-hours.
The population of GS 16-18 executives also
increased last year. The amount of increase was
5.1%, yet the number of training participants de-
creased by 4.2% and the participant man-hours,
by 17.7%. In addition, the participant ratio fell by
8.917o and the man-hour ratio by 21.27o. The dif-
ference in the rate of change of the two ratios was
caused by a decrease in the average length of
training sessions of 14.0%). Data for all agencies
taken together show the following highlights :
? The number of participants fell by 4.9%
and the number of training man-hours by
20.2%.
compared to eleven in FY 1970. This was
a decrease of 72..7%. Non-Government
short-term training decreased by 10.3%.
? Greater changes occurred in :participant
man-hours. Internal training declined by
18.4%. Interagency training increased by
8.6"/Cl. Non-Government long-term training
decreased by 78.2%. And non-Government
short-term training decreased by 34.217o.
? There was also change in the average
length of training sessions. In 1970, the
average internal session lasted 36.3 hours.
In 1971, the average length was 32.7
hours, a decrease of 9.9 %. Interagency ses-
sions were slightly longer, growing from
86.7 hours to 88.2 hours, an increase of
1.7%. The average length of long-term
non-Government programs decreased from
1704.7 hours to 1365.3 hours, or 19.9 %.
This was a decrease of eight and one-half
weeks, dropping from 42.6 weeks to 34.1
weeks. The average length of non-Govern-
ment short-term sessions fell even more,
from 42.1 hours to 30.9 hours, a decline of
26.6%.
To summarize, training for employees in
grades 16-18 decreased last year in three areas,
internal training, non-Government long-term
training, and non-Government short-term train-
ing. Interagency training was the only type of
training to grow. Although participation at the
Federal Executive Institute decreased by twelve,
or 7%, this small decline was more than made up
by the growth of other interagency programs.
Among the 31 agencies studied, the following
highlights appear :
? Seven large agencies cut back training by
29 7 or more. These were Army
(-45.2%), Air Force (-29.9%), Navy
(-51.3%), Other Defense (--35.6%),
Justice (-58.5%), Treasury (--56.5%),
and NASA (-34.6%).
? Four increased training by 237o or more.
These were HUD (+23.17c), Interior
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 (+44.G%), Labor (+35.27o), and VA trainin artici t e e v d 2.0%
(Ap r%%4eth TRe1 12Q 010.8 : CIA-RDR 11 ~~~ -~
creased training by 163.317o. ? The average length of a training session
? Employees in grades 16-18 made up 0.21/o was 36 hours. During FY 1970 it was 62
of the agency population and accounted
for 0.2% of the training participants. They
received 0.3% of the training man-hours.
Wage Systems
The Wage Systems employee population
showed a major decrease last year of 10.3%. Be-
cause 85% of the Wage Systems employees
worked for the Department of Defense, the bulk
of the decline occurred there. The rate of decline
was approximately equal in both Defense and the
other agencies, 10% and 11%o, respectively. Train-
ing data show the following highlights :
? Wage Systems participation fell by 19.77o.
Training man-hours declined by 18.6%.
The participant ratio fell by 10.5% and the
man-hour ratio by 9.8%.
? Four large agencies increased training by
at least 100%. These were Commerce
(+180.0%), HEW (+291.7%), Treasury
(+181.0%), and VA (+100.0%).
? Five showed a decrease of at least 2217o.
These were Navy (--28.01/o), Other De-
fense (-22.5%), Justice (-100.0%),
Transportation (-23.3%), and NASA
(-42.7%).
? The average length of a Wage Systems
training session was 59 hours. This was
the same as for FY 1970.
? Wage Systems employees made up
32.1 %
of the total population and 12.9%
of the
training participants. They received 16.0%
of the training man-hours.
Other Pay Systems
Other pay systems include VA's Department
of Medicine and Surgery System, the AD, ST, and
YV systems, etc. Participation for employees in
other pay systems fell by 18.6% and the number of
training man-hours fell by 55.2%. Participant and
man-hour ratios were not derived because popula-
tion data was not included for this group in last
year's report. Highlights include these items :
? Employees in other pay systems made up
4.9 % of the total population and 2.7 % of the
hours. The FY 1971 figure represented a
decline of 41.9%.
Summary of Trends
With data for two large single-agency pro-
grams excluded (GSA and Transportation), grades
1-4 received the same amount of training as they
did in FY 1970. Those in grades 5-8 and 9-12 re-
ceived more. Training rates for employees in
grades 13-15, 16-18, Wage Systems, and other pay
systems declined. Trends in population and train-
ing show that the Federal workforce is becoming
smaller, while some employees are being more in-
tensively trained.
Using the Study
A summary table for each of the 31 agencies
included in this analysis appears in Section V of
the report. Assuming the accuracy of the reported
data, each table presents a complete picture of
trends in training for grades groups and pay sys-
tems. Great care should be taken interpreting this
data, however. As previously indicated, fluctua-
tions in the distribution of training within agen-
cies are sometimes profound. This report makes
no attempt to explain the causes of these changes,
but merely shows what changes occurred. Alone,
the figures do'not constitute a basis for justifica-
tion or criticism of an agency's training activities.
Nevertheless, the summary tables can be useful
in the management of training. Accurate data-
and the methodology to convert that data into
useful information-is essential to sound man-
agement decisions. These same elements are also
the basis for the planning, programming, and
budgeting called for by E.O. 11348 and revised
OMB Circular A-48. The participant and man-
hour ratios discussed in the present section and
shown on an agency-by-agency basis in Section V
are one such method.
Similar information can be derived by agen-
cies as reports are received from constituent units
which compile training and population data. This
can be compared with data on other agencies with
similar manpower and mission characteristics on
a Government-wide basis through the Commis-
sion's annual training report.
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 FoAppW0 R(9'FRn 'e re:
e l
ance deficiencies in the wor o one of its sub-
units. It could consult the training data to deter-
mine how much training the employees of the
sub-unit are receiving proportionate to the amount
of time they work. If the figure is low, compared
to other organizations within or outside the
agency, an indication may appear that the per-
formance of the sub-unit could be improved
through training. If the training ratio is average
or high, the agency might then reach one of three
conclusions : the training received is not appropri-
ate to the unit's problem, the training is not being
effectively delivered or, that in this instance, there
is not a training problem and they should look
elsewhere for an explanation of performance de-
ficiencies. If additional training is undertaken, the
agency could, at year-end, compute a new man-
hour ratio to determine how much training was
given and compare this figure with any changes
which have been observed in the sub-unit's
performance.
Observing its man-hour ratios, an agency
may also conclude that in certain places a large
amount of training is being given which has never
been evaluated. It may wish to find out why a
training ratio is very high compared to those in
other sub-units or in other agencies. In some cases,
special training programs may suggest obvious
answers. But even where a high man-hour ratio
can be tracted to a particular program, the agency
may determine that the program consumes such a
large share of its total training resources that it
should be examined carefully to determine its
value. In the case of a high man-hour ratio for a
particular group of employees, the agency may
also wish to study other man-hour ratios to deter-
mine whether the emphasis on training for one
group has led to other groups being undertrained.
Such information can be most useful in planning
and budget preparation.
In the case of Presidential programs, such as
Upward Mobility and Executive Development, the
training data can readily show to what extent an
agency is participating in the program. An agency
may conclude that its man-hour ratio for lower-
level employees is too low for advancement to
occur and may then take corrective action. On
the other hand, it may determine that the train-
ing rate is adequate and take no further steps in
the absence of further indications that a training
n,y
ch
C I to have etSUb1fe9fWgaawhi
does nothing to change the rate of training for an
employee group or which may only withdraw re-
sources from other programs which still need
support.
Obviously, training ratios can never be the
only items of information which lead to training
decisions. The figures are program indicators, giv-
ing an approximate idea of the status of the
training program, offering clues about where to
look to locate training problems, and providing
means for monitoring the effects of training
decisions.
Used for these purposes, the training ratios
are more valuable than gross figures of numbers
of employees trained or of training expenditures.
Properly conceived and applied, ratios of this type
will become more useful to management in the
planning, evaluation, and control of training.
The remainder of this section consists of
three data tables showing figures for the agencies
included in this study. The :16 large agencies are
listed separately. The 15 small agencies are shown
together. The tables show Changes in Man-Hour
Ratios, FY 1970-FY 1971 (Table 7), Average
Time Spent in Training by All Employees, FY
1971 (Table 8), and Average Length of Training
Session per Participant (Table 9). These tables
supplement the narrative in this section as well
as the agency tables in the statistical section (Sec-
tion V).
AGENCY TRAINING CENTERS
127,621 Federal employees attended agency
training centers in FY 1971, accounting for 13.2 %
of all training participants. In addition, 20,198
non-Federal employees attended courses at the
centers. Table 10 illustrates the participant com-
position at all centers.
Table 10: AGENCY TRAINING CENTER
PARTICIPATION, FY 1971
Participant.: Percentage
Agency Employees -----------
94 , 945
64.3
Employees of Other Agencies - _
32 , 676
22.1
Total Federal______________
127,621
86.4
Non-Federal -----------------
20,148
13.6
Total____________________
147,769
100.0
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 " lbieo~e~C~T
~AI`i
P1~21`QQ
@
6
Agency
GS 1-4
GS 5-8
GS 9-12
GS 13-15
GS 16-18
Wage
Systems
Agriculture--------------------------
+26.5
+1.6
+4.5
+5.5
-14.1
+42.1
Commerce---------------------------
+37.8
-13.5
+7.9
-1.2
-7.1
+180.0
Army-------------------------------
+26.1
+11.8
+22.4
+10.1
-45.2
-8.8
Air Force----------------------------
-25.0
-3.9
-14.6
-16.8
-29.9
+1.7
Navy-------------------------------
-36.1
-45.8
-33.1
-27.1
-51.3
-28.0
Other Defense-----------------------
+25.8
-7.8
-6.6
-17.6
-35.6
-22.5
HEW-------------------------------
+83.3
+96.2
-8.1
-11.0
-11.4
+291.7
HUD-------------------------------
-44.4
+575.0
+880.0
+45.9
+23.1
-
Interior-----------------------------
+49.1
+14.3
+66.3
-20.2
+44.2
-18.0
Justice------------------------------
-14.9
+130.8
+8.6
-44.1
-58.5
-100.0
Labor--------------------------------
+43.5
+13.3
+72.6
-16.3
+35.2
-
Transportation-----------------------
+138.9
-55.8
+20.1
+46.7
-9.2
-23.3
Treasury -----------------------------
-27.3
-14.1
+52.2
+84.4
-56.5
+181.0
GSA--------------------------------
+200.0
+26.6
-3.7
+9.7
-8.3
+2.7
VA-----------------------------------
-14.9
+11.4
+4.5
+2.3
+73.1
+100.0
NASA------------------------------
- 21.8
+8.4
-21.0
-22.6
-34.6
-42.7
15 Small Agencies--------------------
+34.1
+32.8
-1.4
0.0
+163.3
+94.4
All Agencies-------------------------
+4.9
+6.9
+10.9
-1.2
-21.2
-9.8
*Other Pay Systems and Agency Totals not available
Table 8: AVERAGE TIME SPENT IN TRAINING BY ALL EMPLOYEES, FY 1971 (IN HOURS)
GS
1-4
GS
5-8
GS
9-12
GS
13-15
GS
16-18
Wage
Systems
Other
All
Groups
Agriculture---------------.-------
7.8
23.2
37.6
31.4
30.9
4.9
28.7
24.3
Commerce ------------------------
45.0
16.3
34.9
28.9
26.2
2.5
10.5
24.5
Army--------------------.-------
5.3
15.4
33.8
37.6
29.2
5.6
6.4
14.0
Air Force --------------------------
3.3
17.8
25.4
31.4
30.7
11.1
6.5
14.7
Navy--------------------.-------
4.2
9.4
20.9
23.4
24.7
13.1
0.4
13.3
Other Defense-------
7.1
27.8
54.3
56.1
43.9
5.6
1.5
31.6
HEW ----------------------------
12.0
46.7
24.7
24.9
26.9
17.1
0.0
25.6
HUD ----------------------------
10.0
19.6
17.8
26.0
27.1
7.1
2.2
18.0
Interior------------------.-------
14.9
20.3
49.2
18.7
11.3
7.4
20.7
25.6
Justice ---------------------------
73.9
59.9
98.4
10.4
8.0
0.0
2.4
59.6
Labor--------------------.-------
18.0
15.4
29.8
18.7
17.4
2.0
0.0
20.7
Transportation-------------------
56.8
79.5
83.7
43.9
30.3
13.8
2.4
63.2
Treasury------------------------
21.2
70.6
49.8
36.5
21.8
64.3
0.0
45.0
GSA----------------------------
34.9
21.6
28.1
28.9
28.1
6.9
15.4
17.8
VA-----------------------------
11.4
7.1
12.5
16.3
34.0
3.3
14.5
9.8
NASA--------------------------
7.8
16.3
29.4
29.8
24.7
9.3
15.3
24.2
15 Small Agencies----------------
16.0
15.4
12.5
12.2
14.3
6.4
1.8
12.3
All Agencies--------------.-------
11.6
25.2
36.9
30.3
23.6
10.0
8.4
20.2
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 Approved or
Table 9: AVERAGE LENGTH OF TRAINING SESSION PER PARTICIPANT, FY 1971 (IN HOURS)
Agency
GS
1-4
GS
5-8
GS
9-12
GS
13-15
GS
16-18
Wage
Systems
Other
All
Groups
Agriculture----------------------
18
26
26
32
47
16
71
27
Commerce-----------------------
23
40
63
59
57
31
78
44
Army---------------------------
19
44
49
46
48
55
61
45
Air Force------------------------
31
66
47
67
67
61
20
55
Navy----------------------------
33
40
49
52
41
66
1,212
55
Other Defense --------------------
35
57
50
56
59
31
26
50
HEW
32
91
41
31
43
:130
34
56
HUD
29
39
38
49
72
40
15
39
Interior
34
33
58
36
55
37
151
48
Justice--------------------------
84
72
103
21
21
8
14
78
Labor
26
24
28
28
48
37
-
27
Transportation-------------------
201
149
124
52
70
65
25
105
Treasury----------------------
24
60
37
28
47
21.2
42
GSA
51
29
25
25
38
39
30
34
VA
50
25
23
28
29
20
26
30
NASA
27
32
35
39
43
23
73
36
15 Small Agencies----------------
37
48
32
32
57
47
38
38
All Agencies---------------------
The total cost of this training was $42,714,127
and averaged $285 per person trained. Of this
total, 91 % was composed of staff salaries with
the remaining 9 % representing expenditures on
training aids, equipment, materials and supplies.
There are currently 83 such centers maintained
by 15 agencies. Designed primarily to meet inter-
nal training needs, these centers are often open
to employees from other agencies. Agency Train-
ing Centers For Federal Government Employees,
a directory compiled by the Civil Service Com-
mission's Bureau of Training, provides a current
listing of all centers and the courses offered.
Where appropriate, interagency participation at
these centers can enable Federal agencies to share
their training.
throughout the United States and in Puerto Rico
and Europe. The courses and programs offered
include nearly every major field of study from the
Arts to Zoology. Table 11 illustrates the partici-
pant composition at these centers.
Table 11: OFF-CAMPUS STUDY CENTER
PARTICIPATION,, FY 1971
Participants Percentage
Agency Employees------------
29,035
73.0
Employees of Other Agencies- -
3 , 022
7.6
Total Federal---------------
32,057
80.6
Non-Federal ------------------
7,739
19.4
Total -----------------------
39,796
100.0
OFF-CAMPUS STUDY CENTERS
Off-campus study centers are established by
cooperative agreements between Federal agencies
and educational institutions to provide career-
related training and higher education opportuni-
ties at a relatively low cost at the work site. In
FY 1971, 12 agencies sponsored 125 off-campus
study centers (often in cooperation with other
agencies at both the Federal and state level)
Off-Campus Study Centers For Government
Employees, a directory compiled by the Civil Serv-
ice Commission's Bureau of 'Training provides a
current listing of all centers and fields of study
offered.
TRAINING EXPENDITURES
Summary data show that $200,271,208 were
spent for training during FY 1971, an increase of
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 1970 ex-
17.2% Qover the pre ious ear The average cost million of this ex ense item over FY -6
for C l
eacRi`I {4cK~ ~b ~~ -~t`~ 0Pr?$oO j.JA1t 0
FY 1970 average of $176. Non-salary expendi-
tures accounted for 487o of the total, an increase
of 2% over FY 1970, while salary expenditures
declined from 54% to 527o of the total. Thus non-
salary costs increased more than salary costs.
This is only the second year that agencies
have been required to report internal training
costs and with only two years of data available,
no meaningful trends can yet be detected. All that
can be said at this time is that reported expendi-
tures for internal training are increasing but that
actual growth cannot yet be accurately determined.
Non-Salary Expenditures
Non-salary expenditures for training totaled
$95,338,901, an increase of 1817o over the $80.6
million reported for FY 1970. The average non-
salary cost per participant for FY 1971 was $99,
an increase of $10 over the previous year's aver-
age of $89. This might indicate that non-salary
expenditures increased by over 11,7o, while par-
ticipation increased by only 6.6%. Expenditures
for internal training accounted for $51.6 million,
or 541/o of the total non-salary expenditures of
$39.8 million. However, for FY 1971, internal
travel and per diem expenditures totaled $40.5
million or 78% of all non-salary internal training
expenditures. This is an increase of 25 %, or $8
Table 12: AGENCY NON-SALARY
This $8 million increase for one item of ex-
pense in one category of training represents 55%
of the increase in expenditures for all items of
expense in all categories of training. Spot checks
of those agencies reporting the largest percentage
increases for expenditures for internal travel and
per diem indicated that an appreciable percentage
of these increases can be attributed to more ac-
curate reporting systems. Hence, the full amount
of the reported increases cannot be assumed to
represent an actual increase in expenditures for
training but only an increase in reported expendi-
tures. This must be kept in mind when examin-
ing Table 12, which displays non-salary expendi-
tures by type and Chart 12, showing percentage
breakdowns.
Expenditures for interagency and non-Gov-
ernment training combined increased 7%, while
total participation in these categories increased
5%. In-house training expenditures increased
1217o, or over $2 million, while participation in-
creased by 7.87o. Increases were approximately
equal for all types of expense for an increase in
the average cost of $13 per participant. Non-
Government short-term training expenditures in-
creased 47o or $1 million while participation de-
clined by .6% or 102 individuals, for an average
increase of $6 per participant. Sixty percent of
this increase was due to increased expenditures
EXPENDITURES FOR TRAINING, FY 1971
(IN DOLLARS)
Non-Government
Type of Expense
Internal
Interagency
Short-term
Long-term
Total
Tuition and Related Fees _ _ _ _
793 , 689
6,883,325
15,582,923
1,947,126
25,207,063
Travel and Per Diem-------
40,549,302
4,576,957
7,614,347
1,556,342
54,296,948
Other Expenditures---------
10,269,374
317,941
4,941,362
306,362
15,834,890
Books and Materials------
(1,864,822)
(72,534)
(561,337)
(140,633)
(2,639,326)
Contractors______________
(4,824,904)
(199,933)
(4,339,369)
(163,721)
(9,527,723)
Rental__________________
(508,323)
(75)
(4,325)
(NONE)
(512,723)
Other Related Costs______
(3,071,324)
(45,399)
(36,331)
(1,859)
(3,154,913)
TOTAL___________________
51,612,365
11,778,223
28,138,632
3,809,681
95,338,901
Percent of Total Expendi-
tures____________________
54.1
12.4
29.5
4.0
100.0
Percent change from FY
1970____________________
+29.5
+21.6
+3.7
-2.7
+18.3
Percent change from FY
1968____________________
-
+98.4
+34.4
+9.8
+44.1*
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 Arft oVed%1MNM?? M0/05/08: C I b'PY- 21e1%@02$3(Q 39i6g#4jean-hour
NON-SALARY EXPENDITURES BY TYPE costs by source for FY 1971 were:
? Internal: $51.6 million was expended on
the training of 713,803 participants for an
average participant cost of $72; the cost
per participant hour for 35,771,853 hours
was $1.44.
? Interagency : 85,934 participants received
training at a cost of $11.8 million for an
average of $137 per participant; the cost
per participant hour for 3,554,044 hours
was $3.31.
? Non-Government Short-Term: 166,240 par-
ticipants were trained at a cost of $28.1
million resulting in an average cost per
participant of $169; the cost per partici-
pant hour for 6,939,480 hours was $4.05.
? Non-Government Long-Term : 1,642 par-
ticipants were trained at a total cost of
$3.8 million for an average of $2,576 for
each participant; the cost per participant
hour for 2,071,587 hours was $1.84.
for contractors with tuition increases accounting
for 25% and travel and per diem 10%.
Non-Government long-term training expendi-
tures declined by 3 %, or $125,000, while partici-
pation declined by 1 %, or 20 individuals. Tuition
payments declined but expenditure increases for
contractors and travel and per diem offset most
of that decrease.
For all sources of training, travel and per
diem expenditures accounted for 60 %, or $9 mil-
lion, of the total increase in non-salary expendi-
tures, with $8 million of that increase occurring
in the category of internal training. Participation
in internal training in FY 1971 increased by
8% over the FY 1970 level. To obtain an ap-
proximation of the actual increase in internal
travel and per diem expenditures, the FY 1970
internal travel and per diem expenditures were
increased by 8 % which gave an approximate
expenditure of $35 million, a decrease of $5.5
million from the reported expenditures for this
type of expense in FY 1971. This resulted in total
non-salary expenditures for all categories of train-
ing of only $90 million, or an increase of 127o
over the total for fiscal 1970. This increase is com-
parable to the 13 % average yearly increase in non-
salary expenditures since FY 1968.
Based on reported data, the non-salary ex-
Salary Expenditures
The total salary expenditures for both full-
time and part-time training personnel totaled
$104,932,307, an increase of 15.7% or $14,252,335
from FY 1970. The average salary expenditure
per employee trained in FY 1971 was $108, for
an increase of 8%, or $8, over the average for
FY 1970.
Full-Time Staff Salary Costs
Fifty-two agencies reported full-time salary
expenditures of $92,925,988 for 7035 employees
in the following categories :
? Employee Development Officers : 2123 em-
ployees in this category earned $32;,962,122
in salaries.
? Instructors : 2,895 employees received sala-
ries totaling $39,217,252.
? Administrative Support : 749 employees
earned $12,128,959 in salaries.
? Clerical Support : 1,269 employees in this
category received salaries totaling $8,617,-
655.
The total of these expenditures is an increase
of 16.9%, or $13,441,495 over FY 1970. This in-
crease was affected by the hiring of an additional
614 full-time training personnel, who earned ap-
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 13 ApAVERAGj FspA A `Yeflf eC TEajaR o" F IIL :=- R : 9A3%N0 AW99P41* 1968
AND FY 1971 (IN DOLLARS)
Employee Administrative
Development and Clerical
Officers Instructors Support Average
1971 -------------------------------------
1968------------------------------------
Dollar Change---------------------------
Percentage Change-----------------------
proximately $7.7 million in salaries, and the Fed-
eral Employees Salary Act of 1970, which resulted
in an average salary increase of $813 per indi-
vidual for a total rise in full-time salary expendi-
tures of approximately $5.7 :million.
Since FY 1968, expenditures for full-time
staff salaries 'have increased 89.6%, which is an
annual growth rate of approximately 23%. Over
the same period, the full-time staff has increased
38.6%, or 1,958 employees, from the FY 1968
total of 5,077, and the average salary has in-
creased by 36.8%, or $3,555. Table 13 illustrates
the change in salary expenditures that has oc-
curred since FY 1968.
15,546
13,547
10,281
13,209
11,355
10,774
5,444
9,654
+4,191
+2,773
+4,837
+3,555
+36.9
+25.7
+88.9
+36.8
Part-Time Staff Salary Costs
Part-time training personnel are defined as those
employees who spend at least 25% of their time,
but less than full-time, in activities directly re-
lated to training.
Forty-two agencies reported that part-time
personnel worked an estimated 1,147 man-years
and received $12,006,319 in salaries. The part-
time staff represented 1617o of total training staff
man-years and 11.5% of total salary expenditures.
The total number of part-time man-years re-
mained relatively constant from FY 1970, decreas-
ing by only 23 man-years. Salary expenditures
increased 7.2% for this category over FY 1970.
The average expenditure for each man-year in-
creased 9.4% to $10,468, an increase of $899 over
the FY 1970 average of $9,569. This increase
probably indicates that higher grade level em-
ployees are being utilized for training on a part-
time basis as the percentage increase in the aver-
age expenditure per man-year is greater than the
Federal pay raises discussed earlier would ac-
count for.
DISTRIBUTION OF FULL-TIME
TRAINING PERSONNEL
The distribution of full-time training person-
nel by category for FY 1971 is given in Chart 13.
Although year-by-year variations have occurred
in this distribution, the long-term percentages
have remained relatively constant. The largest
change has been in the relative number of Em-
ployee Development Officers (EDO's), who have
declined from 33% of all training personnel in
FY 1967 to 307o in FY 1971. Over the same
period the percentage of support personnel has
increased 217o from 27% of all full-time training
personnel to 297o. Instructors comprised 40% of
the total in FY 1967 and have increased by only
17c to the FY 1971 total of 41 %. These changes
are shown in Table 14, which shows the percent-
age distribution of training personnel by category
for FY 1967 and FY 1971.
While the table shows a decline in the ratio
of Employee Development Officers relative to all
Table 14: PERCENTAGE DISTRIBUTION OF FULL-TIME TRAINING PERSONNEL BY'CATEGORY-
FY 1967 AND FY 1971
1967
1971
Employee Development Officers------------------
33%
30%
Instructors ------------------------------------
40%a
41%
Support Personnel------------------------------
27%
29%
Total-----------------------------------------
100%
1000/0
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 Approved For R aart 13 -51 ~STRIBUTION OF
FULL-TIME TRAINING PERSONNEL, FY '1971
2,895
ADMINISTRATIVE SUPPORT
TOTAL: 7035
full-time training personnel, the absolute number
of Employee Development Officers and other
training personnel in all categories has shown a
steady increase since FY 1967. There has been
an increase of 40.40, or 611, in the number of
Employee Development Officers during this period
with all other categories of training personnel
showing comparable increases. For all categories,
there has been an increase of 52.7%, or 2429 em-
ployees since FY 1967. Table 15 summarizes this
numerical and percentage growth.
The increase in full-time training personnel
since FY 1967 has exceeded the growth in agency
population over the same period, resulting in a
higher ratio of training personnel to all employees.
More significantly, the increase in training per-
sonnel continued in FY 1971 while the Federal
workforce decreased in size. In FY 1967, there
Table 15: NUMBERS OF FULL-TIME TRAINING PERSONNEL BY CATEGORY-.
FY 1967 TO FY 1971
1967
1970
1971
FY 67G771ChaF Y 70-71
Employee Development Officers------
1,512
2,080
2,123
40.4% 2.1%
ort -----------------
Su
P
l
1,865
2,541
2,894
55.2% 13.9%
pp
ersonne
------------------- _--_---
1,229
1,800
2,018
64
2% 9
7%
Total
4,606
6,412
7,035
.
.
52.7% 9.7%
20 Approved For Release 2000/05/08 : CIA-RDP78-06215A000200070004-6
 Officers, 1 i M 0o~4 a1 `q9fe *AV 8
training personnel, for each 1,000 Federal
Employees. In 1971, these ratios were 1.02 and
3.38 respectively. The changes in the ratio of all
categories of training personnel per 1,000 em-
ployees are shown in Table 1.6.
The Civil Service Commission has long be-
lieved that many agency training offices have been
understaffed relative to their responsibilities.
UZ be Aft'84, "VA d the
that
a more reasonable employee-trainer mix is being
reached. As described in Section I of this report,
the increasing number of new training programs
and responsibilities suggests that more training
personnel will be required to handle the resulting
workload. In these circumstances, the ratio of
training personnel to agency employment will
probably continue to increase.
Table 16: FULL-TIME TRAINING PERSONNEL BY CATEGORY
FOR EACH 1,000 FEDERAL EMPLOYEES, FY 1967 TO FY 1971
Employee Development Officers
.81
.76
.92
.96
1.02
.99
1.11
1.25
1.18
1.25
Personnel ------------------------------
.66
.60
.88
.96
.97
Total-----------------------------------------
2.49
2.47
3.05
3.10
3.38
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 fB4bWFW 6'fiW!j2 /0M8 : C IA OMWMIv 2aO0004-6
IL SERVICE COMMISSION
The training activities of the Civil Service
Commission are carried out primarily by the
Bureau of Training, the Regional Training Cen-
ters, and the Federal Executive Institute. During
FY 1971, the Bureau was reorganized into four
operating offices or divisions and an office of ad-
ministrative management. The operating units
serve the following purposes :
Training Operations conducts the inter-
agency and intergovernmental training pro-
grams for Federal, state and local employees
at the Commission's Executive Seminar Cen-
ters and the Washington and Regional Train-
ing Centers.
The Training Assistance Division coordi-
nates training opportunities for lower-level,
disadvantaged, and summer employees, pro-
motes and administers the Education for
Public Management Program and the Federal
Personnel Intern Program, coordinates and
promotes the use of interagency training pro-
grams, provides agencies with guidance and
consultation on individual and general prob-
lems related to training, and provides guid-
ance and leadership in the development, selec-
tion, evaluation, and utilization of modern
instructional methods and techniques.
The Public Service Careers Office admin-
isters Plan D of the Department of Labor's
Public Service Careers Program to improve
and expand current programs to employ per-
sons with limited education and skills within
the Federal Government and to expand
current activities to upgrade lower-level
employees.
The Training Management Division
serves as the focal point within the Govern-
ment for information collection and analysis,
strategic planning, systems development,
evaluation, and research in regard to training.
The Commission's training functions can be
grouped into three broad categories, in which any
of the Bureau of Training operating units may be
involved : interagency training, intergovernmental
training, and consultation, leadership, and assist-
ance. Highlights of the Commission's FY 1971
activities will be discussed under these categories.
The Commission's interagency training pro-
gram continues to grow. In FY 1971, '76,053 em-
ployees received training in courses conducted by
the Bureau of Training and the Regional Train-
ing Centers. This was an increase of 24.59'o over
the FY 1970 total of 61,087. Of this total, 74,702
attended courses at the Bureau's Central Office
and Regional Training Centers. The Executive
Seminar Centers located at King's Point, New
York, and Berkeley, California, accounted for
1,351 participants. Attendance at these two cen-
ters has remained relatively constant since FY
1967. Chart 14 shows the growth in tota participa-
tion for all facilities since FY 1965. (Data for the
Federal Executive Institute, a separate organiza-
tion within the Civil Service Commission, is not
included in these totals. Training activities of the
Institute are discussed separately in this section.)
The FY 1971 participation total includes
7,238 employees of state and local governments,
a figure which exceeded expectations by more than
2,000. Commission training personnel offered
3,073 program sessions, giving classroom training
of 91,586 hours in length. Attendance at these
sessions accounted for 7 % of all Federal employee
training in FY 1971.
The increased participation and new training
responsibilities has led to the establishment of
new training facilities and programs which are
described below.
In July, 1971, the third Executive Seminar
Center was opened in Oak Ridge, Tennessee. With
this new center, the total capacity at the execu-
tive seminar centers now exceeds 2,000 execu-
tives per year. The new center will take advantage
of the scientific resources and talent available
within the immediate area.
Labor Relations Training Center
In response to the growth of Federal em-
ployee unions and negotiated contracts, as well as
the need for a "management team" orientation,
the Commission established the Labor Relations
Training Center during FY 1971. The purpose of
the center is to train agency supervisors, man-
agers, executives, and specialists in the knowl-
Approved For Release 2000/05/08 : CIA-RDP78-06215A000200070004-6
 edge and skills required to establish constructive The Center's curriculum is divided into three
collective . p ie EroiitReLe see =OJQG108 : O A F 78-06215A000200070004-6
program is designed to train the management
team to handle union-management conflict by pro-
viding a realistic approach to the collective bar-
gaining process as well as the specific skills needed
to utilize it. The need is intense. By 1971, more
than 3,000 exclusive bargaining units had been
certified in the Federal Government. Better than
60.percent of the entire civil workforce was repre-
sented by unions. At least 3,000 contracts will
have to be negotiated during the next few years.
The number of exclusive bargaining units and
contracts is increasing at a rapid pace.
State and local trainees
Chart 14 - TRENDS IN INTERAGENCY TRAINING
FY 1965 - FY 1971
thousands
801
101
Federal trainees
1. Management Labor Relations Policy and
Conduct, Collective Bargaining-General Se-
ries. These are the basic knowledge and skill
courses.
2. Management Labor Relations Policy and
Conduct, Collective Bargaining-Specialty
Workshop Series. The courses in this series
are designed to provide specific skill training.
3. Collective Bargaining-Special Programs.
These are custom-tailored special courses or
programs designed, developed, and conducted
61,087
54,556
46,529
37,624
22,584 N
16,162
IS:
sXN
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 go~$'e#nmfen to m1apZ6%c~i`fp26Tlect0WJ8?,f CIA 1 e 6 ' S'~(~6 0004-6
gaining
training
Southwest Intergovernmental Training Center
The Southwest Intergovernmental Training
Center began operations in January, 1972, in San
Antonio, Texas. First year funding is provided by
the Department of Labor. The center was estab-
lished to serve as an intergovernmental training
facility for Upward Mobility in the Southwest.
This step was taken in response to the President's
16-point program to enhance Federal employment
opportunities for Spanish-surnamed Americans.
The center consists of two components-one for
basic education and one for skills training. As the
program becomes fully operational, it is expected
that employees in cities outside San Antonio, such
as El Paso, Albuquerque, and Corpus Christi, will
utilize the center's courses. Plans will be coordi-
nated through the Dallas Regional Training Cen-
ter of the Civil Service Commission.
National Indian Training Center
Another joint effort of the Commission,
through its Denver Regional Training Center and
the Bureau of Indian Affairs, is the National In-
dian Training Center. It is located at the Instruc-
tional Service Center at Brigham City, Utah, and
opened in September, 1971. The Center provides
educational opportunities for Indians, as well as
for governmental officials-Federal, state, or local
-who work with Indians. Courses are designed to
meet specific needs identified by users. A sampling
of courses in the initial offering includes Indian
School Board Training, Leadership in the Indian
Community, and Grant-in-Aid Programs Avail-
able to Indian People.
EEO Institute
To meet a high priority need, the Commis-
sion established a special EEO Institute in the
central office Personnel Management Training
Center. The Institute will develop courses for de-
livery in interagency programs nationwide as well
as conduct courses locally. Attendance at EEO
courses has greatly exceeded expectations. The
Regional Training Centers had anticipated teach-
ing fewer than 100 sessions during FY 1971, but
found that the demand was for about 130 sessions.
Plans for FY 1972 show an increase of about 50
sessions.
Formerly, only a few Regional Training Cen-
ters offered courses in ADP management or fi-
nancial management. Beginning in FY 1972, all
of the regional training centers will offer courses
in both curriculum areas in ten newly established
Management Sciences Institutes.
Most of the basic courses in ADP and finan-
cial management will be offered initially with the
expectation of expanding the curriculum as the
centers develop their capability. Examples of the
initial courses offered are ADP Orientation, Con-
versational Computing, Governmental Bookkeep-
ing and Accounting, and Cost/Benefit Workshop.
General Management Training Center
The General Management Training Center
has made the second of its 40-hour basic super-
visory courses available through the Government
Printing Office. The course is Supervision and
Group Performance, designed for nationwide use
by Federal, state, and local government organiza-
tions. On the initial Commission requisition, 29
agencies purchased 764 instructor manuals for
the course. GPO sales on the first supervisory
course, Introduction to Supervision, have totaled
825 copies to date. Manuals and participant work-
books for both courses continue to be stocked by
the Superintendent of Documents.
Federal, state, and local governments con-
tinued to make heavy use of the Commission's
basic 40-hour supervisory courses. During FY
1971, a total of 9,721 supervisors attended these
courses.
Both members of Congress and officials of
executive agencies have expressed a need for in-
tensive consideration of the interrelations between
Congress and the executive branch. In response to
this need, the General Management Training Cen-
ter held five two-day briefing conferences and
workshops for officials with responsibilities for
various functional areas. Three sessions were held
for those concerned with education, labor, health,
and welfare; and two for those responsible for
public lands, land exploration, agriculture, and
related areas. During these sessions, participants
met with members of House and Senate Commit-
tees and key committee staff personnel, selected
agency top officials and liaison representatives, and
analysts from the Office of Management and
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 Budget with responsibilities in the program areas ing a more sophisticated understanding of the
involveAop*wmdtftt!ReteagW4OA6M/ee : C lPfA0iP- O6246> b2 '0 ( 6t execu-
sional committee work and to factors determining
how legislative priorities are set, how substantive
legislation and appropriation matters in those pro-
gram areas are handled, and how conflicts in legis-
lative program areas are resolved at the depart-
mental, OMB, and Congressional levels. As a result
of the affirmative response to this program, seven
sessions were scheduled for FY 1972.
Federal Executive Institute
During FY 1971, 751 executives attended ses-
sions at the Federal Executive Institute in Char-
lottesville, Virginia. The principal activity of
the Institute is an eight-week Residential Pro-
gram in Executive Education which is designed
to heighten responsiveness to national needs and
goals, increase appreciation for the totality of the
governmental system, and improve knowledge of
managerial processes.
There were five sessions of this program in
FY 1971 with a total attendance of 266 people-
258 were employed by the Federal government
and represented 40 agencies; seven were employ-
ees of state and local governments; and one was
employed by the World Health Organization. Of
those attending, approximately 80 % were at grade
GS-16 and above (or the equivalent in other pay
systems) and approximately 20%o were at grade
GS-15, or equivalent.
Other activities of the Institute included
short seminars and conferences developed and
led by members of the Institute faculty and staff,
and by members of other Government organiza-
tions.
tives participated in the 1971 session.
The Executive Seminar Centers conducted
several seminars in Intergovernmental Programs
and Problems during FY 1971 for Federal, state,
and local officials. These seminars explore the
origins, evolving nature, and problems of the
American system of government. Emphasis is
placed on the growing pattern of shared responsi-
bility among national, state, and local programs.
Their relationship to the larger problems of
American Federalism is selectively reviewed from
the vantage points of legislative and executive
practitioners and scholars at all levels of govern-
ment.
. The Regional Training Centers have also ex-
panded their training for state and local govern-
ments. Some examples of regional courses are
Managing the Modern City, developed under con-
tract with the State of New Jersey, and conducted
by the New York region ; courses for county tax
assessors, developed and conducted by the Seattle
region; and a cluster of specialized courses on
environmental projects, such as the Environ-
mental Engineering and Water Resources Semi-
nar developed and conducted by the Dallas region.
A workshop in Basic Employee Development,
funded by the Department of Housing and Urban
Development, was developed in the central office
and given tuition free to state and local officials
by each of the Regional Training Centers. Plans
for FY 1972 call for an advanced employee de-
velopment course for the same audience in all the
centers.
INTERGOVERNMENTAL TRAINING
PROGRAMS
In 1970, the Brookings Institution, under con-
tract to the Commission, developed a model Inter-
governmental Affairs Fellowship Program. The
1971 program, patterned on this model, was de-
signed and conducted by the Commission's Man-
agement Sciences Training Center.
The primary purpose of the fellowship is to
provide the opportunity for intergovernmental
learning and mutual assistance among Federal,
state, and local officials engaged in grant-in-aid
activities. Through this program, Federal execu-
tives with policy-making roles in grant programs
can enhance management effectiveness by develop-
CONSULTATION, LEADERSHIP, AND
ASSISTANCE
Publications
To assist agencies in the coordination of Gov-
ernment and non-Government training resources
for Federal employees, the Training Assistance
Division of the Bureau of Training prepares the
following resource publications, all of which are
available from the Government Printing Office :
? Interagency Training Programs Catalog
and the Quarterly Calendar of Interagency
Training Programs. These publications
provide information on training programs
open to employees of other agencies. There
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 are separate issues for the Metropolitan
APP4QM d FC.RW@aSQn20 u`JQA: Cl
served by the ten Regional Training Cen-
ters.
? Agency Training Centers for Federal Em-
ployees. This pamphlet lists separate facili-
ties established by agencies to conduct spe-
cial agency-oriented training for their own
employees. Employees of other agencies
may participate on a space-available basis.
? Off-Campus Study Centers. This is a list-
ing of facilities that have been established
by cooperative arrangements between aca-
demic institutions and Federal agencies to
sponsor continuing educational opportuni-
ties for Federal employees.
? A Directory of Studies and Reports Re-
lated to Training and Education. This pub-
lication is designed to facilitate the ex-
change of information by providing a
directory of the studies and reports pre-
pared by agencies concerning special pro-
grams, training needs, and problems.
The Commission also issues informational
publications on a wide variety of training topics.
In FY 1970, -a series on Training Systems and
Technology was introduced. As of now, six publi-
cations have been issued in this series. Among the
subjects covered are training evaluation, pro-
grammed instruction, the selection and use of
visual materials, and computer assisted instruc-
tion. A current directory of available publications
is provided in the Commission's Guide to Training
Resource and Information Publications.
Contract Exchange Information Service
In addition to the above publications, the Com-
:mission maintains a file of information about con-
tracts for training services and materials. This
information has been supplied by agencies and is
available to government training officers on re-
quest. Such information should be useful in mak-
ing decisions about new contracts and in taking
advantage of products already produced for
other agencies.
Public Service Careers
The Public Service Careers program com-
pleted its first full year of operations during FY
1971. The Federal component, Plan D, was ad-
* WOMM&K-WisLabor. Office
By the end of the year, signed agreements with
agencies totalled $7,793,201. The program calls
for the hiring and training of minimally skilled
persons at entry level as well as providing upgrade
opportunities for those already employed. By
the end of the year, 2,699 new employees had
been hired, and 1,494 designated for upgrade
training. 217 had completed training. Trainees
were located in 117 cities in 42 states and in the
District of Columbia. 707o of the PSC trainees
enrolled were employed outside the U.C. area. In
addition to employees already participating in the
program, commitments for several thousand more
have been made by the agencies. The total com-
mitment at the end of the fiscal year was 12,974.
Participant data show the following charac-
teristics of PSC trainees :
? The typical trainee was in his 20"s, male,
and lacking a high school education.
? Nearly 917o of both entry and upgrade
PSC trainees have remained on the job and
are still employed by the Federal Govern-
ment.
? Over 957o of the PSC trainees entering
the program through the Worker-Trainee
Exam are currently employed by their hir-
ing agency.
? General Schedule employees constituted
37.97o of the PSC trainees ; Wage Systems
employees, 28.517o; Postal Field Service
employees, 26.17o; and employees of other
pay systems, 7.57o.
? Nearly 157o of entry-level PSC trainees
were Vietnam veterans.
Several new training programs were devel-
oped or utilized in connection with the program.
Four of the Commission's interagency training
centers developed 14 PSC-related courses, con-
ducted 67 course sessions, and trained 1,600 par-
ticipants nationwide. HEW's Southwest Inter-
agency Training Center, located in Washington,
D.C., was funded by PSC and provided suppor-
tive services and orientation to over 400 PSC
trainees and skills training to approximately 245
more. In addition, an agreement was made with
Opportunities Industrialization Center, an inde-
pendent, non-profit, "self-help" training organiza-
tion for unemployed and underemployed persons,
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 to provide free orientation, counseling, advisory ? A report to the Commission transmitting
servicesA jprO 4edrPionR&t???# 05/08: C IA-RD 8uNktSA0( 2DO?7OO e6lent of
Long-Term Training Evaluation
During FY 1971, with a decade of long-term
training experience, the Commission and 12 Fed-
eral agencies undertook an evaluation to provide
the basis for planning future investments in the
program.
The period selected for the study covered fis-
cal years 1960 through 1969. Twelve agencies
participated, representing approximately 40% of
the assignments made to long-term training in
non-Government facilities during that decade.
They were the Departments of Agriculture, Com-
merce, HEW, HUD, Interior, Transportation, and
Treasury; and the Atomic Energy Commission;
the Defense Intelligence Agency, D.C. Govern-
ment, NASA, and VA. (The three military de-
partments are also participating in the study.
Their evaluations will not be completed until FY
1972 due to the large volume of assignments they
made during the period-over 50%) of the total.)
The Commission supplied each participating
agency with suggested questionnaires and other
analytical tools. Agencies had the latitude to put
these to use, to modify them, or to develop their
own methods for eliciting the needed informa-
tion, so long as certain minimum standards were
met. The minimum standards set by the Commis-
sion were :
? Management appraisals of the influence
of the training on the trainee's value to
the agency.
? Appraisals by the trainee and his super-
visors of (1) the timing of the "payoff";
(2) the degree of utilization of the training
received; and (3) the degree of realization
of the training objectives.
? Descriptions by the trainee and his super-
visors of how the training was applied to
the agency's problems and programs.
? Management review of the information
gathered and an estimation of the return
on the investment in light of the costs and
the benefits of the training.
? A summary of findings, showing selected
characteristics of the trainees and the
training programs, as well as the nature
of the return.
the agency's policy concerning future use
of long-term training in non-Government
facilities, and any recommendations the
agency cared to make growing out of the
study.
In reporting the return on their investments,
the agencies used the categories established by
the Commission: Very Good, Moderate, Small,
Broke Even, and Did Not Break Even. Appraisals
were reported on 2,610 assignments. In compar-
ing the costs to the benefits derived from the as-
signments, the agencies reported a moderate or
better return on 9017o of the assignments. In only
2% of the assignments did the agencies report
that they did not break even. The most prevalent
reason for appraisals of less than moderate re-
turn was that the employee left the agency which
sponsored the training.
A number of recommendations were passed
on to the Commission by the participating agen-
cies regarding the use of long-term training,
such as:
? A specific plan for utilization of the trainee
should be required for each long-term
training assignment.
? A continuing responsibility for achieving
utilization of the knowledge acquired
through the training should be assigned to
an appropriate official.
? A career development profile should be
used in connection with training assign-
ments under "broadening" programs in
order to forecast the employee's position
assignments and to assist in utilizing him
properly during the critical post-training
period.
? A well-conceived written plan for the an-
ticipated post-training assignment of the
employee should be an integral part of the
nominating document.
? The Commission should reaffirm the "simul-
taneous selection" concept by reissuing the
substance of Bulletin 410-19 ("Selection of
Candidates for Long-Term Training,"
now expired), to ensure that consideration
is given to all eligible employees and that
the best candidates for long-term training
are nominated systematically.
? Guidance should be given to agencies show-
27
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 ing how relief from employment-ceiling re- struct costs of a past course where there
A ?lirt vedaFGr Ba1aase)2GWQ&$8s: C
lAeR Re78ce0&24i AQQQ2QQAi71bQQ4F6ur
which send employees to long-term training
(such as the allocation of spaces from a
central pool).
Several agencies reported that increased at-
tention would be given to the post-training utiliza-
tion of employees assigned to long-term training.
In addition, there was clear indication that future
selections for long-term training would be influ-
enced by the nature of the return the agencies
experienced on past investments as revealed by
the study.
The Commission is reviewing the recom-
mendations made by the participating agencies to
consider the need for policy changes or guidelines
to ensure that future investments in long-term
training will continue to be responsive to national
priorities and programs as well as present and
projected conditions affecting Federal employment.
Training Cost Model
Over the years, training officers and agency
management in general have become more con-
cerned with the cost of training. One reason for this
concern is the increased cost of training; another
is the increased importance of training in an
agency's operation. Until now, however, there has
been no system available to enable trainers to
arrive at standard cost data on training. Since this
kind of information is essential for the efficient
management of training, the Civil Service Com-
mission has developed a training cost model for
agency use.
The primary purpose of the training cost
model is to predict the annual costs of a proposed
training course; a secondary purpose is to recon-
is no
steps
are involved in the use of the model. The first is
the making of basic assumptions about the course,
such as its length, the number of people attend-
ing, and the type of methodology used. The second
step is the selection of cost data from cost
data tables. The tables provide standard costs
on salary, travel, development, and production.
The third step involves entering the data on four
worksheets, covering costs for development, par-
ticipants, instructors, and facilities. On each work-
sheet, both annual cost and cost per trainee hour
are calculated. Annual cost is needed as an input
to the agency's budget and per trainee hour cost
as one measure of course efficiency. The fourth
step is the transferal of the data to a summary
worksheet. While the first step-making the as-
sumptions-should be done by a qualified training
officer, the other three steps can be done by cleri-
cal personnel.
The model is useful for a number of pur-
poses: Different training formats can be costed
out and compared. Contractor proposals can be
analyzed from a cost standpoint. The cost of train-
ing can be compared with the cost of other prob-
lem-solving methods. Accurate performance-
linked budget inputs for the training function can
be provided. And the model gives a sound basis
for including training in an agency's strategic
planning.
The cost model considers, of course, only one
side of the cost/benefit ratio. A benefit model is
being developed by the Commission which will be
initially applicable to jobs with easily obtainable
production measures. Eventually the benefit
model will be used for jobs with less tangible
outputs.
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 IV. ACCOMPLISHMENTS THROUGH
TRAVgd For Release 2000/05/08
Federal Agencies conduct training courses
and programs encompassing the entire span of
governmental activities. The examples given be-
low serve to illustrate the approaches used to
satisfy the diverse training needs during FY
1971. Selected from agency reports, these examples
have been grouped under the following broad
categories:
? Training to Improve Performance of Cur-
rent Duties
? Training in Anticipation of Future Pro-
grams and Staffing Needs
? Training as a Result of New Missions or
Programs
? Training to Keep Employees Abreast of
Technological Advances and to Maintain
Proficiency in Specialization
? Training to Develop Unavailable Skills
TRAINING TO IMPROVE PERFORMANCE
OF CURRENT DUTIES
Defense Supply Agency
The Operation Deep Look Training Program
(Test, Train, Re-Test) was continued at several
field activities during FY 71. An important part
of the program is the identification of "perform-
ance gaps" and the necessary follow-up training
and development. At the Defense Depot in Ogden,
Utah, 121 warehouseman and 25 packers received
8 to 18 hours of training in warehouseman tech-
niques or packer producers. DDOU operations
reports indicate a productivity increase in the
receiving function and the packing and shipping
functions of 7 to 10 per cent over the FY 70 level.
Department of Housing and Urban Development
A major reorganization and realignment of
HUD at the beginning of last fiscal year precip-
itated numerous meetings of the Regional Train-
ing Committee to plan types and methods of
training needed for employees. The kinds of train-
ing required were both a general orientation to
acquaint each person with overall goals, objec-
tives, and responsibilities, and more, intensive
training for members of the professional staff.
Program offices worked out a two-day agenda
to be taught in the area offices by teams from the
regions. A general orientation was first conducted,
followed by sessions on various programs or
C lAa R O 15~ Oa7E~iQ~C~essions
according to their particular area of interest or
need.
In addition, various workshops were con-
ducted in the regional offices. Employees came
from area and insuring offices to attend. The
workshops included Wage Requirements Work-
shop, Seminar on Realignment, (New Roles of
Regional and Area Offices),'. RAMIS Training,
Financial Management Seminar, Codes Training,
and a Model Cities Training Conference.
Department of Transportation
In May, 1971, the first group of supervisors
and managers attended the newly established FAA
Management Training School at Cameron Col-
lege, Lawton, Oklahoma, where FAA supervisory
and managerial training is conducted on a live-in
basis. All new current supervisors and middle
managers must attend the appropriate course.
Each of the three-week courses consists of 80
hours of study in basic supervisory or managerial
skills together with 40 hours of laboratory work in
which actual supervisory or management situa-
tions are simulated. Heavy emphasis is being
placed on post-course counseling and application
of the newly learned skills and knowledge back on
the job. Following the initial training, supervisors
and middle managers will attend a one-week re-
fresher training course each year. A total of 3,000
supervisors and 600 managers are expected to
attend the school annually. From May, 1971,'--f"
through the end of the fiscal year, 623 trainees
were enrolled.
Department of the Air Force
Civilian employees were enrolled in the two-
week Environmental Protection Course given at
the Air Force Institute of Technology's Civil En-
gineering School. This course broadens the pro-
fessional skills of engineers in the application of
identification techniques for environmental pro-
tection and control. Fundamental instruction in-
cludes current technology in water quality, air
quality, solid waste management, noise, radiation
hazards, herbicides and pesticides, land manage-
ment, and environmental impact statements. The
course provides students with a basis for applying
principles and methods applicable to identifying
sources of pollutants and selecting proper treat-
ment and/or disposal techniques to comply with
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 stanaaras. Individuals in elsitions 4 s ~m~'
Cl ~Qg6 "I 8AUdUe2U667UU +Mobility
enviro liV% ~@f'i t5
ment in the Civil Engineering functional area or
Air Force bioenvironmental engineers are pro-
vided this training to update professional skills.
It is planned that graduates of this course will be
eligible after four years for refresher training in
this area.
Department of Health, Education and Welfare
The Social Rehabilitation Service continued
the implementation of a Management by Objec-
tives program and developed an operational plan-
ning system as part of the newly designed Re-
habilitation Service Management System. Train-
ing in these programs continued for executives,
managers, supervisors and other professionals to
participate in the joint setting of organizational
program objectives and individual employee ob-
jectives, both personal and those based upon job
responsibilities. Most of the training is conducted
under contract. One of the most important results
noticed thus far is the establishment of realistic
objectives in tune with the Secretary's goal and
Regional Directors' priorities. The service is con-
tinuing to develop in-house capabilities to reduce
dependence on contracts.
Department of the Treasury
An international training course was devel-
oped in late 1970 by the Office of the Comptroller
of the Currency to better prepare examiners for
`exa pining foreign branches and international de-
partments of national banks. Twenty-five exam-
iners participated in the one-week course. The
trainees received intensive instruction in opera-
tions of foreign departments of American banks,
Edge Act Agreement Corporations, overseas
branches, and international banking techniques,
such as letters of credit, foreign exchange, foreign
loans, and investments. More international train-
ing courses will be held in FY 1972.
Federal Communications Commission
The FCC is sending 7 persons to an Adult
Education Demonstration Center for four hours
each week so they can obtain remedial education
and basic skills in preparation for receiving high
school equivalency certificates. Trainees are at-
tending the same facility for an intensive vocab-
ulary building, reading improvement, and mathe-
Small Business Administration
Operations have improved throughout the
SBA as a result of the agency-wide Cross-Train-
ing Program. All professional employees who
work with applicants for assistance (financial
assistance, management assistance, minority en-
terprise) are cross-trained in other SBA assist-
ance programs, thereby giving them a good work-
ing knowledge of the operations of programs
outside their own specialty.
TRAINING IN ANTICIPATION OF FUTURE
PROGRAMS AND STAFFING NEEDS
Department of Defense
Project Hire (Alaska Native Employment
Program) is a program to recruit, train, and
employ Alaskan natives with little or no experi-
ence or education. Since the program began in
August, 1969, a total of 426 trainees have been
brought into the program (Air Force-232., Army-
178, and Navy-16). The program is designed to
allow a trainee to progress to a higher target
grade or journeyman rate. On-the-job training is
the primary method, with outlines similar to those
used in the training of airmen. For those in need
of special courses, arrangements have been made
in addition to OJT. Special typist, key punch, and
shorthand courses were set up with local business
colleges, and remedial education and GED
courses are in progress. Special classes were
arranged to train supervisors in the socio-eco-
nomic backgrounds of various Alaskan native cul-
tures to better understand special problems rela-
tive to placement and training of Alaskan natives.
The instructor was an Alaskan native, and super-
visors who attended the classes said that thia
presentation would definitely make their jobs
easier in training the Project Hire employees.
Department of Commerce
In the Department of Commerce, bureaus
have been urged to direct attention toward the
inclusion of women in professional training. The
Department is ensuring that nominees for exec-
utive and professional training represent the
workforce at the professional level, with special
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 attention paid to the training needs of women TRAINING AS A RESULT OF NEW MISSIONS
who hav'A]W!C ed'r 4b['ReI a e O9lff O8 : P &-*?215A000200070004-6
ment level responsibilities. It is interesting to
note that the number of women who attended
managerial and supervisory training courses in-
creased by 70% over FY 70.
At the conclusion of FY 1971, the Depart-
ment completed its first year of participation in
the Public Service Careers Program. Under PSC,
Commerce employed 142 disadvantaged job seek-
ers (GS-1 or WG-1 or 2) and upgraded or sent
to upgrade training 98 current employees (GS-1
through GS-5). The $100,700 PSC grant from
Labor was a major contribution to Commerce's
Upward Mobility efforts. Entry employees re-
ceived orientation counseling and skills training.
Immediate supervisors of the worker-trainees re-
ceived training in special skills essential to super-
vising low-skilled employees. Upgrading activities
included clerical and stenographic occupations,
computer technology, printing, and the various
trades.
Government Printing Office
For several years, GPO has provided pre-
supervisory training for employees with potential
for becoming supervisors. Three hundred and
sixty-one persons were trained prior to FY 1971.
One hundred and eighty (50 %) of these have been
promoted. Some of these employees have been pro-
moted several times. During FY 1971, 175 em-
ployee completed classroom training and are now
receiving rotational assignments and on-the-job
training in supervisory functions.
National Aeronautics and Space Administration
At Langley Research Center, a Pollution
Lecture Series was conducted in response to the
growing interest by staff scientists in determining
the problem areas which are amenable to analysis
and solution using the capabilities and facilities
available at the Center. This series of six lectures,
which was also open to local educational institu-
tions and other government agencies, consisted of
the following topics : Diffusion and Modeling, Gen-
eral and Urban Modeling, Supersonic Transport
and Pollution of the Upper Atmosphere, Chemis-
try of Air Pollution, Laboratory Simulation of
Atmospheric Effects, and Pollution Work at MIT.
Department of Commerce
In cooperation with private consultants, the
Department conducted two "awareness" training
seminars. Both were attended by the Assistant
Secretary for Administration and 24 top manage-
ment officials from all of the administrative areas.
The July program, a 20-hour seminar, accom-
plished the following:
? Established a common understanding of
the Administration's Equal Employment
Opportunity Program.
? Reviewed EEO progress.
? Identified obstacles to employment and ad-
vancement from minorities' point of view.
? Established an employment and develop-
ment program to encourage more qualified
minorities and women to make professional
careers in administration.
Department of Labor
Training was able to solve a major opera-
tional problem of the Department in FY 71. In
January, the Occupational Safety and Health Act
was signed into law by the President with an
April 1 implementation date. The Act set stand-
ards for Safety and Health in the workplace and
provided for on-site inspections by Department of
Labor safety engineers. With a short time be-
tween enactment and implementation, the De-
partment was faced with a major staffing. need.
The labor market supply of safety engineers was
insufficient to meet this need.
At the. same time, however, the economic
downturn in the aero-space and related industries
resulted in a large number of engineers seeking
work. It was decided to tap this labor resource
by providing an intense residential course in
Safety Engineering Techniques and Practices.
Five such courses were held. When the implemen-
tation date arrived, trained safety engineers were
ready and able to usher in a new era of high
standards of health and safety for the nation's
workers.
Federal Power Commission
There has been growing concern in recent
years regarding potential and actual power fail-
ures and blackouts. Previously, the Federal Power
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 Commission was less active in assessing adequate TRAI N ABLE
poweA AT ftMel eret~QQO/fl%94 isCIAjWR-e6~1~5 0 bb&A6 = 6644I&
power systems. Because of public concern, the
interconnection and coordination of power sys-
tems, reliability of power systems, and adequacy
of natural gas reserves have become critical issues
within the Commission. Much training is being
directed toward equipping the staff with the
knowledge needed to meet changes in the or-
ganization's current mission. Power Systems En-
gineering and the Executive Training Program in
Liquefied Natural Gas are examples of new
training programs.
TRAINING TO KEEP EMPLOYEES ABREAST
OF TECHNOLOGICAL ADVANCES AND TO
MAINTAIN PROFICIENCY IN
SPECIALIZATION
Department of the Treasury
Since the banking industry continues to be
revolutionized by advances in data processing, ex-
amining personnel in the Office of the Comptroller
of the Currency are enrolled in the programmed
instruction course, "Computer Systems Funda-
mentals", through the{r local IMB Center. In ad-
dition, during FY 1971, a five-day seminar in
the use of electronic data processing techniques
in bank examinations was established in coopera-
tion with a consultant. Several seminars will be
conducted to familiarize those concerned with the
examination and supervision of national banks
with the effect of EDP equipment on examination
procedures and techniques.
The course also aids the examiner in the re-
view of reports prepared by examiners already
specially trained to examine the growing number
of banks using EDP equipment. Instruction covers
both the capabilities and limitations of EDP sys-
tems in commercial banks. In addition to this
basic training, additional employees from each
region were selected for specialized instruction in
Advanced Electronic Data Processing.
General Services Administration
The Office of Automated Data Management
Services in the Federal Supply Service began a
long-term project to upgrade training in ADP
through the in-house development of videotape
training classes. The intent of the project is to
standardize training at all GSA data processing
facilities while at the same time substantially re-
ducing training costs.
Department of the Army
Repairs and adjustments to the lock and dam
structures under water level have been a problem
since the Little Rock Engineer District became in-
volved in navigation. Since Arkansas is an inland
state, there are no trained divers available within
500 miles. To alleviate this problem a program to
train employees to be part-time divers was devel-
oped. Five employees are presently attending the
Divers Training Academy at Fort Lauderdale,
Florida, for five weeks. After completing the
school, they should be able to perform all diving
activities required in the district. A sixth em-
ployee has several years diving experience in the
U.S. Navy. Although the program is rather ex-
pensive, in the long run it will be much more eco-
nomical than the present system of waiting for
divers to report with work crews remaining idle
for long periods of time.
Department of the Navy
The Navy's apprentice program provides an
intake to meet anticipated requirements for skilled
artisans and for employees with potential for ad-
vancement to higher level positions where jour-
neyman or technical experience is desirable. Ap-
prentice graduates provide a source of personnel
for positions such as Foreman, Engineering Tech-
nician, Inspector Planner, and Estimator, as well
as other ungraded and graded technical and ad-
ministrative positions. There were 7,215 appren-
tices trained during this reporting period. 3117c,
of the graduating apprentices completed their
apprenticeship in less than four years.
National Labor Relations Board
As a result of in-house training under the
Upward Mobility program, more than 80 NLRB
employees successfully completed courses in typ-
ing, shorthand, and English usage. One positive
by-product of this training was the certification
of approximately 15 clerk-stenographers, most of
whom moved into stenographic positions within
the agency.
Approved For Release 2000/05/08 : CIA-RDP78-06215A000200070004-6
 hours expenditures, personnel engaged
V. STA I 'a 2000/05/08: ~g7 462 ,0P2fiffij400 *. The
TRAI NG tables show participation by pay system, man-
The statistical data contained in this section hours of training, types and sources of training,
were submitted to the Commission by agencies personnel engaged in training, and training ex-
through the Annual Report of Training. The penses compared to agency population and parti-
tables are divided into four areas: participation cipation.
LIST OF TABLES
Participation and Man-Hours
Page
Training Participation Summary ---------------------------------
35
Participation and Man-Hours by Agency and Type ------------------
36
Participation and. Man-Hours by Agency and Source -----------------
38
Participation and Man-Hours by Agency and Pay System ------------
40
General Schedule Participation and Man-Hours by Agency -----------
4
2
Wage System Participation and Man-Hours by Agency --------------
44
Expenditures
Training Cost by Agency ---------------------------------------
46
Salaries of Full-Time Training Personnel by Agency ----------------
48
Personnel Engaged in Training
50
Number of Full-Time Training Personnel by Agency
Agency Summary Tables
--------
bl
T
52
es ----------------
a
Explanation of :Items on Summary
52
Agency Tables --------------
------------------------------------
Approved For Release 2000/05/08 : CIA-RDP78-06215A000200070004-6
 Approved For Release 2000/05/08 : CIA-RDP78-06215A000200070004-6
AGENCY ABBREVIATIONS
AGENCY
Agriculture, Department of____________________
Air Force, Department of______________________
Army, Department of_________________________
Atomic Energy Commission ---------------------
Civil Aeronautics Board -----------------------
Civil Service Commission
Commerce, Department of_____________________
Commission on Civil Rights---------------------
Defense, Department of_______________________
Defense Agencies, Other_______________________
District of Columbia Government---------------
D. C. Redevelopment Land Agency-------------
Environmental Protection Agency---------------
Equal Employment Opportunity Commission-----
Federal Communications Commission- _ - - _ _ - - - _ _
Federal Home Loan Bank Board-----------------
Federal Power Commission----------------------
Federal Trade Commission __-____---.--_-__---__
General Accounting Office-----------------------
General Services Administration ----------------
Government Printing Office--------------------
Health, Education and Welfare, Department of___
Housing and Urban Development, Department of-
Information Agency, United States --------------
Interior, Department of the______________
International Development, Agency for----------
Interstate Commerce Commission---------------
Justice, Department of________________________
Labor, Department of_________________________
Library of Congress---------------------------
National Aeronautics and Space Administration- -
National Capital Housing Authority-------------
National Labor Relations Board _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
National Science Foundation-------------------
Navy, Department of ---------------------------
Office of Economic Opportunity-----------------
Office of Management and Budget--------------
Panama Canal Company/Canal Zone Govern-
ment ----------------------------- ---- ----
Railroad Retirement Board----------- - . _ - . _
Securities and Exchange Commission - - - - -
Selected Service Commission -------------
Small Business Administration-----------
Smithsonian Institution-----------------
Soldiers Home, United States--------------------
State, Department of__________________________
Transportation, Department of -----------------
Treasury, Department of______________________
Veterans Administration ------------------------
ABBREVIATION
AGRIC
AF
ARMY
AEC
CAB
C S C
COMMERCE
CIVIL RIGHTS
DEFENSE
OTHER DEFENSE
D C GOVT
D C REDV LAND AG
EPA
EEOC
FCC
FHLBB
FPC
FTC
GAO
GSA
G.PO
H E W
HUD
USIA
INTERIOR
AID
I C C
JUSTICE
LABOR
LIB CON
NASA
NAT CAP HOUSING
NLRB
NSF
NAVY
OEO
O M B
PANAMA CANAL
RR RET BI)
SEC
SEL SVC
S B A
SMITH INST
SOLDIERS HOME
STATE
TRANS
TREAS
VA
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Approved For Release 2000/05/08 : CIA-RDP78-06215A000200070004-6
 XpLgNATIO S RY A$$LES
Approved tOr Kelease 00/0-5 . ~I WtW 6 15A000200070004-6
Name of Agency GS 1-4 GS 5-8 GS 9-12 GS 13-15 GS 16-18 WAGE OTHER TOTALS
PARTICIPANT MAN-
HOURS __________________
PARTICIPANT RATIO
MAN-HOURS RATIO (%)---
I ST YEAR'S MAN-HOUR
RATIO (%)---------------
CHANGE FROM LAST
YEAR--------------------
% OF AGENCY POPULA-
TION ---------------------
% OF AGENCY PARTICI-
PANTS-------------------
% OF AGENCY MAN-
HOURS-------------------
AVERAGE EMPLOYEE
HOURS SPENT IN
TRAINING FY 71 --------
AVERAGE HOURS OF
TRAINING PER
PARTICIPANT___________
The reported population of the grade group as of June 30, 1970.
The number of man-hours worked and available for training (1,816 hrs.
per employee).
The number of training participants reported by the agency.
The number of training man-hours reported by the agency.
Grade group population divided by training participants (the percentage
figure is shown).
Available man-hours divided by training man-hours (the percentage
figure is shown).
The man-hour ratio for FY 1970.
The percentage change in the man-hour ratio from FY 1970 to FY 1971.
The percentage of total agency population made up by the grade group.
The percentage of total training participants made up by the grade group.
The percentage of training man-hours received by the grade group.
The average number of hours spent in training by employees in the
grade group.
The average length of a training session for each training participant.
Approved For Release 2000/05/08 : CIA-RDP78-06215A000200070004-6
 Ap
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