ACCOMPLISHMENTS, PLANS, AND OBJECTIVES, FY 1964-66, CLANDESTINE SERVICES PERSONNEL DIVISION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000200040005-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 22
• Document Creation Date: December 22, 2016
• Document Release Date: October 3, 2002
• Sequence Number: 5
• Publication Date: July 10, 1964
• Content Type: MF

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DIAL`
10 July 1964
MEMORANDUM FOR: Director of Personnel
SUBJECT: Accomplishments, Plans, and Objectives, FY 1964-66,
Clandestine Services Personnel Division
1. The attached reports highlight the activities of the six branches
of CSPD for FY 1964 and set forth the plans and objectives of CSPD for FY
1965 and FY 1966.
2. The first six months of FY 1964 were devoted to a carry-over from
the previous Fiscal Year in increasing our efforts to maintain a steady in-
put of officer personnel, including JOT'S, into the pipeline for duty in the
Clandestine Services. The second six months was a most critical period marked
by varied activities in support of the President's Economy Directive and its
many resultant manpower and ceiling controls. Major activities generated as
a result of restrictions imposed by such economy program included the follow-
ing:
a. Establishment of new personnel ceiling authorizations for
each major component of the Clandestine Services.
b. Staff assistance and guidance to major CS components in
the preparation of revised staffing complements, and the technical
review of such staffing complements prior to their final sub-
mission to the Office of Personnel.
c. Identification of those CS officers who became excess
to one CS component because of readjustments in authorized
ceiling, and their proper placement in other CS components or
elsewhere.
d. Curtailment of the external recruitment of candidates
for the JOT Program in consonance with reduced ceiling alloca-
tions, and the selection of candidates from within the CS for
transfer to the Program during FY 1964 and FY 1965.
e. Identification of employees who do not meet the standards
of the CS for possible separation from the Agency or review by
the CIA Personnel Evaluation Board.
f. Review of all Clandestine Services "D" positions en-
cumbered by non.-D careerists in an effort to fill them with
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g. Review of home leave practices of CS employees from an
economy standpoint with a view toward reducing the amount of non-
productive time between assignments. This resulted in the adop-
tion of an overall Agency Home Leave policy wherein sixty days
was established as the maximum period of time that the Agency would
normally authorize for travel and home leave purposes.
h. Review of requests for exception to the Agency manpower and
control policy submitted to the Executive Director-Comptroller, or
the Director of Personnel, by CS components.
3. It is believed significant to note that during most of FY 1964, this
Office operated with less than a full staff due to the untimely death of one
Branch Chief and the detail of another to an operating component of the CS.
It is to the credit of all members of CSPD that this Division continued to
function without disruption or noticeable loss of efficiency during a trying
period.
4. During FY 1964 this Division underwent a survey conducted by a rep-
resentative of the Inspector General's Office. This survey consisted of a
thorough review of each of the activities for which CSPD is responsible, and
included a personal interview with each member of CSPD. It is gratifying to
note that the report prepared at the conclusion of this survey was favorable
in its evaluation of the overall staff and support role played by this Di-
vision. While not mentioned in his final report, the Inspector was most con-
cerned with the inadequate space that had been provided for the interviewing
activities of this Division. He was alarmed upon discovering that many inter-
views held with senior officers returning from overseas, or with those persons
whose problems were of a private nature, were conducted in such remote areas
as the Agency Library, Cafeteria or various Conference Rooms. He commented
on the amount of time lost in transit by both parties of such interviews, and
with the effect that such makeshift arrangements would have upon the inter-
viewees.
5. Of the accomplishments noted in the attached reports, I consider the
following to be of special significance:
a. Improved Staff Support on Organization and Personnel Matters.
During FY 1964 three major adjustments in the authorized strength
of CS components were made. Improvement in our ability to provide
adequate and timely staff support to the Office of the DD/P, through
the DDP/OP, and to major CS components relative to such adjustments,
revised staffing complements, etc., is noteworthy.
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b. Selection of JOT Candidates from Within the CS.
Some forty candidates were selected from among junior officers within
the CS for transfer to the JOT Program during FY 1964 and FY 1965. This
will provide greater career opportunities for the officers selected
and should prove beneficial to the CS as a whole.
c. FRQ and Returnee Interview Programs.
The attention devoted to these two programs during FY 1964 has re-
sulted in continued improvement in the timeliness of replies to FRQ's,
improved morale, and more effective placement and utilization of re-
turning CS personnel.
d. Staff Assistance and Guidance to CS Components.
While perhaps not major accomplishments in themselves, considerable
time and effort of CSPD employees were devoted during FY 1964 to moni-
toring and coordinating with major CS components the "Cost Consciousness"
and "Supervisory" elements of the Agency's Fitness Report program, to- .
gether with the "Records Integration Program" as set forth in
e. Revitalization of the Personnel Management Committee.
During FY 1964 increased emphasis was given to the rendering of
formal decisions on CS personnel management matters as a result of
joint deliberations by members of the Personnel Management Committee.
Likewise, there has been more active participation by the AMP in the
decisions of the PMC, especially those that pertain to the personnel
assignment policies of the Clandestine Services.
f. Clandestine Services Staff ? Mort.
There has been a marked increase in the amount of staff work per-
formed by this Division in the development of various CS personnel
policy proposals, some of which are now under active consideration.
These include, but are not limited to the following subjects:
(1 Selection Out
(2 Personnel Evaluation
(3) Grade Adjustments
(4 Manpower Levels in the CS
(5 Strength Controls
(6 Input of Clerical Personnel into the CS
(7 Accession of JOT's to the CS
(8 Assignment & Utilization of CSCS Officers
(9 Time Between Assignments for Travel and Leave
(10 Home Leave
(31) Personal Rank Assignments at Headquarters (Book Dispatch No. 4275)
(12) Sumner Employment (Book Dispatch No. 4283)
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6. It is envisioned that the econogr program inaugurated in the Federal
Government during the latter portion of FY 1964 will be given additional em-
phasis during FY 1965 and. FY 1966, which will result in still further reduc-
tions in Agency manpower. Accordingly, the program plans and objectives for
CSPD during these two fiscal years will be geared toward continued manpower
economy measures with special emphasis being applied to the following areas
of activity.
a. Improvement of CSCS personnel management through the com-
prehensive evaluation of its personnel assets.
b. Development and more effective utilization of CS officers,
taking full advantage of the enrollment of CS junior officers in
the COT Program.
c. Identification of CSCS officers who do not meet the standards
of the CS for long range utilization, and initiation of appropriate
remedial action.
d. Also during this period major emphasis will be placed upon
CS personnel policies and procedures relative to the management of
Non-Staff personnel.
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Chief, Clandestine Services
Personnel Division
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7 July 1964
MEMORANDUM FOR: Chief, CSPD
SUBJECT : Accomplishments, Plans, and Objectives --
1. Accomplishments -- FY 1964
a. During this period,
programs and activities:
0
has been responsible for the following
(1) Secretariat support for the Personnel Management
Committee and the Clandestine Services Career
Service Board on all personnel actions affecting
members of the Clandestine Services in grade GS-14
and above.
(2) Preparation and/or processing of appropriate papers
and recommendations concerning the appointment of
senior officials to key positions in the Clandestine
Services. During FY 1964, 107 cases involving new
key appointments were processed. In addition, there
were also processed 31 cases of extensions of key
tours and 25 cases of new tours for key officers.
(3) On an annual basis, providing staff support for the
DD/P in the selection of candidates for attendance
at the Senior Officer Schools.
(4) Established, in cooperation with Section "B", a
system for recording the identities of CS officers
certified by SR Division as accomplished and
qualified SR officers.
(5) is the focal point for the rotation of
es ne Services Careerists to the Office
of Training and vice versa. At the end of the
fiscal year, there were 33 members of the
Clandestine Services assigned to OTR and 29 OTR
Careerists on rotation to the DD/P.
(6) is also responsible for rotation of
antes 3ne Services personnel to the Office of
the IG, as well as acting as Personnel Officer
for the DD/P.
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has played its part in the DDP-wide program to fill
priority vacancies.
2. The following matters, formerly reported on byQ are now
centralized in the Office of the Chief of CSPD and will be reported
therefrom:
b. Monitoring Fitness Report program.
c. Processing applications for membership in the Career Staff.
3. Outlooks for FY's 1966 and 1967
It is expected that will be engaged in the same tasks in the
future. A temporary increase in workload might reasonably be anticipated
as a result of (1) the process of identifying personnel to be affected by
any reduction in strength, (2) by the new retirement policy (if the pro-
posed retirement legislation becomes law), and (3) interviews and counsel-
ling of personnel so affected by these two processes. By and large,
however, the interviewing and counselling functions attendant upon these two
processes will be centralized apart from, and outside of, CSPO; we might
expect, therefore, that such functions will fall to CSPO/A only initially
and temporarily. In addition to this, there is expected to be an increase
in the tempo of the counselling function normal to activities.
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8 July 1964
MEMORANDUM FOR: Chief, CSPO
SUBJECT : Accomplishments,Plans and Objectives Report -
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1. Accomplishments - FY 19614.
a. has continued to monitor and process personnel trans-
actions on Clandestine Services personnel at the GS-12 13
grade levels, comprising a total of slightly more than
officers. In addition, the Branch has continued to provide
secretariat support for the promotion review activities of Panel A
of the Clandestine Services Career Service Board. This involves
promotions to GS-13 and GS-l).. Panel A held four separate promotion
exercises during the past Fiscal Year involving eight meetings.
Divisions and Staffs submitted recommendations for promotion in
the GS-12 to GS-13 grade range. The Panel approved 154 for promotion.
b. The Branch has continued to be responsible for monitoring the
personnel activity of the Technical Services Division, comprising
a total of more than personnel in grades GS-9 and above. In
this connection, approximately 270 personnel actions were reviewed
and processed during FY 1964.
c. Between 1 July 1963 and 30 June 1964, approximatelyl'ield 25X1
Reassignment Questionnaires were reviewed by the Branch. Placement
has been completed in all but 12 of the cases.
d. Personnel interviewing continues to be a prominent activity in
compliance with Division policy which requires personal interviews
with applicants, new employees, returnees, and resignees. Additionally,
a large number of counselling and placement interviews are conducted
by the Branch. Although exact figures are not maintained, it is
estimated that interviews on all types during FY 64 totaled between 400
and 500. Of this number, 120 were with officers returning to Head-
quarters from overseas assignments.
2. Program Plans and Objectives - FY 1965
a. With the establishment of reduced personnel ceilings during
the past Fiscal Year, has come increased pressures from the Divisions
and Staffs to reassign officers who are considered to be surplus or
of marginal usefulness where presently assigned. While this has
already generated a great deal of placement activity in the Branch,
it is anticipated that problems in this area will increase as the dead-
line for reduction to new ceilings approaches. In this connection,
it is anticipated that the Branch will be providing staff support
to the Personnel Ma a ement e b n;,sr
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in a concentrated effort to evaluate surplus or marginal officers,
with a view to reassignment, change to lower grade, probational
assignment, training or development along other lines, retirement
or selection out.
b. With increasing use of the new Field Reassignment Questionnaire
and improved FRQ monitoring and processing procedures, it is antici-
pated that the Branch will be able to more effectively control the
reassignment of officers returning from overseas posts. This flow
of personnel provides a valuable source of officers to fill vacancies
throughout the Clandestine Services including, of course, priority
requirements.
c. It is anticipated that during FY 1965, Panel A, which
supports, will conduct four additional promotions exercises two for
the GS-12 group and two for GS-131s).
3. Program Plans and Objectives for FY 1966
At this date, it is anticipated that the same level of Branch activity
will be continued in fiscal year 1966.
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8 July 1964
I. Accomplishments:
A. JOTP
MEM)RA3WM FOR: Chief, CSPD
SUBJECT t Accomplishments, Plans, and Objectives -
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The last year has been a very active one in the Junior
Officer field. It represents the first time that the DD/P
quota for JOTS has been met. Of the year's input ofEJOTs,
there were 18 who received PM training and subsequent PM TDY's
or PCS assignments. The following chart gives the distribution
of the JOTs by Division by. class:
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A study vas prepared for the Chairman Panel B on
benchmarks and guidelines for considering promotions from
0S-10 to OS-11 and 05-11 to OS-12. This study also
included comments on the format for promotion submissions.
As a result of the IG comments on Junior Officer pro-
motions, every effort has been made to see that all Junior
Officers are reviewed for promotion under DD/P directive.
Special follow up has been done for all JOTS and the Divisions
have been requested to forward recommendations or advise us
on those cases that they do not Want to recommend on schedule.
C. Filling Priority Vacancies
The Branch has continued its efforts to fill priority
vacancies through employees' preferences as stated in their
Me and in some cases redirected employees to-critical areas,
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has been and remains scarce. We have a limited number of
qualified employees who are occupying jobs not considered
critical by their divisions and in some cases these employees
have been reassigned within the divisions in order to fill the
more critical vacancies.
The input of JOTS will continue to be the main source of
relief especially in the critical areas.
The prompt receipt of FRQ's, returnee and counseling
interviews have also been helpful in filling vacancies quickly
and with the best qualified personnel.
Applicant Referrals
The applicant referral program underwent considerable
change during the last fiscal year. A complete review of the
Agency procedure for hatching applicant referrals was conducted.
It was decided,that because of the CS curtailment of external
recruitment, it would be more e111en to have all referrals
made by the OP/POD. The following procedure was agreed by
POD and CSPD in February 196k:
a. Al.l external recruitment and requests will be
prepared by DD/P components will be reviewed and
approved by CSPD. These requests will be forwarded
to PRD thru POD.
b. POD will forward applicant files for staff and
contract consideration directly to components of
the DDP based on active recruitment requests or
on general potential for operational consideration.
c. POD will maintain all necessary logs for applicant
file control.
d. All area Divisions and Staffs will forward to CSPD
for processing any applicant in accordance with
Strength Control Procedures outlined in CSPO
memorandum dated 22 January 196+.
At the time that the above procedure went into effect,
all CS external recruitment requests were cancelled and the
Divisions and Staffs were requested to submit new requirements
in line with new ceiling projections. To date we have five
outstanding recruitment requests:
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The group of RI Analysts are being processed on a stand-by basis
and can be cancelled at any time.
Prior to implementing the above procedure, which is more
then adequate to handle CS requirements., the Branch handled
more than )AOO files between July and February.
E. SR Career
The SR Career Program has continued as outlined in last
arts report. The other Branches have forwarded through
any likely candidates for the SR consideration and have
comae. to refer for C/SR review an Action, FRQ, or Fitness
Report on designated careerists.
II. Programs. Plans, and Objectives for FY 1965
The:-"ranch should continue the programs outlined in this report
with expansion in the following areas:
A.
requirements
Taking into consideration our tight ceiling, we will be
looking forward to providing more guidance to the PRRB recruiters
in terms of specific gaps in our Junior Officer requirements.
This would mean providing them with requirements for shortage
areas such as and firm language
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In addition to providing PRB with firm requirements, we
would like to back the proposal for division interviews prior
to accepting an applicant for the program. If we were able
to got firm requirements, participation in candidate selection
and. prior division commitment (on prorated basis determined by
P1C), we would improve. the general placement procedure for JOTs.
The above would. have the advantage of giving the Divisions
8 months in advance to plan for a specific trainee with known
qualifications and would allow the JOT to spend his 8 months
of training concentrating on his studies rather than worrying
about where he is going to be assigned. We will have crash
project, changes in assignment, however, itla apparent that
time has come for us to take a closer look at our input of
Junior Officers into the Clandestine Services, with ideas of
filling vacancy gaps rather than just picking up the generalists.
B. Placement and Vacancies
During the next year we are going to try to expand our
efforts more into career directing, counseling, and reorientation.
We have had few problems during the past year in placing any of
our GS-09's to G8-11's. Bhwever, each time the ceiling is lovered,
it gets a little more difficult to place any mediocre case. There
are a number of officers now being made available who, with
additional formal or on-the-job training, could qualify for some
of our current vacancies .
C. Panel Secretariate
The Branch is anticipating assuming the responsibility for
competitive promotions from 0S-0T to GS-08. This would give
Panel C control over all promotions into the junior professional
category.
III. Programs, Flans, and Objectives for FY 1966
If things continue to tighten up as they have in the past, our
major program for FY 1966 will be out placement.
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I. Accomplishments FY 1964
Workload statistics (which are attached} reflect that fewer actions
were processed in FY 1964 than FY 1963; the DDP did not receive as many
2 5X1 people from the Pool, was largely relieved of applicant file and
appointment action process n,g, and there were fewer convexsions to Career
the actions, however, were increases in internal J4T applications, recommen-
dations for Quality Step Increases and "problem" eases.
loyee Status (the backlog was eliminated in FY 1963}. Counter balancing
Panel D meetings were scheduled once a month rather than bi-weekly.
This "trimmed" the Agenda workload somewhat but also required that the Farrel
Chairman be consulted more frequently, since many cases required immediate
action.
AF Division -
applicant status.
SSGs are serving, or have served, in the following posts:
The Special Secxetarial Grou~r Program was continued and had i3 members
as of 30 June 1g64: nine, overseas PCS (two on s?cond tours}, one on TDY,
and three in training (one departs PCS July 1964). During the fiscal year,
16 applicants were put in process, 6 EpD'd, curly 3 remained in active
ATE Division -
WH Division -
FE Division -
Since the. Program was n n anuary , a o 0 o y
SSGs have entered on duty; we are still hopeful that our request for an
average of one EOD per month will be realized.
WE Division -
ES Division -
Efforts were made to "spot" qualified internal candidates for JCY.I?P
and stronger control was exercised on rotation of RID analysts at the
completion of their tours. Many of the analysts sought Jt)'t' and/or PM
training, but if rejected required prompt placement attention and. action.
for the sake of morale and CS priority requirements.
25X1A6A
Progress in processing of, and responding to, Field Reassignment
Questionnaires continued.. Approximate],y 8Sy6 of our returnees were advised
specifically of their next assignment prior to field departure. In addition,
several who requested reassignment to Headquarters were told their requests
were approved but that the division and position would be determined upon
return, -when priorities could be defined and they were available for inter-
views; this allows us a small but predictable source of experienced
secretaries we can assign to priority requirements - very often in staffs
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which do not have overseas rotation and the returnee benefits thereof.
As a result of enc wide file "purging" and awareness of problem cases,
real and anticipated, had increasing liaison with OP~SAS, Medical
Staff, etc. For example, the names of all persons recommended for promotion,
reassignment into the DDP, and reassignment to the field were submitted to
SAF for review. "Problem" cases, whether a matter of performance and~or
conduct, increased in number, or were at least more coanmonly "surfaced.".
We found also that a large number of our designees took the initiative in
seeking our counsel regarding their problems, personal and professional;
many of these cases natural.].y required referral to other offices. The result
of this mounting problem activity has been a workload which two personnel
officers have found extremely difficult to cope with efficiently.
Last, but not least, ceiling curtailments and changes and the "clerical
freeze" made the staffing of even priority requirements extremely difficult.
II. Programs, Plans and Objectives for FY 1965
2 5X1 When space requirement is solved and our newly assigned
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Personnel Off eer rainee can be physically located with the current staff,
functions wi11 be reali ed somewhat. With the- restoration of the follow-
up interview system, anticipates that its counseling, arbitration
and mediation activities will mount significantly; the additional staff
member and adequate space are essential for us to handle these and other
functions effectively.
As a result of ceiling reductions, we expect more difficul~rin assigning
GS-7s and GS-8e (and correspondingly more PRAs), and a lowering of morale
in these grade groups since promotion opportunities have practically
disappeared.
We plan to continua the Special Secretarial Group Program and hope that
our long stated requirements will be met. Availability of SSGs and a more
constant, even input of other clericals, would enable us to staff requirements
more efficiently.
III. Programs, Plans and Objectives for FY 1~
Since the management of the grade group GS-8 and below has inherent
2 5X1 requirements and problems, Danticipates the same basic programs
and trends will continua.
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V'I . Interviews
Minimum of 1500 sch_ interviews were held with "accessions",
returnees, several applicants, and reassignment prospects; in
addition, the nwnber of "drop-ins" seemed to increase.
VIT. Review of all ZQ'itness Reports, took aetian when required.
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1. ~ a,SS 6~
FY 19 64
f. Arrangements were made to retain in Headquarters infor-
mation from the Official Files of staff employees who "resign"
to become staff or career agents, information which should be
available without bringing the "Resignee File" back from the
Records Center.
g. Current staffing of the
is barely adequate
to perform assigned functions.
II. Program Plans and Objectives for FY 1964
a. If the trend, observed in FY 1963, to maintain at approx-
imately the present level the numbers of staff and career agents,
the level of operations of the Branch will not require an additional
person unless the Branch is given additional responsibilities.
b. The will negotiate with the Medical Staff to
determine w et er it is esirable and feasible for them to con-
tribute information which will help the Agent Panel to make sound
decisions about hiring and reassigning career agents.
c. The ill emphasize to appropriate authorities
the problem to staff and career agents of being too often dependent
on one case officer for too infrequent communication with CIA., the
organization for which the agent works. The Branch will take steps
to have this situation improved where security considerations permit.
IV. Program Plans and Objectives for FY 1966
The Branch will continue to work for better career development
of staff and career agents for the benefit of the Clandestine Services.
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1. Accomplishments - ~ 1964
a. Authorized Strength.- Rendered staff assistance to DDP~OP and all
DD~P components an matters pertaining to authorized and on-duty strength
of the Clandestine Services. Staff assistance included analysis of all
requests for adjustments in authorized strength; submission of recommen-
dation to the DDP~OP on courses of action to be taken relative to each
request and formal notification to respective components and the Agency
Manpower Control Officer on specific action taken. During the past
fiscal year three major adjustments in the overall distribution of
authorized strength to DD~P components were made; one of which, included
a reduction of approximately 100 in the overall DD~P authorization. In
addition, an average of approximately six requests for minor adjustments
in component authorizations were received and acted upon each month.
b. Staffing Complements - Rendered staff assistance to all DD~P compo-
nents on organizational matters. In conjunction with this function, new
staffing complements were processed for all DD~P components during the
past fiscal year. In addition, an average of 10 individual requests for
amendments to staffing complements were processed each month during the
year. Each request was reviewed for adherence to both Agency and internal
DD~P manpo?~rer control requirements, conformance with authorized strength,
effect upon "D" Career Service position structure, etc. The effect or
impact of each request, if significant, was summarized and brought to the
attention of the DDP~OP with a recommended course of action, as appropriate,
prior to release for action. Minor amendments having na effect or minimal
effect upon organizational or position structures were processed independently
by the Branch or Chief~CSPO without referral to DDP~OP.
c. S ecial Studies- Staff Pa ers and Re arts - Prepared special studies
and staff papers for DDP OF and Chief CSPO on such matters as distribution
of authorized strength, utilization of Staff, Non-Staff, and Military
personnel within the Clandestine Services. Outlined trends, current
problem areas, and prepared projections of future requirements.
Also prepared special studies and reports covering such matters as
analysis of position and grade structures; average grades; distribution of
employees by age; sex and years of service; distribution by occupational
groups; geographical location; analysis of assignments to Development
Complement; review of personnel either assigned as PRAts or underslotted;
analysis of Military personnel by component, rank and utilization;
promotion rates, attrition rates, utilization of Support type personnel,
etc.
!>R~~P 1
EzGlu~z~i frc;i actamai`~
Approved For Release 20~ CI -R~W&?aD~s2 8000200040005-5
decassL'i~~'hn
 Approved Fc~elease 2003t1~1A-RDP80-0182r RO~Q~(~~ r-
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d. CSCA:~- Promotion Quotas - Developed the CSCA.for the Clandestine
Services Career ervice and made specific recommendations to the Chief~CSP0
on promotion quotas to be authorized for each competitive level. Quotas
were also sub-allocated to respective panels including the Staff Agent
Panel and TSD Panel. Rendered advice to respective panels re: distribution
of past year promotions by components, pro-rata distribution of current
quota for each competitive level by component, percent of total strength
at each grade level promoted as well as percentages of individual
components strength promoted to each competitive level i.e: promotion
rates, etc.
e. Coordination: Rendered formal and informal comments on proposed new
regulations, notices, studies and other proposals pertaining to manpower
or organizational matters forwarded to the DD~P, DDP~OP and Chief~CSP0
for coordination or comment.
f. Recurring Reports - Prepared various recurring monthly and quarterly
reports for dissemination to the DD~P and other DD~P officials reflecting
predominately authorized and on-duty strength figures by component.
Separate reports were submitted on Nan-Staff types i.e.: Contract
Employees, Career Agents, Proprietary Personnel, Foreign National Service
types, Field Agents, etc.
2. Program Plans and Objectives for FY 1965 and FY 1966
The scope of activities engaged in by this Branch has greatly increased
during the past year. This increase is directly attributable to the current
emphasis placed, by the Administration, upon economy in government activities
resulting in the exercise of more stringent manpower controls on personnel
management activities. The transfer to this Division of the responsibility
for Organizational Planning and related staff functions previously performed
by the ASSA~Pers as well as creation of the Agency Manpower Control Office
has increased Branch requirements for information, staff studies and staff
guidance required to measure the effect of, and implement directives and
proposed new policy and procedural changes pertaining to manpower control
and related personnel management matters.
No change in the basic functions or activities of the Branch are antici-
pated for the next two fiscal years, nor is there any indication that less
emphasis will be placed upon manpower controls in the areas of authorized
strength or organizational and grade structures. If the current trend
toward more rigid controls continues, adjustments in Branch size may be
required in the near future to continue the same level of support and
response to requests for studies, reports and related staff work.
Approved For Release 2Q~i
2O~OA65-5