STATEMENTS OF ACCOMPLISHMENTS OF THE PLANS AND REVIEW STAFF FOR FISCAL YEAR 1966 AND ITS PLANS AND OBJECTIVES FOR FISCAL YEARS 1968 AND 1969

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000200130001-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 12
• Document Creation Date: December 22, 2016
• Document Release Date: October 2, 2002
• Sequence Number: 1
• Publication Date: July 31, 1967
• Content Type: MF

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i 1 JUL 1967
THROUGH . Acting Deputy Director of Personnel for Planning and
Research
SUBJECT Statements of Accomplishments of the Plans and Review
Staff for Fiscal Year 1966 and its Plans and
Objectives for Fiscal Years 1968 and 1969
The accordion effect continued in Fiscal Year 1967 as the person-
nel problem shifted abruptly during the latter part of the year from one
of ceiling increases, manpower shortages, and mass recruiting effort to
one of restrictive ceiling, selective recruitment, and maximum utilization
of people. This abrupt change in trends had the most direct effect on the
planning and forecasting areas and on the mechanisms established in Fiscal
Years 1966 and 1967.
a. Personnel Planning: The most important single accomplishment
during Fiscal Year 1967 was the acceptance and integration of the personnel
forecasting system into Agency support planning and into the planning,
programming and budgeting system. There were 15 forecasts issued during
Fiscal Year 1967. The initial forecast estimated the total Agency require-
ments for the year in terms of the seven functional categories of profes-
sional, Career Trainee, commo, technical, clerical, wage board, and.mili-
tary, and these groupings are now incorporated into our personnel report-
ing systems. In January 1967, another overview forecast for the remaining
six months of the year was published which reflected adjustments which
resulted from the ceiling freeze of November 1966. Other forecasts were
accompanied by special studies such as support workload implications,
Career Trainee requirements, initiation to EOD ratios. In the last quar-
ter of the Fiscal Year, a series of year-end forecasts were issued which
the Director of Planning, Programming and Budgeting has commended as being
of considerable help to him in his discussions with the Bureau of the
Budget on ceiling adjustments required to achieve the dual objective of
full staffing and ceiling control. The forecasts also served as the common
base used by all the Support Offices in their PROGRAM CALL dealing with this
aspect of their estimated workload. Although there are still improvements
to be made, it is a source of satisfaction to be able to report that
personnel forecasting became a "going concern" in Fiscal Year 1967.
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b. Special Studies: There were three .major studies completed
during the year on "Length and Cost of Overseas Tours" "Return Short of
Tour," and "Home Leave Usage." These studies were of considerable magni-
tude, for example, the overseas tour study involved the review of several
thousand departing and returning travellers in a two-year period. While
the studies did not lead to policy changes in these areas during the year,
they were instrumental in furnishing policy makers with management type
information not previously available to guide them in their decision
making.
3. POLICY REVIEW
a. The Employee Handbook was finally published during the year.
This was a particularly long road but the Handbook, when published,
reflected real progress in the scope of our employee services and an
increased sophistication of personnel policies and programs as against
those contained in the old publication.
b. There was a substantial change in Agency retirement policy
during the year and Plans and Review Staff participated in this change by
statistical studies dealing with retirements to be expected in the decade
ahead and estimates of optional retirements which might be expected to
occur.
c. The flow of regulations, notices, and memoranda was about the
same as Fiscal Year 1966. A major review of travel benefits and entitle-
ments, including the impact on home leave policies and authorizations, was
completed. A major procedure for recording overseas time was developed in
close collaboration with the Office of Finance. Procedures for position
and ceiling authorization were developed in conjunction with Position
Management and Compensation Division and the Planning, Programming and
Budgeting Staff. A statistical recap follows:
Material Published During Fiscal Year 1967
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Material in Process on 30 June 1967
Hqs Bulletins
OPM
Booklet
4. LIAISON
Close liaison was maintained with the Policy Planning Staff of the
Foreign Service and with the Junior Officer Division in order to stay
abreast of developments in the personnel policy area and to service numerous
requests for information on the recruitment and management of Foreign Serv-
ice Officers. The Civil Service Commission Bureau of Recruiting and
Examining distributed and posted Agency material in the new Interagency
Boards throughout the United States. Aproposal whereby Agency literature
would be included in the information going to people who qualified in the
Federal Service Entrance Examination was developed and staffed through
Agency and Civil Service Commission channels. We are hopeful that there
will be an opportunity here to place the Agency story directly in the
hands of the college student generation in a selective manner.
Full staffing of Plans and Review Staff was accomplished during
the year with several transfers threatening as the year closed. The Career
Trainee assigned permanently to the staff made the transition from trainee
to productive status successfully. We are still shy on a professional
statistician, expert in the statistical theory area, although this require-
ment may be met in the upcoming assignment of another Career Trainee. We
were not able to accomplish our objective of teaming a senior professional
and a research assistant who would become knowledgeable in the various
Directorates. The division of labor continues, therefore, as between the
planning and the review functions although hard and fast assignments are
neither desirable nor practicable.
6. OBJECTIVES FOR FISCAL YEARS 1968 AND 1969
a. The personnel forecast reports.must be updated quarterly to
reflect current developments and to permit progress to be charted against
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plans. We hope to bring the operating divisions, such as Placement, more
intimately into the picture with Plans and Review Staff looking into the
future and the operating divisions reporting the current situation. It is
particularly urgent that we develop lead time on the forecasting in view
of the lag between placing people in process and their appearance at the
gate. Management reporting norms must be developed so that management
receives information on a selective, exceptional basis rather than in the
mass. A five-year plan remains an unfulfilled objective. At a very
minimum, we must advance our planning to at least two Fiscal Years to
accommodate the time lag mentioned.
b. Looking at the Agency biologically, there are three groupings of
the professional and managerial staff. These.may be considered as the
entry group, the succession group, and the retiree group. From a planning
standpoint, we know quite a bit about the entry group and the retiree group
but very little about the succession group either as to quantity or quality.
Although not relaxing our reporting and surveillance of any group, we must
proceed with study in depth of the succession group and its adequacy to
replace the predictable losses of senior personnel in the decade ahead.
c. To this end, while maintaining our capability to keep abreast of
the day-to-day workload of regulations, special studies, and reviews, the
major effort of Plans and Review Staff will continue to be placed in the
planning function.
25X1A9A
Chie , ans an Review a
Office of Personnel
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POSITION MANAGEMENT & COMPENSATION DIVISION
ANNUAL REPORT
1 July 1966 - 30 June 1967
SECTION I. Major Accomplishments and Developments During Fiscal Year 1967
The continuing objective of the Division program is the establishment and
maintenance of an effective and practicable position and compensation structure.
During the year greater emphasis has been placed on comparability with other
agencies of the Federal Government and with industry to insure that grade levels
and position management and compensation policies are fully competitive. Surveys
have continued as well as numerous studies of positions and organizations through-
out the Government and in private industry.
Major accomplishments have included numerous and detailed studies of compara-
bility, pay, and compensation practices throughout the Government and in industry,
the maintenance of average grade and upper level position structures, the
evaluation of supergrade and Scientific Pay Schedule positions, the maintenance of
advanced pay rate schedules. A statistical summary of major activities is as
follows:
POSITION SURVEYS AND INDIVIDUAL ACTIONS
Number
Organization Surveys
Workload 317
Number Positions Descriptions Positions
Positions Audited Written
DCI
DDS
DDI
DDP
DDS&T
TOTALS 7
Classified
Position surveys were conducted by analysis of Agency organizations to
determine effective staffing patterns and alignment and to develop documentation
consistent with current functions. No overseas surveys were conducted during the
year. However, previous surveys completed just before the beginning of fiscal
year were in process of analysis and resolution. Evaluation and classification
were based on various techniques including ranking, internal comparison, compari-
son with standards and with positions throughout the Government and industry. The
number of surveys and positions covered increased substantially during the year in
view of the greater emphasis on maintaining a sound position structure.
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Organization
DCI
DDS
DDI
DDP
DDS&T
STAFFING COMPLEMENT REVIEW AND DISTRIBUTION Workload l01.
S/C Requests
S/C Changes
The number of positions covered in Staffing Complement changes decreased
slightly during the year. This, however, has been compensated fully by the increase
in survey activity.
GRADE CHANGES ON STAFFING COMPLEMENTS
Organization
DCI
DDS
DDI
DDP
DDS&T
TOTALS
Proposed
Upgrading
Upgradings
Downgradings
Net Change
The number of upgradings and downgradings increased over the preceding year.
However, the net change was about the same as the preceding year (+244 in compari-
son with +282). The increases were general throughout the Agency resulting from
expanded programs and increasing responsibilities.
Organization No. Planning Papers
DCI 2
DDS 2
DDI 5
DDP 4
DDS&T 1
TOTALS 14
No. Positions
Workload 1%
No. Positions
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The number of planning papers and the number of positions covered increased
over the preceding year. However, the workload is not substantial since the greater
part of organization review and analysis involved were covered under Staffing
Complement Review and Distribution.
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AVERAGE GRADE MAINTENANCE.
Organization
DCI
DDS
DDI
DDP
DDS&T
Agency
Average grade maintenance involves insuring that upgradings were compensated
for where possible by corresponding downgradings and uncompensated upgradings were
appropriately justified.
PAY CHANGES (Prevailing Rate Positions) Workload 21.
Position Category
GA
GP
LB
WB
FN (Foreign Nat
and Local)
No. Changes or No. Titles
New Schedules or Rates
These changes are made at irregular intervals based on wage surveys elsewhere
in the Government or Foreign Service local changes. Totals vary little from year
to year.
POSITION STANDARDS, GRADING PLANS AND TECHNIQUES Workload 11.
Number Positions Covered
3 400
Included are qualification standards and position standards where no adequate
standards exist.
25X9A2
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EXTERNAL WAGE AND SALARY DATA Workload 11.
Number Documents Number Wage Categories
20 500
Documents are published by other Government agencies and private organizations.
They relate to pay and personnel practices and include standards, guides, survey
reports, position descriptions, pay plans and statistical information on pay-fixing
methods and procedures.
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Workload 210
1967 (As of 30 June)
Positions Employees
New Titles
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SPECIAL STUDIES AND STAFF SERVICES Workload 381
1. Continuing revisions were made in the Agency Handbook of Occupational
Titles and Codes to provide for changes in titles and codes required by modifi-
cation of position structure.
2. Advanced rate schedules were established for scientific, engineering,
medical officer, accountant, cartographer, psychologist and nurse positions.
3. Studies were made of promotion blockage problems for all components in
the Agency.
4. A study was made of computer organizations, including staffing, recruit-
mAn+ rpcr?irPments, salary schedules and fringe benefits for
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5. A complete review of the Agency supergrade structure was initiated and is
at present in process.
6. A study was made of clerical employees in industry as reported by the
American Management Society and the Bureau of Labor Statistics.
7. A study was made of hazard pay differentials for irregular or intermittent
duty involving physical hardship or hazard.
8. A report was developed comparing the Foreign Service, CIA and USIA field
positions with CIA field positions to determine comparability. Also involved was
information on comparability of executive level positions.
9. A review was made of the mandatory promotion rule providing for a two step
increase for an employee promoted or transferred to a higher grade.
10. A review was made of the CSGA rotation allowance policy under which the
losing career service is charged with the employee at his grade level and given a
position allowance of the grade the man occupies while the gaining career service
is not charged with the employee for CSGA purposes but is given a minus allowance
of the grade of position occupied.
11. A study was made of entrance salaries for career trainees in order to
determine what appropriate rates to establish.
12. A review was made of wage board pay variations in the metropolitan area
which create difficulties in keeping custodial employees at Langley.
13. A study was made of the requirements for payment of night differential in
the Government e.g. for "regularly scheduledtour of duty". As a result contingency
schedules of two twelve hour tours for three days per week were developed.
14. A study was made of pay of Economists in industry to determine if the
Agency pay practices were competitive. Results indicated that the Agency was fully
competitive.
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15. A study was made of the problems of converting the GA Schedule in TSD
to the General Schedule.
16. A study was made of pay of consultants and experts throughout the
Government to determine if a basis for higher rates in the Agency than the legal
maximum of $50 per day existed.
17. A comparison was made of changes in grade levels in selected agencies
and the CIA by the years 1958 to 1966.
FORMAL TRAINING 2%
OTHER OVERHEAD -- PRIMARILY LEAVE 121.
SECTION II. Objective for Current Year and Status of Current Program
(l July 1967 - 30 June 1968)
During the current year it is anticipated that additional surveys will be
initiated in all components of the Agency. Overseas surveys in the European and
African areas have been planned for. Estimated coverage for the current year is
as follows:
Organization Number of Positions
DDS
DDI
DDP
DDS&T
TOTAL
STAFFING COMPLEMENT REVIEW AND DISTRIBUTION
The annual review of staffing complements should equal or exceed that for
the preceding year, approximately
0
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Planning Paper review is expected to run about the same as for the preceding
25X9A2 year, approximately lsitions.
AVERAGE GRADE MAINTENANCE
Average grade will continue to be maintained for all components of the
Agency with upgradings compensated by downgradings on a grade by grade basis
except where exception is justified, in order to maintain grade stability.
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PAY CHANGES (Prevailing Rate Positions)
Approximately the same number is estimated as for the preceding year - 30
changes affecting 85 titles or rates.
There is less emphasis on this program since most evaluation is by
specialized comparison and ranking. Estimated coverage is three standards for
400 positions.
Special studies and staff services will continue to be an important part
of Division work. The number cannot be estimated but approximately the same
proportion of time will be spent, i.e. 40 percent.
SECTION III. Program Outlook for Budget Year (1 July 1968 .- 30 June 1969)
Surveys will continue to be directed toward the goal of effective manpower
utilization, current documentation, effective grade alignment, and general grade
stability. Volume of the activity will remain the same.
STAFFING COMPLEMENT REVIEW AND DISTRIBUTION
PLANNING PAPERS
AVERAGE GRADE MAINTENANCE
These activities are expected to continue on approximately the same scale
in order to maintain an effective and efficient organization.
PAY CHANGES (Prevailing Rate Positions)
This function will continue on the same scale as in the past.
POSITION STANDARDS AND GRADING PLANS
This function is expected to continue on approximately the same as
previously.
This function will continue on the same scale as in the past in order to
insure that Agency pay and benefits compare favorably with the Federal Government
and private industry.
This function will continue on the same scale in view of the continuing
interest and emphasis on all aspects of compensation and position management
practices.
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