REDUCING ON-DUTY STRENGTH DURING FY 1965

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01676R000700090022-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 14, 2016
• Document Release Date: March 7, 2003
• Sequence Number: 22
• Publication Date: November 6, 1964
• Content Type: MF

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MM . MQ? ANDUM FOlt: Deputy Director for Science and 'Tecbnolo;
Reducing Can-may Strength Dunn
1965
1. 'rho Director Personnel recently compiled and
forwarded to me the first report of current Agency-wide plans and
efforts to reduce our on-duty personnel strength to approved
ceiling levels.
Z. Tice report indicates that within the Directorate of
Science and Technology there is at present no real problem with
respect to reducing strength levels to ceilings. On the contrary,
the existing problem is one of selecting additional properly
qualified and essential personnel to meet approved objectives.
3. We must not assume that the Agency's manpower goals
have been achieved when each of its components is thiin its
approved personnel ceiling. -r repeatedly stated objective
reach minimum levels of qualified and essential personnel and
such a level in a given component might most properly be well
below its established ceiling. The component which does not
exceed its ceiling is in no way relied from further responsibility
for continuing aggressive action to achieve maximum personnel
economies, while meeting approved objectives. The aggressive
attention you must continua to give DDIS&T component strength
its unfortunately never-ending. I believe you will agree, however,
that in the face of t heavy requirements facing your Directorate,
this attention must be accepted by all supervisory levels.
Lyman B. lUrkpatrick
Executive Director-Comptroller
cc. Director of Personnel
BPAM/I kfh_e(6 Nov 64)
Distribution:
Orig and 1 - Addressee
1 - Executive Registry
Sub ect
1 Man ower
r
Peva- gp
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MEMORANDUM FOR: Deputy Director for Support
Attention: Director of Personnel
Director of Budget, Program Analysis and
Manpower
SUBJECT : Coordination of Actions Required to Reduce
On-Duty Strength During FY 1965
Memorandum for Executive Director-
Comptroller from Director of Personnel,
Subject as above, dated 28 October 1964
1. Referenced memorandum, submitted in response to
Action Memorandum A-417, Is the Director of Personnel's first
report to me of current Agency-wide plans and efforts to reduce
our on-duty personnel strength. I have found the report to be
thorough and informative; it meats the requirements stipulated in
paragraph 4 of the Action Morn ''l'YA..ndum which requested it.
2. As we begin and improve the reporting aspect of our
program to reduce the Agency's personnel strength to the minimum
levels essential to each component, I wish to call to your attention
once again the responsibilities for the program which Action
Memorandum A-417 assigns to its addressees. It is not enough
that practical and working plans are being devised and are being
reported regularly. There is the further responsibility for insuring
that these plans are actually implemented in orderly and timely
fashion. We cannot allow plans to fall short of becoming actions,
nor should we allow the reduction program to lose its momentum
or to become a last minute race against a deadline. Throughout the
Agency we must be constantly aware that the dollar amounts available
to us for personnel costs are based upon the established personnel
ceilings. Our reduction program must have an atmosphere of
reality, inevitability and even urgency.
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3. With respect to subsequent reports to be compiled and
submitted by the Director of Personnel, the following modifications
of the reporting procedure are requested:
a. Paragraph 4 of the reference proposed that
components "which reduce their manpower quotas
satisfactorily before the end of the fiscal year will be
so noted and dropped from the reporting format. " It is
not clear whether it is proposed that the individual office
reports from such components continue to be collected
for Tab B but not be included in the Tab A summary or
if the offices would be released altogether from responsibility
for reporting. Regardless of the intent behind the proposal,
it to necessary to disapprove it. Not only should each
component continue to report its plans and achievements in
the field of personnel reduction regardless of its standing
with respect to ceiling, but the Tab A summary should
include all components even though some may have reduced
to ceiling or below. The Agency'* objective (adequately
stated in Action Memoranda A-410, A-411, A-417 and
others) is to reduce personnel .strength in each of its
components to minimum essential levels. The component
which does not exceed its personnel ceiling is in no way
relieved from further responsibility for continuing
aggressive action to achieve personnel economies. The
reporting requirement assures at least periodic direct
attention to the program and permits my office to be
aware of over-all manpower savings, not just savings
down to ceiling levels.
b. Please arrange also for Tab A in each
successive report to reflect the on-duty strength for
each of the preceding reporting periods back as far as
the first report. For many components the difference
between current on-duty strength and the authorized
ceiling strength represents planning and work needed to
reach a goal. A cumulative record of successive on-duty
strengths of a given component gives a measure of both
achievement and pace in reaching reduction goals.
c. On 27 July 1964 Action Memorandum A-410
(Reduction in On-Duty Strength Levels) directed, among
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other things, immediate actia4 `to jzAtiate the separation
of persons whose performance was substandard. The plans
of components to meet year's end target strength levels
must include full attention to this method of achieving
needed attrition. As presently organized, however, Tab A
does not reflect plans to accomplish attrition by this specific
ethod; the pertinent category within Tab A is entitled
"Attrition - Vol and Invol. " In order to have measurements
of the degree to which components plan to initiate separation
of substandard personnel as an aspect of their reduction
programs, please modify the Tab A format to have separate
entries for this category of planned losses.
d. Action Memorandum A-410 also noted the need
for a "position-by-position review of military personnel
on auty to determine whether or not an active-duty military
officer or enlisted man is absolutely essential in each case. "
The Director of Personnel was instructed to initiate this
survey in concert with the Deputy Directors and to submit
recommendations to me by I November 1964. I presume
that the results of the survey were, with the exception of
the Plans Directorate, reported in the referenced
memorandum and its tabs. There are so few military
personnel in the three Directorates covered by the first
report that there is little indication of the accomplishment
of the Agency-wide survey. I am aware, however, that
the vast majority of military personnel on duty with the
Agency are associated with the Plane Directorate and it
is equally significant that many components of that
Directorate must arrange sizeable personnel losses to
meet ceiling requirements. The Director of Personnel
is requested to devote special care to advising and assisting
the Plans Directorate components in an actual position-by-
position review of the duties of each military man. Each
report submitted to me as a result of Action Memorandum
A-417 should hereafter contain a summary of plans and
completed actions within the Plans Directorate with respect
to returning surplus military personnel to their parent services.
25X1
BPAM fh (9 Nov 64) Dynan B. Kirkpatrick
Distribu ion:
Orig - first addressee
1 - second addressee
1 - Executive Registry
1 - Manpower Subject
(- "c~CI~_vi c?
Executive Director-Comptroller
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