MEMBERS OF THE MANAGEMENT AND SERVICES ADVISORY GROUP

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00261R000600050009-6
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 92
• Document Creation Date: December 14, 2016
• Document Release Date: October 10, 2002
• Sequence Number: 9
• Publication Date: December 27, 1973
• Content Type: REGULATION

~ATINTL
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MEMORANDUM FOR: Management and Services Advisory Group
SUBJECT Minutes of Meeting - 20 December 1973
STATINTL
STATINTL
STATINTL
STATINTL
1. The following discussion took place:
a. It was agreed that the briefs, Nos. 9 and 10,
on the subjects of CIA Letterhead and VIP Unit Price
should be sent to Mr. Brownman.
b. It was agreed that the papers submitted by
on the subject of Morale and Incentive
Awards an by on Drug Abuse should be
reviewed further and that comments be forwarded to
those two individuals by 27 December 1973.
advised that the panel discussion
held with members of the December Trends and
Highlights Group was received very well by the Group.
d. A brief comment was made that the MSAG
paper on DDMFS Control of MFRS Positions and Personnel
received a negative response from Senior Management
and would probably be shelved. This topic will be
discussed further at the meeting with Mr. Brownman on
8 January 1974 at 10:00 a.m. in the DDM&S Conference
Room.
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STATINTL
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owl' N
MEMORANDUM FOR: Management and Services Advisory Group
SUBJECT Minutes of Meeting - 3 December 1973
1. The following discussion took place:
25X1A
a. will mention to the DDM&S (Tex P.)
that replacements should be planned for the
MSAG members who are on a six-month tour.
b. Unanimously agreed that no papers would be
sent forward unless all MSAG members had a
chance to comment.
c. Supergrade and SPS Fitness Report suggestion
has been dropped.
25X1A
25X1A
d. will have a Brief on Morale and
incentive Study for 17 December meeting.
e. The Attitudinal Survey was received and will
be routed to all MSAG members.
f. MSAG agreed that all future meetings will be
on first and third Mondays of the month.
2. It was suggested that a meeting be set up with
Mr. Brownman for all "old members of MSAG" along with the
new candidates. I Iwill check and advise.
3. Two suggestions for new topics were received:
a. Employee Information on CIA Letterhead.
b. VIP Unit Price.
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SUBJECT: Minute of Meeting - 3 December l'3
4. In the future all MSAG members will comment, either
in writing or orally, on all papers.
5. Next MSAG meeting will be 17 December 1973 in
Room 3F23 at 1500 hours.
25X1A
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29 November 1973
MEMORANDUM FOR: Management and Services Advisory Group (MSAG)
25X1 A THROUGH
25X1A
25X1A
December Chairman, NSAG
SUBJECT : Management and Services: Trends & Highlights
1. On behalf of the participants of the 45th running of Trends
and Highlights, I would like to extend an invitation to the Management
and Services Advisory Group (MSAG) to send two representatives to join
in a panel discussion. The date for the panel session is Tuesday, 11
December, and, although the panel hours are from 1900 to 2100, I am hope-
ful your representatives will be able to attend the evening social hour
from 1700-1800 and dinner.
2. For those of you who might be unfamiliar with the Trends and
Highlights course, let me provide some brief background data. The course
is primarily designed to acquaint M&S personnel with recent developments
in and future directions of the M&S Directorate. It is conducted six
times a year for one week in residence f- I
This session begins 10 December and ends 1 December. The
participants in the course, who usually number between 40 and 50, are
drawn from nearly all components of the M&S and represent just about all
grade and age ranges. The recent emphasis given to advisory groups in the
M&9 Directorate and component offices seems to represent an important
trend within the Directorate, and one with which the people in the course
ought to be familiar.
3. I would like to entitle this presentation as "Management Advisory
Groups: New Input into the Management Process." I am attaching copies
of a Scope Note which suggests the general terms of reference for the pre-
sentations of the panel members. Since there will be two representatives
from MSAG, I would suggest that one representative devote his attention
to describing the organization and the functioning of the MSAG. The second
representative could then focus upon the role of MSAG and the issues with
which it deals. Among the many questions that come to mind and from. which
you might want to select-for consideration are: What-are the issues which
concern MSAG; how are they surfaced; what action can or does the MSAG take;
what is the form and substance of the action; how does management respond;
and finally how does management act upon any recommendations?
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4. There will be four panel members, two from MSAG, possibly one
from Finance's advisory group and one from OTR's advisory group. These
individuals will discuss their respective organizations. The format will
consist of each panel member talking for about 5-10 minutes. Clearly,
more time by any one individual member would cut seriously into the pro-
gram. After each panel member has given his or her remarks, the discus-
sion would then be open to the floor for questions and differing points
of view. The schedule will show that the panel has two hours time, but
you need not feel tied to it; we'll let the discussion end at its natural
stopping place.
5. I look forward to an interesting and lively session on the 11th
and to welcoming the MSAG representatives. As soon as possible, I will
need to know the names of the individuals you select to send as well as
what their plans are foT the evening. In the meantime, do not hesitate
to call me on extension f you have any questions.
25X1A
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SCOPE NOTE
ADVISORY GROUPS: A NEW INPUT INTO TIIE MANAGEMENT PROCESS
A new forum, known generically as Advisory Groups, has begun
to flourish throughout the Agency, in our Directorate and in
component offices. These are mechanisms for management to
reach outside the vertical organizational structure and get
insights and views of the employees into the managerial
process. They also provide employees with an opportunity to
get their ideas to the attention of the highest levels of
Agency management. In an informal evening session, a rep-
resentative from the Agency Management Advisory Group (MAG),
the Management & Services Advisory Group (MSAG) and a com-
ponent office group will describe how taeir particular or-
ganizations function, the purpose they serve and the issues
with which they deal. There will then oe an opportunity to
explore with the panel members those things of concern to you.
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 DD/M&s 3.-
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up`: O dLY
MCPAM M FOR: Deputy Director for Ntinagement and Services
SUBJECT : DD/MS Control of W4S Positions and Personnel
REFER CE
Mew dtd 15 Oct 73 to M/ MS & MM, same subject
1. This responds to your request of 2 November 1973 for camnents
on the Management and Services Advisory Group ( AG) recd ndelation that
DD/MPS seek "control authority for all M positions and personnel."
2. Only four positions carrying the IN TI designation are located
In other Components (all four are in NPIC), so OTR has little direct
involvement at present with the issue posed by RAG. Nevertheless, we
have a long-standing concern with the general subject and have followed
it with keen interest, particularly during the period in 1967-68 when
DD/S and DD/P were trying to negotiate a number of adjust nts in career
designations of positions in their respective Directorates. Incl-Wed
in these negotiations was the proposal (which DD/P did not accept) that
the bulk of OTR's cps Instructor positions carry a "D"' designation.
3. Now of our considerations of this issue, however, in 1967-68
or since, has included the suggestion that our Directorate ought to have
"primary control" - i.e., coiling control - of the positions involved.
We haven't thought this necessary or desirable. And we fail to follow
the logic of MSAG's contention that lack of ceiling control is "inequitable
and significantly limits the DD/1W in effectively accomplishing long-raange
planning of Directorate personnel resources."
4. Under the present system, DD/'%S does know his personnel camdt-
merrits to other Directorates and thus can plan the intake, development, and
management of his careerists. Any change in those commitments must be
coordinated with him and differences of view are negotiated on a reasonable
and equitable basis. If Saigon, for example, is required to take a ceiling
cut, its impact on the Sport elements of the station is carefully evaluated
and a decision reached, first at the station in full coordination with the
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ADNINIST_ P U'VE USE ONLY
Support Chief there, then in similar manner with the Support Chief of
EA Division, with the Heads of the DD/M,S Offices affected, and finally
with the DD/M&S.
S. We think it is illusory to believe that a different result
would be achieved if DD/M?S had "primary control" of the Support slots
in Saigon and thus could frustrate or override the judgements reached
at the successive levels involved - and in which senior Support Officers
have a very influential, if not decisive, voice. Indeed, we would be
rather worried if that were possible (and we assurm the point of WAG's
recommendation is that it should be possible) because it would very likely,
and perhaps quickly, undermine the cordial relationships that have long
existed between DD/MS and the other Directorates. Also, Support Officers
serving with other Directorates might be cast in the role of outsiders,
whereas they are now accepted _as full-fledged members of the management
team of their Components.
6. In short, we think DD/?4&S now has the tools needed for long-range
planning and development of his careerists, and we counsel against seeking
ceiling control of Support positions in other Directorates.
STATINTL
PcEing ectro- a g
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MEMORANDUM FOR: Management and Services Advisory Group
SUBJECT Minutes of Meeting with Mr. Brownman
STATINTL
The DD/MEjS Management and Services Advisory Group convened
with Mr. Brownman at 1:30 p.m. on 13 November 1973 in the DD/MFRS
Conference Room.
Mr. Brownman welcomed all MSAG members and was presented a
MSAG Agenda by
Mr. Brownman commented on the
following topics. His comments are keyed to the MSAG Agenda.
A. Papers Completed
1. Quality Step Increase Program - Mr. Brownman
said that we should maintain the status quo of the QSI
but that management might look into "tightening up"
on the QSI. He commented that he was disturbed by
the QSI criterion "performance must be sustained for
at least six months and must give promise of continuing."
He appeared favorable to the cash award mentioned in
the MSAG paper but felt that perhaps the QSI award was
more feasible depending on the circumstances.
2. Agency Regulatory System - He did not agree with the
DDO response to delays in publishing regulations but felt
that regulations were delayed in publication. He said
he would bring this problem before the Agency Manage-
ment Committee. In addition he stated that the Records
Control Branch, DDM&S, would be moving to the Headquarters
Building, and would be located. more closely to offices
involved in the regulations coordinating pr ss.
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. a llshment of a Secretari' and Clerical
Career Service - He was favorable to this recom-
mendation but felt that it should be established by
Directorate and that perhpas the DD/MFRS should
establish a clerical/secretarial service as a pilot
program within the Agency, review its feasibility
before establishing the career service elsewhere in
the Agency.
4. DD/M&S Position Control - He did not think
this idea feasible and felt that DDO because of
OPRED should make the final determination whether or
not DD/M&S slots overseas should be retained or
abolished.
B. Management Briefs Completed. He said he was in
favor of our submitting Management Briefs and recommended we
continue this practice on short topics.
1. Agency Space Problem - He commented this problem
was more or less settled during the week of 5 November
1973 through discussion with and decisions reached by
Senior Agency Management personnel.
2. Tube System Use - He stated that perhaps the
Tube System was not being used fully and that a notice
might be circulated emphasizing the availability of
the tube system or that consideration be given to
elimination of the tube system. He cited problems
in complying with security restrictions in using the
tube system for certain "codeword" correspondence.
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 3. Fire Drills - He stated that the last fire
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"need to know" basis and that he didn't even know when
it was to be held. Unfortunately, certain steps
taken by various offices "leaked" the fire drill info
through the "grapevine."
4. Inter-Office Envelopes - He stated he contacted
Mr. Van Damm on this problem and that OL would pursue
this problem further.
5. Commuter Service - He commented that car pools
would be encouraged and that a new Headquarters Parking
System would be established by 1 January 1974 for the
purpose of assigning parking spaces.
6. Expand CIA Displays - He thought this was a
good idea but that security factors would play a major
role.
7. Office Name Changes - He agreed that improvement
could be made in this area and that the Office of Per-
sonnel should pursue this problem.
8. Office-wide Meetings - He said he was, not aware
that office-wide meetings were not being held but that
he would encourage his Senior Office Heads to pursue
this program. He stated further that he would prefer to
have more frequent meetings with MSAG.
C. Projects Currently Being Studied - He reviewed the
seven topics on the MSAG Agenda and encouraged MSAG to pur-
sue them.
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pen scussion on new and old biness including
Mr. Brownman's trip - Because of other pressing business
Mr. Brownman apologized for not being able to comment
further.
E. Upcoming Events - Mr. Brownman was pleased to
hear that MSAG is meeting with Mr. STATINTL
OPPB!and with other MAG's at 4:00 p.m. on
19 November 1973.
STATINTL
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J Vd
MEMORANDUM FOR: Deputy Director for Management & Services
SUBJECT: Office-wide Meetings
1. The Management & Services Advisory Group has received
some feedback regarding the office-wide meetings held by some M&S
components that we feel would be of interest to office management.
2. In a word - favorable - that's been the response from the
OJCS, OS and OL office-wide meetings held to date. The MSAG has
taken note of these meetings and recommends similar sessions be
held on a semi-annual, annual or as the need dictates basis by all
components in the DDM&S.
3. The employees appreciate being kept informed on current
policy changes being considered or made, especially when that
information comes from the Office Head himself. This forum improves
morale, eliminates rumors, provides for a general exchange of infor-
mation and goes a long way in giving a sense of unity among the
members of the office involved.
Management and Services Advisory Group
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MEMORANDUM FOR: Deputy Director for Management & Services
SUBJECT: Office-wide Meetings
1. The Management & Services Advisory Group has received
some feedback regarding the office-wide meetings held by some M&S
components that we feel would be of interest to office management.
2. In a word - favorable - that's been the response from the
OJCS, OS and OL office-wide meetings held to date. The MSAG has
taken note of these meetings and recommends similar sessions be
held on a semi-annual, annual or as the need dictates basis by all
components in the DDM&S.
3. The employees appreciate being kept informed on current
policy changes being considered or made, especially when that
information comes from the Office Head himself. This forum improves
morale, eliminates rumors, provides for a general exchange of infor-
mation and goes a long way in giving a sense of unity among the
members of the office involved.
Management and Services Advisory Group
DDM&S agreed; OF format suggested
7/74
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8 NOV 197
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT DD/MtS Control of M&S Positions
and Personnel
REFERENCE : Memo to DD/M&S fr SMAG dtd 1S Oct 73,
same subject, DD/M&S 73-4106
1. The Security Career Service unequivocally en-
dorses the recommendation contained in referent memorandum.
We believe that prompt action in this direction is important,
not only to the internal management of the various MFRS ca-
reer services, but to the continued effective administration
and management of Agency activities in general.
2. Under the present system for controlling M&S
positions, there appears to be a natural tendency for other
Directorates to accomplish their assigned ceiling reductions
in part by reducing their MFRS positions below what might be
considered the minimum effective level. The resultant de-
gradation in support may not, in some areas such as security,
become readily apparent until significant damage has already
been done.
3. The need for each M&S position in the Agency
should be considered on its own merits, uninfluenced by a
compensating gain or loss to another career service in terms
of its own ceiling strength. Such an objective evaluation
will become possible only when DD/MFS has gained control of
the ceiling for all M&S positions.
STATINTL
Howard Ji. Osborn
Director of Security
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7 NOV 1973
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT: Office Name Changes
1. The Management & Services Advisory Group has received a
suggestion requesting some method or. central place be established
where office names., initials, phone & room number changes are either
recorded or cleared to end the confusion caused by reorganizations
or office moves.
2. This is a constant irritation shared by all registries, couriers
and secretaries sending or receiving mail. The man-hour loss, time
delays and confusion are immeasurable.
3. Some examples cited were:
CCS - Is it Contract Claims Section, Central Cover Staff or
Cover & Commercial Staff?
PPB - Is it Planning, Programming and Budgeting or
Professional Placement Branch?
C/PS - Is it Chief, Plans and Systems, Chief, Planning
Staff or Chief, Psychiatric Staff?
CT - Central Travel, Career Trainee or Compensation
and Tax.
4. We pass this on to management for whatever action they
deem appropriate.
Management & Services Advisory Group
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1'1OV 1973
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT: Expand CIA Displays
1. The Management & Services" Advisory Group has adopted a
suggestion that MSAG feels warrants your consideration.
2. MSAG believes that the CIA "in-house" displays put on by
the Fine Arts. Commission should be expanded and shown to the general
public. By general public, we mean school children, visitors to the
Capital Area, tourists, etc. The displays are envisioned in the
Smithsonian, Science & Technology, and Library of Congress.
3. The purpose of the displays would be primarily educational
with public relations and long-term recruiting potential as secondary
goals.
4. Some of the ideas suggested for an expanded CIA display
would be:
a. A. CIA books and publications display showing our
contribution to the President and other government agencies,
colleges, etc.
b. The award winning - Drug Display.
c. The Cuban Missile Crisis - Display.
d. The Berlin Tunnel Exploits.
e. Continuous running on a monitor of the film - "Need to
Know" as part of a larger display.
f. The current display of Nathan Hale and the history
spying via stamp, publications, etc.
b
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g . A display showing commercial applications of products
currently on the market that CIA originally engineered.
(1) Xerox telephonic copying
(2) Metal detectors for airport use
(3) Paraffin test currently used by police
5. MSAG feels the time is right for expansion of our displays
when good judgment and security considerations can be satisfied and
the necessary approvals obtained.
Management & Services Advisory Group
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NOV 1973
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT: Commuter Service
1. The Management & Services Advisory Group has received a
suggestion of merit that MSAG feels warrants your consideration.
2. In keeping with the area-wide campaign to keep cars from
the downtown area by car pools, bussing, and computer matching,
the Agency should do its share by adopting or considering some of
the following: 1 i Cr-
a. Expand the Shuttle Service - Per employees who
work in the Rosslyn areas to park at q and board the
shuttle to downtown areas. This is currently being done on
an informal basis within the existing schedule and seems to be
working.
b. Explore the feasibility of utilizing other Government
agency shuttles serving the same areas. Pool these facilities.
c. Experiment with computer-assisted car pooling among
Agency employees. Without utilizing- a large amount of OJCS
resources, can existing data be (111 matching purposes?
d`0-Car pool boards in Ames bldg.
to a more accessible space.
e. Conduct a campaign to encourage car pooling among
Agency employees. Signs, charts, and displays might be
utilized.
f. Examine results of Agency survey on car pooling to
determine trends and ways to improve car pool usage.
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g. Determine how Hqs car pool board can be made
more effective. Possibly a light displayed in the block when-
ever a car pool ride is wanted.
Management & Services Advisory Group
2
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7 NOV- 10-11
MEMORANDUM FOR: Deputy Director for Management & Services
SUBJECT : Career Development for Clerical Personnel
1. In August 1972 the Junior Officers' Study Group concluded
that "many Agency secretaries are among the most dissatisfied of
CIA employees." The MSAG feels that there has been relatively
little progress during the past year toward solution of some of
the issues raised in the report by the Study Group. Essentially
the problem is lack of confidence on the part of clericals that
their career development is being thought about. Our informal
interviews with clerical/secretarial personnel from various DDM&S
offices brought the following points to light:
a. There is a need for a meaningful career counseling
program pre-employment, prior to assignment from
the. poo IT and during a secretary's work career.
b. Secretaries and clerks feel the nee for more training
both in-house and in outside courses. Not just refresher
courses in shorthand and typing, but secretarial science
courses (e.g. Human Behavior in Organizations, Records.
Management, etc.) and substantive courses on the Agency.
c. Secretaries cite the lack of a fair system for competing
for job vacancies. They feel that information about job
possibilities within. the Agency is not. readily available,
and express the desire to compete openly for vacancies
rather' than individually searching for "head room" slots.
d. Lack of responsibility, variety and/or challenge in
the work is often mentioned as a cause of discontent.
e. Better-educated and better-qualified secretaries and
clerks who are looking for ways to move up into quasi
professional jobs find opportunities severely limited.
(6.1% of the people in clerical positions have some kind
of college degree and many are studying toward degrees).
2. Although the nature of the work itself -- particularly for
typists and registry clerks -- makes it difficult in some cases to
make the job challenging, several parts of the problem could be
resolved or ameliorated by changes in personnel policy or management..
Following are some thoughts:
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a. Training courses beyond those limited to clerical skills
should be offered routinely to all clericals (e.g., CIA Today
and Tomorrow, M&S Trends and Highlights). In addition, the
Office of Training should develop a course for clericals
who are not yet eligible for the Office Managerial Course,
but who are in a position to compete for jobs at the
GS-08-09 level.
b. Greater and regular rotation of clericals within the
Directorate would go a long way toward easing the problem
of lack of variety in the work. Iap.y rotation after
three years in a position below the GB-07 level might be
considered.
c. Before a clerical can move into the professional ranks,
it is necessary for the individual to take the PETB. Perhaps
this test battery should be administered to all clericals
GS-07 and above to determine their capability for further
growth.
d. The Agency should seriously consider greater use of
part-time secretaries. Although it may be difficult to
find people who are willing to work the afternoon shift
of a shared position, we should not reject this proposal
until we have tried it. Part-time employees, particularly
women with domestic responsibilities, expect less from
their job because of satisfiers outside of it. Moreover,
there is a great reservoir of secretarial talent among women
who are unwilling to work a full day. Tapping that reservoir
could improve the overall quality of our clerical personnel.
e. MSAG supports the proposal of the Study Group to
establish a Clerical Career Service. Such a Career Service
could be the instrument for implementing a Career Develop-
ment Program for clericals. Training, career counseling,
rotation, and the dissemination of job information could
all be facilitated by it. If separate career services were
established for secretarial and clerical employees, the
secretarial service would have positions while the 25X9
clerical service would have These are admittedly 25X9
large services, but not out of line with current management
thinking about revising the Career Service System.
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STATINTL
STATI NTL
STATINTL
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT: Establishment of a Secretarial and Clerical
Career Service
1. The Management & Services Advisory Group (MSAG) recommends
priority consideration be given to the establishment of career services
covering secretarial and clerical employees. MSAG feels the time for
this consolidation and upgrading is right and that there are advantages
to be gained by both the personnel and the Agency if such action is
approved.
2. If separate career services were established for secretarial
and clerical employees, these two groups would constitute approximately
31% of the FY74 total Agency position strength or positions. The
secretarial career service would have II positions while the clerical
career service would have the remainder or IIpositions. These are
admittedly large services, but not out of line with current management
thinking about revising the Career Service.
3. MSAG reached its conclusion after reviewing the lack of
progress made on suggestions of a similar nature by the Junior Officers
Study Group in August 1972 on this same subject and by conducting
informal interviews with secretarial/ clerical personnel from our respective
offices. Essentially the problem is a lack of confidence in management
(at all levels) on the part of clericals that their career development is
being thought about.
4. Our findings brought the following points to light:
a. There is a need for a meaningful career counseling
program, at pre-employment, prior to assignment from Temporary
Assignment Staff, and during a secretary's work career.
b. Secretaries and clerks feel the need for more training
both in-house and in outside courses. These should not be
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just refresher courses in shorthand and typing, but secretarial
science courses (e.g., Human Behavior in Organizations, Records
Management, etc.) and substantive courses on the Agency.
c Secretaries cite the lack of a fair system for competing
for job vacancies. They feel that information about job possibil-
ities within the Agency is not readily available, and express
the desire to compete openly for vacancies rather than individually
searching for "head room" slots.
d. Lack of responsibility, variety and/or challenge in the
work is often mentioned as a cause of discontent.
e. Better-qualified secretaries view themselves as a group
of employees who share a common standard of professionalism.
They feel that their collective contribution to the Agency should
be recognized and that they should have an identity as part of
a career service.
f. Better-educated and better-qualified secretaries and
clerks who are looking for ways to move up into quasi-professional
jobs find opportunities severely limited (6.10 of the people in
clerical positions have some kind of college degree and many are
studying toward degrees).
5. Although the nature of the work itself -- particularly for
typists and registry clerks -- makes it difficult in some cases to make
the job challenging, several parts of the problem could be resolved or
ameliorated by changes in personnel policy or management. Following
are some thoughts:
a. MSAG recommends the establishment of the secretarial/
clerical career services and.urges your earnest consideration in
conjunction with the OP personnel management studies now under-
way. The career service would provide:
(1) a competitive promotion policy for the best
qualified,
(2) the instrument for implementing a Career Develop-
ment Program for clericals,
(3) consolidation of duties of similar types,
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(4) recognition of the secretarial/clerical career
service as a profession,
(5) provide centralization for testing, interviews,
counseling information and training, and
(6) promote better personnel management.
b. Training courses beyond those limited to clerical skills
should be offered routinely to all clericals (e.g., CIA Today .and
Tomorrow, M&S Trends and Highlights). In addition,
the Office
of Training should develop a course for clericals who are not
yet eligible for the Office Managerial Course, but who are in a
position to compete for jobs at the GS-08-09 level.
c. Greater and regular rotation of clericals within the
Directorate would go a long way toward easing the problem of
lack of variety in the work. Rotation after 3 years in a position
below the GS-07 level might be considered.
d. Before a clerical can move into the professional ranks,
some career services require individuals to take the PETB.
Perhaps this test battery should be administered to all clericals
GS-07 and above to determine their capability for further growth.
e. The Agency should seriously consider greater use of
part-time secretaries. Although it may be difficult to find people
who are willing to work the afternoon shift of a shared position,
we should not reject the concept. Part-time employees, particu-
larly women with domestic responsibilities, may expect less from
their job because of satisfiers outside of it. Moreover, there is
a great reservoir of secretarial talent among women who are
unwilling to work a full day. Tapping that reservoir could
improve the overall quality of our clerical personnel.
Management & Services Advisory Group
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.
i6 OCT 1973
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT Quality Step Increase Program
REFERENCE Memo from MSAG dated 14 Sep 73, same subject
1. We have studied MSAG's memorandum dated 14 September
1973 on the subject of the Quality Step Increase Program. It's
clear that the members have a thorough knowledge of'the subject,
including problems encountered in administering the program.
2. MSAG has pointed out that the QSI Program is somewhat
costly because of the cumulative effect a QSI has on future salary
changes. This is true. However, the cumulative effect is spread
over a relatively long period of time and varies substantially'
from case to case. More importantly, the cumulative effect is
precisely what makes the QSI a meaningful and appreciated incen-
tive payment -- certainly much more so than a one-time and soon
spent "bonus." In terms of the effects the Program has on em-
ployees (both financial and psychic), we feel the cost to be fully
justified.
3. It is important to remember that the QSI Program is
long-standing and government wide. In our opinion, since costs
are not a limiting factor, we should continue to participate.
Over the years, our percentage of QSI awards has lagged behind the
rate for the rest of government, Last year, for the first time,
it was about the same our work force). This is indeed
a modest rate. Hopefully it can be increased.
4. Paragraph 4 of the MSAG memorandum contains recommenda-
tions for changes in the Agency QSI regulation. We look upon
these changes as restrictive and too confining. We would prefer
to retain the ability to exercise both judgment and flexibility
in administering the Agency QSI Program.
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5. Let me also comment on the alternative recommendations
(b) and (c) in paragraph 2 of the referent memorandum. The
governmental incentive awards system, as we understand it,
authorizes cash awards for special achievements. Further, the
Agency at one time authorized cash emoluments with award certifi-
cates. Despite historical objections in the last several years
to cash payments associated with achievement or awards, I believe
that the time has come to take a new look at this aspect of the
Agency's awards program. If you agree, I will undertake a study
and submit formal recommendations.
STATINTL
John F. Blake
DirQctor of Personnel
t
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14+ September 1973
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT Quality Step Increase Program
1. The Management and Services Advisory Group (MSAG) believes
the concept of the Quality Step Increase Program is good and that we
should continue to reward exceptional performance. However, we
have made some preliminary computations which indicate that the
Program is costly due to its ongoing nature. The figures show that
it costs the Agency more to make an award under the present QSI
system than it would to make a lump-sum cash award equivalent to a
step increase.. (See Attachments A and B)
2. There were 599 QSI's awarded Agency-wide.during FY 73 and
more than half of them were at the GS-10 and above level. We believe
this volume justifies a review of the Program. We recommend, there-
fore, that a review be made and consideration given to (a) eliminating
the QSI system and substituting a lump-sum cash award, (b) retaining
the QSI system but establishing a lump-sum cash award for special
achievement, and/or (c) reinstating the monetary provision of the
Certificates of Merit and Distinction.
3. MSAG believes also that the regulations should provide
additional guidelines and standards to assist supervisors and Heads
of Career Services in making recommendations for Quality Step Increases.
We recognize the need to keep the regulations simple but more specific
standards are needed to insure equitable administration of the Program.
4. We recommend that the following provisions be included in the
regulations:
(a) The employee must have at least an overall "Strong"
rating on all fitness reports written during the preceding
12 months.
(b) The employee cannot be scheduled for or planning retire-
ment within six months.
(c) The employee cannot be in a Personal Rank Assignment.
(d) The employee cannot have received a promotion during
the preceding six months.
(e) The employee cannot have received a previous QSI
while assigned to the same position unless the responsibilities
have increased or performance has exceeded that an which the
increase was based.
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The regulation should stipulate also that a particular assignment
(such as a task force), a single accomplishment (such as a special
project), or a set of circumstances (such as
25X1
does not comprise eligibility
per se. The criterion "performance must be sustained for at least
.six months and must give promise of continuing" must be met also.
Generally, Merit Awards would be more appropriate for these situations.
Management and Services Advisory Group
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ri, I aI Iff
 Approve 1&V ase 2 1/27 J
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ESTIMATED COST OF QSI FOR TEN-YEAR PERIOD
Nature and Date of Action
Grade
Including
QSI
(Actual)
PSI
9/10/67
:Qsi
9/10/67
12/5
$12,1+1+3
Pay Raise
10/8 /67
12/5
12,989
Pay Raise
7/14/68
12/5
13,798
Pay Raise
7/13/69
12/5
15,173
PSI
9/10/69
12/6
15,619
Pay Raise
12/2.8/69
12/6
16,557
Pay Raise
1/10/71
12/6
17,545
PSI
9/5 /71
12/7
18,046
Pay Raise
1/9 /72
12/7
19,040
QSI
4/16/72
12/8
19,569
Pay Raise
1/7 /73
12/8
20,574
(Projected)
PSI
9/5 /73
12/8
20,574
PSI
9/5 /74
12/9
21,130
PSI
9/5 /76
12/9
21,130
PSI
9/5 /77
12/0
21,686
Grade
Excluding
QSI
Annual
Difference
Pro-rated
Cost
12/4
$12,o64
12/4
12,064
$ 379
$ ,31.50
12/4
12,607
382
286.50
12/4
13,392
14o6
1+06.00
12/1+
14,727
1+46
71+.00
12/5
15,173
1+46
111.50
12/5
16,084
473
512.00
12/5
17,044
501
334.00
.2/6
17,51+5
501
167.00
12/6
18,511
529
132.00
12/6
18,511
1058
793.50
12/6
19,462
1112
71+1.00
12/7
20,018
556
556.00
12/7
20,018
1112
2224.00
12/8
20,571+
556
556.00
12/8
20,574
1112
$6925.00
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 Approved F asIfi7.: (0 ' 0050009-6
Nature and Date of Action
Grade
Including
QSI
Grade
Excluding
QSI ,
Annual
Difference
Pro-rated
Cost
Actual
PSI 7/25/71
10/4
12,669
Pay 1/9 /72
10/1+
13,366
'QSI 4/2 /72
10/5
13,771
10/4
13,366
405
16.50
Promotion 4/16/72
11/4
14,641
11/3
14,197
444
32 .Q0
Pay Raise 1/7 /73
11/4
15,394
11/3
14,928
466
116.50
PSI 4/16/73
11/4
15,394
11/4
15,394
Projected
PSI
4/16/74
11/5
15,86o
11/4
15,394
466
466.00
PSI
4/16/75
11/5
15,860
11/5
15,860
PSI
4/16/76
11/6
16,326
11/5
15,860
466
466.00
PSI
4/16/77
11/6
16,326
11/6
16,306
PSI
4/16/78
11/7
16,792
11/6
16,326
466
466.00
PSI
4/16/79
11/7
16,792
11/7
16,792
PSI
4/16/81
11/8
17,258
11/7
16,792
466
466.00
PSI
4/16/82
11/8
17,258
11/7
16,792
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 STAT
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7 NOV 1q7~
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT: Agency Space Problem
1. The Management and Services Advisory Group (MSAG) has
been studying the space problem as it exists within Headquarters
Building. We have had a number of meetings with Logistics personnel
and our consensus of opinion is that the Office of Logistics is doing
all possible to solve the problem within the limits of their authority.
2. Our recommendations to help solve the space problem are
as follows:
a. Establish a working panel of a senior representative
from each Directorate to advisep r who should remain in 44"--.1
Headquarters Building and to recommend the priority of
moves and relocations of major proportions. The panel
recommendations will be forwarded to the Agency Management
Committee who will determine the course of action to be
taken.
b. Better utiliz. existing space.
(1) Reduce the size of the library. Magazines and
newspapers dating as far back as 1966 are stored in
library space. Transfer periodicals and books to the
Library of Congress or possibly to another Agency location
outside of Headquarters.
(2) Consider moving GSA out of thejtuilding or
consolidating their work area. Possibly relocate GSA to
the motor pool area in the West Parking lot and have
them work from trucks for the maintenance supplies and
routine repair equipment they need.
IT I
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(3) Examine, t _ tfli I ? of
the Hqs. garage space - in view of new garage construction
in West Lot.
o~' (4) Consider GSI food service for the Executive Dining
' Room in lieu of Agency Staff or Contract personnel.
(5) Require offices to budget their own monies for
major space renovations. This would subject the offices to
financial discipline and provide line and staff reviews by
respective Directorate offices and O/PPB. It would also
require the office heads to decide where cuts are taken
when higher priority projects come along and monies have
to be offered up to cover unfunded requirements.
Management & Services Advisory Group
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Space Iroblem - Wi a reduction in personnelhat space can be
vacated?
25X1A
The Director of Logistics requested that the Office of
Personnel provide statistics on the number of personnel that
vacated the Headquarters Building at the end of FY 73. The
Office of Personnel has been unable to provide this information.
If the information could be provided, a determination might be
made on the amount of space which became available, i.e.,
number of personnel who departed x square feet per person.
On 6 September 1973 the space problem was mentioned to
the Director of Logistics who stated that Logistics Services
Division was looking into the entire problem.
It-
contact d 6 S
eptember 1973 about the space
problem and he advised that we could meet with him on 11 September
and that at that time he said he would brief us and provide us with
a copy of a paper which was sent to all Directorates from the
Director of Logistics requesting a complete survey of space
requirements.
25X1A
of his memo to all Directorates. A reply was requested from all
Directorates by 20 September 1973.
At the moment there are 18 major moves planned for Langley
Headquarters Building. These moves will require a period of two
years to complete. It is very rare to give everyone what they want.
These 18 moves cover a requirement for 24,000 square feet of space.
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b. There are many "sacred cows" in the Headquarters
Building such as the Library, gymnasium, EAA Store, etc.
Nobody wants to give up these "sacred cows" or even con-
sider reducing them in size in order to free much needed
space.
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c. There is no buffer space to house personnel in
the Headquarters Building while space is being renovated.
d. Reorganizations have.increased space realignments and
requirements.
e. Any additional construction at Langley must have
approval of the Environmental Protection Agency and local
county officials. Fairfax County has'complained about the new
Agency garage being built at Langley because of possible
sewage problems.
f. Not enough flexibility allowed to LSD in suggesting
moves. Intelligence Community Staff (ICS) refused to move
out of Langley. There is no room
g. Magazine Building will be vacated in 1975 because
the building is not satisfactory particularly from a
maintenance standpoint. GSA is looking for additional
space.
h. Entire buildings are not available. Many building
owners have portions of a building available; however, the
Office of Security frowns on leasing only a portion of a
building.
i. The Printing Services Division Building was designed
for expansion upward; however, lack of funds and the
environmentalists have affected any expansion.
j. Agency uses a requirement of
25X1
feet 25X1
quare per person
while GSA allots 88 square feet per person.
k. Availability of funds. Estimates that each work station
renovation costs.$350 on an average.
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1? Difficulty in identifying requirements, info
furnished by hearsayy verbal, not enough formal requests
~o-- Csn
in order4to plan effectively.
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7 NOV 1Q?1
MEMORANDUM FOR: Deputy Director, Management and Services Area
SUBJECT: Management Briefs
1. The members of the M&S Advisory Group have adopted a
"brief" type format to advise you of interesting topics that have come
to our attention during conversations with and/or suggestions received
from Directorate personnel. The brief speaks for itself and does not
warrant a detailed study by advisory group personnel, but can be
submitted directly to management for their information or action.
2. Attached are some of the more interesting topics that MSAG
feels warrants your consideration.
Management & Services Advisory Group
Attachments:
As Stated
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vow Nwr
MEMORANDUM FOR: Management and Services Advisory Group
SUBJECT: Minutes of Meeting - 5 November 1973
1. The following topics were discussed at the meeting:
a. Space Problem - It was agreed that LSD was doing all
that was possible on the space problem but that LSD's authority
25X1 A relative to space is non-existent. is to write a
"mini-paper" on the space problem.
25X1A
b. Supergrade and SPS Fitness Reports - Nothing further
to report.
25X1A
Morale and Incentive Study is to meet with
"pattern", etc.
25X1A
d. Attitudinal Survey - stated that a finished
product on the entire survey is expected within 2 weeks and
he will report on it when he receives a copy of the survey.
2. A report was made by
the MSAG papers submitted previously to the DDM&S.
a. DDM&S Slots - Mr. Brownman has not commented yet.
b. QSI Incentives - DDM&S did not agree with MSAG
proposal. No further action to be taken.
c. Regulations - Paper received from Mr.
who commented on the problem, His paper is not very encour-
aging relative to a solution to the problem.' Awaiting replies
from others such as Records Control Branch.
25X1A
25X1A
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3. In addition to the above, the following were discussed:
a. Office Name Changes and Tube System.
25X1A
to submit mini-papers prior to Mr. Brownman's meeting on
13 November 1973.
b. Expanded Shuttle System -
on this subject.
d. Establishment of Secretarial and Clerical Career Service
25X1A Papers submitted to MSAG byl Final paper to be prepared for submission to DDM&S.
4. New topics were also suggested and discussed:
25X1A
25X1A
25X1A
25X1A
25X1A
25X1A
is
25X1A
c. Inter-office Envelopes - It was recommended that "peel-off"
labels be used. I o prepare a paper prior to Mr.
Brownman's meeting.
a. Establishment of an Agency Exhibit in Washington, D.C. -
Smithsonian Institution was suggested as a site. and
to pursue further.
further,
b. State of the Directorate - MSAG feels senior officials
should brief employees more often. Cited recent talk by Director
of Logistics and OJCS to their personnel. to pursue
c. Assignment overseas of single people and married eo le
with small children to areas with a drug problem. is
to prepare a mini-paper.
d. Assignment across Directorate lines.
agreed to serve as co-chairman for November.
6. All future MSAG meetings, unless noted otherwise, are to
convene at 3: 00 p.m.
7. Mr. Brownman's meeting to be held on Tuesday, 13 November,
at 1:30 p.m., Room 7D-32.
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8. MBO Presentation, 19 November 1973, Room 1E-74. Members
from other Agency Management Advisory Groups will attend.
25X1A
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MEMORANDUM FOR: MSAG Members
SUBJECT: Request for Comments
REFERENCE: a. Establishment of a Secretarial and
Clerical Career Service
b. MSAG Brief #1 - Office Name Changes
c. MSAG Brief #2 - Tube System. Use
25X1A
1. Attached are three (3) references covering draft papers on
topics to be discussed at our next MSAG meeting, 5 Nov 73, 3:00 P.M.
I would appreciate your critical comments on the content and format of
each of the papers before the 5 Nov 73 meeting.
2. Receipt of your comments will help in the preparation of a
final draft or maybe a completed paper that would go forward to
DD/M&S shortly after the meeting.
3. I would also like to receive some "brief" ideas from the
other members. Use whatever format you feel meets the "brief" papers
purpose.
25X1A
Attachments
As Stated
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MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT: Establishment of a Secretarial and Clerical
Career Service
STATINTL
STATINTL
STATINTL
Agency if such action is approved.
1. The Management & Services Advisory Group (MSAG)
recommends that priority consideration be given to the establishment
of two career services covering secretarial * and clerical employees.
MSAG feels the management time for this consolidation and upgrading
is right and that there are advantages to both personnel and the
2. Both career services would encompass approximately
positions or 32% of the FY74 total Agency position strength. The
secretarial career service would have II ositions while the clerical.
career service would have the remainder or positions. We
realize this is a break from the traditional career service size, but
when compared to the D or MC career service, MSAG feels this increase
is still within manageable proportions.
3.. MSAG members conducted some informal interviews with
clerical/secretarial personnel from our respective offices. Results
were:
a. A need for a meaningful career counseling program,
both pre-employment, prior to assignment from the "pool" and.
during their work career.
b. More educational training both in-house and outside
courses. Not just refresher courses in shorthand and typing,
but secretarial science courses, i . e . , Human Behavior in
Organizations, Administrative, Records Management, etc.
c. A desire for professional recognition of their contri-
butions similar to other career services.
d. A fair system for competing for job vacancies.
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e. A Desire to compete openly for vacancies rather than
individually searching for "head room" slots or becoming stuck
in a dead-end position.
4. Some additional statistical information provided during the
study was that during the last 3 fiscal years the Agency has averaged
760 New Hires and 881 Separations. Roughly 50% of those leaving left
because of job dissatisfaction and 50% because of personal. or family
reasons. Of the total clerical positions 6.1% have some kind of a
college degree and many are studying toward degrees.
5. MSAG believes there are advantages to establishment of the
career services:
a. Duties of the same or similar type can be consolidated.
b. Recognition of profession by a career service.
c. Promotes uniform career planning.
d. Provides centralization for job testing, interviews,
counseling information and training.
e. Promotes better personnel management.
f. Establishes promotion for the best qualified.
We also made note of the disadvantages:
a. Widens the competition for jobs with "head room"
thereby decreasing the incumbents chances for promotion.
b. Breaks-up, at least, the middle management level
boss/secretary relationships of taking the secretary to the
boss's new assignment.
c. Can be too cumbersome to operate.
d. Initial set-up problems may be too big to achieve the
two career services recommended.
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~.r
6. In summary, MSAG believes the advantages far outweigh
the disadvantages and our recommendation should be given your
earnest consideration in conjunction with the OP personnel management
studies now underway.
Management and Services Advisory Group
Secretarial includes: Secretary Stenographer; Secretary; Stenographer;
Secretary Typist; Clerk Stenographer; and, Clerk Typist.
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ocr
MEMORANDUM FOR: Deputy Director, Management and
Services Area
SUBJECT: MSAG Brief #1 - Office Name Changes
9/a
1. The members of the M&S Advisory Group have adopted a
"brief" type format to advise you of interesting topics that have
come to our attention during conversations with and/or suggestions
received from Directorate personnel. The brief speaks for itself
and does not warrant a detailed study by advisory group personnel,
but can be submitted directly to management for their information
or action.
MSAG Brief #1
2. Problem: The problem is office names and initial
:changes.
Discussion: This is a constant irritation shared by all
registries, couriers, and offices sending and
receiving mail. The man-hours loss, time
delays and confusion are immeasurable.
Examples: 11?3 kD ( V
OSA no longer exists, instead we have
STATINTL
Agency wide we have Special Assistants galore.
OF has a Chief, Plans and Systems (C/PS)
and a Chief, Planning Staff (C/PS).
OF has a Central Travel (CT) and a Compen-
sation and Tax (CT).
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.rte
"AD" - Is it Accounts Division (AD), Acting
Director (AD) or Assistant Director?
CCS - Is it
Cover Staff
STAT
PPB - Is it Planning, Programming and. Budgeting
or Professional Placement Branch?
3. Can some method or central place be established where office
names and initial changes are either recorded or cleared to end some
of this confusion?
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W
T `C17
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT: MSAG Brief #2 - Tube System Use
1. The Management & Services Advisory Group has received a
suggestion regarding better utilization of the Tube System that MSAG
feels warrants your consideration.
2. A summary of the suggestion points out the delay in mail
deliveries caused by the decrease in mail pickups can be overcome
by using the Tube System. The majority of Agency offices have tube
stations and delivery is quick and efficient. The suggestion- an
example that the last run from the Hqs. building to other Agency
buildings is at 1400, while the last pickup in most offices is 1130.
By utilizing the tube to the mail room, your information can make the
1400 run - thereby saving a full 24 hours in delivery time plus
eliminating the courier.
3. MSAG recomm ds the suggestion be considered apd-4hzA-an
Agency-Wide notice e circulated advising personnel of the decrease in
mail pickups and the advantages of using the Tube System - both for
urgent and routine interoffice correspondence.
Management & Services Advisory Group
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18 October 1973
STATINTL
MEMORANDUM FOR: Management and Services Advisory Group
SUBJECT . Minutes of Meeting, 10 October 1.973
STATINTL a summary of his and I findings. Ted will draft a paper
and distribute prior to the 5 Nov. meeting. Members should submit
comments to Ted by 19 Oct.
STATINTL
STATINTL
STATINTL
1. Paper Completed--"DDM&S Control of M&S Positions and Personnel"
2. reported on the "Space Problem" and distributed
3. The paper on "Office Designations" was discussed. Ron
will draft a paper prior to the 5 Nov. meeting.
4.1 1 reported on the "Badge Problem." She had
Office of Security, on 10 Oct. and
met with Mr.
discussed the procedure or andling badge requests. She reviewed
the log maintained by Security and found that badge requests were
generally processed in and out within three to four days. The
members decided no further action would be taken since the delay
seemed to be an internal OTR problem.
5. The DDM&S "Attitudinal Survey" was distributed.
will discuss the results at the 5 Nov. meeting.
STATINTL
STATINTL 6 , will write a paper on "Super-
grade and SPS Fitness Reports."
7. Partial Agenda for 5 Nov. -- Be prepared for discussion!
A. "Space Problem"
B. "Secretarial Career Service"
C. "Office Designations"
D. (`Attitudinal" Survey"
E. VOLUNTEER(S) needed for paper on "External Training
Policies"
STATINTL
8. Administrative-
A. Meeting with Mr. Brownman--Tues, 13 Nov, 1:30 p.m., 7D-32
B. MBO presentation-- 'n , 4:00 p.m., 1E-74
C. December Chairman-] I
should be one-year appointee)
STATINTL
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 ADMINISTRATIVE - INTERNAL USE OrTT,y
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MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT: DD/M&S Control of M&S Positions and Personnel
1. The Management and Services Advisory Group (MSAG)
strongly believes that the DD/M&S should have primary control of
all positions and personnel, not only at Headquarters, but overseas
as well. The traditional practice of assigning M&S careerists to . '
positions identified with, and controlled by, other directorates is
inequitable in that it significantly limits the DD/M&S in effectively
accomplishing long-range planning of directorate personnel resources.
This lack of DD/M&S primary control of positions also hampers
DD/M&S career planning and developmental efforts for M&S personnel.
2. This problem is an old one, and efforts were made as early
as 1964 to rectify it. In a memorandum, dated 15 November 1964,
General Carter established Agency policy whereby "positions sub-
stantially involved with the performance of support-type functions
would be filled from within the M&S Career Service." Although
this policy addressed the question of "who" would fill the M&S positions,
it left unresolved the matter of "who" would control the positions.
3. We recognize that this problem is a difficult one. There
are convincing arguments for maintaining the status quo, and
certainly any action to change it would require careful inter-directorate
planning and coordination. Nevertheless, we believe the Agency
would benefit from the DD/M&S having primary control of all M&S
positions in that it would provide for:
a. Better long-range planning of DD/M&S resources.
b. Better management control throughout the DD/M&S.
c. Better qualified and experienced M&S personnel
performing M&S functions at Headquarters and overseas.
ADMINISTRATIVE - INTERNAL USE ONLY
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d. Better career planning and development for M&S
careerists.
4. Accordingly, the MSAG recommends that the DD/M&S initiate
action to have Agency policy established which designates the DD/M&S
as control authority for all M&S positions and personnel. - To accomplish
the careful planning and coordination required to establish such policy,
the DD/M&S may wish to consider identifying the policy and subsequent
implementation as an Agency objective. Incorporation of our recommen-
dation in the Management by Objective (MBO) structure would serve to
keep these objectives in focus and lead to their orderly attainment.
Management and Services Advisory Group
- 2 -
ADMINISTRATIVE - INTERNAL USE ONLY
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 10 October 1973
I. Statement of Problem
`-Begin paper with "MSAG believes that"
II. Discussion of Current Situation
III. Recommendations
~w
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MEMORANDUM'':AFOR: Management and Services Advisory Group
SUBJECT Minutes of Meeting, 1 October 1973
1. Members discussed the draft paper on "Assignment and
Control of DDM&S Slots." Revisions were suggested and
the drafters agreed to submit a revised paper to the
members prior to the next meeting on 10 October.
2. Members discussed the format that MSAG should use for
all of our papers. It was agreed that we should use
the following outline:
IV. Advantages and Disadvantages
STATINTL 4.
STATINTL
--These may be discussed under each
recommendation, if more appropriate
will check into the "Space Problem" and
give a status report at the 10 October meeting.
will schedule a MBO briefing for the
meeting on 5 November.
STATINTL
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{t5 ; . 7 (,s
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19 September 1973
MEMORANDUM FOR: Management and Services Advisory Group
SUBJECT Report of MSAG Activities for First Two
Months of Existence
A. Papers Completed
1. Quality Step Increase Program.
2. Review of Agency Regulatory System with Primary Emphasis
on Recommendations to Expedite Publication of Agency
Regulations.
B. Projects Being Studied
1. Assignment and Control of Overseas Slots Occupied by
DD/MES Personnel.
2. Career Development and Career Opportunities for Clerical
Personne
l
Review of Merit Award Program.
5. Delay in issuing badges to contract personnel.
rojects Eliminated or Deferred after MSAG Consideration
1. Assignments across directorate lines.
2. Reduction in number of Career Services.
3. Assignment of a middle manager to the office Pe Ad
exposure to problems at the office level.
12:;{ .:x
Possible closing of Ames Building Cafeteria.
Computer bank for matching employee qualifications with
job requirements.
Study of whether Voluntary Investment Plan should be
retained and, if so, how does it pay its own way.
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SUBJECT: Report of MSAG Activities for First Two Months of
Existence
7. More flexible hours to encourage car pools.
8. P ticyV~ -o
External training Ark-to_
U "U S'C'
Elimination of coats and ties during summer months.
Method of establishing priorities for property
requisitions.
11. Develop profit and loss criteria for motivation and
performance evaluation.
D. Meeting with Jack Blake, Director of Personnel and other
members of the Personnel Approaches Study Group has been
scheduled for 24 September.
STATINTL
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19 September 1973
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT Review of Agency Regulatory System with
Primary. Emphasis on Recommendations to
Expedite Publication of Agency Regulations
1. Currently, the Regulations Control Staff, DD/M&S,
receives a monthly average of 37 proposed revisions to Agency
regulations. Since the Agency has been in existence, we have
had a significant problem relative to these revisions not
being published within a reasonable length of time.
2. In our review of Agency regulations, we have
encountered the following significant problems in the
publication of regulations:
a. There is often an inordinate period of time
between the origination of a suggested revision and its
final publication and dissemination. This period could
vary from 3 months to 3 years. Because of this time lag,
the effective date is often months prior to the pub- STAT
lication date.
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SUBJECT: Review~f Agency Regulatory System ith Primary
Emphasis on Recommendations to Expedite Pub-
lication of Agency Regulations
3. As a result of our analyzing the problems, we feel
that the following recommendations should be adopted:
a. Set a deadline for coordinating regulations
prior to publication. As changes are recommended from
the various Directorates, these changes should be sent
promptly to other Directorates for coordination prior
to publication. If no response is received from a
Directorate, the negative response should be. considered
as concurrence and publication should be initiated
promptly.
STAT
d. Designate the DD/M&S as the authenticating
officer on all regulations to expedite publication.
Designation of one authenticating officer would encourage STAT
coordinators to respond more quickly during the co-
ordination process.
f. Delete from the regulations as many of the
Agency cryptonyms as possible.
4. Chief, Support Services Staff, DD/MFS, in his memo-
randum dated 14 May 1973 to the DD/M&S, recommended that a
task force be established within the DD/M&S to study the
problems encountered in the publication of the revisions to
the Agency regulations. We concur with this recommendation
but further recommend that officers from the DD/0, DD/I, and
DD/SET also have members assigned to this task force.
Management and Services Advisory Group
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 CONFIDENTIAL
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MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT . Agency Regulatory System
REFERENCE Your memorandum of 29 September 1973
My comments on the recommendations of the Management
and Services Advisory Group are given in the attachment..
I agree with one of the recommendations, agree conditionally
with another, disagree with four, and would need further
information in order to respond to the seventh.
William: E. Nels n
Deputy Director for Op.rations
25X1
25X1A
25X1
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Nwp~
(Set a deadline for coordinating regulations
prior to publication. As changes are
recommended from the various Directorates.,
these changes should be sent promptly to
other Directorates for coordination prior to
publication. If no response is received from
a Directorate, the negative response should
be considered as concurrence and publication
should be initiated promptly.)
Comment:
The setting of a deadline is not new. The Regulations
Control Staff has been doing that for a long time. We have
no objection to such a practice. However, we don't like an
unqualified policy that, if no response is received from a
Directorate by the specified date, the non-receipt of a
response should be considered as concurrence. The only way
this would be acceptable would be (a) if deadline dates were
reasonable and (b) if the deadline could be changed when
necessary by an interim response indicating that additional
time was required and a reply would be forwarded later.
We would not agree with any procedure which would or could
deny us a reasonable opportunity to review and comment on
proposals.
The recommendation implies that Directorate replies are
often long delayed. That may be so, but the Operations
Directorate seems to have been doing pretty well in meeting
the deadlines set by the Regulations Control Staff. Our
records show that, during the nine months from 1 January to
30 September 1973, we received 90 proposed issuances for
concurrence or comment. (This total does not include a number
which were received for information and possible comment, for
which a reply was not requested, but which nevertheless had to
be reviewed; it does include a few such on which we forwarded
comments.) Of these 90, our reply was forwarded by or before
the deadline date in 37 cases, within 1 day of the deadline
date in 15 cases, within 2 days in 11 cases, within 3. days in
6 cases, within 4 days in 6 cases, within 5 days in 1 cases.
In 11 cases our reply was not forwarded until 6 or more days
after the deadline date. Bearing in mind that in many cases
the deadline date did not allow very much time, this doesn't
seem to be a very bad record. In most instances of delay,
the draft raised questions which required additional time to
resolve.
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t
Recommendation No. 1 (Para. 3.a.)
 CONFIDENTIAL
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We would like to repeat an observation which has been made
in the past, namely that the coordination process would be
facilitated, at least so far as the Operations Directorate is
concerned, by spacing the circulation of drafts so that a
number are not forwarded at or about the same time. During a
recent period of 5 workdays, for example, we received a total
of 10 sets of papers, consisting of proposed revisions of 17
publications, totaling some 75 pages. Three of the publications
were received for authentication, the others for concurrence
or comment. Such a concentration of papers makes it difficult
to handle all of them with dispatch.
One thing which we believe should be kept in mind in all
of this is the fact that revision of a regulation does not
automatically become a matter of pressing urgency just because
a component proposes it. While there are many revisions which
should be processed for publication at as early a date as
possible, there are a goodly number which seem to merit little
if any priority.
Recommendation No. 2 (Para. 3.b.)
25X1
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1W
PPB 73-1269
2 3 O CT 1973
STATINTL
MEMORANDUM FOR: Deputy Director for Management and Services
SUBJECT: Review of Agency Regulatory System with Primary
Emphasis on Recommendations to Expedite
Publication of Agency Regulations
REFERENCE: Memo dated 19 September 1973 to DD/M&S
from Management and Services Advisory Group,
Same Subject
1. Reference memorandum has been sent to me for comment in
view of the fact that I once served as Chief of the Regulations Control
Staff. I urge that my response be used with some caution, for I left
the Regulations Control Staff in late 1969, and although I have continued
to be interested in its work and of course have dealt with its product,
there has been little opportunity to review its current procedures.
You may find, therefore, that in my comments I am reflecting information
which is somewhat out of date.
2. In its first recommendation the Advisory Group would have us
set deadlines for coordinating regulations. I find the recommendation
somewhat naiv in that it does not adequately differentiate between routine
changes and those changes which impinge in some degree upon basic
Agency policy. In a continuing effort to speed the coordination process,
we adopted several years ago the practice of submitting some regulatory
changes on a "holler-if-you-don't-like-it" basis. This technique,
which current Chief of RCS, tells me is still in use,
works when the change is purely utilitarian, but it cannot be used
on a wholesale basis. Some regulatory proposals are too intimately related
to operating policies and procedures to be approved without careful
study and analysis by those most affected, and the analysis inevitably
delays coordination. I found during my time as Chief, RCS, that the
only practical way around this dilemma was constant personal
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 STATINTL
STATINTL
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involvement in the coordination process. I believed then and I
continue to believe that the quality of the personnel assigned to
RCS is the real key to relatively speedy coordination.
4. The Advisory Group's next recommendation has to do with
the consolidation of the Publication Control Group, DD/O, with the
Regulations Control Staff. This is a tired idea, frankly, and has
been put forward periodically as a possible solution to the difficulty
that RCS has always had in its dealings with the Chief of the Publica-
tions Control Group, Mr. In fairness it must be said
25X1
that those difficulties arise because of Mr. great dedicationSTATINTL
to what he believes to be the interests and requirements of the
DD/O. He is saddled with a thankless task, given too small a staff
for the jobs he is expected to do, and inevitably he becomes a bottleneck
in the orderly and timely coordination of regulations sought by RCS.
I have a large respect for the quality of the coitribution made by Mr.
although he and I have disagreed probably many more times
than we have agreed on points at issue in the regulations. He
has an encyclopedic knowledge of the regulations and there have
been many times when his perceptive analysis of a proposed change
has saved us from making changes which would have been counter-
productive or which, taken by themselves, would have led to inconsist-
encies in the regulatory system. The difficulties between the two
staffs have arisen because of more fundamental differences between
the Operations Directorate and the rest of the Agency. The answer
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 to speedier coordination of regulations lies in the elimination of these
policy differences, not in the amalgamation of staffs whose jobs require
them to defend competing policies. The merger of these two staffs would
not, in fact, improve the existing situation; if the Operations Directorate
felt that its interests were not being protected by the combined staff,
it would establish a new review echelon which would do the job
which has been done in the past by the Publication Control Group.
25X1
6. I understand that the next recommendation of the Advisory
Group, having to do with dissemination of handbooks without coordina-
tion or with reduced coordination requirements, is an idea which
STATINTL has been put forward by Mr. II The acceptability of this
proposal would be clearly contingent upon scrupulous adherence by
RCS to its commitment to use the practice only for procedural handbooks
implementing a previously coordinated regulation. Within that limita-
tion I think the idea has considerable merit.
7. It is easy to concur as well in the last of the Advisory
Group's recommendations which has to do with deletion of Agency
cryptonyms from the regulations. It has, in fact, been long-standing
practice to try to keep the use of cryptonyms to a minimum; no
one is more aware than the personnel of RCS of the sudden obsolescence
of a regulation because the cryptonyms on which it relies have been
replaced. I might take this suggestion one step further: in this
day when we are being more serious about the use of classification,
why not consider page-by-page classification of the regulations, leaving
unclassified those which have to do with routine matters not reflecting
unique Agency activities?
8. In its closing paragraph, the Advisory Group concurs as do
I with the recommendation that a task force be established within
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the DD/M&S to study the problems of coordinating regulatory issuances.
I also agree with the Group that such a task force have representation
from other Directorates. My experience with the regulatory process,
however, leads me to expect only incremental improvements in the
process as a result of the work of such a task force.
9. I'm sure the comments above reflect my modest expectations;
having spent the better part of two years wrestling with this particular
problem, I have come to respect it as one of the more tenacious
of those facing this organization. Steps such as those discussed
above will help, but I concluded some time ago that the best we can
expect is amelioration of the problem. It will not go away.
STATINTL
Chief,
Distribution:
Orig - Addressee
1 - DDM&S Registry
agement and Services Group
O/PPB
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There are two fundamental problems which deter.the timely pub-
lication of Agency regulations and handbooks. Regulations and hand-
books must be fully coordinated before they can be authenticated,
and they are authenticated by two officers the DD/M&Sfor headquarters
issuances
25X1
F
It is well known that coordination takes an inordinate amount
of time, and that the principal culprit in timely coordination is the
Operations Directorate. Most will agree, however, that the Operations
Directorate has more interest in most issuances than the other direc-
torates and coordinators. Because of this, coordination time frames
are established to give the DDO ample time in which to coordinate
(much longer than it would ordinarily take). Although DDO Publications
has agreed to these time frames, very seldom do they meet the dead-
lines. Obviously, this is not the solution. Perhaps` fFeTAgency should
therefore follow the practice of State Department in publishing their
directives. That is, given a realistic time in which to complete
coordination, failing to reply in the affirmative or with comments, or
request an extension of time, would be taken as concurrence. In most
cases this would eliminate the practice of one coordinator holding up
the entire process. The coordination system as it now works permits
one coordinator to. pocket veto a proposal by simply failing to coord-
inate.
To accomplish the timely publication of regulations and hand-
books, there can only be one authenticator of Agency publications;
and that person should be the DD/M&S. I believe this has merit be-
cause it is the headquarters regulation that establishes policy,sets
responsibilities, and outlines procedures. 9
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Another longstanding problem is one of resolution of differences.
This problem becomes especially difficult. when there is a disagreement
on policy among directorates. Regulations Control Staff attempts to,...,,
act as mediator in such instances but except for prodding the principles
concerned there is little that the staff can do. These differences
result primarily from incomplete staff work on the part of the originators,
usually functional offices of the DD/MLS. Although informal coordination
does take place before proposals are submitted to Regulations Control
Staff, policy questions often result once the proposal is placed in
coordination by Regulations Control, and. there is little enthusiasm on
the part of the originating office to. resolve differences. This is
understandable, however, since the DD/O seldom if ever gives in on a
point, although from a management standpoint they could be entirely
wrong.
Currency in regulations also is a responsibility of the office
or directorate concerned. Although Regulations Control Staff may have
the overall responsibility for managing the regulatory system, RCS
does not have the technical expertise to know when regulations are not
consistent with policy, practice, etc.
Handbooks are subsidiary to the regulations and are usually more
technical and detailed. Their purpose is to outline procedures, not to
establish policy and set responsibilities. They are used primarily to
standardize procedures necessary to carry out Agency policy. These too
receive full coordination, and authentication by the DD/MFS and the DD/0.
Because the handbooks go into considerable detail, it usually takes
longer to coordinate a handbook or a revision to a handbook than any
other Agency regulatory issuance. Since these publications are technical
and subsidiary to the regulations, I see no reason why handbooks could
not be authenticated by the DD/M&S, by the office concerned or by the
directorate concerned.
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Generally, I agree with the recommendations made by the
Management and Services Advisory Group (MSAG) in their memorandum
of 19 September 1973.
A. I agree with recommendation A. However, to consider
no response as concurrence may be wishful thinking under pre-
sent authentication arrangements. This could be an effective
tool only if all regulations were authenticated by the DDM&S.
Time frames will help, but knowing how the DDO operates they
will simply request extensions of more time, and this could
go on for months if not years, were an ultimate date not seta
I agree.
C. I do not see this.as practical. DDO Publications
has responsibilities in addition to those of coordinating
on Agency regulations. I doubt whether.the'DDO would want to
separate these responsibilities and place regulation respon-.
sibility under RCS. If DDO Publications were to come under
RCS, then would not other directorate publications staffs
come under as well. I would think not.
E. This sounds fine, except that the majority of hand-
books concern matters involving the functional offices in the
DDMES, and, at the same time, are used for management of over-
seas stations and bases. Therefore, they are of concern both
to the DDM?S and the DDO. To have both Deputy Directors
authenticate these handbooks would leave us where we are today.
With regard to paragraph 4 of the memorandum, I see little that
would be gained from such a task force.
Although not mentioned by MSAG, maybe a few comments on the
philosophy of Agency regulations is appropriate. When compared to
regulations and directives published by other agencies such as Department
of State, Agriculture, Defense, etc., our regulations are miniscule.
For example, the DOD personnel handbook alone contains more material
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than all our regulations combined. In other agencies there is little
opportunity for decision making inasmuch as most, if not all, rules are
spelled out in the regulations. This is not so with regard to Agency
regulations. Our regulations are used primarily as guides, and
decisions are often based on precedence, experience, sound judgment,
logic, and sometimes good commonsense, within these guides. This,
in effect, separates administrative officers from clerks, and non-MFS
personnel. (At least this has been my experience.)
The other extreme to regulations is to have no regulations at
all. I fail to understand, however, how any large organization,
especially our organization, could operate without directives. of some
kind.
Our regulations are developed in several ways. Direction from
the top, i.e., Management. Committee, proposals from the bottom up,
practice, and trial balloons in the form of notices. Those coming
from the top may or may not be coordinated, depending on the desires
of top management. All other proposals are coordinated, and if con-
curred in, authenticated. The latter is usually pro forma.. (This
is as it should be, if proper staff work is.done beforehand.)
Also, MSAG.failed to include any.comments on regulation format.
(Maybe they are satisfied with the present, format, or had no comments
to offer.) Be as it may, given the purpose, the size and content of
sistent he usually can find what"he wants. If serious consideration
is being given to a general overhaul of Agency regulations, however,
format should definitely be considered.
STATINTL
STAT
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19 September 1973
MEMORANDUM FOR: Management and Services Advisory Group
SUBJECT Meeting: 17 September 1973 - 1700 Hours
4-E-05 Headquarters
STATINTL
1. were elected
cochairmen or a montns ot October and November 1973.
2. Regular meeting dates were established as the first
and third Monday of each month at 1500 hours and 1700 hours,
respectively. Special meetings may be called at the discretion
of the cochairmen. All meetings will be in room 4-E-05
Headquarters unless members are notified otherwise.
3. The meeting with Mr. Brownman on September 20 at
1100 hours in room 7-D-32 Headquarters was discussed. It was
agreed that a MSAG.progress report should be prepared by the
cochairmen. Members should be prepared to discuss their
individual project with Mr. Brownman.
4. Members were advised that Mr. Blake, Director of
Personnel, had requested a meeting with MSAG on 24 September
at 1500 hours in room 5-E-60 Headquarters to discuss the
Agency Career Program. A paper written by Mr. Blake,
"Supplemental Guidance in Preparation for Discussion with the
Personnel Approaches Study Group", was distributed to members.
Members are encouraged to become familiar with this paper and
be able to offer constructive suggestion in this first oppor-
tunity to function in an advisory capacity.
5. Members were asked to give their reaction to a pro-
posal being studied by the Office of Finance to require all
j salary checks to be mailed to the employees bank or home.
The consensus was expressed that OF should adopt the policy
without further study.
6. A member suggested that MSAG study the problem of
delay in issuing badges to contract personnel after a top
STATINTL secret clearance had been approved. Delays of several weeks
were often encountered. will look into the
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problem. A decision to add this topic to the list of projects
under MSAG study was delayed until the next meeting.
7. A member suggested that MSAG recommend the elimination
of Fitness Reports (or memo in lieu of Fitness Reports) for
Scientific Pay Scale personnel. This suggestion will be held
in abeyance until after our meeting with Mr. Brownman.
8. Committee members reported on two papers nearing
completion: (1) Assignment and Control of Overseas Slots
Occupied by DD/M&S Personnel and (2) Review of Agency
Regulatory System with Primary Emphasis on Recommendations to
Expedite Publication of Agency Regulations.
9. Next regular meeting will be at 1500 hours on
1 October 1973.
STATINTL
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AUG 1973
STATINTL
MEMORANDUM FOR: Management and Services Advisory Group
SUBJECT Meeting: 14 August 1973 - 1500 Hours
4-E-05 Headquarters
1. This was the first meeting at which committee members
reported on the topics under their consideration. Committee
members had done considerable work and MSAG is "off the ground".
2. The cochairmen were asked to talk with Mr. to
advise him of our progress and ask if there were any problems
the DD/M&S would like MSAG to consider.
3. Our next meeting was set for 6 September 1973 at 1500
hours in room 4-E-05 Headquarters at which time the committees
should have draft position papers for MSAG review and consider-
ation. If papers are ready they should be forwarded to all
members for review and comments prior to our 6 September meeting.
STATINTL
Cochairmen
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24 July 1973 ,'::..5
MEMORANDUM FOR: Executive Secretary, CIA Management
Committee
SUBJECT. : Directorate Management Groups
1. The Management Advisory Group has been asked to
comment on the relationship which should exist between the MAG
and the recently formed Directorate management groups.
.. 2. The MAG recognizes the Directorate management
groups as sovereign bodies. They exist independently of the
MAG, and presumably will be responsive to the needs of their
components and the guidance of their respective Deputy Direc-
tors.
3. The MAG members, individually and as a committee,
will attempt. to respond. positively to any request for advice or
cooperation from the Directorate management groups. However,
the MAG is reluctant at present to suggest any formal liaison or
coordination requirements.
4. The MAG understands that former MAG members may
serve initially with the Directorate. management groups. Informal
relations between the MAG and the other management groups should
develop naturally if this practice is followed. The MAG will con-
tinue to monitor the development of relations between the groups,
and may have some additional suggestions to offer in the future.
ADMINISTRATIVE-INTERNAL USE ONLY
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17 July 1973
MEMORANDUM FOR: Management Services Advisory Group
SUBJECT . Meeting - 19 July 1973, 1600 Hours
O/PPB Conference Room 6-E-0708 Hqs.
1. The following items have been placed on the Agenda for our Thursday
meeting:
a. Selection of second Cochairman
b. Establishment of length of terms of Cochairmen
c. Review of MAG activities
d. MSAG records retention.
2. It has been suggested that MSAG discuss the following topics to
determine whether they wish to make a study and prepare a position paper.
L.A. DD/M&S assigned actual slots overseas
J. Assignments across directorate lines
(1)
(2) Assign a middle manager to the office head for
exposure to problems at the office level
c. Possible closing of Ames Building cafeteria
STATINTL
d. Computer bank for matching employee qualifications with job r
qualifications el ~o`~; e~ a ('_ ? d ~X "S4,
e. Study of whether Voluntary Investment Plan should be retained
and, if so, how does it pay its own way?
f. Flexible hours of work to encourage car pools
g. Payment policy for external training
h. Elimination of coats and ties during summer months
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i. Method of establishing priorities for property requisitions
L j. Recommendatio to eliminate bottleneck in Publications Control
Group, DD/O ph/1t~
, ' k. Review W I program ? ~~Lf
cam'
1. Develop profit and loss criteria for motivation and performance
evaluation.
C~ F ate' Ooull v
cam))
STATINTL
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MR. BROWNMAN'S REMARKS TO THE FIRST MEETING
OF THE MANAGEMENT AND SERVICES ADVISORY GROUP
12 July 1973
Mr. Brownman conceives of the MSAG as a "management
conscience", a managerial device with great potential. The
group's function is not to provide god-like answers, but to
raise questions ("should this be as it is" and "should we do
something about it"). In charging the MSAG with its respon-
sibilities, he assured us that all assets of the Directorate
would be made available to MSAG. For example, we will not
have to dig out our own statistics; the Office of Personnel
will provide them for us. If he had his preference, MSAG
would be a solely voluntary group. He sees as one of our
tasks to sell the MSAG to the rest of the Directorate so
that in the future people will volunteer for the assignment.
Despite this public relations task, however, the group's
purpose is not to make friends but to look coldly and objec-
tively at the problems of the Directorate. If we are criticized
for being a "company union", ask the critics to join us. We
will have direct access to office directors and their deputies
and should take advantage of this access. In sum, Mr. Brownman
strongly endorsed the concept of a MSAG and promised his
STATINTL
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in DD/MFS..
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DD/M ,S 73-2688
3 jut. 1913
MEMORANDUM FOR: Director of Personnel
SUBJECT . Management and Services Advisory
Group (MSAG)
REFERENCE DD/M$S Admin Instruction No. 73-11,
dtd 15 Jun 73
The Deputy Director for Management and Services
has approved your nominee, Miss
to STATINTL
serve for a period of six months on the MSAG. She
will be contacted directly about the initial meeting.
js~
Executive Officer to the
Deputy Director
for Management and Services
cc: Miss
STATINTL
STATINTL
ADMINISTRATIVE - I~;T n'; T V --
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Administration Management Advisory Group
The'ADMAG was established on 2 July 1973 as a forum
for continuing dialogue between senior management and
employees. It is composed of nine members, one from each
DDA office and one from the Administration Career Service.
Members are generally from the age group 30-45 and from
grades GS-I1 through GS-14. The tour of participation is
for one year, with one-half of the membership rotating
semi-annually. The group meets at least once each month,
most often during non-duty hours.
Under the original guidelines, the purpose of the
group is to study issues and problems affecting the
Directorate and to make recommendations for improvement.
While suggestions from employees are welcome, the Group
is instructed to avoid personal grievances since grievance
procedures are already available. If you have an Agency,
Directorate, or office level idea or an honest criticism
that you would rather not pursue personally, perhaps ADMAG
can assist you.
ADMAG has no formal production responsibility, nor is
it intended to replace existing formal command channels.
In its first year, ADMAG approached issues and problems
with in-depth research reports to the DDA. However, as a
result of advertising its existence, interaction with
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Directorate management and through presentations at "Trends
and Highlights" (an excellent source for feeling the pulse
of employee concerns), the Group has become involved with
more and broader issues. Consequently, new procedures have
been devised to handle this increased activity. Issues or
problems are now thoroughly screened in an effort to
determine appropriate action and then recommendations in
the form of brief memoranda are forwarded to the DDA for
his consideration, thus permitting the Group to focus its
efforts on a greater number of issues having Agency,
Directorate and office wide impact.
Of course, not every item considered by the ADMAG has
resulted in a demonstrable change in policies or functioning
of the DDA, nor has every item investigated culminated in a
suggestion for action to the DDA. In the majority of these
cases, investigation showed that efforts were being made
elsewhere to satisfy the particular need. However, no item
is ignored, since in many instances the discussion of these
issues does stimulate interest and action on the part of
the responsible component or individual.
The importance of good communication cannot be over
stated and the key to good communication is the ability of
people to level with one another. ADMAG offers an excellent
forum for opening the informal lines of communication,
upward, downward and horizontally, throughout the DDA.
Through the ADMAG, employees have an opportunity to directly
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exchange views or offer.honest criticisms to the DDA;
anonymously if so desired.
Some items that appear on-a, review of past ADMAG minutes
are: VIP Price Information; Honor and Merit Awards; Drug and
Alcohol Abuse and Prevention Programs; Applicant Processing
Procedures; CIA Exhibit Displays; Fitness Reports; Parking
at Non-Headquarters Sites; Small Car Parking Lanes; After
Hours Security Checks; Flex Hours; Non-Profit Transportation
Association; and Employee Concerns Over Vacancy Notices. The
DDA feels that ADMAG's contribution to these items and the
other issues it has addressed is a helpful "sounding board"
and communications link to;,the employees in the Directorate.
In addition to ADMAG,'many of the offices within the
Directorate have their own Management Advisory Group
organized for the purpose of examining issues and problems
at the office level. Similar MAG organizations may be found
in the other Directorates; and finally, there also exists a
DCI/MAG.
Following is a list of your current ADMAG representatives,
through 1 January 1977:
Office
MG Career Sub1
Group
Finance
Processing
~Appi ilcRor Rele
Name
Room
Extension
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