RECOMMENDATION NO. 5D

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R004000100014-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 7
• Document Creation Date: December 14, 2016
• Document Release Date: February 7, 2003
• Sequence Number: 14
• Content Type: STUDY

Approved For Release 2003/04/29 : CIA-RDP84-00780R004000100014-4
Recommendation No. 5d
Make a study to determine the feasibility of conducting all
recruiting on a TDY basis from Headquarters.
1. Such a study must begin with some indication of the dimensions of
the recruiting job, and some assumptions. First, we assume that the Agency
will remain relatively stable in size and composition for the next few years;
and that staffing experience in FY's 1970 and 1971 indicates generally what
will be required of recruiters in the foreseeable future. We assume further
that it will be both necessary and desirable to continue a nation-wide
recruitment program.
25X1
Ims volume o input, matched against losses which were greater
brought
,
the Agency within easy range of its FY 1972 ceiling. Components henceforth
will be able to work toward a balance in their staffing gains and losses. We
estimate conserva ' requirements for the next few years will
25X1 be on the order of per year, of which at least 85% will have to
be supplied by 'the recruiters.
3. In FY 1970 field recruiters submitted 4, 928 applicant cases. Of
these 1, 659 (34%) came from the six regions west of the Mississippi. An-
other 1, 649 (33. 5%) came from the Central, Northeastern and Southern
regions east of the Mississippi, and 'the remainder (1, 620; 32. 5%) were
produced by Headquarters-based recruiters working in the region which
includes D.C., Maryland, Virginia, West Virginia, Ohio and Western
Pennsylvania. In FY 1971 the recruiters' case production was 3, 547, of
which 1, 388 (39%) came from west of 'the Mississippi; 1, 174 (33%) from
the Central, Northeastern and Southern regions east of the Mississippi;
and 985 (28%) from the region worked out of Headquarters. The attached
map (Attachment 1) illustrates these major points about the recruitment
program:
a. It covers the entire country. Listed are the numbers of
applicants, by State of permanent residence, regardless of where
they were at the time of recruitment. This reflects the distribution
and broadly representative character of our input.
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b. It is a continuous activity throughout the year. There are
seasonal variations in the numbers of cases produced per month,
but there are no periods of inactivity. Data concerning the range
and average numbers of cases produced each month are posted only
for the regions in the Western two-thirds of the country; it is with
respect to this extensive geography that the economics of recruitment
methods are most important.
4. Not reflected in the foregoing statistics are the many local-level
actions taken by field recruiters on special interest or "flap-potential"
cases, either to protect or enhance the Agency "image:" coordination
nave no record o the eventual action taken, but these informal refer-
rals average close to 200 per year. These services arise from the
recruiters' presence in the field, their detailed and current familiarity with
their territories, and their knowledge of the gamut of Agency requirements.
5. The foregoing paragraphs serve mainly to outline the scope and
extent of the recruitment activity, the results achieved, and some of the
related or incidental purposes served by maintaining regional represen-
tation. We look now at some of the cost/efficiency factors involved in
considering the feasibility of a TDY operation. Let us assume a recruitment
force of the size currently authorized for FY 1972.
a. Salaries. No difference.
b. Space. There is no cost to the Agency for space occupied
by regional recruiters. If all operated out of Headquarters, space
would be required for 12 more Professional Recruiters, plus 2 staff
and 2 contract Clerical Recruiters.
c. Telephone Service. Up to 10 additional extensions would be
required at Headquarters to handle a high volume of long-distance calls.
d. Secretarial Services. Professional Recruiters in the field
have part-time contract secretarial help. At Headquarters one
full-time secretary would be required for two recruiters to handle
the clerical work load.
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e. Safes. Safes presently in field offices would have to be
moved or otherwise disposed of. Up to 10 additional safes would
be needed at Headquarters.
f. Office Equipment, Supplies, Postage, etc. Essentially
the same.
6. It is in the area of Travel that relative cost /efficiency factors are
most apparent. Recruiters would be assigned areas of geographic respon-
sibility in any case because of the importance of continuity in developing
and dealing with sources. TDY travel, especially west of the Mississippi,
would be neither economical nor efficient for one-or-two-day visits to a
given region. Trips of 7 or 8 days would be desirable to permit adequate
coverage and source development. Efficient use of time during prolonged
trips would involve costs in addition to public transportation such as car
rental, use of hotel accommodations for interviewing, week-end per diem,
etc. , to say nothing of wear and tear on the recruiter. The regionally
based recruiter, on the other hand, can cover his territory through shorter
trips and achieve continuing coverage at less cost and less strain on self
and family life. As an example for purposes of cost comparison, let us
look at the region embracing Iowa, Missouri, Kansas, Nebraska and
Arkansas--the geographic center of the United States--which is covered
at present by a recruiter based in Attached (Attachment 2)
are two travel vouchers marked #1 and #2. #1 is an actual voucher sub-
mitted by the resident recruiter at for the month of December
1970. During the first 18 days of that month he made two trips out of
town, of approximately 3 days duration each, to engage in college recruiting,
military source development, clerical recruiting, and to interview candi-
dates who had written either to Headquarters or to himself and who looked
promising. His itinerary included points in Kansas, Nebraska and Iowa,
at a total travel cost of $257. 70. The rest of the time he was in
II preparing applicant cases, interviewing applicants, corresponding
with applicants and with Headquarters, and developing sources and leads
in the area. His total vouchered expenses for the month were
$299. 59. Voucher #2 represents a simulated 8-day period during which a
TDY recruiter would travel out of Headquarters and cover the same
itinerary, for the same purposes, as #1. His travel costs would be $493.28.
Upon his return to Headquarters from this trip, he would have to follow up
by telephone and correspondence on contacts made, await responses from
applicants seen, and start making arrangements for another visit to the
region.
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7. Other factors to be considered include:
a. The impact of frequent TDY, including weekends, on
Recruiter force stability. Many men left recruitment in the 50is
when much of it was done on a TDY basis, because of the strain
and the disruption of family life.
b. Recruiters, like other Agency employees, are under
mandate to avoid the possibility of hijacking. A few presently
can and do fly, but if flying mainline planes they may not carry
documents, forms or even brochures that associate them with
the Agency. All recruiters could fly out of Headquarters under
the same restrictions, but an additional administrative burden
would be created by the necessity to cache recruiting materials
all over the country, and the risk of hijacking would increase.
c. A Headquarters-based operation would impair our
ability to respond quickly to Special Interest cases and to the
special requirements that are levied on field recruiters by
operating components.
8. The foregoing facts and factors suggest that there would be no
advantages in either efficiency or economy in conducting all recruitment
on a TDY basis from Headquarters and that a change to such a method of
operation therefore would not be feasible.
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 TRAVEL VOUCHER
:UBMIT AN ORIGINAL AND ONE COPY
4L DUTY STATION OR OFFICE,
ROOM NO.
CERTIFICATIONS AND APPROVAL
I certify that this voucher and any attachments are correct
the ex-
,
penses were incurred on official business,
and that payment or
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credit has not been received.
NCE DUE FROM TRAVELER
tach copy of refund receipt)
THIS SPACE FOR OFFICE OF FINANCE
-USE ONLY
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:,DVANCES, FUNDS AND
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DESCRIPTION
ADVANCE ACCOUNTS 13-27
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DATE-
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SIGNATURE OF AUTHORIZING OFFICIAL
CERTIFIED FOR PAYMENT OR CREDIT
SIGNATURE OF CERTIFYING OFFICER
DESIGNATION OF AGENT TO PICK LIP CASH
(both signatures required when applicable)
I authorize my agent, whose signature appears below, to receive cur-
rency amounting to of official funds
on my behalf and acknowledge receipt of such funds and my re-
sponsibility therefor, when paid to my agent.
SPACE BE
LOW FOR EXCLUSIVE USE OF OFFICE OF FINANCE
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TOTALS
Approved For Release 003/04/29: CIA-RDP84-00780R00400 10001 -4
AGENT PAYEE
71-80
AMOUNT
 25X1
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