LETTER TO WILLIAM J. CASEY FROM DAVE DURENBERGER

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP88G01332R000901030045-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 12
• Document Creation Date: December 27, 2016
• Document Release Date: December 22, 2011
• Sequence Number: 45
• Publication Date: July 16, 1986
• Content Type: LETTER

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22 JULY 86
ROUTING AND TRANSMITTAL SLIP Data
TO:
(Name, office symbol, room number.
building, Agency/Post)
ADDA
Initials
as
:
DDA
4.
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File
Note and Return
I
For Clearance
Per Conversation
Requested
For Correction
Prepare Reply
irculate
For Your Infoamation
See N.
ment
Investigate
Signature
ination
Justi
D/PERS RECEIVED INFO COPY
DO NOT use this form as a RECORD of approvals, concurrences, disposals,
clearances, and similar actions
Bost-lot OPTIONAL FORM 41 (Rev. 7-76)
1O -11.
U.S.G.PO.: 1983-421-529/320 ? ~
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EXECUTIVE SECRETARIAT
ROUTING Sur
14
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5 DDI
7 DDO
Compt
LIS
ES
INITIAL
23 July 19-96
Re rk To Yours for action re Community Effort
re duly hearing.
To 13: Yours for action re request in last para whic
is addressed to DCI role as head of CIA_
STAT
E -utive Secretary
Jul 86
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WILLIAM V. ROTK JR., DELAWARE
WI.UAM S. CONEN. MAINE
O( I NA; CK UTAH
FRAM( MURKOWSKI, ALASKA
ARLEN SPECTER, PENNSYLVANIA
CHIC HECHT. NEVADA
MfTCN MCCONNELL KENTUCKY
LLOYD SENTSBI TEXAS
SAM HUNK GEORGIA
THOMAS F. EAGLETOK MISSO m
ERNEST F. IIOWNGS, SOUTH CAROLINA
DAVID L SOWN. OKWIOYA
BILL BRADLEY, NEW jEISEY
ROBERT DOLE. KANSAS, EX OFFICIO
ROBERT C BYRD. WEST VIRGINIA, EX OFFICIO
BERNARD F. MCMA1ON, STAFF DIRECTOR
ERIC 0. NEWSOM. MINORITY STAFF DIRECTOR
'United states senate
[aifiveRe ishp
86. 324? X
IN RESPONSE PLEASE
REFER TO 86- 2641
The Honorable William J. Casey
Director of Central Intelligence
Central Intelligence Agency
Washington, D.C.
In April 1985, the Committee outlined its three goals during
the 99th Congress. To date, two of these goals are well on their
way in great part through your efforts and cooperation, namely the
development of a National Intelligence Strategy and a comprehensive
review of the federal government's counterintlligence and counter-
measures capabilities and requirements to stem the loss of classified
information. Our third goal was a review of Intelligence Community
personnel. Since personnel capabilities and requirements are integral
to accomplishing the plans in the National Intelligence Strategy, it
is important that we understand each agency's personnel goals,
policies, and programs which support the key intelligence functions.
Personnel -- quality personnel -- are the critical linch pin if the
Intelligence Community is to meet the challenges outlined in the
National Intelligence Strategy. In this review, we would focus
only on personnel issues as they relate to the major intelligence
functions: human intelligence collection, counterintelligence,
development and operation of technical programs, and analysis. We
would, therefore, look first at personnel assigend these functional
responsibilities by agency (CIA, NSA, DIA, INR and FBI (CI)), and
then evaluate each function across the Community. We expect that
in this process we should be able to identify the principle issues
which relate to hiring and retaining the best intelligence cadre
into the 21st Century. To accomplish this, the Committee will need:
1. To review more fully these major intelligence functions.
2. To understand the personnel goals and strategies for those
functional requiremets as evidenced by policies, objectives and
long and short range planning,
3. To review your capabilities, based upon your authorities
and your programmatic efforts to achieve these needs.
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The Honorable William J. Casey
July 16, 1986
Page Two
4. To determine the efficacy of current personnel programs
(recruiting, training, pay, incentive, equal opportunity, and
retirement) to attain the goal of the finest quality personnel
for the Intelligence Community.
In the past ten years, the Intelligence Community personnel
has grown by nearly 18 percent. While this statistic would appear
to be healthy, the SSCI would need to examine whether more or less
is needed as well as the implications for national security if more
or less is provided.
On July 23, at 9:30 am, the SSCI will hold its initial personnel
review hearing in Hart 219. The hearing will provide you or your
representative the opportunity to give us an overview of your
personnel capabilities and requirements in relation to the four
missions, as applicable, mentioned above. We would also expect
you to define your agency's personnel goals to meet the long and
short range challenges outlined in the National Intelligence
Strategy. At the hearing, we would also expect you to identify
present and future personnel issues which will detract from your
ability to carry out missions, and to describe efforts in progress
to strengthen the quality of personnel. We will also expect you
to identify areas where enabling legislation may be necessary.
For the next three of four months, staff members will be
meeting with your agency officials to conduct this reiview and
to prepare a Committee report. Charles Battaglia will serve as
the director of this project whi John Despres will be heading
the team which will be reviewing ers nel issues within your
agency. To assist us, we would like a ersonnel point of contact
who would serve as a focal point or thi effort.
Patrick J. Leahy
Vice Chairman
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11L 1
22 JULY 86, 1500
DCI TESTIMONY
SENATE SELECT COMMITTEE ON INTELLIGENCE
23 JULY 1986
CIA PERSONNEL MANAGEMENT
IT IS A PLEASURE TO BE HERE TODAY TO TALK ABOUT ASPECTS
OF PERSONNEL MANAGEMENT IN THE INTELLIGENCE COMMUNITY. IN AN
AGE OF HIGH TECHNOLOGY, IT IS EASY TO LOSE TRACK OF THE FACT
THAT INTELLIGENCE IS A MANPOWER INTENSIVE BUSINESS.
WHEN I CAME TO THIS JOB I FOUND AN ENTHUSIASTIC, DEDICATED
AND, ABOVE ALL, HIGHLY TALENTED WORKFORCE. THEY WERE STRETCHED
DANGEROUSLY THIN FROM THE CUTS OF THE LATE 1970s, BUT THE SENSE
OF DAILY CHALLENGE AND FULFILLMENT THEY GOT FROM THEIR WORK WAS
AN INSPIRATION. WITH YOUR SUPPORT, THEIR RANKS HAVE BEEN
REBUILT AND THEY HAVE OBTAINED THE RESOURCES THEY NEEDED AND
DESERVED.
OUR PERSONNEL SYSTEM HAS SERVED US WELL AND HAS MANY
STRENGTHS. IT ACCOMPLISHES OUR MOST FUNDAMENTAL GOAL,
DEVELOPING PEOPLE WHU AKE EXPERTS IN THEIR FIELDS AND DEEPLY
COMMITTED TO OUR MISSION. BY AND LARGE OUR EMPLOYEES SAY
OUR PERSONNEL SYSTEM IS FAIR. EACH INDIVIDUAL CAN MAKE A
DIFFERENCE AND GOOD PERFORMANCE IS REWARDED. TODAY, WE ARE
FOCUSING ON MAKING THE MIX OF TALENT AVAILABLE MESH BETTER
WITH THE LANGUAGES AND THE CULTURES AND THE NATURE OF THE
PROBLEMS AND THREATS WE MUST DEAL WITH.
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THE WORLD IS CHANGING. WE NEED TU CHANGE WITH IT.
WE MUST SEE THAT OUR INTELLIGENCE COMMUNITY DOES NOT SUFFER
THE MIDDLE AGE MALAISE THAT MANY ORGANIZATIONS EXPERIENCE.
WE MUST ANTICIPATE KEY FORCES WHICH WILL SHAPE OUR PERSONNEL
NEEDS FOR THE FUTURE.
-- WE NEED A LARGER PERCENTAGE OF EXPERTS IN OUR
WORK FORCE, EXPERTS WHO HAVE HIGHLY MARKETABLE SKILLS ON
THE OUTSIDE.
-- WE FACE INTENSE COMPETITION FROM THE PRIVATE
SECTOR, AND PARTICULARLY FROM BELTWAY CORPORATIONS WITH WHOM
WE DO BUSINESS AND WHO INCREASINGLY CAN ATTRACT OUR PEOPLE.
-- THE RATE OF CHANGE IN SOME SKILL AREAS IS SO
HIGH THAT CONSTANT, CONTINUING RE-EDUCATION IS IMPERATIVE.
-- WE SEE INCREASING NUMBERS OF VERY TALENTED BUT
INEXPERIENCED AND SOMETIMES IMMATURE YOUNG PEOPLE. THE LACK
OF MILITARY EXPERIENCE IN OUR RECRUITS, FOR EXAMPLE, SHOWS.
-- TANDE11 COUPLES AND SINGLE-PARENT FAMILIES ARE A
FACT OF LIFE. WE MUST ADJUST TO THEM OR WATCH OUR RECRUITMENT
PROBLEM GROW.
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TODAY WE FIND MORE AREAS DENIED TU US. WE HAVE TO COPE
WITH RELATIVELY NEW AND RAPIDLY INTENSIFYING THREATS OF TERRORISM,
NARCOTICS SMUGGLING, ARMS TRAFFICKING, INSURGENCIES AND COUNTER-
INSURGENCIES HEAVILY CONCENTRATED IN LATIN AMERICA, THE MIDDLE
EAST, THE INDIAN SUBCONTINENT, SOUTHERN AFRICA, AND THE GREAT
PACIFIC ARENA. HERE WE ARE REQUIRED TO WORK WITH LANGUAGES
AND CULTURES WHICH UNTIL RECENTLY OCCUPIED ONLY A RELATIVELY
SMALL PORTION OF OUR PEOPLE. WE MAY WELL BE DENIED ACCESS TO
STILL OTHER AREAS.
THE TERRURISIS AND SOME OF THESE OTHER THREATS HAVE
BURGEONED SO RAPIDLY THAT WE CAN'T AFFORD FOUR TO FIVE YEARS
TO DEVELOP YOUNG OFFICERS TO HELP US COPE WITH THEM. TO MEET
THIS NEW CHALLENGE, WE ARE REACHING OUT TO RECRUIT, TRAIN AND
USE MORE PEOPLE WHO BRING WITH THEM THE LINGUISTIC AND CULTURAL
APTITUDES RELEVANT TO THESE NEW THREATS. WE ARE REACHING OUT
FOR PEOPLE WHO HAVE THE BACKGROUND AND EXPERIENCE TO SUCCESSFULLY
LIVE, VISIT OR TRAVEL IN AREAS IN WHICH WE HAVE NOT HAD TO BE
SO ACTIVE IN EARLIER YEARS. FOR A LARGER BLEND OF PEOPLE, WE
ARE REACHING OUT FOR PEOPLE TEN TO FIFTEEN YEARS OLDER THAN
THOSE WE HAVE TRADITIONALLY SOUGHT TO BRING ON DUTY. THIS
SHIFTING OF GEARS IS URGENT AND CRITICAL FOR NEW DEPARTURES
AND BOLD INNOVATIONS IN OUR RECRUITING, TRAINING, COMPENSATION,
AND GENERAL PERSONNEL MANAGEMENT.
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HISTORICALLY, EVEN WITH THE SPECIAL AUTHORITIES GRANTED
THE DIRECTOR OF CENTRAL INTELLIGENCE BY LAW, WE HAVE GENERALLY
WORKED WITHIN THE BROAD FRAMEWORK OF THE OVERALL FEDERAL
PERSONNEL STRUCTURE. THE PRESIDENT HAS FOUND THE GOVERNMENT'S
PRESENT COMPENSATION SYSTEM INFLEXIBLE AND OUT OF DATE. AS
YOU KNOW, OPM JUST FORWARDED TO THE CONGRESS MAJOR PROPOSALS
FOR SIMPLIFYING THE FEDERAL PERSONNEL SYSTEM. WE TOO BELIEVE
IT IS TIME FOR CHANGE. WE ARE EXPERIENCING SEVERAL PROBLEMS:
-- TODAY'S SYSTEM DOESN'T FACILITATE LATERAL ENTRY.
-- WE CANNOT ADJUST BENEFITS TO SUIT EMPLOYEE AGE
OR CIRCUMSTANCES.
-- OUR ABILITY TO REWARD PERFORMANCE IS NUT NEARLY
SO WELL STRUCTURED AND DEVELOPED AS OUR ABILITY TO REWARD
LONGEVITY.
-- THE PROCESS RELATING SALARY AND BENEFIT STRUCTURE
TO MARKET FORCES (PARTICULARLY IN HIGH-DEMAND, SPECIALIZED
SKILL AREAS) IS PONDEROUS.
WE HAVE ALREADY BEGUN THE PROCESS OF ADJUSTING OUR
COMPENSATION SYSTEM TO MEET THE CHALLENGES WE FACE. WE HAVE
IMPLEMENTED:
-- SPECIAL AGENCY-SPECIFIC PAY SCHEDULES FOR
SCIENTISTS, ADP PROFESSIONALS, ENGINEERS, AND MEDICAL
OFFICERS;
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-- A PAY BANDING EXPERIMENT IN OUR OFFICE OF
COMMUNICATIONS;
-- A NEW SECRETARIAL CAREER AND PAY SYSTEM WITH
FOUR BROAD PAY LEVELS, MODIFIED PAY FOR PERFORMANCE, JOB
ENRICHMENT AND SIGNIFICANTLY INCREASED TRAINING;
-- NON-SUPERVISORY SPECIALIST TRACKS FOR A LIMITED
NUMBER OF PROFESSIONS AND POSITIONS;
-- OVERSEAS PAY THAT IS 9.6% HIGHER THAN DOMESTIC;
AND
-- AN EMPLOYEE SPOUSE PROGRAM FACILITATING JOINT
ASSIGNMENTS AS WELL AS GUARANTEEING REEMPLOYMENT AT CURRENT
GRADE ON RETURN TO DUTY WHEN JOINT ASSIGNMENTS CANNOT BE
ARRANGED.
NOW LET ME TELL YOU SOME OF THE OTHER STEPS I BELIEVE
WE NEED TO TAKE:
-- WE NEED TU ADJUST OUR PAY SYSTEM TO ACCOUNT FOR
THE PROBLEMS I ENUMERATED EARLIER, PARTICULARLY TO BETTER
RELATE PERFORMANCE AND COMPENSATION. WE NEED TO EXPAND OUR
EXPERIENCE WITH PAY BANDING IN THE OFFICE OF COMMUNICATIONS
AND OUR NEW SECRETARIAL CAREER SYSTEM TO MOST, PERHAPS ALL,
OF OUR WORK FORCE. (WE HAVE NOT HAD A CHANCE TO STUDY THE
NEW OPM PROPOSAL IN DETAIL, BUT WE BELIEVE MANY OF THEIR
IDEAS TO BE PARALLEL TO OURS.)
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-- WE NEED TO MAKE EXTENSIVE CHANGES IN OUR PERSONNEL
STRUCTURE TO ALLOW US TO MORE ADEQUATELY REWARD EXPERTS AS
OPPOSED TO MANAGERS. WE NEED TO PROVIDE A WAY FOR TECHNICAL
AND SUBSTANTIVE EXPERTS WHO DO NOT GO INTO MANAGEMENT TO
CONTINUE TO BE RECOGNIZED AND REWARDED SO THAT THEY STAY WITH
CIA AND HELP US WITH THE INCREASINGLY COMPLEX COLLECTION AND
ANALYTICAL PROBLEMS WE FACE.
-- WE NEED TO RETHINK THE CURRENT SET OF INCENTIVES,
ALLOWANCES, AND OTHER BENEFITS SO THAT WE CAN OFFER A BROAD,
FLEXIBLE COMPENSATION PACKAGE THAT RECOGNIZES THAT THE NEEDS
OF OUR EMPLOYEES VARY AT DIFFERENT STAGES OF THEIR LIVES AND
CAREERS.
-- WE NEED TO REFOCUS OUR TRAINING PROGRAMS AND
DEVOTE MORE OF OUR RESOURCES TO THEM, BOTH TO BRING NEW
EMPLOYEES UP TO SKILL AND MATURITY LEVELS THEY DO NOT HAVE
WHEN THEY JOIN US AND TO HELP MANY OF OUR EXPERIENCED PEOPLE
REFRESH THEIR SKILLS AND UPDATE THEIR KNOWLEDGE IN THEIR
FIELDS.
-- WE NEED TO TAKE FURTHER STEPS TO ENHANCE MANAGEMENT
AND LEADERSHIPS SKILLS OF THE PEOPLE ENTRUSTED WITH THESE
RESPONSIBILITIES. WE LUNG AGO REALIZED THAT IN MANY CASES
WE CANNOT PAY EMPLOYEES WHAT THEY MIGHT EARN IN THE PRIVATE
SECTOR. OUR ABILITY TO ATTRACT AND RETAIN PEOPLE RESTS
STRONGLY ON OUR ABILITY TO LEAD AND MANAGE THEM IN WAYS WHICH
CONSTANTLY REINFORCE THE EXCITEMENT AND CHALLENGE OF OUR PROFESSION.
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THE CULTURE IN OUR INTELLIGENCE COMMUNITY HAS FOSTERED
OVER THE YEARS A LEVEL OF DEDICATION AND ENTHUSIASM WHICH
I HAVE NUT SEEN IN ANY OTHER ORGANIZATION. WE MUST SEE THAT
THIS SPIRIT IS SUSTAINED AND STRENGTHENED AS WE FACE THE
UNPRECEDENTED CHALLENGES I SET FURTH FOR YOU IN MY NATIONAL
INTELLIGENCE STRATEGY. OUR IMPORTANT AND EXCITING MISSION
ATTRACTS PEOPLE TO US. WE HAVE TO PROVIDE THE FRAMEWORK FOR
ACCOMPLISHMENT AND FULFILLMENT, AND RECOGNITION THAT KEEPS
THEM HERE. WE LOOK FORWARD TO WORKING WITH YOU TO IMPROVE
THE MANAGEMENT OF OUR MOST IMPORTANT RESOURCE SO THAT WE CAN
CONTINUE TO PROVIDE OUR COUNTRY WITH THE BEST INTELLIGENCE
PROFESSIONALS IN THE WORLD.
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