STAFFING REQUIREMENTS - SUGGESTION AND INVENTION AWARDS BRANCH

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89-01180R000100030002-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 23, 2016
• Document Release Date: November 21, 2013
• Sequence Number: 2
• Publication Date: August 11, 1966
• Content Type: MEMO

Declassified in Part- Sanitized Copy Approved forRelease2013/1i/21 : CIA-RDP89-01180R000100030002-1
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1 1 AUG1966
MEMORANDUM FOR: Chief, Benefits and Services Division, Office of Personnel
SUBJECT : Staffing Requirements - Suggestion and Invention Awards Branch
1. The Suggestion and Invention Awards Program in this Agency is
operated to recognize civilian and military personnel for their contributions
through suggestions, inventions or other achievements in accordance with
authority granted in Public Law 763 and 89-198 (Tabs A and B). Agency
policy and procedure for the program is stated in
2. The Table of Organization currently authorized for the Incentive ?
Awards Branch is:
Incentive Awards Officer - Chief - GS-13
Incentive Awards Officer - GS-12
Incentive Awards Assistant - GS-09
Clerk-Stenographer GS-05
Two of the above listed positions are now assigned solely to the Honor
and Merit Awards Program, although they previously had partial responsibilities
for Suggestion and Inventions-Program work. This change was necessary due
to the increasing volume of crash award ceremonies, to special meetings, the
new look of the Annual Length of Service Awards Ceremony, and the general
workload volume increase reflected in Tab D.
3. A minimum staffing complement of four (4) positions with the
following titles and grades is needed at the earliest practicable date for
adequate program administration:
Incentive Awards Officer - GS-13
Incentive Awards Officer - GS-12
Incentive Awards Assistant - GS-07
Clerk-Stenographer - G6-05
4. The results reflected in Tab D are quite revealing:
a. Our adoption rate, the measure of suggestion "quality", continues
to increase. From a low of 11% in 1957, we have progressed to a new
all-time high of 35.2% in FY 1966. Government and Industry adoption
rates consistently average between 25% and 26%.
50X1
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b. Cash awards paid in FY 1966, slightly less than $13,4001 produced
tangible savings of $1,041,909 or a combined total of $1,218,809 by
including intangible benefits projected at the 5% ratio.
c.. Our record of cash awards paid for the past four (4) fiscal years
slightly exceeded $60,000. By combining tangible savings for all achieve-
ments and projecting intangible benefits at the 5% ratio) we reach about
$3,100,500 in total savings and benefits for a four-year awards "investment"
of $60,000.
5. Records for tangible savings from other Agencies are not yet
available for FY 1966. We have, therefore, made an analysis of tangible
savings achieved through use of the Suggestion Program in various selected
agencies that were either close to us in FY 1965 or that we should be compared
with strength-wise (Tab E). It should be remembered that our tangible savings
record for both FY 1965 and FY 1966 are especially high because of the
measurable benefits realized from achievement.
50X1
6. The "barometer", often used to determine the significance of an
Agency's achievements, is the average cash award paid. Our rate for FY 1965
was 3255 and for FY 1966, $144. The latest available rates from other agencies
for FY 1965 are: NASA $115; FAA $57; HHFA $52; ICC $51; Labor $49; USIA $48;
State $32; AID $38; Treasury $36; Agriculture $51; Defense $50. However, in
gathering these statistics we noted that many agencies use the-Superior.
Performance Award System to reward their employees whereas we use it in just
two instances - The average cash award for 50X1
Superior Performance in many agencies was much higher than for Suggestions,
for example: NASA $382; ICC $350; Interior $250; AEC $235; .Agriculture $213;
Justice $208. AEC alone paid a total of $26,000 for 112 Superior PerformanCe
Awards. This indicates to me that we must exert every effort to encourage
supervisory personnel to stimulate their subordinates to make improvements
(suggestions) and inventions that will merit reward through our existing
Suggestion Program.
7. In conjunction with OP Position Management and Compensation Division,
and through contacts with our associate Incentive Awards Administrators in
other Departments and Agencies, we have sought staffing comparisons. It is
difficult to make realistic comparisons. Al]. major Departments and Agencies
run a decentralized program with a staff of from three (3) to six (6) persons
at the top Departmental or Agency level and much authority delegated to Bureaus,
Divisions, Regions, Major Commands, Stations and Bases and separate Committees
and staffs to run the program rather independently at their level. Tab F
contains a summary of the information we obtained from other Departments and
Agencies, and information pertinent to programs in Industry.
0
8. This Agency has always operated a centralized program with authority
and responsibility in. one top Agency Committee chaired by the Director of
Personnel and assisted by a small staff. The chart (Tab H) illustrates the
many ramifications of our liaison activities. We are convinced that a decentral--
ized program used by many other departments and agencies would require much
more man-power than we need to run an effective program under our present form
of organization. The advantages of the present system are:
SECRET
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a. It insures one awards "philosophy" for the Agency. Duplicate
ideas should be considered centrally in an Agency this size and disposed
of with utmost economy and efficiency.
b. Agency employees know and understand that their suggestions are
at least received and processed by the Committee's staff, not directly
rejected at an office or component level. While only a percentage of all
suggestions are sent out for study (69% in FY 1966)) many are resolved
by our staff. With the cases that we settle without further evaluation) the
suggester receives a letter or a complete explanation in the name of the
Agency's Committee. Furthermore, when proposals are rejected by one
Directorate or Service and sent to the Committee) the suggester is assured
that his idea will get all possible consideration in other potentially
useful areas. For example, proposals not of value to TSD might be useful
to Office of Communications or vice versa. Also, achievements adopted
but judged as within line of duty in the Directorate of Science and
Technology could also be used elsewhere and the suggester/inventor should
be given some recognition.
c. It tends to acquire fair and just evaluations and even consistent
pricing of cash awards. The fact is that many officers think differently
about what kind of an achievement deserves what kind of an award. It is
50X1 even possible for a duplicate suggestion to earn $50 and
only a Certificate of Appreciation in OTR depending on the awards
philosophy of the senior officer. This is the kind of inconsistency that
our office has learned to prevent.
d. The professional members of the Committee's Staff have served as
continuing advisors to high-level senior members, independently obtaining
rulings from the General Counsel) Director of Security, Finance, etc.
The Executive Secretary of the Agency Committee submits a summary of all
cases for review to members of the Committee well in advance of meetings
along with appropriate recommendations. He also serves as Executive
Secretary of the Special Panel of the Clandestine Services and Ad Hoc
Committees called to vote on sensitive cases requiring special clearances.
Therefore, the awards "philosophy" to all of the review Committees and
Panels is consistent, and the staff work for awards approval of the
Chairman, the Deputy Director for Support or the Director of Central
Intelligence) depending upon the amount of the award recommended, originates
in one office; that of the Executive Secretary of the Agency Committee.
e. It saves much paperwork. Many cases recommending awards came to
us with insufficient supporting data. Because of our continuous contact
with the Coordinator from the Directorate or Service, who also serves as
a member of the Agency's Committee, we are able to often acquire the
necessary information by telephone to expedite action.
9. In conclusion, I would like to say that:
a. Practically every minute of the time spent in drafting this
report was done after normal duty hours.
b. We have serious backlogs of Important 'work that need immediate
attention. (Tab I)
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c. A. minimum staffing complement of four (4) positions, listed
in paragraph 3, above, seems reasonable.
Enclosures - 9
Tabs A through I
Executive Secretary
Suggestion .Awards Committee
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STAT
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