LETTER TO LOUIS STOKES FROM PHILIP A. ODEEN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R000902150001-9
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 52
• Document Creation Date: December 27, 2016
• Document Release Date: March 8, 2013
• Sequence Number: 1
• Publication Date: April 21, 1988
• Content Type: LETTER

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V National Academy of Public Administration
Chartered by Congress
April 21, 1988
The Honorable Louis Stokes
Chairman, House Permanent Select Committee on Intelligence
H-405 Capitol Building
Washington, DC 20515
Through: Judge William H. Webster
Director of Central Intelligence
Dear Chairman Stokes,
I am pleased on behalf of the National Academy of Public
Administration's Panel for the study of the Intelligence
Personnel Systems to transmit the May 1st interim report as
.requested by the Congress in the Conference Report for. the FY88
Intelligence Authorization Act. A copy of this document is being
sent to the Honorable David L. Boren, Chairman, Senate Select
Committee on Intelligence.
Sincerely,
Philip A. Odeen
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National Academy of Public Administration
Chartered by Congress
April 21, 1988
The Honorable David L. Boren
Chairman, Senate Select Committee on Intelligence
SH-211 Hart Senate Office Building
Washington, DC 20510
Through: Judge William H. Webster
Director of Central Intelligence
Dear Chairman Boren,
I am pleased on behalf of the National Academy of Public
Administration's Panel for the study of the Intelligence
Personnel Systems to transmit the May 1st interim report as
requested by the Congress in the Conference Report for the FY88
Intelligence Authorization Act. A copy of this document is being
sent to the Honorable Louis Stokes, Chairman, House Permanent
Select Committee on Intelligence.
Sincerely,
1120 G Street. N.W.. Suite 540 Washington n r )nnnc (1A1 IA'? ),nn
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irii
National Academy of Public Administration
Chartered by Congress
OF THE NATIONAL ACADEMY OF PUBLIC ADMINISTRATION PANEL
FOR THE
STUDY OF INTELLIGENCE PERSONNEL SYSTEMS
MAY 1, 1988
1120 G Street, N.W., Suite 540 Washington. D.C. 20005 [phone]
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INTERIM REPORT
Organizational Status
As required in the Intelligence Authorization Act for
Fiscal Year 1988 (Title VII, Section 701), the Director of
Central Intelligence contracted with the National Academy of
Public Administration (NAPA) for a comprehensive review and
comparative analysis of the civilian personnel management and
compensation systems of the-Intelligence Community (IC). The
Academy has convened a Panel of public and private sector
officials (Attachment A), some of whom have held senior
intelligence posts, to assess the current situation and
recommend any legislative or regulatory changes deemed needed
to improve the effectiveness of IC personnel systems.
The Panel is assisted by a project staff which develops
options and recommendations for the Panel's review. The staff
is composed of former intelligence agency employees, experts in
federal human resource management issues and experienced
analysts. The combination of diversity and experience will
permit critical analysis within a knowledgeable environment.
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As specified in Section 701(e), the Director of the
Intelligence Community Staff has provided the requested support
and access to necessary information. Panel members and project
staff have been provided security clearances. Secured office
space was provided. To facilitate access and coordination, the
Intelligence Community staff established a Study Steering Group
of senior representatives of the personnel functions from each
intelligence organization and this group has been meeting every
week to facilitate the work of the project.
The contract for the study was signed February 17,
1988. Pertinent background papers leading to the contract
are: a) the Terms of Reference generated by the Intelligence
Community, dated January 19, 1988; and b) the National Academy
of Public Administration's proposal, dated February 12, 1988.
Both are included under Attachment B.
Agency Initiatives
One of the objectives of the two interim reports -- this
one and the one on August 1, 1988 -- is for the Panel to
address proposed changes to personnel management and
compensation systems that intelligence organizations believe
are important to implement before the overall study is
completed.
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All of the agencies were asked if they had proposals
they wanted the Panel to evaluate in this context. The Central
Intelligence Agency (CIA) identified the concept of a flexible
benefits program as a change they would like the Panel to
address. Under it, staff will have more flexibility to select
benefits, paying for them with the government's contribution
supplemented by employee contributions. A report on this
initiative, with Panel recommendations, will be provided as
soon as the analysis and Panel review can be completed.
It is possible the Panel may examine and make
recommendations on NSA's proposals for a flexibile pay system
and for a bonus program before the Panel's January 1989 report.
The CIA has a number of other changes that they want to
undertake which they believe are not significant and do not
have Community-wide implications. The project staff has been
briefed on them and will discuss them with the staffs of the
Senate and House Intelligence Committees and the Panel Chair
before advising CIA whether oraot-to proceed.
Development of the Baseline Comparison
Prior to beginning detailed field work, the project
staff requested comparable personnel-related data from each
agency. The information was organized as follows:
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Organization of Agency
Legal Basis for Agency Personnel Programs
Changes in Personnel Programs since 1978
Major Issues/Problems in the Agency
Personnel. Program
Changes Considered to be Needed in Controlling
Personnel Law and/or Regulation
Significant Changes Considered Needed in Personnel
Program and Which can be Made within Existing
Authorities but are Being Delayed by the 1988
Appropriation Act Conference Report Language
Experience in Recruiting and Retaining People
with Critical Skills
Addressing the Future Workforce Needs of the Agency
Overview of Current Personnel Policies and Practices
Competition between IC Agencies in Personnel
Programs
To further familiarize themselves with each agency's
personnel system and to become better acquainted with
cross-cutting issues,.the project staff held an intensive
two-day meeting with representatives of the IC Staff, the
Central Intelligence Agency (CIA), the National Security Agency
(NSA), the Defense Intelligence Agency (DIA), Military
Intelligence, the Federal Bureau of Investigation (FBI) and the
State Department's Bureau of Intelligence and Research (INR).
This off-site session provided the requisite background for
project staff to develop separate profiles and issue statements
for each of the agencies.
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After analyzing the information on each agency, project
staff developed a matrix which compared like data, with
emphasis on the history of changes to the different personnel
systems and on changes now perceived needed. This matrix will
be further refined throughout the study, and will provide the
framework for the comparative analysis requested by the
Intelligence Committees of the Congress.
Using this information, the NAPA Panel held its first
meeting on April 1, 1988. During that session, its members met
with staff of the House Permanent Select Committee on
Intelligence and the Senate Select Committee on Intelligence
and, separately, with senior leaders of the Intelligence
Community agencies. Discussion with Committee staff provided
background on congressional rationale for the study and
expectations for results. Senior agency representatives
further discussed employment trends and impediments the current
personnel systems impose on effective operations.
Early Observations
The IC personnel systems range from close adherence to
Title 5 of the U.S. Code, relating to personnel and overseen by
the Office of Personnel Management, to more flexible systems
such as those of CIA and DIA. A major difference between
staffs of intelligence agencies and those of other government
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entities is the security requirements: the ensuing lifestyle
limitations while employed and the constraints placed on
employees once they leave employment with an intelligence
organization. This is often cited as the major reason IC
agencies believe their staffs should be compensated
differently than other civil servants.
There is an increasing demand by executive branch
agencies for greater flexibility in managing their human
resources. The climate for change in federal personnel
management has contributed and will continue to contribute to
the intelligence agencies having more flexible systems. The
Office of Personnel Management, through delegation and
deregulation, and the Congress, through specific demonstration
authorities, like those recently given the National Bureau of
Standards, are responding to these demands. These are largely
driven by the mission requirements of these agencies.
Central to this.study will be the Panel's assessment of
the "uniqueness" of the missions of the intelligence agencies
and the implied need for even greater flexibility to support
them. To some extent, this flexibility justification is
already reflected in authorities granted to the various
intelligence agencies. However, these authorities need to be
assessed in terms of the consistency of their application among
intelligence agencies and between the intelligence agencies and
the rest of government.
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In examining staffing patterns and vacancy rates
available to date, the Panel does not see clear patterns of
staff shortages in the.critical skill areas of engineering,
computer science, languages or mathematics. What cannot yet be
determined is whether the quality of candidates now recruited
is as high as that of the past, or whether the more attractive
private sector salaries and benefits are attracting the best
recent graduates or most talented current employees. Because
the IC agencies report little long-range workforce planning, it
is not clear whether staff shortages will be a more critical
problem in the next 10 years. Further investigation will be
conducted in this area.
There are variations in pay and benefits patterns among
the intelligence agencies, and these appear to cause morale and
equity problems, especially overseas. For example, Foreign
Service and CIA employees receive more generous overseas
allowances than do other employees in apparently similar
occupations. Thus, even if they work in the same hallway doing
the same level of work, the staffs receive varying paychecks.
More detailed analysis will be conducted to determine the
extent and seriousness of this problem.
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Issues to be Analyzed
The.Panel will examine the issues outlined below in the
context of the existing missions of the IC agencies. The
Panel's will consider the strategic trends in the intelligence
function and the economic, social and demographic trends in
U.S. society. However, given the uncertainty in projecting
future missions, emphasis will be on suggesting changes that
would permit agencies to design systems sufficiently flexible
to meet a wide range of operating circumstances and changing
needs.
The Panel concluded that the primary areas of
investigation will be total compensation, training and career
development, staffing, equal employment opportunity, and future
human resources management (HRM) needs of the IC agencies.
These areas will be examined in the context of the broad
issues stated in the Authorization Act and the contract:
whether the present and.planned HRM systems will be able to
attract and retain the highest quality personnel; whether there
is a need to significantly alter HRM systems to meet future
change; and whether there are significant differences in the
HRM problems confronting the intelligence community agencies in
contrast to other federal agencies and in contrast to each
other.
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There will be several lines of inquiry for each area:
1. Total Compensation
--Two aspects on pay: the impact of the pay cap
and the need for increased agency flexibility in the use of the
pay system within cap limits.
--Two aspects on benefits: to what degree the
nature of intelligence work justifies benefits enhancement and
to what degree the intelligence agencies need increased
flexibility in using benefits to better meet the needs of a
changing workforce.
--Compensation and benefits comparability for
staff in overseas assignments, including a comparison with the
Foreign Service, and a comparison of compensation practices in
high cost of living areas within the United States.
--Specific pay and benefit issues -- cited in the
contract and/or developed in the course of the study -- which
affect the ability of the intelligence community agencies to
compete with the private sector and with other federal agencies
for top quality personnel.
--Comparative data on the costs of federal staff
as compared to contract staff.
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--The dual compensation provision for retired
military officers as an impediment to recruitment for positions
that require specialized military intelligence experience.
2. Career Development and Training
--Career development programs: how they support
current and projected staffing and skill needs of the agencies.
--Training and retraining programs in the agencies
and how they are linked to improving job performance and
meeting current and future skill needs.
--Adequacy of resources for training and career
development programs.
--Use of workforce and succession planning
programs to define and guide staffing, training and career
development program needs of the agencies.
3. Staffing
--Current and projected skill shortage and
retention problems which threaten accomplishment of agency
missions.
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--The impact of the more stringent personnel
security requirements of the IC agencies on the ability of the
agencies to compete in the labor market. Included here will be
whether the length of time between an offer of employment and
-entry on duty causes some good candidates to accept other
positions.
--Projections of agency staffing needs from the
current staff base. The impact of congressional personnel
authorizations for the IC agencies and the effect of
congressional action on pay and benefits will be assessed..
--Possible means of evaluating the quality of new
staff being employed and retained now and in the future.
4. Equal Employment Opportunity
--Analysis of each agency's equal employment
profile .
--What each agency is doing to enhance the
representation of female and minority staff in the organization.
5. Organizational Issues
--The role of the DCI in providing guidance and
direction to the intelligence community agencies' HRM programs
and for performing an on-going oversight of HRM.
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The Panel also considered examining the potential impact
of wartime operations on those intelligence functions heavily
dependent on civilian personnel. While recognizing the
importance of this issue, the Panel believed it to be beyond
the scope of the study envisioned in the Authorization Act.
The study will be directed primarily to the CIA, NSA,
DIA, and FBI. Redesign of the civilian personnel systems of
the military intelligence agencies is underway, and is not
scheduled for implementation until October 1988. The Panel's
findings and recommendations should be useful in assessing
these changes. Study of the State INR activity will be
limited, given its size and the fact that it is so integrated
into the regular Foreign Service and civil service personnel
systems of that large Department.
Schedule for Studies
The Panel's work is organized to reflect the interim and
final reporting dates specified in the Authorization Act.
Between May 1 and August 1, the Panel will review issues
associated with staffing, equal employment opportunity, career
development and training, and will complete a baseline compari-
son of the agencies' personnel systems. The August 1 report
will have findings and tentative recommendations in these areas.
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By early October 1988, the Panel expects to complete its
work on total compensation and organizational issues. It will
meet to discuss these issues and the overall thrusts of the
final report. By early November, the project staff will
prepare the initial draft of the January 1989 report, and the
Panel will meet to review it. Thus, by December 1988, the
final report should be nearing completion.
Attachment A: Panel Biographies
Attachment B: Terms of Reference and NAPA Proposal
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 Attachment A
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NAPA PANEL FOR INTELLIGENCE
COMMUNITY PERSONNEL STUDY
PHILIP ODEEN* - PANEL CHAIR: Regional Managing Partner, Coopers
and Lybrand. Served at Vice President for Wilson Sporting Goods,
Co.; Director of Program Analysis, National Security Council and
Principal Deputy Assistant Secretary of Defense for Systems
Analysis. Is Chair of the Washington World Affairs Council and
Subcommittee Chair on President's Commission on Military
Compensation. Assisted Frank Carlucci in transition to becoming
National Security Council Advisor.
JULIUS BECTON - Director, Federal Emergency Management Agency,
retired as a Lieutenant General of the U.S. Army in 1983 from the
position of Deputy Commanding General of the Army's Training and
Doctrine Command. He had been Commander of the 7th Corps in
Germany and of the lst Cavalry in Fort Hood, Texas earlier in his
career.
JAMES COLVARD* - Assistant Director for Tactical Systems, Applied
Physics Laboratory at John Hopkins Universtiy. He has served as
Deputy Director, Office of Personnel Management; Deputy Chief of
Naval Materiel; Technical Director, Naval Weapons Laboratory; and
Technical Director, Naval Surface Weapons Center.
BOBBY INMAN* - Chairman and CEO, Westmark Systems, Inc. Former
Chairman and CEO of Microelectronics and Computer Technology
Corporation. Served as Deputy Director of Central Intelligence
and Director of the National Security Agency.
CAROL LAISE* - Ambassador, Retired. Served as Assistant Secretary
of State for Public Affairs, Director General of the Foreign
Service, Ambassador to Nepal, and Director of the Division of
South Asian Affairs. Member of the Council on Foreign Relations.
FREDMEUTER - Manager, Executive Compensation, Xerox Corporation.
Twenty-nine years of broad-based compensation experience with
major corporations, e.g. TRW and 3M. Combat Intelligence Officer,
U.S. Air Force during Korean conflict. FBI Special Agent for six
years.
WILLIAM MILLER* - President, American Committee on U.S. Soviet
Relations. Has served as Associate Dean and Adjunct Professor,
Fletcher School of Law and Diplomacy, Tufts University; Staff
Director, Senate Select Committee on Intelligence; Special
Assistant to Senator John Sherman Cooper of Kentucky; and as a
Foreign Service Officer in Washington and Iran.
*Academy Members
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January 20, 1988 Attachment B
Study of Intelligence Personnel Systems
Terms of Reference
Background
The Intelligence Authorization Act for Fiscal Year 1988 (Title. VII,
Section 701) requires the Director of Central Intelligence to contract with
the National Academy of Public Administration (NAPA) for a comprehensive
review and comparative analysis of the civilian personnel management and
compensation systems of the Intelligence Community. The analysis is to
include an assessment of the adequacy of existing personnel systems to support
the missions of the various intelligence organizations. NAPA is also directed
to make recommendations for additional legislation and regulatory or other
changes that are deemed advisable to improve the effectiveness of the separate
systems.
Scope and Emphasis
For the purpose of the study, the "Intelligence Community" will be CIA,
NSA, DIA, State/INR, FBI/FCI, and the intelligence elements of the military
services.
The study is intended to be an objective, classified review of the
Intelligence Community's personnel management and compensation systems. The
aim is to provide a baseline understanding of the effect of these systems on
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the ability of intelligence organizations to perform current and future
missions. In carrying out the study, NAPA will examine issues and programs
bearing on recruitment, retention, and effective management of employees.
Attention should be paid to the consequences of pay and evaluation aspects of
personnel systems and to programs related to needs for certain critical skills
and occupations. Career development and employee support programs should also
be examined, as should infrastructure support for personnel management. The
interim and final reports should also provide NAPA's recommendations regarding
proposed and potential legislation affecting the intelligence personnel
systems.
Broad Objectives
The study should achieve the following broad objectives:
o An examination of the need for significant change in existing
Intelligence Community human resource management systems implied in
current economic, social, and demographic trends.
o An examination of present and planned Intelligence Community
personnel systems to ascertain if they will be able to attract and
retain the highest quality personnel through the 1990s, including
identification and specification of necessary improvements and
required legislative proposals.
o A comparison of Intelligence Community personnel systems with the
federal civil service, including identification and analysis of
2
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personnel issues facing the Intelligence Community that differ
significantly from those facing the federal government in general.
o A comparison of the personnel needs and requirements facing the
individual members of the Intelligence Community, with due regard for
the differing missions, risks, job requirements and environments of
the agencies, departments, and offices involved.
o Recommendations, if warranted, for legislative, regulative, or other
changes in personnel and/or compensation programs based on the unique
nature of intelligence activities.
Areas of Inquiry
In the course of meeting the broad objectives, the study should address
the following specific areas:
Competition Intelligence Community competition for human resources
is primarily with the private sector. The total compensation package
(pay, benefits, and awards) should be evaluated to determine what
needs to be done to make the Intelligence Community competitive in
the 1990s in the private sector market in which it competes.
o Security Special security, cover, lifestyle, and professional
restrictions should be examined to determine how they should be
recognized in the total compensation packages.
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o Rewards Mechanisms and programs for rewarding employees should be
evaluated.
Training The resources necessary for retraining to meet changing
staffing requirements should be analyzed. Areas that should be
assessed include the adequacy of current training and employee
development programs throughout the Intelligence Community (as they
relate to occupational skills training and the availability of
training) and the adequacy of resource commitments to these endeavors.
o Work Environment The quality of work environment in each agency,
including availability of appropriate facilities and equipment,
should be compared with corresponding elements in the private sector.
o Retirement Systems Existing retirement systems should be evaluated
as both a managerial tool and an employee incentive. The focus here
should be derived from the vagaries of ceiling and special skill
needs and the consequent expectation that age and promotion bubbles
will arise. The evaluation should emphasize problems of plateauing
and the need to ensure appropriate employee throughput.
Flexibility The changing and expanding nature of intelligence
requirements and the growing interdisciplinary, interagency character
of intelligence work require managers to have greater staffing and
pay flexibility in organizing the work force. The study should...
explore the appropriateness and feasibility of establishing
4
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alternatives to the General Schedule and/or restructuring the General
Schedule to provide greater management flexibility.
o Occupational Pay Occupational pay should be evaluated as an approach
to pay administration.
o Leave and Benefits Alternative leave and benefit programs should be
evaluated with respect to the need to accommodate the modern work
force, which contains an increasing number of dual-income families
and single parents. -
o Career Development The adequacy of career development programs in
the face of dynamic change should be examined. Attention should be
paid to existing and potential programs, including efforts to
recognize the roles of both managers and specialists.
o Wartime Operations The potential impact of wartime operations on
civilan personnel should be addressed, especially with respect to the
need for continuity of critical functions in the US and overseas.
Steering and Guidance
A Study Steering Group (SSG), chaired by a member of the Intelligence
Community Staff, with representatives (one each) from the Central Intelligence
Agency, the National Security Agency, the Defense Intelligence Agency, the
Department of State's Bureau of Intelligence and Research, the Federal Bureau
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of Investigation, and US Army Intelligence (representing all the military
services) will be formed to guide and facilitate NAPA's work, to assure that
necessary support is provided from participating agencies, and to assist the
Intelligence Community Staff in carrying out its role as agent for the DCI in
reviewing and overseeing the study. The Intelligence Community staff will
provide the Contracting Officer's Technical Representative (COTR) for the
study.
The SSG will identify within each participating agency or entity a focal
point for all study-related activity within that organization, including
responses to NAPA's requests for information. NAPA will coordinate all of its
activities through these focal points. Both NAPA and the focal points will
keeo the COTR and SSG aware of progress and problems.
The SSG will receive guidance and overall direction from a Study
Management Policy Grouuo (SNPG). The SNPG will be chaired by the Director of
the Intelligence Community Staff and will be composed of NFIC-level
representatives of the intelligence organizations participating in the study.
The SNP G will act for the DCI in the review of the interim reports and will
make recommendations to the DCI regarding the final report.
Security
Names of the NAPA study team and panel will be provided to the COTR prior
to commencement of the study to assure that necessary clearances are obtained
from participating organizations.
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The COTR will. determine that NAPA is provided with suitable secure office
space and storage facilities. The focal point for each organization will make
such arrangements as may be necessary for office space and secure storage
facilities in individual organizational locations.
Methodology and Study Organization
NAPA shall be responsible for the proposal of a study methodology and
organization which shall be subject to the approval of the COTR after
consultation with the Study Steering Group. The COTR will convey to NAPA any
special study focus and guidance received from the Congressional Oversight
Committees when it becomes available. In defining the study's scope and
tasks, NAPA's proposal shall take into account the funding constraints in the
authorizing legislation as well as timing and other considerations required
for the interim and final reports.
Timing and Reports
The study will begin as soon as practicable after 1 January 1988. NAPA
will provide interim reports on 1 May and 1 August 1988. The study will be
concluded and a final report provided by the DCI to the Oversight Committees
on or before 20 January 1989.
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The purpose of the interim reports is to provide a means for an assessment
by the Congress of new or substantially modified programs and compensations
planned for early implementation. In view of the limited time available to
develop the interim reports, the SSG should advise NAPA early in the study
which such programs should be evaluated. In addition to a report of progress
on the study in general, of particular interest is an analysis of existing or
,proposed changes to personnel management and compensation systems aimed at
recruiting or retaining individuals with skills critical to the missions of
the Intelligence Community.
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VOLUME I - TECHNICAL AND MANAGEMENT PROPOSAL
PERSONNEL STUDY OF
THE INTELLIGENCE COMMUNITY
Solicitation No. 88-A 109
February 12, 1988
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TABLE OF CONTENTS
PAGE
1. INTRODUCTION .......... ......................................1
II. DESCRIPTION OF THE PROBLEM ............................... 2
III. STUDY MANAGEMENT .........................................9
IV. PERSONNEL ....................... .... . ...................12
V. PRELIMINARY SCHEDULE ............... ..................14
A. NAPA Organization Chart
B. Candidates for Five to Seven Member Panel
C. Staff Biographies
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The National Academy of Public Administration Foundation is pleased to submit
this proposal in response to the needs of the Director of Central Intelligence.
The National Academy of Public Administration was established in 1967 as a source
of independent advice and counsel on making government work. It exists solely to help
government achieve excellence. By seeking the very best management practices in both
the public and private sectors, National Academy studies have helped federal, state, and
local agencies achieve new levels of effectiveness. Over the past two decades, the
Academy has conducted 150 such studies. Moreover, these studies continue to lead the
agenda of innovation in public administration and policy. The unique resource of the
National Academy is its membership, composed of more than 350 distinguished
practitioners and scholars of public administration - former Cabinet members and
governors, White House officials, prominent business executives who have served in
government, and professional government managers and scholars specializing in public
affairs. Like other professional academies, the National Academy's members are elected
by their peers and are representative of all levels of American government.
Members represent a diversity of backgrounds and experience at every level of
government, from local to national to international. All share one important
characteristic - they have made a sustained contribution to the field of public
administration. Participation in the Academy's work is a requisite of membership, and
the members offer their experience and knowledge on a voluntary basis.
In 1984, President Reagan signed legislation granting a federal charter to the
National Academy of Public Administration. It is the first such charter since President
Lincoln signed the charter for the National Academy of Sciences in 1863. Upon signing
the charter, President Reagan expressed his "hope and conviction that future
Administrations and Congresses will profit from the research and counsel provided by the
National Academy to increase the effectiveness of government." As the National
Academy enters its third decade, the need for effective public management has never
been greater.
Academy studies are supervised by project panels composed of Academy members
and other invited experts from inside and outside government. Day-to-day study efforts
are conducted under panel supervision by professional staff augmented by specialists
recruited for their superior qualifications. Although subject to Academy quality control
requirements, the substantive content of final study reports is the responsibility of the
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project panels. The business and leadership functions of the Academy are guided by an
elected 15-member Board of Trustees. The President of the Academy is appointed by the
Board to direct the operational activities.
The National Academy is supported in part by an endowment raised from its
members and a variety of foundations and corporations; by the Webb Fund for Excellence
in Public Administration and the Staats Fund for the Public Service both of which accept
contributions from corporations and individuals; and by sponsoring organizations and
foundations for specific projects. It is recognized as a charitable non-profit corporation
under Section 501 (C)(3) of the Internal Revenue Code and contributions to the Academy
are tax deductible. It is not federally funded.
The National Academy's research and study program provides assistance under
contract to government agencies, foundations, corporations and associations. These
studies have contributed to a growing body of knowledge on many aspects of effective
governance. From better financial control to innovative human resource management,
from effective public procurement to less costly regulation, from new businesslike
approaches in state and local government to the structure of federal field operations, the
Academy is making significant contributions toward more effective public management.
IL DESCRIPTION OF THE PROBLEM
Background
The .Intelligence Authorization Act for Fiscal Year 1988 (Title VII, Section 701)
requires the Director of Central Intelligence to contract with the National Academy of
Public Administration (NAPA) for a comprehensive review and comparative analysis of
the civilian personnel management and compensation systems of the Intelligence
Community. The analysis is to include an assessment of the adequacy of existing
personnel systems to support the missions of the various intelligence organizations.
NAPA is also directed to make recommendations for additional legislation and regulatory
or other changes that are deemed advisable to improve the effectiveness of the separate
systems.
The study is intended to be an objective, classified review of the Intelligence
Community's personnel management and compensation systems. The aim is to provide a
baseline understanding of the effect of these systems on the ability of intelligence
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organizations to perform current and future missions. In carrying out the study, issues
and programs bearing on recruitment, retention, and effective management of employees
will be examined. Attention is to be paid to the consequences of pay and evaluation
aspects of personnel systems and to programs related to needs for certain critical skills
and occupations. Career development and employee support programs will also be
examined, as will infrastructure support for personnel management. The interim and
final reports will provide recommendations on proposed and potential legislation
affecting the intelligence personnel systems.
Study Objectives
The study will address the following broad issues:
o An examination of the need for significant change in existing Intelligence
Community human resource management systems given: (a) strategic trends in
the intelligence function; and (b) economic, social, and demographic trends in
the American society.
o An examination of present and planned Intelligence Community personnel
systems to ascertain if they will be able to attract and retain the highest
quality personnel through the 1990s, including identification of necessary
improvements and required legislative proposals.
o A comparison of intelligence Community personnel systems with the Federal
civil service including identification and analysis of personnel issues facing the
Intelligence Community that may differ significantly from those facing the
Federal Government in general.
o A comparison of the personnel needs and requirements facing the individual
agencies of the Intelligence Community, with due regard for the differing
missions, risks, job requirements and environments of the agencies,
departments, and offices involved.
3
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o Recommendations, if warranted, for legislative, regulatory, or other changes
in personnel and/or compensation programs based on the unique nature of
intelligence activities.
Specific issues to be examined
The NAPA Panel will conduct an initial analysis to develop comprehensive and
objective comparative data on the personnel management and compensation systems
affecting civilian personnel of agencies and entities of the Intelligence Community. This
data will include information on existing personnel management and compensation
systems and proposed changes to these systems.
For the purpose of the study, the "Intelligence Community" consists of the Central
Intelligence Agency, National Security Agency, Defense Intelligence Agency,
Department of State Bureau of Intelligence and Research, and the intelligence elements
of the Federal Bureau of Investigation and the military services.
Project staff will prepare information requests to all elements of the Intelligence
Community in order to establish a preliminary list of issues and differences in policies
that the agencies believe should be examined in the course of this study. In addition, a
series of initial fact finding interviews will be conducted with appropriate staff of the
Intelligence Community agencies.
The data from these efforts plus any additional Congressional guidance will provide
the basis for selecting the specific areas for in-depth study. The depth and breadth of
each area selected for detailed study will be determined at the conclusion of the first
phase of the project. It is anticipated that not all agencies and entities of the
Intelligence Community need to be examined to the same degree for each issue
identified.
As requested in the Terms of Reference provided by the Intelligence Community
Staff, consideration will be given to the following issues in determining the areas for
detailed analysis.
o Competition. Intelligence Community competition for human resources is
primarily with the private sector. The total compensation package (pay,
benefits, and awards) should be evaluated to determine what needs to be done
to make the Intelligence Community competitive now and in the 1990s viz-a-
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viz the private sector market.
o Security. Special security, cover, life-style, and professional restrictions
should be examined to determine if and how they should be recognized in the
total compensation packages.
0 Rewards. Mechanisms and programs for rewarding employees should be
evaluated.
o Training . The resources necessary for retraining to meet changing staffing
requirements should be analyzed. Areas that should be assessed include the
adequacy of current training and employee development programs throughout
the Intelligence Community (as they relate to occupational skills training and
the availability of training) and the adequacy of resource commitments to
these endeavors.
o Work Environment. An assessment of the quality of work environment in each
agency, including availability of appropriate facilities and equipment as it
compares to corresponding elements in the private sector.
o Retirement Systems. Existing retirement systems should be evaluated as both
managerial tools for sustaining career system vitality as well as serving as
incentives for retaining employees. This analysis should reflect those events
such as government employment ceilings which cause, age and promotion
bubbles to arise. The evaluation should emphasize problems of plateauing and
the need to ensure appropriate employee career progression.
o Flexibility. The study should explore the appropriateness and feasibility of
establishing alternatives to the General Schedule and/or restructuring the
General Schedule to provide greater management flexibility. The changing and
expanding nature of intelligence requirements and the growing
interdisciplinary, interagency character of intelligence work may require
managers to have greater flexibility in organizing their work force than
current regulations permit.
0 Occupational Pay. Occupational pay should be evaluated as an approach to pay
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administration.
o Leave and Benefits. Alternative methods of leave and benefits administration
should be evaluated with respect to the need to accommodate the modern work
force, which contains an increasing number of dual-income families and single
parents.
o Career development. The adequacy of career development programs in the
face of dynamic change should be examined. Attention should be paid to
existing and potential programs, including efforts to recognize the roles of
both supervisors and specialists.
o War-time operations. The potential impact of war-time operations on civilian
personnel should be addressed, especially with respect to the need for
continuity of critical functions in the U.S. and overseas.
Approach to The Study
1. The Academy will establish a five to seven member panel composed of persons
knowledgeable about intelligence, management, and personnel matters.
a. The panel composition, determined by NAPA in consultation with the
Director of Central Intelligence, will provide the widest possible perspective
on the personnel management issues confronting the intelligence community.
b. Panel meetings will be held as indicated in the schedule and at such other
points in the study as needed to review progress and provide guidance.
Individual Panel members may desire individual briefings by community
agencies on some issues.
2. During the initial staff analysis phase, the staff will:
a. Secure an on-site orientation on mission, organization, personnel numbers,
personnel policies, and current personnel issues of each of the organizations
and entities in the Intelligence Community.
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b. Determine the major personnel management differences between these
organizations, including civilian and uniformed staff. Data will be developed
on the need for greater equity between organizations or the need for
significantly different personnel management systems.
c. Determine the critical personnel management problems faced by the
organizations such as skill shortages and the like.
d. Develop an inventory of personnel policy changes currently under
consideration or believed to be needed by each organization and entity.
e. Develop a record of statutory changes in Intelligence Community personnel
policies that Congress has approved over the last ten years.
f. Ascertain the strategic personnel management plans which define personnel
needs and the actions planned to meet the identified needs over the next five
to ten years.
.g. Determine the need for surveys to secure individual views and perspectives
on selected issues. For example, a survey of individuals who declined
appointments with intelligence agencies may be appropriate. Or, a survey of
staff may be appropriate to secure views on specific issues where detailed
studies are being made.
This initial analysis will provide the basis for identification of the critical problems
which will be examined in depth and the methodologies to be used.
3. The Panel will have an initial meeting with key members of the Intelligence
Community as soon as necessary security clearances are secured to discuss the study and
to gain an appreciation of the major personnel management issues, short and long range,
which confront the community and to confirm agreement on study goals as produced by
the staff's initial analysis. The panel will approve the first interim report which will be
provided by April 25, 1988 for transmission to Congress on May 1.
4. Project staff will proceed with detailed analysis and develop plans for in-depth
analytical studies in those areas that have been approved by the Panel.
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a. These studies may include historical analysis of experience and trends;
detailed examination of selected programs and practices; evaluation of quality
indicators; statistical data analysis; and comparative studies of non-
intelligence private and public organizations.
b. Based on the Conference Report for the Intelligence Authorization for
Fiscal Year 1988, a detailed- analysis will be performed of existing and
proposed changes to personnel management and compensation systems aimed
at recruiting and retaining individuals with the skills critical to the various
missions of the agencies and entities of the Intelligence Community, e.g.,
mathematics, computer science, engineering, and foreign languages.
5. A Panel meeting will be held to review continuing staff progress and to approve
.the second interim report which will present NAPA Panel conclusions reached at this
point in time. The NAPA Panel will provide this report by August 26, 1988 for
transmission to Congress by September 1.
6. Project staff reports on the detailed studies 'will include assessment of the
adequacy of current systems and changes recently implemented or being actively
considered by entities of the intelligence community.
a. A Panel meeting will be held to review results of staff analysis, to reach
tentative conclusions, and to identify where changes are needed in the
intelligence agencies' personnel management systems.
7. In accord with Panel guidance, project staff will develop recommendations for
legislative, regulatory or administrative changes in the personnel management systems of
the intelligence agencies.
a. A Panel meeting will be held to consider staff proposals. The Panel may
meet with former intelligence community leaders to test tentative conclusions
and recommendations.
b. The Panel will reach conclusions and recommendations and provide staff
guidance on preparation of the final report.
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8. A draft report will be written and presented to the Director of Central
Intelligence by the NAPA Panel. The Director of Central Intelligence will be asked to
comment on the draft. The Panel will carefully consider the comments received from
the . Director of Central Intelligence in reaching its final conclusions and
recommendations.
9. A final report will be issued to the Director of Central Intelligence by January
16, 1989 for transmittal to Congress by January 20, 1989.
10. During the course of the study, meetings will be held as needed with the Study
Steering Group (SSG) composed of representatives of the intelligence organizations
participating in the study and chaired by a member of the Intelligence Community
..Staff. These meetings will be held to review progress and secure guidance at critical
points in the study. Further the SSG will:
a. provide NAPA early advice on the new or substantially modified personnel
and compensations programs planned `for early implementation so that they can
be evaluated for the interim reports to be provided to the Congress.
b. be provided an opportunity to review the proposed interim and final reports
before they are transmitted to the DCI.
IIL STUDY MANAGEMENT
Organization
The National Academy study process is designed for both speed and flexibility.
Study teams are recruited to fit specific projects, not vice versa. Working with a stable
of potential project staff, the National Academy builds a hand-picked study team in
response to the given task.
Within the permanent National Academy staff, the president is ultimately
responsible for final decisions on staff and study design. Those decisions are made
following initial review by the Director of Academy Studies. The National Academy has
already recruited a project director who will act as contract manager for the Personnel
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Study of the Intelligence Community. That individual will report to the Director of
Academy Studies regarding the development of specific study initiatives.
Once specific tasks are defined, the Project Director will recruit project staff from
a group who have also agreed in advance to be available on short notice. Those
individuals have been selected for their broad knowledge of human resources
management in the Intelligence Community agencies and will bring specific skills to bear
on categories of work desired in the proposed contract. Unlike private organizations
which must find projects to fit permanent staff, the National Academy is free to recruit
personnel to match task needs. Its reputation as a national leader on government
management attracts the highest calibre individuals for study teams.
Depending on the nature of the task, the National Academy also selects a panel of
members and other experts to oversee the project and develop final recommendations.
Each panel is also hand-picked to match the specific needs of the contract. The panel
device offers the opportunity to tap the expertise of the National Academy's 350
members. Participation on such panels viewed as a responsibility of membership.
The organization chart of the National Academy is Attachment A to show the
customary method of organization. In the case of this RFP the Academy's flow of work
will be adapted to the needs of the contracting agency while at the same time
maintaining a high level of quality assurance. The Academy's Quality Assurance Policy
will be modified to adapt to security considerations.
As to the management of finances, the chief financial officer, assisted by the
support staff, assures adequate contractual controls as to cost accumulation, cost
management and accurate billings to the Government.
Project Management
Overall study direction will be provided by a panel of persons knowledgeable about
Intelligence Management and personnel matters. Day to day direction will be provided
by the Project Director and the Deputy Project Director. These two individuals will be
responsible for all staff assignments, management of study costs, adherence to the study
schedule, and the required reporting.
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Staff Estimates
The estimated staff projected for this study consists of:
1.
Five to seven Panel members
25-40 days
2.
Senior Research Associate (Project Director)
125 days
3.
Senior Research Associate
(Deputy Project Director)
180 days
4.
Research Associate
140. days
5.
Additional Research Associates on an
as needed basis - up to
150 days
6.
Administrative Assistant
150 days
7.
Secretary
150 days
The SSG will identify within each participating agency or entity a focal point for
all study related activity within that organization, including responses to NAPA's
requests for information.
Resource Availability
NAPA has on its staff a highly qualified survey expert who will be available if
surveys are utilized in this study.
To be provided by the contracting organization.
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Security
The contracting organization's security plan will be utilized.
The Panel for this project will be selected from among those persons listed on
Attachment B to provide the widest possible perspective on the personnel management
issued confronting the Intelligence Community.
The NAPA Panel, interacting with the staff and the Intelligence Community will
provide great depth of experience not only in understanding the intelligence mission and
the issues but also in determining what actions would help improve human resources
management throughout the community. Panel members will be allowed to include
dissenting or additional views if consensus is not reached on report contents or
recommendations.
The two senior people who will conduct the on site work are Don Wortman, who will
serve as Project Director and Frank Yeager, who will be Deputy Project Director,
Wortman's executive career is characterized by his ability to understand organizational
cultures and to appreciate their diversity. His experience includes executive posts in the
Atomic Energy Commission, the Office of Economic Opportunity, the Social Security
Administration and the Central Intelligence Agency. Yeager, who held a number of
executive positions including Director of Personnel at the Department of Labor, has had
considerable experience in developing personnel management programs for highly
professional staff. His doctoral dissertation was on performance appraisal. Biographical
material on both individuals is at Attachment C. They will be assisted by selected
research associates and an executive assistant.
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Security Clearances
Security clearances for all persons utilized in this study will be requested of the
contracting organization.
IntellProp/ams
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V . PREILIMINAIW SCIUMULE FOR
PEINO NEI. SIZ17Y CF ThE INIEILIC (ThMIil Y
-
--
Contract Award
--^-~
~
Panel Selection
air & Proj. Dir. on Prelim. Work lan
Info. Request to Community Mergers
A jeuey Br ief ings of Proj . Staff
Initial Analysis Develop Workplan
Discuss Workplan w/Study Steer. Group (SSG)
First Panel Meeting
Draft Reort to Panel
Reeor t ttollCI
Dort due Congress
May 1
th
d
d
i
Con
uct In-
ep
Analys
s/Surveys
Progress Report to SSG
dtial Issue Pa ers to Panel
Second Panel Meeting
Draft Reprt to Panel
S
Report to DCI
Report due Congress
Sep.1
Caiplete Issue Analysis
Third-Panel Meet ink-~_- V
FM MAR APR MAY JIN JL AM SEP CCl' MW 1H JAN
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ACI'Im (Con' t) FEB M APR MAY JW JIL AM SEP OCI' MW MC JAN
D
ft Fi
l R
t
ra
na
epor
Fourth Panel Meeting
Draft Final Report to DCI
, i n_l Report to DCI
Deport due Congress
Jan 20
Briefings on Project Officer/SSG
S
?
?
?
?
?
?
?
?
PrelSched/ams
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 AMCHMENT A
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OF PUBLIC ADMINISTRATION
OR WNIZATION CHART
MEMBERS OF THE NATIONAL
ACADEMY OF PUBLIC
ADMINISTRATION
CHAIRMAN
DOW OF TRUSTEES
NATIONAL ACADEMY
ADVISORY PANEL
CHIEF
FINANCIAL OFFICER
PROJECT STAFF
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ATTACHMENT B
CANDIDATES FOR FIVE TO SEVEN MEMBER PANEL
FOR PERSONNEL STUDY OF
THE INTELLIGENCE COMMUNITY
(*Denotes Academy Members)
Julius W. Becton, Jr.
Director, FEMA
Lt. General, U.S. Army, retired
Dr. James Colvard*
former Deputy Dir., OPM;
Dir., Civilan Personnel Policy,
Dept. of Navy; Dep. Chief,
Naval Material
Edie Goldenberg*
Director, Institute of Public
Studies and Prof., Pol. Sci.,
Univ. of Michigan
former Consultant to Dir., OPM
Bobby R. Inman*
Chairman and CEO
Westmark Systems, Inc.
Carol Laise*
Ambassador, retired
Thomas S. McFee*
Asst. Secty. for Personnel Adm..
H}iS: fcrrr,er Prt' a ? e '
Ev i?. '7;^^u,)., nr-)n
Donald McHenry
President, Int'l Relations
Consultants
former Ambassador to U.N.
Fred Meuter, Jr.
Mgr., Exec. Comp., Xerox
(NAPA Panel Member on NASA
Exec. Comp.)
William G. Miller*
Pres., Am. Committee on U.S.
Soviet Relations
former Staff Dir., Senate
Select Comm. on Intelligence
David Nurenburg
Mgr., Exec. Comp., Exxon
(NAPA Panel Member on NASA Exec.
Comp.)
Philip A Odeen*
Reg. Managing Partner
Coopers and Lybrand
former Dir. of Progr. Analysis, NSC
Pry i.i~ P'-nz an Center, Inc.
former Staff Dir.,
Senate Foreign Relations Comm.
INTELL-COM/ams
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Don Wortman
Advisor to the President and Member of
The National Academy of Public Administration
1987/Continuing
1986
1984
1984
1984
1982 & 1983
1982
1981/Continuing
1981
Management Consultant and Project Director for Various Studies
and Seminars at the National Academy of Public Administration
Project Director, "Maintaining The Bureau of Prison's Excellence in
Public Management : A Human Resources Agenda for the Future."
Seminar Director, "Shaping The Next Decade," National Institute of
Public Affairs
Management Consultant to the Director, Department of Human
Services, State of Oklahoma
Project Director, Survey of Business Management Functions of the
Space Telescope Science Institute at Johns Hopkins University,
National Academy of Public Administration
Project Director, Deregulation of Government Management Study,
National Academy of Public Administration
Executive Director (half-time), Renewable Natural Resources
Foundation, Bethesda, Maryland
Management Consulant to the Comptroller General of the United
States of America
Group Vice-President, United Way of America
Der):j Director 'or ~dmin?~:^:.i ~~?. 1. e' ~t?~il"P!!re .i ? '?:~..
a,,?;nT (om-n;s=ior.e^
Administration
Acting Administrator, Health Care Financing Administration
Acting Administrator, Social and Rehabilitation Service
Deputy Assistant Secretary for Planning and Evaluation. Department
of Health, Educ;3tion and Welfare
- Secretary's Special Coordinator for assessing impact of 1974 oil
embargo on hospitals. nursing homes, elementary and secondary
schools and higher education institutions
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- Director, Vietnamese Refugee Task Force
1973 Administrator, Office of Price Monitoring, Cost-of-Living Council
1971 & 1972 Director of Operations, Price Commission
1971 Controller, Office of Economic Opportunity (OEO)
1967 to 1970 Associate Director for Operations, Community Action Program,
1966 Deputy Director, Office of Research Plans, Programs and
Evaluation, OEO
1965 Associate Director for Programs and Evaluation, Office of
Research, Plans, Programs and Evaluation, OEO
1964 Director, Requirements and Facilities Division, Albuquerque
Operations, Atomic Energy Commission (AEC)
1962 to 1963 Director, Budget Division, Albuquerque Operations, AEC
1961 Deputy Director, Programs and Budget Division, Division of Military
Application, AEC
PROFESSIONAL DEVELOPMENT
1953 to 1960 Management Intern through Senior Program Analyst - Divisions of
Reactor Development and Military Application, AEC
1952 Special Assistant, Vice-President for Academic Affairs, University
of Minnesota
EDUCATION
BA, Economics and Political Science, Macalester College, 1946 through 1951
VA. Pu 1i" zXdminictration, Universit of Minnesota. CouNe work. 1951-52 The-z
C:j Liil i A I erspe ti ri~h~
Industrial College of the Armed Forces, 1961-62
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Member, National Academy of Public Administration
Certificate of Appreciation, the President of the United States
Distinguished Citizen Award, Macalester College
Ewell T. Bartlett Memorial Award for Humanity in Government, SSA
Intelligence Medal of Merit
Distinguished Service Award, Price Commission
HEW Secretary's Citation from (3) Secretaries, Weinberger, Matthews, & Califano
Meritorious Service Award, Federal Government Accountants Association
Chapter Service Award, National Capital Area Chapter, ASPA
DWresumeB/ams
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301/983-0229(0)
EDUCATION:
DPA, Public Administration, University of Southern California, 1986.
MPA, Public Administration, University of Southern California, 1984.
MA, Government, Wayne State University, 1954.
BA, Honors in Political Science, University of Michigan, 1952.
PROFESSIONAL HIGHLIGHTS:
Human Resources Management
Deputy Project Director for National Academy of Public Administration study of
human resource management needs for Bureau of Prisons future growth.
Member of General Accounting Office Advisory Group for study of human
resource management in the Federal government.
Directed development of the Department of Labor Senior Executive Service
personnel system.
Directed the development of new performance appraisal systems for all
Department of Labor staff in accordance with the Civil Service Reform Act of
1978.
Directed the development of new pay systems for all executive and senior
management staff in the Department of Labor.
Directed the development of a revised position classification program for the
Department of Labor of give increased classification authority to line managers.
Served as a member of the personnel work group for the Nationa'_ Academy of
Public Administration study "Revitalizing Federal Management."
STAT
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Management Systems
Served as member of a three person team which conducted a management review
of the Washington office of the Interior Department's Bureau of Land
Management.
Conducted reviews of management procedures in state family assistance offices
as part of a study of the quality control program for food stamps, AFDC, and
Medicaid. Reviews were for a study by the National Academy of Sciences
Committee on National Statistics of the Commission on Behavioral and Social
Sciences and Education.
Consultant of the Occupational Safety and Health Administration to review
management systems and make recommendations to improve internal controls.
Provided leadership in the development of new management system for Secretary
of Labor Brock which provides for establishment of goals for the Department's
Agencies and the tracking of progress in goal accomplishment.
Directed the development and implementation of ADP and telecommunications
planning process for the Department of Labor.
Developed program review and an analysis system for the Department of Labor
which provided senior officials with quarterly report on program accomplishments
and shortfalls.
Directed study for decentralization of Department of Labor personnel operations
from the Office of the Secretary to agencies and subsequently to regional offices.
Directed comprehensive review of Department of Labor program operations to
determine which should be considered for contracting out to the private sector
under the A-76 program.
Information Resources Management
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Established information resources management policy and planning processes for
the Department of Labor.
Directed study of automated information systems in the District of Columbia
Public School System.
Directed development of long-term strategic IRM framework for Washington
Metropolitan Area Transit Authority.
Directed study on automation of personnel processing systems in the Department
of Labor and managed implementation of the recommendations.
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Training
Directed a comprehensive review and redesign of the Department of Labor
supervisory and management training programs.
Developed and presented training programs on a variety of subjects including the
Civil Service Reform Act of 1978, inter-governmental audit under the
Comprehensive Employment and Training Act of 1972, performance appraisal, and
pay systems.
Have served as a guest lecturer at a number of inter-governmental training
programs.
Taught personnel management at the graduate and undergraduate levels at George
Mason university and Montgomery College and have been a guest lecturer at other
universities.
Audit and Evaluation
Directed a comprehensive internal audit program of all Department of Labor
activities and a financial audit program of all contract and grant activities.
Directed a comprehensive personnel management evaluation program for
Department of Labor activities.
PROFESSIONAL EXPERIENCE:
Independent Consultant (1987).
EDA Systems, Inc. (1986). Director, Systems Development Division.
U.S. Department of Labor. (1984-1986). Director of Information Resources
Management.
-(1978-1984). Director of Personnel Management.
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-1T nC 1t~.~~~n?-
-(1974-1978). Director of Audit and Investigations.
----(1972-1974). Special Assistant to the Under Secretary of Labor
(1956-1972). Assignments in various administrative areas.
AFFILIATIONS:
American Society for Public Administration, Member.
International Personnel Management Association, Member.
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r
Federal Section, IPMA, President (1985) and past member of the Board of
Directors.
Member of Advisory Panel to the General Accounting Office on personnel office
productivity study.
Member of the Program Committee for the 1987 Ottawa Conference of the
International Personnel Management Association.
Presidential Award of Meritorious Executive, 1982.
"Assessing CSRA Impact on Senior Manager Work Priorities" Public
Administration Review, 47 (September/October, 1987)
"Auditing CETA-An Approach to Inter-governmental Auditing," Government
Accountants Journal, XXVII (Winter, 1978-1979)
Invited response to article by Professor Chester Newland, "Crucial Issues for
Personnel. Professional," Public Personnel Management. 13 (Spring, 1984)
FYresume/ams
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The Director of Central Intelligence
29 April 1988
The Honorable Louis Stokes, Chairman
Permanent Select Committee on Intelligence
U. S. House of Representatives
Washington, D.C. 20515
Attached for your information is the 1 May 1988 Interim Report from the
National Academy of Public Administration (NAPA), which is conducting a study
of the Intelligence Community's civilian personnel management and compensation
systems. The study has been undertaken to meet a requirement expressed in the
Fiscal Year 1988 Intelligence Authorization Act. In accordance-with the
Conference Report accompanying the Act, a second interim report will be
transmitted to you on 1 August 1988 and a final report on 20 January 1989.
The Interim Report describes NAPA's progress thus far. To date, much of
the effort has consisted of organizational work, the establishment of a
baseline understanding of the intelligence personnel systems being studied,
and the identification of specific issues that will receive close scrutiny in
the coming months. An Intelligence Community steering group has worked
closely with the NAPA study staff over the last few months to provide
assistance and information, and senior Community managers have furnished
guidance on personnel policy issues. I am confident that the NAPA team has
acquired a good understanding of the Community and is moving to address the
problems that concern us.
A copy of this Report is also being forwarded to the Chairman, Senate
Select Committee on Intelligence.
Sincerely yours,
William H. Webster
Enclosure:
NAPA Interim Report
All Portions of this
Letter are'UNCLASSIFIED
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