STUDY OF INTELLIGENCE PERSONNEL SYSTEMS TERMS OF REFERENCE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R001002330015-2
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 8
• Document Creation Date: December 27, 2016
• Document Release Date: March 13, 2013
• Sequence Number: 15
• Content Type: REPORT

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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 understandina 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
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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:
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 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.
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 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.
o Flexibility The changing and expanding nature of intelligence
requirements and the growin6 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
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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 (CUR) 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
keep the COTR and SSG aware of progress and problems.
The SSG will receive guidance and overall direction from a Study
Management Policy Group (SMPG). The SMPG 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 SMPG 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 I 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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