STUDY TERMS OF REFERENCE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R001002330035-0
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 7
• Document Creation Date: December 27, 2016
• Document Release Date: March 14, 2013
• Sequence Number: 35
• Content Type: MISC

Declassified in Part - Sanitized Copy Approved for Release 2013/03/14: CIA-RDP90-00530R001002330035-0
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Declassified in Part - Sanitized Copy Approved for Release 2013/03/14: CIA-RDP90-00530R001002330035-0
STUDY TERMS OF REFERENCE
Persuant to Title VIII Section 701 of the Intelligence Authorization Act
for Fiscal Year 1988, the Director of Central Intelligence shall contract with
the National Academy of Public Administration (NAPA) to conduct a
comprehensive analysis of the personnel management and compensation systems
affecting civilian personnel within each of the entities of the Intelligence
Community. The analysis will include an assessment of the effectiveness of
the various personnel systems in enabling the intelligence organizations to
carry out their missions. The contractor will make recommendations to the
Director of Central Intelligence for regulatory or other changes that are
deemed necessary to improve the effectiveness of the Intelligence Community
personnel management systems, and to the Intelligence Oversight Committees for
additional legislation which may be deemed necessary.
For the purpose of this study, the "Intelligence Community" will be those
agencies and entities defined in Section 3.4(f) of Executive Order 12333, with
primary focus being CIA, NSA, and DIA.
CONDUCT OF THE STUDY
The study will begin as soon as practicable after 1 January 1988, and will
be concluded and a final report provided to the Director of Central
Intelligence on or before 20 January 1989. Interim reports will be provided
on I May and 1 August 1988.
A Study Steering Group (SSG) comprised of one representative from the
Central Intelligence Agency, the National Security Agency, the Defense
Intelligence Agency, and under the chairmanship of the Intelligence Community
Staff will be formed to guide and facilitate the work of the contractor, to
assure that necessary support is provided from participating agencies, and to
serve as the agent for the DCI in reviewing and overseeing the work of the
contractor.
The SSG will identify within each participating agency or entity a focal
point for all activity within that organization. The contractor will
coordinate all of its activities through that focal point.
All information requested by the contractor will be provided through these
individual focal points.
The SSG will receive guidance and overall direction from a Study
Management Policy Group (SMPG). The SMPG will be comprised of NFIC-level
representatives of the Intelligence Community organizations participating in
the Study, with the Director of the IC Staff as Chairman.
The SMPG will act for the DCI in the review and endorsement of the Interim
Reports and make recommendations to the ()CI regarding the Final Report.
Declassified in Part - Sanitized Copy Approved for Release 2013/03/14: CIA-RDP90-00530R001002330035-0
Declassified in Part - Sanitized Copy Approved for Release 2013/03/14: CIA-RDP90-00530R001002330035-0
Security
Names of the contractor's team will be provided to the Contracting
Officer's Technical Representative (COTR) prior to commencement of the study
to assure that necessary clearances are obtained from participating
organizations.
Tne COTR will determine that the contractor is provided with suitable
office space and secure storage facilities at the NAPA office and temporary
meeting and secure storage facilities at the 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.
Areas of Study
The contractor will examine and evaluate the effectiveness of the
following personnel program areas:
Staffing
Examine and compare the types of applicants sought by each member of
the IC and the mechanism by which applicants are identified and
recruited.
Examine and compare the mechanism used for identifying recruitment
requirements, and the success in satisfying requirements.
Examine and compare the security requirements for the various
organizations, and assess the impact of these requirements on the
recruiting process.
Examine hiring salary practices of the various organizations, and
assess the adequacy of current E00 salary setting practices in
attracting the quality of applicants needed; assess whether these
practices will adequately enable the organization to continue
obtaining needed employees in the future.
Assess the role the Federal benefits programs play in the recruitment
process, and the extent to which it is a hindrance or plus in
attracting employees into the Intelligence Community.
Examine and evaluate the career development, and promotion programs
and assess their effectiveness in retaining and motivating employees.
Examine the mobility requirements of each organization, and assess
the impact of retaining and motivating employees.
Assess the impact of overseas mobility requirements on the ability of
organizations to recruit and retain employees in critical
occupations, and the adequacy of the current incentive and allowance
program in maintaining a cadre of employees overseas now and in the
future.
Declassified in Part - Sanitized Copy Approved for Release 2013/03/14: CIA-RDP90-00530R001002330035-0
Declassified in Part - Sanitized Copy Approved for Release 2013/03/14: CIA-RDP90-00530R001002330035-0
V V
Pay and Job Evaluation
Examine and compare the current job evaluation programs in the
various agencies, and assess their effectiveness in maintaining
internal equity within the organizations.
Examine and compare the current pay setting practices within the
organizations, and assess their effectiveness in retaining and
motivating employees in the various organizations. Complete a
comparative analysis on relative levels of pay among the various
entities, and the relationship of pay in the IC to that in the
private sector.
Examine and complete a comparative analysis of the position and pay
management practices of the organizations, and the effectiveness of
the program in meeting organizational objectives.
Examine and evaluate the role pay plays in motivating employees, and
the links between pay and individual and organizational performance.
Evaluate effectiveness of pay practices for critical skill and
hard-to-hire category employees, and make recommendations for the
future direction of these programs.
Evaluate the role current benefits program play in retaining
employees and ways in which the benefits program could become more
effective parts of the overall compensation programs of the
organizations.
Career Uevelopment and Training
Assess the career orientation of the participating agencies.
Assess the role of the manager vs expert, and the specialist vs
generalist, and the effectiveness of the organizations in meeting the
needs of each of these groups.
Evaluate the need for and effectiveness of cross-occupational
training, and intraoccupational training.
Assess the adequacy of current training and employee development
programs, and the resource commitments to these programs.
Employee/Management Relations
Assess the effectiveness of current employee/management relations
program in contributing to the retention and motivation of employees.
Assess the impact of unique suitability issues on the organizations'
ability to manage their people.
Declassified in Part - Sanitized Copy Approved for Release 2013/03/14: CIA-RDP90-00530R001002330035-0
Declassified in Part - Sanitized Copy Approved for Release 2013/03/14: CIA-RDP90-00530R001002330035-0
Assess the effectiveness of employee assistance programs in salvaging
the problem employee.
Assess the effectiveness of outplacement programs in easing the
transition of terminated or dissatisfied employees into life outside
the organization with minimal emotional trauma.
Automated Human Resources Support Systems
Examine and assess the effectiveness of automated human resource
support systems.
Identify deficiencies in current capabilities, and make
recommendations for enhancements and additional resource allocations.
Methodology and Study Organization
The contractor shall be responsible for the proposal of a study
methodology and organization subject to the approval of the COTR. The
contractor's proposal shall take into account the need and timing required for
the Interim and Final Reports.
Declassified in Part - Sanitized Copy Approved for Release 2013/03/14: CIA-RDP90-00530R001002330035-0
Declassified in Part- Sanitized Copy Approved for Release2013/03/14 : CIA-RDP90-00530R001002330035-0
0
Attachment A
Areas of Inquiry
Staffing
Examine and compare the types of applicants sought by each member of
the Intelligence Community (IC) and the mechanisms by which
applicants are iaentified and recruited.
Examine and compare the mechanisms used for identifying recruitment
requirements, and the success in satisfying requirements.
Examine and compare the security requirements for the various
organizations, and assess the impact of these requirements on the
recruiting process.
Examine hiring salary practices of the various organizations, and
assess the adequacy of current EOL) salary setting practices in
attracting the quality of applicants needed; assess whether these
practices will adequately enable the organization to continue
obtaining needed employees in the future.
Assess the role the Federal benefits programs play in the recruitment
process, and the extent to which it is a hindrance or plus in
attracting employees into the Intelligence Community.
Examine and evaluate the career development and promotion programs,
and assess their effectiveness in retaining and motivating employees.
Examine the mobility requirements of each organization, and assess
the impact on retaining and motivating employees.
Assess the impact of overseas mobility requirements on the ability of
organizations to recruit and retain employees in critical
occupations, and the adequacy of the current incentive and allowance
program in maintaining a cadre of employees overseas now and in the
future.
Pay and Job Evaluation
Examine and compare the current job evaluation programs in the
various agencies, and assess their effectiveness in maintaining
internal equity within the organizations.
Examine and compare the current pay setting practices within the
organizations, and assess their effectiveness in retaining and
motivating employees in the various organizations. Complete a
comparative analysis on relative levels of pay among the various
entities, and the relationship of pay in the IC to that in the
private sector.
Declassified in Part - Sanitized Copy Approved for Release 2013/03/14: CIA-RDP90-00530R001002330035-0
Declassified in Part- Sanitized Copy Approved forRelease2013/03/14 : CIA-RDP90-00530R001002330035-0
Examine and complete a comparative analysis of the position and pay
management practices of the organizations, and the effectiveness of
the program in meeting organizational objectives.
Examine and evaluate the role pay plays in motivating employees, and
the links between pay and individual and organizational performance.
Evaluate effectiveness of pay practices for critical skill and
hard-to-hire category employees, and make recommendations for the
future direction of these programs.
Evaluate the role current benefits programs play in retaining
employees and ways in which the benefits programs could become more
effective parts of the overall compensation programs of the
organizations.
Career Development and Training
Assess the career orientation of the participating agencies.
Assess the role of the manager vs expert, and the specialist vs
generalist, and the effectiveness of the organizations in meeting the
needs of each of these groups.
Evaluate the need for and effectiveness of cross-occupational
training, and intraoccupational training.
Assess the adequacy of current training and employee development
programs, and the resource commitments to these programs.
Employee/Management Relations
Assess the effectiveness of current employee/management relations
program in contributing to the retention and motivation of employees.
Assess the impact of unique suitability issues on the organizations'
ability to manage their people.
Assess the effectiveness of employee assistance programs in salvaging
problem employees.
Assess the effectiveness of outplacement programs in easing the
transition of terminated or dissatisfied employees into life outside
the organization with minimal emotional trauma.
Automated Human Resources Support Systems
Examine and assess the effectiveness of automated human resource
support systems.
Identify deficiencies in current capabilities, and make
recommendations for enhancements and additional resource allocations.
Declassified in Part - Sanitized Copy Approved for Release 2013/03/14: CIA-RDP90-00530R001002330035-0