BRIEFING ON NAPA STUDY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R001002420003-5
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 58
• Document Creation Date: December 27, 2016
• Document Release Date: March 14, 2013
• Sequence Number: 3
• Publication Date: August 4, 1989
• Content Type: MISC

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Briefing on NAPA STUDY
SSCI Staff Attendees 4 August 1989
Designee for
Charles Battaglia Senator Specter
Mary Sturtevant (core staff)
Ed Levine Senator M~t~~nbaum
Jeanne McNaughton DeConcini
Gina Genton (handles ~IA program) Cranston
Brig Snider, General Counsel
Don Mitchell, Glenn
Blythe Thomas Boren (Chairman)
Jim Martin (CCP Program Manager)
John Chambers Danforth
Dave Holliday, Spec. Asst. to Chairman
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SUBJDCT
DCI Transmittal Letter to Boren
dtd 18 January 1989
SSCI Letter Response to Webster
dtd 15 March 1989
DCI Action Endorsement Letter to Boren
d td 14 April 1989
SSCI-Reply to Webster
dtd 18 May 1989
DCI Implementation Transmittal Lette~
with Attachments A and B
Letter to Charlie Battaglia re Qost Savings
dtd 21 March 1989
SCI and SAC Questions and Answers
NAPA REPORT VOLTJMES I, II, and 9.6 REPORT
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e
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Tax Director of Central Intelligence
w.ihin~to., nc. iosos
18 January 1989
The Honorable David L. Boren, Chairman
Select Committee.on Intelligence
United States Senate
Washington, D.C. 20510
Dear Mr. Chairman:
25X1
In accordance with the Intelligence Authorization Act of 1988, I am
pleased to transmit the enclosed National Academy of Public Administration
(NAPA) Report on civilian personnel systems within the Intelligence
Community. NAPA has conducted an extensive examination of the various
human-resource management systems .employed by the elements of the Intelligence
Community, and has produced a comprehensive, insightful Report analyzing the
mayor personnel issues that confront the Intelligence Community. Skilled and
highly motivated intelligence personnel are the cornerstone of effective
intelligence support;,implementing the recommendations contained in the NAPA
Report would go a long way toward helping the Community attract and retain
talented personnel, particularly in an environment of fiscal restraint.
The NAPA Report has embraced several concepts which are important to the
Intelligence Community. NAPA acknowledges that intelligence organizations and
activities, while part of a larger Community, are quite different from each
other and require diverse--rather than uniform--personnel treatment. NAPA
support for such tailored human-resource management parallels that of the
Office of Personnel Management, which advocates greater decentralization of
personnel policies throughout the federal government. Finally, NAPA endorses
completely the need. for flexibility in human-resource policies in order to
attract and maintain effective staffs, iven the uni ue requirements and
conditions found. in intelligence work. 25X1
Although the NAPA Report contains a number of recommendations, there are a
few whose in~l~rnentation, I believe, is critical. First, I strongly endorse
NAPA's recommendation that all intelligence agencies be given the authority,
similar to that of CIA, to select, appoint, and compensate staff in order to
attract and retain ahigh-quality work force. The Report shows that the
flexibility in human-resource management policies provided by such authority
is essential to meet the intelligence challenges we face. More importantly,
it notes that the lack of such flexibility .has hindered the efforts of some
intelligence agencies in building an effective work force. Clearly, we in the
Intelligence Community face personnel problems that differ significantly from
those faced by other federal agencies. These will be made even more difficult
by the ominous demographic trends and the increasing technical and operational
demands being made on the Community. In order to carry out our uni ue mission
effectively, these expanded personnel authorities are critical. 25X1
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-__....
The Honorable David Boren
Second, I support NAPA's finding that the Intelligence Community can do
more to share its best thinking on the subject of human-resource management
and endorse the concept of the Senior Coordinating Group. While informal
interagency cooperation on issues such as training, recruitment, career
develoanent, and compensation policies already exists, a more formal approach
would enhance the effectiveness of these activities within .the Intelligence
Comm~inity and lead to better understanding in the Intelligence Oversight
Committees. ,Better communication and understanding of human-resource
management initiatives, proposed by individual intelligence agencies, vetted
through a rou such as the Senior Coordinating Group, would benefit all
concerned.
Third, I strongly endorse NAPA's recommendations concerning the need for
the intelligence agencies to make a greater effort to recruit and retain a
diverse work force. As you know, I have pledged my personal commitment to
working with the senior members of the Intelligence Community to make as much
progress as possible in attracting and advancing minority members of our
soc ety.
Finally, several of the intelligence agencies have delayed implementing or
proposing new personnel initiatives pending the completion of the NAPA study;
i.e., NSA's flexible pay and bonus proposal and CIA's flexible benefits
program. In their Report, NAPA has endorsed the implementation of both
initiatives. Given their support, I see no reason to further delay these or
other similar proposals and will suggest that representatives from these
agencies meet with your staff to discuss implementation as soon as possible.
I am sure you will agree that the NAPA Report presents-both the
Intelligence Cosnunity and the Oversight Committees with the opportunity to
make a significant improvement to the capabilities and quality of national
intelligence. Our next step will be to identify and, where appropriate,
prepare legislative proposals that will be needed to implement NAPA's
recommendations. I look forward to working with you and vour staff on the
issues and recommendations discussed in the Report, and am confident that
together we-can take the necessary steps to replace rigid and obsolete
personnel management practices with modern and more effective systems.
A copy of this Report has also been forwarded to the Chairman, Permanent
Select Committee on Intelligence.
Sincerely yours,
~ ~
William H. Webster
Enclosure
As Stated
SECRET
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JGVRGI
SUBJECT: NAPA Report Transmittal to Chairman, SSCI
DISTRIBUTION: (ICS 4203-891
Copy 1 - Chairman, SSCI
2-DCI
3 - DDCI (ER File)
4 - D/OCA
5 - C/ll
6 - D/PPO
7 - PPO Subject
8 - PPO Chrono
9 - ICS Registry
DCI/ICS/PPOf (15 December 1988)
SECpET
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The Honorable William H. Webster
Director of Central intelligence
Central intelligence Agency
Washingtcsn, D.C. 20505
iB~CT OOIAAIflTH ON MTBiJOiMCE
1MAi1NNOT011, OC !0{f0-N7i
March 15, 1989
#8
WISB
Dear Judge Webster:
We have received your letter of 18 .January 1989,
transmitting the recently-published report entitled "The
intelligence Workforce of the 1990s: A Review of Personnel
'and Compensation Systems To Meet Current and future
Missions," prepared by the National Association of Public
Administration (NAPA) at the direction of the two
intelligence committees. As you acknowledge, the report
contains a number of significant recommendations aimed at
improving the recruitment and retention of qualified civilian
personnel by agencies within the Intelligence Community..
Some of these recommendations could be implemented pursuant
to the existing legal authority= others would require-new
legislation.
We were pleased that your letter indicates an intent to
follow vp on these recommendations in a systematic and
aggressive manner. Indeed, we are prepared to-work with you
and your staff to accomplish this. in this regard, we
believe that it is important to set in motion as soon as
possible the courses of action suggested in your letter.
first, the intelligence Community, under your direction,
should develop proposed legislation necessary to implement
those recommendations of the NAPA report that you believe
would be desirable. Second, you should identify for us those
recommendations which could be accomplished within the
existing legal authority of Intelligence Community agencies,
and which you, as DCI, believe should be implemented, and
how, in your judgment, this should be achieved.
We recognise that both tasks require careful and
thorough coordination not only within the intelligence
Community but with the Office of Personnel Management and the
Office of Management and Budget as well. In this regard, we
~inited ~tatcs $a~ate
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 s
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The Honorable William H. Webster
March 15, 1989
Page Two
support the establishment of a Senior Coordinating Group,
recommended by the NAPA study and endorsed in your letter, to
coordinate intelligence Community actions.
To give some shape to this process, we would appreciate
your providing us by the May 1 with a proposed schedule,
setting forth milestones-when the Committee can expect to
receive the Community's legislative proposal and when it will
be notified of the actions being taken pursuant to existing
legislative authority to implement the NAPA study. We would
also appreciate your naming a single point of contact to work
with us on this effort. in the meantime, any questions which
may arise with regard to this request should be directed to
Charles Battaglia or Britt Snider of the Committee staff.
As you acknowledge in your letter, given the long-term
significance of the NAPA proposals to the personnel needs of
the Intelligence Community, it behooves us to work closely,
together in addressing these proposals. You ace quite
correct that the NAPA study provides an opportunity to
address these issues which should not be lost in the press of
other business.
A copy of this letter is being provided to the Chairman
and ranking Republican of the House Permanent Select
Committee .on intelligence.
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0
ICS 4228-89
11 April 1989
MEMORANDUM FOR: Director of Central Intelligence
VIA: Deputy Director of Central Intelligence
FROM: Lieutenant General Edward J. Heinz, USAF
Director, Intelligence Community Staff
SUBJECT: SSCI Letter on Implementation of National Academy of Public
Administration (NAPA) Report on Intelligence Civilian
Personnel Systems
1. Attached for your signature are letters responding to a Senate Select
Committee on Intelligence inquiry on implementation of the recommendations
contained in the NAPA Report. As the letters indicate, we believe it will be
mid-summer before we finish assessing the substantive merits and legislative
impact of the NAPA recommendations. Interagency groups are now studying the
findings and recommendations to determine what our next steps should be.
2. There has been a great deal of interest in the NAPA Report from the
SSCI as reflected recently in many of our budget hearings. We expect this
interest to continue as personnel initiatives are developed by Intelligence
Community agencies and vetted through the senior coordinating group.
STAT
war z
Lieutenant General,
Attachments:
A. Letter to Chairman, SSCI
B. letter. to Vice Chairman, SSCI
C. Letter. to Chairman, HPSCI
D. Letter to Ranking Minority Member, HPSCI
STAT
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m
SUBJECT: SSCI Letter on Implementation of National Academy of Public
Administration (NAPA) Report on Intelligence Civilian Personnel
--Systems
DISTRIBUTION: (ICS 4228-89)
copy l - DCI
2 - ODCI
3 - Executive Registry
4 - D/ICS
5 - D/OCA/ICS
6 - C/LL/ICS
7-D/PPO
8 - PPO Subject
9 - PPO Chrono
10 - ICS Registry
OCI/ICS/PPO~
(4 April 1989)
STAT
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The Director of Central (ntelli~ence
Wuhin~W~, D.C. IOSOS
14 April 1989
The Honorable David L. Boren
Chairman
Select Committee on Intelligence
United States Senate
Washington, D.C. 20510
Dear Mr. Chairman:
I was pleased to receive your letter asking for additional information on
the Community's plans to implement the National Academy of Public
Administration's (NAPA) Report on civilan personnel systems. I especially
appreciate the Committee's interest in helping us follow up on NAPA's
recommendations.
In your letter, you supported my proposal to establish a senior
coordinating group to steer Intelligence Community actions derived from the
NAPA Report. That group has already met to begin developing a realistic plan
to deal with the Report's recommendations. The senior group is drawing on a
set of interagency working groups to place the recommendations in priority
order and identify key issues that require further study.
The working groups are also developing implementation agendas based on
both the NAPA Report and initiatives proposed by individual agencies. This
should ensure a thorough discussion and coordination of new policies at the
working level. The senior group's main role is to provide overall guidance
and make sure that the impact of personnel initiatives is understood and
addressed by senior management throughout the Community. Through this
process, we hope to ensure that personnel initiatives get the benefit of a
Community assessment before an individual agency submits them through normal
approval channels to the Oversight Committees for consideration.
In their reviews, the working groups are separating initiatives that
require new legislation from those that could be implemented under existing
authority. Our preliminary assessment is that in the near term there will be
few requests for new legislation. The only legislative issue of immediate
concern is the request by the Federal Bureau of Investigation for exemption
from the position classification requirements of Title V, U.S.C. (one of
NAPA's key recommendations).
It is too early to state precisely what the legislative requirements of
other intelligence agencies may be. Many of NAPA's recommendations will
require extensive study and staff work before firm decisions can be made. In
addition, because intelligence agencies had been asked by the Committees to
delay new personnel policies until the NAPA Panel completed its study, these
STAT
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The Honorable David L. Boren
agencies are only now assessing initiatives and re-evaluating prior proposals
in light of the NAPA Report. These circumstances make it highly unlikey that
a comprehensive set of legislative proposals based on the NAPA Report will be
forthcoming this fiscal year. At most, legislative action may be required
only for a few proposals that have had the benefit of prior study and/or are
in response to other legislative mandates. We will have a better idea of what
our legislative agenda will look like by mid-summer. The working groups will
then have had a chance to conclude their reviews and develop their work plans.
Much of the above also applies to initiatives that do not require
additional legislative authorities. Our initial review of possible personnel
programs in this category indicates that most of the proposals that are likely
to be submitted to the Congress this year are extensions or expansions of
existing programs (many of which have already been shared with the
Committees). For example, CIA has stated that it will propose an extension of
its Spousal Leave Transfer Program and an expansion of its Career Transition
program. CIA also proposes to begin the initial stages of a restructured,
mandatory health plan. Again, we will be in abetter position to develop a
schedule of these and other proposals when the working groups have finisfied
their reviews.
I will forward a work plan that is less tentative than that described
above as soon as it is available. In the meantime, my point of contact for
this subject is at the Intelligence Community Staff.
He may be reached at and will be happy to answer any additional
questions you may have.
This same letter is being sent to the Vice Chairman, Select Committee on
Intelligence. A similar response is also being sent to the Chairman and
Ranking Minority Member of the House Permanent Select Committee on
Intelligence.
Sincerely yours,
William H. Webster
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SUBJECT: Letter to The Honorable David L. Boren
DISTRIBUTION: (ICS 4228-89/1)
Copy 1 - Addressee
2-DCI
3-DDCI
4 - Executive Registry
5 - D/OCA
6 - C/LL/ICS
7 - D/ICS
8 - D/PPO
9 - PPO Subject
j0 - PPO Chrono
11 - ICS Registry
DCI/ICS/PPO~ (3 April 1989)
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The. Director of Central Intelligence
WuAin~taa, D.C. 20SOS
14 April 1989
The Honorable William S. Cohen
Vice Chairman
Select Committee on Intelligence
United States Senate
Washington, D.C. 20510
Dear Mr. Vice Chairman:
I was pleased to receive your letter asking for additional information on
the Community's plans to implement the National Academy of Public
Administration's (NAPA) Report on civilan personnel systems. I especially
appreciate the Committee's interest in helping us follow up on NAPA's
recommendations.
In your letter, you supported my proposal to establish a senior
coordinating group to steer Intelligence Community actions derived from the
NAPA Report. That group has already met to begin developing a realistic plan
to deal with the Report's recommendations. The senior group is drawing on a
set of interagency working groups to place the recommendations in priority
order and identify. key issues that require further study. -
The working groups are also developing implementation agendas based on
both the NAPA Report and initiatives proposed by individual agencies. This
should ensure a thorough discussion and coordination of new policies at the
working level. The senior group's main role is to provide overall guidance
and make sure that the impact of personnel initiatives is understood and
addressed by senior management throughout the Community. Through this
process, we hope to ensure that personnel initiatives get the benefit of a
Community assessment before an individual agency submits them through normal
approval channels to the Oversight Committees for consideration.
In their reviews, the working groups are separating initiatives that
require new legislation from those that could be implemented under existing
authority. Our preliminary assessment is that in the near term there will be
few requests for new legislation. The only legislative issue of immediate
concern is the request by the Federal Bureau of Investigation for exemption
from the position classification requirements of Title Y, U.S.C. (one of
NAPA's key recommendations).
It is too early to state precisely what the legislative requirements of
other intelligence agencies may be. Many of NAPA's recommendations will
require extensive study and staff work before firm decisions can be made. In
addition, because intelligence agencies had been asked by the Committees to
delay new personnel policies until the NAPA Panel completed its study, these
STAT
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0
The Honorable William S. Cohen
agencies are only now assessing initiatives and re-evaluating prior proposals
in light of the NAPA Report. These circumstances make it highly unlikey that
a comprehensive set of legislative proposals based on the NAPA Report will be
forthcoming this fiscal year. At most, legislative action may be required
only for a few proposals that have had the benefit of prior study and/or are
in response to other legislative mandates. We will have a better idea of what
our legislative agenda will look like by mid-summer. The working groups will
then have had a chance to conclude their reviews and develop their work plans.
Much of the above also applies to initiatives that do not require
additional legislative authorities. Our initial review of possible personnel
programs in this category indicates that most of the proposals that are likely
to be submitted to the Congress this year are extensions or expansions of
existing programs (many of which have already been shared with the
Committees). For example, CIA has stated that it will propose an extension of
its Spousal Leave Transfer Program and an expansion of its Career Transition
program. CIA also proposes to begin the initial stages. of a restructured,
mandatory health plan. Again, we will be in a better position to develop a
schedule of these and other proposals when the working groups have finished
their reviews.
I will forward a work plan that is less tentative than that described
above as soon as it is available. In the .meantime, my point of contact for
this subject is at the Intelligence Community Staff. STAT
He may be reached at and will be happy to answer any additional
questions you may have.
This same letter is being sent to the Chairman, Select Committee on
Intelligence. A similar response is also being sent to the Chairman and
Ranking Minority Member of the House Permanent Select Committee on
Intelligence."
Sincerely yours,
William H. Webster
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SUBJECT: Letter to The Honorable William S. Cohen
DISTRIBUTION: (ICS 4228-89/2)
Copy 1 - Addressee
2-DCI
3-DDCI
4 - Executive Registry
5 - D/OCA
6 - C/LL/ICS
7 - D/ICS
8 - 0/PPO
9 - PPO Subject
10 - PPO Chrono
11 - ICS Registry
OCI/ICS/PPO~ (3 April 1989)
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T7te Diroctor of Central IntelliQenoe
WasAia~toa, D.C. IOSOS
14 April 1989
The Honorable Anthony C. Beilenson
Chairman
Permanent Select Committee on Intelligence
House of Representatives
Washington, D.C. 20515
Dear Mr. Chairman:
I received a letter from the Chairman and Vice Chairman of the Senate
Select Committee on Intelligence (SSCI) asking for additional information on
the Community's plans to implement the National Academy of Public
Administration's (NAPA) Report on civilan personnel systems. Since ~rou
received a copy of that letter, I am sharing my response with you.
The SSCI letter supported my proposal to establish a senior coordinating
group to steer Intelligence Community actions derived from the NAPA Report.
That group has already met to begin developing a realistic plan to deal with
the Report's recommendations. The senior group is drawing on a set of
interagency working groups to place the recommendations in priority order and
identify key issues that require further study.
The working groups are also developing implementation agendas based on
both the NAPA Report and initiatives proposed by individual agencies. This
should ensure a thorough discussion and coordination of new policies at the
working level. The senior group's main role is to provide overall guidance
and make sure that the impact of personnel initiatives is understood and
.addressed by senior management throughout the Community. Through this
process, we hope to ensure that personnel initiatives get. the benefit of a
Community assessment before an individual agency submits them through normal
approval channels to the Oversight Committees for consideration.
In their reviews, the working groups are separating initiatives that
require new legislation from those that could be implemented under existing
authority. Our preliminary assessment is that in the near term there will be
few requests for new legislation. The only legislative issue of immediate
concern is the request by the Federal Bureau of Investigation for exemption
from the position classification requirements of Title V, U.S.C. (one of
NAPA's key recommendations).
It is too early to state precisely what the legislative requirements of
other intelligence agencies may be. Many of NAPA's recommendations will
require extensive study and staff work before firm decisions can be made. In
addition, because intelligence agencies had been asked by the Committees to
delay new personnel policies until the NAPA Panel completed its study, these
STAT
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 Declassified in Part - Sanitized Copy Approved for Release 2013/03/14 :CIA-RDP90-005308001002420003-5
The Honorable Anthony C. Beilenson
agencies are only now assessing initiatives and re-evaluating prior proposals
in light of the NAPA Report. These circumstances make it highly unlikey that
a comprehensive set of legislative proposals based on the NAPA Report will be
forthcoming this fiscal year. At most, legislative action may be required
only for a few proposals that have had the benefit of prior study and/or are
in response to other legislative mandates. We will have a better idea of what
our legislative agenda will look like by mid-summer. The working groups will
then have had a chance to conclude their reviews and develop their work plans.
Much of the above also applies to initiatives that do not require
additional legislative authorities. Our initial review of possible personnel
programs in this category indicates that most of the proposals that are likely
to be submitted to the Congress this year are extensions or expansions of
existing programs (many of which have already been shared with the
Committees). For example, CIA has stated that it will propose an extension of
its Spousal Leave Transfer Program and an expansion of its Career Transition
program. CIA also proposes to begin the initial stages of a restructured,
mandatory health plan. Again, we will be in a better position to develop a
schedule of these, and other proposals when the working groups have finished
their reviews.
I will forward a work plan that is less tentative than that described
above as. soon as it is available. In the meantime, my point of contact for
this subject is at the Intelligence Community Staff.
He may be reached at and will be happy to answer any additional
questions you may have.
This same letter is being sent to the Ranking Minority Member of the House
Permanent Select Committee on Intelligence. As noted, a similar response is
also being sent to the Chairman and Yice Chairman, Select Committee on
Intelligence.
Sincerely yours,
William H. Webster
STAT
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SUBJECT: Letter to The Honorable Anthony C. Beilenson
DISTRIBUTION: (ICS 4228-89/3)
Copy 1 - Addressee
2-DCI
3 - ODCI
4 - Executive Registry
5 - 0/OCA
6 - C/LL/ICS
7 - D/ICS
8 - D/PPO
9 - PPO Subject
10 - PPO Chrono
11 - ICS Registry
DCI/ICS/PPOI~ (3 April 1989)
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The Dinxtor of Centel Intelligence
Wuhinpoe, D.C. IOSOS
14 April 1989
The Honorable Henry J. Hyde
Ranking Minority Member
Permanent Select Committee on Intelligence
House of Representatives
Washington, O.C. 20515
Dear Mr. Hyde:
I received a letter from the Chairman and Vice Chairman of the Senate
Select Committee on Intelligence (SSCI) asking for additional information on
the Community's plans to implement the National Academy of Public
Administration's (NAPA) Report on civilan personnel systems. Since you
received a copy of that letter, I am sharing my response with you.
The SSCI letter supported my proposal to establish a senior coordinating
group to steer Intelligence Community actions derived from the NAPA Report.
That group has already met to begin developing a realistic plan to deal with
the Report's recommendations. The senior group is drawing on a set of
interagency working groups to place the recommendations in priority order and
identify key issues that require further study.
The working groups are also developing implementation agendas based on
both the NAPA Report and initiatives proposed by individual agencies. This
should ensure a thorough discussion and coordination of new policies at the
working level. The senior group's main role is to provide overall guidance
and make sure that the impact of personnel initiatives is understood and
addressed by senior management throughout the Community. Through this
process, we hope to ensure that personnel initiatives get the benefit of a
Community assessn~nt before an individual agency submits them through normal
approval channels to the Oversight Committees for consideration.
In their reviews, the working groups are separating initiatives that
require new legislation from those that could be implemented under existing
authority. Our preliminary assessment is that in the near term there will be
few requests for new legislation. The only legislative issue of immediate
concern is the request by the Federal Bureau of Investigation for exemption
from the position classification requirements of Title Y, U.S.C. (one of
NAPA's key recommendations).
It is toa early to state precisely what the legislative requirements of
other intelligence agencies may be. Many of NAPA's recommendations will
require extensive study and staff work before firm decisions can be made. In
addition, because intelligence agencies had been asked by the Committees to
delay new personnel policies until the NAPA Panel completed its study, these
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Mr. Henry J. Hyde
agencies are only now assessing initiatives and re-evaluating prior proposals
in light of the NAPA Report. These circumstances make it highly unlikey that
a comprehensive set of legislative proposals based on the NAPA Report will be
forthcoming this fiscal year. At most, legislative action may be required
only for a few proposals that have had the benefit of prior study and/or are
in response to other legislative mandates. We will have a better idea of what
our legislative agenda will look like by mid-summer. The working groups will
then have had a chance, to conclude their reviews and develop their work plans.
Much of the above also applies to initiatives that do not require
additional legislative authorities. Our initial review of possible personnel
programs in this category indicates that most of the proposals that are likely
to be submitted to the Congress this year are extensions or expansions of
existing programs (many of which have already been shared with the
Committees). For example, CIA has stated that it will propose an extension of
its Spousal Leave Transfer Program and an expansion of its Career Transition
program. CIA also proposes to begin the initial stages of a restructured,
mandatory health plan. Again, we will be in a better position to develop a
schedule of these and other proposals when the working groups have finished
their reviews.
I w-ill forward a work plan that is less tentative than that described
above as soon as it is available. In the meantime, my point of contact for
this sub3ect is at the Intelligence Community Staff.
He may be reached at and will be happy to answer any additional
questions you may have.
This same letter is being sent to the Chairman of the House Permanent
Select Committee on Intelligence. As noted, a similar response is also being
sent to the Chairman and Vice Chairman, Select Committee on Intelligence.
Sincerely yours,
William H. Webster
STAT
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SUBJECT: Letter to Mr. Henry H. Hyde
DISTRIBUTION: (ICS 4228-89/4)
Copy 1 - Addressee
2-DCI
3-DDCI
4 - Executive Registry
5 - D/OCA
6 - C/LL/ICS
7 - D/ICS
8 - D/PPO
9 - PPO Subject
10 - PPO Chrono
11 - ICS Registry
DCI/ICS/PPO/~ (3 April 1989)
STAT
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May 18, 1989
SSCI 2181 89
ILLEGIB
The Honorable William H. Webster
Director of Central Intelligence
Central Intelligence Agency
Washington, D.C. 20505
Dear Judge Webster:
3
We are pleased to note from your letter of April 14, 1989,
that the intelligence Community is following up on the findings
and recommendations made in the extensive personnel study
completed by the National Academy of Public Administration.
We can appreciate that because of the far-reaching nature
of the report, affected agencies would want to study it
carefully. We are~also encouraged that you will have a better
idea of a legislative agenda by mid summer.
Since the Committee considers comprehensive intelligence
personnel and compensation systems as integral to the success of
effective intelligence programs, we intend to review carefully
the Community-wide legislative and administrative initiatives
once they have been developed.
Conse uentl the Committee staff will remain in close
touch with to keep abreast of your progress and
to coordinate our review process, which may include one or more
:iabrings later this year.
David L. Boren
Chairman
STAT
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0
ICS 4289-89
24 July 1989
MEMORANDUM FOR: Director of Central Intelligence
VIA: Deputy Director of Central Intelligence
FROM:
Acting D rector, Intelligence Community Staff
SUBJECT: Congressional Letters on implementation of
National Academy of Public Administration
(NAPA) Report on Civilian Personnel Systems in
the Intelligence Community
1. Attached for your signature are letters transmitting
the Community's Personnel Action Plan developed as a result of
the NAPA Report. The Action Plan identifies initiatives that
will be pursued by intelligence agencies in short-, medium-,
and long-term time frames and indicates where new legislative
authorities may be required. The Community Personnel
Coordination Committee (CPCC), composed of personnel directors
of key agencies, concurs with the Plan.
2. As the letters indicate, some of the initiatives have
been studied by the Office of Personnel Management for
application throughout the Federal t3overnment and are not
necessarily unique to the needs of the Community alone.
Interagency working groups have begun to develop detailed plans
-and proposals for each of the short-term initiatives identified
in the Action Plan. The CPCC will continue to oversee progress
made by these groups.
25X1
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CONFIDENTIAL
SUBJECT: Congressional Letters on Implementation of National
Academy of Public Administration (NAPA) Report on
Civilian Personnel Systems in the intelligence
Community
3. The SSCI has continued to show great interest in the
implementation of the NAPA Report. My Staff, accompanied .by a
representative from key intelligence agencies, will meet with
the SSCI Staff on 31 July to discuss the Action Plan and
specific goals for the short-term initiatives. We also
anticipate hearings on the NAPA Report will be called sometime
this fall.
ct nq rector
Attachments:
A. Letters for Signature
B. NAPA Recommendations
C. NAPA Action Plan
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e
0
~.ONFIDENTIAL
SUBJECT: Congressional Letters on Implementation of National
Academy of Public Administration (NAPA) Report on
Civilian Personnel Systems in the Intelligence
Community
DISTRIBUTION: (ICS 4289-89 w/attachments,)
Copy 1 - Addressee
2 - DCI
3 - Executive Registry
4 - AD/ICS
5 - D/PPO
6 - PPO Subject
7 - PPO Chrono
8 - PPO Chrono
9 - ICS Registry
DCI/ICS/PPO~ (20 July 1989)
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 ('.~NF' T nFNTT ~T.
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unm
28 July 1989
0
0
The Honorable David L. Boren
Chairman
Select Committee on Intelligence
United States Senate
Washington, D.C. 20510
I am writing to forward additional information on the
Intelligence Community's plans to implement the National
Academy of Public Administration's (NAPA) Report on civilian
personnel systems. In a letter to you in April, I promised to
provide such information following a detailed Community review
of the NAPA Report and its recommendations. That review has
now been completed and is excerpted in Enclosure A. Based on
the review, the Community has developed an initial Action Plan
(Enclosure B) that covers the personnel initiatives it will
investigate further. The Community Personnel Coordination
Committee (CPCC)--established as a result of the NAPA Report
and composed of personnel directors--of key agencies--concurs
with the Plan.
The Action Plan focuses primarily on NAPA's
recommendations, but a number of related issues have been
added. Initiatives are identified as short-, medium-, or
long-term, and indicate if new legislative authority is
needed. With a few exceptions, the initiatives apply to the
Community as a whole. Some--such as flexible pap for
critically skilled employees and expanded training
opportunities--parallel trends and policies currently being
studied by the Office of Personnel Management for application
throughout the Federal Government.
As I noted in my April letter, the Community is~using a set
of interagency working groups to address NAPA's recommendations
and ensure that personnel initiatives are thoroughly vetted.
Those groups are now developing detailed plans and proposals
for each of the short-term initiatives identified in the Action
Plan. Some of these proposals have already been forwarded to
the Committee by individual agencies and discussion has taken
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D
The Honorable David L. Boren
be pleased to brief the Committee or Staff, as you deem
appropriate, on the Action Plan or any of the initiatives it
treats. My point of contact for such briefin s an n
additional questions on the Report, is
of the Intelligence Community Staff. a can reac a on
place regarding them. I will monitor the progress of the
Community proposals through the CPCC. If you wish, we would
I appreciate the interest and support the Intelligence
Committees have shown in implementing the NAPA Report to ensure
that we continue to recruit and retain the best men and women
for the Intelligence Community. I look forward to working
closely with you to assure that the Community's personnel
management systems are equitable and consistent and provide the
tools necessary to accomplish our unique mission.
This same letter and enclosures are being sent to the Vice
Chairman, Select Committee on intelligence; the Chairman, House
Permanent Select Committee on Intelligence,; and the Ranking
Minority Member, House Permanent Select Committee on
intelligence.
Sincerely,
William H. i~Tebster
Director of Central Intelligence
Enclosures:
As stated
2
CONFIDENTIAL
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 l`ANir T T)ii!AlT T ~T.
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Cenlnl MMeA~rnae Ag}~-
28 July 1989
The Honorable Anthony C. eeilenson
Chairman
Permanent Select Committee on Intelligence
United States Representatives
Washington, D.C.~ 20515
Dear Irir. Chairman:
I am writing to forward additional information on the
Intelligence Community's plans to implement the National
Academy of Public Administration's (NAPA) Report on civilian
personnel systems. In a letter to you in April, I promised to
provide such information following s detailed Community review
of the NAPA Report and its recommendations. That review has
now been completed and is excerpted in Enclosure A. Based on
the review, the Community has developed an initial Action Plan
(Enclosure B) that covers the personnel initiatives it will
investigate further. The Community Personnel Coordination
Committee (CPCC)--established as a result of the NAPA Report
and composed of personnel directors of key agencies--concurs
with the Plan.
The Action Plan focuses primarily on NAPA?a
recommendations, but a number of related issues have been
added. Initiatives are identified as short-, medium-, or
long-term, and indicate if new legislative authority is
needed. With a few exceptions, the initiatives apply to the
Community as a whole. Some--such as flexible pay for
critically skilled employees and a:paneled training
opportunities--parallel trends and policies currently being
studied by-the Office of Personnel rianagement for application
throughout the Federal Government.
Aa I noted in my April letter, the Community~is using a set
of interagency working groups to address NAPA?s recommendations
and ensure that personnel initiatives are thoroughly vetted.
Those groups are now developing detailed plans and proposals
for each of the short-term initiatives identified in the Action
Plan. Some of these proposals have already been forwarded.to
the Committee by individual agencies and discussion has taken
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CONFIDENTIAL
The Honorable Anthony C. Beilenson
place regarding them. I will monitor the progress of the
Community proposals through the CPCC. If you-wish, we would
be pleased to brief the Committee or Staff, as you deem
appropriate, on the Action Plan or any of the initiatives it
treats. My point of contact for such briefings, and any
additional questions on the Report, is
of the Intelligence Community Staff. He can be reached on
I appreciate the interest and support the Intelligence
Committees have shown in implementing the NAPA Report to ensure
that we continue to recruit and retain the best men and women
for the Intelligence Community. I look forward to working
closely with you to assure that the Community's personnel
management systems are equitable and consistent and provide the
tools necessary to accomplish our unique mission.
This same letter and enclosures are being sent to the
Chairman, Select Committee on Intelligence; the Yice Chairman,
Select Committee on Intelligence; and the Ranking Minority
Member, House Permanent Select Committee on Intelligence.
Sincerely,
William H. Webster
Director of Central Intelligence
Enclosures:
As stated
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Coal ~ ~19~9'
28 July 1989
The Honorable Henry J. Hyde
Ranking Minority Member
Permanent Select Committee on Intelligence
United States Representatives
Washington, D.C. 20515
Dear Mr. Hyde:
I am writing to forward additional information on the
Intelligence Community's plans to implement the National
Academy of Public Administration's (NAPA) Report on civilian
personnel systems. In a letter to you in April, I promised to
provide such information following a detailed Community review
of the NAPA Report and its recommendations. That review has
now been completed and is excerpted in $nclosure A. Based on
the review, the. Community has developed an initial Action Plan
(Enclosure B) that covers the personnel initiatives it will
investigate further. The Community Personnel Coordination
Committee (CPCC)--established as a result of the NAPA Report
and composed Of personnel directors of key agencies--concurs
with the Plan.
The Action Plan focuses primarily on NAPA?s
recommendations, but a number of related issues have been
added. Initiatives are identified as abort-, medium-, or
long-term, and indicate if new legislative authority is
needed. With a few exceptions, the initiatives apply to the
Community as a whole. Some--such as flexible pap for
critically skilled employees and expanded training
opportunities--parallel trends and policies currently being
studied by the Office of Personnel Management for application
throughout the Federal Government.
As I noted in my April letter, the Community is using a set
of interagency working groups to address NAPA?a recommendations
and ensure that personnel initiatives are thoroughly vetted.
Those groups are now developing detailed plans and proposals
for each of the short-term initiatives identified i~n the Action
Plan. Some of these proposals have already been forwarded to
the Committee by individual agencies and discussion has taken
0
CONFIDENTIAL
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CONFIDENTIAL
The Honorable Henry J. Hyde
place regarding them. I will monitor the progress of the
Community proposals through the CPCC. If you wish, we would
be pleased to brief the Committee or Staff, as you deem
appropriate, on the Action Plan or any of the initiatives it
treats. My point of contact for such briefin s, and an
additional questions on the Report, is
of the Intelligence Community Staff. a can a reac a on
I appreciate the interest and support the Intelligence
Committees have shown in implementing the NAPA Report to ensure
that we continue to recruit and retain the best men and women
for the Intelligence Community. I look forward to working
closely with you to assure that the Community's personnel
management systems are equitable and consistent and provide the
tools necessary to accomplish our unique mission.
This same letter and enclosures are being sent to the
Chairman, Select Committee on Intelligence; Vice Chairman,
Select Committee on Intelligence; and the Chairman, House
Permanent Select Committee on Intelligence.
Sincerely,
William H. Webster
Director of Central Intelligence
Enclosures:
As stated
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 !`l1111i' T 11ii'L1~T T 1 T_
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Caeal liwe~toe ~'
28 July 2989
The Honorable William S. Cohen
Vice Chairman
Select Committee on Intelligence
United States Senate
Washington, D.C. 20510
Dear Mr. Vice Chairman:
I am writing to forward additional information on the
Intelligence Community's plans to implement the National
Academy of Public Administration's (NAPA) Report on civilian
personnel systems. In a letter to you in April, I promised to
provide such information following a detailed Community review
of the NAPA Report and its recommendations. That review has
now been completed and is excerpted in Bncloaure A. Based on
the review, the Community has developed as initial Action Plan
(Enclosure B) that covers the personnel initiatives it will
investigate further. The Community Personnel Coordination
Committee (CPCC)--established as a result of the NAPA Report
and composed of personnel directors of key agencies--concurs
with the Plan.
The Action Plan focuses primarily on NAPA?a
recommendations, but a number of related issues have been
added. initiatives are identified as abort-, medium-, or
long-term, and indicate if new legislative authority is
needed. With a few e=ceptiona, the initiatives apply to the
Community as a whole. Some--such as flexible pay for
critically skilled employees and ezpanded training
opportunities--parallel trends and policies currently being
studied by the Office of Personnel Management for application
throughout the Federal Government.
As I noted in my April letter, the Community is using a set
of interagency working groups to address NAPA?s recommendations.
and ensure that personnel initiatives are thoroughly vetted.
Those groups are now developing detailed plans and proposals
for each of the short-term initiatives identified in the Action
Plan. Some of these proposals have already been forwarded to
the Committee by individual agencies and discussion has taken
D
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CONFIDENTIAL
The Honorable William S.~Cohen
place regarding them. I will monitor the progress of the
Community proposals through the CPCC. If you wish, we would
be pleased to brief the Committee or Staff, as you deem
appropriate, on the Action Flan or any of the initiatives it
treats. My point of contact far such briefings, and any
additional questions on the Report, is
of the~Intelligence Community Staff. He can a reached on
I appreciate the interest and support the Intelligence
Committees have shown in implementing the NAPA Report to ensure
that we continue to recruit and retain the best men and women
for the Intelligence Community. I look forward to working
closely with you to assure that the Community's personnel
management systems are equitable and consistent and provide the
tools necessary to accomplish our unique mission. ,
This same letter and enclosures are being sent to the
Chairman, Select Committee on intelligence; the Chairman, House
Permanent, Select Committee on Intelligence; and the Ranking
Minority Member, House Permanent Select Committee on
Intelligence.
Sincerely,
William H. Webster
Director of Central Intelligence
Enclosures:
As stated
2
CONFIDENTIAL
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DIRECTOR OF CENTRAL INTELLIGENCE
Intelligence Community Stall
_-- - -wasnlnplOn...D.c. 2o5os
ICS 4222-89
21 March 1989
Mr. Charles Battaglia
Select Committee on Intelligence
United States Senate
Washington, D.C.-20510
Dear Mr. Battaglia:
As you requested, I have reviewed the National Academy of Public
Administration's study of civilian intelligence personnel systems to see
where the implementation of the study recommendations might result in cost
savings. As you know, the Academy did not directly address the question of
potential savings in its.Report. At least indirectly, however, the Report
does touch on a number of areas where savings might be expected--especially
in its analyses of retention, recruitment, and pay rates.
1. Retention
Keeping skilled, experienced, and cleared personnel (and thereby
reducing turnover and overhead costs) is a basic step in holding down
personnel costs. The Academy's Report recognises this need and makes
specific recommendations on career development and training, benefits,
and pay rates--all intended to bolster retention.
The Report endorses the idea of lifting Government Employees
Training Act restrictions to enable agencies to use external training
resources more flexibly. A principal ob3ective is to permit employees
to take courses that lead to degree programs. Intelligence agencies
report that they lose valued employees because they cannot offer such
programs (which are widely available in the private sector firms that we
compete with). The Academy also recommends that individual agency
training programs be coordinated and consolidated to allow personnel
from smaller agencies to routinely participate in other agencies'
training (some of this is already done). The Academy believes that
savings could also be associated with greater 3oint curriculum
development and consolidation of basic training activities.
The Academy's Report paints a less than optimistic picture of
future work force demographics and suggests that hiring to accommodate
changing needs will be difficult at best. In the Academy's view, this
will place an additional premium on training, particularly in the face
STAT
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Charles Battaglia
of changing intelligence requirements and advancing technology.
Retraining employees in new skill areas is a potentially cost-effective
way of dealing with these dynamic trends.
The Report also discusses a proposal to provide benefit packages
that permit employees ~to choose from an array of benefit options. Such
a program would allow employees to tailor their benefits to meet their
specific needs and would be a strong recruitment and retention tool.
Although it is not clear that a flexible benefits program would result
in immediate cost savings, the Academy points out that this idea
developed in the private sector largely to promote cost containment.
The Academy also recommends the provision of locational pay rates
to compensate employees required to move to high-cost areas at
government direction. Use of these rates should help in the retention
of employees who would otherwise choose to leave in the face of higher
living costs. The FBI's recently initiated program to pay higher rates
to its agents in New York is a good example of the need for such a
program.
2. Recruitment
The Report recommends a number of actions that could reduce the
costs of recruitment. First, the Academy notes that fluctuating levels
of recruitment effort are inefficient, as institutional memory of "what
works best to get the best people" is often lost. The Report concludes
that constant recruitment operations, even during periods of slow
growth, would ultimately be more effective. The Academy also identifies
better coordination among intelligence agencies on recruitment methods
and potential sources of new employees as a way to cut recruitment
costs. Finally, the Report suggests that if security processing were
accelerated, fewer candidates would be lost because of existing delays;
the Academy believes this would be particularly so for the military
services.
3. Pay Rates
The Report recommends that the Community examine its overseas
compensation practices (including basic overseas salaries and
allowances). It notes that some cost savings could be found if pay for
overseas work was provided as a differential rather than as a component
of base pay. As a differential, such pay would not add to retirement or
similar benefits computed on base pay, yet it would compensate employees
for the hardships endured by being abroad. This could lower overseas
allowances as well. Overseas pay is a complicated issue, and the
Community will continue to examine it.
STAT
STAT
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0
Charles Battaglia
The areas discussed above provide at least some indication of potential
savings in personnel costs, and, if you wish, I would be happy to discuss
them with you further. The Academy's study-has been timely and useful in
helping us assess what we need to do in personnel-programs, particularly in
the current environment of fiscal constraint. We are beginning to address ,
the Academy's recommendations in more detail through a senior personnel
policy group, and we look forward to the support of the Oversight Committees
as we work to improve Community personnel management.
STAT
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SUBJECT: Letter to Charles Battaglia
DISTRIBUTION: (ICS 4222-89)
Copy l - Charles Battaglia, SSCI
2 - D/OCA
3 - C/LL
4-NSA
5 - CIA
6 - DIA
7 - State outhw cc
8 - Army (Ressler)
9 - FBI (Meisten)
10 - D/PPO
11 - PPO Sub3ect
12 - PPO Chrono
13 - ICS Registry
DCI/ICS/PPO
(21 March 1989)
STAT
STAT
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INTELLIGENCE COMMUNITY PERSONNEL ISSUES
--- (NAPA STUDY IMPLICATIONS)
1: QUESTION: Judge Webster, the NAPA study was provided to this Committee in
January 1989. It makes over 40 separate recommendations regarding
intelligence personnel management policies and compehsation practices. Do
you agree with all of the recommendations in the report? If not, with
which actions do you disagree and why?
ANSWER: ~ letter forwarding the NAPA Report to the Congress indicates my
broad agreement with the Report's recommendations. In particular, I
strongly support the recommendations that advocate greater flexibility in
personnel management for all Intelligence Community activities. I also
support NAPA's conclusions on the need for better Community coordination
of personnel management initiatives. Indeed, I have already established a
senior coordinating group--as recommended by NAPA--to enhance the
effectiveness of personnel management across the Community. As you are
aware, NAPA's recommendations cover a very wide range of actions. While
all have merit, there are questions of feasibility, priority, timing,
funding, technical details of implementation, and so on that must answered
before firm decisions to proceed can be made. My senior coordinating
group, through a system of specialized interagency working groups, is now
actively reviewing the NAPA Report to identify the areas with broad
Community application that should be acted on first and to propose an
implementation plan. A relatively clear outline of where we are headed
should be available by mid-sunnier. Concurrently, individual agencies are
.moving ahead on those recommendations that have agency-specific aspects.
?.. QUESTION: Judge Webster, the NAPA Report made a number of recommendations
that have financial implications. If implemented, how do you intend to
deal with them?
ANSWER: In broad terms, virtually all of the Report's recommendations
have financial implications, as all concern personnel and thus affect
staffing and retention. Some of the recommendations, however, have direct
funding consequences. My approach to dealing with such recommendations
will be consistent with mY approach to any funding or budget issues.
Foremost is the need to treat such issues within the context of the
National Foreign Intelligence Program as a whole. In the coming years a
great deal of Community scrutiny will be given to many NFIP issues and
initiatives, including hardware and operational programs as well as
personnel needs. Financial implications of NAPA's recommendations will be
dealt with alongside these other issues as part of nib effort to formulate
an NFIP that addresses our most pressing requirements. I expect that
initiatives that are uniquely applicable to specific agencies will be
treated similarly by senior program managers.
UNCLASSIFIED ~ } ,,,C
11 1 ~_
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t -?--- ---- ---
3. QUESTION: Judge kebster, will implementation of any of the
recommendations require significant additional resources in FY 1990 and
FY 1991?
ANSWER: As you are aware, many of NAPA's recommendations are conceptual
or concern realignment of personnel policies. There is very little in the
Report or its recommendations in the way of the .technical details of
implementation. Until those details are fully understood and described,
accurate funding estimates will be difficult to obtain. As I mentioned, a
senior coordinating group is now evaluating the Report to more completely
assess implications--including costs--of the recommendations. A full
answer will await completion of that effort. In some instances, however,
.where agency-specific recommendations are involved, projected funding
costs are better understood. Agency personnel officers will discuss those
matters directly with appropriate Congressional Staff as part of the
oversight effort.
4. QUESTION: Judge Webster, the Report highlights a number of areas where
henefits and allowances are not uniform for overseas intelligence
personnel, and recommends that your authorities be extended to permit you
to align benefits and allowances with those the Secretary of State
establishes for US government civilian employees overseas. Do you intend
to take action to create equity in overseas intelligence compensation?
ANSWER: Achfieving equity in overseas compensation is, of course, a
desirable ob3ective, and I intend to work towards it. As you are aware,
however, the NAPA project staff prepared a separate case study on this
issue after the completion of the main Report. The case study points out
the extremely complicated nature of overseas compensation and notes the
need for further work on the part of the Community (working ultimately in
conjunction with the Congress). Because of the scope and technical
details of the issues involved, I have referred this problem to s!y senior
coordinating group (~!iscussed previously), which is examining it alongside
several other compensation recommendations. -The group believes that the
overseas pay issue will be among the most complicated ones that it treats.
UNCLASSIFIED
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SENATE SELECT COMMITTEE ON INTELLIGENCE
FY 1991 GDIP BUOGET
QUESTION 22. In this year's authorization, you are requesting that
the statutory authority to terminate employment be made
permanent. (U.)
A. Explain why you need this authority? (U)
ANSWER. The Agency's longstanding inherent authority to
effect removal action for such cause as will promote the efficiency of
the service in DIA cannot be invoked in certain removal cases without
potentially .risking the disclosure of classified intelligence
information, methods and sources to public forums. National security
considerations essentially would preclude even proposing a removal
action in certain cases where disclosure of sensitive information was
indicated. 10 USC 1604(e) provides an indispensible removal option and
the necessary safeguards. (U)
6. The authority was first provided in FY 1985. Why hasn't it
been used? (U)
ANSWER. When confronted with employee situations where
removal action is necessary, the Agency has been extremely fortunate in
being able to effect employee separations through counselling out
strategies. Such actions usually are mutually beneficial to the
employee and the Agency and are accomplished at a fraction of the cost
of a formal removal: action, in terms of time and staff cost to the
government. (U)
UNCLASSIFIED
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QUESTION 23. The NAPA report has made=a number of significant
recommendations for improvement of intelligence personnel
management policies and compensation practices. (U)
A. What actions have you taken to develop a coordinated position
on those recommendations that would be applicable to GDIP
activities. (U)
ANSWER: The Community Personnel .Coordinating Committee
met on 24 March. Through the committee and its working groups, a
coordinated position will be taken on all recommendations. Each
department or agency will then pursue legislative proposals through
their usual channels. (U)
QUESTION 24. Some of the recommendations can be implemented by you
and other agencies without any external action. With respect to
the GDIP, what are you doing relative to each of the following:
A. Improve coordination in entry level recruitment activities.
(U)
ANSWER: A community working group is being established
..
to improve coordination in entry level recruitment activities. The
Federal Bureau of Investigation will chair the group; there are three
60IP representatives. (U)
UNCIASSIFIEO
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- UNCLA~SIF~iEO
D: Take steps to strengthen career development. (U)
ANSWER: A community working group is being established
to strengthen career development. The National Security Agency will
chair the group; there are two other GOIP representatives. (U)
E. Share information across the various agencies on involuntary
removal cases. (U)
ANSWER: A community working group is being established
to share information on involuntary removal cases. The Department of
State will chair the group; there are three GDIP representatives. (U)
F. Establish an effective outplacement program, based on the CIA
and State model. (U)
ANSWER: The Department of State working group will
also consider outplacement programs (see question E. above). (U ).
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u~waw~araw - - -
m
G. Establish an "adopt-a-school" or agency sponsored high school
debating teams, as a means of furthering EEO objectives.
(U)
ANSWER: The Defense Intelligence Agency will chair a
community working group to consider "adopt-a-school" programs. There
are two other GDIP representatives in the group. The working group's
first meeting is 30 March. (U)
QUESTION 25: Did the recent NAPA Study Team review any of your
average grade/salary requirements or assertions?
ANSWER: The NAPA Study Team reviewed the Defense
Intelligence Agency's average grade and salary requirements.
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UNCLA55IFIED
TALKING POINTS ON
NATIONAL ACADEMY OF PUBLIC ADMINISTRATION (NAPA)
REPORT ON CIVILIAN INTELLIGENCE PERSONNEL SYSTEMS
BACKGROUND
In accordance with the FY 1988 Intelligence Authorization
Act, the NAPA study of civilian personnel systems in the
Intelligence Community was submitted to the Intelligence
Oversight Committees on 23 January 1989. The Report is a
comprehensive examination of major personnel issues such as
recruitment, staffing, compensation, benefits, training, and
career development and includes a sobering look at the work
force of the future.
Overall, the Report's findings are highly supportive of the
personnel policies and initiatives employed by the intelligence
agencies. Specialized interagency working groups are now
reviewing the recommendations contained in the Report; it will
be mid-summer before these groups finish assessing the
substantive merits and legislative impact of -the.
recommendations. The groups are also reviewing personnel
initiatives under consideration by various intelligence
agencies which are not mentioned in the NAPA Report.
There has been a great deal of interest in the NAPA Report,
particularly from the SSCI, as reflected recently in many of
the FY 1990 budget hearings. We expect this interest to
continue as personnel initiatives are developed.
TALKING POINTS
o Specialized interagency working groups are now
concluding their review of the recommendations
contained in the NAPA Report.
o Our preliminary assessment is that there will be few
requests for new legislation in the near term.
o The only legislative issue of immediate concern is the
request by the Federal Bureau of Investigation for
exemption from position classification requirements of
Title V, U.S.C. (one of NAPA's key recommendations).
o Aside from the FBI request, we anticipate that
personnel issues requiring Committee attention will
focus largely on the extension or expansion of
existing policies and programs.
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V LY