LETTER TO WILLIAM H. WEBSTER FROM BRADLEY C. HOSMER

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP92G00017R001200350021-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 11
• Document Creation Date: December 23, 2016
• Document Release Date: January 16, 2014
• Sequence Number: 21
• Publication Date: March 15, 1989
• Content Type: LETTER

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1. CHAIRMAN, CIA TRAINING. SELECTION BOARD
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Prepare Reply
Circulate
For Your Information
See Me
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investigate
Signature
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REMARKS
#1 - FOR ACTION: PLEASE PROVIDE NOMINATIONS
THROUGH THE APPROPRIATE CHANNELS.
10
SUSPENSE: APRIL 1989
cc:. DA/STO
- DO NOT use this form as a RECORD of approvals, concurrences, disposals.
clearances. and similar actions
WI. Agency/Pest)
EXA/DDA
Room No.?Bldg.
Phone No.
. 1041-102
GPO: 1983 0 - 381-929 (232)
? OPTIONAL FORM 41 (Rev. 7-76)
Presaibed by GSA
PIM (41 CFR) 101-11.206
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? EXECUTIVE SECRETARIAT
ROUTING SLIP
TO:
ACTION
INFO
DATE
INITIAL
1
DCI
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DDCI
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EXDIR
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D/ICS
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?611,Z1
DDI
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DDO
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DDS&T
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Chm/NIC
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GC
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IG
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Compt
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D/OCA
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D/PAO
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D/PERS
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D/Ex Staff
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SUSPENSE
Date
Remarks
Nominations deadline is 3 April.
ER 89-1144
3637 '10."
Executi?retary
22 Mar '89
Date
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President
REPLY TO
ATTENTION OF:
DEPARTMENT OF DEFENSE
NATIONAL DEFENSE UNIVERSITY
WASHINGTON, D.C. 20319-6000
March 15, 1989
Honorable William H. Webster
Director of Central Intelligence Agency
Washington, D.C. 20505
Dear Mr. Webster:
EuPtiv, _
89-1144
;
Each year the National Defense University extends invitations to agencies
outside Department of Defense to nominate candidates to attend the courses at
both the National War College and the Industrial College of the Armed Forces. This
veer it is a pleasure to invite you to nominate four candidates for the National War
-College and one candidate tor tne industrial College of the Arrneu -orcs to attend
the course commencing August 14, 1989.
The U.S. Office of Personnel Management has agreed that completion of the
10-month resident course at the National War College or the Industrial College of
the Armed Forces satisfies the requirement for participants in a Senior Executive
Schedule (SES) Candidate Development Program to attend a current, formal,
interagency executive level training program as prescribed by Federal Personnel
Manual (FPM), chapter 412, subsection 3-2b(2). A copy of the Office of Personnel
Management letter dated July 18, 1984 addressing this exemption is enclosed. A
copy of the Department of Defense Instruction 1400.25-M establishing the criteria
for selecting Department of Defense civilian students is also enclosed.
A key part of the learning process at the National Defense University is the
exchange of ideas, knowledge, and experiences among the military and civilian
students who represent a variety of agencies and functional activities. It is
especially important that each nominee considered be a career executive who can
be expected to continue in Government service and attain future positions of high
responsibility.
Two critical dates: nominations must be received not later than April 3,
1989; and each nominee must have a final TOP SECRET clearance based on a current
Special Background Investigation (SBI) or have initiated an SBI equivalent for access
to Secret Compartmented Information (SCI) not later than May 1,1989. A
Department of Energy "Q" clearance is required for all non-DoD personnel. We also
request that each nominee furnish a copy of his/her personal history.
EXCELLENCE AND UNITY IN EDUCATION AND RESEARCH
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Please feel free to have your staff contact my Registrar at 475-1966 if there are
any administrative questions or problems.
I am confident that the participation of your personnel in our program will be
mutually beneficial.
Respectfully,
Bradley C. Hosmer
Lieutenant General, USAF
President
Enclosu res
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Office of Personnel Management
Federal Personnel Manual System
FM Letter 412-4
SUBJECT: Executive, Management, and Supervisory Development
FPM Letters 920-2, ?3, ?7, ?9, ?11, ?12, ?13, and ?15
are superseded.
Heads of Departments and Independent Establishments:
FPM Letter 412-4
Published in advance
of incorporahon in FPM
Chapter 412
RETAIN UNTIL SUPERSEDED
Washington. 0. C. 20415
July 18, 1984
1. Since the passage of the Civil Service Reform Act of 1973, many FPM letters
and bulletins pertaining to executive and management development have been issued.
A separate FPM chapter devoted solely to supervisory development has also .been
issued. To clarify and consolidate the past FPM issuances on executive and manage?
ment development, as well as to reflect the natural progression from supervisory
development through managerial and executive development, OPM has produced a new
FPM Chapter 412 on Executive,- Management, and Supervisory Development.
2. The purpose of this letter is to transmit the revised chapter and to clarify
which FPM bulletins and letters regarding executive and management development are
obsolete (see attachment 1). This letter also rescinds FPM Chapter 411 on Super?
visory Development.
3. The new chapter emphasizes how establishing a systematic process for developing
executives, managers, and supervisors is important to the goal of achieving the
most effective and efficient Government possible. In developing the new chapter,
provisions were included to either incorporate or address the Grace Commission's
recommendations on training and development services.
4. There are technically no major policy changes, but rather a refocusing to make
OPM's guidance clearer and more cohesive. There is no change to Part 412 of
title 5, Code of Federal Regulations.
5. Previous FPM issuances had required SES Candidate Development Program partici?
pants to attend OPM's Executive Development Seminar unless specifically exempted.
The new chapter requires participants to attend a current, formal, interagency,
executive?level training experience approved by OPM. The Executive Development
Seminar is only one of several programs that now may be used to satisfy this re?
quirement. Attachment 2 contains the complete list of programs currently approved
by OM.
6. Changes in the provisions for SES Candidate Development Programs may have an
effect on current program participants (principally in the areas of exemptions to
the requirement for attending the Executive Development Seminar and of length of
certification following completion. of the program). In such instances, current
Inquiries: Office of Training and Development, Workforce Effectiveness and
Development Group [phone]
Code: 412 ? Executive Development
Distribution: FPM
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Attachment 1 to PPM Letter 412-4
This FPM letter supersedes several PPM letters in the 920 series (Senior Executive Service). The
three previous PPM letters in the 412 series were superseded by other issuances in the past. To
avoid even the slightest chance for confusion, this attachment lists all obsolete or superseded
(from whatever source) FPM letters and bulletins in both the 920 and 412 series having to do solely
with executive, management, and supervisory development.
FPM Letter Subject
920-2 Monitoring Executive and Management Program Plans
920-3 Merit Staffing for SES Candidate Development Programs
920-6 Criteria for Exceptions to Attendance at OPM's Executive Development Seminar
920-7 Discontinuance of Advance Qualification Review Board Certification for the
SES based on Demonstrated Executive Experience
920-9 Requirements for Qualification Review Board Review of Graduates of SES
Candidate Deavelopment Programs
920-11 Monitoring Executive and Management Development Programs Plans -- FY 1982
920-12 Criteria for Exceptions to Completion of OPM's Executive Development Seminar
920-13 Continuing Development of Senior Executives
920-15 Management Development
412-1Llidelines for Executive Development in the Federal Service
412-2 Executive and Management Development
412-3 Selecting Participants for Executive Development Programs
PPM Bulletin
Subie -t
920-41 SES Candidate Development Programs
412-1 Report of Executive and Management Development Activities
4122 Proposed Regulations on Executive Development
412-3 Relocation of Berkeley Executive Seminar Center
412-4 Final Regulations on Executive and Management Development
412-5 Executive and Management Development
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Attachment 3 to FPM Letter 412-4
:FPM CHAPTER 412 -
SUBCHAPTER 1. EXECUTIVE, MANAGEMENT, AND SUPERVISORY DEVELOPMENT POLICIES
(3)
1-1. Executive, Management, and Supervisory (E-M-S) Development.
Throughout the Federal government, serving the public interest requires management excellence
-- managerial behavior that results in the successful implementation of agency policies and programs.
Executives, managers, and supervisors constitute the management team in Federal agencies. Main-
taining the quality and efficiency of Federal programs depends on the responsiveness of an agency's
management team, since its members direct the agency's employees who administer those programs.
Achieving and sustaining management excellence within a management team requires that an agency
ensure appropriate levels of expertise among its managers through management development, which
recognizes that the competencies required of successful managers are generally distinctive and may
not have been acquired in the circumstances of a specialized career or technical occupation.
a. Purpose of Development. E-M-S development is a systematic process whereby executives,
managers, and supervisors achieve m_anagement excellence by mastering the competencies that will
allow their organizations to improve effectiveness and efficiency while responding flexibly to new
demands. The development of executives, managers, and supervisors is not a remedial process but a
positive strategy to increase excellence in government.
b. Management as a Profession. The vast majority of managerial positions are filled by men
and women selected because of technical qualifications demonstrated in a specialized profession or
career field. The nature of managerial competencies, however, establishes management as-a distinct
second profession for which the technical competencies of th first profession become collateral.
The managerial role must be prepared for with careful deliberation and analysis. Recognition of
the-need for additional preparationin this "second career" is the basis for the required proba-
tionary period for newly appointed supervisors and managers in the competitive service, and the
requirements to develop members of and candidates for the Senior Executive Service (SES).
1-2. Legal and Regulatory Basis.
Policy and practice in the area of E-M-S development are grounded in a synthesis of three
separate but complementary areas of statute and regulation concerning training, probationary periods,
and management development.
a. Executive, Management, and Supervisory Traininet. 5 USC 4103 requires agency heads to
establish training programs to increase economy and efficiency in the operation of the agency and
to raise the standards of employees' performance of their official duties to the maximum possible
level of proficiency. More specifically, 5 CFR 4410.201 requires agencies to review short- and
long-term training program needs by occupations, organizations, or other appropriate
groups. An
agency's management team of its executives, managers, and supervisors represents one such group or
occupation for whom these standards of performance and training needs must be addressed.
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Attachment j'tO TPM-Le.ttet 412-4 (S)..
E-M-S development programs can then -be tailored to increase their accuracy and impact. Figure 1
depicts these management levels and types of people and shows how career progression occurs across
the management levels.
MIS Of PEOPIE
11011
ififf
,cuuuwis
ft-aNT
ApeowThuNrs
CANDIDATES
Figure 1.
THE FEDERAL MANAGEMENT TEAM:
TARGET GROUPS FOR DEVELOPMENT,
RECRUITMENT SOURCES, AND CAREER PATHS
THE FEDERAL MANAGEMENT TEAM
SUPERVISORS
MANAGERS
EXECUTIVES
Allyttatlf
OUTSIDE
GOVERN -
ME NT
NOTE: Each arrow represents input to the levels on the management team; width
of the arrow indicates relative frequency from each recruitment source.
1-4. Agency Roles.
Agencies must take the initiative to ensure their own management excellence. At a minimum,
they should design and administer effective E-M-S development programs that conform to the specifi-
cations outlined in section 2-1, using OPM services and assistance as needed. Beyond that, however,
agencies should foster management excellence by establishing an environment where it is expected,
developed, recognized, and rewarded.
1-5. OPM Role.
OPM's role is to provide leadership and direction to Federal agencies as they move to ensure
management excellence within their management teams. This leadership involves setting policy and
offering guidance for the development of executives, managers, and supervisors, while monitoring
the Federal government's progress toward achieving management excellence. OPM will fulfill this
role in partnership with the agencies by making a full range of services available for use as
needed (see section 2-2).
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Attachment 3 to FPM Letter 412- 4 (7)
2-2. OPM Leadership Responsibilities and Services.
To carry out its obligations under statute, OPM is responsible for providing the following
guidance and assistance:
a. Designing an E-M-S development approach that permits tailoring systems and programs to
specific agency and individual needs, while stili ensuring that the overall E-M-S development needs
of the Federal government are met.
b. Providing technical advice and assistance to agencies on how their needs and OPM's
tations can be met.
c. Developing and maintaining a competency-based model of effective performance for
executives, managers, and supervisors.
expec-
Federal
d. Providing methods and services for the systematic assessment of E-M-S development
needs for agencies, groups, and individuals.
e. Developing and maintaining a nationwide, competency-based curriculum for Federal execu-
tives, managers, and supervisors:
f. Conducting ongoing developmental efforts with agencies to identify and promote new
ment techniques and practices and to incorporate these into E-M-S development.
g. Monitoring the performance of agency E-M-S development programs.
manage
-
h. Sharing information with agencies on the results of OPM and other agency efforts to
achieve management excellence in government.
i. Providing regulatory and FPM guidance as appropriate.
2-3. Program Monitoring and Evaluation.
The best interests of the Federal government, as well as specific provisions of statute
(5 USC 3396(b)) and regulation (5 CFR 5412.105), require that OPM and the agencies work together
to evaluate the benefits and costs of the E-M-S development programs in Federal agencies.
a. Agency Requirements. Specifically, agencies are required to:
b.
(1)
Maintain adequate documentation of program efforts and costs to demonstrate that OPM
and agency E-M-S development policies are being implemented; and
(2) Submit program information to OPM as requested to assist in government-wide evalua-
tion efforts. --
OPM Responsibilities.
(1) OPM will analyze Federal E-M-S development program trends and accomplishments using
available data base systems, results of periodic onsite agency reviews, and feedback
from agencies received as part of E-M-S development program assistance. The results
of these analyses will be shared with agencies and form the basis for OPM policy,
leadership initiatives, and requirements that may be established to assure the
development of management excellence in government.
(2) OPM will continue to work with agencies to implement the requirements of 5 CFR
Part 412 on executive and management development.
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Attachment 3 to FPM Letter 412-4 (9)
c. Executives. The law is clearest on establishing agencies' obligation to provide system-
atic development for and within the SES. The responsibility for developing SES members is shared
by the individual executives and their agency ERB's.
(1) Incumbent SES Members. (a) 5 USC 3396(a) and 5 CFR ?412.103(a)(1) require agencies
to establish programs for the continuing development of SES members. The most
effective executive performance combines highly developed management competencies and
characteristics with an up-to-date appreciation of the environment in which those
skills can be applied to serve the national interest. That environment is a highly
complex world of constant change. Executives must be knowledgeable about such areas
as: technological developments, new legislation, innovative management practices,
and current policy and program initiatives. The SES individual development plan
(IDP) can serve as the primary tool for ensuring executives maintain currency in
appropriate areas.
(b) Agency programs must include the preparation, implementation, and regular
updating of an IDE' for each SES member. The IDP requirement may be met by appending
a brief listing of developmental objectives and specific proposed developmental
activities to each senior executive's annual performance plan. An elaborate paper-
work system is not needed. The IDP should focus on assessing personal competencies
against the competencies required for optimum performance in the current or a pro-
spective position, especially those required for implementing national policies and
program initiatives. The ERB must approve each plan. OPM encourages agencies to
use the IDP as a planning device to derive optimal performance iron both SES members
and their organizations.
(2) SES Candidates. Under 5 USC 3396(a) and 5 CFR ?412.103(a)(2) and 4412.107(c),
agencies with positions in the SES are required to establish programs for the devel-
opment of candidates for the SES. Agencies should focus primarily on individuals
just below the SES, at the GS/GM-15 level. Agency ERB's provide the overall direc-
tion and management of these programs. Section 3-2 describes these programs more
specifically.
3-2. SES Candidate Development Programs.
NOTE: Because of its specific statutory resoonsibilities concerning the imple-
mentation of SES candidate development programs in agencies, OPM took a strong
role in designing the requirements for these programs. The relative volume of
guidance provided for this prograr.n; compared with other programs and groups
listed in section 3-1, should not be interpreted as an indication of the levet
of importance OP M places on any of these programs. kfany organizations, using
projected vacancies as a planning tool in designing and prioritizing development
programs for the total management team, could determine that the development of
their supervisors and managers has a higher resource priority.
a. Recruitment.
(1) Recruitment for SES candidate development programs is the first step in a selection
and development process that can result in appointment to the SES. As such, it is
subject to merit staffing procedures equivalent to those used for filling SES
positions.
(2) Agencies may establish dual programs for SES candidate development, with appropriate
recruitment procedures for each. One program would be for developing candidates
serving in career or career-type positions. The other would be for developing can-
didates selected from outside the Federal government and/or from employees serving
in other than career or career-type appointments within the civil service.
b. Development Requirements.
(1) Individual Development Plan. Each participant in a SES candidate development pro-
gram must have an IDP approved by the appropriate ERB. The IDP must identify the
developmental experiences designed to provide competency in the executive activity
areas considered in the executive qualifications review process.
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DoD 1400.25-M
CPM 410.0 .
October 1 1985
..CRITERIA.FOR SELECTION OF CIVILIAN EMPLOYEES
'OF THE DEPARTMENT OF DEFENSE FOR ATTENDANCE
AT THE JOINT COLLEGES
1. Attendance at the DoD Joint College is another opportunity for the
Department of Defense to assure that key civilian personnel are prepared
properly to carry out responsible duties. It is important that the necessary
time and attention, including the endorsement of the candidate by a high level
committee, be devoted to the selection of nominees for this purpose. The
following criteria will be observed in the selection process:
a. The employee must desire to attend the college.
b. The employee must have an appointment without time limitation and
must have competitive status if employed in the competitive service.
c. The employee selected for the ICAF or the NWC must occupy a GS-15
position or higher and have completed normally not more than 23 years of
Federal Service. In a few instances, employees in GS-14 positions who have
demonstrated an exceptionally high potential for advancement may be considered
for selection. The employee selected for the AFSC must occupy positions in
grade GS-12 or above, with normally not more than 15 years of Federal Service.
d. The employee must have or be able to obtain a TOP SECRET clearance
with a special background investigation (SBI) that will not expire during the
academic year. The SBI should be completed and the clearance approved by no
later than 1 August before the start of the academic year.
e. The employee must have demonstrated a potential for higher level of
responsibilities in the DoD.
f. The employee must have arrived at a point in his or her career
development where the specific educational opportunity offered by each of the
colleges is appropriate and desirable. Careful consideration should be given
to the employee's probable future assignments, responsibilities, retention
and applicability of the College's program to his development.
g. In order for the Department of Defense to profit from the
considerable investment in attendance at on of the Joint colleges, only
employees who are expected to be available for an extended period of further
service in the Department of Defense upon graduation from the college should
be nominated. Also, they should indicate a willingness to accept possible
reassignment and relocation upon completion of the program.
h. The employee should possess the educational background, maturity, and
poise to participate on an equal level with the other military students (Army,
Air Force, and Marine Corps Lieutenant Colonels and Colonels and Navy
G-1
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