OFFICE OF PERSONNEL REPORT ON FY 1969 ACCOMPLISHMENTS AND FY 1970 PLANS AND OBJECTIVES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000200150016-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 8
• Document Creation Date: November 17, 2016
• Document Release Date: July 28, 2000
• Sequence Number: 16
• Publication Date: January 1, 1970
• Content Type: REPORT

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OFFICE OF PERSONNEL
REPORT OF FY 1969 ACCOMPLISHN.~NTS
AND FY 1970 PLANS AND OBJECTI
Fiscal Year 1969 Accomplishments
a. This report describes the major
activity during FY 69. While we have e
"indicators" such as accessions, separ
burdens have been placed on our stat
of ceiling cutbacks and the BALPA
insurance and benefits areas show
extension of government-type fri
increasing tempo of retirement
,~
hlights of Office of Personnel
~~
erienced some decrease in workload
y_
ions, and processing caseload, heavier
tical and reporting services by reason
,_
gram. Employee service programs in the
leveling off of activity except for the
~_
e benefits to Contract personnel and the
b. We have devoted cons'derable time and attention to the overall person-
nel management problems of e Agency. A series of background studies and.
recommendations dealing w' h various aspects of personnel management and control
were developed and prese ed to top management. The Office of Personnel has
been reorganized along ctional lines to improve the utilization of our
people and the efficie cy of operations. The opinions, ideas and comments of all
members of the Office of Personnel were sought in the form of "A Look at Our-
selves" exercise which has resulted in many constructive suggestions from all
levels.
2. Fiscal Year 1970 Plans and Objectives
We propose to deal with the marry serious problems in personnel management
stemming from ceiling reductions and overseas cutback by furnishing staffing
assistance to top management. We will also continue the presentation of major
studies dealing with the identification of manpower problems and the development
of proposals to meet them, the most urgent being the accession and retention of
young professional people in an environment of maturing staff and reduced
personnel strength. Close attention will be given to efficiency of operations
to meet the objectives of doing more with less.
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RECRUITMENT AND PLACEMENT
1. Fiscal Year 1969 Accomplishments
a. As a result of preseason planning, recruiter effort, close support
from the Office of Security, and the cooperation of academic officials, the
Agency had another successful academic recruiting season and ended FY 69 at
authorized ceiling. There were only seven reportable campus incidents compared
with 77 in FY 68, and recruiters for the most part were able to avoid demon-
strations and publicity. Scheduled visits were carried out on 228 campuses
and arrangements made, where deemed appropriate, to cover 60 other schools from
off-campus locations.
b. Innovations during FY 69 include:
(1) reduction of the field portion of the Professional Applicant
Testing Battery from eight to four hours. All test administrators have
been advised that this is solely the Agency's test battery;
(2) inception of an Experimental Clerical Training Program to
determine the feasibility of training individuals who initially possess
only marginal clerical skills to qualify as clerk typists;
(3) Recruitment Division entered into contract with the College
Placement Association to participate in their computerized Graduate
Resume Accumulation and Distribution (GRAD) Program.
c. The Cooperative Education Program with 87 individuals enrolled and
Summer Intern Program with 34 continue to develop.
d. In our placement activity the reduction in input from external re-
cruitment is shown by a reduction in invitee travel expenditures to 235,000
in F'Y 6q compared to the $324,000 spent far that purpose in FY 68. Determined
efforts were made to encourage initiation of security processing on adequate
numbers of candidates for professional and technical positions early in the
year. The Skills Bank continued to be an effective method for handling appli-
cant selection. A roster of senior secretaries was established and serviced
so that the reassignment of these individuals could be accomplished across
organizational lines.
e. Although they do not tell the whole story--for example, the off-campus
interviews throw a heavier burden on the recruiters--statis-tics can serve as
a point of reference.
Fy 69
~ 68
Placements (EOD's)
25X9A2
Separations
Security Initiations
3,91
,l
8
6
Recruitment Cases Submitted
5,212
,02
Applicant Files Established
12,722
13,182
Letters Dispatched
31,720
32,037
~pt~~F~'e~~ 2~~ 6M1
and O~P Recruited Contract.
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f. Military personnel authorizations for "assigned personnel" were
reduced from at the beginning of b'Y 70 due to the phase- 25X9A2
out of certain OSA and CS operations. The strengths of our Agency-sponsored
military reserve units showed a slight decrease during the period from - 25X9A2
tom due to mandatory retirements with 155 of the group stationed outside 25X9A2
of the United States and requiring complete administrative and training support.
A new two-week training course on military psychological operations was con-
ducted twice during the year. The Agency's policy on requesting occupational
deferments wa,s revised on 17 July 1968 and requests limited to those which the
Director considered would endanger the successful accomplishment of a mission
vital to national security. The Director approved 15 such cases with the
understanding that additional deferments would not be requested. One-year
deferments were granted by local boards in 14 of these cases. Screening and
clearance procedures were revised to permit the selection of potential reserv-
ists for inclusion in the Agency's civilian reserve program and the program
incorporated into the EDP System.
2. Fiscal Year 1970 Plans and Objectives
a. An increased effort will be made to recruit young clerical employees
within a 50-mile radius of the Headquarters area with a view to reducing cler-
ical attrition and lessening the number of adjustment problems growing out of
`:out of town" recruiting. Particular emphasis will be placed on identifying
qualified professional, technical and communications personnel who have com-
pleted or are completing military service. We will also be refining our
techniques for identifying and recruiting quality students from troubled
campuses by means of greater emphasis on college newspaper advertising and
increased contact with cooperative faculty members.
b. Responsibility for clerical input and for the IAS will be placed in a
single division which will also prepare and monitor the Advance Staffing Plan
previously handled by the planning staff. Pre-exit and follow-up interviews
will also be placed in the same organizational component to determine the suit-
ability of initial assignments of professional and technical employees and to
identify possibilities of remedial action. Procedures to bring about timely
selection decisions on available :applicants by the using components throughout
the year will be strengthened.
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SPECIAL PROGRAMS
1. Fiscal Year 1969 Accomplishments
a. While not experiencing appreciable increases in the production "indi-
cators" except for those areas dealing with Contract personnel benefits and
retirement affairs, the high level of activity in the health and life insurance
programs and other employee services and benefits has continued. The high-
lights of each major program are given below. In addition we participated in
the planning for President Nixon's visit, the 21st Annual Awards Ceremony, and
the National Civil Service League Career Service Awards Banquet. We increased
the number of blood donors, refined procedures in Central Processing Branch,
placed the Employee Store on a complete self-supported basis, obtained approval
to present Federal Length of Service pins to retirees and resignees. The
gamut of activity spanned a range from assisting in the establishment of an
investment program for GEHA cash assets to developing a proposal for the con-
struction of tennis courts in the Headquarters area.
25X9A2
25X9A2
b. Insurance Programs
(1) The effect of the Civil Service Commission's 1967 change in regu-
lations for enrollment in the Federal Employees Health Benefits Program
has now fairly well stabilized. A large majority of Contract employees
changed to the Association Benefit Plan as their contracts were rewritten
so that as of 30 June 1969 the enrollment in the Contract Hospitalization
Plan was down t~ from a previous high of Even with this gain, 25X9A2
the Association Benefit Plan was approximately employees less than one 25X9A2
year previous. Indications are that the Association Plan losses stem from
a large number of new employees in the lower grades choosing the Government-
wide Service Benefit Plan (Blue Cross-Blue Shield). In the life insurance
area the UBLIC had enrollees, down slightly from last year, and the
WAEPA plan had enrollees, up slightly from 1968. 25X9A2
(2) The Flight Insurance, the 24-hour Flight and Accident Plan con-
tinued at about the previous pace through the year. The phaseout of the
Emergency Travel Plan has been completed. This phaseout was required
because legislation in late 1967 provided free benefits which closely
paralleled those of the Emergency Travel Plan. A method for issuing hos-
pitalization identification cards in support of cover was developed with
the Central Cover Staff. Assistance was furnished to the GEHA. Board Invest-
ment Committee which resulted in the authorization to invest an additional
five per cent of the reserves in common stock to improve money management
of GEHA assets and to hedge against inflation.
c. Central Processing
An increase was noted in the workload in travel activities involving
reservations, tickets, baggage, household effects, and passports, with
decreases in number of integrees, invitees and returnees services. A
complete detailed operating procedure was developed during the reporting
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period. Responsibility for reimbursement of travel expenses to clerical
EOD's was received the last week of the fiscal year and the workload was
further augmented by the relocation of CIA. retirees.
d. Personal Affairs
The tendency toward a leveling off of the workload can be noted in the
areas of casualty assistance (142), FEBLI insurance claims (31), employee
compensation claims (539), and associated activity. Statistical reporting
can not be the entire measure of activity in this area where some death
casualty and medical cases require extensive after-hours work and possibly
months of continued effort.
e. Honor and Merit Awards
Fiscal Year 1969 was marked by a sharply increased workload. Award
recommendations received and processed increased from 142 to 254. There
were 72 ceremonies, an increase of 15,-and additional paperwork involved
in preparing and distributing the Certificates of Exceptional Service and
Service in Vietnam awards and certificates. The responsibility far admin-
istering the Foreign Award and Gift records was also assumed during the
fiscal year.
f. Suggestion and Invention Awards Program
Suggestions adopted numbered 127, representing a sizeable gain of 36
over fiscal year 1968. Case awards more than doubled the previous year`s
volume, namely 27,880 versus 12,670. The adoption rate for the Support
Services at 37~J excelled the rate of any Service or Directorate.
g. Contract Personnel Administration
The administration of Contract personnel reflects the leveling off
of work activity with respect to indicators such as contracts prepared,
amendments prepared and field contracts reviewed. The successful develop-
ment and application of an ADP Program to select groups of Agency Contract
personnel was an outstanding accomplishment. The rules for the adminis-
tration of the rehired annuitants were clarified and monitored. Activity
in the area of service computations has increased sharply due in part to
the development of special retirement programs for Contract personnel. The
participation in the operation of the Administrative Allowances Committee
has required increasing amounts of time and effort.
h. Retirement Affairs
The developmental and research work performed prior to the fiscal year
came to fruition in the sense that we were able to offer "line" services
in the areas of individual counseling, group seminars and briefings,
employee informational handouts and other literature, and to expand job
lead sources and job search counseling. A statistical summary of significant
activities follows:
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Pre-retirement counseling sessions 1,404
Employment counseling sessions for retirees 485
Employment counseling sessions for resignees 484
Retirements processed - CIARDS~ ^
Retirements processed - Civil Service
Initial resumes prepared 293
Job leads given to retirees 4i7
Job leads given to resignees 416
Job sources developed 85
Written replies to external employment investigators 384
Visits of external employment investigators to RAD~EEAB 312
-~ Includes 11 deaths in service.
25X9A2
2. Fiscal Year 1970 Plans and Objectives
Our goal continues to be the furnishing of prompt quality service to Agency
personnel. We will refine the procedures for support of employees and depen-
dents. We will prepare a booklet covering all phases of the various insurance
programs. We will endeavor to obtain final coordination and issuance of the
revised Handbook of Employees Compensation and Overseas Medical Benefits. The
United States Civil Service Commission has announced that an open season will
be held November 10 through 28, 1969 for purposes of changes in health insurance
enrollment under the Federal Employees Benefits Health Program. This insurance
opportunity will be staffed out by preparing Headquarters and Field Notices
and furnishing information and advice on changes. Eligibility criteria for
all of our plans will be reviewed for the purpose of extending benefits to
Contract employees where possible. There is a major job to be done in updating
regulatory issuances dealing with claims for employment compensation, medical
compensation and similar activities. The proposed revision to HR 20-37, Honor
and Merit Awards, should be coordinated and distributed by September 1969. We
will endeavor to publicize and accelerate approval of the Suggestion and Inven-
tion Awards submitted by our employees. We plan an expansion of the retiree
follow-up program and enlargement of our job placement sources. There is also
a need for more extensive pre-job search counseling to prepare retirees for
successful exploration of job leads.
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1. Fiscal Year 1969 Accomplishments
a. The post mortem of the Fiscal Year 1969 Advance Staffing Plan showed
a high rate of accuracy in the predicted requirements as against the actual
accessions. There were staff requirements predicted for the year and 25X9A2
actual accessions totaled GS personnel. The F'Y 70 ASP has been turned 25X9A2
over to Placement Division for implementation, an action which is expected to
improve the validation and control aspects of the ASP. Effort can nova be
turned to other personnel planning areas, particularly on the problem of move-
ment and flow of people within the system as seen in the perspective of the
decade ahead.
b. In the Regulations area, the backlog of old regulations, some of them
in various stages of development for up to seven years, has been worked off.
All Notices which contain material of permanent interest have been incorporated
into appropriate Regulations and Handbooks and a major start made in updating
Office of Personnel Memoranda. The recommendations of the Administrative
Authorities Task Force were approved in principle and are being incorporated
into the Regulations.
c. Special studies were conducted dealing with a wide range of personnel
management problems, such as career expectation, succession, and attrition.
d. In the records management area principal emphasis was on the close
review of all records control schedules and the purging of duplicative and
records material not required for legal, administrative or historical purposes.
The purge began in August 1968 when 2,501 cu. ft. were on hand at the Records
Center. As of 30 June 1969 these holdings were reduced to 1,855 cu, ft. A
statement of the "Office of Record" responsibility was developed as a part of
this program in an effort to effect better records discipline.
e. BALPA reporting continued to be a major workload responsibility involving
reports on overseas head count by country, the percentage of returnees, and
the maintenance of a current reporting capability. In anticipation of, and
preparation for, requirements from the SIPS Program, all statistical reports
were studied and user comments secured. Through the Contract Personnel Accounting
Project, we are now able to include Contract personnel in the Agency personnel
reporting capability. All forms ~I-44j, "Qualifications Supplement to the Per-
sonal History Statement" have been coded, which-means that the Agency's Quali-
fications Inventory has been basically established. The Clandestine Service
(CS) reversed a previous decision and are now coding CS work experience. The
result of these necessary activities has been an increase in demands on our
statistical and reporting facilities.
f. Activity in the area of position management and compensation remained
at the same general level as last year. Major accomplishments have included
studies of comparability, pay and compensation practices throughout the govern-
ment and industry, the maintenance of average grade and upper level position
structures, the evaluation of supergrade and SPS positions, the maintenance
of numerous advanced rate pay schedules and the administration of wage rates
for several categories of wage employees.
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Breakdown of the workload approximates the following:
Position surveys and individual actions
30/0
Review and distribution of staffing complements
10~
Planning papers
2~
Average grade maintenance
2%
Pay changes
2of
Position standards, grading plans and techniques
l~o
External wage and salary data
l~
Special studies and staff services
38%
Formal training and leave
14~
The Agency Handbook of Occupational Titles and Codes was completely revised.
Position reduction required by the BALPA ceiling reductions was accomplished
for all components.
2. Fiscal Year 1970 Plans and Objectives
Improvement will be sought in the decision-making processes to permit
faster reaction on adding administrative authorities and government-wide stat-
utory benefits as Congress authorizes them. The plans effort will concentrate
on the problem of movement and flow of people within the system f"uxnishing staff
assistance and background studies for presentation to top management. These
efforts will also be focused on problems and recommendations required by over-
seas and ceiling cutbacks. Our records and reporting activities will continue
to be responsive to the needs of management and will be kept under continuous
review in collaboration with the SIPS Program for conversion to new EDP equip-
ment and capabilities.
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