RETIREMENT STATISTICS ON CIA RETIREMENT AND DISABILITY SYSTEM (CIARDS) FOR THE GENERAL ACCOUNTING OFFICE (GAO)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89-00066R000900020028-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 4
• Document Creation Date: December 22, 2016
• Document Release Date: January 11, 2011
• Sequence Number: 28
• Content Type: MEMO

Sanitized Copy Approved for Release 2011/01/11: CIA-RDP89-00066R000900020028-4
SUBJECT: Retirement Statistics on CIA Retirement and Disability
System (CIARDS) for the General Accounting Office (GAO)
1.~ Office of Legislative Liaison, contacted
me on 24 October to as whether we would provide some retirement
statistics on CIARDS to Mr. Tom Eickmayer, who is working on a
GAO study on retirement options. Presumably this information
will be used by the Senate in its overall study of retirement
systems. The information requested is the average age and years
of service for those CIARDS employees who elected optional
retirement in fiscal year or calendar year 1983. Mr. Eickmayer
has already received information from other agencies including
the Air Traffic Controllers and the State Department.
2. Because the information on CIARDS is available in the
annual CIARDS report to the Congress, and our
consultant, does not see any harm in releasing this in ormation,
the Deputy Director of Personnel, approved my giving
this information to for passage to Mr. Eickmayer
for CIARDS in fiscal year 1983. The information is as follows:
average Federal service 29.3 years, average age 52.8.
cc: A-C/RD
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The DDI Analyst
Question: What makes him "unique"?
Answer: What other analyst, in or out of government,
does what they do?
? There are no old analystsin the DI.
The analytical function in CIA is a wearing one. Day in
and day out the analyst must be highly charged,
and creative. Over time creativity and energy goes.
There is a great deal of stress on older analysts beinq
forced to learn new ADP techniques, to task and use new
sophisticated collection systems.
You do not find creative, productive line analyst much
beyond age forty. At that point you have to find them
other jobs.
0 One Agency Concepts
There is a need for the DI analyst to see themselves as a
member of a unique team. The more you make that
impossible the more you will lose them. We must
psychologically strengthen that sense of uniqueness.
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? We must hire people for a career.
It takes deep immersion over a period of time in
substantive issues to develop the highly skilled DI
analyst. The DDI is a young and inexperienced
directorate at this time and this hurts. We don't want
people coming in and out every five years--DDI analyst
are not like academics. They must learn the intelligence
business, complicated collection systems, writing
techniques. Any retirement system which increases
mobility would be detrimental to us.
? No one does what DDI does in esoteric areas--we are
unique in our production of intelligence in such areas of
Soviet rocketry, economics and crop production;
terrorism, narcotics, etc.
Our job is a much more complicated and substantive
analytical problem.
? We can't compete salary wise for the good people we need
so our retirement system and benefits must be good.
We must attract widely diverse talents--technical,
emigrees, skilled writers, etc.
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? Responsibility for Final Product
It is quite common for a GS-11/12 to brief a cabinet
level or higher executive, brief the Hill, etc. The
impact of our young analyst certainly makes us unique in
Washington circles.
? Overseas Service of DI analyst
DI analyst overseas must be mid. and treated as equals
to others serving overseas.
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