INTELLIGENCE COMMUNITY INFORMATION REQUEST- COMPENSATION- PAY AND BENEFITS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R000601580004-3
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 31
• Document Creation Date: December 27, 2016
• Document Release Date: May 2, 2013
• Sequence Number: 4
• Publication Date: July 18, 1988
• Content Type: MISC

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INTELLIGENCE COMMUNITY INFORMATION REQUEST
COMPENSATION - PAY AND BENEFITS
This portion of the Panel's work has three objectives:
1. To evaluate the existing patterns of compensation (pay
and benefits) within and among the agencies of the intelligence
community from the standpoint of consistency and equity (within
the framework of the intelligence community, and between the
intelligence community and other employers), and the rationale for
any differences between agencies.
2. To review current proposals for changes in pay and
benefits within the intelligence community and develop criteria or
guidelines for evaluating proposals for future changes.
3. To examine proposals and make recommendations for changes
in compensation systems beyond those currently under consideration.
The first step is to obtain information on the present
compensation systems in a form that allows comparison from one
agency to another and analysis of similarities and differences.
NAPA is providing a questionnaire that will produce the kind of
information needed. The questionnaire is divided into four parts,
as follows:
Part I: Fundamental Principles and Objectives of the
Compensation System.
Part II: Basic Pay - the System for Determining Basic Pay
and Allowances.
Part III: Overseas Pay - Adjustments and Additions to Pay
for Overseas Service.
Part IV: Employment Benefits.
Many of the questions are posed in a way that a simple
check-mark will provide the answer; but others will require
written responses and some data. In order to spread out the work
of responding to this inquiry, we have set different deadlines for
each of the four parts, as indicated below. The due dates for
each Part do not fall in consecutive order, but were selected on
the basis of our estimate of the amount of work involved in
responding to each Part. At any rate, we need to get back all of
the Parts from all of the agencies no later than the final date
indicated below.
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If it would speed up or simplify the process, NAPA will make
staff members of the study team available for agency briefings or
discussions covering the points in the questionnaire, instead of
asking agencies to complete the responses in writing. Please call
at 351-2601 if you would prefer to schedule an informal briefing
or other kind of meeting.
Response Due Dates:
Part I
Part IL
Part III
Part IV
July 29, 1988
August
August
August
19,
12,
5,
1988
1988
1988
Date of Request: July 18, 1988
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PART I. FUNDAMENTAL PRINCIPLES AND OBJECTIVES OF THE
COMPENSATION SYSTEM
Response Due: July 29, 1988
In this Part, the questions relate to the objectives of the
agency's compensation system or systems, and to the principles
underlying the system.
An employer's compensation system may serve several purposes
simultaneously. The amounts an employer pays to employees, and
the methods by which the employer decides on the rates of pay may
reflect deeply held views about fairness within the organization
("internal equity"), about the stature of the organization in
relation to other employers ("external equity"), about what it
takes to motivate employees to do the work of the organization
("incentives and rewards"), about the employer's sense of social
responsibility, and about the central concepts of management
within the enterprise, among other matters.
Question 1. What are the objectives and principles underlying the
compensation system of the agency? Check mark any
statements below that describe the fundamental
objectives of the pay plan of the agency.
(Statements may overlap; they are not necessarily
mutually exclusive):
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INTERNAL EQUITY OBJECTIVES
1. Should provide equal pay for substantially equal
work.
2. Should provide equal pay for work of equal value.
3. Differences in compensation should be based on
differences in difficulty and responsibility of
the work performed.
4. Should be accepted by managers and employees -
perceived as fair and equitable.
EXTERNAL MARKET OBJECTIVES
1-7 5. Should enable the agency to get and keep the kind
and quality of employees needed to carry out its
mission.
/7
6. Should enable the agency to meet the competition;
to match or keep in step with market rates for
the kinds of skills, knowledges, and abilities it
needs.
7. Should enable the agency to beat the competition;
to get ahead of the market rates for the kinds of
skills, knowledges, and abilities needed.
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WORK PERFORMANCE OBJECTIVES
/7 8. Should provide incentives and recognition for
superior work performance, and withhold monetary
rewards for ineffective performance.
/7-
. Should recognize differential contributions of
workers to accomplishment of the work goals of
the organization.
10. Should recognize differential contributions of
managers to accomplishment of the missions of the
agency.
11. Should recognize and reward seniority, loyalty,
and long service to the organization.
12. Should recognize and reward differences in
productivity of workers within the organization
or agency.
SOCIAL RESPONSIBILITY OBJECTIVES
13. Should comply with laws against discrimination
based on race, sex, national origin, age,
handicapping condition.
14. Should foster, support, or encourage distribution
of women and minorities throughout the grade and
pay levels, and should discourage concentration
of women and minorities in low-paying occupations.
15. Should support the concepts of "pay equity" or
"comparable worth", including equalization of pay
of women and minorities as groups with the pay of
men and majority groups in the work force.
PERSONNEL MANAGEMENT OBJECTIVES
16. Should provide a structural framework for the
personnel management programs of the agency --
career entry, career planning and development,
internal placement, compensation and benefits,
retirement, etc.
17. Should aid in forecasting work force requirements
and planning to meet them.
18. Should be efficient or cost effective to
administer.
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CENTRAL MANAGEMENT OBJECTIVES
/-7 19. Should promote efficient job design and
organizational structuring within the agency.
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20. Should support systematic, rational
administrative processes -- budgeting, financial
management, resource allocation.
21. Should contribute to ability to predict and
control costs of operations.
22. Should maintain personnel resource costs at
levels that assure maximum returns for tax funds
spent, or keep costs at lowest levels consistent
with mission accomplishment.
OTHER OBJECTIVES
State any objectives or principles of the agency
compensation system or systems that are not covered
by the statements above.
Question 2. Indicate the approximate rank order of the importance
of the major groups of objectives. In the boxes
below, indicate the most important group of
objectives by the numeral "1", then rank order the
other groups of objectives, down to the least
important.
INTERNAL EQUITY: Treating employees doing similar
work in similar circumstances about the same.
EXTERNAL EQUITY: Keeping pace with the competition
in labor markets outside the agency.
WORK PERFORMANCE: Recognizing differential
contributions to success of the enterprise.
SOCIAL RESPONSIBILITY: Meeting an employer's
responsibilities with respect to non-discrimination
and other social objectives.
PERSONNEL MANAGEMENT: Providing a basis for orderly
administration of the human resources of the agency.
COST MANAGEMENT: Providing resources necessary for
mission accomplishment at least possible cost.
OTHER:
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Question 3. Have the fundamental objectives and principles of the
compensation system of the agency been stated or
published in any way?
-In statute? (Provide a citation or a copy).
-In regulations? (Provide a copy)
-In other statements of policy/handbooks/
manuals/or other places? (Provide a copy of
relevant portions).
Are any such statements of objectives available to
employees? To supervisors and managers? To
interested persons or organizations outside the
agency?
Question 4a. With respect to external labor markets for people
with the kinds of knowledges, skills, and abilities
needed for the work of the agency, identify the
primary competitors the agency faces. Primary
competitors seeking the same kinds or levels of
skills as the agency in critical occupational areas
may be (check as many as apply):
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//
//
//
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Other agencies of the intelligence community.
Other Federal agencies outside the intelligence
community.
The Foreign Service.
The Military Services.
State and Local Governments.
-Corporations and companies of the private sector of
the economy. (Indicate what kinds of companies,
e.g., multinational corporations; technical companies
engaged in manufacturing and marketing products;
service industries engaged in research or in
providing information or advisory services; small
enterprises engaged in providing services or
products, or others).
Academic institutions. (Indicate what kinds of
institutions, such as college and university
faculties (in what subject-matter areas?); nonprofit
research foundations ("think tanks"), associations of
scholars devoted to area studies/modern language
studies/science/technology transfer/social
science/public administration/business
administration/policy analysis/or other fields of
concentration; archival and library institutions, or
others.)
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/-7 Other entities or organizations. (Please describe
them).
Question 4b. Next, describe, in a general way, the conditions the
agency faces with respect to the primary competitors
identified and how these conditions affect the
compensation package of the agency. For instance,
with respect to a particular category of competitor,
the agency may find itself at a comparative
disadvantage because the other employers seeking the
same kinds of people can pay more, or can adjust pay
schedules faster, or can offer pay incentives
different from those of the agency, or can make
hiring decisions and pay offers faster, or can offer
working conditions that are more attractive (e.g,
freedom from security restrictions, less hazardous
environment, etc.).
Question 4c. Finally, outline the methods the agency uses to find
out what labor market competitors are offering or
paying. For instance, these methods may include
reference to standard wage or salary surveys (BLS,
CENSUS, private associations); systematic
agency-conducted surveys; feedback from agency
recruiters; attrition studies; cost-of-living data;
feedback from prospective employees who decide to
accept offers from other employers; feedback from
agency employees who leave for jobs with other
employers that pay more or have better benefits or
better working conditions; or other methods.
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PART II. THE SYSTEM FOR DETERMINING BASIC PAY AND ALLOWANCES
Response Due: August 19, 1988
In this part, the questions seek descriptive information on
the system or systems of the agency for determining the basic pay
of employees.
Since the General Schedule classification and pay system for
while collar work is well known, some of the questions are framed
in a way that asks for a comparison of the agency system or
systems with the main features of the General Schedule.
The NAPA study team already has information on some of these
questions from some of the agencies under study. Where the team
has sufficient information from specific agencies, that fact is
noted and those agencies do not have to supply any additional
information on those points. If no statement is made about this
matter with respect to a particular question, NAPA needs a
response to the question from all of the agencies involved in the
study.
Some of the agencies are devoted exclusively to
intelligence and counterintelligence missions (e.g, CIA, NSA,
DIA). Those agencies should interpret the questions to apply to
the whole agency. With respect to other agencies included in the
study, i.e., the military intelligence services, the FBI, the
State Department, the questions should be interpreted to apply
only to the portions of the agencies that are devoted to
intelligence or counterintelligence missions, and then only to the
civilian staff devoted to those functions or to supporting those
functions.
FORM OF PAY SYSTEMS:
Question 5. Does the agency maintain a rank-in-person pay system
for any of its employees?
/7
No. Agency pay systems are all rank-in-job systems.
(If no, move on to Question 6.)
If yes, please describe the rank-in-person system or
systems.
- What employees does the system cover?
- What are the ranks and pay levels within the
system?
- Is there a method to match employees and their
personal ranks with billets, positions, or duty
assignments?
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- Does the rank in person system have an up-or-out
advancement feature?
(NAPA has sufficient information on Question 5 from STATE.
NAPA needs information on this question from CIA, NSA, DIA,.
the MILITARY INTELLIGENCE AGENCIES, and FBI.)
BASIC PAY FOR NONSUPERVISORY EMPLOYEES IN RANK-IN-JOB SYSTEMS
Question 6. Determining Basic Pay for Nonsupervisory Employees:
With a rank-in-job system the first step in pay
determination is to classify the position. Since the
salary rate table is linked directly with the
position classification structure of the system, the
rate of basic pay for the employee follows
automatically trom the classification of the
position. Question 6 is split into two parts.
Question 6a. inquires about the structure of the
position classification scheme in the agency, by
comparison with the General Schedule classification
scheme. Question 6b. inquires about the structure of
the salary rates in the agency, by comparison with
the salary rate table of the General Schedule.
Question 6a. Position Classification: How does the position
classification scheme of the agency compare with the
classification scheme of the General Schedule?
In the General Schedule, the unit that is to be
classified in the position. (Definition: the duties
and responsibilities assigned to one employee.) The
position is to be placed in a class. (Definition:
all positions sufficiently similar as to kind of work
and level of difficulty and responsibility and
qualifications required-as to be treated alike in pay
setting and all other personnel management functions.)
The classification scheme of the General Schedule
subdivides work first into occupations and second
into grade levels. The universe of work is
subdivided into 22 Occupational Groups, and then into
440 specific occupational series, which are defined
by OPM. The levels of difficulty and responsibility
are subdivided into 18 grades '(15 for nonsupervisory
work), which are defined in statute and further
described in OPM classification standards.
What is the structure of the classification scheme or
schemes used in the agency?
The agency uses the General Schedule occupational
structure as specified by OPM and the General
Schedule grade structure. (If no, move on to
Question 6b.)
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/7 The agency uses a classification scheme that differs
from the General Schedule structure. If so, please
describe how the agency classification scheme differs
from the General Schedule in terms of occupational
(kind-of-work) subdivisions and grade (level-of-work)
subdivisions. Please indicate whether the
occupations and the grades are defined in a document
that is available to employees, to supervisors, or to
others.
(NAPA has sufficient information on Question 6a from CIA and
STATE. NAPA needs information on this question from NSA,
DIA, the MILITARY INTELLIGENCE SERVICES, and FBI.)
Question 6b. Salary Determination: The grade level of the
position determines the pay level of the employee.
The salary table of the General Schedule has 18 pay
grades (15 for nonsupervisory work), and each grade
is further subdivided into pay steps. The pay rates
embodied in the table are revised periodically, and a
new table is issued by an Executive order.
What is the structure of the salary table used in the
agency for nonsupervisory work?
The agency adheres to the General Schedule salary
table. (If so, move on to Question 6c.)
The agency uses a salary schedule for some or all of
its employees that differs from the General
Schedule. If so, please describe the major
difference in terms of structure -- the number of pay
levels, the steps within grades, the size of the
differentials between steps, or other differences.
Indicate the coverage of the non-GS pay schedule.
Indicate how the pay rates in the non-GS schedules
compare with the GS rates. Indicate whether the
rates are revised from time to time. how frequently,
and on what basis.
(NAPA has sufficient information on Question 6b from CIA and
STATE. NAPA needs information on this question from NSA,
DIA, the MILITARY INTELLIGENCE SERVICES, and FBI.)
Question 6c. Simplification of the Pay Determining Process:
Has the agency taken any steps to simplify the
classification and pay system?
Under the General Schedule, some Federal agencies are
currently experimenting with alternative pay schedule
structures and methods of deciding on pay for
individuals. ,
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Some of these experiments involve "pay banding." Two
or more grade levels of the GS pay schedule are
combined into a single pay band, and the separate pay
steps within grades are eliminated. New employees
can be started at any rate within the broader pay
band that will enable the agency to match the
relevant labor market rates. Pay changes of
individual employees are not set by fixed step
rates. The supervisor adjusts the pay of each
employee periodically on the basis of individual
performance.
Other experiments aim at more precision in adjustment
of salary schedules to match labor market competition
for the kinds of knowledges, skills, and abilities
the agency needs. Typically, these experiments
involve consideration of data about local pay rates
for work that is comparable to that of the agency,
instead of making the same adjustments nationwide
based on average rates in a nationwide survey.
Has the agency tried these or other measures to
simplify the structure of the pay schedule, or to
link movement through pay levels to performance, or
to reflect more precisely local pay rates for
comparable work?
No. (If no, move on to Question 7.)
Yes. If yes, please respond to the following
additional points:
- Describe the experiments.
- What is the status of any experiments of this
kind?
- Has the agency decided to adopt any changes
in these systems? What benefits does the
agency expect to flow from these changes?
- Has the agency decided not to adopt changes
in these systems? What are the reasons for
deciding not to make changes?
PERFORMANCE APPRAISAL IN RELATION TO PAY
Question 7. Performance Appraisal and Pay Decisions for
Nonsupervisory Workers: How does the agency appraise
the performance of nonsupervisory employees? What
use is made of performance appraisals in making
personnel management decisions?
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/7 The agency adheres to the OPM regulations for the
Performance Management System for nonsupervisory
workers. (If so, move on to Question 8.)
The agency system for performance appraisal and for
relating performance and personnel management
decisions differs from the Government-wide
Performance Management System. If so, please send a
copy of the materials that describe the performance
appraisal system, including performance rating
instructions and rating forms. Some key points to
cover:
- Whether the agency uses individual
performance standards or performance plans.
- The oasis for individual performance
standards - e.g , the duties of the
position, or a work plan for the rating
period, or general statements of the
functions and objectives of the
organizational unit.
- The ways in which performance ratings are
considered in making decisions on granting or
withholding within-grade step increases, on
promotions to a higher pay level, including
moving trainees up the career ladder, on
selection for supervisory jobs, etc.
- Whether the agency grants awards to employees
based on performance, specifically:
o Quality step increases: moving the
employee to a higher pay step within
grade based on performance.
o Cash awards for sustained superior
performance over a time span.
- The ways in which performance ratings are
considered in taking action on employees
whose work is not satisfacatory - e.g.,
counseling, retraining, reassignment, removal.
(NAPA has sufficient information on Question 7 from STATE.
NAPA needs information on this question from CIA, NSA, DIA,
the MILITARY SERVICES, and FBI.)
BASIC PAY FOR SUPERVISORS AND MANAGERS IN RANK-IN-JOB SYSTEMS
Question 8. Basic Pay for Supervisors and Managers: How does the
agency determine the basic pay for supervisors and
program managers (i.e., those not included in a
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senior executive service)? How does the system for
determining basic pay for supervisors and managers
compare with the system for determining basic pay for
nonsupervisory work?
- In the General Schedule system, the first step in
determining the pay of supervisors and managers is
classification of the job. The grade levels and
occupational structure for supervisory work are
included in the same General Schedule as the grade
levels and occupational structure for classifying
nonsupervisory work. OPM has provided a single
classification standard for all supervisory positions
in grades up to GS-lb -- the Supervisory Grade
Evaluation Guide (SGEG).
When the grade of the supervisory position has been
determined, the pay rate follows from the same
General Scnedule salary table as is used for
nonsupervisory positions. Supervisors up through
grade GS-12, like nonsupervisory employees, receive
annual comparability adjustments (when the whole
schedule is adjusted); and they get within-grade step
increases in the same manner and under the same rules
as nonsupervisory employees.
The pay of supervisors and managers in grades GS-13,
14, and 15 is determined and adjusted under separate
rules of the Performance Management and Recognition
System (PMRS), at least until the PMRS legislation
expires on September 30, 1989. This statute (Chapter
54 of Title 5, U.S. Code) prescribes for these
employees a performance appraisal system with five
possible levels of performance (from level 1 --
"Unacceptable" to level 5 -- "Outstanding"), and it
mandates that the middle level -- "Fully successful"
-- is to be defined in writing. The annual
performance rating of the supervisor or manager in
these three grades determines the amount of pay
adjustment the employee will receive. The
performance appraisal controls the pay raise in three
categories:
- Annual (Comparability) Pay Adjustment -- full
adjustment for performance at "Fully
Successful" or above; lesser adjustment or no
adjustment for performance below that level.
- Merit Increase -- an additional adjustment of
base pay (equivalent to a within-grade
increase or part of one) based on the
performance rating.
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- Performance Award -- a one-time, lump-sum
"bonus" payment, representing a percentage of
base pay; not added to base pay.
In the agency, how are supervisory and managericl
positions (other than those in a senior executive
service) classified, and how is basic pay of
these employees calculated?
The agency follows the General Schedule
classification and pay scheme for supervisors and
managers. (If so, move on to Question 9.)
The agency uses a different scheme for
classifying supervisory and managerial positions
and for determining basic pay. If so, please
provide a description of the system, including
the classification of supervisory and managerial
positions, and the role, if any, that performance
plays in determining basic pay. If the agency
has conidered but not adopted a merit pay system
or a pay-for-performance system for supervisors
or managers, please describe the circumstances
and the reasoning of the decision not to adopt
such a system.
(NAPA has sufficient information on Question 8 from STATE.
NAPA needs information on this question from CIA, NSA, DIA,
the MILITARY INTELLIGENCE SERVICES, and FBI.)
PAY FOR EXECUTIVES
Question 9. Basic Pay in a Senior Executive Service: If the
Agency has a senior executive service, what is the
structure of the system-of basic pay, and what are
the rules and procedures for determining the basic
pay of the executive?
In the Government-wide Senior Executive Service
(SES), the statute (5 U.S.C. 5382) prescribes at
least five levels of basic pay, to be established
initially, and then adjusted, from time to time, by
the President. The statute specifies the lower limit
of the SES pay scale (equal to'GS-16, step 1 of the
General Schedule), and the upper limit (equal to
level IV of the Executive Schedule).
Within that range, the President has actually
prescribed six pay levels. The head of each agency
decides what pay level to assign to each member of
the SES in the agency. Since the SES is a
rank-in-person system, the pay level is assigned to
the individual and is not necessarily based on the
grading of the job held by the individual, (although
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the agency head may elect to consider the level of
the job, or other factors, not specified in the
statute, in determining the pay level of each
individual.) The pay level of the individual may be
adjusted once a year, upward any number of levels,
downward one level a year, at the discretion of the
agency head.
Career members of the SES are eligible to receive
performance awards (bonuses) -- a one-time, lump-sum
payment, representing a percentage of basic pay -- at
the discretion of the agency head, based on the
performance of the individual. Career members of the
SES may also receive, from time to time, recognition
by the President as a Meritorious Executive (up to
five percent of the career executives per year may
thus receive a one-time stipend of $10,000), or as a
Distinguished Executive (up to one percent of the
career executives per year may thus receive a
one-time stipend of $20,000). Total compensation of
one executive in a year may not exceed the pay of
level I of the Executive Service.
Does the agency have a senior executive service?
No. (Move on to Question 10.)
Yes. If yes, please describe the pay structure
of the senior executive service and the rules and
procedures for determining and adjusting pay.
See next two items:
Agency adheres to the Government-wide Senior
Executive Service. (If so, move on to
Question 10.)
Agency has a pay structure and pay-setting
rules that are based on, but different from,
those of the SES. If so, please describe.
(NAPA has sufficient information on Question 9 from STATE.
NAPA needs information on this question from CIA, NSA, DIA,
the MILITARY INTELLILGENCE SERVICES, and FBI.)
PAY IN ADDITION TO BASIC PAY
Question 10. Compensation in Addition to Basic Pay -- Adjustments,
Additions, or Supplements to Basic Pay, or Allowances
not Related to Basic Pay:
Listed below are several types of adjustments or
additions to basic pay, or allowances that may
supplement the basic pay of employees, supervisors,
or managers. Please check off any or all of these
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types of additional compensation the agency gives to
employees in certain circumstances. Then, for each
type of additional compensation, please provide a
fuller explanation, covering the following:
- Eligibility: who is eligible to receive the
additional compensation and under what
circumstances?
- Amount: what is the rate or amount of additional
compensation and how is it calculated?
- Rationale: why is the additional compensation
considered necessary?
- Extent: does the additional compensation apply
.only on domestic assignments, or also overseas?
Does it apply only to nonsupervisory employees,
or also to supervisors, managers, and senior
executives?
(NOTE: Allowances that relate only to overseas assignments
will be covered separately in Part III of this inquiry.)
The categories of possible additional compensation are:
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Special pay rates or special pay schedules for
employees in lines of work that represent critical
skills, or hard-to-fill jobs, or occupations in which
the agency has difficulty recruiting new employees or
retaining experienced employees because of salary
competition from the private sector or from other
government entities. (State what employees get these
rates; whether the rates are a flat percentage of
basic pay added onto basic pay, or special rates
superimposed on the regular salary table, or a
separate salary table, or some other form; whether
the rates are geographically restricted or paid
everywhere. Send a copy of any special salary
schedules.)
Incentive Awards:
/7
Cash or honorary awards for one-time special
acts or services, or for superior
accomplishments.
Cash or honorary awards for ideas or
suggestions that improve operational
performance.
Cash or honorary awards for inventions.
Presidential Awards: Cash or honorary awards for
contributions to economy, efficiency, or improvement
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of Government, or for Meritorious acts or services.
Pay Differentials:
Extra pay for overtime work. (Indicate
whether employees are exempt or non-exempt
under the Fair Labor Standards Act (FLSA).
Indicate the basis for calculating overtime
pay, and limits on overtime pay, if any.)
Extra pay for night shift work.
Extra pay for work on Sundays or holidays.
Extra pay for being on-call, or subject to
call-back.
Extra pay for work in hazardous conditions or
under unusual physical hardships. (Indicate
if hazard pay applies only to irregular or
intermittent hazards or hardships that have
not been considered in classification of the
position, or automatically applies to all
employees in certain occupations or
locations.)
Extra pay for work at remote sites.
Allowances:
One-time recruitment bonus to employees in
hard-to-fill job categories.
Extra pay allowance (one-time or continuous)
to retain experienced employees in critical
skills categories.
Incentive payments to employees to learn a
language, or to improve or maintain language
skills.
Incentive payments to get employees
interested in geographic reassignments.
(Within U.S. only, or also overseas? To any
location, or only to specific locations?
One-time lump-sum, or continuing addition to
compensation?)
Extra pay for living and working in high cost
of living areas. (Which areas? How is it
calculated?)
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/-7 Travel and Moving:
/7
Reimbursement for travel in connection with
geographic relocation or training assignments.
Reimbursement for moving expenses.
/-7 Reimbursement for house-hunting trips, for
lease-breaking, or for residential
transaction fees.
/7
Extra allowance for expense of relocating
employee to permanent residence at time of
retirement, or for relocating employee's
dependents to permanent residence at time of
death of employee in service.
Other kinds of adjustments, additions, supplements,
allowances, or stipends. (please describe.)
(NAPA has sufficient information on Question 10 from STATE.
NAPA needs information on this question from CIA, NSA, DIA,
the MILITARY INTELLIGENCE SERVICES, and FBI.)
DATA ON COSTS RELATING TO COMPENSATION
Question 11. Costs of Pay and Benefits: In gross terms, what are
the costs of compensation in the agency? Please
provide the following data:
- What was the total amount spent on human
resources for the staff of the agency in the most
recently completed fiscal year -- embracing all
forms of compensation (basic pay, allowances,
supplements, additions, overseas allowances, plus
employee benefits paid by the agency), for all
employees (nonsupervisory, supervisory,
managerial, executives).
- Has the amount spent on compensation been stable,
increasing, or decreasing during the last five
years? Does the amount of change in spending
correlate with changes in staffing levels during
the same period, or is the amount of change
disproportionate with changes in staffing?
- Indicate the percent of the total personnel costs
that went into salaries and allowances, i.e., the
payroll of the agency. Has this percentage been
stable, increasing, or decreasing during the last
five years? What accounts for the changes, if
any?
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- Indicate the percent of the total personnel costs
that was spent on performance awards, bonuses, or
other incentive payments related to work
performance. Has this percentage been stable,
increasing, or decreasing, over the last five
years? What accounts for the changes, if any?
- Indicate the percent of total personnel costs
spent on extra pay and allowances for employees
stationed abroad. Has this percentage been
stable, increasing, or decreasing over the last
five years? What accounts for the changes, if
any?
- Indicate the percent of total personnel costs
spent on basic employee benefits -- health
insurance, life insurance, and retirement. (If
possible, break this down further to distinguish
between health insurance spending, life insurance
spending, and retirement spending by the
agency.) Has this percentage been stable,
increasing, or decreasing over the last five
years? What accounts for the changes, if any?
(NAPA needs this data from CIA, NSA, and DIA only; not from
STATE, or the MILITARY INTELLIGENCE SERVICES, or FBI.)
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PART III. OVERSEAS PAY - ADJUSTMENTS AND ADDITIONS TO PAY FOR
SERVICE ABROAD
Response Due: August 12, 1988
This Part of the inquiry seeks information about the policies
and practices of the agency relating to additional pay and
allowances for employees assigned to work abroad.
(NOTE: NAPA has sufficient information on Questions 13 and 14
from STATE; however, we would appreciate having STATE respond
to Question 12. NAPA needs information on Questions 12, 13,
and 14 from CIA, NSA, DIA, the MILITARY INTELLIGENCE SERVICES,
and FBI, unless noted otherwise on specific questions below.)
Question 12. Objectives of Additional Pay and Allowances for
Overseas Assignments: Several possible purposes may
be served by giving employees extra pay and special
allowances for service abroad. Please check off any
purpose on this list that apply in the agency, and
provide additional comments on any you feel need more
explanation.
/-7 To give employees incentives to take assignments in
other countries.
// To reimburse employees for extraordinary expenses they
would face in an overseas assignment but not in an
assignment within the United States.
To compensate employees for social or physical
hardships incidental to overseas assignments, e.g.,
disruption of family life, community services and
living conditions not up to U.S. standards, separation
from accustomed patterns of life in the United States,
necessity of learning to function in an unfamiliar
cultural environment, physical hardships relating to
climate, the environment, unavailability of health
care, isolation, the particular job to be done, or
other factors.
To enable employees to maintain a respectable life
style as representatives of the United States.
To enable employees to maintain a life style on a par
with other Americans in the same locations.
To enable employees under cover to maintain a life
style commensurate with the functions and social
standing of the lines of work they are presenting as
their own.
To keep employees from suffering economic losses
because of their absence from the U.S., or because of
fluctuations in the value of the dollar.
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/-7
To offset the special hazards of representing the
United States in areas where terrorism abounds and is
aimed at U.S. officials in particular.
Other objectives:
Question 13. Check List of Possible Allowances for Service
Overseas: The following check list presents numerous
kinds of allowances, one-time payments, or tax
exemptions that may be given to employees serving
abroad, but not to employees serving in the U.S. Most
of these items are derived from a list of such
allowances available to members of the Foreign
Service; but some of them come from lists of special
allowances that are available to employees of
intelligence agencies but not to the Foreign Service.
Please check off all items that may apply, in some
form, to employees of the agency serving overseas,
even if agency employees do not receive exactly the
same payments as members of the Foreign Service:
AUGMENTATION OF BASIC PAY ON A CONTINUING BASIS -
17
Payment of an increased rate of basic pay for service
overseas. (Describe how the extra pay is calculated,
e.g., a flat percentage of basic pay added to basic
pay, or a separate salary table for overseas work. If
so, send a copy of the table.)
(Note: NAPA has sufficient information on this point
from CIA and STATE. NAPA needs information on this
point from NSA, DIA, the MILITARY INTELLIGENCE
AGENCIES, and FBI.)
/-7 Extra pay incentives for performing covert work
overseas.
// Extra pay for assignment with paramilitary operations
or similar assignments.
MONETARY ALLOWANCES RELATING TO MOVING OVERSEAS -
Advance of pay: advance of salary to ease the
transition from domestic to foreign assignment, to be
repaid over time by payroll deductions.
Consumables shipment: payment to buy and send
consumable foods and expendable supplies to a post
where such commodities will be unavailable.
Residential transactions: reimbursement for
lease-breaking or for residential transactions for
moving from the U.S. overseas.
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/-7 Moving and storage of household goods: payment to
move household goods either to post of duty or to a
storage facililty.
7
Transfer allowance - foreign: payment for certain
expenses incidental to closing down residence in U.S.
and moving overseas, e.g., predeparture subsistence
for lodging, meals, laundry; converting household
appliances; automobile registration fees and drivers
license fees.
Transfer travel and per diem: payment of travel and
per diem expenses for employee and dependents in
moving to overseas post.
Temporary lodging allowance: payment to employees
upon arrival at overseas post to defray costs of hotel
rooms wnile locating residence quarters or awaiting
arrival of furniture.
Supplementary post allowance: payment to offset
extraordinary meal expenses when employee and family
are compelled to occupy temporary nonhousekeeping
quarters upon arrival at overseas post because
temporary quarters with housekeeping facilities are
not available.
Transportation of automobile: payment to transport
private automobile overseas and back to the U.S., or
to transport a replacement vehicle if automobile is
stolen or destroyed, or if the employee is overseas
more than four years.
Tax reimbursement: reimbursement for Federal, State,
or local income taxes charged on travel and
transportation expenses and relocation allowances.
Lost or damaged property: payment of claims for loss
of or damage to personal property.
NONMONETARY BENEFITS RELATING TO MOVING OVERSEAS -
//
Federal manufacturer's excise tax exemption: employee
is exempt from paying Federal Manufacturer's excise
tax on automobiles or other goods taken overseas with
intent ultimately to sell or dispose of them and not
to bring them back to the U.S.
Customs privileges: foreign government waives its
customs duties for agency employees, on a reciprocal
basis with U.S. Government.
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/7 Family orientation training: orientation of family
members going abroad with employee.
Medical examinations: free medical examinations for
employee and dependents incidental to change of
assignment.
Immunizations: free immunizations and booster shots
for employees and dependents.
MONETARY ALLOWANCES RELATING TO LIVING ABROAD -
Post allowance: payment of "cost of living"
allowances added to salary for serving at posts where
the costs of goods and services significantly exceed
costs in Washington, D.C.
Post differential: payment of differential added to
salary for "hardship" posts, for assignment or detail
to posts with unusually difficult or unhealthful
conditions or severe physical hardships. (If agency
pays a hardship post differential, may employee elect
to get extra service credit toward retirement instead
of money? // Yes // No )
/-7 Separate maintenance allowance: payment of allowance
added to salary for maintaining family at a location
other than the overseas post of duty (in lieu of other
family allowances). -
/7
/7
Basic living quarters allowance: payment of allowance
to enable employee to secure suitable housing and
related services if U.S. Government does not provide
quarters at the post of duty, including payment for
rent, garage space, furniture rental, property
insurance, agent's fees, initial repairs.
Supplemental living quarters allowance: payment of
additional allowance when the basic allowance is
insufficient.
Foreign income tax reimbursement: payment of
reimbursement for income taxes paid to foreign
government (in lieu of exemption from income taxes of
foreign country).
Layette shipment: payment for shipment from U.S. to
overseas post of clothing, furniture, and equipment
for a newborn child.
Representational allowances: payment of allowances
for expenses related to representing the U.S., for
entertainment, gifts, gratuities.
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NONMONETARY BENEFITS RELATED TO LIVING ABROAD -
/ Government housing: housing provided by U.S.
Government at post overseas, including heat, fuel,
lighting, furniture, equipment, repairs, maintenance,
garage space, guards, gardeners, and telephone
installation (in lieu of monetary housing allowances).
17
Commissary: permission to make purchases at military
commissaries or post exchanges.
Military clubs: permission to use military clubs,
messes, and recreational facilities overseas.
Duty free goods: foreign government allows agency
employees to purchase goods duty free, on a reciprocal
basis.
Health care: health .care for employee and dependents
provided at overseas post of duty, including
hospitalization at Government expense.
Local holidays: time off on local holidays of foreign
country, as well as U.S. national holidays.
Income tax exemptions: exemption from local income
taxes of foreign government (in lieu of reimbursement
for local income taxes).
Loan of household goods: U.S. Government lends
employee basic household furnishings and equipment for
use at post of duty in lieu of paying costs to ship
household goods overseas and back.
SPECIAL MONETARY PAYMENTS FOR EXPENSES RELATING TO FAMILY LIFE -
/7
Education allowance: payment for educational expenses
of children, including tuition, room and board, and
travel expenses between post of duty and location of
school.
Educational travel allowances: payment for travel
expenses of student attending college in the U.S.,
covering round trip between post of duty and U.S.
Emergency visitation travel: payment of expenses for
employee, spouse, or family member to travel to the
U.S. from overseas post to visit family member
suffering serious illness or injury, or likely to die.
Health care travel: payment of travel expenses for
employee or dependents to get health care or dental
care not available at post of duty, including travel
expenses of patient and expenses of family member or
attendant required to accompany the patient.
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/7 Emergency evacuation: payment of allowances in event
of emergency evacuation of employee and/or family from
post of duty, including travel expenses, subsistence,
and other allowances.
/7
Separated parents: payment of travel expenses of
children sent to visit separated or divorced parents.
SPECIAL MONETARY ALLOWANCES RELATING TO REST, RECUPERATION, OR
RECREATION WHILE OVERSEAS -
/7
/7
Home leave: payment of travel expenses and per diem
and limited freight expenses for employee and family
between overseas tours of duty (time off charged to
annual leave).
Rest and recuperation: payment of travel expenses of
employee and family to travel for rest and
recuperation during period of service at posts that
present unfavorable conditions of climate, isolation,
housing, sanitation, lack of essential services,
prevalence of communicable diseases, or unusual
personal hazards.
SPECIAL MONETARY AND NONMONETARY ALLOWANCES RELATED TO SERVICE IN
DANGEROUS POSTS -
/7
/7
Danger pay: extra pay for danger at a post where
civil insurrection, civil war, or warlike conditions
prevail.
Family visitation travel: payment of travel grant for
an employee in an imminent danger area to visit family
located away from the danger area.
Stress, hardship, abuse allowances: special leave
and/or travel allowances for employees who have been
subjected to unusual physical or psychological stress,
or hardship, or abuse.
Death gratuity: payment of death gratuity to
dependents of an employee killed overseas as a result
of hostile or terrorist activities or high-risk
intelligence activities.
Income tax exemption: U.S. Government foregoes income
taxes of an employee who dies because of terrorist
activities overseas.
MONETARY ALLOWANCES RELATED TO RETURN FROM ABROAD -
(Note: payments for moving and storage of household goods,
for transfer travel and per diem for employee and family and
for transportation of personal automobile, are assumed to be
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the same for moving back to the U.S. as for making the move
overseas. These items were listed above under the heading
"MONETARY ALLOWANCES RELATING TO MAKING THE MOVE OVERSEAS".)
/-7 Transfer allowance-home: payment of allowance to
assist with relocation expenses back to the U.S.,
covering subsistence (hotel lodging, meals, laundry,
for up to 60 days after arrival in the U.S.), and
miscellaneous expenses (converting household
appliances, obtaining automobile registration and
drivers license.)
House-hunting: reimbursement for expenses of
house-hunting trip in connection with move from abroad
back to the U.S.
Temporary lodging allowance: payment of an allowance
for expenses prior to departure from overseas post if
employee and family are required to take temporary
residence at a hotel, with supplemental allowance, if
needed, to cover meal expenses in such a situation.
Deceased employee: payment to family for preparation
of body, for casket, and for transportation of
deceased employee, and for travel of dependents and
shipment of household goods back to the U.S.
MISCELLANEOUS OTHER ALLOWANCES OR BENEFITS RELATING TO OVERSEAS
SERVICE -
Other payments, allowances, nonmonetary benefits, or
tax exemptions relating to overseas service
Question 14. Eligibility, amounts, and costs of overseas
allowances: Please review the items checked off in
Question 13 above. For each item checked, please
provide the following information:
- Eligibility: who is eligible for the allowance or
nonmonetary benefit and under what circumstances?
- Amounts: what is the formula or rule for
determining the amount to be paid?
- Rationale: what is the reason for the particular
allowance, benefits, or tax exemption?
(Note: if the agency's allowance or benefit in any of these
items is the same in substance as the Foreign Service, but the
agency has different eligibility criteria or payment formulas,
just explain the difference.)
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PART IV. EMPLOYMENT BENEFITS
Response Due: August 5, 1988
The generic definition of employee benefits is: 1) any kind of
compensation in a form other than direct wages, and 2) paid in
whole or in part by the employer.
The first question in this Part (Question 15) asks each agency
to focus attention on why they provide employee benefits to their
workers at all. It lists a number of purposes or objectives that
employers might have with respect to providing a collection of
benefits to employees over and above paying for the work they do,
and it asks each agency to indicate which of the statements
represent the reasons behind the agency's employment benefits.
The second question in this Part (Question 16) requests
information on the particular employment benefits the agency
provides for its workers. For Federal employees generally, there
is a standard package of employment benefits, embracing paid leave,
health insurance, life insurance, and retirement annuities. NAPA
assumes that employees of the intelligence community receive the
same package of benefits as other Federal employees, but asks
whether there are points on which the benefits of these agencies
differ from those of the other agencies of the Federal Government.
If so, NAPA asks for some details about the points of difference.
The third question in this Part (Question 17) asks about
benefits that may be available to agency employees beyond the
standard packages, and the last question (Question 18) asks for an
opinion about the adequacy of the current package of benefits.
NAPA requests that all agencies involved in the study respond
to the questions in this Part of the inquiry.
Question 15. Purposes and Objectives of Employment Benefits:
Virtually all progressive, responsible employers
provide to their employees a package of employment
benefits above and beyond pay for work performed.
When employers are asked why they do this, or what
they expect to gain from it, they offer a variety of
reasons. Some of the most prominent objectives of
employers in providing benefits are listed below.
Please consider the degree to which these statements
represent the purposes of the agency in providing a
package of employment benefits to employees and check
off those statements that best describe the agency's
objectives -- or, if none of the statements on the
list is appropriate, provide a statement of the
agency's objectives. (If the agency has already made
a declaration of its objectives, purposes, or policies
with respect to employment benefits, please send a
copy.)
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1-7 1. To promote the economic security of employees (and
their families) in areas they could not provide
for out of their earnings alone.
/-7 2. Because other employers provide benefits to their
employees, the agency has to provide similar
benefits in order to be competitive in the labor
markets that supply the kinds of people the agency
needs.
3. To comply with laws that require employers to
provide certain benefits to employees, e.g.
Medicare, Workmen's Compensation.
4. To cement the relationship between the agency and
employees over time, to secure organizational
loyalty and a long-term employment commitment, to
make a "contract" between employer and employees.
/-7 5. To pool resources to protect employees from the
financial impact of potentially catastrophic
events (illness, disability, death) by sharing the
risks and costs among a larger group.
17
6. To enable the workforce as a whole to cope
collectively and cooperatively with events beyond
the capacity of individual employees, both during
their working years and after.
7. Social responsibility of the employer -- to keep
employees from becoming a burden on the community,
both during their working years and their
retirement years.
8. To make it possible for employees to maintain in
later life the standard of living they have
achieved during their working years.
9. To enable older workers to leave the workforce,
thereby making way for younger workers to move up
the career ladder and also opening jobs at the
intake levels for new workers with fresh views and
recent training -- a process of continual renewal
of the vitality of the workforce as a whole.
10. Other purposes:
Question 16. Employment Benefits: This question asks agencies to
respond only if the catalogue of employment benefits
they provide to their employees differs from the
package provided to Federal employees generally, and,
if so, to describe only the key differences.
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Federal employees generally get periods of time off
with full pay: annual leave, sick leave, time off on
national holidays, military leave, jury duty leave,
and administrative leave in the event of emergencies
that make it impossible for workers to do any work,
e.g., natural disasters, severe storms, or building
shut-downs. If the agency's leave provisions differ
from the rest of the Government, please describe the
differences.
Federal employees are entitled to Workmen's
Compensation, which provides for continuation of
income during periods of disability related to injury
on the job. If employees of the agency are not able
to claim workmen's compensation, or if their benefits
differ from other Federal employess, please describe
the differences.
Through the Federal Employees Health Benefits Program
(FEHB), Federal employees can obtain either health
insurance or prepaid health care in a health
maintenance organization, for the employee and
dependents, with costs shared by the Government and
the employee. Through Medicare, they can obtain
health care support after age 65; and costs are shared
by the Government and the employee. If the agency
does not provide these benefits, or if the agency
programs differ markedly from the Government norm
(e.g., agency pays larger share of costs, or benefits
exceed or fall short of those of other agencies),
please describe the differences.
Through the Federal Employees Group Life Insurance
Plan (FEBLI), Federal employees can obtain life
insurance for themselves, including extra insurance
for accidental death or dismemberment, and can also
obtain life insurance for family members. If the
agency's life insurance offerings differ from the
plans for other Federal employees, please describe the
differences.
Federal employees other than those enrolled in FERS
may participate in the Thrift Savings Plan, with
investment by the employee only and none by the
Government. If this privilege is not available to the
agency's employees, or if the agency's provisions for
its employees are different, please indicate those
facts.
RETIREMENT:
With respect to retirement plans, we request only that
you affirm the points set forth below, or correct them
if they are wrong:
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- CIA employees may be covered by CSRS, FERS, FERS
Special Category, or, in some cases, by CIARDS.
- NSA employees may be covered by CSRS or FERS.
- DIA employees, and employees of the military
intelligence services may be covered by CSRS or
FERS.
- FBI employees may be covered by CSRS or FERS.
- State Department employees in the Foreign Service
are covered by the Foreign Service Retirement
Plan, and those in the civil service may be
covered by CSRS or FERS.
-.Except for CIARDS, and for the FBI's law
enforcement eligibility under CSRS or FERS, none
of these retirement plan provides routinely for
retirement at any age after 25 years of service,
or at age 50 with 20 years of service. (Exception
to this rule: in the event an agency is having a
major reduction in force or a major
reorganization, the agency may get permission from
OPM to offer on a one-time basis early retirement
to employees involved.)
- In addition to paying annuities to retired
employees, all of these plans offer disability
retirement in the event of injury or illness that
makes it impossible for the employee to continue
working, and all of them offer survivor's
annuities for dependents after the death of the
employee.
If any part of our understanding outlined above is in
error, please provide correct information on that
matter.
Question 17. Other Employment Benefits: Some additional employment
benefits are available to some Federal employees, in
some agencies, in some locations, but are not
necessarily part of the standard package available to
all Federal employees. Please indicate whether the
agency offers any of the following benefits, and if
so, to what employess, where, and under what
circumstances:
Counseling for alcohol, drug, financial, social, or
other problems of the employee or family that would
otherwise disrupt work or the work place.
// Day care available for children, or for elderly
dependents, with costs paid in part by the agency.
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[7.
Pre-retirement planning and counseling service.
Other benefits:
Question 18. Adequacy of Employment Benefits: This question asks
for an opinion: Are the employment benefits now
available to employees of the agency adequate or
inadequate in terms of the special needs of the agency
staff? Please elaborate on the response -- why do you
say the benefits are adequate or inadequate, and what
are the special needs of the agency staff?
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