SECTION 3. CAREER DEVELOPMENT MATTERS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R000701780006-8
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 24
• Document Creation Date: December 23, 2016
• Document Release Date: March 13, 2013
• Sequence Number: 6
• Publication Date: November 28, 1983
• Content Type: REGULATION

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1) CAREER DEVELOPMENT SUMMARY
2) REVIEW BY FIELD CAREER BOARD
3) SAC RECOMMENDATION
4) APPROVED RELIEF SUPERVISOR
SA
SUPERVISORY AND EXECUTIVE CAREER PATH
1) DIVISION RECOMMENDATION .
2) SCREENING COMMITTEE
3) FBIHQ CAREER BOARD
4) SUPERVISORY MAP ASSESSMENT
(IF APPLICABLE)
5) 40 HR SUPERVISORY TRAINING
(IF APPLICABLE)
1) SAC RECOMMENDATION
2) AREA OF EXPERTISE
3) SUPERVISORY MAP
ASSESSMENT
(OPTIONAL)
FBIHQ
SUPV.
1) RATING OF POTENTIAL (ASAC)
2) ASAC MAP ASSESSMENT
3) SCREENING COMMITTEE
(FBIHQ SUPERVISOR)
FIELD
SUPV.
1) SUPERVISORY MAP ASSESSMENT
(MANDATORY)
2) 40 HR SUPERVISORY TRAINING
GS 10 - 13 1
FIELD
SUPV.
FBIHQ
SUPV. SA
INSP. ?
AIDE
1) DIVISION RECOMMENDATION
2) FBIHQ CAREER BOARD
GS 14
ASAC
INSP.
SAC
4.4 UNIT
CHIEF
ASST.
SECT.
SECT.
CHIEF
CHIEF
GS 15
GS 16 +
SUPERVISORY MID-MANAGEMENT
EXECUTIVE
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PART I
SECTION 3. CAREER DEVELOPMENT MATTERS
SPECIAL AGENT CAREER PATHS
(1) Career development within the FBI targets both investigative
( and managerial components of the Special Agent career path. With regard to
( the investigative path, specialized training courses and on-the-job training
( assignments are utilized to develop.skills and knowledge necessary for
( successful investigative performance. For those Special Agents who desire to
[ pursue a horizontal path as a career investigator, the FBI provides training
[ opportunities designed to update and enhance their professional investigative
[ skills. (Refer to Part II, Section 8, of this manual.)
(2) This section on career development matters will deal
f exclusively with Special Agent promotional opportunities and administrative
[ advancement procedures within the FBI. One of the most critical
f responsibilities of FBI managers, at all levels, is to provide for the
[ continuation of sound management within the FBI. Each manager fn the Bureau
( must be personally involved in identifying those Special Agents who have
[ expressed an interest in administrative advancement and have demonstrated some
[level of potential. The preceding page contains a structured diagram of the
[ Special Agent management career path. This diagram is intended to portray the
[ normal progression of the Special Agent in the management career path. There
[ will be occasions, however, when requirements of a particular expertise or the
[ lack of fully qualified personnel necessitate exceptions to the regular
[ management career path. The FBIHQ Career Board will have primary
4 responsibility for each exception. Such exceptions will be held to an
( absolute minimum and each exception will be fully justified and documented by
the MHO Career Board.
[ 3-1.1 Relief Supervisor
(1) Management selection and development in the FBI begins with
the appointment of relief supervisors. Special Agents who are interested in
administrative advancement should be considered for the position of relief
supervisor and night supervisor. In reviewing and recommending Agents for
these positions, consideration should be given to the twelve individual
qualifications (dimensions) set forth in 3-4.3. Candidates for the relief
supervisor position should be reviewed by the field career board and a
recommendation made to the SAC.
(2) SACs are responsible for the recruitment of talented Special
Agent personnel as relief supervisors. If a suitable number of relief
supervisors cannot be enlisted, the SAC is authorized to employ temporary
relief supervisors. The use of the temporary relief supervisory status should
not be used unless an SAC deems it absolutely necessary.
(3) As you are aware, FD-424 is used to advise FBIHQ, UACB, that
a Special Agent is being designated a regular or temporary relief supervisory.
(4) Each SAC is responsible for verification of the Agent's
qualifications to assume relief supervisory status. If there is any question
of an Agent's qualifications to become a relief supervisor, it should be
resolved with FBIHQ prior to designating the Agent as a relief supervisor. As
a rule of thumb, the qualifications for recommending a Special Agent for
relief supervisor status are:
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(a) At least two years of investigative experience, with
exceptions being on a case-by-case basis and only after PBEHO approval.
(b) Not subject of a pending administrative acLion or recent
severe administrative action (probation).
(5) FD-424s are not reviewed by FBIHQ but sent directly to the
Administrative Services Division solely to note relief supervisory status in
PINS. FD-424 will then be placed in Agent's personnel file.
(6) After submission of the FD-424, FBIHQ need only be advised
when the relief supervisor, regular or temporary status, requests removal from
relief supervisory status.
(7) SAC must personally recommend each relief supervisor in the
division. The SAC must make certain that every relief supervisory position is
fully justified and that each relief supervisor is given sufficient -
administrative assignments to meet managerial development needs. - Relief
supervisors should he kept advised of current problems and pertinent matters
on the supervisory desk.
(8) Newly appointed relief supervisors should receive ten days of
initial training. This should include on?the?job training with the regularly
appointed supervisor and a thorough indoctrination in the various aspects of
the service and support functions of the field division. Facts concerning the
training of relief superVisors shall be included in a memorandum prepared for
the field office training file.
(9) It is the responsibility of all SACs to ensure that Agents
approved for supervisory or relief supervisory assignments are fully aware of
their responsibilities. It should be impressed upon them that when serving in
such capacity they are acting for the SAC and the division. Any questions or
doubts they may have regarding the proper course of action to take in
connection with the performance of their duties should he resolved before
action is taken.
(10) An Agent approved for the position of relief supervisor will
maintain relief supervisory status when transferred from one office to anOther
provided the Agent is still interested in administrative advancement and
continues to meet the criteria set forth above regarding the selection of
supervisors. This is not true of a full?time supervisor transferred from one
office to another. In these cases, specific FBIHQ approval is necessary for
the retention of the supervisory position.
(11) A principal relief supervisor should be designated for each
supervisory desk. Criteria which should be reviewed in selecting a principal
relief supervisor include past experience, length of time and performance as a
relief supervisor and, if available, the Agent's MAP evaluation. A temporary
relief supervisor is not eligible for selection as a principal relief
supervisor.
(12) Before being considered for further advancement in the
management career path, an Agent should generally serve as a relief supervisor
for at least two years during which time the Agent should receive as much
administrative experience as possible[to assist in evaluation of potential
candidates for administrative advancement.] The SAC will periodically rate
each relief supervisor with the assistance of the field career hoard. Those
rated below average should be thoroughly reevaluated as to whether they should
continue as a relief supervisor.
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(13) Principal relief supervisors may e granted cash awards (see
Fart I, Section 5 of this manual).
(14) (Upon receipt of the FD-424, Recommendation for Special Agent
( as Relief Supervisor, in the Administrative Services Division identifying a
[ newly appointed relief supervisor, a preprinted Skills Survey Form, Form X422,
[ will be computer generated and sent to the newly appointed relief supervisor.
[ Each field office has at least one copy of the Skills Survey Instruction
[ Booklet and Code Tables. The preprinted Skills Survey Form should be updated
[ using the booklet. Special attention should be paid to Section C, Special
[ Agent Assignment Areas (to include CDP participation). It is the
(
responsibility of the relief supervisor to ensure the accuracy of the form.]
(15) [The.updated Skills Survey Form will be forwarded to the
[ Personnel Information Center (PIC), Room 6053, FBIHQ. Although Special Agents
[ will update their Skills Survey Form, Form X422, at the time of their
[ performance appraisal in March, it is important that each newly appointed
[ relief supervisor has updated information in his/her record.]
(16) [The Skills Survey Form, Form X422, will be used for initial
[ data entry and for updating purposes. The SAC may request a preprinted Skills
[ Survey Form each time a relief supervisor assignment changes or promotion
[ occurs. The SAC may request a preprinted Skills Survey Form anytime an update
[ is required for either a relief supervisor or a Supervisory Special Agent.
[ The 'request may be made telephonically through the PIC.]
[ 3-1.2 [Deleted]
3-1.3 Supervisory Special Agent
The next step-in progression under the management career path is
an assignment to FBIHQ as a Supervisory Special Agent or directly to a field
supervisory position.
3-1.4 FBIHQ Supervisory Special Agent
(1) [As a Supervisory Special Agent at FBIHQ, the Agent will
participate in the formulation of Bureau policy and programs thereby gaining
insight into the impact of policy on field operations. This assignment would
allow the Agent to acquire a conceptual viewpoint of FBI operations and
provide opportunities for administrative development for those Agents in the
management career path. An Agent must serve in the Supervisory Special Agent
position at FBIHQ a minimum of two years before consideration for further
progression on the management career path.]
(2) [There are currently two paths to becoming an FBIHQ
Supervisor. One path entails becoming a field supervisor or SSRA and serving
at least two years in a field division in this capacity.]
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(3) (The second path would be Ear a relief supervisor to become an
FBIHQ Supervisor.]
(4) [Accelerated promotion within Bureau guidelines will be
available to those Special Agents transferred to FBIHQ under the Career
Development Program.]
3-1.5 Field Supervisor and Supervisory Senior Resident Agent (SSRA)
(1) A qualified relief supervisor may progress directly to the
position of field supervisor or SSRA without having first served a minimum of
two years in-a supervisory positionat FBIHQ. However, Agents who advanced
directly from relief supervisor to field supervisor positions will be required
to serve at FBIHQ as their next level of progression under the management
career path.
(2) The Career Board is of the opinion that the field
supervisor/SSRA position is a critical first-line management position and, as
such, the unique experience acquired in occupying this position will greatly
enhance one's competitive qualifications for future executive-type, field
management positions.
3-1.6 Inspector's Aide
(1) The Career Board reviews the assignment as an Inspector's
Aide as a promotional step within the Career Development Program. In making
selections to the Inspection Staff as Inspector's Aides, the Career Board
attempts to balance two career development concerns.
(a) Former field supervisors who now are assigned to FBIHQ
and who have served a minimum of two years- at FBIHQ and are recommended by the
division head for Inspector's Aide assignment must serve as an Inspector's
Aide if they are to be considered for attendance at MAP II and for future
consideration as ASAC candidates.
(b) FBIHQ supervisors who have not been field supervisors
gain valuable experience from an assignment on the Inspection Staff to prepare
them for future field supervisory positions. FBIHQ supervisors who have
served a minimum of two years at FBIHQ and are recommended by the division are
eligible to serve as Inspector's Aides.
(2) Each FBIHQ division, on a semiannual basis, will provide the
Career Board with a list of all Special Agents assigned to the division who
qualify for consideration for position of Inspector's Aide. It is left to the
discretion of the Assistant Director of the division whether list is rank
ordered or chronological based on EOD at FBIHQ.
(3) Assignment as an Inspector's Aide is dictated solely on needs
of the Inspection Division.
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3-1.7 Inspector's Aide-in-Place
(1) The progression to the Inspection Staff is different for the
FBIHQ supervisor who is. rotated to a field supervisory position prior to
serving as an Inspector Aide. This field supervisor is eligible for
consideration as_an Inspector's Aide-in-Place. :
(2) Tobe eligible for consideration for Inspector's
Aide-in-Place, one must have served two years at FBIHQ in a supervisory
position and have a minimum of 18 months as a field supervisor. The
Inspection Division, FBIHQ, administers the Inspector's Aide-in-Place program
and determines when replacements and/or additions are needed. The FBIHQ
Career Board's sole function in this matter is selecting the individuals who
[ will serve as Inspector's Aides-in-Place. [Selection is based on personal
[ recommendation of the SAC and specific needs of the Inspection Staff.]
(3) A field supervisor who has not served at FBIHQ cannot be
considered for the position of Inspect.or's Aide or Inspector's Aide-in-Place.
(4) Normal tour of duty as an Inspector's Aide will be
approximately one year. Minimal period of time needed to complete Inspector's
Aide-in-Place certification is. 18 months.
(5) Upon certification as an Inspector's Aide or successful
completion of four of the required six Inspector's Aide-in-Place assignments,
the supervisor is eligible for consideration for attendance at MAP II (Middle
Management, ASAC Assessment).
3-1.8 FBIHQ Unit' Chief
. Unit Chief positions at FBIHQ will be filled from the ranks of
field and FBIHQ supervisors who have served' the minimum two years at FBIHQ and
certification as an Inspector's Aide. Requirements for particular expertise
will, from time to time, necessitate exceptions from the required inspection
([or FBIHQ]assignment when appointing Unit Chiefs. Such exceptions will be held
to an absolute miniMum and will be fully justified and documented.
3-1.9 Assistant Section Chief
This staff position will be filled by Unit Chiefs with Inspection
Staff certification. In some instances wherein an area of expertise or
specialty is mandatory, an FBIHQ or field supervisor may he recommended. Such
a candidate should have Inspection Staff certification and a personal
recommendation of the Assistant Director, or SAC, if field supervisor.
3-1.10 Assistant Special Agent in Charge
. (1) Special Agents will be considered for advancement to the ASAC
position from one of the following categories:
(a) FBIHQ supervisors who are former field supervisors, have
successfully completed ASAC MAP, and have been certified by the Office of
Inspections.
(b) Field supervisors who have served at FBIHQ, have been
certified by the Office of Inspections as an Inspector's Aide-in-Place, and
have successfully completed ASAC MAP.
(c) Unit Chiefs and Assistant Section Chiefs who have been
certified by the Office of Inspections and successfully completed ASAC NAP.
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SECTION 3. CAREER DEVELOPMENT :1ATTERS
(2) [The candidates for the ASAC position must be recommended by
the Assistant Directors of their.Readcuarters divisions or the SACs or the
candidates' offices of,assinment. Recommendations will be made by the FBIHO
Career Board to the Director for approval.]
3-1.11 Inspectors-in-Place
Selections for this position will be made by the FBIHQ Career
Board. These candidates are selected from ASACs (on personal recommendation
of the SAC), Deputy Assistant Directors, and Section Chiefs. There is no
minimum requirement for the number of inspections an Inspector-in-Place will
rake, but with rare exceptions they will not be called upon more than once a
quarter.
3-1.12 Inspector
(1) Recommendations to fill Inspector vacancies on the Inspection
Staff will be made by the FBIHQ Career Board[to the Director for approval.]
Candidates for this position will core from the following levels:
(a) ASACs
(b) Section Chiefs who have no prior Inspection Staff
assignment.
(2) There is a set requirement of two years for assignment as a
full Inspector on the Inspection .Staff. Those candidates selected to serve as
Inspectors have the option of transferring to. FBIHO or being placed in a
temporary duty status for duration .of assignment.
3-1.13 Section Chief
The FBIHQ Career Board will recommend[to the Director for
approvallqualified candidates from the structured career management path from
either Inspectors on the Inspection Staff or qualified ASACs: for vacancies as
Section Chief at FBIHQ. An Assistant Section Chief or Unit Chief may receive
consideration if he/she possesses the necessary area of expertise and the
personal recommendation of the Assistant Director.
3-1.14 Special Agent in Charge (SAC)
(1) Full Inspectors serving on the Inspection Staff or Section
Chiefs who have served as ASAC or[ASACs who are Inspectors-in-Placelwill be
the primary candidates for SAC vacancies.
(2) Any exceptions to the method of progression to the positions
of Inspector, Section Chief, or SAC must be fully justified and documented in
the FBIHQ Career Board recommendations to the Director.
[ 3-2 [DELETED]
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SECTION 3. CAREER DEVELOPMENT MATTERS
3-3 CAREER BOARDS
Under the Career Development Program, career boards have been
established at FBIHQ and in each field office with four or more desks (two
full supervisors in addition to the SAC and ASAC). For those field offices
with less than four desks, the use of a career board with membership of a
Senior Resident Agent or senior program coordinator is strongly recommended.
3-3.1 Field Career Board
(1) The purpose of the field career board is to assist the SAC in
administering career programs and other personnel matters within the field
division. Whenever possible, these hoards should be composed of five or seven
members who are experienced field supervisors. The ASAC will function as the
board chairman. In smaller offices, it may be necessary to utilize
experienced relief supervisors and/or qualified Senior Resident Agents as
board members. These boards will conduct reviews of pertinent background
data, interview candidates for positions and make recommendations to the SAC
in such matters as selection of potential relief supervisors and Agents for
administrative advancement. The board must ensure the widest possible
consideration in each matter and afford the SAC a broad basis on which to make
a decision. The ultimate decision in .each instance will rest entirely with
the SAC.
(2) The SAC may also utilize his/her board to assist him/her in
other personnel matters such as: selection of Resident Agents, Senior
Resident Agents, intraoffice transfer, quality increases, new Agents' training
matters, selection of Agents to attend specialized in-services, and selection
of key supervisory service and support personnel'. Again, the board's action
is restricted to examining-the matter presented to it and making a
recommendation to the SAC, who has the prerogative to accept or reject the
recommendation or return-the matter to the board for additional deliberation.
3-3.2 FBIHQ Career Boards
A tiered board system was implemented to provide the Director,
FBI, with the best information in selecting FBI managers. The Director
personally approves each member of the Career Board.
3-3.2.1 Senior Executive Career Board
This board, comprised of three Executive Assistant Directors and
two Assistant Directors, recommends candidates for SAC, Deputy Assistant
Director, and Assistant Director positions.
3-3.2.2 Executive Career Board
(1) The Executive Career Board is comprised of an Executive
Assistant Director, Chairperson; and an Assistant Director, alternate
Chairperson; three Deputy Assistant Directors; and an SAC who recommends
candidates for all other managerial positions. The Director of the FBI
personally approves each member of the Career Board. This board recommends
candidates for Section Chief, ASAC, Assistant Section Chief,(Inspectors,
Inspectors-in-Place, Inspectors' Aides, Inspector's Aide-in-Place, Legal
Attaches, Assistant Legal Attaches,Ifield and FBIHQ supervisor positions.
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(2) By persoaal delegation from the Director, the Chairperson of
the Executive Career Board is authorized to make the final decision on all
GM-14 supervisory positions and GM-15 Unit Chief and Assistant Section Chief
actions. G5-16 Section Chief and GM-15 ASAC recommended actions are forwarded
to the Director for his/her final decision.
(3) A nonvoting executive secretary of the Career-Board will be
an ex officio member ofthe board. Responsibilities of this position will
focus on the compilation of performance and potential ratings, manpower
forecasting, and policy formulation relative to career development. This
position will also serve as ombudsman role with respect to questions and
concerns regarding career movement within the FBI.
[ 3-4 MANAGEMENT APTITUDE PROGRAM ASSESSMENT REPORTS
(1) Included in the implementation of the Career Development
[ Program, supervisory and executive personnel, is an assessment center. The
[ Bureau's name for its assessment center is the Management Aptitude Program
[ (MAP).
(2) MAP exercises are designated to elicit observations of
[ managerial aptitude necessary for successful performance in a supervisory
[ position in the FBI. Specific dimensions, generated through fieldwide
[ paTticIpation by supervisory and management Special Agents, have been
[ incorporated in the various exercises. These dimensions are characteristic of
[ the FBI supervisor who is entirely satisfactory in performance. While every
[ dimension is not evaluated during each exercise, they are strategically
[ located within the series of individual and group exercises which have been
[ professionally designed and validated to ascertain the participant's aptitude
[ for future advancement.
[ 3-4.1 MAP Exercises (Supervisory)
(1) Management Problems ? A leaderless group discussion with no
[ assigned roles. Participants submit recommendations to assigned problems
[ within a specified time.
(2) National Executive Council ? A leaderless group discussion
[ with assigned roles. Participants must allocate funds and make other
[ judgments on a variety of conflicting proposals within a specified time. This
[ exercise is videotaped.
(3) Interview Simulation ? Participant takes on supervisory role
[ in a planned interview of an employee.
(4) Analysis Problem ? Participant, as a consultant, is requested
[ to analyze data, make written recommendations, and support them in an oral .
[ interview.
(5) In?Basket ? Participant, as a state government executive, is
[ asked to handle the accumulated letters, notes, requests, etc., found in a
[ simulated in?basket. There is a time limit on this exercise. It is combined
[ with an oral interview.
[ 3-4.2 MAP Ratings
(1) Within the body of the MAP report, each dimension is
[ carefully evaluated by the assessors and a numerical rating is given using the
[ following scale:
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A great amount of the dimension shown
Quite a lot of the dimension shown
A moderate amount of the dimension shown
Only a small amount of the dimension shown
Very Little of the dimension shown
No opportunity to observe the dimension
(2) Final narrative MAP ratings are as follows:
Demonstrated High Management Aptitude
Demonstrated Management Aptitude
Demonstrated Management Aptitude Contingent
Upon Development
Did Not Demonstrate Management Aptitude
5
4
3
7
(3) A careful analysis of the MAP report by the participant and
[ those responsible for participant's development can result in specific action
[to improve aptitude as well as performance.
[ 3-4.3 Dimensions Observed in MAP Exercises (Supervisory)
? The dimensions specifically observed in the MAP exercise have been
[ developed fieldwide and are as follows:
(1) Oral Communications Skill - Effectiveness of experience in
[ individual or group situations (includes gestures and nonverbal
( communication).
(2) Oral Presentation Skill - Ability to make a persuasive clear
[ presentation of ideas or facts, given time for preparation.
(3) Written Communication Skill - Ability to express ideas
[ clearly in writing in good grammatical form.
1 (4) Leadership - Effectiveness in getting ideas accepted and in
[ guiding a group or an individual to accomplish a task, appreciation of need
[ for communications and ability to motivate others.
(5) Sensitivity - Skill in perceiving and reacting to the needs
[ of others, appreciation of what motivates others, objectivity in perceiving
[ impact of self on others and capability to recognize one's own strengths and
[ weaknesses.
1 (6) Initiative - Actively influencing events rather than
[ passively accepting; self-starting.
(7) Planning and Organizing - Effectiveness in planning and
[ organizing own activities and those of a group.
(8) Management Control - Appreciation of need for control over
[ processes, subordinates, and tasks.
(9) Use of Delegation - Ability to use subordinates effectively
[ and to understand where a decision can best be made.
(10) Problem Analysis - Effectiveness in seeking out pertinent
[ data in determining the source of a problem.
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(11) Judgment - Ability to reach logical conclusions based on the
evidence at hand, establish priorities.
(12) Decisiveness - Readiness to make decisions or 'co render
[ judgments.
( 3-4i4 Maintenance of MAP Reports
The following guidelines are provided for the use and maintenance
of MAP reports by the SAC or Assistant Director:
(1) Do not file MAP report in participant's personnel file. This
report is to be maintained by the SAC in a separate Career Development file
which the SAC must establish.
(2) While a permanent copy is not to be given to supervisors, the
participant's supervisor may read the report in his/her role as supervisor or
career board member. The report is to be utilized by SAC or Assistant
Director in connection with development discussions involving" the participant
and the supervisor. The participant has read the report and signed the cover
page. The supervisor must be aware of developmental areas so that he/she can
materially contribute to the participant's developmental program. The MAP
report is not a measure of current performance, but rather a demonstration of
aptitude deemed necessary to be a successful supervisor. For this reason,
once an individual has been advanced to the position of full-time field
supervisor the copies of his/her report in the Career Board files are to be
destroyed.
(3) Avoid overemphasis of the numerical ratings of individual
dimensions. The narrative rating in the report synopsis is the. overall
profile of the participant with regard to supervisory aptitude. It is not an
average of the dimensional ratings. When looking at dimensional ratings, try
to group them into meaningful combinations. For example, to generate a
general profile of problem-solving and decision-making aptitude look at the
following dimensions: Problem analysis, judgment, and decisiveness. If each
dimension covers a range of 3 to 4, you can conclude the participant is well
qualified in this managerial area. If, however, you find decisiveness rated 5
and judgment rated 2, you have a poor combination in that the individual can
be expected to make many quick decisions which are usually erroneous.
(4) When a supervisory or management candidate is transferred
from a division, it is the responsibility of the SAC or Assistant Director to
ensure that the candidate's MAP report is removed from the division's Career
Development file and forwarded to candidate's new assignment. When a
candidate is promoted to the target position of the assessment report, the SAC
or Assistant Director is authorized to destroy the report. If the candidate
is promoted to FBIHQ, the FBIHQ copy will be maintained in file until rotation
to a field supervisor position. This procedure is necessary in order to make
certain that MAP evaluations are only utilized for the intended positions. It
would be unacceptable to utilize a supervisory-level MAP report as part of the
decision-making process when considering a candidate for an ASAC position.
3-4.5 Middle Management (ASAC) Assessment Center
A three-day assessment process will be a component in the
promotion system for the ASAC position. This assessment will be completed in
three days by trained SAC-level assessors. Feedback will be furnished to
pdrticipants and a written final report sent to the FBIHQ Career Board.
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SECTION 3. CAREER DEVELOPMENT MATTERS
[ 3-4.6 - MAP Exercises (ASAC-Level)
(1) :n-Basket - Participant assumes the role of a management
official in a mythical Federal law enforcement agency. During a limited time
period, participant must analyze material found in .the in-basket of the
predecessor and make appropriate recommendations in a written form.
(2) Problem Solving Exercise - Participant assumes the role of a
management official in the same-agency. During a limited time period,
participant must analyze material left by the superior and in written form
establish priorities to handle a number of agency problems. At the conclusion
of the time period, participant must defend recommendations in an oral
interview.
(3) Press Conference - At the conclusion of the Problem Solving
Exercise, participant continues the role in a mythical agency. Participant
must hold a press conference to answer questions from the news media about
recent press releases concerning the agency's investigative priorities.
(4) Employee Discussion - Participant assumes the role of a
official in the same agency. Participant interviews a subordinate
regarding apparent problems on supervisor's squad.
Dimensions Observed in MAP Exercises (ASAC-level)
The following dimensions and their definitions were developed from
the job analysis of the .ASAC position:
(1) Leadership - Ability to take charge - to direct and
coordinate the activities of others; to maintain control of situations and
others; to achieve results through delegation and follow-up.
(2) Sensitivity - Ability to be sensitive to the needs and
feelings of others; to develop rapport and trust; to accept interpersonal
difference; to deal effectively with others regardless of level or status.
(3) Perception and Analytical - Ability to identify, assimilate
and comprehend the critical elements of a situation; to extract and interpret
implications of courses of action; to attend to details of a problem (includes
both data and people related issues).
(4) Decision Making - Ability
in choosing a particular course of action;
alternative courses of action (this refers
quantity of decisions).
(5) Decisiveness - Ability to take action when called upon to do
so (quantity of decisions); and to defend decisions when challenged.
(6) Organizing and Planning - Ability to systematically structure
.tasks, plans and objectives; to establish priorities and set goals, to
classify and categorize information.
(7) Adaptability - Ability to alter normal posture with
presentation of additional information; to appropriately change courses of
action dictated by changes in the situation; to have the ability to behave in
more than one way in a given situation; to adapt to stressful situations.
management
supervisor
( 3-4.7
to use logical and sound judgment
to generate and evaluate
to the quality as opposed to the
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present and
situations.
information
SECTION 3. CAREER DEVELOPMENT MATTERS
(3) Oral Communication - Ability to effectively and clearly
express information orally, in both formal and informal
(9) Written Communication - Ability to present and express
effectively and clearly through written means.
3-4.8 Upgrading of MAP Evaluation Reports
(1) Responsibility for developmental programs after assessment
rests with the SAC, the Assistant Director, and the supervisor of the
participant. Any developmental programs initiated on behalf of the MAP
participant as well as any improvement shown in on-the-job performance should
be made a matter of record in the field division Career Development file. In
addition, the FBIHQ Career Board should always be advised of developmental
activities and resulting improvement in order to ensure that its deliberations
regarding promotions are based on all available information.
(2) When a MAP participant received the final evaluation
indicating, "demonstrated management aptitude contingent upon development" in
specific managerial areas, every effort should be made to upgrade the MAP
report prior to any consideration for administrative advancement. In most
instances, field division management and the participant must initiate a
developmental program to improve and strengthen the areas of managerial
deficiency. In setting up such a developmental program, SACs and Assistant
Directors must remind their supervisors that they are to act in a "coaching"
role and provide the participant with an opportunity to learn and improve.
Mere proofreading or mechanical initialing of communications as a relief
supervisor will not provide supervisory experience for the management
candidate. Performance by the candidate.must be properly documented.
On-the-job performance, when properly documented, will supercede evaluations
of performance in the MAP assessment simulation. Therefore, the key to the
upgrading process is the accurate documentation of job behavior relating to
the MAP dimensions.
(3) If, upon receipt of a MAP report, the field division believes
that the participant has clearly demonstrated strength through current job
performance in dimensions which were found to be areas of deficiency in the
MAP process, these specific illustrations should be forwarded to the FBIHQ
Career Board immediately for review. This form of upgrading should only be
utilized when the field office notes a wide disparity between current
performance and the MAP evaluation.
(4) The same upgrading methodology is applicable to the Middle
Management (ASAC) assessment center. The SAC or Assistant Director of the
candidate is responsible for the implementation of a development program
and/or the documentation of specific job behavior describing high quality or
improved performance.
(5) When memoranda requesting upgrading of MAP evaluation reports
are received by the FBIHQ Career Board, they are forwarded to the MAP staff at
Quantico. The documentation of on-the-job performance is compared to MAP
standards and an opinion regarding the upgrading is transmitted to the FBIHQ
Career Board by means of addendum. If the FBIHQ Career Board agrees with the
MAP staff recommendation regarding the upgrading of a MAP evaluation, the
field division is notified of the official upgrading of the MAP report. In
instances wherein the FBIHQ Career Board agrees with the MAP staff that
sufficient documentation of performance was not yet available for upgrading, a
letter requesting additional information is sent to the field division.
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(6) All initial recommendations for upgrading are personally
reviewed by the FBIHQ Career Board Chairperson. The Chairperson, based on
recommendations of the MAP staff, may authorize an upgrading or issue -a
request for additional documentation. Rhen an extreme difference of opinion
exists regarding upgrading, the SAC may request a full review.of the available
documentation by the FBIHQ Career Board. The FBIHQ Career Board has the
authority to overrule any MAP staff-opinion.
(7) . If a relief supervisor or an ASAC candidate receives
contingencies in the MAP Program, the MAP staff will set up a 6-month tickler
regarding developmental programs. The candidate and the division will have a
period of 18 months froarthe date of MAP participation in which to upgrade any
contingencies resulting from the MAP performance. If the upgrading has not
occurred in this period of time, the individual is dropped as a potential
candidate for either the supervisory or ASAC positions. In the case of a
relief supervisor, he/she cannot be carried as a principal relief supervisor
within the field division. Those candidates dropped from the program may
voluntarily request reassessment when two years have elapsed since the date of
their original assessment. When an immediate upgrading (within four weeks of
the assessment itself) occurs in MAP II, the SAC assessors will be
telephonically advised of the upgrading and provided an example of the
documentation which supported the upgrading. This courtesy will be extended
due to the intense involvement of the assessors in the overall evaluation
process.
3-5 FBI SUPERVISORS MANAGEMENT SEMINARS
A one-week, intensive program at the FBI Academy has been crafted
for FBI field supervisors. With the use of active learning techniques,
participants, nominated for attendance by their SAC, concentrate on the
practical managerial skills needed to plan, direct, and control the work of
FBI employees. The topical areas covered include field'office inspection
preparation, problem analysis and decision ffiaking, coaching and counseling,
time management, advanced leadership, the FBI budget, a marginal performer
workshop, and organizational change. Opportunities are presented for, each
seminar to meet and confer with senior Bureau executives. This seminar is to
be afforded all field supervisors to introduce them to fundamental managerial
skills.
GENERAL POLICY STATEMENTS PERTAINING TO THE OPERATION OF THE
CAREER DEVELOPMENT PROGRAM
General Principles
(1) Entry into the Career Development Program is voluntary and
withdrawal from the program is also voluntary.
(2) An Agent may remove himself/herself at any stage of career
development and may re-enter the Career Development Program based on a
recommendation of the SAC.
(3) All vacancies for field supervisory, supervisory Senior
Resident Agent, and entry-level positions at FBIHQ will be advertised Bureau
wide.
(4) The Career Board reviews the qualifications of not only
volunteers but also of other qualified candidates and makes its
recommendations on the basis of the best person for the position. The
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candidate selected will he required to transfer. Under current policy there
is no option where transfers are ordered other than to remove oneself from the
Career Development Program.
(5) Lateral GM-14 field supervisory transfer to GM-14 FBIHO
supervisory positions are encouraged especially when a CM-14 field supervisor
is interested in applying for a particular GM-14 supervisory position within
FBIHQ.
(6) Every effort will be made to effect a career development
transfer through promotion.
(7) Agents who do not fulfill performance expectations in a
particular Career Development Program position will not necessarily be
returned to the kind of position they held before entering the program.
(8) Office of preference promotions are permissible for Career
Development Program participants if organizational needs are served.
[(9) The Career Board does not oppose married Agent couples in the
CDP being assigned to the same office. Agents in the CDP should not have
direct supervisory or rating responsibility for their spouse. For senior
executives with husbands or wives in the CDP, some form of recusal may be
appropriate.
(10) Regarding Back-filling Procedures at FBIHQ: Once an
individual has been selected for assignment outside of his/her FBIHQ division,
such as to the War College, State. Department School, as an Inspector's Aide,
Legal Attache, etc., their division will be required to take that individual
back if the Career Board is unable tofind a suitable assignment for them ,upon
completion of their assignment away from Headquarters.]
3-6.2 Voluntary Policy
(1) Current Career Development Program policy requires that all
entry-level FBIHQ supervisory positions be advertised Bureau wide, This
procedure will ensure a Special Agent lawyer, firearms instructor, or any
other Agent possessing a needed specialty and not seeking advancement through
the structured Career Development Program, may advance within a specialized
field. Persons selected for FBIHQ assignment will receive accelerated
promotions to the GM-14 level, if applicable. An Agent interested in serving
at FBIHQ and responding to an advertised vacancy notice should make his/her
interest known by appropriate memorandum to the division head for forwarding
to FBIHQ.
(2) When a person promoted to FBIHQ is not in the structured
career path leading to future field management assignment and has not yet
served as a relief supervisor or has had limited (usually less than five
years) field experience, the FBIHQ Career Board at the time of selection
reserves the right to have a caveat placed on the Agent's transfer orders.
This caveat places the Agent on notice as to what status the Agent is eligible
to return to field operations in the future.
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(3) Regardless of prior field experience, all persons appointed
to FBIHQ positions will have the opportunity to rise to higher levels of
responsibility within the division or area of expertise according to their
capabilities, work performance and division recommendations. However, in the
event an FBIHQ supervisor, not having field supervisory experience, is
prompted to Unit Chief, Assistant Section Chief, Section Chief, or above, and
then seeks to return to .the structured field management career path, the
Career Board, on a case?by?case-basis, reserves the right to require the Agent
return to field operations as a field supervisor or other appropriate level.
(4) While the advertising policy allows interested candidates to
volunteer for a particular position, all qualified candidates are considered
with final selections being made on the basis of the best person for the
position. The individual selected will be required to transfer. Under
current policy, there is no option where transfers are ordered other than to
remove oneself from the Career Development Program.
(5) The Career Development Program policy must call for a
balanced interchange of personnel between field office assignments and FBIHQ
assignments and more specifically to a balanced exchange. of field office
supervisors to FBIHQ supervisory assignments. In the event the Career Board
notices an imbalance occurring where very few field supervisors are
volunteering for posted FBIHQ positions, the following[measure]would be
enacted:
(6) The FBIHQ Career Board reserves the right to include the
name(s) of supervisors having served a minimum of three years as a field
supervisor and who have not served at FBIHQ along with those individuals who
apply for advertised FBIRQ vacancy notices.
3-6.3 ? Supervisory Advertising Policy
(1) It is the responsibility of the division in which a vacancy
occurs to advertise every GM-14 or GM-15 vacancy, ASAC not included, occurring
within the division by means of a Bureau?wide, "personal attention" teletype
entitled "Notice of Vacancy, Career Development Program." The teletype should
be limited to two pages and will include the following:
(a) A statement whether position is to be stationary or
nonstationary;
(b) A full description of its duties and any work?related
conditions attached to it, such as extensive travel;
(c) The nature of the work and the number of persons
supervised;
(d) Any specific qualifications, if applicable;
(e) The geographical location of the position;
(0 The name and phone number of a person familiar with the
position who may be contacted by interested persons;
(g) A statement that all interested persons should execute
FD-638 (Supervisory Vacancy Request Form).
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(2) It is the responsibility of the divisions notified of
vacancies to ensure "Notice of Vacancy" teletypes are promptly disseminated so
as to ensure the maximum number of persons are notified. The division's
method of advertising must include:
(a) Posting the teletype announcing a vacancy in a prominent
location specifically dedicated to this purpose
(b) Copying the teletype in sufficient quantities to be
immediately disseminated to all sections, units, squads and resident agencies.
3-6.4 Reporting Procedures for Advertised Vacancies
(1) A standard, mandatory Form FD-638 has been developed for
candidates to announce their interest in a particular supervisory vacancy
either at FBIHQ or in a field office. Only Form FD-638 is to be utilized by
an Agent requesting consideration for a supervisory vacancy.
(2) It is imperative that the FD-638 be utilized in every
instance when requesting consideration for a supervisory vacancy. FD-638
includes self-explanatory instructions of how form is to be completed.
Instructions should be strictly followed to ensure proper filing at FBIHQ and
information set forth should not exceed the allotted space.
3-6.4.1 Legat Use of FD-638
Agent personnel assigned to Legal Attaches who respond to an
advertised vacancy should submit background data by teletype. Information set
forth on teletype should follow format of FD-638. Legat should ensure his/her
recommendation[is]included in any teletype being forwarded for consideration.
3-6.4.2 Details Regarding Use of FD-638 -
(1) Should two or more Agents from a field office apply for the
same FBIHO supervisory vacancy, it will be the responsibility of the SAC not
only to recommend or not recommend (-10. Division Head Comments-) a candidate,
but he/she should list all candidates applying for the position in rank order.
Conversely, should two or more candidates from FBIHQ apply for the same field
supervisory vacancy the FBIHQ division head should recommend or not recommend
the candidates and list all candidates applying for the field position in rank
order. When an SAC or division head receives more than one FD-638 from Agents
responding to the same vacancy notice, he/she should ensure that all
interested candidates have applied and should submit the forms all together
and in rank order in a single package.
(2) In addition, the applicant should send a copy of the FD-638
not only to his/her superior for recommendation, but also directly to the
entity advertising the position. This would provide a back-up system to
ensure all interested candidates are considered. Each Agent submitting a
completed FD-638 to the SAC or division head for final approval 'should also
place a notation on page one, bottom left corner (copy count) that information
copies of the form have been sent directly to the division announcing the
vacancy and the FBIHQ Career Board.
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(3) All completed Forms FD-638 signed out by the division head
should be forwarded to FBIHQ, Attention: Chairperson, Career Board, Room
7142, by routing slip, or by enclosing FD-638s in a manila envelope. Forms
should be forwarded to FBIHQ either at the close of business the date of the
advertised deadline or by close of business the following workday to ensure
forms are received at FBIHQ no later than four workdays after close of
advertised deadline.
(4) The 14-day submission deadline (beginning .as of the date
shpwn on the advertising communication) will continue to apply and every ?
effort should be made for prompt dissemination of advertised vacancies and
prompt processing of the FD-638 to ensure FBIHQ is in possession of the names
of all interested candidates no later than four workdays after close of
deadline.
(5) Summary of Steps to be Followed
(a) Receiving offices promptly disseminate and post all
incoming advertised vacancies.
(b) Agent requesting consideration for the position will
prepare FD-638 up to "10. Division Head Comments."
(c) At this point Agent will photocopy two extra copies of
the FD-638 and forward form directly, by routing slip or by placing FD-638 in
a manila envelope, to ,the division head advertising the vacancy and FBIHO
Career Board.
. (d) Division head responsible for submission of FD-638 will
complete Part 10, and by routing slip or by placing the FD-638s in a manila
envelope, forward to FBIHQ, Attention: Chairperson, Career Board, Room 7142.
Ensure forms are received at FBIHQ no latdr than four workdays after
advertised deadline.
(e) After close of deadline, but prior to FBIHQ
deliberations, Secretary of Career Board will confer with division head
advertising the vacancy to seek the results of his/her review.
(6) The Career Board, FBIHQ, after consultation with the head of
the division in which the vacancy is located, will select a candidate from
among the applicants.
(7) Each candidate will be notified by routing slip when the
position has been filled and the name of the Special Agent selected.
3-6.4.3 Stationary Supervisors
This program was implemented to provide supervisory continuity
within a field office.
(1) Each SAC has the option of designating up to 50 percent
(rounded down) of the supervisory personnel in his/her division as stationary
supervisors. "Supervisory personnel" in this context means those holding
GM-14 squad and resident agency positions, but not the ASAC or SAC positions.
The SAC may also designate any fraction of his/her stationary supervisors, or
may choose not to exercise the option at all. He/She may exercise the option
now by naming personnel already in place or he/she may exercise it in the
future as vacancies occur. The SAC should 'secure the consent of an individual
before recommending him/her as a stationary supervisor and is encouraged to
consult with the field office career board.
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(2) Once a person is so designated, the stationary status
attaches to the individual Cor a five-year period, not to the position he/she
occupied when designed. Persons designated will remain in place for five
years unless, in what is anticipated will be a rare exception, a change is -
necessary for the. best interests of the -Bureau or required by the supervisor's
inadequate performance. The stationary period begins upon designation and
must include time already spent asa field supervisor. Thus, if a supervisor
had served on one or more desks for 18 Months before _appointment as a
stationary supervisor, his/her term could be expected to run for an additional
42 months.. At the conclusion of the term, the former "stationary supervisor"
again becomes available for transfer, but his/her transfer is not automatic.
(3) At the end of the five-year stationary period, FBIHO will
request the SAC to determine if the stationary supervisor desires at this time
to[resume]investigative duties or is interested in continuing in the Career
Development Program, thus making himself/herself available for transfer. '
Again, the transfer is not automatic.
(4) It is important to note, however, that any stationary
supervisor having fulfilled the five-year commitment will continue to be
charged against the office as a stationary supervisor until such time as
he/she is transferred or is removed from supervisory duties. This is done to
ensure no field office accrues more than its authorized stationary supervisory
quota.
(5) In situations where it is determined an office not only has
its full share of stationary supervisors, but is also filled with
nonstationary supervisors having in excess of three to five.years in place,
the Board could elect to request a stationary supervisor who is eligible (has
served five years) and is qualified to accept a transfer to FBIHQ to continue
in the structured Career Development path. - If the supervisor declines, he/she
would be asked to step down from the desk and return to investigative
responsibilities. The Career Board could then deny the SAC authority to
replace the removed stationary supervisor with another stationary supervisor.
The SAC could be instructed to advertise the vacancy as a nonstationary
position to afford qualified eligible candidates from FIIIHQ to apply. This
would provide necessary flexibility for healthy interchange of supervisory
personnel and is completely consistent with the original policy established
for the stationary supervisor program.
(6) Under unusually exceptional circumstances a stationary
supervisor, with the concurrence of the SAC, may remove himself/herself from
that status anytime within the five-year "protection" period. Inasmuch as the
objective of the stationary supervisory program is to provide for continuity,
stability and accountability at the critical field supervision level, such
reauest will be carefully reviewed on a case-by-case basis by the Career
Board.
(7) During stationary supervisor status, the supervisor is not
considered for promotion. [A stationary supervisor can apply for position at
FBIHO after he/she has served four years in this capacity and with SAC
concurrence. For those stationary supervisors who have satisfied their FBIHO
requirement, selection as an Inspector's Aide-In-Place, mid-level MAP or
Executive Development Institute can be made between the fourth and fifth
year.
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3-6.4.4 Nonstationary
The FBIHO Career Board will honor the commitment made to Agents
who entered the Career Development Program in past years and are now at FBIHO
awaiting transfer to the field or promotion to higher managerial positions at
FBIHQ. They will be given preference for any field supervisory opening where
the supervisor is not to be designated a stationary supervisor. On the
contrary, where the. SAC does wish to appoint someone who will be designated as
stationary, his/her recommendation will be given preference, This
nonstationary preference will be shown to FBIHQ supervisors only in the case
of those who were on board or under orders to FBIHO on 4/30/81. FBIHQ
supervisors arriving at FBIHQ subsequent to this date will be compared equally
with other field volunteers applying for the same vacancy.
3-6.4.5 Return of Former Field Supervisor to Field Supervisory Assignments
Former field supervisors will be considered for return to this
position from FBIHQ on a voluntary basis when the .Career Board approves such a
request from an SAC. The SAC must provide justification that unique
conditions exist which clearly necessitate such an assignment. The FBIHQ
Career Board will carefully examine the SAC's justification prior to making
its decision. If the Career Board approves filling a field supervisor vacancy
from FBIHQ with a former field supervisor it will serve as a substitute for a
stationary supervisor position in that field office. An office already having
its maximum number of stationary supervisors-will not be eligible for this
opportunity.
3-6.4.6 Return of FBIHQ Supervisors Having Less Than Three Years'
Street Experience to Field Office Investigative Duties
A procedure established whereby Agents having less than three
years' (investigative) experience submit a request to the Administrative
Services Division; routed through the Career Board, to be reassigned from
FBIHQ to the field as an investigator and a relief supervisor so they can
become sufficiently experienced in an investigative capacity to become more
competitive for promotion to a field supervisory position. The Agent must
agree, in writing, to a voluntary reduction to a grade CM-13 if necessary.
Such requests would have to receive the necessary approval from the Assistant
Director to be released for an assignment in the field prior to the request
coming to the Career Board and the Administrative Services Division. The
requests would include the individual's three offices of preference among the
top twelve offices, should the needs of the FBI require them to be transferred
to one of these offices.
3-6.4.7 HAP Assessment
? (1) The purpose of MAP I is two-fold. Not only does MAP I assess
supervisory potential, but it is designed to be used as a developmental device
by identifying areas of needed supervisory improvement. As such, HAP
assessment is one other consideration out of several to be taken into account
at the time of selecting candidates for promotion. MAP I is not to he
construed as a pass/fail exercise nor are there any "points" assigned to MAP I
achievement other than the overall adjectives: Demonstrated Management
Aptitude or Demonstrated eanagement Aptitude contingent upon development.
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(2) Each division, on a semiannual basis, submits to FBIHO
updates listing in rank order those relief supervisors believed to have the .
best potential for administrative advancement and who should attend MAP at the
earliest possible dace. These lists play the major role in Career Board
deliberations concerning Special Agents selected from a particular office for
MAP attendance.
(3) With this in mind, each division head should ensure that the
semiannual MAP attendance list submitted to FBIHQ takes into account, as much
as possible, the projected managerial needs of the division. Candidates on
the MAP lists, along with those relief supervisors already having attended
MAP, should constitute your prime divisional candidates for future stationary
and nonstationary supervisor vacancies occurring in your division.
(4) Regularly scheduled MAP I classes remove any delay an office
may experience in having a relief supervisor being considered for possible
future supervisory consideration. As a matter of courtesy, when final
selections are made for a scheduled MAP class and a division has been
officially notified to instruct the attendee to report for MAP assessment, the
division head can request a last?minute substitution from his/her office due
to an unforeseen projected need of that particular office.
(5) Any division advertising a stationary supervisor position
should strive to ensure that the division's candidate being considered for
stationary supervisor has attended MAP. If not, an explanation will be
required as to reasons candidate did not attend.
(6) A newly appointed GM-14 supervisor who has not been assessed
under MAP will still benefit by attendance at MAP I by having supervisory
dimensional weaknesses identified and improved upon. Any newly designated
GM-14- supervisor who has not attended MAP I will be scheduled for attendance
at the earliest opportunity after being so designated.
f 3-6.4.8 [Deleted]
3-6.4.9 Hardship Transfer Policy for Special Agents in the Career
Development Program
(1) The Career Board, with the approval of the Director, has
established a hardship transfer policy for supervisory personnel. Henceforth,
hardship requests will be sent by the Career Board to Administrative Services
Division for review by the same system that presently reviews hardship
transfer requests before the grade 14 level. The Administrative Services
Division, after determining if the individual is eligible for hardship
consideration, based on standards applied to all other such requests, will
furnish this information back to the Career Board.
(2) If the Administrative Services Division advises that the
situation qualifies for a hardship transfer, and an appropriate opening with
the Career Development Program exists, it will then be necessary for that
position to be advertised just as any such opening is required to be
advertised. Thereafter, the FBIHQ Career Board will review the candidate with
the hardship along with the other candidates and make the final determination.
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(3) It is possible to envision a situation where the
Administrative Services Division decides a hardship exists but the Career
Board cannot identify a transfer to alleviate it. It will then be necessary
for the Career Development Program participant to decide if he/she wants to
remove himself/herself from the Career Development Program in order to
accomplish the transfer to the desired location.
[ 3-7 REMOVAL FROM CAREER .DEVELOPMENT PROGRAM
[ 3-7.1 General
(1) All Special Agents who accept transfer to FBIHQ will remain
assigned to the greater Washington, D.C., area for a minimum period of two
years regardless of their standing on an OP list, unless staffing needs
dictate they be transferred elsewhere.
(2) A supervisory Special Agent who has served two years at FBIHQ
and/or has not received a cost transfer within the past two years, and
requests removal, in writing, from the Career Development Program, will be
afforded an OP transfer only if that Agent is number one net on the desired
office's OP list and that office has a staffing need.
(3) A supervisory Special Agent assigned to FBIHQ who requests
removal, in writing, from the Career Development Program and does not net
number one but requests prompt action to be returned to a field office.
Administrative Services Division will take the decessary action to assign the
Agent to Washington Field, Alexandria, or Baltimore, at no cost to the
Government, and based on the needs of the Bureau.
(4) A supervisory Special Agent assigned to FBIHQ who requests,
in writing, removal from the Career Development Program but does not net
number one on the desired OP list, and does not want to be returned to
Washington Field, Alexandria or Baltimore, may, with concurrence of the
division head, remain at FBIHQ and have the request to return to a field
assignment "flagged" by Administrative Services Division. The Agent would
then remain in his/her present assignment until the Agent does net number one
on the desired OP list or the OP has a documented need of a speciality
possessed by the participant (accounting, law, etc.). Any FBIHQ supervisor
requesting this option will not be considered for further administrative
advancement while he/she is 705?record as requesting transfer to an OP.]
[[3-8]
U3-8.1]
HOUSE APPROPRIATIONS COMMITTEE ? SURVEYS AND INVESTIGATIONS STAFF
Introduction
(1) Many of the programs handled by the House Appropriations
Committee ? Surveys and Investigations Staff (hereinafter referred to as
Staff), have national or worldwide significance and can include such studies
as national energy problems, military readiness and deployment and worldwide
intelligence activities. The responsibilities inherent in this highly
visible, complex and important assignment require individuals who have strong
potential to develop executive ability in order to accomplish the desired ends
of the committee. Individuals considered for selection must exhibit personal
responsibility; have initiative, resourcefulness and versatility; and possess
outstanding qualities of logic, perception and organizational and literary
ability. Special Agents assigned to the Staff will be dealing with persons
representing the highest level of Government and, therefore, it is imperative
that they be capable of representing the FBI in an outstanding manner.
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(2) The Surveys and Investigations Staff is directed by a Chief
(former FBI employee), a Director (FBI employee) and two Assistant Directors
(one FBI employee and one representative of the General Accounting Office
(GAO)).
([3-8.2] Selection Process
(1) Agents considered for a Staff assignment will be selected
from the ranks of relief supervisors only and will be included in the Career
Development Program, thereby enhancing their careers and bringing them into
FBI management upon completion of their-assignment. Agents selected for this
assignment will be retained on the rolls of the FBI and will continue to be
eligible for Administratively Uncontrollable Overtime (AO) compensation. The
decision to transfer an individual, in the event his/her office is not
contiguous to Washington, D.C., will be a negotiable point between the Bureau,
the Chief of the Staff and the individual involved through discussion with
him/her.
(2) Relief supervisory personnel interested in a Staff assignment
should make their desires known to their Special Agent in Charge. The
identities of interested relief supervisors must then he furnished to FBIHQ by
letter, Attention: [Chairperson]of the Career Board, FBIHQ, with specific
recommendations of the Special Agent in Charge. Requests for personnel by the
Staff will be made known to the[Chairperson]of the Career Board, FBEHQ, who
will then furnish the Staff the identities of FBI relief supervisors for
interview and consideration. Representatives of the Staff will then advise
the[Chairperson]of the Career Board, FBIHQ, of their preference of the
individuals on the list. The[Chairperson]of the Career Board, FBEHQ, will
then bring before the Career Board for consideration those individuals
interested in and qualified for assignment to the Staff. A relief supervisor
selected for assignment to the Staff, who has not attended the Management
Aptitude Program (MAP), will continue to -be credited with relief supervisory
experience. Upon assignment to the Staff, the evaluation process will
continue and recommendations will be made to the[Chairperson]of the Career
Board, FBIHQ, by the Staff whether or not the individual is to continue in the
career development path. If the recommendations are positive, then specific
recommendations will be made as to whether or not he/she should attend MAP.
[[3-8.3] Promotion
(1) Relief supervisors selected for assignment will be considered
for promotion to grade GS-13 in accordance with overall promotional policy
upon the recommendation made by an FBI supervisory employee of the Staff
through the senior FBI Staff official to FBIHQ.
(2) Relief supervisors selected may also be eligible for
promotion to the position of Supervisory Team Leader (GS-14); however, it is
to be clearly understood that only a limited number of these positions are
available. Therefore, promotional opportunities are limited. Recommendations
for promotion to the position of Supervisory Team Leader will be made by an
FBI supervisory Staff employee through the senior FBI Staff official to the
[(Chairperson]of the Career Board, FBIHQ. An FBI employee assigned to the Staff
who advances to the position of Supervisory Team Leader (GS-14) upon his/her
return to the Bureau will be assigned in a supervisory capacity, either in the
field or at FBIHQ.
(3) Individuals selected for assignment to the Executive Staff on
the Surveys and Investigations Staff will be selected from the GS-15 position
(Unit Chief or Assistant Special Agent in Charge). Individuals who attain the
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position of Staff Director upon completion of their assignment will be
returned to FBIHQ and assigned to the Inspection Division as an Inspector for
the purpose of evaluation for promotion to the position of Special Agent in
Charge or Section Chief.
[(3-8.4j Length of Assignment
All indivlduals, regardless of their position as Staff member or
Supervisory Team Leader, will be subject to a maximum four-year assignment to
the Staff, except under special circumstances, at which time an individual may
continue his/her assignment for an additional six months. Exceptions to the
four-year period with a six-month extension will be kept to an absolute
minimum.
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