MODERNIZING THE CIA'S SECRETARIAL PROFESSION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90G01359R000200030019-5
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 41
• Document Creation Date: December 27, 2016
• Document Release Date: June 22, 2012
• Sequence Number: 19
• Publication Date: September 30, 1985
• Content Type: MEMO

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EXECUTIVE DIRECTOR'S TASK FORCE
FOR THE
SECRETARIAL. OCCUPATION
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30 September 1985
MEMORANDUM FOR: Executive Director
FROM: Secretarial Profession Task Force
SUBJECT: Modernizing the CIA's Secretarial Profession
1. This memorandum is in response to your verbal tasking of Ma 1985
which set up a Secretarial Profession Task Force
2. The Task Force has been meeting regularly to develop an action plan to
reform the secretarial pay and career structure within the Agency. In the
course of this effort, extensive discussions have been held within each of the
Directorates. The results of the efforts of the Task Force are embodied in
the attached report which we are prepared to discuss with you at your
convenience.
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Task Force Recommendations for the Agency's Secretarial Occupation
1. The Secretarial Task Force was formed by the Executive Director on
3 June 1985 with the requirement to examine the compensation system, job
classification methodology, and career structure for the Agency's secretarial
occupation, and to recommend changes as appropriate.
2. BACKGROUND AND ISSUES: We began this task by examining the current
system, by reviewing some of the concerns raised by secretaries and managers,
and by looking a bit into the future. We noted, for example, Department of
Labor statistics which portray the secretarial occupation as a career field
which increasingly will be in demand. On the other hand, we noted Census
Bureau projections indicating that the number of men and women entering the
work force will decrease year by year through the end of the century and, with
respect to this decreasing work force, it appeared that more women were
eschewing traditional female occupations such as secretary. The question
arose: Will CIA continue to be able to compete for and attract the
secretaries it needs?
We also reviewed some of the complaints which had been raised about the
current system. A number of managers felt they needed more flexibility to put
senior secretarial positions where the need was greatest, without regard to
the grade of the supervisor. A number of managers were concerned that our
compensation system was not sufficiently competitive because vitally needed
secretaries with specialized clearances and specialized skills were being
snapped up by the private sector. Finally, it was noted that the way the
secretarial occupation was structured in the Agency and in the government, key
job functions regularly were stripped away into other occupations as a method
of upgrading positions; and, instead of growing in their career field, many
experienced secretaries were forced to become administrative assistants,
computer assistants, etc.
The concerns raised by many of the secretaries mirrored the concerns of
the managers. Most secretaries came into the occupation, worked hard, got two
promotions, reached a "pay cap" and then found themselves with little to look
forward to in the way of job advancement. They often felt they were being
treated as second-class citizens rather than full members of the team, often
were not used to their fullest potential as secretaries and were being told,
in essence, that if they wanted to get ahead they should get out of the
secretarial field.
From this review we arrived at certain guiding principles:
a. Despite office automation the need for secretaries in the Agency
was not likely to diminish.
b. Agency officials needed to have greater flexibility in managing
their secretarial work force.
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U Nr?1u1Nr1AI,
c. Secretarial attrition should be kept to the lowest possible level.
(1) From a security standpoint it was not desirable to have
secretaries come into the Agency, be exposed to very sensitive
information and then leave after a few years.
(2) Even where secretaries were not leaving the Agency, only
leaving the secretarial field, this often was undesirable. There was
no concern about the true upward mobility case where a secretary left
to become an engineer or a doctor. There was great concern, however,
about the loss of experienced secretaries who wanted to remain in
their career field but left because the occupation, as presently
structured, did not provide career direction or career progression.
With these guiding principles in mind we set about to design a system
which would be attractive to both managers and secretaries. We provided
managers with greater hiring flexibility to attract better entry-level
secretaries and to better attract experienced secretaries. We attempted to
ensure that managers would be better able to monitor secretarial performance
and have more control over secretarial advancement. We propose allowing
managers to create senior and executive secretarial positions as required and
put them exactly where they are needed.-
Having reviewed the options available to us under the General Schedule
(GS) pay system, we determined that the problem required nothing less than a
total restructuring of the existing job classification methodology and
compensation system. Our objective was not to maintain the occupational
status quo while simply raising secretarial salaries. Rather, we set about
designing a system which would enrich, enhance and expand the secretarial
occupation so that, as a result of this job enrichment, better salary
potential and career incentives could be provided.
3. PROPOSAL: We recommend a new secretarial career system which
encompasses the four levels of complexity we were able to discern within the
secretarial career field. This system would be similar to that used in
private industry and reflect our unique tasking requirements as follows:
Level I Secretary Trainee: designed for entry into the
occupation with minimum qualifications.
Level II Secretary: encompasses the full performance skills
and knowledge required in the field.
Level III Senior Secretary: requires specific Agency experience
and training above the full performance level.
Level IV Executive Secretary: defined by work which requires
experience and training of an office expediter/manager.
Our proposed definitions of the four secretarial levels, to become a new
Agency Secretarial Standard, are contained in Attachment A. We recommend
hiring an external compensation and job evaluation consultant to study and,
2
OODIFIDE2 TIAL
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CONFIDENTIAL
if necessary, modify this standard, as well as review the proposed pay plan to
compare it with the current federal government and private sector compensation
systems. We expect the consultant to analyze our concept and to determine
whether it is sound and equitable.
4. IMPLEMENTATION:
Positions: During the conversion we would include positions titled
Secretary, Clerk Typist, and Clerk Steno since the basic skills of these
occupations are closely related. Positions identified by each Directorate in
levels II, III, and IV will be validated by PNCD and the private consultant
prior to implementation of the new system. Validation will take place by
having the consultant conduct position interviews with the incumbents and
supervisors, the end result of which will be exemplar position descriptions
for levels II, III, and IV unique to the Directorate in which they exist. The
Senior Directorate Personnel Officers will serve as a focal point for sched-
uling and preparing for the interviews. Conversion of the positions will be
accomplished by using benchmarks and the new Agency Secretarial Standard which
will have been validated by the external consultant and PMT. Not only will
each Directorate be responsible for identifying where level II, III, and IV
positions are required, it will have full authority to assign secretaries to
those positions, and, as with other occupations, where volunteers are not
available, directed assignments will be made.
Thereafter, each Directorate would have full administrative control,
establishing secretarial position levels as required. Although PMD would
provide guidance as to the nature and level of the work, the Directorates,
using allocated percentages and representative position descriptions, could
vary the distribution of secretarial positions based on tasking requirements.
In a mature system, we envision a ceiling of not more than 20 percent of the
positions at Level IV and the remainder distributed among the other three
levels with approximately 30 percent at Level III.
During the first year of the new system, the Directorates and the DCI area
(E Career Service) will work together with the private consultant and PMM on
a job enrichment program. The enrichment program will concentrate on
allocating substantive job responsibilities which provide more challenge and
opportunity for growth in the occupation.
People: Directorate conversion panels will be established to evaluate and
place the secretaries within the Directorate at the appropriate level. The
panels will be chaired by an operating official and consist of one other SIS
officer and/or a GS-13 - GS-15 officer from the Directorate, two senior
secretaries from the Directorate, and one SIS officer from another Directorate.
All members of the panels and supporting staffs will be fully briefed on the
procedures and guidelines for conversion, and both PMT and the private
consultant will be available to provide advice and guidance during the
implementation phase. Each component will provide needed information and also
recommend placement of its secretaries in the appropriate level. The panel
will review the information, consider the recommendations, and make the final
decision.
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OONFIDENTIAL
The conversion process will be accomplished by reviewing the Official
Personnel File, supervisory comments, performance appraisal reports, skill
levels and training of each employee. The secretary will then be placed on
the new pay schedule in the following manner:
a. To a salary level nearest to, but not less than, the secretary's
current salary at a level commensurate with the employee's experience,
tenure, performance and duty level. Credit will be given for time already
spent in a waiting period on a pro-rata basis. For example, an employee
who has completed two years of a three-year waiting period toward a
Periodic Step Increase will be given credit for two-thirds of the amount
of the PSI when the salary is converted to the new schedule.
b. While conversion to a given level in the new scale will not be
automatic for any employee, GS-10 and above secretaries normally will be
converted to level IV, and GS-08/GS-09 secretaries normally will be
converted to level III.
c. The Last Equivalent Increase date will change for each employee to
the date of the conversion. This will start a new (six month) waiting
period for the periodic step increases.
d. The Date of Grade will remain as it was prior to the conversion,
thus giving credit for time spent in the last GS grade toward the
time-in-grade guidelines.
We propose a phased conversion schedule for employees not to exceed the
percentages outlined in the following formula:*
LEVEL
YEAR 1
YEAR 2
YEAR 3
YEAR 4
IV
10%
13%
17%
20%
III
20%
25%
30%
30%
To ensure that appropriate position classification decisions have been
made, we recommend that PMCD survey a sample of positions immediately after
conversion and yearly thereafter.
To ensure consistency and equity in the implementation and subsequent
administration of the new Secretarial Career System across Directorate lines,
we recommend that the Inspector General Staff (IG) survey the system one year
after implementation and every two years thereafter.
* It is recommended that the ceiling allocated to each Directorate
may not be transferred from one Directorate to another.
CONFIDENTIAL
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Only employees who are secretaries, clerk typists, and clerk stenos will
be included in the initial conversion. Thereafter, each Career Service may
recommend to the office of Personnel other occupations which should be
included in the new secretarial system. The Office of Personnel will convene
a meeting of the five Career Services to review such recommendations.
5. EVALUATION AND ADVANCEMENT: Evaluation and advancement panels will be
established at the Office level for levels I and II, and at the Directorate
level for levels III and IV, after initial implementation. Panel members for
levels I, II, and III will include secretaries senior in rank to those being
evaluated. Members of the Level IV evaluation panel will be senior officer
representatives from each office, division, and staff of the Directorate. The
evaluation and advancement panels will be responsible for subsequent evalu-
ation, ranking, and recommendations to the head of the Career Service, or his
designee, regarding advancement and performance awards.
Each Career Service shall ensure that advancements do not cause an excess
of personnel in levels III and IV in relation to the percentage constraints.
Advancement shall be based on a mixture of Agency-wide and Directorate-unique
criteria (training, experience, skills and performance).
Employees who do not continue to meet the qualification and performance
standards in any of the levels will be subject to downgrading or other
disciplinary measures in accordance with existing policy and regulation.
6. COMPENSATION AND INCENTIVES: We urge consideration of a Secretarial
Pay Schedule, based on an Agency-unique Secretarial Standard, with four pay
levels ranging from $12,800 to $37,500 per annum as outlined in Attachment C.
The current system finds the secretary promoted too quickly without
necessarily having solid experience, and then stagnating at the GS-07 level.
The new pay plan, with its broader pay range and time-in-level guidelines, is
intended to lengthen the time it takes a secretary to reach the equivalent
GS-07 pay cap by keeping pay progression in line with experience, and then
goes beyond that cap to provide the capacity for greater pay growth over the
General Schedule. The pay plan offers the following advantages:
a. Our recommended pay plan would have 30 increments designed so
that, if performance is acceptable, a secretary can expect a pay
increase every six months for 15 years.
b. Pay incentive to advance in the career field is provided by having
larger pay increments from the 15th to the 30th step in levels III and
IV than at the lower steps. Currently secretaries moving toward the
higher steps are forced to wait longer for increments of the same
amount they received when they had less experience; the new schedule
provides greater salary incentive to those who remain in the
secretarial field.
c. Advancement from level to level which is equivalent to an increase
of two increments will provide greater salary potential than the
current system.
CONFIDENTIAL
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d. A performance award system is structured into the compensation
plan. Superior performance is rewarded by annual cash awards rather
than quality step increases. We envision 30 percent of the secretaries
in Level II and 30 percent in Level III receiving an award of $1,000;
20 percent in Level IV receiving a $2,000 award; and 10 percent in
Level IV receiving a $3,000 award.
e. Secretaries in Level IV have special benefits and responsibilities
as outlined in Attachment D.
7. SPECIAL FEATURES: In order to give the occupation a greater sense of
identity and cohesiveness, we further recommend the establishment of an
Executive Secretarial Board (EBB). The Board will consist of two executive
secretaries from each Directorate and the E Career Service and be responsible
to the Executive Director for:
? Assessing the new system, providing periodic reports on the health
of the occupation, and recommending adjustments as necessary.
? Acting as mentors for secretaries.
? Acting as a clearing house for inter-directorate assignment
opportunities.
? Designing training and development programs for secretaries and
participating in those programs.
? Participating in the selection of new Agency office automation
equipment.
? Recommending secretaries to participate in the recruitment and
selection of secretarial applicants. Within appropriate
constraints, secretaries involved in recruitment may place
applicants in process.
In addition to the normal allocation of Secretarial Level IV slots, each
Directorate would have an--extra complement of executive secretaries
for surge requirements to provide
secretarial coverage during training, home eave, or reassIgLUMHU of other
secretaries, and to eliminate underlaps resulting from separations or
reassignments.
8. Adoption of a new secretarial system is within the DCI's authority
under Section 8 of the CIA Act. Wile notification of our oversight
Committees is not technically required, such notification is recommended.
9. If approved, a new system could be implemented within 90 days of
approval. During this period the following would occur:
a. The Office of Finance Payroll system and the office of Personnel
PERSIGN system would be programmed to accommodate the new salary
schedule.
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b. Directorate implementation panels will be selected, briefed and
will complete the conversion process.
c. Personnel Officers in all Agency components will be briefed on
procedures and technical aspects of the new system.
d. Appropriate regulatory, reference and policy issuances will be
revised to reflect the changes required by the new system.
Attachment B:
Attachment C:
Attachment D:
Attachment E:
Attachment F:
Definition of Levels, Training Requirements,
and Criteria for Advancement
Hiring Standards
Pay Plan
Executive Secretarial Benefits & Responsibilities
Questions and Answers
Cost Projections
Attachment H: Tentative Implementation u e
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LEVEL I
SECRETARIAL TRAINEE
NATURE OF WORK: Work requires basic secretarial skills and knowledge of basic
or commonly used rules, procedures, and office operations. Duties include
routine typing, receptionist, correspondence control, and filing services for
the office. The incumbent learns Agency-unique formats, the Agency record
systems, and any word or data processing systems used in the office assigned.
The incumbent is indoctrinated into the culture of an intelligence organization
and learns the practices and principles of security and compartmentation.
While the work at this level normally has little impact outside the immediate
office, the incumbent is familiarized with the mission and functions of the
office and how it fits into the larger organization.
TRAINING REQUIREMENTS: While in Level I, secretaries are expected, as a
condition of advancement, to have completed the following O E Level I required
courses and, as availability permits, some of the recommended courses.
Component career panels have responsibility for monitoring secretarial training
against requirements and space availability.
Required Courses:
? Agency Orientation & Office Procedures
(classroom training, 3 days, full-time)
? Correspondence Techniques
(classroom, 3 days, to be developed)
? Grammar Review
(self-study, to be developed)
? Word Processing
(classroom training, 3 days, full-time or self-study)
Recommended Courses:
? Proofreading
(classroom, 4 days, part-time or self-study)
? Office Orientation
(classroom or videotape)
? VM or Computer training
(classroom, self-study, or test)
QUALIFICATIONS: To be placed in Level I, the secretary must pass the Agency
Typing Test, the Standard Employment Test (SET), and must have a high school
diploma or equivalent (e.g. GED).
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Advancement to Level II: Requires completion of required courses for Level I
and normally one year of Agency secretarial experience. Time-in-grade
guidelines may be waived by the Head of the Career Service for exceptional
performance. Each Directorate and the E Career Service can specify the type
and range of experience required.
A career service panel will evaluate and rank secretaries, forwarding
advancement recommendations to the Head of the Career Service for approval.
The Director of Personnel advises on advancement policy, approves advancement
personnel actions, and ensures compliance with regulations. The career
service panel will also forward secretarial performance award recommendations
to the Head of the Career Service for approval.
Entrance on duty into Level II requires passing the Agency typing and SET
tests and having five years of relevant experience in the private sector. At
least two years of full time (or part time equivalent) related vocational
and/or college course work can substitute for the experience criterion (see
Agency Secretarial Hiring Guidelines, dated September 1985).
The following are examples of experience requirements to be obtained in
Level I:
Basic understanding of the organization of the Agency and familiarization
with names of key officials.
Must demonstrate an understanding of basic security requirements of
working in an intelligence organization
Must demonstrate an understanding of basic compartmentation requirements
of the Agency,
Must demonstrate an understanding of Agency secretarial procedures, for
example:
? Understanding of correspondence formats and dissemination procedures
? Understanding of office filing system
? Telephone message procedures
? Appointment calendar procedures
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OONFIDENTTIAL
LEVEL II
SECRETARY
Nature of Work: Work requires knowledge of an extensive body of rules,
procedures, and office operations. Work may require knowledge of the
organization, mission, and key players of other offices. The secretary, in
addition to Level I work, establishes and maintains filing and suspense
systems; drafts routine and recurring statistical/information reports;
arranges routine travel and meetings; maintains the supervisor's calendar;
reviews outgoing correspondence for format and accuracy; relays information
from the supervisor to his/her subordinates and helps set priorities by
organizing the supervisor's mail, telephone calls, and visitors. The work of
Level II requires an understanding of office responsibilities within the
Directorate and usually a general knowledge of the discipline (e.g. Personnel,
Geography, Area-specific Analysis, Security, Logistics, Operations). In this
operational context, the secretary must be able to prioritize tasks, plan
work, and handle interruptions without disruption to the overall functioning
of the office. The secretary at Level II helps in the orientation and
acculturation of new secretaries.
Training Requirements: To be eligible for advancement, must have completed
the following required courses and 20 hours of recommended training while in
Level II. Component career panels have the responsibility of monitoring
secretarial training against requirements and space availability.
Required Course:
? Professional Office Protocol
(classroom, to be developed)
? Directorate Orientation
(classroom , 1-2 days, part-time)
? CIA Orientation Courses
(classroom, 3 days full-time)
? Role of Secretary in Automated Office
(classroom, 1 day, full-time)
? Time Management
(classroom, 2 days, full-time)
? Stress Management
(classroom, 2 days, full-time)
? Essentials of Writing
(classroom 5 days, full-time, to be developed)
Recommended Courses:
? Shorthand*
(classroom, 10 weeks, part-time; or self-study)
* Shorthand, although not a specific requirement for promotion, is still
required in many secretarial positions. Therefore, to be competitive for
these positions secretaries should consider taking shorthand.
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Recommended courses, continued:
? Geography (component specific)
(classroom or self-study/videotape)
? Employee Development Course
(classroom, 3 days full-time)
? Wordprocessing & Computer Training, as applicable
(classroom)
? Language Training (as appropriate)
(classroom, self-study, or test)
? Proofreading Course
(classroom, 4 days, part-time or self-study)
Advancement to Level III: Requires completion of the required training at
Level II and normally three years experience at Level II. Time-in-grade
guidelines may be waived by the Head of the Career Service for exceptional
performance. Each Directorate and the E Career Service can specify the type
and range of experience required. For example, a combination of headquarters
and field assignments, staff and line positions, and exposure to more than one
component or unit may be required by a Directorate for advancement to Level III.
A Level II Secretary should have demonstrated an ability to manage the
supervisor's appointments; to completely and efficiently coordinate messages,
meetings, and office routines; to give guidance to more junior secretaries on
formats, work management, and office techniques; and to accomplish most aspects
of the job independently, asking for guidance only in unique or first-of-a-
kind situations. The secretary at this level should have a good grasp of the
bureaucratic structure and operations of the immediate office and how it
relates to other components. Knowledge of major operations, key foreign
political and liaison service figures, and the operating environment and
stations supported by the component is an important factor in the quality of
support the secretary is able to provide.
A career service panel will evaluate and rank secretaries, forwarding
advancement recommendations to the Head of the Career Service for approval.
The Director of Personnel advises on advancement policy, approves advancement
personnel actions, and ensures compliance . The career service 25X1
panel will also forward secretarial performance award recommendations to the
Head of the Career Service for approval.
Entrance on duty into Level III requires a minimum six years relevant
experience in the private sector, three of which must have been in a senior
executive secretarial-level position, and passing the Agency typing and SET
tests. At least four years of full time (or part time equivalent) in
Secretarial Science or a related field may be substituted for the experience
requirement. Four years of nonrelated vocational or college course work can
substitute for all but two years of the experience criterion (see Agency
Secretarial Hiring Guidelines, dated September 1985, Attachment B). Hiring
into Level III requires approval of the Head of the Career Service.
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COWIDENTIAL
LEVEL III
SENIOR SECRETARY
because of the integration of work elements from within Agency components and
requires a working knowledge of the Agency's organizational structure,
principle managers, practices, policies, and programs. Knowledge of other
organizations also is frequently required, e.g., Department of State
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'
Federal Bureau of Investigation, President
s Foreign
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Intelligence Advisory Board, Intelligence Oversight Board, or other
Intelligence Community agencies. The secretary's work at this level clearly
impacts on other components, and contacts maintained in the other components
are at a higher level than those of the Secretaries and Secretary Trainees.
Secretaries in Level III usually have supervisory responsibility for other
clerical staff members. Duties at Level III may include assembling background
information for the supervisor; attending meetings and preparing a record of
the proceedings; drafting regular and recurring statistical/information
reports; arranging travel and conferences involving multiple participants
and/or overseas itineraries; screening the supervisor's mail and assigning to
other officers items which require preliminary work before being brought to
the attention of the supervisor; initiating action on priority items when the
supervisor is not available; and supervising and reviewing the work of
subordinate secretaries and clerical employees, including having input to
Nature of Work: Work at Level III is significantly more complex than Level II
their Performance Appraisal Reports, as appropriate. The sensitivity of the
work increases significantly at this level
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Judgment and discretion are absolutely essential at Level III and 25X1
above. Secretary may be required to apply writing skills in the drafting of
memoranda, responses, and cables.
Training Requirements: To be eligible for advancement, secretaries must have
completed the following required courses plus 120 hours of Level III training.
Directorate career panels have the responsibility of certifying substitute
course work using curriculum guidelines (to be drawn up jointly by the Office
of Personnel, the Executive Secretary Board, and the Office of Training).
Required Courses:
? Effective Oral Presentation
(classroom, 4 days, full-time)
? Getting Your Ideas Across
(classroom, 2 days, full-time)
? Supervisory Skills for Secretaries
(SIC classroom, 5 days, full-time)
? Management Skills for Secretaries
(classroom, 3 days, full-time)
Recommended Courses:
? Women in the Work Force
(classroom, 3 days, full-time)
? Leadership Styles & Behavior
(SIC classroom, 5 days, full-time)
? Advanced Writing Course
(classroom, 6 days, part-time)
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Recommended courses, continued:
? Management Development Course
(classroom, 5 days, full-time)
? Professional Woman's Course
(classroom, 5 days, full time)
? Psychological Self-Assessment (Looking Glass)
? Area Familiarization Courses
? Level II courses not yet taken
Advancement to Level IV: Requires five years Agency secretarial experience at
Level III and successful completion of OTE training requirements. Time-in-
grade guidelines may be waived by the Head of the Career Service for
exceptional performance. Career services can specify the type and range of
experience required. For example, a combination of
assignments, staff and line positions, and exposure to more than one component
or unit may be required by a Directorate for advancement to Level IV.
Advancement to Level IV is by Directorate or E Career Service nomination.
The Directorate career service panel will evaluate and rank annually those
eligible secretaries, nominating candidates for advancement to to the Head of
the Career Service who will approve within the Level IV position and personnel
ceiling constraints. The career service panel will also forward to the Head
of the Career Service for approval secretarial performance award recommend-
ations. The Director of Personnel advises on advancement policy, approves
advancement personnel actions, and ensures compliance with regulations.
Level III candidates must have demonstrated a strong working knowledge of
all Agency correspondence formats, the Agency records system, travel and
accounting systems, the organization structure and functions, principle
managers, and have engaged in increasingly more substantive tasking, 25X1
The Level III Secretary must understand the protocol, sources and 25X1
methods, and political implications of internal and external contacts. The
initiative, ability to analyze situations and decide on a course of action,
and interpersonal skills are critical.
Examples of required skills and successful performance include:
? Understanding of the organization, principle managers,
practices, policies, and programs
? Knowledge of other organizations:
(e.g., Department of State, FBI, domestic and
foreign organizations)
? Demonstration of supervisory capability
? Understanding of statutes, policies & regulations
? Demonstration of strong organization and office
management and expediting skills
6
CONFIDENTIAL
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00WIDENTIAL
LEVEL IV
EXECUTIVE SECRETARY
Nature of Work: In addition to the duties of Level III, Level IV work is
characterized by the substantive tasking of a secretarial office manager who
typically coordinates the integration of work flow from many different
components and often from inter-agency working groups. The skills and
knowledge required to perform effectively require a thorough understanding of
the statutes, mandates, philosophy, regulations, and policy under which the
Agency functions in the Intelligence C nmunity. Work often requires regular
contact with counterparts and officials in other Agencies to coordinate
conferences, tasking deadlines, and liaison for the manager the secretary
supports. The scope and effect of the manager's responsibilities impact on an
Agency-wide or national level such that discretion and sophistication are
required of the secretary in performing the work. Work requires a thorough
working knowledge of the Agency, the manager's primary views and policies, and
principle managers and secretaries in the Intelligence Community. The Level
IV Secretary organizes and directs the day-to-day activities of the office,
restructuring the work activities of subordinates to better accomplish program
goals when necessary.
Secretaries performing Level IV work have the management skills and
knowledge of the organization to be able to fulfill surge requirements
throughout the Agency. Work at this level may require short or long term
rotational assignments to meet crisis requirements when world events require
an immediate Agency intelligence response or to support National Security
Council tasking (e.g., secretarial support to the Arms Control Intelligence
Staff). During these situations, the secretary expedites and oversees tasking
deadlines of the office, coordinates with other components who must respond to
cable traffic (e.g., personnel, security on travel arrangements of officials),
and supervises the typing, record keeping, and tasking of subordinate
secretaries, clerk typists, administrative assistants, or other support
occupations. Assignments at this level may require secretarial coverage in
offices where the principle secretary is in training, on leave, away on TDY,
or is otherwise not available to perform the job. At times, the work may
require TDY trips in advance of the manager's TDY travel or independent of the
manager in support of Agency tasking requirements.
Training Requirements: File in Level IV, secretaries are eligible to take
the Level IV courses listed below (some of the courses are by Directorate
nomination). Directorate career panels have the responsibility for monitoring
Executive Secretarial training.
Recommended Courses:
? Mid-Career for Secretaries
(classroom, to be developed)
? Program on Creative Management
(classroom, 5 1/2 days, full-time)
? Management Skills for Secretaries
(STC classroom, 3 days, full-time)
? Management Development Course
(classroom, 5 days, full-time)
7
NFIDENTIAL
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ODNFIDENTIAL
Recommended courses, continued:
? Briefing Techniques Course
(classroom, 5 days, full-time)
? GTE Courses for GS-11 and above
? Level II & III courses not yet taken
? External seminars & symposiums
Advancement
Directorate and E career service panels have the responsibility to rank
and evaluate annually Executive Secretaries. Career development recommend-
ations and nomination for Executive Secretarial performance awards will be
forwarded to the Deputy Director or Head of E Career Service for approval.
The Director of Personnel advises on advancement policy, approves advancement
personnel actions, and ensures compliance with regulations.
8
COWIDENMAL
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O0[ FIDENTIAL.
GENERAL SCHEDULE LEVEL I
CURRENT POLICY SECRETARIAL TRAINEE
GS
SAID
STEP
SALARY
SKILL & EXPERIENCE
4/1
12,862
1
12,862
No EXP/AQr/SET
No current hiring equivalent 5
13,670
No EXP/AQT/SET/AQS
5/1
14,390 9
14,478
1 yr related vocational or college/AQT/SET
5/1
14,390 9
14,478
1 yr EXP/AQT/SET
5/3
15,350 14
15,488
1 yr EXP/AQr/SET/AQ6
5/3
15,350 15
15,690
1 1/2 to 2 yrs EXP/AQT/SET
No current hiring equivalent 17
16,094
1 1/2 to 2 yrs EXP/AQT/SET/AQS
5/3-5/4 15,350 - 15,830 18
16,296
2 to 3 yrs EXP/AQT/SET
No current hiring equivalent 20
16,700
2 to 3 yrs EXP/AQT/SET/AQS
6/3 17,110 22
17,104
2 yrs steno & sec EXP/AQT/SET/AQS
5/4-5/5 15,830 - 16,310 24
17,508
3 to 4 yrs EXP/AQT/SET
No current hiring equivalent 26
17,912
3 to 4 yrs EXP/Aqr/SET/AQS
6/4-6/5 17,645 - 18,180 27
18,114
3 yrs steno & sec EXP/AQr/SET/AQS
KEY: AQT = Has Agency Qualified Typing Skill
AQS = Has Agency Qualified Shorthand Skill
SET = Has passed the Standard Employment Test
EXP = Indicates years of relevant experience
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LLW1UF i L
AGENCY SECRETARIAL HIRING GUIDELINES
GENERAL SCHEDULE
CURRENT POLICY
LEVEL II
SECRETARY
GS SALARY
STEP
SALARY
SKILL & EXPERIENCE
No current hiring equivalent
6
16,105
2 yrs related vocational or college/Aqr/SET
6/3
17,110
10
17,477
2 yrs related vocational or college/AQT/SET/AiQS
5/5
16,310
15
19,192
5 yrs EXP/AQT/SET
6/5
18,180
16
19,535
5 yrs steno & sec EXP/AQT/SET/AQS
GENERAL SCHEDULE LEVEL III
CURRENT POLICY SENIOR SECRETARY
GS SALARY
STEP
SALARY
No current hiring equivalent
1
17,824
No current hiring equivalent
2
18,186
No current hiring equivalent
7
19,996
SKILL & EXPERIENCE
4 yrs related vocational training/college
or 4 yrs nonrelated college plus 2 yrs of
secretarial experience/AQT/SET/SET
4 yrs related vocational training/college
or 4 yrs nonrelated college plus 2 yrs of
secretarial experience/AQT/SET/AQS
7 to 10 yrs EXP (3 yrs as Exec Secretary)/AQT/SET
OR match base salary plus 10%
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 cc FIr-'4,rrIAL
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I*wl Incremnt 1 2 3 4 5 6 7 8 9 10 11 12 13 14
SHCH97MAL TRAINEE
I $202
12862
13064
13266
13468
13670
13872
14074
14276
14478
14680
14882
15084
15286
15488
SBUIRDUM
II $343
14390
14733
15076
15419
15762
16105
16448
16791
17134
17477
17820
18163
18506
18849
SENIOR S'ECREMM
III 362
17824
18186
18548
18910
19272
1%34
19996
20358
20720
21082
21444
21806
22168
22530
50
E7 ECMIVE
IV $475
rkW
21804
22279
22754
23229
23704
24179
24654
25129
25604
26079
26554
27029
27504
27979
595
21
22
23
24
25
26
27
28
29
30
15690
15892
16094
16296
16498
16700
16902
17104
17306
17508
17710
17912
18114
18316
18518
18720
19192
19535
19878
20221
20564
20907
21250
21593
21936
22279
22622
22965
23308
23651
23994
24337
22980
23430
23880
24330
24780
25230
25680
26130
26580
27030
27480
27930
28380
28830
29280
29730
28574
29169
29764
30359
30954
31549
32144
32739
33334
33929
34524
35119
35714
36309
36904
37499
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1. Enhanced pay rates.
2. Enriched performance awards program.
3. Participation in recruitment trips for secretaries.
4. Participation in the development of OrE secretarial
training courses.
5. Briefing at secretarial training courses.
6. Eligibility for long-term training at Agency expense.
7. Admittance into training courses without regard to minimum
grade requirement.
8. Attending annual symposia and conferences.
9. Attending external seminars (secretarial, management,
or special area topics of interest).
11. Orientation at other government agencies.
12. Reserved parking spaces.
13. Invitation to DCI and DDCI special events.
14. Annual luncheon in Executive Dining Room to present
selected performance awards.
15. Invitations to White House, Oongressional, and embassy
social events.
16. Others to be determined.*
* One task force representative proposed unlimited annual leave
accrual be added to the list. The task force, as a whole,
disagreed with that proposal.
(Y-WWTfl KYPTnT.
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CONFIDMIAL
QUESTIONS & ANSWERS
ON THE NEW SECRETARIAL CAREER PLAN
1. Q. What warranted development of a new secretarial system?
A. From management's perspective, our present secretarial system is not
attracting a sufficient number of secretaries at the entry level, nor
attracting well-experienced secretaries; and too many Agency secretaries
are leaving the field. Furthermore, management has little flexibility in
establishing secretarial positions where they are most needed and is
forced to function in a system where secretarial upgrades often are
derived by building administrative assistant positions, thus creating a
void of job substance in the secretarial career field. From the
secretaries' point of view, career development and salary progression,
currently based on the Agency Secretarial Grade Pattern, reaches a plateau
at the GS-07 level, forcing secretaries to change occupations for career
and salary advancement.
Recognizing the valuable service our secretaries provide this Agency, our
goal in developing a new secretarial system was to structure a career path
for secretaries which has discernible levels of accomplishment, is related
to our organizational needs, provides challenge throughout a career,
stimulates job productivity, satisfaction, and professionalism, and offers
greater participation in the Agency's mission.
2. Q. How will the new secretarial system be different from the Agency
Secretarial Pattern and the General Schedule?
A. First, the Pattern ties the position grade of the secretary to that of
the supervisor and is not linked to skill level. The new system replaces
the Pattern and is explicitly linked to the secretary's skill level. It
establishes four secretarial levels defined by job duties and
responsibilities, training, and experience criteria.
Second, the use of the OPM secretarial standard to establish job
classification levels does not adequately capture the unique demands the
Agency places on its secretaries. Therefore, an Agency-unique secretarial
standard, which better defines our job evaluation levels and tasking of
secretaries, has been developed.
Third, the majority of our secretaries now reach the GS-07 level
rapidly and then have little to look forward to in the area of job and
salary advancement. We lose more secretaries at this grade level than at
others. The new pay schedule, based on the four secretarial levels, lifts
the grade compression so that many more secretaries will receive salary
commensurate with their experience and performance.
CCNFIrENTIAL
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QIDMIAL
Fourth, the new secretarial system allows managerial flexibility in
the assignment and tasking of secretaries. Each Directorate will be able
to place its positions at the level it requires to get the work done,
within the percentage constraints for each level, and assign its
secretaries accordingly.
3. Q. What is the most salient feature of the new secretarial system?
A. Job enrichment. Under the new secretarial system greater emphasis is
being placed on the duties and responsibilities in each secretarial
position. Substantive duties will be added to more positions, thus
increasing the demands and variety of the work. These positions will
warrant a higher level without regard to the grade of the supervisor's
position. The result of job enrichment will be to establish more
substantive secretarial positions at higher job levels and provide a
reasonable career ladder for coapetent, professional secretaries.
4. Q. How are the four secretarial levels defined?
A. Each of the four secretarial levels (Level I/Secretarial Trainee,
Level II/Secretary, Level III/Senior Secretary and Level IV/Executive
Secretary) has job classification, training, experience, and advancement
descriptors which outline a secretary's work profile for that level. The
profiles thus provide a career road map for the secretary to advance in
experience and salary.
5. Q. What will the new Secretarial Pay Schedule look like?
A. The Secretarial Pay Schedule is a departure from the General Schedule
(GS). It is divided into four pay levels with 30 increments per level as
compared with the 10 incremental steps per level on the General Schedule.
Pay Level I ranges from $12,862 to $18,720; Level II ranges from $14,390
to $24,337; Level III ranges from $17,824 to $29,730; and Level IV ranges
from $21,804 to $37,499.
6. Q. How does this system differ from "Banding"?
A. Banding requires annual evaluation of each employee to determine how
many increments (up to four) in a given level will be awarded based on the
employee's performance, with no periodic step increases. The proposed
secretarial system allows periodic step increases every six months for
acceptable performance, and lump sum awards for exceptional performance.
7. Q. Does the system provide a salary windfall for secretaries?
A. No. While the potential for greater salary increase is incorporated
into the new system, more stringent training and performance benchmarks
are required of the secretary to be eligible for higher pay.
CONFIDENTIAL
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C''IDETTIAL
8. Q. Will secretaries get legislative pay raises under the new system?
A. Yes. If, for example, Congress grants federal employees a three
percent pay raise, the secretarial pay schedule will be increased by the
same amount.
9. Q. What impact will this system have on the Agency average grade?
A. By removing Q positions from the lower
population, pay levels of the GS
implementation of this system will effectively raise the
Agency average grade by about .50 of a point from its current level.
However, this is a technical change which the Comptroller adjusts with the
Office of Management and Budget.
10. Q. Are there quality step increases in the new pay system?
A. Instead of quality step increases, the new system provides for
performance awards. Superior performance can be rewarded by annual cash
awards for secretaries. This performance award does not preclude the
secretary from receiving other nonduplicative special recognition awards
currently within the Agency's award system.
11. Q. What are the administrative limitations on granting performance awards?
A. In any given year, up to 30 percent of Level II and up to 30 percent
of Level III can receive $1,000; up to 20 percent of Level IV can receive
$2,000, and up to 10 percent of Level IV can receive $3,000.
12. Q. If the system offers the potential for increased salary, why do we
need performance awards?
A. Most successful personnel management systems employ some kind of
performance award system to allow special recognition of superior
employees. The secretarial profession is no different in this regard than
any other profession. The new award system, which replaces the quality
step increase for secretaries, is based on an annual lump-sum payment,
rather than a step increase which is carried in an employee's base salary
even if performance drops. We have also placed a percentage limitation on
the number of awards given.
13. Q. Exactly who is to be included in the new secretarial career system?
A. Positions and personnel currently titled Secretary, Clerk Typist, and
Clerk Steno will automatically be converted to the new system, since the
basic skills of these occupations relate closely to those of secretaries.
Other related occupations will be considered on a case-by-case basis
thereafter. Each Career Service may recommend to the Office of Personnel
other occupations which should be included in the new secretarial system.
The Office of Personnel will convene a meeting of the five Career Services
to review such recommendations.
3
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CONFIDEN17AL
14. Q. What advantages does the new system have for management?
A. The system will help attract secretaries to the Agency and provide
sufficient incentive for them to remain in the secretarial field. The new
system is designed to reduce secretarial attrition and subsequent
vacancies, as well as provide a better trained secretarial population.
Because the system is designed to be flexible, and because there is a new
Agency Secretarial Standard, management will have the tools to enrich
secretarial job content and to upgrade secretarial positions. Each Career
Service will be able to determine where level II, III, and IV secretarial
positions should be placed without regard to the grade of the supervisor
and managers will assign individual secretaries where they are needed.
15. Q. What is the relationship between the Career Services' decision
concerning the designation of a position at a particular level and the
placement of the secretary at a particular pay level?
A. These are two separate processes. The decision as to the level at
which the position is placed is determined by the knowledge and
complexities inherent in the job duties and responsibilities. The
decision as to the placement of the secretary at a pay level is determined
by that secretary's accumulated skills, experience, training, and
performance. It is possible, therefore, to have a secretary in one pay
level in a position at another level.
16. Q. How will secretaries be converted to the new Secretarial Pay Schedule?
A. No one will take a pay cut. Secretaries will be converted at or
nearest to, but not less than, their current salary into a level
commensurate with their skill level, experience and training. Credit will
be given for time already spent toward waiting for the next Periodic Step
Increase and computed on a pro-rata basis at the time of conversion. In
each Directorate a conversion panel will be responsible for deciding to
which level a secretary will be converted.
17. Q. Is there a pay increase for the secretary at the time of conversion?
A. Generally, no. The conversion to the new pay schedule places the
secretary at a pay point nearest to, but not less than, the secretary's
current salary and is not intended to be a pay windfall. The pay schedule
is intended to provide pay incentives over the long term through
incremental increases and promotions based on experience and performance.
18. Q. Will conversion be automatic by grade level?
A. No. The conversion process will be similar to the evaluation ranking
and recommendation for promotions you are already familiar with. Thus,
supervisory input, performance appraisal reports, experience, and training
will all factor into the conversion decision. As a guideline, secretaries
at grade GS-10 and above will normally be converted to Level IV, and
secretaries at grades GS-08, and GS-09 will normally fall into Level III.
CONFIDENTIAL
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OONFIDEMIAL
19. Q. What will ensure conversion equity and consistency?
A. The conversion process will be accomplished consistently across
Directorates.
First, each of the five career services will establish a conversion
panel, which will include a representative from another career service.
Second, these panels will be briefed to gain a common understanding of
the procedures and guidelines for conversion.
Third, these panels will use the same secretarial guidelines and
profiles approved by the DDCI for all Directorates.
Fourth, the Position Management and Compensation Division of the
Office of Personnel and the private classification and compensation
consultant will be available for guidance during the process.
Fifth, PMOD will survey a sample of positions on a yearly basis to
ensure the duties and responsibilities are commensurate with the job level
definitions.
Sixth, the Office of the Inspector General will inspect the new
secretarial program one year after its inception and every two years
thereafter to ensure equity and consistency in implementation and
subsequent administration of the secretarial occupation.
20. Q. How does a secretary advance in job responsibility and pay?
A. Once converted to a secretarial level, the four secretarial profiles
defined above illustrate the training, experience, and performance
criteria necessary to be eligible for advancement to the next level. The
profiles thus serve as a counseling and development road map from which a
secretary can anticipate progress through a career. Career service panels
will evaluate and recommend secretaries for advancement against ceiling
constraints.
Each level profile has a time-in-grade guideline which allows the
secretary to gain experience and training before being considered for
advancement to the next level. "Time-in-grade" is a guideline which the
career service can lengthen or shorten according to the secretary's
demonstrated readiness to advance. The time-in-grade guidelines are
one year for Level I Secretarial Trainee, three years for Level II
Secretary, and five years for Level III Senior Secretary.
OOI FIDENTIAL
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OONF'IDEMIAL
21. Q. Can a secretary look forward to only three pay advancements then?
A. No, far from it. The new pay plan's significant departure from the
General Schedule is that it offers greater salary potential within each
level. Thus, there are many more advancements which would be equivalent
to a promotion on the General Schedule. Here's how it works:
? Each level has 30 increments compared to the General Schedule's ten
steps.
? A secretary performing at an acceptable level is eligible for a
within level increase equivalent to one increment every six months
(rather than having to wait one, two, and three years on the General
Schedule).
? Advancement to the next level is equivalent to two steps in addition
to the two incremental increases the secretary has already received
for that year.
? A secretary performing at an exceptional level is eligible for
annual performance awards of $1,000 in levels II and III and
$2,000 or $3,000 in Level IV.
22. Q. Is it necessary to pass through all 30 increments within a level
before advancing to the next level?
A. No. Advancement to the next higher level is based on meeting the
experience, training, and performance criteria defined in the secretarial
profiles. Once eligible, the secretary will be recommended by the career
service panel for advancement provided there is personnel headroom at the
next higher level.
23. Q. How does a secretary advance to the Level IV Executive Secretary?
A. When the criteria have been met, the career service panel will
evaluate and nominate candidates for the Executive Secretarial Level. The
Deputy Directors and Head of the E Career Service will approve nominations
against the Level IV ceiling constraints. The career panels within a
Directorate are responsible for overseeing the assignment and training
needs of its secretaries to help prepare them for advancement to Level IV.
24. Q. Does the Executive Secretary have special benefits and responsi-
bilities?
A. Yes. The Executive Secretary in Level IV earns a competitive salary
and enjoys a variety of privileges such as earning higher performance
awards, having reserved parking, being invited to protocol events, and
attending special conferences and seminars. There are also additional
responsibilities such as participating in the design of secretarial
courses and recruiting. Executive secretaries are expected to have the
experience and skills to work in virtually any senior secretarial job and
respond to any critical tasking requirements.
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C ONFI1 IAL
25. Q. What role does training play in the new system?
A. Training plays a key role in professional secretarial development.
Within each of the four profiles, training has been divided into required
and recommended course work which may be met by classroom training,
self-study (includes external academic course work), and pass/fail tests.
Training plays such an important role in secretarial development that OTE
will have Executive Secretaries participate in the design and teaching of
secretarial courses.
26. Q. Will secretaries converted to the new system be penalized for not
meeting the new training requirements?
A. No, secretaries will not be penalized for not having the required
training at the time of conversion. They will be expected to acquire the
training as soon as is practicable to be competitive in the system.
27. Q. Will shorthand be a requirement to advance to the higher levels?
A. Although there is not an Agency-wide requirement to gain the shorthand
skill, many Senior and Executive Secretarial positions will continue to
require shorthand as a specific job qualification. Shorthand in itself is
not a requirement for advancement but may make a secretary more
competitive for specific positions.
28. Q. How often will promotion panels meet when the new system is in place?
A. All secretaries will be reviewed on an annual basis by an evaluation
panel. Performance Appraisal Reports (PAR's) will be due in April and
annual performance awards and promotions will be effective in July. As is
now the case, Heads of Career Services may grant out-of-cycle promotions
when appropriate.
29. Q. Will supervisors need new guidelines in writing secretarial performance
appraisal reports (PAR'S)?
A. The procedures for PAR writing will not change; however, supervisors
will need briefing on all aspects of the system such as criteria for
advancement between levels, movement within levels, time-in-grade
guidelines, performance awards eligibility, and so on.
30. Q. What if the secretary is not performing at an acceptable level?
A. Advancement to level II, III, and IV presumes the ability to perform
at that higher level. Secretaries who do not maintain the performance
expected at each level may be downgraded.
CONFIDENTIAL
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uWII(rIAL
31. Q. Will the new system establish new Agency Secretarial Hiring Guidelines?
A. Yes, there are new hiring guidelines for secretaries which address
more fully the entrance salaries which we believe are more competitive
with private industry in the Washington, D.C. area.
32. Q. Are part-time secretaries included in the new system?
A. Yes. Part-time secretaries are fully included and will be converted
at the same time as the full-time secretaries.
33. Q. How will secretaries be converted back to the General Schedule if they
leave the secretarial profession?
A. Existing procedures and regulations will continue to apply to any
employee who moves from one pay schedule to another. Stated simply, the
employee will not be entitled to the retained rate or save pay if the move
is at the option of the employee, and the new job is at a lower pay rate.
34. Q. How will secretaries who have left the Secretarial Career System, and
want to return to the profession, be converted from the General Schedule?
A. Reentry to the Secretarial Career System will occur just as initial
entry occurred. The criteria for each level will be used to determine at
which level the employee will be readmitted into the system, and the
increment will be discretionary on the part of the gaining component. As
in #32 above, the employee will not be entitled to the retained rate or
save pay if the move is at the option of the employee.
35. Q. How will the new system be monitored?
A. The Office of Personnel, the Office of the Inspector General and an
Executive Secretarial Board will be reviewing the effectiveness of the new
system, recommending changes where needed.
36. Q. Is there a mechanism to encourage professional development in the
secretarial field?
A. Yes. Under the Executive Director, an Executive Secretarial Board has
been established to assess the health of the secretarial occupation and
the effectiveness of the new system. The Board will help coordinate
secretarial participation in the recruitment of secretaries, in the
development of secretarial training, in acting as a clearing house for
inter-directorate rotational assignments, and in the development of the
automated secretarial work environment. There will be two secretarial
representatives from each Career Service on the Board.
O0 FIDE 1rIAL
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OONFIDENTIAL
37. Q. What is the next step?
A. This plan, put forth by the task force, will be reviewed by senior
management and by a private consultant. Any suggested changes will be
presented to the task force for consideration prior to implementation.
38. Q. Will the private consultant interview secretaries and managers in its
review of the proposed secretarial plan?
A. Yes. One task to be performed by the private consultant is to review
level II, III, and IV positions. Each Directorate will identify to the
consultant representative positions at these levels and the consultant
will interview both the secretaries and managers associated with those
positions. It is important, therefore, that both the secretary and the
manager become familiar with this proposal and be prepared to meet with
the consultant.
39. Q. What if I have additional ideas or concerns?
A. This proposed secretarial pay plan is not set in concrete. Any
suggestions or comments should be sent to your Career Service
representative on the task force and will be considered carefully.
(Y 3t'rrit'KTTT AT
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 CONFIDENPIAL
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ATTE,.A1M NT F
COST PROJECTIONS FUR NEW SECRETARIAL PAY SCHEDULE*
Year
GS Schedule**
cost
Proposed Levels***
Cost
Average
GS Salary
Average
Levels Salary
Additional
Cost of Levels
Current
32,290,000
32,660,260
19,677
19,902
370,260
1 Year
33,225,000
35,100,159
19,871
20,611
1,875,159
2 Years
32,930,000
34,747,811
19,695
20,438
1,817,810
3 Years
32,920,000
34,887,559
19,689
20,537
1,967,559
4 Years
32,900,000
34,501,596
19,677
20,322
1,601,596
5 Years
32,880,000
34,372,132
19,665
20,239
1,492,132
6 Years
32,890,000
34,405,911
19,671
20,253
1,515,911
7 Years
32,870,000
34,431,103
19,659
20,268
1,561,103
8 Years
32,870,000
34,609,115
19,659
20,367
1,739,115
9 Years
32,860,000
34,609,908
19,653
20,368
1,749,908
10 Years
32,850,000
34,533,213
19,647
20,326
1,683,213
* Analysis based on occupational codes 318.01, 322.01, 312.01
..+ waa~uic ~,t,aw tll%;tuueu ct; esLimaces ror Y&ii S
b) projected promotions based on current rate of promotion
c) QSI's based on current rate of QSI's
d) DOD's and attrition based on historical FY data
Proposed level costs include a) conversion costs
b) awards of $1,000 to 30% of Level II, $1,000 to 30% of Level III
$2,000 to 20% of Level IV, and $3,000 to 10% of Level IV
c) movement within levels, two increments per year
d) advancement between levels equal to two increments with minimum time at each level
as follows:
Level I - one year
Level II - three years
Level III - five years
e) EOD's and attrition based on historical FY data
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 25X1
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SECRETARIAL CAREER SYSTEM IMPLEMENTATION
REPORT TO EXDIR
CONSULTANT VALIDATION
EXDIR/EXCOM APPROVAL
DCI APPROVAL
MODIFY DATABASES
SELECT/BRIEF PANELS
BRIEF CONGRESS
POSITION CONVERSION
PEOPLE CONVERSION
BRIEF COMPONENTS
TECHNICAL CONVERSION
ISSUE HN B FN
REVISE REGULATIONS
BEGIN NEV SYSTEM
LEGEND:
DURATION OF A NORMAL JOB
DURATION OF A CRITICAL JOB
SLACK TIME FOR A NORMAL JOB
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