REVIEW OF THE RECRUITMENT SYSTEM MANAGEMENT STAFF, DDA

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84B00890R000600090005-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 61
• Document Creation Date: December 16, 2016
• Document Release Date: July 19, 2005
• Sequence Number: 5
• Publication Date: March 1, 1981
• Content Type: REPORT

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1. Executive Summary
II. Background of Study
III. Recent Activity in Applicant Processing
IV. Modeling of Recruitment Applicant Processing Activity
Appendix A
Current System and Recommendations
ng Summary
Professional Technical Recruit
20
i
Clerical Recruiting Summary
.21
Appendix B
Project SCIP Funding Requirements
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I. Executive Summary
This study does not make conclusive judgments on the entire
recruitment structure, but rather identifies areas that seem to call
for further examination or which present a possibility for some
improvement in the recruitment process.
The detailed recommendations are contained in Section V of this
report. In shortened version, they are:
Give the newly implemented OPPPM system six months to.
,prove its mettle.
2. 'Use computer.'modeling as a tool for understanding, not
for decisionmaking.
3. Evaluate the overall effectiveness of the Agency's field
recruitment. network and take appropriate action.
4. Reconfigure the OPPPM Review Unit and Processing Assistants
functions to increase the efficiency with which
they process applicant files. Ensure that applicants
are contacted frequently during processing, and
are continually assured of Agency interest.
5. Direct the Office of Security to implement an up-front
polygraph program for all applicants.
6. Fund Project SCIP, Security . Communications Improvement
Project now. It will allow OS to more efficiently
process background investigations.
7. Retain the 15-year investigative coverage on applicant
background investigations.
8. Direct OMS to explore with OPPPM the creation of
physical activity job standards, especially for
sedentary jobs. Having done so, the clinical portion of
medical processing for applicants to be assigned to these
jobs could be eliminated. If deemed necessary, the
clinical processing could be postponed until sometime
after EOD.
9. Direct the Office of Medical Services to use the
recently established Communications recruitment task force
as a pilot program for implementation of
a similar pre-medical screening program for all
applicants.
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10. Direct the Office of Medical Services to offer the PATB
on an exception only basis, and to curtail its use for
most college hires......
11. Curtail invitee travel expenses, by better accounting,
reallocation of monies, and less interview activity.
12.' Reexamine the Agency's policy on payment of relocation
expenses in light of the limited success of non-Washington
area recruiting activity. Pending the outcome of such
,an.examination, examine the feasibility of implementing
one standard'Agency policy to pay all relocation
expenses. At, the very least, identify additional
occupational"' codes for which we should apply for
an OPM exemption in order to pay relocation expenses.
II.. Background of Study,'
This study was` commissioned to examine the timeliness and cost
effectiveness of the current Agency recruitment system with an
expressed aim of shortening the process. Because there has been a
close scrutiny of Agency personnel practices, including recruitment,
over the past several years, there.was a fair amount of data readily
available for analysis. Most of the information reported in this
study came from available statistics and recently published studies,
on personnel activities. However, in addition, the following people
were interviewed to provide their unique perspective:
and other members of
the Directorate
Representatives to
OPPPM/R&P
Deputy for Recruitment & Placement,
ORPPM
Deputy Director of Personnel Security
& Investigations
Office of Medical Services
Plans and Support Staff
DDA Representative
OTE Analyst
Chief, Psychological Services Division,
Office of Medical Services
III. Recent Activity in Recruitment and Processing of Applicants
1. Beginning in 1977, the Agency's personnel system, and
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specifically the recruitment system, have been the subject of
several studies and papers:
IG Report on the Agency's Recruitment System,
January 1980
OPPPM Report on a Proposed Recruitment System,
February 1980
OPPPM Response to the IG Report on Recruitment,
including several IG recommendations, March 1980
Recommendations'Regarding Recruitment and Placement
Policies from the Directorate Task Force to OPPPM/R&P,
January 1981
2. In the past year', OPPPM has instituted multiple changes to
the recruitment and applicant processing system which has existed in
the Agency since the, early 1950s. The overriding objective of these
changes have been to, reduce cost and to increase the speed of
processing applicants. OPPPM's prime solution for satisfying these
objectives has been to reduce the number of applicants in the system
at any given time, or said another way, to considerably reduce the
ratio of applicants-in-process to EODs. Early indications are that
clerical ratio has been reduced from 2.2 to 1 during the October
1979 through April 1980 time period, to 1.6 to 1 during the May 1980
to October 1980 period. For professionals, the ratios for those
same time periods have been reduced from 2.8 to 1 to 1.9 to 1.
Correspondingly, the number of applicants in process has been
reduced from Early indications, are that the EOD rate
has not been adversely affected. In fact, the EOD rate has
increased.
3. The methods used for accomplishing this ratio reduction
have involved elimination of questionable applicants (for
qualifications, security or medical reasons) early in the applicant
process. As a result of early security interviews
(Pre-Investigative Interviews) and early verification of information
contained in the Personal History Statement (drug usage, for
example),Ipercent of initial applicants were eliminated for
security reasons prior to being formally entered into the applicant
process. Another reduction method has involved targeted
recruiting--best described as recruiting for a specific position by
a specific recruiter. Additionally, some parallel processing,
especially in the security and medical areas, was also implemented,
and the SKILLS BANK, a holding area for applicant files, was
eliminated.
4. Appendix A of this study provides an excellent comparison
of the old applicant processing system and the one proposed by OPPPM
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in March 1980 for both clericals and professionals. OPPPM has not
yet fully implemented all of the changes proposed last year. We
requested an interim report on their progress to date, and they
supplied the following figures.
OPPPM Portion of Applicant Processing
Professional/Technical
Previous
#/ o f Days
Proposed
# of Days
Current
(estimated)
iE of Days
Resume Review
24
2
3
Recruiter Interview
25
n/a
n/a
PHS Preparation
39
14
17
PHS Review
4
0
2
Expediter Review
-
-
3
Skills Bank
14
0
n/a
Input, Log, Xerox,
Duplicate, Deliver,
Pick -up
5
Office Review
22
10
14
Pre-polygraph
Interview
Arrangements.
38
14
21
Interviews
7
- ?
10
Decision to Process
20
-
7
Security Processing
55
30
55
Medical Processing
27
n/a
n/a
Report for Duty
50
30
30
Total Days
5. As can be seen from the chart, Security and Medical
processing are done concurrently in the new system, and take
.approximately 55 days.
6. The total processing time is now 167 days or half of the
325-day processing time which existed when the new system was
implemented circa mid-1980. Further reductions are planned.
7. The following two charts examine the same data from two
other viewpoints: the percent loss of applicants in both the
previous and the proposed systems, and the dropout rate of each
discrete function in both systems.
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Professional/Technical
Loss Figures
Previous Proposed
# Applicants %Lost ' # Applicants ?.%Lost
Reviewed Resumes
PHS Completions
Skills Bank
Office Review
Interview Arrangements.
Interviews
Decision to Process
Security Processing
Medical. Processing
Report, for Duty
In the previous system we EODed percent of those who
initially expressed interest., In the proposed system, we plan to
EOD F--]ppercent.
Professional/Technical
Dropout Rates
Reviewed Resumes
PHS Completions
Skills Bank
Office Review
Interview Arrangement
Interviews
Decision to Process
Security Processing
Medical Processing
Report for Duty
Proposed
Dropout rate is defined as the percent of applicants
entering each discrete process that do not leave it successfully.
8. The observations which can be made regarding this data
--Cost is not as relevant a factor in the loss of applicants
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as time is. Most of the discrete. functions involved
(e.g., interview arrangements) are of negligible cost, but
do involve a significant time investment. With the
exceptions of security and medical processing, most of the
losses occur during time delays, not during an expensive.
processing step.
--With the security and medical processes, there are
significant costs, primarily because of professional time
involved. We currently are unable to predict whether
staffing decreases could result from either our
recommendations or from OPPPM's proposed system.
--Both the proposed OPPPM system and our recommendations are
aimed at reducing the workload of those Agency employees
who process applicants. Polygraph operators are the
exception because their workload most probably.will
increase,as a result of the recommended changes. The
cost-per-applicant will most probably increase (owing to
the. large file reduction) but, at the same time, the total
Agency resources devoted to applicant processing should
decrease. Cost aside, the changes should result in
increased efficiency because the system will no longer be
overburdened. .
--Those areas where a decrease in cost should result from a
suggested change are discussed in this study. Examples
are invitee travel, field recruitment activities, clinical
examinations and PATB testing'. The recommendations in
these areas also usually contribute to a reduction in
projected processing time. .
We applaud OPPPM activity aimed at
reducing the number of days required to
process applicants, and believe that the
new system should be closely monitored
for a longer period of time, at least six
months, before we make any judgements on
its success or failure.
During this time period, it is essential
that OPPPM, OS, and OMS collect extensive
statistics so that a determination of
success or failure can be made on a
quantitative basis.
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IV. Modeling of Recruitment Activity
A. Portions of the recruitment process including the
-- processing activity
-- security approval process
-- Psychological Services Staff functioning
have been the subjects of System Dynamics modelling in the past
year. As a general comment, we believe that these models have
contributed to an understanding of the complexities of the
activities involved. Specifically, in the process of modelling the
applicant processing activity some very valuable suggestions were
made and subsequently implemented. These suggestions include:
installing expediters for security and medical
up-front.screening of applications,
implementing concurrent security and medical
processing,
-- eliminating the Skills Bank, and
-.-.implementing a two-part Personal History
Statement form.
B. The original goal of the applicant processing model was to
reduce the time required for processing prospective employees. The
model found a .5% per day loss in applicants. Said differently,
each day an applicant was in process, the Agency increased the odds
that the applicant would not EOD. OPPPM concluded that.a reduction
in the number of files in process would accomplish a reduction in
processing time, without decreasing the number of EODs. After
making the above changes, OPPPM has geared its activity toward that
goal. This particular strategy leaves the existing processing
mechanisms intact and reduces their workload. We feel that this
strategy deemphasizesinnovative management solutions and
discourages questioning of the rationale for the existence of
certain activities. It preserves those activities rather than
questions them.
C. The particular modeling technique used, Systems Dynamics,
tends to view most relationships as linear, even those that may
exhibit non-linear characteristics when another modeling technique
is used. For instance, the much-quoted .5% per day loss of
applicants which was derived from the System Dynamics model most
probably is a yield rate curve, an "S" shape when viewed closer.
The "S" shape implies that there are points where a difference.in
the number of days of processing makes a large difference in EODs
and others where the difference is negligible--that is, if the
process is fast or moderately fast, we can expect the same EOD rate,
or if it is slow or moderately slow, the EOD rate stays nearly
constant.
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D. In the case of the security field office model, the most
appropriate assignment technique needs to be calculated, but it
appears that a linear programming solution to each model could
determine an optimum number for "in-basket" size, and an optimum
caseload. The model suggests a nearly empty in-basket and a
caseload of 5-6 (from experience) present the most efficient
solution.
Recommendation
We ask that the models-developed for
various portions of the recruitment and
:processing activity be viewed as a
.valuable contribution to our
understanding of the process involved,
but not be used as a sole determinant for
'action.; Particularly, we ask that the
goal of reducing the number of days of
processing not be viewed totally as a
linear function.of the number of files in
the system.
E. We applaud efforts at modeling processes in order to more
fully understand them, but we believe that models should be viewed
as one contribution to an overall management strategy for
improvement.
V. Problems With the Current System and Recommendations
1. All of the OPPPM optimization activity has been
focused on the processing portion of the recruitment activity;
processing being roughly defined as the activity which takes place
after an initial expression of interest by an individual.
2. One area of particular concern is the up-front
recruitment activity, especially the operation of the Field
Recruiter Network. We believe it needs to be completely reexamined
from efficiency and productivity viewpoints. There are field
recruitment offices scattered through the United States. hey will
25X1 cost the Agenc in 1981. These recruiters last year
25X1 25X1 accounted for EODs, of which Q were professional. The
Washington Area Recruitment Office (WARO) on the other hand, with
2 5X12 5X10recruiters, accounted for= E00s, including professionals.
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Many of the people we interviewed during the-course of this study
believed that the field recruiters play a passive versus an active,
role, that they are "out of touch" with Agency activities and needs.
We believe that their success rate--or lack of same--at certain
universities needs to be analyzed, and recruiting visits tailored
accordingly. For instance, the Agency interviewed 23
recently; none were hired. We have no data on why a recruiter
Visits (and revists) certain universities, and does not recruit at
others.
3. We understand that some recruiters work standard
hours. A recruiter available at a county-employment office during
daytime hours will predictably get less activity than one available
during the early evening.;.A phone call made by a recruiter to the
residence of a student or an employed person during the day also
gets, a predictable response.
5. Field recruiters return to Headquarters once a year
for a conference. They spend the rest of their time in the field.
They usually reside in the area in which their office is located.
Field recruitment has not traditionally been a rotational
assignment.
6. Some of those we interviewed stated that Personal
History Statements received from field recruiters contain errors and
omissions, or obvious security or medically disqualifying
information. We were not able to document instances of this
particular criticism.
a. The entire area of field
recruitment needs to be studied in
detail. We are uncertain that sufficient
justification exists to maintain
recruiters
-- in light of OPPPM's intent to place
significantly fewer applicants in
process;
-- in light of the new system's emphasis
on early interviews by the component,
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not by the recruiter;
and in light of the fact that the
field recruiters account for fewer
EODs than the average WARO recruiter.
We need to delineate field recruiter
functions and decide whether those
functions could be done by traveling
recruiters based in Washington rather
than stationery recruiters based in
the field. We need to capture
statistics on colleges and.
universities where we do get
employees.
b, At those universities where our
recruitment success rate is low, we
suggest utilization of videotape and
written media in the college or
university recruitment office. The
production of company recruiting tapes is
quite common in industry, and most major
college recruitment offices have a
videotape capability. The expense of
producing the tape can.be easily offset
by the reduction in associated-travel
funds.
c. The Agency should standardize
its recruiting message. We have an
excellent package which we distribute to
people who write or send resumes. But
when a live recruiter visits a campus or
employment office, he/she should have a
standard message to communicate as
well--slides or a prepared briefing book
or whatever. Our message has to be clear,
concise and consistent.
d. Those who recruit should
explore the use of flexible working hours
for their non-campus activities and for
applicant telephone contacts.
e. We did not undertake in-depth
research of the process by which OPPPM
determines requirements for new
employees. We recommend, however, that
such research could very usefully be
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undertaken, and soon.
B. Applicant Processing
Applicant processing activities involve an enormous amount
of paper, flowing between multiple branches of three different
processing offices (OPPPM, OS, OMS), the hiring office, and Security
field offices. OPPPM has recently implemented a minicomputer based
system, CAPER, to track applicant progress through the OPPPM portion
of this maze. CAPER notwithstanding, the greatest inefficiency in
the whole process remains' paper shuffling and tracking, especially
where, papers cross office (and directorate) boundaries. The areas
of greatest delay. or significant cost which we were able to identify
include:
1. OPPPM appointment arrangements - Two branches in OPPPM
schedule interviews, tests, and EOD dates for applicants,
hiring offices and processing offices. One branch makes
arrangements for clerical applicants, and one branch makes
arrangements for professional applicants. These offices
essentially work regular 8:30 a.m. to 5:00 p.m. schedules, and
one of their main problems is getting in touch with the
applicants. These branches also prepare requests for security
and medical processing and reproduce personal history
statements prior to office reviews. An applicant file may
pass through these branches three times during the hiring
process. Each time this happens, delays occur. There are
,four processing assistants in the professional branch, three
in the other. As many as 10 days can elapse from the time a
person is cleared for duty until he is notified. On 13 March
1981, for example, there were=cleared people who had not
yet been called to EOD] The functions appear to be necessary.
The ineffectiveness with which the functions are performed is
unnecessary.
2. The Review Unit has perhaps the most critical job in
applicant process. It determines whether or not to send
applicant files to Agency offices, and if so, which offices.
The Review Unit is often another processing bottleneck. If an
applicant file is sent to an inappropriate office, a two week
delay can and does result. The potential for files of needed
applicants being rejected by the Review Unit and those of
unnecessary applicants being sent to offices for review
appears to be high.
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Recommendation 4
OPPPM should attempt to reconfigure
the processing assistant jobs to increase
their efficiency. Flextime hours,
including early evening hours, should be
instituted especially for
applicant-contacting activities. Perhaps
the jobs of the processing
assistants should e realigned. The
professional processing assistants split
r. work on a directorate basis, which may
.not be the'most optimum division.
Applicants should be contacted at
several points during processing just to
be reassured of continuing Agency
interest. ,The processing assistants seem
to be,the logical group to perform this
function.
The OPPPM Review Unit needs to be
more familiar with requirements of
various offices,.and perhaps needs to be
staffed by personnel with more general
Agency experience.
3. Background investigations done by the Office of
Security for all applicants are the longest single function in
the applicant process. It currently takes an average of 54
days to conduct an investigation. The Office of Security
projects that they can eventually complete applicant
background investigations in 45 days, with quite a few taking
no more than 30 days. There are an average of 1.7 field
assignments required to complete each background
investigation. These assignments may involve any of the seven
security field offices. These field assignments exhibit the
It traveling salesman" operations research problem, in that the
field investigator or resident agent (RA) or confidential
correspondent (CC) who handles the assignment picks up
assignments once a week. The rest of his time is spent "on
the road." Assignments necessarily "gather dust" waiting for
the investigator to pick them up. Mailing time to the field
office and then perhaps to an RA or CC adds significantly to
the security processing time, as does clerical, typing time.
The availability of travel funds. also has a direct impact on
the efficiency of a field investigation.
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Recommendation 5
efficient, comprehensive and timely.
Project SCIP involves a phased
development' costing approximately
The Office of Security background
investigation is a labor intensive
activity. Certain parts of the system
are badly in need of optimization. An ODP
study completed in August 1980 suggested
the implementation of project SCIP,
Security Communications Improvement
Project--the use of word processing and
data processing technology to render
security clearance actions more
costing information for Project SCIP. We
recommend its adoption.
over the first three years.
Funds are budgeted in 1983 at an enhanced
level, Appendix B provides detailed
We examined background investigation
data to determine if the requirement for
15 year coverage decreased efficiency
appreciably. A study done by the Office
of Security in May 1977 found that
because of the age of applicants, our
average investigative coverage averages
only 6.4 years. The study also found
that noteworthy information was found in
the 10% of the cases where the
investigation covered a full 15 years. We
found that the time required for a
background investigation is related more
to the assignment and travel issue than
it is to the length of investigative
coverage. We recommend that the 15-year
coverage of the background investigation
be retained.
4. The February 1980 Proposed Recruitment System suggest
the implementation of up-front polygraphs (polygraph
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interviews conducted prior to initiation of the background
investigation). Though the Office of'Security does these when
requested, they do not do them routinely. The critical point
here is that the polygraph interview may eliminate completely
the need for a background investigation if it produces
unacceptable derogatory information. The polygraph most often
eliminates applicants because of drug usage, thievery, and
homosexuality.
Recommendation 7
The Office of Security is prepared to
implerient and should be directed to
implement an up-front polygraph as the
standard processing. activity for all
applicants.
5. The Office of Medical Services conducts two types of
medical testing on applicants--physical and psychiatric. OMS
will not eliminate an applicant as physically unfit for duty
on the basis of information contained in their Medical History
statement (Form 93). Consequently, each applicant receives a
full physical examination. These tests do not contribute to a
significant time delay (2 or 3 days), but they do have to be
scheduled. Scheduling, you will recall, too often creates
unacceptable delays. There is, of course, a significant cost
associated with the clinical screening. Full physical
examinations result in the disqualification of fewer than 2%
of all applicants examined. The cost effectiveness of a full
clinical exam for only a 2% loss is questionable.
Recommendation 8
OPPPM and OMS should jointly explore the
utility and cost effectiveness of full
physical examinations for all the
applicants. We suggest they jointly work
to accomplish a goal of developing job
standards, particularly for sedentary
jobs, which would result in a significant
reduction in the number of full clinical
examinations needed.
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essential for those with sedentary jobs,
we recommend that the exam be performed
sometime after the EDO date, thus-
removing it from the applicant processing
system.
6. The Office of Medical Services also performs
psychiatric screening which consists primarily of a form
completion, the Personal Index (PI), which is evaluated by a
'psychometrist to determine if a psychiatric interview is
necessary. We recommend no changes to this procedure.
Recommendation 9
OMS is performing pre-medical field
screening as a part of the upcoming task
.force initiative to recruit electronic
technicians for the Office of
.Communications. The screening consists of
a. review of Medical Form 93 which the
.interviewee will complete along with his
Personal History Statement, and a
Personal Index (Psychiatric Screening)
completion by the interviewee. An
.interview will take place after the,Pl is
scored and evaluated. No medical
disqualification will take place, but the
medical technician will make an
off-the-record recommendation to the
interviewer whether to continue
processing the individual.
If this procedure is successful, we
recommend that OMS implement it for the
standard applicant processing activity.
7. OMS estimates that currently 55% to 70% of all
professional applicants take the Professional Aptitude Test
Battery (PATB). There is no standard Agency policy
determining use of the PATB. Choice of testing is left to the
individual line manager sponsoring an applicant for
employment. The PATB is given to all CT applicants. The PATB
does account for some delay in the applicant process. Time
required to score the PATB varies from several days to three
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weeks. Since the background investigation by OS is run
concurrently with medical processing,' the delay usually does
not impact overall processing, except in. cases where results
from the PATB cause a cancellation of the applicant's
.processing.
The Office of Medical Services should
offer its PATB services to components on
an exception only basis. The PATB could
still be used as a suitability measure
.for unusual Agency professions, but
certainly :not for standard occupations,
for example, accountants, computer
programmers, etc. PATB testing of recent
`college graduates should be severely
curtailed. Since college hires average
..about 50% of the annual ECD number, this
could greatly reduce PATB use.
We found that each professional applicant travels from his
or her home to Washington and back twice during processing.
Clerical applicants make one round trip each, Cost is about $420
per tri . Total invitee travel, which is budgeted by OPPPM, was
25X1 in FY-81. FY-83 projections for Agency-wide invitee travel
25X1 total The number of Invitee travel trips has increased
452 percent in the past four years. This particular statistic is
fascinating. It means that we are interviewing more applicants
while our number of EOD's has remained relatively constant over that
same period. We are not able to account for invitee travel by
occupation. Statistics on the use of invitee travel funds by
components would be interesting. Unfortunately, this data is not
available. Theoretically, with the new recruitment system, invitee
travel should decrease as up-front screening eliminates undesirable
applicants prior to the interview, yet OPPP`l projects a significant
increase for FY-83.
Invitee travel is a free service
provided to components by OPPPM, and
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components are availing themselves of
this service in ever-increasing numbers.
Use of invitee travel should be much more
carefully monitored by OPPPM. Better
accounting for its use should be
provided. Once accounting information is
available, OPPPM should parcel out
invitee travel funds based on projected
needs, attrition rates, or a similar
figure. Invitee travel funds should not
be divided by current component use. For
;example, there is currently a 12-to-1
ratio of applicants to EOD's for the CT
program. We. could not confirm that they
used a significant amount of invitee
travel, though we suspect so. If a
disproportionate number of interviews
occurs for the CT program or any other
occupational code, we may need to explore
better methods of up-front screening for
that group. Right now, our problem is
that we don't have the information
available to make a judgment, and our
invitee travel costs are skyrocketing.
D. Relocation Expenses
A statistic which we requested and were unable to obtain
was the number of new employee relocations in any given year which.
were paid by the Agency. The overall Agency policy is to conform to
the Federal Personnel Manual, chapter 571, which lists occupational
categories for which relocation expenses may be paid. Relocation
expenses are not budgeted by OPPPM but rather by individual
components. An applicant who is interviewed for several different
jobs by several components will in all likelihood be told that his
or her relocation expenses will be paid by one component, but not by
another. This kind of confusion does nothing to enhance the
Agency's image as an employer. It may also partially account for the
low success rate for field recruitment versus recruitment in the
Washington area. Most major industrial employers pay relocation
expenses for their new hires. A number we are unable to capture is
the loss of potential employees who cannot afford to pay for their
own moving expenses.
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The Agency's policy on payment of
relocation expenses is inconsistent and
counterproductive. We recommend that
this entire area be the subject of a
separate study. Our initial
recommendation, pending the outcome of
the study, is that the Agency should pay
all relocation expenses for successful
out-of-town applicants. If not, we
should recruit solely within the
Washington area. Perhaps college hires
'could move to this area at their own
expense, but for a person who is changing
jobs, we believe the current policy
presents an'unreasonable financial burden
and negates the effectiveness of
recruiting away from Washington.
If the Agency cannot legally pursue its
own relocation payment policy, then, at
,the very least, we recommend that the
Agency requests further exemptions from..
OPM based on more of our critical
occupations.
We did not attempt to predict the efficiencies that will
result from implementation of our recommendations. We have
approached the recruiting and applicant processing problem from a
different direction than did OPPPM. We believe that suggestions
resulting from each study approach will improve the efficiency and
cost effectiveness of these processes.
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VII. References (chronological order)
Memo for Chairman, Security Committee from CIA member,
Investigative Standards Working Group, subject:
Investigative Standards Survey Report, 27 May 1977
.The Agency's Recruitment System, Inspection Report, Office of the
Inspector General, January 1980
Proposed Recruitment System, OPPPM and
February 1980
publication,
Personnel Security Survey, DCI Investigative Standards Working
Group, May 1980
Field Office Automation Study, ODP publication,
13 August 1980..
Memo for Director of Security from Deputy Director of Security
(PSI), subject: Security Approval Model, 28 October 1980
Memo for DD/A from Chief, Psychological Services Staff, OMS,
Subject:` Survey of Users of the PSS Professional Test Battery
in CIA, 30 October 1980
Memo for DD/A from Chief, Psychological Services Staff, OMS,
Subject: Job Analysis and Test Validation Research Capability
in PSS, 31 October 1980
Security Approval Model,
Memo for DD/A from C/PSS/OMS, Subject: Supplementary Data on
Users of the PSS Professional Test Battery in CIA,
30 December 1980
Memo for DDCI from D/PPPM, Subject: Recruitment Process,
31 December 1980
Security Communications Improvement Program, Project SCIP,
9 February 1981
Memo for D/PPPM from Directorate Representatives to OPPPM/R&P,
Subject: Recommendations Regarding Recruitment and Placement
Policies, 28 January 1981
Preliminary Draft, Improved Personnel Recruiting for CIA
Implementation of a Dynamic Simulation Analysis,
10 March 1981
25X1
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 RFSU`IF
REElUEN
PHS
PREPARATION
INTERVIEW
INVITATION
AYAMULE
1 RECGI .aS - APPLTC.ANi'
rrvrv.~r r,
48 Days
(Minima i. -- 1S clays)
PROFESSION TECHNTC.RL
116 Days RECRUITING -S(J tARY
325 Days
"as M5T08142 CIA-RDP8fRPR$ . 8000600090005-0
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 .& TEST
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PHS .
PREPARATION 30
PROPOSED
PHS REVIEW
CSB REVIELIJ I 10
SECURITY-
NAME CHECK ! 10.
SECURITY
BACKGROUND-
REPORT FOR
POLY-MEDICAL
/ , I
v..za
42 Days .
(iiniimurrt -- 10 days).
MEDICAL 1 27
CLERICAL
REPORT
FOR
DUTY
167 Pays
RECRUITING
SUM'I!ARY
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27
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Security Communications Improvement Program
PROJECT SCIP
25X1
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Standard :CRT Terminal
Eight:.' Bich .Floppy Disk
High Quality, printer
Data Encryption Standard
Eight Inch Floppy Disk
High Quality Printer
Standard-CRT Terminal
Inflation Factor - FY82/FYBI (7.9%)
FY-1983
Standard CRT Terminal
Eight Inch Floppy Disk
High Quality Printer
STU-II w/Extension Set
Spares f/u/w STU-II
Secure Pax (Med Quality)
Secure Fax (High Quality)
Inflation. Factor - FY83/FY82 (7.9%)
FY-1934 through FY-1987
13 each Fiscal Year Standard CRT Ter^J_nal
(-irif_lation Facto:_ Each Year 7.9%)
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Network Equipment Requirements
Unit Cost Total Cost
.25X1
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lid P84BOO89OR000600090005-0
 ed For Release 208 /08/02: CIA-RDP84BOO89OR000600C
TO: DDA
RTlV1T.
FY-r
Haas.
JAN
1982
2SX1
a5X
ROOM NO. BUILDING EXTENSION
or Release 2005/08/02 : CIA-RDP84$00890R0006 00
FORM 1 FEB N550- 241 WHICH C MAYD (47)
BE USED.
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ROUTING AND RECORD SHEET
SUBJECT: (Optional)
DD/."`- ? J i ytry
Historically black Colleges and Universities
FROM:
James H. McDonald
EXTENSION
NO.
OL 1-5347
Director of Logistics
DATE 2
2C02 Pa
e Buildin
g
g
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
DDA
7-D-18, Headquarters
2.
The President, by Executive
Order 12320, has continued the
3.
Black College Program. We have
pointed out in all correspondence
that security, program sensitivity,
4.
and our miniscule contract activit
with colleges and universities,
mandate against our participation,
5.
but we have not received any
relief. In fact, there has been
a flurry of activity with two
6.
official replies to questionnaires
a visit by a Department of
Education official, and a general
7.
briefing at the White House. At
the White House briefing, it was
stated that Vice President Bush
8.
would be the senior official most
closely associated with the
program.
9.
We will need data to meet
the 15 January 1982 requirement
10.
and ask that the attached memo-
randum be issued. We are sorry
about the short deadline we are
11.
citing, but this report really
did not come together until the
16 December White House session
12.
.
13.
17
/Jirector of Lo
istics
g
14.
?
xA
15.
RER IITf llll .~
~
f
" u
,
f
.
.
D 61"?
FORM 610 USE PREVIOUS
I-79
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25X1
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el 70,2 a3
21cE 1931
MEMORANDUM FOR: Deputy Director for National Foreign Assessment
Deputy Director for Operations
Deputy Director-for Science and Technology
Director of Personnel
FROM: Harry E. Fitzwater
Deputy Director for Administration
SUBJECT: Historically Black Colleges and Universities.
1. In January 1979, then President Carter, in a memorandum,
to heads of all executive departments and agencies, kicked off a
program intended to strengthen historically Black colleges and
universities (HECU's). Since that time, our Agency has carried out
a number of activities with HBCU's, such as recruiting, conducting
capability surveys through campus visits and letter solicitations,.
hosting receptions for university officials, placement of exhibits,
placement of research and development contracts, and participation
in the Urban Follow Program.
2. . President Reagan, on 17 September 1981, issued Executive
Order 12320, entitled, "Historically Black Colleges and Universities."
The Executive Order, which.is attached for your information, requires,
among other things, that:
a. Each executive department, and those executive
agencies designated by the Secretary of Education, establish
annual plans to increase the ability of HHBCU's to participate
in federally sponsored programs. Plans should consist of
measurable objectives. They will be reviewed by the
Secretary of Education and submitted for consideration by
the President and the Cabinet Council on Human Resources.
b. Mid-year and end-of-year reports be submitted to
the Secretary of Education.
c. The Secretary of Education submit to the President,
the Vice President, and the Cabinet Council on Human Resources,
an annual Federal Performance Report on executive agency actions
to assist HHBCU's.
OL 1 5347
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 Approved For Release 2005/08/02 : CIA-RDP84B00890R000600090005-0
SUBJECT: Historically Black Colleges and Universities
.3. To prepare the annual plan required for submittal on.
15 January 1982, we need input.from the addressees. Forms with
instructions and guidelines are attached for your use in providing
feedback. Your individual forms will be consolidated. into an
Agency plan. To the degree possible,.we would appreciate specific
information included on the forms rather than narrative statements.
Facts and figures may be supplemented with narrative explanations
where necessary.
4 Your data should.be provided directly tol STAT
STAT Chief, Procurement Management Staff, Office of Logistics,
y anuary 1982.
Harry E. Fitzwater
Attachments:
A. Copy of EO 12320
D. HBCU Forms
Distribution:
1 - Each Addressee w/atts.
1 - D/EEO w/o acts.
2 - DDA (1 Watts.)
1 - PPM Official (w/atts.)
Originating Office:
STAT
/ i ct o Logistics
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TAB
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 - ;-F.j kra1 keg.ster Approved or Rel l3res! en - 9a ocumen s
Executive Order 12320 of September 15, 1981
The President Historically* Black Colleges and Universities
By the-authority vested in me as President by the Constitution of the United
States of America, in order to advance the development of human potential, to
strengthen the capacity of historically Black colleges and universities to
provide quality education, and to overcome the effects of discriminatory
treatment, it is hereby ordered as follows: -
Section 1. The Secretary of Education shall supervise annually the develop-
ment of a Federal program designed to achieve a significant increase in the
participation by historically Black colleges and universities in Federally spon-
sored programs. This program shall seek to identify, reduce, and eliminate
barriers which may have unfairly resulted in reduced participation in, and
reduced benefits from, Federally sponsored programs. This program will also
seek to involve private sector institutions in strengthening historically Black
colleges.
Sec. 2. Annually, each Executive Department and those Executive agencies
designated by the Secretary of Education shall establish annual plans to
increase the ability of historically Black colleges and universities to partici-
pate in Federally sponsored programs. These plans shall consist of measur-
able objectives of proposed agency actions to fulfill this Order and shall be
submitted at such time and in such form as the Secretary of Education shall
designate. In consultation with participating Executive agencies, the Secretary
of Education shall undertake a review of these plans and develop an integrat-
ed Annual Federal Plan for Assistance to Historically Black Colleges for
consideration by the President and the Cabinet Council on Human Resources
(composed of the Vice President, the Secretaries of Health and Human
Services, Agriculture, Labor, Housing and Urban Development, and Education,
the Attorney General, the Counsellor to the President, and the White House
Chief of Staff).
Sec. 3. Each participating agency shall submit to the Secretary of Education a
mid-year progress report of its achievement of its plan and at the end of the
year an Annual Performance Report which shall specify agency performance
of its measurable objectives.
Sec. 4. Prior to the development of the First Annual Federal Plan, the Secretary
of Education shall supervise a special review by every Executive agency of its
programs to determine the extent to which historically Black colleges and
universities are given an equal opportunity to participate in Federally spon-
sored programs. This review will examine unintended regulatory barriers,
determine the adequacy of the announcement of programmatic opportunities
of interest to these colleges, and identify ways of eliminating inequities and
disadvantages.
Sec. 5. The Secretary of Education shall ensure that each president of a
historically Black college or university is given the opportunity to comment on
the proposed Annual Federal Plan prior to its consideration by the President,
the Vice President, and the Cabinet Council on Human Resources.
Sec. 6. The Secretary of Education, to the extent permitted by law, shall,
stimulate initiatives by private sector businesses and institutions to strengthen
historically. Black colleges and universities, including efforts to further im-
prove their management, financial structure, and research.
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46108 Federal Register / Vol. 46, No. 180 / Thursday, September 17, 1981 / Presidential Documents
Sec. 7. The Secretary of Education shall submit to the President, the Vice
Presidcnt, and the l c~hi;lE t Council on Human Rcsources an Annual Federal
Performance Report on Executive Agency Actions to Assist Historically Black
Colleges. The report shall include the performance appraisals of agency
actions during the preceding year to assist historically Black colleges and
universities. The report will also include any appropriate recommendations for
improving the Federal response directed by this Order.
Sec. 8. The special review provided for in Section 4 shall take place not later
than November 1, 1981. Participating Executive agencies shall submit their
annual plans to the Secretary of Education not later than January 15, 1982. The
first Annual Federal Plan for Assistance to Historically Black Colleges devel-
oped by the Secretary of Education shall be ready for consideration by the
President, the Vice President, and the Cabinet Council on Human resources
not later than March 31, 1982.
Sec. 9. Executive Order No. 12232 of August 8, 1980, is revoked.
THE WHITE HOUSE,
September 15, 1981.
IFR Doc. 81-27177
Filed 9-15-81; 1:25 pm]
Billing code 3145-01-M
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TAB
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WHITE HOUSE INITIATIVE ON
HISTORICALLY BLACK COLLEGES AND UNIVERSITIES
INSTRUCTIONS AND GUIDELINES
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WHITE HOUSE INITIATIVE ON HISTORICALLY BLACK
COLLEGES AND UNIVERSITIES
Instructions and Guidelines for Development of Agency
Annual Plans For FISCAL YEAR 1982
GENERAL INSTRUCTIONS
Executive Order 12320 mandates that Federal agencies develop an
ANNUAL FEDERAL PLAN to increase the ability of Historically Black
Colleges and Universities (HBCUs) to participate in Federally-sponsored
programs. The attached Forms A and B are intended to assist each agency
in developing its agency plan for fiscal year 1982. These agency Plans
,"will be integrated into a ANNUAL FEDERAL PLAN for consideration by the
President and the Cabinet Council on Human Resources.
General instructions are provided for completing the attached
instruments (Forms A and B). It is important that your agency complete
the information in accordance with the instructions to ensure the
accuracy and consistency in the data reported to the White House
Initiative on Historically Black Colleges and Universities (WHI).
FORM A
Form A requests information on Agency Profile Data, Obligations Amounts,
Establishment of Percentage (%) Obligations Goals, and Agency Implementation
Strategies to Achieve Established Goals for fiscal year 1981 and estimated
fiscal year 1982, relating to Historically Black Colleges and Universities
(HBCUs), and, in some instances, Higher Education Institutions (HEIs).
Implementation strategies should be specific and summarized in accordance
with each general program area. Where any programs area has been broken
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 Approved For Release 2005/08/02 : CIA-RDP84B0089OR000600090005-0
down, i.e., research and development, the activities should be so correlated
in the space provided. Additional sheets of information should be attached
where necessary.
Under the caption, AGENCY PROFILE DATA, item number 3, should reflect'
the entire pool of funds that are available for all Higher Education
Institutions. This figure should address the total universe of agency
funds that can be allocated to HEIs, as opposed to actual outlays.
For example, private firms and universities often compete for Federal funds
involving research grants/awards, or projects such as business development
centers. It is this potential poor of eligible dollars that could possibly be
awarded to HEIs that should be reflected in item 3. Hence, the total funding
of each general program area should equal the figure in AGENCY PROFILE DATA
ITEM 3, for each agency.
Information on agency funding amounts and percentage goals are to be
provided for six (6) general program areas. These areas. include:
(1) Research and Development
(2) Program Evaluation
(3) Training
(4) Facilities and Equipment
(5) Fellowships, Traineeships, Recruitment and IPAs
(6) Student Tuition, Assistance, Scholarship and Aid.
. The information on fund amounts requested in each of these programs
areas are mutually exclusive and should be reported as such to avoid
duplicaton and distortion. Agency funds are to be reported on an obligations
basis. In cases of interagency transfer of funds, the agency which actually
obligates the funds to an academic institution will have reporting responsi-
bility. In addition, Federal funds paid directly by the Federal Government
to students are not to be reported.
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The HBCU percentage goals for FY 1981 and FY 1982 should be stated as a
percent of the total amount of funding to all HEIs in each general program
area (HBCUs divided by HEIs HBCU percentage goal. In establishing your
FY 1982 agency obligations targets to HBCUs that will determine the
percentage goals, such targets should be:
? measurable
? realistic
? attainable.
For the purpose of completing Forms A and B, the following definitions
shall apply:
(1) Agency: All executive departments, establishments and agencies
of the Federal Government.
(2) Awards: Agency funds distributed on a competitive basis (RFPS).
(3) Contract: Programs to provide instructional, research or
special learning opportunties for Federally specified purposes.
(4) Cooperative Agreements: Interagency and/or agreements with
private firms for the delivery of agency funds.
(5) Facilities and Equipment: Disbursements for direct, indirect,
incidental or related costs resulting from or necessary to the
construction of, acquisiton of, major repairs to, or alterations
in structures, works, fixed equipment, facilities or land for
college use.
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(6) Federally Sponsored Programs: All programs and activities
sponsored by Federal agencies in which colleges and universities
are eligible to participate, including, but not limited to, such
activities as grants, contracts, pre- and post-application
technical assistance, personnel recruitment, faculty-staff
exchanges, cooperative education, internships and other similar
programs.
(7) Fellowships, Traineeships, Recruitment and IPAs: This includes,
but is not limited to, IPAs, cooperative education, faculty and
student internships, visiting professors, management interns,
and summer faculty research for which the institutions or clientele
of the institutions receive some direct benefits. Also included,
is the hiring of individuals for the review of proposals and
program application.
(8) Grant: Any Federal payment to a college or university for direct
disbursement or expenditure.
(9) HEIs: Higher Education Institutions
(10) Higher Education Institutions: Any institution of higher educa-
tion in the United States and territories that offers at least
two years of college-level studies in residence. Institutions
to be included as qualified above are listed in the Education
Directory: Higher Education published by the National Center
for Education Statistics.
(11) HBCUs: Historically Black Colleges and Universities
(12) Historically Black Colleges and Universities: Those institutions
of post-secondary education that were originally founded for the
purpose of providing educational opportunities for individuals
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 of the "Negro or Coloured" race, which continue to provide post-
secondary education opportunities for Black Americans by enrolling
a majority of Black Americans as students.
(13) Internal Policies and Procedures: Agency methods that define
the manner in which funding opportunities are discharged. This
would include, for example, agency regulations, or where
appropriate, legislation that may be disincentives to increased
opportunities for HBCUs.
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(14) Loan: Federal payments to a college or university which must be
repaid. In the case of private market loans, only the Federal
subsidies paid to colleges or universities are to be reported.
(15) Measurable: Realistically established goals for agency obligations.
(16) Obligations: Funds actually allocated by and/or to each agency.
(17) Outreach Activities: Communication and dissemination of informa-
tion to HBIs designed to increase their knowledge and awareness
of funding opportunities. For example, distribution of brochures,
press releases, closing date notices, invitations to meetings
or conferences, recruitment visits, and steps to improve the
application process so that HBIs are encouraged to submit appli-
cations or proposals.
(18) Program Evaluation: Funded Agency assessments of its programs and
activities.
(19) Research and Dvelopment (R & D): This area is broken down into
science and non-science categories.
Science R & D is defined as studies, observation and other activi-
ties issued on identification, description, experimental investi-
gation, and theoretical explanation of natural phenomena.
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Non-Science R & D is defined as studies and other activities based
on observation, identification, experimental investigation, and
explanation of social and behavioral phenomena.
Research is defined as scientific inquiry. It includes basic
studies oriented toward deeper or more meaningful understanding
and knowledge per se in a particular subject field, and applied
studies aimed at new or more complete knowledge in the light of
potential application.
Development is the systematic knowledge directed toward the
production of prototypes and processes. It excludes control,
routine product testing, and production.
(20) Student Tuition Assistance, Scholarship and Aid: Federal
funds obligated to a college or university for payment to
students or for payments of charges to students (i.e.,
tuition, room, board).
(21) Technical Assistance: Hands on assistance in such key areas
as proposal preparation, award negotiation, and program
management.
(22) Training: Utilization of professional educational personnel
to prepare agency personnel for appropriate knowledge and
application of agency's mission(s) and function(s).
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Form B requests summary information on obligations amounts to HEIs
and HBCUs, and percentage goals for FISCAL YEARS 1981 and 1982 (esti-
mated). The totals in each of the program areas should equal the figure
placed in item 3 of Agency Profile Data (Form A).
Please complete Form A and B and submit to:
Dr. Walter Barwick
White House Initiative on Historically
Black Colleges and Universities
Department of Education
Room 3034
400 Maryland Avenue, SW
Washington, DC 20202
Questions may be directed to Dr. Barwick at [phone].
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 AGENCY PROFILE DATA:
1. MME Of FEDERAL AGENCY
2. NMI AND TITLE Of AGENCY
DESIGNER
1 TOTAL UNIVERSE Of FUNDS AVAILABLE FOR OBLIGA-
TION TO HIGHSR EDUCATION INSTITUTIONS (HEI.) fT 1981 FT 1982 at.
A. GENERAL PROGRAM AREAS
AGENCY PROGRAM CO
S AND OBJECTIVES R BY, 14
81, 1982
L AGENCY STRATEGIES DESIGNED TO ACHIEVE MEASURABLE PROGRAI GOALS AND/OR OBJECTIVES
FOR INVOLVMENT NT
POE FY 1982: DETAIL MAJOR ACTIVITIES IN TIE CATEGORIES OF -- OUTREACH ACTIVITIES
IIISTORICALLY BLACK
L TOTAL MOUNT OF
C. TOTAL MOUNT OF
E. PERCENT (2) OF RICO'. OBLIGA-
DIRECTED TO NEW.; INTERNAL POLICIES AND PROCEDURES; AND TECHNICAL ASSISTANCE
COLLEGES AND UNIVER-
OBLIGATIONS TO
OBLIGATIONS TO
TIONS TO TOTAL HRI'. ODLIGA-
SITIRS (NEW.)
ALL IIII.
NNW.
,
TI S HEW. ? Nil.
1981
982 est.
1
981
1982 est.
1981
1982 est.
1. RESEARCH AND
DEVELOPMENT
(.) Science
I
1
I
1. Grant./Award. I
`
I
I
!
L Contract.
!
1 Cooperative
Agree.e nta
I!
I
TOTAL ......
I
Summary of Agency Funding in General
Program Area$ for FY 1981, 1982
($ THOUSANDS)
 A. GENERAL PROG4'N 1R6A8
-FOR INVOLVRSBNT BY
HISTORICALLY BLACK
COLLEC68 AND UNIVERSITIEBI
(NECO.)
AGENCY PROCUM COAL
S. TOTAL MOUNT Of
OBLIGATIONS TO
ALL 6119
981 1982 ..t.
S AND OBJECTIVES POR PTs t1
C. TOTAL MOUNT OF
OBLIGATIONS TO
RICO.
981 182 ..t.
81, 1982
PERCENT (2) or HBO's ORLICA-i
TIONS TO TOTAL BEl. ONLICA-
TIOPS RNCU. + HST.
981 i B ub
ACINCY STRATEGIES "SIGNED TO ACHIEVE MEASURABLE PROGRAM COALS AND OR OEIECTIYES
101 PT 19.2. DETAIL MAJOR ACTIVITIES IN THE CATEGORIES OF -- OUTREACH ACTIVITIES
DIRECTED, TO NBCU.{ INTERNAL POLICIES MD PROCEDURES; AND TECHNICAL ASSISTANCE
HE EMCR
1?
DEVELOPMENT
fI
(b) No.-Sel.nc.
I
I. Cr.ot./AM.rd.
I
=
s
x.r
s
2. Contracts
1 C..per.tl..
Agreement
I
s
I
s
!
TOTAL . . . . . .
s
 A GENERAL 9500TH AREAS
AGENCY PROC CD
AND OBJECTIVES FOR IT, 1
9
81, 1981
L AGENCY STRATEGIES DESIGNED TO ACHIEVE MUASURARLE PROGRAM GOALS AND/OR OLIECTIVES
POE INVOLYMBNT BT
1
FOR -T 19821 DETAIL MAJOR ACYLVITIIN IN THE G76CODIE3 OF -- OUTREACH ACTIVITIES
HI8YORICALLY BLACK
I I. TOTAL MOUNT or
r. TOTAL MOUNT OP
I L PERCENT (E) OE RICO'. OBLIGA-
DIRECTED TO RSCU.I INTERNAL POLICIES AND PROCEDURES, PARTICULARLY AS IT RELATES TO
COLLEGES AND UNIVERSITIES
OBLIGATIONS TO
OBLIGATIONS TO
TIONS TO TOTAL NIL'. ODLIGA-
i SADRIDRS REGARDING THE AWARD Of BOLE SOURCE AND COMPETITIVE GRANT/AWARDS AND CONTRACTS:
(NICE.)
ALL HEI.
BEGUN
ME BMCD. 1 RZ
,
1
AND TECHNICAL ASSISTANCE.
1951
8 eat.
8
1..0
1
1
,
..b
1. RESUARCH AND ?
DEVELOPMENT
(
I
(.) Oct.... I
Grant./Aware.
and Contract.
1. Sol. Bourn.
L Co.p.tltlw I
,
 8 AND 061RCTIVBS ION". 1 881 1982
A, 66NEM1 PROCRNN ARSAS AGENCY PROGRAM OOAL CA
FOR INVOLVD4ENT BY
HISTORICALLY SLACK I. TOTAL MOUNT :--or C. TOTAL AMOUNT OF U. PERCENT (E) OF NRCU'? OBLICA-
COLLECES AND SNIVURSLTIBSI OBLIGATIONS TO OBLIGATIONS t0 TIONS TO TOTAL R8['? OBLI-
NICUR Got. TIONS HUCUR 4 RBI. aRL
(HBCUR) NE4
-1m 1 1911
est.
1. R888ARCN AND
DE9ELOMIRRT
(b) HoR-Seteaeas
:rite/ARRrds
and Caatrnrte
I
2. Go.,atttlra I I
TOTAL . . . . . ..
8. AGENCY STRATEGIES DESIGNED TO ACHIEVE MEASURABLE PROGRAM GOALS AND/OR OBJECTIVES
FOR IT 1982t' ENTAIL MAJOR ACTIVITIES IN THE CATEGORIES OP -- OUTREACH ACTIVITIES
DIRECTED TO IIDCURI INTERNAL POLICIES AND PROCEDURES. PARTICULARLY AS IT ABLATES TO
BARRIERS RECAbDINO THE AWARD OP ROLE SOURCE AND CQIPETITIVE GRANT/AWARDS AND CONTRACTSI
AND TECHNICAL, A881STANC&
 A. GENERAL PROGRAM ARIAS
FOR INVOI.VNIENT ST
HISTORICALLY BIA1JI I
COLLEGES AND UNIVERSITIES
(NBCU.)
AGENCY PROGRAM CO
L TOTAL I8IOUET Of
OBLIGATIONS TO
ALL I.
981 1982 ..b
AND OEJECTIVEB VOL PYe 19
C. TOTAL AMOUNT Of
OBLIGATIONS 10
HBCO.
1981 82 R86
81 1982
I
0' PERCENT (2) OF BSCU's OILICA-
TIOSS TO TOTAL 991'? OSLICA-
TIONS (Ulm' BE!
19 198 est.
L AGENCY STRATEGIES DESIGNED TO ACHIEVE NSABDRASLE PROGRAM COALS MD/OR OBJECTIVES
008 FY 19821 DETAIL MAJOR ACTIVITIES IN THE CATEGORIES OF A- LS ACTIVITIES
DIRECTED TO HSCU.1 INTERNAL POLICIES AND PROCEDURES= AND TECHNICAL ASSISTANCE.
2. PROGRAM EVALUATION
I
l
!
!
f
i I
!
TOTAL . . . . .
 PONI A
A. GENDNAL PNOGIAN AMU
VOL IIINT DT
HISTORICALLY BLACK I
COLLEGES AND UNIVEISLTIESI
(9DCUe) I
AGENCY PROCR/VI COAL
I TOTAL AMOUNT OP
OBLIGATIONS TO
ALL NLI.
1981 198 ee0
1'08 ? I9
S AND OIIECTIVES
C. TOTAL MOUNT OP
OBLIGATIONS TO
NDCU
e
e.t.
198-f 1 1 82
I 1982
4 PERCENT (2) OF UNCU'e OBLICA-
TIONB TO TOTAL 11EI'r OBLIGA-
ONS UDCU. 4 Ie
LIONS
198 I 2 est.
I. AGENCY BTNATECIE8 DESIGNED TO ACN[EV8 MEASUNADLE PROGRAM COALS MO NS
VOL PT 1982E DETAILNA.IOR ACII91TI88 IN THE CATEGORIES OF - OUTREACH ACTIVITIES
DIRECTED TO EDCUei INTERNAL POLICIES AND PIOCDDDRtBi AND TtoDNICAL ASSISTANCE,
D
3. TRAINING
I
I
!
=
!
!
s
!
TOTAL . . . . . .
I
I
1
ONIECTIVES
 A C6
N8BAL PROCRM AREAS
FOR IVLVH{6RT BY
HISTORICALLY SLACK I
COLLEGES AND UNIVBRSITIUBI
(RECUR)
P OCBAM GOAL
AGENCY
B. TOTAL AMOUNT OF
OBLIGATIONS TO
ALL Ella
eeG
1912
S AND OIJRCTIV88 FOR Re 19
C. TOTAL MOUNT OF
OSLICATIONS TO
S80Ue
HIT I eep
81 1982
D. 58!56X7 (E) OF SSCU'B OSLICA-
TIONS TO TOTAL HEI'e OBLICA-
4 1e
TIONS N80J 86
aeb
6 AGENCY STAATECIRS 05511805 S9 ACHIEVE MEASURABLE PROGRAM COA
-- OUTREACH ACTIVITIES
FOR R 19821 DETAIL MAJOR ACTIVITIES IN THE CATEGORIES OF
DIRECTED TO NDCU.{ INTERNAL POLICIES AND PROCEDURES{ AND TECHNICAL ASSISTANCE
4. FACILITIES AND
EQUIPMENT
TOTAL . . . . . .
; ?
,
,
I
._
LS AND/OR OBJECTIVES
 A. GENERA. PROGRAM AREAS
AGENCY PR06NM GOAL
S AND OBJECTIVES FOR VTs 19
81, 198
I. AGENCY STRATEGIES D9314MED 10 ACHIEVE MEASURABLE PROGRAM COALS AND/OR OBJECTIVES
FOR INVOLVEMENT By
FOR -T 19821 DETAIL NAJOR ACTIVITIES IN THE CATEGORIES OP - OUTREACH ACTIVITIES
RISTORICALLT ILACR
N. TOTAL AMOUNT OF
Co TOTAL AMOUNT OF
IL PERCENT (E) OF NRCU'e SILICA-
I DIRECTED TO HBCUSS INTERNAL POLICIES AND PROCEDURESI AND TECHNICAL ASSISTANCE
COLLEGES AND UNIVERSITIES
OBLIGATIONS TO
OBLIGATIONS TO
TIONS TO TOTAL Rtt'? 08LIGA-
(tlBCUe)
.ALL NO
"
tlscue
IONS RICO. i RE1
81
T
1112 ut.
Het.
IVNI
lye? est.
1. FELLOWSHIPS,
TRAINRESHIPS,
.
RECRUIOIRNT
AND IPA.
!
I
~
1
~
!
!
TOTAL . . . . . .
--
:
I
_,
1
 A. GENERAL PROGRAI AREAS
FOR INVOLVNIENT BY
HISTORICALLY BLACK
COLLEGES AND UNIVIRBITIEB
(NBCUN)
AGENCY PNOCPA4 COA
I B. TOTAL MOUNT OP
I OBLIGATIONS TO
ALL HE4
9B1 1982 Nm
LS AND OBJECTIVES FOR FT. 1
I C. TOTAL MOUNT OP
OBLIGATIONS TO
RBCUN
8l NHL,
981, 1982
U. PERCENT (E) OP 95CR'? OBLIGA-
TION8 TO TOTAL NEI'? OBLIGA-
TIONS NBCUN ERIN
1931 1 2 np
9. AGBNCT STRATEGIES DESIGNED TO ACHIEVE MEASURABLE PROGRAM COALS AND /01 OBJECTIVES
FOR PT 1982, DETAIL MAJOR ACTIVITIES IN THE CATEGORIES OP - OUTREACD ACTIVITIES
I DIRECTED TO NBCU,T INTERNAL POLICIES AND PROCEDURES; AND TECHNICAL ASSISTANCE.
4 STUDENT TUITION
ASSISTANCE,
I
)
S12IOLARSHIP, AND
AIN _
#I
I
.1
I
I
~
I
I
I
- TOTAL
'
 Summary of Agency Obligations in General
Program Areas for FY 1981, 1982
($ THOUSANDS)
TAL OBLIGATIONS FOR FY 81 PERCENT (Z) o HBCUs TOTAL OBLIGATIONS FOR FY 82 eat. PERCENT (2) of HBCUs
TO
GENERAL
(OBLIGATIONS TOf HEI ALL HIGHER HISTORICALLY (OBLIGATIONS TO HEI
PROGRAM (ALL HIGEDUCATION HER HISTORICALLY
(BLACK COLLEGES (OBLIGATIONS (EDUCATION (BLACK COLLEGES (OBLIGATIONS
AREA
IINSTITUTIONSIAND UNIVERSITIESI(HBCUa T HEI) (INSTITUTIONS AND UNVERSITIES I(HBCUB HEI)
IFY 1~ FY 1982 est.( IFY 1981 FY 1982 est.
~
1. RESEARCH AND
DEVELOPMENTS
GRANTSIAWARDSI
2. PROGRAM
EVALUATION
4. FACILITIES
AND EQUIPMENT
5. FELLOWSHIPS.
TRAINEESHIPS,
RECRUITMENT
AND IPAa.
6. STUDENT
TUITION ASSIS
TANCE, SCHO-
LARSHIP, AND
AID.
I
I
I
I
I
I
I
I
I
 :HEFitzwater:ktn
is tributo
9rig
61$
~;~,~~ f~,omb~c
+ury~Drorrtolino a<
?commdii P2
oucolm a
R ~s _ e ~r r 2~ a rot?!~~?'~tP 5`t` f "'~5: SF`s'
;rt . viewr of ether concerns expressed
~~ the Comptroller ~I 6 e u
~Se '* x ectorate~.a 'ou
* ~ ~ ~ x,~ x ~,~of Ac~irunistrat~.on shout
~~ toy absorb,~the non personal
f " se~rv ces expenses requested for OMS
I aad,OS~I~ d`o agree that ~Cfl~1Sand
k
arcularly` OS~should be Speizi~u tted
a ;x~ to exceed their personneL'ceilings
` ' ' "` The- i u cement is no t~
~.;~ Ne9 ~Y d eonsidere
F ,r as severee'as=that for OS ~ If y v 4 y
{" y 'tYT 1x 'r`F~..?_, t`u -.s .~z^..-e; > ti' r. ~r- d ,,.,,. t OL-
h, approveth~s Ire uest ewe wzlltrj!to
~~ f. `l ,..riz~ S n
r ,' eep tier complement Ito' that actualT:
~~ eeded to meet the ~ recruitment
oats
`'~;~,"' akr~.:~,, :, tra~ef,.. _~ ~fm.~~'e. ,.. .~: +., ;:. :-.,-...:. r, a,.,.s,r.._.. ,.. g~, ~...
 MEMORANDUM FOR: Deputy Director of Central Intelligence
~ 4 SEP 19$1
James N. Glerum
Director of Personnel
SUBJECT Resource Requirement for Increased Agency
Medical Services, and Security to staff at over-strength levels in FY82.
against the recruitment and processing of applicants to bring the Agency
on-duty strength to the increased FY82 and proposed FY83 personnel
ceilings, and that you also approve additional funds for the increased
recruitment effort. (U)
Recruitment
ADD/~ Ragiatry
g 1- z~ y'~
1. 'Action Requested: That you authorize the Offices of Personnel,
2. To meet our ceiling needs for this and the next two fiscal years,
a sizable increase in new employees is required.
.~'c ~'!'t,la
Approved For se 2005/08/02: CIA-RDP84B00890 600090005-~ ~ _,> / C ~
FY Ceiling Increase
1981
1982
1983
To meet this increase in recruitment and processing and to maintain the
higher Agency ceiling level against a projected 7% attrition, tae will need
additional permanent staff plus temporary authority to go over-strength.
(S)
3. Office of Personnel
2 5X1 To date, OP has added people over the FY81 ceiling to expand and
accelerate the applicant recruitment and processing systems. No additional
recruitment positions are included in the 'Y82 budget. At the peak of
the recruitment surge in FY82, the over-ceiling requirement will increase
2 5X1 2 5X1 to of the additional positions are in the proposed FY83
budget package and we plan to reassess the need for additional personnel
based on the results of our earlier. recruitment efforts and anticipated
greater efficiency that could reduce our manpoeaer needs.
~ti'~Jiit'rC i,. :. L ~_~,rit l~; ~,i JJ. ;~L :b
Approved For Release 2005/08/02: CIA-RDP84B00890R000600090005-0
New Employees
25X1
25X1
 Approved For R~se 2005/08/02: CIA-RDP84B00890F~600090005-0
~~.~~~~.
OP positions dedicated to recruitment and processing:
1981
Authorized
Current
Staffing
1982
Needed
1983
P ro gr-am
1983
Needed
OP shortfalls in non-personal services are as follows:
1982
19.81 Need
Estimate Low High
Advertising
Invitee
Travel
Recruiter
Travel &
Misc Exp
1982
Bud et
1982
Shortfall ~ 1983
-Low High Program
The estimated shortfall of funds for FY82 is based on the hiring cost
of new employees for FY81 against the increased recruitment for FY82.
The lower estimated cost for invitee travel and recruiter travel is
.based on a possible reduction in applicant travel resulting from improved
up-front screening plus a 30% savings in air travel to be achieved by
using new low rates available between certain cities. (S)
4. Office of Medical Services
In order to meet the additional psychological testing and psychiatric
evaluation requirements, OMS expects that it will need to exceed ceiling
by ~ in FY82 pending approval of their FY83 enhancement. When the
increased requirements are met, ONIS plans to retain ~ positions on a
permanent basis in order to provide future support for Validation
Assessment studies and for DDO operations.
OMS positions dedicated to applicant processing:
1981
Authorized
Current
Staffing
1982
Needed
1983
Program
1983
Needed
25X1
25X1
h~ ~:~~
Approved For Release 200-~~IA-RDP84B00890R000600090005-0
 Approved For R~se 2005/08/02: CIA-RDP84B00890F~600090005-0
~~ ~~
Oi~IS shortfalls in non-personal services funds are as follows:
Contract
Services
Supplies &
.Equipment (S)
5. Office of Security
The Office of Security anticipates a need to exceed ceiling by ~~
positions until their FY83 budget increase of .21 positions becomes
effective. OS anticipates shifting this additional staff at a later
date to enhancement of their reinvestigative program that has chronically
become shortchanged by other resource requirements.
OS positions dedicated to the applicant process:
19s1
Authorized
Current
Staffing
1982.
Needed
1983
Program
1983
Needed
25X1
25X1.
25X1
The OS shortfall in non-personal services is as follows:
Investigator
Travel (S-)
6. In summary, the Offices of Personnel, P~iedical Services, and
Security require over-ceiling authority and additional financial resources
to fulfill anticipated recruitment requirements for FY82 and F`Z'83. (U)
25X1
7. Recommendation: It is recommended that you approve the
aggregate over-strength levels of for FY82 and that you authorize
the. Comptroller to reprogram funds of or FY82 to meet the,- 2 5X1
build-up of Agency staffing. (S)
25X1
1981
1982
1982
1982
1983
Estimate
Need
Budget
Shortfall
Program
1981 1982 1982 1982 1983
Estimate -Need Budget Shortfall Program
James N, Glerum
~? ~~
Approved For Release 2005/O~F~.~l~l ~RDP84B00890R000600090005-0
 Approved for R~se 2005/08/0 ~C~AY_ P84B00890~600090005-0
- i.~r~i:
SUBJECT: Resource Requirement for Increased Agency
Recruitment
Deputy Director of Central Intelligence Date
Distribution:
Orig = Return to D/Pets
1 - DDCI
1 - Executive Registry
1 - D/MS
1 - D/Sec
l - Comptroller
1 - D/Pets Chrono
1 - DD/Pets/R&P
Pets/R&P
(22Sep81
2 - DDA, ,subj ; ~hrono
,;~~
Approved For Release 2005/08/ y~~~DP84B00890R000600090005-0
 Approved For R~se 2005f0810~ :-~I,~-RDP84B00890R~600090005-0
DD j.;~ Regi S ~
2 9 Sip 1J8t
MEMORAN~BUPi FOR: Deputy Director of Central Intelligence
FP.OM: Maurice Lipton
Comptroller
SUBJECT: Increased Recruitment Requirements (S)
REFEREAtCE: Memorandum for DDCI from D/Personnel, dated 24 September 1981,
Subject: Resource Requirement for Increased t~gency Recruitment (S)
1. The Reference (attached) is responsive to the 22 June EXCOM Meeting
on recruitment during which we were tasked to produce a paper refining
the resource shortfall for recruitment activities. (A/IUO)
2. We have spent a lot of time with Jim Glerum and his staff in an
effort to cut back the estimated shortfall {which accounts in part for the
delay in getting the paper to you). I am still not comfortable with OP's
estimate of the additional staff needed (a total of Din Personnel,
2 5X125X ~ in Securit and for Medical) or with the additional funds required
2 5X1 (up to in addition to the costs of the increased staff).
However, Jim stands by his estimate and maintains that the additional people
and funds are needed if he is to staff the ~ new positions for 1982
and to begin recruiting in late 1982 for the further increase programmed
2 5X1 for 1983 (over ~ new positions at the high guidance level). (S)
3. As an aside, but related to the OP request, you should be-aware that
we are already faced with a number of known, unfunded re uirements in 1982
25X1
25X1
25X1 (e.g., some for overseas pay, at least for 25X12L5XX1
25X1 up to for cargo shipments, These needs, L5
..not to men ion numerous other requirements of lesser amounts, along with
the recruitment requirement, can only be met at the expense of other previously
budgeted activities. We can ill afford to slack off on our recruitment
efforts--filling our new 1982 positions must be given high priority.
But, given our other needs, I am reluctant to provide all the resources
requested up front. (S)
4. As I see it, and in the absence of supplemental funding from
external sources, which appears unlikely far this purpose, we have several
options: ~.,`
25X1
Approved For Release 2005/08/02: CIA-RDP84B00890R000600090005-0
 ~, g..
Approved For Re~e 2~~1'
.: ,_ _..
~IA-RDP84B00890R~00090005-0
a. Approve the recommendation as presented.
5X1
b. Approve a lesser number of people--say ~--and up to
-the lower range of the shortfall.
the funds Iater in the year if they are needed. (S)
c. Deny the requested overstrength but commit minimum additional
invitee travel funding, and direct Personnel, Security, and Medical
to do the best they can with their currently authorized 1982 staff.
In my view, it would be ill advised to place at risk our ability to increase
our staff in 1982 to a level appraaching that authorized. If we are unable
to staff our new 1982 positions, we may jeopardize our chances of a further
increase in 1983. I recommend you approve b. above with the balance of
25X1
25X1
Attachment:
As Stated
cc: D/Personnel.
2
~ ~ ~.,
Approved For Release 2005/ ~~~P84B00890R000600090005-0
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