AFFIRMATIVE ACTION PLAN FOR EQUAL EMPLOYMENT OPPORTUNITY CALANDAR YEAR 1974

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01495R000400040035-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 38
• Document Creation Date: December 16, 2016
• Document Release Date: June 9, 2005
• Sequence Number: 35
• Publication Date: November 1, 1973
• Content Type: REPORT

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AFFIRMATIVE ACTION PLAN
FOR
EQUAL EMPLOYMENT OPPORTUNITY
CALENDAR YEAR 1974
Director
Equal Employment Opportunity
Central Intelligence Agency
November 1, 1973
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Iftw
CENTRAL INTELLIGENCE AGENCY
AFFIRMATIVE ACTION PLAN
for
EQUAL EMPLOYMENT OPPORTUNITY
Calendar Year 1974
PART A
INTRODUCTION
The Agency EEO Organization - The Director of Central
Intelligence provides policy guidance, approves and ensures the
implementation of the Agency Equal Employment Opportunity Pro-
gram. To carry out the day-to-day activities of the program he has
designated a senior officer as the CIA Director of Equal Employment
Opportunity who is under his supervision for all EEO matters. Each
of the five major components of the Agency has a senior official desig-
nated as EEO Officer responsible for carrying out the component's
portion of the program. Four professional EEO Counselors handle
the informal stage in the complaint procedure. The EEO Director
and Officers develop, monitor and maintain the technical aspects of
the program. Forty-two EEO Representatives, reporting to their
component chiefs and the five EEO Officers, monitor the EEO pro-
gram throughout sub-units of the Agency, ensuring that EEO principles
are practiced in a positive manner in connection with recruitment,
assignments, training, development and advancement of minority
group members and female personnel.
The Federal Women's Program Coordinator, who is also the
Deputy Director, EEO, is responsible for all aspects of the Federal
Women's Program. She is assisted by the Women's Advisory Panel.
The Panel, composed of nine women and the Federal Women's Pro-
gram Coordinator as the Chairwoman, is responsible or examining
for
the careers of women in the Agency and making
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improvement. The Federal Women's Program Coordinator also
serves as the Sixteen-Point Program Coordinator.
Supervisors at all levels within the Agency are responsible for
implementing equal employment principles and practices. They direct
and monitor the application and functioning of the EEO program with
guidance and advice frqm the Director, EEO, the Federal Women's
Program Coordinator, the EEO Officers and the EEO Representatives.
The Director of Personnel is responsible for the continuous
appraisal of the Agency personnel program to ensure that recruitment
and placement are compatible with the EEO principles.
The Director, EEO and the Federal Women's Program Coordi-
nator are also members of the Inspector General's staff. This posi-
tion allows them immediate contact with IG complaint cases which
might have discrimination overtones. They also participate in IG
management studies which often involve problems of full utilization
of employee skills, the employment of good management practices,
recruitment, and many other personnel problems with EEO mani-
festations.
Discrimination complaints are first handled on an informal basis
by the four EEO Counselors. They have the direct support of all
offices under the Director of Personnel, work closely with the five
EEO Officers, and have direct access to all Agency line supervisors.
The Counselors offer solutions informally. If the solutions are not
accepted by the complainant, a formal complaint can be made to the
EEO Officer of the major Agency unit in which the employee work
or to the Director, EEO, the DCI, the chief of the major Agency unit,
or to the Federal Women's Program Coordinator. The EEO Officer
or the Director, EEO assigns an investigator to investigate formal
complaints. Senior inspectors from the Agency Inspector General's
staff are available to serve as investigators, but the selection of an
investigator is not restricted to an IG staff member. When the in-
vestigation has been completed and the complainant has reviewed the
investigative file, the EEO Officer of the complainant's unit and any
other appropriate unit officials provide an opportunity for an adjust-
ment of the complaint on an informal basis. If their efforts do not
lead to an acceptable adjustment, the Director, EEO arranges the
hearing with the DCI or his designee if the complainant 'requests a
hearing.
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The EEO organization depicted above leads to a close interac-
tion between those who have officially designated EEO responsibilities
and supervisors at all levels. The fact that all EEO officials have
other responsibilities that put them in close touch with all employees
facilitates the execution of the EEO program. This is especially true
now that 42 EEO Representatives have been added to the EEO ranks
and are working at line levels. Other factors that lead to a close
interaction include the full involvement of the Office of Personnel in
the EEO program and the active interest and support of the Agency's
top management. No additional resources are needed to administer
the program.
Resources Allocated to the EEO Program - These figures are
included in Objective 1 of the Agency Affirmative Action Plan, Part
D.
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Qualifications Certification of Principal EEO Officials
I certify that the qualifications of all staff officials concerned
with administration of the EEO Program including the following:
Director of Equal Employment Opportunity
EEO Officers
Federal Women's Program Coordinator
Sixteen-Point Program Coordinator
EEO Counselors
have been reviewed by competent authority and the incumbent of these
positions meet the standards outlined in Qualifications Standards Hand-
book X-118 under "Equal Opportunity Specialists GS-160" or "Qualifi-
cations Guide for Collateral Assignments Involving Equal Employment
Opportunity Duties. " Evidence that the review has been made and its
findings are on file and available for review by Civil Service Commis-
sion officials.
SIGNATURE OF DIRECTOR OF E~
NAME OF AGENCY
ADDRESS
ate : Aov- 7-2
: Central Intelligence Agency
: McLean, Virginia
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Training and Orientation for EEO Officials - CIA has an exten-
sive and long-established training program that includes a number
of courses in personnel administration. Basic, intermediate, and
advanced management courses are available. All devote a section
to EEO principles and practices. Senior management seminars for
top Agency officials are also a part of the training program. These
are held internally and in other Federal or private institutes. Pro-
visions for personnel administrative training are therefore available
and excellent in character.
In addition to EEO training included in the courses cited above,
the Agency EEO officials can attend the many EEO courses presented
by the Civil Service Commission at nearby locations. These courses
serve to train the officials in Federal EEO principles and practices
while the EEO sections of Agency management courses are designed
to instruct our EEO officials on EEO principles and practices that
need special and intense attention within the Agency. Overall, pro-
visions for training and orientation in personnel administration and
equal employment opportunity for staffs engaged in EEO work are
adequate for our needs.
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REPORT OF ACCOMPLISHMENTS
Calendar Year 1973
EEO Organization and Resources - The most significant addition
to the overall Agency EEO organization during 1973 was the establish-
ment of the CIA Women's Panel. The panel is made up of women from
all segments of the Agency and is chaired by the Federal Women's
Program Coordinator. Their first effort was to collect data on the
status of women employees and organize the data in a manner that
will be meaningful and provocative to Agency managers. A consider-
able portion of this work has been completed, and the panel is now
presenting, and in a sense publicizing, what they have found. Their
access to Agency managers is excellent, and there is every expecta-
tion that their work will lead to positive action by management.
Early in 1973, the Director, EEO, with the cooperation of the
Agency's Deputy Directors, established 42 EEO Representative posi-
tions throughout the Agency. The Representatives' role is to publicize
the EEO program within his element, ensure that EEO principles are
practiced in a positive manner in his unit, keep his unit chief apprised
of new or modified EEO activities, and keep the Director, EEO in-
formed of EEO accomplishments and/or problems through the Direc-
torate Equal Employment Opportunity Officers. The result of this
effort to date has been a wider and deeper understanding of EEO
throughout the Agency than has been the case in the past.
Recruitment - In 1973 the Agency increased its effort to recruit
minority members and blacks in particular. The black professional
recruiter expanded his full-time efforts. Recruiting was done in a
greater number of black colleges than before. Special processing
procedures were established within the Agency to handle black appli-
cations. The Director gave black recruiting his personal attention.
As a result the number of blacks put into processing increased 25%
over the year before despite a general Agency freeze in hiring except
for clericals and highly specialized professionals. Recruitment of
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women professionals was similarly restricted but continued at about
the same rate in specialized fields as in previous years.
[Ttilization and Enhancement of Employee Skills - During 1973
the Agency initiated its Personnel Development Program in which
present employee skills and potentials are matched against present
and future Agency needs with the aim of full utilization of all personnel.
An important part of this program is recognition of talented
people at the lower levels who, with experience and training can be
expected to move into executive positions. This part has been done
to include all employees including minority group members and
women. The second, and more difficult step involving training and
experience began at the close of the year. The unexpectedly high
number of retirees in June gave stimulus to the overall effort.
Despite the marked reduction in force that took place this year,
the Agency continued its wide ranging internal and external training
programs at the same levels as in preceding years. The internal
program offers a wide range of courses designed to enhance skills
ranging from typing and shorthand to ADP, management courses, mid-
career development, and advanced intelligence seminars. Outside
training includes attendance at such service schools as the National
War College and advanced education at colleges and universities. An
off-campus educational program got underway in the fall of 1973 in
cooperation with the Northern Virginia Regional Center of the Uni-
versity of Virginia. Any overt employee can select academic courses
from 42 offered. All courses are career enhancing and tuition costs
are borne by the Agency if the course is completed successfully or
the student withdraws for the convenience of the Agency.
Other off-campus education was carried out by employees at all
levels. Two black professionals continued their Agency supported
Ph. D. programs. One other black professional began a one-year
academic program. Many employees from all levels are attending
evening courses at local universities at Agency expense.
A formal upward mobility program conducted at the National
Photographic Interpretation Center continued this year with the total
number in the program expanded to 14, all minority members and
women. Eleven have now been selected, trained, plac'ed and promoted.
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The worker-trainee opportunity program for unskilled minority group
members hired at the GS-2 level for clerical skill training and place-
ment continued. Routine informal upward mobility progress continued
throughout the Agency.
EEO Training, Advice, Incentives, and Performance Evalua-
tions - EEO training continued at the same level as last year. Civil
Service Commission EEO courses served as one source of training.
Each Agency management course included a session on EEO. The 42
newly appointed EEO Representatives met with the Executive Director,
CIA and the Director, EEO early in the year in a general meeting on
EEO. On May 17, the Director of the Office of Federal EEO, the
Director of the Federal Women's Program, and the Director of the
Federal Upward Mobility Program held a half-day session with the
Agency EEO Director, Federal Women's Program Coordinator, :EEO
Officers, EEO Counselors, and EEO Representatives discussing EEO
matters. Civil Service Commission EEO literature was given wide
distribution within the Agency.
EEO incentive efforts centered largely on the personal interest
of the Director, CIA in EEO activities. His interest has been firmly
established at his regular morning meetings with his deputies. The
success that the National Photographic Interpretation Center has had
in its upward mobility plan has been given wide publicity.
EEO performance evaluation was given extensive attention and
in 1974 each supervisor will be rated on how he performs this man-
agement duty in his annual fitness report. To place EEO performance
in the right perspective, it should be noted that in general it will be
one of about five or six major duties in which each supervisor will
be rated.
Internal EEO Program Evaluation and Reporting - EEO program
evaluation efforts were highlighted by the compilation of profiles on
the GS grades, training, and supervisory assignments for all blacks
and women. The compilation and analysis of these data were one basis
for establishing specific EEO goals. Another basis was the analysis
done within each unit of the Agency when they made their annual EEO
report to the Director, EEO plus the periodic reporting that was asked
for on specific areas of EEO such as black recruitment and professional
planning for blacks. Regular meetings of the Director' and the EEO
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Officers and of the Women's Panel served as another means for both
program evaluation and reporting.
Processing of discrimination complaints - The Agency mechanics
for processing complaints has been established for a number of years.
As in previous years, the EEO Counselors worked with the com-
plainants to solve what were relatively few problems informally except
for one case which became formal in October. The investigation pro-
cedure is well established and this investigation is now underway.
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V4W
AN ASSESSMENT
OF THE CURRENT STATUS OF
EQUAL EMPLOYMENT OPPORTUNITY IN CIA
Since its origin in 1947, the Central Intelligence Agency has been
a dynamic and changing organization. Its mission and functions have
always been directed toward
conduct oftintelligence l operations outside
on foreign countries and
of the United States. The scope and direction of these activities, how-
ever, have been dictated by varying intelligence needs of U. S. Govern-
ment leaders and policy makers; and as the needs varied, the Agency's
personnel requirements have changed. Today, intelligence is becoming
more and more technically oriented. Therefore, at a time when we are
reducing our total number of employees we must also fill a limited
number of positions with highly specialized engineers, scientists, and
computer specialists. All Agee EEO plans
mobilitye full utilizationied
out with this in mind. Recruit p
of skills, enhancement of existing skills, etc. , must all be directed
toward this need thus making the preparation and execution of a rea-
listic and positive affirmative action plan an extremely challenging
effort. With this in mind, this is where CIA stands today in EEO.
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The EEO Organization and Resources
There are 55 people with assigned EEO duties. While all are
on a part-time EEO basis the remainder of their work deals with
training, management, career development, personnel placement,
etc. , and contributes directly to their EEO efforts. The Director,
EEO and the Federal Women's Program Coordinator are also mem-
bers of the Inspector General's staff and so intimately involved in
personnel and organization problem solving in the Agency. Most
important, the Director of Central Intelligence and his four Deputy
Directors are committed to establishing and carrying out a viable
and successful EEO program. It follows that they believe that the
present EEO organization and resources are adequate as they view
the need. It does not mean that the present EEO organization, the
personnel numbers and the resources are fixed indefinitely. As the
EEO requirements change these will change. For example, in 1974
the Director of Central Intelligence will name a Director of the 16-
Point Program for the Spanish Surnamed other than the Federal
Women's Program Coordinator and increased efforts will be given
this program.
The Status of Minority Groups
and Women in the Agency Work Force
The status of blacks and other minorities - Blacks now make
up 5. 27% of the CIA work force. Two percent of the Agency popula-
tion is Spanish surnamed and the average grade of this group is equal
to the Agency average grade. The blacks in GS positions make up
4. 7% of the work force. The remaining 0. 57% are Wage Board em-
ployees. Considering all Agency GS positions, blacks occupy 11.1%
of all positions in grades GS-01 through GS-08; 3. 11% of all positions
in grades GS-09 through GS-11; and 0. 6% of all positions in grades
GS-12 through GS-18. Nineteen percent of the employees in the black
work force are in grades GS-09 and above.
The status of women - Women make up 32% of the Agency work
force. Considering all Agency positions, women occupy 70. 5% of all
positions in grades GS-01 through GS-08; 22% of all positions in
grades GS-09 through GS-11; and 8% of all positions in grades GS-12
and over.
These figures indicate that there is considerable room for
improvement and the Affirmative Action Program for 1974 contains
specific actions to carry this out.
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Recruitment to Improve the
Status of Minority Groups and Women
As already cited, CIA has been reducing its personnel strength
over the past few years and will continue to do so in 1974. Recruit-
ment of professionals is limited and the effort concentrated in highly
specialized skills which are in short supply. In addition, members
of minority groups and women tend to pursue educations in specialties
other than those the Agency needs. Nevertheless, CIA now has a
strong minority and women recruitment effort. For example, the
percentage of employed blacks did increase from 4. 93% to 5. 25% over
the past year. More black applicants were put into process in 1973
than in 1972. The 1973 EOD rate, however, was lower than that
planned.
Several things will be done in an attempt to improve the rate.
There will be an increase in the recruitment effort at the college
level; and changes will be made in the applicant review and process-
ing method in headquarters. There will also be an increased effort
on recruiting higher level minority members and women from the
private sector. Our student co-op program will attempt to attract
more minority members; and our summer intern program will do
the same. In addition, our clerical worker-trainee opportunities
program will be continued. The combination of all of these efforts
should bring improvements.
Full Utilization of Present Employee Skills
CIA takes great care in selecting the most highly qualified spe-
cialists available to carry out its many intelligence functions. :Em-
ployees must also meet strict standards of morality and integrity.
Once hired, CIA invests heavily in developing employees' intelligence
skills beyond those which he brings to the Agency, and the employee
often commits himself to CIA in that intelligence skills are not mar-
ketable in the general economy. To these conditions are added the
ever-changing intelligence requirements of U. S. Government leaders
which necessitates flexibility on the part of the Agency's employees.
Skills that were once needed may be made obsolete by the changing
requirements or by new methods of intelligence collection or analysis.
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Unused or secondary skills may suddenly become important. To meet
the changing intelligence demands, the Agency makes every effort to
utilize those skills we have or retrain employees in the new required
specialties. CIA has been geared to the full utilization of present em-
ployee skills over the years as a matter of policy and practical need.
More can be done, however.
During this year the Agency administrators have initiated a re-
view of the skills of each professional employee. This effort is aimed
specifically at full utilization of present skills across unit boundaries.
This start will be expanded upon in the coming year. Within the
separate Agency units, career boards and panels make the same re-
views on a regular basis and have since the Agency was formed. Again
the maximum utilization of present skills has been the specific goal and
reassignments have been made as needs have demanded.
Upward Mobility
The Agency now has two formal upward mobility programs. In
one, which may be more accurately called a worker-trainee oppor-
tunity program, 12 to 18 unskilled minority group members are hired
annually and trained in clerical skills. When trained they are placed
in staff clerical positions as full-fledged employees. In the second
formal program, clerical personnel in the National Photographic In-
terpretation Center are given the opportunity to be trained and move
into professional jobs. To this point in time blacks and women have
participated, but the program is open to all clerical personnel. Four-
teen have entered the program. Eleven have been trained, placed, and,
promoted and three more have now started training.
In addition to these two formal programs, each separate CIA
unit has informal upward mobility programs. Many women, for
example, have moved from clerical to professional ranks over the
years. Although in fewer numbers, blacks have also made profes-
sional status. The shift from informality to formality is an obvious
next step. In 1974 one additional formal upward mobility program
patterned after the Photographic Center's program will be established.
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The Agency has had a long-established and comprehensive
training program designed to enhance the skills of all employees.
Courses cover the spectrum from typing and shorthand refreshers,
to ADP, management courses, mid-career development, advanced
intelligence seminars, attendance at outside academic institutes,
exchange training at other Government research and development
organizations and other courses. These courses are geared to indi-
vidual needs and relate directly to career progression. The Agency
views this entire extensive training effort as directly related to up-
ward mobility of all employees. It will be maintained at its present
level of effort in 1974 at a time when total employment is dropping.
EEO Training, Advice, Incentives, and Performance Evaluation
Agency supervisors receive training in EEO policies, goals and
procedures in two ways. Most training is given in a number of Agency
management courses. The Director, EEO and the Federal Women's
Program Coordinator brief the classes on EEO assisted by members
of the Office of Training. In addition to briefings, EEO literature is
disseminated throughout the Agency on a routine basis, and Agency
bulletin boards are used to ''advertise'' EEO. Civil Service Commis-
sion EEO courses are also employed as a training approach but, to
date, to a lesser degree than Agency training. Frequent meetings of
the Agency EEO Officers and the Director, EEO and meetings of the
Agency Women's Council are also used as forums for instructive ex-
changes on EEO policy, plans, and procedures. These same meetings
serve as a means of getting EEO advice and ideas passed up and down
management lines as well as laterally. The Women's Council, with
representatives from all main elements of the Agency, is doing a fine
job in this respect.
EEO advice and guidance is also carried out in visits of the
Director, EEO and the Federal Women's Program Coordinator to
the directors of the separate Agency units; especially those whose
EEO participation lags that of the Agency norm. Of course, the most
forceful advice and guidance occurs when the Director, CIA takes up
specific EEO situations at his regular morning meetings. Recent
subjects that have been considered have been a summary of Agency
black employment 1972-1973; a comparison of minority employment
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between the Agency and the National Security Agency; and the status
of female employment in the Agency.
The Agency incentives to encourage positive EEO actions on the
part of supervisors center on the Director's own personal interest.
The NPIC upward mobility program has received considerable atten-
tion by him and his senior managers. His interest in the unskilled
minority worker-trainee opportunity program is well known. He has
proposed and presses for the participation of all employees in an
effort to recruit and employ blacks at high GS levels.
The subject of rating supervisors on their EEO activities is now
receiving the attention of the Agency's top managers. When present
plans are put into effect in 1974, EEO activities will be cited in each
supervisors annual fitness report as a specific duty and his perform-
ance will be rated.
Consideration is also being given to the insertion of a paragraph
in Agency regulations on the importance of the supervisor's role in
EEO and the requirement for rating each supervisor on this duty.
Civil Service Commission EEO training will be utilized to a
greater extent in 1974, especially in the area of EEO counseling and
discrimination investigation areas in which improvement is required.
EEO Community Efforts
The sensitive mission of CIA precludes Agency participation in
EEO community efforts as an organization. Employees are partici-
pating as private citizens wherever possible.
Internal EEO Evaluation and Periodic
Reporting to the Civil Service Commission
Statistical data are being collected, organized, and analyzed on
the employment of minority groups and women by the Office of Per-
sonnel, the Federal Women's Program Coordinator, and the Director,
EEO. The data on blacks and women are now being organized for
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computer manipulation and readout to facilitate analysis on a regular
basis both for internal use and reporting to the Civil Service Commis-
sion. Much of what is now being done on the data represents a learn-
ing stage. However, significant information is now available and
presented in a format that is already very useful in briefing top man-
agement on the present status of minority and women employment to
include distribution by unit, grade, year of EOD, etc. Computer
programming specialists are now considering ways of presenting
grades related to job specialties, education, age, relative grades
of white males, etc.
Unit reporting on EEO Affirmative Action Plan progress to the
Director, EEO by unit EEO Officers is now on an annual basis.
Evaluation by the units tends to be qualitative in nature. Reporting
stresses the progress of blacks but with increasing emphasis on
women. The Women's Panel is largely responsible for this latter
development. The panel has and is conducting a variety of studies
on the status of women employees and its findings are now contribut-
ing to a more firm understanding of the situation than has been true
in the past. All reporting is then used in preparing the Agency re-
ports to the Civil Service Commission.
The ultimate Agency evaluation of EEO progress is made by the
Director assisted by his Deputy Directors. The Director, EEO and
the Federal Women's Program Coordinator work with the Deputies
largely through the EEO Officers within the directorates. To this
point, the communication channel is satisfactory. Nevertheless, the
subject of how the Agency evaluates its progress and the degree of
success it has in doing this is open to analysis which will be done
throughout 1974.
Providing EEO Counseling
and Processing of Discrimination Complaints
EEO counseling is handled by four trained EEO Counselors.
They are part-time counselors because the need for their counseling
service has been minimal. The reason for the few number of cases
they handle has not been determined in any formal way. Alert mana-
gers almost certainly eliminate some discriminatory practices when
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Approv
they arise. The Inspector General may settle an employee's problem
which may be discriminatory but is presented as a nondiscriminatory
complaint. The Agency has been reducing its manpower which almost
certainly has an effect. Or the Agency may be well managed at most
levels. Any of these and other possibilities may be responsible for
the few cases the Counselors handle. Nevertheless they are trained,
available and are counseling as required.
The five Agency EEO Officers are prepared to handle formal
discriminatory complaints as they arise. Investigations are handled
by the senior inspectors who man the Inspector General's staff. Many
years of experience in investigating formal employee complaints make
them fully qualified to handle discrimination cases. Other experienced
investigators on the Agency's General Counsel Staff can also carry out
this step if required. The presence and experience of these senior
investigators ensure that discrimination complaints can be handled
and processed in the time required.
The Director, EEO has complete access to all Agency people,
files, and reports that must be reviewed in reporting complaints to
the Director, CIA, and determining the corrective action taken in
discriminatory cases. He can advise the Director on the extent and
types of disciplinary action that might be taken against supervisors
or others involved. He has the means to communicate EEO plans,
programs, and actions to all employees through Agency notices,
bulletin boards, memoranda, etc. Finally, the Director, CIA ensures
that employees and applicants can use the EEO complaint system with-
out fear of reprisal.
At the present time the Agency is satisfied that EEO counseling
and discrimination complaint processing are handled satisfactorily and
meet the requirements of the law and Civil Service Commission in-
structions. Experience may alter this view and the Agency is prepared
to correct any deficiency that becomes apparent.
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AFFIRMATIVE ACTION PLAN
for
EQUAL EMPLOYMENT OPPORTUNITY
The Central Intelligence Agency will comply with the spirit and
intent of Executive Order 11478, Public Law 92-261 and all Civil
Service Commission instructions that pertain to these two documents.
The top-level managers of the Central Intelligence Agency believe in
the principle of equal and fair employment opportunity for all its em-
ployees irrespective of race, color, religion, sex, or national origin,
and are determined that the Agency will practice equal and fair em-
ployment opportunity. The officials of the Central Intelligence Agency
at all levels are held responsible and accountable for the conduct of
the Equal Employment Opportunity Program to include the establish-
ment of realistic and specific goals and timetables to ensure the full
utilization of minority and female employees and to assure that they
have equal opportunities for employment and advancement commen-
surate with their innate capabilities and willingness to learn and
progress. In addition, all Central Intelligence Agency officials are
responsible and accountable for supporting Agency policy and pro-
cedures for the processing of complaints of discrimination.
The Central Intelligence Agency Affirmative Action Plan is the
mechanism meant to make the Agency Equal Employment Opportunity
Program a success. The Program includes:
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1. Measures to improve the employment and up-
ward mobility of minority group members.
2. Measures to improve the status and utilization
of women.
3. Measures to ensure the full utilization of all
employees at all levels within the Agency.
4. Mechanisms to determine, measure, and
report the status and progress of minority
group members and women in all Agency
components.
5. Measures and means to handle charges of
discrimination from the counseling through
the appeal stages and correct causes of
discrimination.
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The Central Intelligence Agency will reinforce its efforts to
achieve its ultimate Equal Employment Opportunity goals by estab-
lishing short-range, specific objectives for each calendar year.
For 1974 these specific objectives are each given an action officer
and a target date. The Affirmative Action Plan will be distributed
to each Agency employee and the achievements will be given in the
succeeding calendar year plan. The specific objectives relate to
the emphasis present in Executive Order 11478, Public Law 92-261
and'related Civil Service Commission directives. By this approach
we hope to move from the intentions of the past to measurable and
visible acts in our pursuit of the ultimate goal of equal employment
opportunity.
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basis. The EEO officers handle formal discrimination
cases, assign investigators to carry out the investiga-
tions, and propose solutions on an informal basis, after
the investigation has been completed and the investigative
file has been reviewed by the complainant. The Director,
EEO is responsible for cases not resolved at the EEO
Officer level. He arranges appeal hearings by the DCI
or his designee. The 42 EEO Representatives monitor
the progress of the EEO Affirmative Action Plan within
their respective units, prepare reports on the progress
to the EEO Officers and the Director, EEO, and ensure
that EEO plans and opportunities are publicized to the
maximum degree.
The Federal Women's Program Coordinator now acts as
the Coordinator for the 16-Point Program for the Spanish
surnamed. However, the DCI will name a new 16-Point
Program Coordinator in January 1974, and this individual
with the cooperation of the Director of Personnel and the
D/EEO will establish an affirmative action plan for the
Spanish surnamed. Specifics of this plan will be sub-
mitted to the Commission as an annex of this paper by
April 1974.
CIA does not have a regional EEO program for several
reasons. First, practically all manning of Agency foreign
posts is done from headquarters thus eliminating the need
for regional hiring of U. S. citizens. Second, the manage-
ment of Agency personnel overseas is carried out from
headquarters to include EEO authorities and responsibili-
ties. This arrangement in no way precludes the active
pursuit of EEO goals in the field.
During the coming year the Director, EEO, in conjunc-
tion with the Director of Personnel, will evaluate the
total resources allocated to the Agency EEO program
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and make the adjustments that may be necessary as in-
dicated by the success, or lack of success, in attaining
our EEO goals.
NAME OF AGENCY:
ADDRESS:
SIGNATURE OF SUBMITTING OFFICIAL:
Central Intelligence Agency
McLean, Virginia
Date: ,~1t.-' /973
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OBJECTIVE 2: Increase and sharpen recruitment efforts
to reach and attract job candidates from
all sources.
REMARK: The Central Intelligence Agency will continue reducing the
total number of employees during Calendar Year 1974. In
recruitment, it will be attempting to fill a limited number
of positions in a few highly specialized fields such as engi-
neering, the sciences and computer fields, in which there
are shortages of candidates especially among women and
minorities. Under these conditions our recruiters and
personnel officers must make a strong results-oriented
effort to meet our EEO recruiting goals.
Specific Efforts for Achieving Responsible Target
the Objective Official Date
1. Conduct quarterly reviews of Director of Quarterly
Agency recruitment efforts to ensure Personnel throughout
that the recruiters are contacting all 1974
sources including minority groups and
women.
2. Prepare a brochure which can be Director of Jan.
given wide distribution by recruiters Personnel 1974
describing the true nature of the
Agency missions and functions, etc. ,
in order to dispel misconceptions of
Agency employment among minority
groups and thereby make Agency em-
ployment more attractive to these
groups.
3. Prepare monthly reports for the Director of Monthly
DCI and the D/EEO on recruitment Personnel
efforts to ensure an increase in the
number of employment applications Deputy
from minority members and/or Directors
women for technical, professional,
and management level positions by
15 percent.
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4. With the assistance of all
Agency employees, but especially
with that of minority group members
and women, encourage friends at
intermediate and high levels in in-
dustry, schools, etc. , to consider
employment in CIA as one approach
toward reducing the GS rank gap
between white male employees and
the minorities and women.
5. Submit reports to the Director
of Personnel and the D/EEO on efforts
to expand the Agency Co-op Program
now with Howard, Prairie View and
Virginia State with the goal of re-
cruiting black professionals and on
continuing negotiations with Federal
City College, Morgan State,
Grambling, Bowie State and Wilber-
force, to join the program.
6. Review hiring requirements bi-
annually for the express purpose of
increasing the hiring of minority
group members and women for part-
time employment and submit reports
to the Director of Personnel.
7. Utilize minority group and fe-
male employees as recruiting
assistants on a selective basis
where success can be enhanced by
their help.
Deputy Continuing
Directors
Director, EEO
Federal Women' s
Program
Coordinator
and all interested
employees
Special Assistant April
for Co-op 1974
Programs,
Office of Sept.
Personnel 1974
Deputy Mar.
Directors & 1974
Director of Sept.
Personnel 1974
Director of Continuing
Personnel
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8. Review the records of all Director, EEO Throughout
1974
professional black applicants GS-7
and above who are both accepted
and rejected for employment to
determine the reasons for accept-
ance or rejection and investigate
each case where the action appears
to be questionable, with the view
of instigating corrective action.
Director of Throughout
9. Continue the Agency unskilled personnel 1974
minority upward mobility program
wherein 12 to 18 D. C. metropolitan
area individuals are employed as
GS-2 clerks, are provided 3 months
or more of training to develop skills
to usable levels and assign them to
regular positions.
10. Have the newly established Federal Women' s Quarterly
in 1974
Women's Advisory Panel increase Program
Coordinator
the internal emphasis on expanding
promotional opportunities for those
women now employed by reporting
their analyses to the DDs quarterly.
Director of April
11. Review the Agency's special personnel 1974
handling procedures for processing
minority group applicants to ensure
that they are viable and effective.
12. Recruit and hire at least four Special Assistant April
1974
for Co-op
minority group members and/or
women for the Summer Intern Pro- Program,
gram for 1974. This is a program Office of
Personnel
for students in graduate school or
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those accepted for graduate
school. They work in research
and reporting areas and receive
a series of lectures on Agency
functions.
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OBJECTIVE 3: To utilize fully the present employee
skills.
Specific Efforts for Achieving
the Objective
Responsible
Official
Target
Date
1. Conduct a survey of skills and
utilization of minority employees
and women up through grade GS-7
for the purpose of uncovering under-
utilized or non-utilized skills and
correcting the situation through re-
assignments to more demanding
jobs.
2. Review qualification require-
ments of professional and technical
slots from GS-7 through GS-9 to
assure that they are not unrealisti-
cally high in terms of the job done
and that they do not screen out
lower-level employees actually
capable of performing the real func-
tions of the jobs.
3. Conduct an annual review to
ensure that under-utilized employees
are given the opportunity to employ
their skills in more demanding jobs
as they become available.
4. Review and critically analyze
operational needs for the purpose of
restructuring jobs and establishing
entry levels and trainee positions to
facilitate movement within and
across career fields.
Deputy Directors
Assisted by
Director of
Personnel
Deputy Directors
Assisted by
Director of
Personnel
Deputy Directors
Assisted by
Director of
Personnel
Deputy Directors
and Chief of all
Key Components
Assisted by
Director of
Personnel
Nov.
1974
Nov.
1974
Sept.
1974
A continuing
review with
an annual
report to the
Director of
Personnel
in Fall 1974
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OBJECTIVE 4:
To provide opportunities for employees to
enhance their skills, perform at their
highest potential, and advance in accord-
ance with their abilities in light of avail-
able opportunities (Upward Mobility).
Specific Efforts for Achieving
the Objective
1. Using the Agency's National
Photographic Interpretation Center
(NPIC) Upward Mobility program
as a model, have one more Agency
unit (or combination of like units)
of comparable size initiate an Up-
ward Mobility program. The pro-
gram will include specific training
and education programs, job
restructuring, and occupational
analysis required.
2. Continue the Agency Off-
Campus Educational Program
initiated in the fall 1973. In this
program which is conducted in
cooperation with the Northern
Virginia Regional Center of the
University of Virginia, any overt
employee can select courses from
the 22 offered. All courses are
career enhancing and tuition costs
are borne by the Agency if the
course is completed successfully
or the student withdraws for the
convenience of the Agency.
Responsible
Official
Unit Chief and
D/EEO with
planning
assistance
from the
D/NPIC
Director,
Office of
Training
Target
Date
Jan.
1974
Continuing
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3. Continue the long-established
and comprehensive Agency training
program that is designed to enhance
skills of all employees. Courses
cover everything from typing and
shorthand refresher to ADP, man-
agement courses, mid-career
development, advanced intelligence
seminars, attendance at outside aca-
demic institutes, exchange training
at other Government research and
development organizations, attend-
ance at service war colleges, etc.
The courses and outside education
are geared to individual needs re-
lated directly to career progression.
4. Establish the mechanism for the
career counseling and guidance of em-
ployees -- patterned after the system
now used in the Operations Direc-
torate -- and publicize the availability
of these services through Agency
notices distributed to all employees.
5. Ensure that at the minimum one
member of a minority group and/or
one woman be a student in each of
the Agency's advanced management
courses as well as the Senior Intelli-
gence Seminar and Mid-Career
Course.
Director, Continuing
Office
of Training
and all
supervisors
Each Deputy July
Deputy Directors Continuing
Assisted by thru all of
Director of 1974
Training,
Director, EEO,
Federal Women's
Program
Coordinator
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6. Ensure that on a merit basis
minority group members and women
receive their fair share of external
full-time training by having the
Director, EEO and the Federal
Women's Program Coordinator
participate in the Agency training,
applicant review and selection
process.
Director, EEO &
Federal Women's
Program
Coordinator
Continuing
thru all of
1974
7. Place $30, 000 under the con-
trol of the Director, EEO to be
spent for such education as he de-
termines is necessary to meet
Agency-wide needs, to ensure fur-
ther that minority group member
employees receive career enhancing
external training.
with the
cooperation and
assistance of the
Deputy Directors
and the Director
of Training
Director, EEO
Jan.
1974
with the
cooperation and
assistance of the
Deputy Directors
and the Director
of Training
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OBJECTIVE 5: To provide training, advice, incentives,
and performance evaluation to ensure
EEO program understanding and support
by supervisors.
Specific Efforts for Achieving
the Objective
Responsible
Official
Target
Date
1. Include in each management
training course a session on Agency
EEO policy and goals, procedures
for processing complaints of dis-
crimination, and the functions and
responsibilities of the Director,
EEO, Federal Women's Program
Coordinator, and the Agency EEO
Officers and Counselors.
2. Give special recognition to
employees at all levels of manage-
ment who make an outstanding con-
tribution to the Agency EEO effort.
3. Establish a mechanism by
which all employees are informed
of the contribution of 2 above.
4. Establish the training re-
quired to provide specific and
practical instructions to all newly
appointed supervisors at all levels
to ensure an understanding of and
sensitivity to the goals of equal
employment opportunity.
Director of
Training
Director, EEO
Federal Women' s
Program
Coordinator
Director, EEO
Continuing
thru 1974
C ontinuing
thru 1974
Director of
Personnel
Director, EEO
July
1974
Director of
Personnel
Director of
Training
April
1974
Chief, Key
Components
and subordi-
nate Elements
Director, EEO
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5. Establish in Agency Regula- Deputy Director Jan.
tions the requirement that all for Management 1974
supervisors be evaluated on their & Services
supervisory and managerial per-
formance in the EEO area.
6. Implement the Agency regu- Deputy Director Jan.
lation on evaluating all supervisors for Management 1974
in their supervisory and managerial & Services
performance in the EEO area by
issuing instructions on how the eval-
uation is to be made in the annual
Fitness Reports.
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OBJECTIVE 6: To participate in community efforts to
improve conditions which affect employ-
ment in the Federal Government.
REMARK: For security reasons CIA is unable as an organiza-
tion to participate in many activities and programs
not connected with its sensitive mission. Employees,
however, are encouraged to participate in civic
activities as private citizens but maintaining pro-
fessional anonymity if possible.
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OBJECTIVE 7: To provide a system for internal program
evaluation and periodic progress reports to
the Civil Service Commission in accordance
with Public Laws governing CIA.
Specific Efforts for Achieving
the Objective
1. Collect, maintain and analyze
statistical data on employment of
minority groups and women in all
organizational areas.
2. Provide for internal Agency
review and evaluation on a regular
basis of all EEO affirmative action
program activities to include spe-
cial emphasis program activities
designed to enhance the status of
women or particular minority
groups.
Responsible
Target
Official
Date
Director, EEO
April
1974
Federal Women' s
Program
Oct.
Coordinator
1974
Director, EEO
April
1974
Federal Women's
Program
Oct.
Coordinator
1974
3. Develop the system for
periodic reporting on the Agency
EEO program problems and pro-
gress.
4. Using the system developed
in 3 above, submit periodic Agency-
wide reports to the Director of
Central Intelligence and the Civil
Service Commission.
5. Visit Deputy Directors to
discuss EEO progress and problem
areas, make suggestions for im-
provement through affirmative
action.
Director, EEO
March
1974
Federal Women's
Program
Coordinator
Deputy Directors
April
assisted by their
1974
Directorate EEOs
Oct,
Director, EEO
1974
April
1974
Federal Women's
Program
C oor dinatbr
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OBJECTIVE 8: To provide for prompt, fair, and impartial
processing of complaints of discrimination
and equal employment opportunity counseling.
Specific Efforts for Achieving Responsible Target
the Objective Official Date
1. Ensure that the numbers of Dir ector, EEO Jan.
trained EEO Counselors are suffi- 1974 and
cient to accommodate the needs of continuing
all employees and that they are in
locations convenient for easy access
by employees.
2. Ensure timely training of EEO Director, EEO Continuing
Counselors and EEO Officers.
3. Maintain a complement of
trained investigators to ensure
timely, competent and objective
investigation of formal complaints
of discrimination.
4. Ensure that on-site investiga-
tion of all formal complaints of
discrimination commence within
five days of receipt.
5. Ensure that the processing of
all formal complaints of discrimina-
tion are completed within 75 calendar
days of receipt of the complaint in-
cluding investigation and issuance of
proposed disposition.
6. Ensure that the final decision
on a formal complaint is issued no
later than 180 days of filing of the
charge; and ensure that the com-
plainant is provided with written
notice of the final decision.
Director, EEO Continuing
Director, EEO Continuing
Director, EEO Continuing
Director, CIA Continuing
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7. Review complaint files and Director, EEO Continuing
report to the Director, CIA on
corrective action taken based on
findings in cases; follow-up to
ensure correction of conditions
which led to the filing of the com-
plaint.
8. Review all cases where there Director, CIA Continuing
has been a finding of discrimination
to determine the extent and types of
disciplinary action taken against
supervisors or others as warranted
by the case.
9. Update and revise the Agency Director, EEO Sept.
notice to all employees which out-1974
lines the Agency's discrimination
complaint system.
10. Using the Agency bulletin Director, EEO Continuing
boards and special employee
notices, publicize the name, loca-
tion and office phone numbers of
EEO Counselors, the EEO Officers,
the Director, EEO and the Federal
Women's Program Coordinator.
11. Ensure that employees and Director, CIA Continuing
applicants can use the EEO com-
plaint system without fear of Director, EEO
reprisal.
Deputy Directors
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