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THE SUPPORT SERVICES HISTORICAL SERIES PERSONNEL AND TRAINING IN LOGISTICS NOVEMBER 1950 - DECEMBER 1969

Document Type: 
CREST
Collection: 
General CIA Records
Document Number (FOIA) /ESDN (CREST): 
CIA-RDP93-00939R000100110001-4
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RIPPUB
Original Classification: 
S
Document Page Count: 
153
Document Creation Date: 
December 16, 2016
Document Release Date: 
July 25, 2005
Sequence Number: 
1
Case Number: 
Publication Date: 
February 1, 1972
Content Type: 
REPORT
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Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET '_ CIA Internal Use OnZz~ Aeeess ControZZed bzU DDS The Support Services Historical Series PERSONNEL AND TRAINING IN LOGISTICS NOVEMBER 1950 - DECEMBER 1969 SECRET OL - 12 February 1972 Copy 1 of 4 MORI/CDF Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 WARNING This document contains information affecting the national defense of the United States, within the meaning of Title 18, sections 793 and 794, of the US Code, as amended. Its transmission or revelation of its contents to or re- ceipt by an unauthorized person is prohibited by lativ. GROUP 1 Excluded from automotic downpradiny and dedanificolion 1 Approved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Approved For Release 2005/(~~:~DP93-009398000100110001-4 CIA. Internal Use Only Access Controlled by DDS THE SU~~'ORT SERVICES HISTORICAL SERIES 25X1A OL - 12 PERSOf~NEL APJD TRA I PJ I fJG I PJ LOGISTICS NOVEMBER 1950 - DECEMBER 1969 by February 1972 25X1A HISTORICAL STAFF CENTRAL INTELLIGENCE AGENCY ctor of Logistics Approved For Release 2005/C(~~~;:~~~DP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 1 The purpose of this paper is to provide a historical account of the personnel and training function in the Office of Logistics. Because any personnel management and admin- istration function is created simultaneously with an Office or organization, the period covered by this report begins with the establishment of the Procure- ment Office on 15 November 1950, which marked the beginning of. the Office later to be known as the Office of Logistics. The report begins with a brief account of the background leading to the establishment of the Office and of the transitional period from 1950 to 1954, during which the functional responsibil- ities of the Office were expanded from the handling of Agency procurement and supply matters only to the encompassment of all of the logistical functions under the jurisdiction of the Office of Logistics as of 1969. Following that is a historical chronology of the organizational placement of the personnel - iii - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET and training function from the initial establishment of the Office in 1950 to the establishment of the Personnel and Training Staff as it currently (1971) exists. The paper relates some of the personnel management problems encountered in the early days of the Office and some that have continued and will always exist in an Office of the size and complexity of the Office of Logistics. The report examines the objectives, methods, actions, and developments related to the problems confronted. Included are overall statistics that reflect the total numbers and types of personnel in the Office of Logistics and the distribution of employees throughout the Logistics Career Service. These data should give the reader a better understanding of the total range and scope of the personnel and training activities over the years. Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Page Foreword iii I. Background 1 II. Role of the Personnel and Training Staff 5 A. Origin and Mission 5 B. Chronology of Structure and Organ- izational Placement of Personnel and Training Function. 5 C. Functions and Responsibilities 11 III. Problems and Developments. 13 A. Rapid Expansion of Office Functions and Overseas Responsibility. 13 B. Diversified Types and Categories of Personnel and Positions. 14 C. Early Recruitment Problems 17 D. Action Required to Satisfy Overseas Staffing Obligations 20 E. Establishment of Career Service Program. 2 2 F. Assignment of Logistics Career Designa- tions to Agency Employees. 25 G. Acquiring Career Cognizance for Logistics Positions in Other Components. 27 H. Overseas Rotation and Directed Assign- ment s . 3 2 - v - SE CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Page I. Development of Logistics Training Program 34 J. Junior Logistics Officer Development. 56 IV. Career Planning and Progression of Logistics Employees 66 A. Reassignments Between Career Services 66 B. Career Progression of Logistics Designees 68 1. Development to Senior Levels. 68 2. Courier Reassignment and Pro- gression Program. 70 3. Progression of Wage-Board Employees 77 4. Minority Groups in the Office of Logistics 80 5. Women in the Logistics Career Service 86 V. Fluctuations in Total Office Ceiling and Strength . 91 VI. Summary 96 Tables 1. Office of Logistics: Personnel Ceiling and Strength Calendar Years 1950-69 4 Z. Logistics Career Designees as of 31 May 1960-69. 31 3. Transfers Between Logistics and Other Career Services Fiscal Years 1960-69. 67 SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 1 Appendixes Page A. Office of Logistics Wage Board Pay Plans, 25 July 1969 100 B. Office of Logistics Training Programs. 117 C. External Management Courses Used by Office of Logistics. 126 D. Logistics Careerists Sent to Senior Service Schools And Other Prestige Training Facilities, August 1953 - May 19 71 129 E. Ordnance Personnel Who Completed the F. External Training Courses Used to Develop Employees in Procurement/Contracting Fields 134 G. Employees of DDS Offices Engaged in External Training Special Training Report, FY67 and FY68. 142 H. External Training of Logistics Careerists, January - June 1970. 143 I. Chronology of Key Personnel Responsible for Personnel and Training Functions, 1950 - 1969. 145 J. Sources. 148 Illustrations Figure 1. Logistics ersonne ssignments 1 July 1969 98 SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25 25X Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET PERSONNEL AND TRAINING IN LOGISTICS I. Background The Office of Logistics, in which the Per- sonnel and Training Staff is located, is charged with responsibility for providing logistics support to all Agency components, both overt and covert, domestic and foreign. The creation of this Office developed from decisions to centralize responsibil- ity for all Agency logistical support functions within one component under the Executive, CIA, and began with the establishment of the Procurement Office on 15 November 1950. 1/* Responsibility for all Agency materiel procurement was assigned to the Procurement Office and transferred to it were the covert procurement and supply functions then under the former Procurement and Supply Division of the Special Support Staff and similar overt procurement and supply functions of the Services Division of * For serially numbered source references, see Appendix J. Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET the Administrative Staff. Before that date, be- ginning with CIG days in 1946, the Agency had tried a variety of organizational arrangements to perform the logistical service functions required to support world-wide expansion of Agency operations, usually creating separate administrative components to sup- port the overt and covert activities. The newly established Procurement Office consisted of the Procurement, Supply, and Procurement Planning Divisions. This was the beginning of several organizational changes implementing the concept of centralization of logistical functions in CIA. At various times during the next four years addi- tional functions were added to the Procurement Office (later called the Procurement and Supply Office and re-designated the Logistics Office in March 1953). 2/ The last major transfer of logis- tical service functions was completed when the Print- ing and Reproduction; Mail Control; and Space, Maintenance, and Facilities functions were integrated into the Logistics Office on 15 February 1954. 3/ As of that date, then, centralized within the Logistics SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 25X9 25X9 25X9 Office were the procurement; supply; real estate and construction; space, maintenance, and facilities; printing and reproduction; transportation, motor pool, and garage; and mail and courier functions. These functions still (1971) exist in the Office of Logistics. 4/ The number of positions in the Office Table of Organization (T/O) had increased as of 21 December 1950, immediately after the Office was originally established, to a total as of 16 February 1954. The ceiling authorization had increased to ~~ and the total number of personnel on duty in the Office rose 0 of whom 25 were military detailees. The total personnel ceilings and changes in on-duty strength during the years are shown in Table 1.* During the period from 1954 through 1969 the Office of Logistics ceiling ranged from a low of ~~in December 1955 to a high of 25X9 25X9 in December 1963; 25X9 and the average annual personnel strength of the Office during these years ranged from 0 in 1954 25X9 25X9 to a high of ~~ during 1963. * P. 4. - 3 - SE CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25X9 gpproved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET II. Role of the Personnel and Training Staff A. Origin and Mission The Personnel and Training Staff (the name was changed from Personnel Staff on 20 December 1966) is a staff element of the Office of Logistics reporting directly to the Director of Logistics. It was established on 1 March 1965 5/ for the pur- pose of providing the Director of Logistics with professional, administrative, and technical per- sonnel support in developing, recommending, coor- dinating, implementing, and administering an effective Logistics personnel management, training, and career service program. This program includes maintaining, improving, and developing employees to the fullest extent and ensuring the availability of trained logistics specialists in the several functional logistics fields for assignment to other Agency components as required. B. Chronology of Structure and Or anizational Placement of Personnel an Training Func- tion 1 1. Office of the Chief, Procurement Office Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET came into being, the personnel administrative function was performed for the most part by the Office Chief and his immediate staff, con- sisting of a Deputy, an Assistant to the Chief, and two Secretaries. 2. Establishment of Administrative Officer Position On 23 March 1951 a request was made to the Advisor for Management to add an Administra- tive Officer to the T/O of the Office of the Chief of Procurement. This was approved; 6/ and effective 25X-1A 13 May 1951, from the Administrative Staff of the Medical Division to the Procurement Office as the first incumbent of the position. The Administrative Officer, serving under the Assistant to the Chief (the title was changed to Executive Officer in early 1952), was responsible for personnel administration and for other general administrative duties, including budget and fiscal, training, security, and registry. In early 1952 an Administrative Assistant was assigned to assist in handling the personnel actions, paperwork, and record keeping. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 3. Creation of Administrative Staff On 27 March 1953, in a reorganization of the Procurement and Supply Office (which changed its name to the Logistics Office 7/), an Admin- istrative Staff was established and assigned respon- sibility for the Office personnel and training, budget and fiscal, registry, security, and management- analysis functions, which were previously handled by the Executive Office. To cover the personnel and training functions, its T/O of positions included one personnel officer, one training officer, and three clerical positions. 4. Establishment of Personnel and Training Branch In March 1954, after the last major transfer of Agency logistical functions into the Logistics Office, a management and classification survey of the Office resulted in a new T/0, pub- lished on 27 July 1954, which set up the Admin- istrative Staff with five Branches: (a) Personnel and Training Branch (b) Budget and Fiscal Branch - 7 - SE CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET (c) Records and Services Branch (d) Management Assistance Branch (e) Mail and Courier Branch The Personnel and Training Branch included a total of ~ positions, consisting of Oprofession als 25 (Chief, training officer, career management officer, and personnel officer), sub-professionals (per- 25 sonnel assistants), and Oclerk-stenographers. 25 5. Assumption of Additional Functions Effective 3 September 1957, without an increase in personnel strength, the Personnel and Training Branch assumed responsibility for action on all cable and dispatch traffic to and action, that is, that concerned Logistics careerists. This had been performed by the of the Far East Division of the DDP. In connection with the assumption of these functions, the following is an excerpt from a memorandum to the Deputy Director (Support) from the Chief, Far East Division, dated 12 September 1957: Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET The Director of Logistics has recently taken responsibility (subject only to FE review) for the preparation of all communi- cations pertaining to Logistics personnel throughout the Far East field establishment. Beyond this, he is handling all other as- pects of the Personnel management of his own careerists, which is not only appro- priate and desirable from his own stand- point, but a considerable time-saving con- tribution to this Division when you consider that we employ upwards of 0 Logistics personnel in field capacities. We are most appreciative of Mr. Garrison's coop- eration in this matter. 8/ To cope with the increased workload and records required by additional Office of Logistics personnel strength and increased number of logistical personnel being processed to other Agency components, one additional personnel officer and one additional clerical position were added to the Personnel and Training Branch on 1 August 1963. This raised its total ceiling and T/O to Q 6. Elevation of Personnel and Training Branc to Staff Level The Personnel and Training activities remained a Branch under the Administrative Staff until 1 March 1965, when the Administrative Staff was abolished and the Personnel and Training Branch SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25 25 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET was elevated to the level of Staff to report directly to the Director of Logistics. It was first called the Personnel Staff, and the name was later changed to the Personnel and Training Staff.* On 24 August 1965 one more personnel officer position was added to the Personnel and Train- ing Staff. This additional person was necessary as the result of an increased workload stemming in the main from new reporting requirements, new average grade controls, and pressures exerted within the Agency to accelerate the number of retirements under both the new CIA Retirement and Disability System approved in 1964 and the existing Civil Service Retirement System, especially of those employees who had been eligible for retirement and had con- tinued on duty with the Agency under one or more extensions beyond their retirement eligibility dates. These pressures were brought to bear in order to comply with Presidential and Bureau of the Budget instructions to effect a cost reduction * See source reference 5. Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET program to reduce the number of employees and the aver- age salaries in the Agency. 9/ The addition of this position increased the total ceiling and T/O of the Staff to n On 4 May 1967, as part of a total Office of Logistics personnel ceiling reduction of 32 by the end of FY 1967, the Personnel and Training Staff received a cut of one personnel officer position, thus reducing the authorized staff to the former total of 0 This has remained the ceiling and T/O for the Staff to date (1971). C. Functions and Responsibilities The Personnel and Training Staff serves in a staff advisory capacity to the Director of Logistics in connection with organization and personnel staffing of the Office components and in planning the selection, assignment, utilization, career development, training, evaluation, rotation, and advancement of personnel to meet present and projected logistics support personnel requirements worldwide. It is responsible for implementing within the Office policies approved by the Director - 11 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET of Logistics affecting personnel and training activities and providing staff assistance, guidance, and counsel to the Office at all levels. The Staff serves as advisor and secretariat to the Logistics Career Service Board and maintains table of organ- ization, personnel ceiling, strength control, and employee c{ualification and employment records for the Office of Logistics and the Logistics Career Service. 10/ SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET III. Problems and Developments A. Rapid Expansion of Office Functions and Overseas Responsi ility The decision to centralize responsibility for logistics support was a step toward solving many overall Agency problems, but much remained to be done in determining and clarifying the actual re- quirements of the Clandestine Services (DDP) for logistical support personnel. Many people over- seas who did not possess logistics qualifications and had not been trained to perform such functions had previously been placed in logistics positions. Logistics positions were still being established by DDP and employees assigned to them without coordination or concurrence of the Chief of Pro- curement. It was difficult to obtain reliable forecasts of personnel requirements, accurate in- formation on the number of people performing logis- tical functions, or anticipated dates for the rotation of logistics employees back to headquarters. Some people were returning to headquarters with no specific assignments awaiting them and, in some cases, the Procurement Office was expected to SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET absorb people who were not qualified for positions in the Procurement Office. During the period from 1950 to 1954, this lack of definitive personnel re- quirements for field activities and the paucity of information regarding overseas personnel placed the Chief of Procurement (the title was changed to Logistics in March 1953) in a very difficult situation. Many problems confronted him with respect to reorganizing and staffing his head- quarters functions and at the same time planning for sufficient flexibility in his new Table of Organization (T/O) for obtaining or developing qualified logistics specialists for future over- seas assignments. B. Diversified Types and Categories of Per- sonnel and Positions In establishing his logistics organization and policies for carrying out his mission, the Chief of Logistics had to provide for a wide di- versity of personnel required to staff the varied functions of the Office of Logistics. These ranged from such professional personnel as engineers, - 14 - SE CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET architects, contract negotiators, logistics planning officers, and supply officers to special- ists and technicians in ordnance, space maintenance, printing production, and telephone communications functions. Supporting all of these experts re- quired a host of service personnel,* such as ware- housemen, storekeepers, mechanics, couriers, truck drivers, chauffeurs, telephone operators, and laborers. Also unique to the personnel management function in the Office of Logistics was the admin- istration of regulations, procedures, and practices associated with the several wage-board pay plans used in classifying many of the service positions, in addition to the regular General Schedule (GS) pay plan. Those positions consisting of profession- al, scientific, administrative, clerical, and fiscal functions were classified under the GS schedule. Those consisting of duties involving * As of the time of the Inspector General's survey of the Office of Logistics in 1954 of its total of~ceiling positions, were allo- ca e o headquarters service unctions. 11/ - 15 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET work in recognized trades or crafts, or other skilled mechanical crafts, or in unskilled, semi- skilled, or skilled manual labor occupations fell under one of the wage-board pay plans. The wage- board positions included such positions as printer, photographer, packer, warehouse assistant, truck driver, chauffeur, laborer, carpenter, and mechanic. Separate grade structures apply to each wage-board pay plan, and each has its own peculiarities regarding night differential, overtime, and within-grade step increases; but health and life insurance, retirement, and leave entitlements under these plans are the same as those under the GS schedule. The GS schedule is adjusted periodically by leg- islative action, whereas the wage-board schedules are adjusted from time to time by Government wage boards or similar administrative authority in accordance with prevailing rates in comparable SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET industry in the prescribed locality of the work being performed. Amore detailed explanation of each of the wage-board pay plans used in the Office of Logistics (1969) is included in Appendix A. At the time of the Inspector General's survey of the Office of Logistics in 1955, OL had higher percentages of low-graded employees, black employees, and wage-board employees than any unit in CIA. 13/ This condition is believed to have continued to the present time (1971). Traditionally, it is recognized that lower grade employees generate personnel management problems not normally asso- ciated with the higher GS grades. C. Early Recruitment Problems The recruitment of qualified specialists and technical logistical personnel was a p roblem in the early days. Many of the GS positions in OL were neither competitive nor commensurate with other Government Agencies or with private industry as to grade and salary levels. Also, the particular categories required, with military logistics back- grounds, were in short supply. For the most part Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET such personnel were either already employed by the Defense Department or the Department was in compe- tition with CIA in recruiting them. In addition, Agency policy precluded direct acquisition of any personnel from other Agencies without letters of availability. Some who did make application\to the Agency on their own initiative in an attempt to better their positions were given promotions when they sought releases from their employing offices; this resulted in their loss of interest in making a change. As of 28 May 1952 twenty- three recruitment requests were outstanding for professional personnel in grades GS-09 through GS-14 for the Procurement Office, and three re- cruitment officers were devoting full time to Procurement Office needs. 14/ This intensified recruitment effort did produce people; on 5 February 1953 the Chief of the Administrative Staff of the Procurement and Supply Office stated that since June 1952 "The professional-technical staff, on the other hand, has increased by over - 18 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 50 percent." At the same time, however, it was reported that the problem of maintaining an ade- quate staff of clerical and typing personnel was critical. 15/ The rapid recruitment of the pro- fessional-technical personnel, however, did not prove to be satisfactory enough to meet long- range objectives of the Office of Logistics be- cause qualifications in some instances were too restricted to a particular specialty and lacked the flexibility needed for rotation within the logistical fields. Another problem of recruitment that existed then and is continuous in any organization with functions such as OL was that of personnel for the lower grade, service functions -- like clericals, this group represented high-attrition personnel for which continuing recruitment plans are necessary. In this Agency a higher number of declinations after clearance comes in this group because low- salaried people cannot wait the required time for security processing before employment; and high attrition is the result of the fact that such - 19 - SE CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 1 1 employees will change employment for a nominal increase in pay. For example, it was reported on 29 February 1952 that in a four-and-one-half- month period 70 individuals were processed for unskilled and semi-skilled laborer positions, and 14 were cancelled for security or personal reasons, 27 resigned after entering on duty (on a pro- visional clearance) for the same reasons; this left a total of 29 on duty, five of whom sub- sequently dropped from the rolls. 16/ App rox- imately one out of four applicants put in process for these types of positions completes full pro- cessing and actually enters on duty. D. Action Required to Satisfy Overseas Staffing 0 ligations The Chief of the Procurement and Supply Office recognized that the problems confronting him in connection with overseas personnel require- ments would not disappear until he was able to develop and establish policies and an overall plan whereby (1) operational logistics personnel requirements could be better anticipated and SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET (2) Qualified personnel could be selected from within the logistics ranks, competent employees could be trained, or Qualified specialists could be recruited to fill such requirements. Simul- taneously, he had to establish policies and pro- cedures for adequately carrying out his personnel management responsibilities to his employees with- in the Procurement and Supply Office, as well as to those employees in associated functions in other Agency components, with respect to their assignments, rotation, career development, and progression. In the early years many personnel had not been confronted at the time of their appointments as Agency employees with any obliga- tion to serve overseas; and a roster of those logistics employees available and willing to accept assignment to such duty had to be compiled. Some policy was also needed on employee obliga- tions to accept overseas assignments. Agency pol- icy on these problems at that time was either non- existent or unclear. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET To accomplish these things, it was necessary to bring under the technical control of the Procurement and Supply Office all logistics positions and personnel assigned to operating elements of the Agency. Up to this time, the Procurement and Supply Office had an informal agreement with the DDP to accept logistics per- sonnel for rotation upon their return from foreign duty, but there was no basis for planning nor any means of implementing this until PSO's representative could participate in the establish- ment of logistics positions and the initial selection of incumbents for those positions. 17/ E. Establishment of Career Service Program On 19 June 1952 CIA announced the inauguration of the CIA Career Service Program and required the establishment of a Procurement and Supply Office Career Service Board. The Board was to serve in an advisory capacity to the Office head on all matters per- taining to the Career Service Program and was to implement the Career Service Program within the Office. This included the training, assignment, 25X1A SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET rotation, and promotion of employees; the new intake of personnel, especially at the junior professional level; and ensuring that rotation appointees detailed from the Office were not overlooked for warranted promotion. 18/ Accord- ingly, on 14 August 1952 a Procurement and Supply Office Career Service Board was established to assist in developing a means of coping with or resolving some of the problems facing the Chief of the Office. Board membership included Colonel ' 25X1A as Chairman; 25X1A and Division Chiefs (to serve on an individual and monthly rotating basis) as members; and 25X1A Secretary. The first meeting of the Board was held on 25 October 1952 with the Chief of the Supply Division as the first rotating member. Monthly meetings were to be held thereafter. In preference to having ro- tating membership among Division Chiefs, the Board was expanded to include all Division Chiefs as members, as it was felt that they were best - 23 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET c{ualified to present and discuss cases of personnel in their respective components. 19/ Over the years the Board tried various methods of organization, operation, utilization of panels and committees to study and recommend solutions to various pro- blems, adoption of various procedures in selecting personnel for both headc{uarters and overseas assign- ments, reviewing and ranking Logistics Careerists for promotion, and recommending policy. Matters acted upon in formal Board meetings ranged from routine personnel proposals, selecting personnel for overseas assignments, length of overseas tours, acceptances into the Career Staff, and nominating personnel for internal and external training to formulating OL personnel policies. In May 1963 the Director of Logistics decided that the Board should be relieved of routine personnel considerations and devote greater attention to long-range planning and career de- velopment of selected careerists with the potential for ultimate progression to senior-level positions. 20/ Later -- in October 1964 -- he determined that the Board would be relieved of its action responsibility. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET The Chief of the Personnel and Training Branch was at that time given responsibility for actions necessary to promote the best interest of the Logistics careerists. The Branch was established as the focal point for the origin of plans for career development, assignments, and training of members of the Logistics Career Service, collab- orating directly with the Division and Staff Chiefs regarding employees under their areas of concern and submitting final coordinated proposals for Director of Logistics approval. 21/ Competitive promotion reviews consisted of individual rankings by Division and Staff Chiefs, with final selections by the Director of Logistics depending upon the promotional headroom available within the overall Logistics Career Service Grade Authorization. F. Assignment of Logistics Career Designa- tions to Agency Employees dated 25 May 1953 25X1A provided that "Each career employee will receive a career designation corresponding to an appropriate organizational component of the Agency." The career designation established for the Office of Logistics - 25 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET was "CD-L0." 22/ In considering a few nominations for the OL designation, questions were raised about the placement of individuals who were performing certain overseas functions that did not exist at headquarters. In accordance with the Career Board's recommendation, a decision was made that OL career designations would be based on the in- dividual's then current duties rather than on whether or not there might be a similar position for him on his return. An example of one of these types of positions was that of field post mainte- nance and public works officer -- a job of great importance to field stations and requiring special training and skills, but the functions were lo- cated only at field installations. It was later decided that for the most part these and similar types of field positions would be staffed by the recruitment and use of contract employees who were willing to accept the condition of indefinite assignment to overseas areas. By June 1955 a 25X9 total of employees had been assigned Logistics career designations. Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET G. Ac uiring Career Co nizance for Lo istics Positions in Ot er Components It was not until sometime in 1955 that it was possible to obtain factual information re- garding logistics positions and personnel overseas. Also, the new Office of Logistics T/0, resulting from the management and classifications surveys completed in 1955, brought the OL T/0 into balance with the OL personnel ceiling authorization and provided current position descriptions and qual- ifications required to fill positions within OL. These items provided essential personnel management tools with which more orderly planning for over- seas rotation, recruitment, and career service activities became possible. Efforts were continued to accomplish the objective established by the Chief of the Procurement and Supply Office* to obtain juris- diction over logistics positions in other Agency components. The first step toward accomplishment of this objective within the Support Directorate * As outlined in III-D, p. 20. Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 25X1A came in the fall of 1955 when Logistics Career Service Designations were assigned to those logistics positions that were in the Office of Training. 23/ The next move in this direction was in December 1958, when the Office of Logistics received a list from the Office of Personnel's Position Evaluation Division of all positions to which the Logistics designation would be applied in implementing Agency (14 November 1958) , which prescribed a revised system for Agency manpower authorization and control. The p rincipal charac- teristics of the new system were listed in the regulation as follows: (1) Differentiation between manpower assigned to carry the day-to-day operation workload and manpower not so assigned. (2) The identification of personnel rec{uirements according to the Career Service which will be responsible for filling the rec{uirements. (3) Establishment of personnel ceiling according to Career Service rather than component. Personnel ceilings are established to limit the number of persons who may be assigned to each Career Service and will be administered by the Heads of Career Services. - 28 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Office of Communications Office of Training Office of Personnel (4) Flexibility in position structure (types, levels, organizational location of positions) to enable responsible supervisors to shift personnel to meet changed workload requirements . (S) Systematic planning by the Head of the Career Service of the size and composition of his Career Service in consideration of staffing re- quirements to be met and the long- range development of his personnel. 24/ The system created by this regulation became known as the "flexible T/O" concept. The total positions assigned to the Logistics Career Service were in- 25X9 creased to 0 by this action and were broken down as follows: Within the Office of Logistics: Total Wage Board Total GS Total Within Other DDS Components: 25X9 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Within DDP Components: Policy and Program Coordinatio Staff, War Plans Group Europ~ 25X1 ' 25X1A i Southern Europe Division Near-East-Africa Division Western Hemisphere Division Western Europe Division Eastern Europe Division Far East Division Technical Services Staff Soviet Republic Division Grand Total Logistics-Designated Positions An additional group of Logistics Career Service positions was authorized on S January 1960 when 75 positions were transferred from the Communications Career Service. 25/ These positions were in Commu- nications supply functions and were located in the Office of Communications elements in Headc{uarters, Table 2* shows the total number of Logistics Career Designees assigned to Logistics Career Service Positions during the period from 1960 through 1969. - 30 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25 25X1A gpproved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET H. Overseas Rotation and Directed Assignments Beginning in 1955 it was possible for the Office of Logistics to plan in advance more effectively for the orderly selection and training of replacements for overseas positions and to plan for and advise field employees, prior to comple- tion of their field tours, of their next assignments. A quarterly report of career service activities covering the period ending in December 1955 noted that such rotational assignments were being planned six months in advance; and in each case overlap time was allowed in the field for adequate on-the- job orientation of the new arrival before the re- turnee departed. From the time of the establishment of the Office the selection of logistics personnel for overseas assignments presented difficulties. Many employees had entered on duty before the career service concept, and -- for family or other personal reasons -- they were not interested in serving overseas. Many employees with reservations about overseas duty had to be persuaded, reassigned, SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 25X1A or released to other components where such service was not required; and there also were a few resigna- tions, transfers to other Government Agencies, and terminations -- the terminations were pursuant to the authority given the DCI in Section 102(c) of the National Security Act of 1947.* One ex- ample of such termination resulting from the refusal of an SL designee to accept first an overseas assignment and then a domestic assignment is summarized as follows: In March 1956 subject, married with no children, GS-11, member of the Career Staff, was selected for an overseas assignment which he de- clined to accept since his mother was ill and aged. The Logistics Career Board considered subject's reasons and accepted them on compassionate grounds. In March 1957 subject was requested to acce t an assignment He declined on the premise that such assignment would "thwart my primary intention, viz., of seeking employment outside of Logistics." Efforts to locate a suitable reassignment for subject had been unsuccessful and * To "in his discretion, terminate the employment of any officer or employee of the Agency whenever he shall deem such termination necessary or advis- able in the interests of the United States ." - 33 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25X1A 25X1A Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET he had been so notified. In April 1957, the Director of Logistics requested that subject be separated. His employment with the Agency was terminated effective 21 June 1957. There were other instances in which employees - after reluctantly accepting an initial assignment overseas -- found that they preferred additional field tours to serving in Headquarters. As employees became aware of the OL policy regarding overseas service and its effect upon career progression, and after rotation was made a condition for recruit- ment into certain positions, some of these problems lessened. I. Development of Logistics Training Program In evaluating logistics personnel require- ments against available logistics personnel between 1950 and 1953, it became apparent to the Director of Logistics that many of the available personnel either were not qualified for their positions or their qualifications were so limited that reassign- ment or rotation was impossible. As a result, emphasis was placed on developing a long-range training program to prepare personnel for assign- ment to overseas positions. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET ' 25X1A ' 25X1A ' 25X1A D/L also saw a need for closer coor- dination, liaison, internal training programs, or briefing sessions for administrative and support personnel responsible for logistics functions in other components of the Agency. In May 1953 was assigned to serve as OL Training Liaison Officer and to develop a program to meet specific training requirements. To assist him in determining training needs, monitoring on- the-job training, and participating in the devel- opment and conduct of internal OL training courses, Office of Logistics Training Coordinators were designated in each OL Staff and Division. Meetings of the Office of Logistics Training Coordinators were held monthly, beginning on 21 May 1953. 26/ served in this capacity until 2 August 1953 when a Training Officer position was established was assigned to OL as the first full-time training officer. regular job as Chief, Inspection and Review Staff, Logistics Office. * This assignment was in addition - 35 - SE CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25X1A Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 1 1 Before the close of fiscal year 1954 an extensive training program was underway. Individual indoctrination programs were developed for 48 administrative and logistics personnel ranging from grade GS-07 to GS-15 from other Agency components. These ranged in time from one-half day to two or more weeks, based on the individuals' particular interests and responsi- bilities. Group orientation training programs of one day's duration were developed for OL employees to increase their knowledge of head- quarters and field responsibilities of the Office of Logistics. Each session consisted of lectures by the training officer and a tour of the 25X1 warehouse. Other miscellaneous specialized training was arranged for individuals. A major highlight among the early training activities was the development in 1953 of a six-week Logistics Support Course 27/ with the primary objective of providing headquarters and field training in field supply procedures Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET for Logistics Officers destined for overseas duty. A secondary objective was to provide them with a well rounded picture of headquarters logistical operations. The course was divided into two phases: the first three weeks were held in Headquarters and approximately 30 Logistics personnel served as part-time instructors. The last three weeks were held and 25X1 A consisted of on-the-job training in stock control and warehousing, operational training in caching, air support, and maritime support. The first course began on 9 November 1953 with a total of seven students. The plan for the course was changed in September 1955 to include a greater emphasis on formal logistics training at Head- quarters. This phase was lengthened to four weeks, and the Field Phase was revised and condensed into a two-week program. Between November 1953 and January 1957 the course was given a total of 11 times. A total of 171 students attended the program. Successful completion of the course was by then a basic requirement for all .Logistics Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET personnel prior to overseas assignment. It was revised over the years to meet changing require- ments. Added emphasis was placed on training activities in 1955 when General Charles P. Cabell, Deputy Director of Central Intelligence, established the policy that five percent of all Agency personnel would be in some type of training status at all times. 28/ Because of the increasing need for coverage of administrative support subjects in various courses conducted by the Office of Training (OT R), the DDS determined in 1955 that an adequate supply of instructors trained and qualified to teach subject matter peculiar to the DDS organ- ization would be transferred to the Office of Training as full-time instructors. Each such instructor was to remain with OTR's Intelligence School for a period of 30 months, after which he would return to his parent office and be replaced by a designee from the same career service. The DDS asked the Director of Training to furnish him with a statement of present and foreseeable requirements for such special instructors; and -- - 38 - SE CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET t because of the increased need for additional logis- tical coverage in basic, advanced, and specialized courses -- one qualified instructor from OL was included in the requirements. In his memorandum to the D/L dated 16 March 1955, the DDS formally requested the nomination of a candidate. 29/ Having been with the Agency since 1946 and posses- sing rather extensive administrative supply experience as well as having previously served as an instructor in the Field Supply Procedures Course and the Logistics Support Course, 0 to OTR on 15 January 1956. Although OL had been making increasing use of both Agency and non-Agency training facil- ities and had shown a steady increase in both the number of personnel engaged in training activities and the total amount of time spent in training, it fell short of the five-percent requirement. As a result on 24 January 1957 the Director of Logistics established quotas for each OL Division and Staff to insure having OL employees in formal training was assigned 25X1 25X1 SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET courses at all times. 30/ OL finally met the five-percent requirement in September 1957. After several years of enforcing the Agency policy, individuals who had previously resisted educational opportunities or training assignments began to seek these training opportunities in the interest of broadening their own career possibilities. In- dividuals who had been considered specialists began to see that their specializations restricted their flexibility and development; as a result they sought to broaden the scope of their qualifications by taking advantage of available training oppor- tunities. The Logistics Support Course was conducted within the Office of Logistics until April 1966, when the thirty-first course was given. An OTR catalog description of the course content as it had been revised to that date is included in Appendix B. During the 1953-66 period a total of 327 students attended the Logistics Support Course. As a result of the assignment of a logistics careerist to the OTR Intelligence School, SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 1 the logistics coverage in the various courses conducted by OTR had been revised and expanded; and a new course was developed called Field Finance and Logistics. This course included a full week of logistics coverage and was targeted toward support and administrative personnel being assigned to overseas stations. As a result it was determined in March 1967 that the logistics coverage included in that course was adec{uate for logistics rotatees and that the Logistics Support Course could be discontinued. Applicable logistics training programs were developed as needs arose over the years to develop individual employees and to improve the c{uality of logistics support personnel. These programs were developed through the efforts and support of the OL operating divisions and included formal courses, such as the Logistics Support Course, scheduled for specified periods with prescribed courses of study, Seminars, on-the-job training programs, and orientation briefings were also conducted in the various functional activities Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET of the Office of Logistics. Listed in Appendix B are some of the training programs developed within the Office of Logistics and a description of the scope, purpose, and course contents. Most of the training programs and courses were conducted within the Headc{uarters area. Certain courses conducted in other locations are appropriately identified in the course listings. Some of the programs were specifically developed by a particular Division of OL to train Agency employees in a given aspect of logistics operations over which the Division had program responsibility. The OL Printing Services Seminar,* for example, was designed specifically for administrative personnel and people whose jobs reQuired considerable under- standing of and contact with the facilities of the Printing Services Division (PSD). The course was conducted by PSD personnel, and the total time involved nine hours -- six hours classroom and three hours for a tour of the printing plant. All Agency employees responsible for printing * See Appendix B, p. 11~ for description of the training included. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET programs were encouraged to attend. The first seminar was held in February 1960 and the last one in May 1965. A total of 247 students attended. Similarly, an Incentive Contracting Seminar was conducted by the Procurement Division. It was given for a two-day period on 14-15 January 1964 and was attended by 24 people. This seminar examined the principles of contract negotiation, administration, termination, and legal responsibilities. Other programs provided subject matter and training of a more general logistics nature, such as the Logistics Orientation and the Logistics Seminar.* As shown in Appendix B, training programs were also developed to improve the quality of service personnel, those serving in courier, telephone operator, printing, warehousing, and clerical functions. Employees were also scheduled for internal OTR courses in administrative procedures, super- vision, and management and in external training * See Appendix B, pp. 117-118, for description of the training included. Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET as appropriate for their present or projected assignments. By 1959 it was reported that 4.4 percent of the total SL Career Service had com- pleted basic and advanced writing courses con- ducted in the Agency, approximately 6.8 percent had already completed courses in supervision, and 8.2 percent had completed management courses of various types. During the 1954-70 period a ISL careerists had been enrolled in some type of supervision or management training. By 1970 some of the individuals included in this count had retired, resigned, or transferred to other Career Services; but it was estimated by the OL Training Officer, that 75 to 80 percent of those employees in supervisory and management positions in 1970 had had some training in those fields. Some of the courses used were the following: 1. Internal OTR Courses: a. Administrative Procedures. during the 1948-70 period. For the most part, Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET these individuals were in the grade range from GS-04 through GS-09 and were selected by their supervisors. b. Supervision. A total of 227 SL careerists (GS-04 through GS-10) attended from 1954 through 1970. They were selected for the most part by OL Division, Staff, Branch, and Section Chiefs. In addition, 18 employees of Supply Division, attended a special supervision seminar given by the OTR Support School at thel I The length of this seminar was 12 hours. c. Management. A total of 151 SL careerists (GS-11 through GS-14) attended during the period from 1954 through 1970. These individuals were selected for attendance by OL Staff, Division, and Branch Chiefs. d. Managerial Grid Seminar. Forty SL careerists (GS-12 through GS-16) attended during the 1967-70 period. Selections were made by OL Staff and Division Chiefs and, in the case of GS-16's, by the Director of Logistics. - 45 - SE CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET e . Advanced Management (Planning) . Fifty SL careerists (GS-12 through GS-14) selected by OL Staff and Division Chiefs attended this course during the 1967-70 period. f. Senior Management Seminar (Planning) A total of six SL careerists (GS-15 and above) attended during the 1967-70 period. Selections were made, for the most part, by the Director of Logistics to meet the training needs of the indi- viduals concerned. 2. External Management Courses: a. Middle Management Institute. This was a one-week program held once each quarter during the fiscal year at the Civil Service Com- mission, 1900 E Street, N. W., Washington, D. C. During the 1966-67 period a total of nine SL careerists (GS-12 through GS-14) attended. Selections for the course were made by OL Staff and Division Chiefs. Appendix C includes a description of this course. b. Army Installation Management Course T is was a three- week course given at the U. S. Army Management .SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET School, Fort Belvoir, Virginia; and a description of the scope, prerec{uisites, and content of the course is included in Appendix C. Employees are selected by OL Staff and Division Chiefs to attend this course. During the 1961-69 period a total of 19 SL careerists (GS-12 to GS-15) attended. A list of these follows: 1961 - 1962 - 1966 - 1967 - 1968 - Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 3. Senior Service Schools and Other Prestige Training Courses: Senior SL careerists were also sent to senior service schools, as shown in Appendix D. Selection criteria for attendance at these courses is established by the sponsoring institution and senior management of the Agency. An invitation to submit nominations to senior officer schools is received from the Chairman of the Training Selection Board through the Senior Training Officer of DDS, usually a year in advance of the actual school starting date. Exceptions to this are the Armed Forces Staff College, which has two five-month sessions per year (February-June and August-January) and the Advanced Management Program at Harvard University, which has two 13-week sessions per year (spring and fall). Upon receipt of the invitation, a list of all SL careerists who are eligible by established criteria is prepared by the OL Training Officer, and a copy of the Biographic Profile of each is attached. OL Division and Staff Chiefs are invited to submit any nominations they feel are Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET appropriate. The names of the eligible candidates, together with the nominations suggested by the OL Division and Staff Chiefs, are submitted by the OL Training Officer to the Director of Logistics for approval. Those officers approved by the Director of Logistics are nominated to the DDS after discussions have been held by the OL Training Officer with the individuals concerned to ensure that they are interested and want to attend. The DDS conducts a screening exercise of all DDS nominees. Those selected as a result of this screening are then nominated by the DDS to the Agency Training Selection Board (consisting of the Director of Training as Chairman and one member from each of the Directorates -- Intel- ligence, Plans, Support, and Science and Technology) for their action. The Training Selection Board makes its selections and then sends them to the Executive Director-Comptroller for approval. After action by the Executive Director-Comptroller, notification of approval or disapproval of the OL nominations comes back through the Executive - 49 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Secretary of the Training Selection Board and the Senior Training Officer of the DDS to the Director of Logistics. In some instances, when personnel recruitment efforts failed to produce c{ualified people for specialist assignments and during periods when OL was faced with tight personnel ceilings, competent employees were selected and arrangements were made for them to be trained in the specialties for which rec{uirements existed. One example of developing specialists was the Ordnance Technician field, where employee qual- ifications were developed through internal training and by scheduling external training in certain facets of ordnance operations. Some of the training courses given to develop Ordnance Technicians were 1. Internal: a. Supervision or Management - 1 week b. Operations Support - 3 weeks c, - 4 weeks d. Approved For Release 2005/08/~~CRDP93-009398000100110001-4 25 25 25X1A gpproved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Next 1 Page(s) In Document Exempt Approved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Another example of specialist positions for which competent employees were trained and developed was in the procurement and contract negotiator fields. There are probably more different courses and seminars offered and utilized in the procurement/contracting field than in any other profession in the Office of Logistics. For purposes of economy and value received, OL made great use of those offered by other government Agencies. Appendix F includes detailed descriptions of the courses most frequently used by OL, which are listed as follows*: 1. Contract Law - two-week course given y t e Department of Air Force at Wright-Patterson Air Force Base. * The first three courses listed have been used by OL as a package to train new people for the procure- ment/contracting field, as well as to update those employees with some experience. From 1953 through 1970 a total of 35 SL careerists attended them. SECRET 25X1 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25X1 gpproved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 2. Annual Institute on Government Contracts - two ays, put on by George Washington University and Federal Bar Association. 3. Patents and Technical Data - three ays, put on y t e National Law Center at George Washington University. 4. Subcontractin - five days, put on y Mars all-Wythe School of Law, College of William and Mary. 5. Government Contracting in the 70's - two ays, put on y t e Contract .Management Institute. 6. Truth in Negotiations - one day, put on by the National Defense Education Institute. 7. Conference on U. S. Government Researc an Develo ment - two days, sponsore by George Was ington University. 8. Contract M~ara_~ement - t~iree days, sponsore .. -may t.~ie Contract Manage - ment Institute. 9. Contractor Technical Data - two days, sponsore y national Defense Educational Institute. 10. Contract Law - two days, sponsored by the American Bar Association. It was reported that during Fiscal Year 1968 the office of Logistics had people .in trair..ing, which represented percent of the SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25 25 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Logistics Career Service. That year the Office of Logistics ranked first in total numbers of students in internal training and second in total numbers in external training among the Offices of the DDS. During calendar year 1968 almost one of every two SL Careerists was enrolled in some kind of training. During Fiscal Year 1969 a total of 430 individuals were in training courses. J. Junior Logistics Officer Development Young college graduates had been re- cruited directly for OL "specialist" positions, such as architect, engineer, contract negotiator, and freight traffic officer; but, for the most part, other logistics positions were filled by promotion from the ranks or by applicants with military or civilian experience in the particular phases or field of work involved, such as supply, cataloging, stock management, and warehousing. * See Appendix G for a special report of employees of the DDS Offices who were engaged in various cat- egories of external training during FY-67 and FY-68, and Appendix H for a list of the external training courses attended by SL careerists during the Jan-Jun 1970 period. - 56 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 For the most part the latter had only high school educations; therefore, although with experience and training on the j ob they were able to progress upward, they lacked the talents required to rise to "generalist" and senior managerial positions in the Office of Logistics and the Logistics Career Service. OL management officials recognized the fact that the Logistics Career Service could expect to lose a considerable number of careerists in generalist and senior managerial positions because of retirement in the coming years , and they foresaw the need to establish a broader, more comprehensive program for the recruitment, training, and development in general logistics functions of young officers to replenish the professional ranks in the Logistics Career Service and to provide a reservoir of qualified officers for ultimate selection to fill senior managerial positions. On 16 November 1961, therefore, the Office of Logistics launched a Logistics Officer Training (LOT) Program by - 57 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET submitting a request to the Office of Personnel for the recruitment of young college graduates between the ages of 21 and 36 with degrees in business administration, law, accounting, or engineering; major or specialized courses in transportation, marketing, or economics were also desirable. The goal was to recruit and enter on duty annually up to ten such junior officers who would constitute the prime source for long- range career development as potential "generalists" in the logistics field. This quota was based on projections designed to maintain a healthy age curve as well as to contribute to the vitality of the Logistics Career Service. This became the only recruitment for OL professional personnel being done at that time. The grades at which the LOT recruits were brought on duty ranged from GS-07 to GS-10, depending upon their academic and experience qualifications. Their willingness to serve wherever and whenever required on either TDY or PCS was also a condition of their employment. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET i Upon entrance on duty they were assigned to the Headquarters area; and following a period of approximately nine months, during which they were engaged in indoctrination and in formal and on- the-job training, they were placed in OL operating components for full-time duty. Atypical training program for an LOT is as follows: Formal Training Courses: Introduction to Intelligence 2 weeks Introduction to Communism 2 weeks Operations Support 4 weeks Field Finance and Logistics 3 weeks Logistics Support 3 weeks Writing Workshop 4 weeks (parttime) Supervision 1 week On-the-job Training: Planning Staff, OL 1 week Procurement Division, OL 4 weeks Real Estate and Construction Division, OL 2 weeks Supply Division, OL 12 weeks In a Logistics Office of an Operating Division in another Agency component 4 weeks The progression plan followed for the LOT's was that subject to satisfactory completion of six months at grades GS-07 and GS-08 they were advanced to the next grade level. Once they had reached Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET ' 25X1A 25X1A the GS-09 level, they entered the Logistics Career Service competitive area and were considered during the Logistics Career Service regular competitive promotion reviews along with all other Logistics careerists at the same grade level. The first LOT entered on duty in OL on 28 January 1962, and during that first year a total of seven reported on board. Nine entered on duty during 1963, and by the end of 1964 a total of 22 had entered on duty under the LOT Program. The program was proving to be successful; the LOT 's demonstrated an interest in logistics as a career, and they contributed substantially to the conduct of the logistics mission. In December 1964 nine of the total of 22 were serving in logis- tics support positions in other Agency components. Seven of these were located in one was assigned to the Western Hemisphere Division and one was in the Office of Communications in Headquarters. Of the eight still in OL/Head- quarters, three were scheduled to depart for SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25X1A Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET overseas positions during the summer of 1965. Up to that date, only five had left the Agency -- one to enter military service, one because of family illness, and three to seek other employment. During 1965 two more LOT 's entered on duty, during 1966 four, during 1967 three, and the last one reported 19 February 1968. This brought the total number to come on board under the LOT Program to 32. As of 31 December 1969, 17 were still with the Agency; 13 of these were still members of the Logistics Career Service, and four had applied, been accepted, and trans- ferred into the Agency Junior Officer Training (JOT) Program under the Office of Training. The LOT Program became less active, and the number of LOT's brought on board de- clined early in 1965. This was initially the result of the Office of Logistics getting severe personnel ceiling cuts -- 15 in FY 1966, 32 in FY 1967, and an additional 2-percent cut of 18 in FY 1968. During this same period, however, the JOT Program of the Office of Training SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET (from which the Support Officer Career Trainee Program emerged) was providing more individuals to the Support Offices. Before that time only one JOT had been assigned to OL -- in 1957. Since the beginning of the JOT Program, which was inaugurated in 1951, it had been oriented more toward the development of generalists for basic intelligence assignments; and the JOT graduates, for the most part, were assigned to DDP or to the Office of Current Intelligence ' 25X1A or the with a very limited number assigned to the Offices of the Support Directorate. As the JOT program was later expanded, the DDS quota of JOT's was increased; and as JOT training courses were designed that would be more effective for the Support Offices, more JOT's became available to OL. The Office of Logistics received its second JOT in 1964, two more in 1966, eleven in 1967, eight in 1968, and four in 1969. In 1968 OL determined that the increased input of JOT's Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET would be sufficient in the future to satisfy the OL requirement for junior officers and that the LOT Program would be discontinued. By 31 December 1969, of the total of 27 JOT 's (now referred to as CT's) brought into OL, only seven had resigned from the Agency. Fifteen of the 20 remaining on duty were still SL careerists. Because the CT's were fully trained as far as formal training courses were concerned when they were assigned to OL, no formal OL training programs, as such, were established for them other than briefings, orientation, and periods of on-the-job training in each of the various OL components. Upon arrival in OL the CT received a briefing by the Director or Deputy Director of Logistics and was given orientation by the Chief of the Personnel and Training Staff and the OL Training Officer. He was then scheduled to spend some time in each OL Staff and Division, the length of time in each being determined by his assignment. For example, a CT expected to report to OL for assignment to the Supply Division, might have been scheduled for the following: Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Executive Officer, OL - Briefing Planning Staff - Briefing Procurement Management Staff - Briefing Procurement Division: Chief, Procurement Management Staff - Briefing General Procurement Branch - 1 week Covert Procurement Section - 1 week Real Estate and Construction Division: Executive Officer - Briefing Real Estate Branch - 1 week Headquarters Engineering Branch - 1 week Logistics Services Division - 2 weeks Printing Services Division - 4 days Supply Division: Supply Management Branch - 1 week Field Support Branch - 1 week Central Control and Distribution Branch - 1 week t Upon completion of his briefings, orientation, and on-the-job training the CT was given his assignment, again dependent upon his specialty. For example, of the 15 CT's on board as of May 1971, their first assignments were: Approved For Release 2005/08/DZ~~f~-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Planning Staff - 1 Supply Division - g Real Estate and Construction Division - 2 Procurement Division - 2 Logistics Services Division - 1 Twelve of these 15 have either served overseas or are going overseas in 1971. Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET IV. Career Planning and Progression of Logistics Employees A. Reassignments Between Career Services As their Agency employment continued, some employees naturally developed qualifications, education, or interests outside of the logistics field. In these instances the Personnel and Training Staff attempted to locate and place them in career fields in which they were best qualified. Likewise, employees of other career services developed qualifications and interests in Logistics careers. During the period including Fiscal Years 1960 through 1969, a total of 205 Agency employees changed their careers to Logistics, and 207 were transferred from SL to other career services. As shown in Table 3,* this movement of Agency employees between the Logistics and other Career Services involved all Directorates of the Agency. It included employees from the Grade GS-03 and wage-board grades up through the GS-15 level. Among these were several logistics des- ignees who had progressed and broadened their * P. 67. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Transfers Between Logistics And Other Career Services Fiscal Years 1960-69 Logistics Careerists Transferred To Other Transfers Acce ted Into Career Services ~gistics Career ervice Number Designation Career Service Number Designation 4 E OFFICE OF THE DIRECTOR 14 E 1 EL General Counsel - - 59 D CLANDESTINE SERVICES 41 D INTELLIGENCE 2 IB Basic Intelligence 2 IB 10 IC Current Intelligence 2 IC 1 IN National Estimates 2 IN 29 IP Photographic Intelligence 1 IP 4 IR Research and Reports 10 IR 10 ID Central Reference 9 ID 4 IT Domestic Contact 1 IT 1 IM 18 7 R RE SEARCH (DD/SST) S SUPPORT 7 16 R Development 9 S SD 13 SC Communications 52 SC 6 SF Finance 6 SF 3 SM Medical 3 SM 4 SP Personnel 9 SP 12 SS Security 8 SS 9 ST Training 4 ST 9 SJ Career Trainee Program 9 SJ 207 OUT TOTALS 205 IN - 67 - Approved For Release 2005/081~~~~-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 1 experience within the SL Career Service and who had moved to the Support Career Service where there were greater growth possibilities. The Office of Logistics also was able to pick up several engineers and contract negotiators from other career services, as well as clericals and junior level employees, to fill various vacancies. B. Career Progression of Logistics Designees 1. Development to Senior Levels The establishment of the Career Service Program in the Agency and the rotational assignment of officers among the several career services enabled the Office of Logistics to organize and carry out a successful career training, development, rotation, and progression program for its careerists. Many people have been developed in this program and have progressed to senior level positions in the Logistics Career Service. As of 31 December 1969 there was a total of 18 supergrade positions assigned SL service designations. Of this total, only three, in addition to those of the Director and Deputy SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Director of Logistics, were filled by non-SL careerists. Those three -- Chief, Building Planning Staff; Chief, Logistics Services Division; and Chief, Supply Division - were filled by Support (S) career designees. All of the SL careerists occupying supergrade positions at that time had completed overseas Office of the Office of Logistics. With the exception of three who had entered the Logistics Career Service at the GS-14 level, all SL in- cumbents of supergrade positions at that time had entered on duty in the SL Career Service during the period from 1951 to 1954 and had pro- gressed to their current levels from grades GS-4 through GS-12. There are many other individuals who have had a wide variety of assignments both within the Office of Logistics and in other * The incumbent of this position retired on 6 February 1971 and was replaced by an SL careerist. - 69 - SE CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET components -- including domestic and overseas service, nave attended middle-management and senior management training courses, and are both qualified and available for future senior- level assignments to logistics functions as older members of the career service retire. 2. Courier Reassignment and Progression Program An example of efforts to plan assign- ments and career progression of lower grade employees is the courier reassignment and progression program started before 1954. The purpose of this program was to benefit (1) the Office and Agency by re- taining high-attrition personnel, and (2) the employees by providing career opportunities for them. This program, administered by the Personnel and Training Staff of OL and the Chief of the Mail and Courier Branch of OL, was based upon the conclusion that the courier service was a training ground for new Agency employees of the GS-03 and GS-04 levels. A courier position was considered a good place to learn the Agency organization and the location of various components, and it SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET was a good job for young men while they were continuing their education at night to increase their qualifications for future service with the Agency. Courier positions were established at grades GS-03 through GS-05 (and later GS-06, also, with three at the GS-07 supervisory level) based upon progressively more responsible duties at each higher level, which provided a promotion ladder for courier development and advancement. Positions at and above the GS-OS level were filled, with a very few exceptions, by promotion from within the courier service; and recruitment was at the GS-03 and GS-04 levels. The qualifications for couriers were a minimum of high school graduation, satisfactory scores on clerical aptitude tests, and possession of valid driving licenses and good driving records. Good physical condition was also a prerequisite because the job required considerable walking, carrying of heavy briefcases and bundles of mail, climbing stairs, and heavy lifting of mail bags or SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET bulk mail on and off the mail trucks. OL desired applicants with potential for movement to other than courier positions after they had served a reasonable period so that each time anew courier entered on duty one courier could be released for reassignment. High school graduates were brought in at the GS-03 level; if they had completed their military service obligation, they were hired at the GS-04 level. The GS-03 couriers became eli- gible for promotion after completion of a minimum of three months satisfactory service in the Mail and Courier Branch, the GS-04's after a minimum of six months; and at least one year in grade was required for promotion to GS-06 and higher. Advancement above the GS-04 level was also depen- dent upon vacant positions at the higher grades. Selection for promotion to such vacancies was based on the following factors: (1) Best qualified with respect to experience, training, per- sonality, dependability, con- duct on the job, and demon- strated overall effectiveness in performance . - 72 - SE CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET (2) Length of satisfactory service in grade. (3) Length of satisfactory service in the Agency. Factor (1) increased in importance with the grade and the importance of the job to be filled. Factors (Z) and (3) were the determining factors if factor (1) was considered equal. All courier personnel were given to understand, however, that no promotion would be made based solely on senior- ity; employees with longer service might be passed over if their performance had not been satisfactory. A list of couriers was maintained in the Personnel and Training Branch, arranged in the order in which they had reported for duty in the Mail and Courier Branch; the list included information regarding their promotions, educational and other qualifications, marital status, interest in overseas, career interests, and any other infor- mation useful in their placement in other assign- ments. Positions were sought for each as his name came up on the list -- first within the Logistics Career Service, If a mutually SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET satisfactory or appropriate assignment did not exist there, attempts were made to locate positions in other Agency components through other component personnel officers or the Office of Personnel placement officers. Assignments were arranged in advance so that as replacements reported for duty to OL the couriers would be released for their new assignments. This system became known to other Agency components after several couriers were placed; and as a result the Personnel and Training Branch would be called directly by components expecting a vacancy for which OL might have a courier who would qualify. If such a vacancy required special skills =- drafting, for example -- OL would review the listing of those couriers who had been on duty more than one year to determine if anyone qualified. Referral of candidates was made without regard to the order of release list. Likewise, if an unexpected and urgent need arose to fill a supply clerk or other type of position in the Logistics Career Service, the couriers would be considered Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET in turn as listed on the reassignment roster. If those on the top of the list did not qualify because their grades were too high, their per- formance deficient, or they were not interested, the next ones down the list would be considered until someone was selected. When applicants were interviewed for courier positions, they were advised of the duties of the positions, the progression oppor- tunities available within the courier service, and the courier reassignment program. They were advised that they were being recruited for courier positions initially but that this could be con- sidered a stepping stone to positions leading to other careers in the Agency, depending on their qualifications and the positions available when their turns for reassignment came up. Because of the possibility of recruitment diffi- culties at times, applicants had to agree to remain as couriers for at least a year, with the understanding that their reassignments would be subject to replacements in the Mail and Courier Branch. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET The biggest problem in administering the program was the difficulty in recruiting enough couriers and maintaining a continuous flow of replacements for courier losses. The lack of adec{uate replacements sometimes has made it impossible to release couriers for reassignment when positions have been available for them. In October 1969 a cursory review of the career progression of some former OL courier personnel still on duty with the Agency revealed that there were 67 who had advanced from GS-03 and GS-04 to grades GS-07 through GS-15. Fifty- two of these were still members of the SL Career Service in various logistics fields located in both the United States and overseas; and 15 had advanced in various other career fields. 31/ An outstanding example was the movement of one former OL courier: This individual entered on duty in OL (SL Career Service) as a GS-3 Courier on 2 February 1953 and was promoted to GS-4 in May 1953. He transferred to the Office of Cur- rent Intelligence and the IC Career Service as a GS-4 courier in~Febru- ary 1954 and, while with that Office, attended law school at night and Approved For Release 2005/08/O~:~fATRDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET obtained an LLB degree in 1955. By July 1956 he had advanced to the GS-9 level as an Intelligence Officer and then returned to the Office of Logistics and the SL Career Service and was placed in the Procurement Division as a Contract Administrator. As of 18 August 1966 he was assigned as a GS-14 to the position of Chief, Procurement Office, of the Office of Logis- tics, Procurement Division. He received a promotion to GS-15 effective 29 December 1968 and is scheduled in the summer of 1971 for reassignment to the GS-17 position of Chief, Procure- ment Division, OL. 3. Progression of Wage-Board Employees The laborers, bindery workers, and other wage-board employees also presented a problem for OL management. With their very limited educational backgrounds (many had not completed grade school) , opportunities for job progression were limited, and attrition rates climbed as morale declined. It was decided by OL management and personnel officials that qualification requirements for recruiting these employees should be revised upward in the ex- pectation that the people were trainable and that they would be attracted to stay if Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 1 developmental opportunities were open to them. In 1959 or 1960 the minimum education- al requirements were advanced to require completion of high school. This proved successful, and men who entered on duty as laborers were advanced to higher grade wage-board positions such as fork- lift truck operator, packer, crater, and ware- houseman; bindery workers were advanced to other positions in the printing field such as photo- grapher, photostat operator, and offset press operator; still others, depending on their capa- bilities and interests, were advanced to clerical work such as property and supply clerk, store- keeper, courier or to other positions in the Office. The change in minimum qualifications also made it possible to place employees in other components where positions more to their liking existed, thus salvaging more employees to the Agency -- and saving the Agency's investment in the initial clearance processing. Many of the employees who entered on duty after this change in qualification requirements are now scattered Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 ' 25X1A Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET throughout the Logistics Career Service -- in addition to those in OL, some are serving in other Agency components at headquarters vanced in grade up to and including GS-09. One bindery worker, in fact, had advanced to GS-12 as of 7 September 1969. Other wage-board employees have been converted to GS and have been trained and promoted in new fields such as from chauffeurs to couriers, and from mechanics to space maintenance and administrative services positions. In the latter group some have even served tours in logistics positions overseas. The Office was forced to reduce the qualification requirement levels somewhat in 1966 because of the extreme shortage of available young, qualified, male applicants and the loss of young male employees who were called to active military service. These progression plans for couriers and wage-board personnel, together with the Logis- tics Officer Training Program,* resulted in the * See above, p. 57. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET majority of positions in OL being filled by promotion from within, thus limiting outside recruitment to the lowest levels and to junior officer personnel. 4. Minority Groups in the Office of Logistics The Office of Logistics has always included members of minority groups, but specific programs were not devised exclusively for these personnel. The programs just described included people of all races, and personnel considerations have been based on qualifications. Requests for recruitment levied upon the Office of Personnel for employees for OL have not -- with one exception mentioned later -- discriminated among races. All applicants have been given the same consider- ation for employment by the Personnel and Training Staff; all applicants with the basic qualifications sought were given equal consideration. Over the years, however, recruitment has resulted for the most part in black employees entering on duty in the clerical, wage-board, printing, and lower graded positions. Blacks rarely Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET applied for professional positions or, at least, they were very rarely referred for Office of Logistics consideration. One black applicant, however, was referred for a position of Elec- trical Engineer and was interviewed and placed in process at the GS-09 level on 19 February 1969. When his full clearance was completed and he was contacted to establish an entrance-on-duty date, he declined for personal family reasons. In August 1969 a specific rec{uest was levied upon the Office of Personnel for a young black college graduate with a degree in printing management, age 21 to 35, who could be brought on duty at the GS-07 to GS-09 level to be trained and developed for ul- timate progression to a managerial position in the Printing Services Division. As of 30 May 1971 this recruitment rec{uest had not been filled. The first black employee to rotate overseas from the Office of Logistics was assigned to a position in On 21 July 1963 one GS-09 was assigned to a logis- tics position Another SL designee - 81 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET selected in July 1964 for assignment to a GS-09 property and supply assistant position in EE/ 25 As a result of a request from the Office of Personnel, a count was made as of 14 February 1956 of black employees serving in supervisory positions within the Office of Logistics. The total number serving as supervisors at that time was 20, or 9.9 percent of the total black employees in the Office. Three were graded GS-07, one was GS-06, four were GS-05, and twelve were wage board, located in the Supply, Printing Services, and Transportation Divisions. A similar survey Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET was made on 23 May 1957, when twenty-three (10.4 percent) of the total number of lack 25 employees were serving in supervisory positions. On 30 June 1965 the Office of Logistics were male and 15 ema e. arty-eight were in GS grades (one GS-09, one GS-08, five GS-07, nine GS-06, 16 GS-05, and 6 GS-04) and 132 were wage board. In May 1966 the total number of blacks was ~. Three were assigned to logistics positions in other components; one was in FE/ 25X1A Q and two were in the National Photographic 25 SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET A report covering the period from 1 January 1964 to 16 May 1966 indicated a total of 26 separations of black employees from OL. These included two deaths, two separations for military service, three optional and four dis- ability retirements, three regular resignations, and twelve resignations in lieu of termination. During this period thirteen white employees also resigned in lieu of termination. During this same period 68 black persons were promoted. During calendar year 1968 a total of 46 promotions of black employees was made (33 wage board and 13 GS to grades ranging from GS-04 through GS-10); eight black employees were reassigned to higher graded positions within the SL Career Service; and two were placed in other Agency components and Career Services. Although statistics are not available regarding the training assistance provided minority groups, these opportunities have been provided as necessary, depending on present or projected assign- ments, and counseling regarding self-improvement - 84 - SE~CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET courses has been given to such employees. One As of 31 August 1969 data on black employees in the SL Career Service were as follows: GS GRADE OR EQUIVALENT MALE FEMALE TOTAL GS-11 GS-10 GS-09 GS-08 GS-07 GS-06 GS-05 GS-04 25 25X1 Approved For Release 2005/08/~C-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Of the total of ~ twelve people were assigned to other Agency components, distributed through- out the Agency as follows: HEADQUARTERS MALE FEMALE TOTAL DDI/NPIC 2 1 3 DDP/TSD 1 0 1 DDS/OP 0 1 1 DDS/SSS 1 1 2 5. Women in the Logistics Career Service Available statistics indicate that 25X1A 1 0 1 2 0 2 1 0 1 1 0 1 since 1960 from percent of the Logistics Career Service were women. There have been numerous examples of female employees in the Logistics Career Service who have progressed from the secre- tarial and clerical levels as low as GS-03 and GS-04 to grades as high as GS-13. In fact, one of the first two Logistics careerists to receive a promotion at the time the Logistics Competitive Promotion Program was established in May 1957 32/ Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET was a female employee, who was promoted at that time from GS-12 to GS-13. Women have been trained and have progressed into positions such as contract negotiator, contract support assistant, logistics officer, procurement agent, records administration officer, supply officer, administrative officer, supply, procurement, and transport assistants, and supply catalog officer. Several female clerical employees with interests or aptitudes in photography and illustrator work have also been placed in and have progressed in those fields in the Printing Services Division. Likewise, some female employees have been moved from bindery worker positions into clerical or typing positions. A number of female employees who entered the Agency as telephone operators were later placed in clerical or secretarial positions and advanced to the GS-07 grade level. In December 1969 former telephone operators were serving in the Supply Division, Procurement Division, and the Printing Services Division. A statistical study was made in 1966 of female employees in the Logistics Career Service. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET At that time, of a total of careerists, 235 Logistics 25 were women. The aver- age grade of the GS female employee was GS-06.3, with a grade range of from GS-03 through GS-13, as compared with the GS-09.8 average grade, with a grade range of GS-03 through GS-17, of male employees. The average age of females was 38 and of men was 41. Five female employees (of grades GS-13, GS-09, GS-07, GS-06, and GS-05) had college degrees, and males ranging in grades from GS-07 to GS-17 held 174 degrees, with the vast majority held by employees of grade GS-12 and above. Following are comparative statistics showing the breakdown of female and male Logistics careerists as of 31 December 1960 and 31 December 1969: Female Male Totals Grades 1960 1969 1960 1969 1960 1969 GS-16 15 14 13 12 11 10 09 SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25X1A Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Grades 08 07 06 05 04 03 02 Total GS Wage Board Ave GS Gr. Ave Age Percent of GS Female Male Totals 1960 1969 1960 1969 1960 1969 There is some feeling that career development of female personnel has not been adequate and career opportunities have not always been made available to qualified females. In the main, however, it appears that there have been no glaringly apparent discriminations, although career development opportunities may not have been as readily available to these employees as they might have been. It should be recognized also that some people cannot be developed beyond their present skills because of such factors as their particular limited specializations, such as some employees in photography and printing fields; their previous 25X1A SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET educational limitations; the physical requirements of certain assignments; hardship field assignments; and the individuals' unwillingness to seek avenues toward self-improvement of their qualifications or training opportunities that are available and required for further development. - 90 - SE CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET V. Fluctuations in Total Office Ceiling and Strength The scope of Personnel and Training Staff func- tions is determined and influenced by the logistics support requirements placed upon the Office as they affect personnel staffing needs, the problems generated by the various categories and levels of personnel employed, the ceiling restrictions imposed within the Agency as a result of external pressures, and world situations in areas where there are Agency logistics support activities. Increases and reductions in the numbers of employees authorized and on duty in the Office of Logistics and in the Logistics Career Service are shown in Tables 1 and 2.* The major organizational and ceiling changes affecting the total Office personnel strength since the completion of the 1954 classification survey of the Logistics Office were the following: * Pp. 4 and 31. Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25X1A gpproved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Next 1 Page(s) In Document Exempt Approved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Sep 68 Elimination of positions and - 11 transfer of ceiling from OL to DDS/Support Services Staff/ Support Information Processing System (SIPS) to accommodate SL Designees detailed to SIPS (These people were double- slotted within OL prior to this action) Apr 69 Establishment of Contract Teams - 5 in DDS~,T/Office of Research and Development and DDI/National Photographic Interpretation Center Fluctuations in personnel ceilings necessitated periodic adjustments of the T/O's of the various Divisions and Staffs of the Office, and the lack of funds for logistics purposes required periodic "belt tightening" to a point that paradoxically required getting more work out of fewer people. Programs had to be streamlined; new production techniques had to be developed in various logis- tical activities; and, wherever possible, ceiling objectives had to be met by attrition and reduced recruitment. The intake of new employees had to be limited to the service personnel required for Agency he adquarters support and a few highly specialized categories not available from within the Logistics Career Service. This was done by Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET training and retraining employees; by eliminating the unproductive or sub-standard employees through voluntary resignation, disability retirements (if appropriate), or termination; acceleration of early optional retirements; developing competent administrators and managers; and, through the use of a wide variety of management tools, increasing the overall quality and efficiency of Office of Logistics personnel. - 95 - SE CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET VI. SUMMARY As in any staff function, the success of personnel management and training functions can be measured only by the relative success and over- all accomplishments of the organizational elements in which they are located. In retrospect it appears that the multitude of early problems of the Office of Logistics stemmed from the rapid reorganizations and organizational growth and the lack of a well defined career service program in the Agency. The career service concept proved to be a valuable, but a far-sighted, long-range con- cept; and several years were required to maneuver solutions of the problems confronting the Office of Logistics. Once the basic policies and pro- cedural tools were developed and established, the majority of initial problems disappeared; and a more stable, settled condition resulted. As trained and qualified logistics represent- atives were placed in logistics positions through- out the Agency, and as confidence in their abilities increased, improved logistical support to other SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 1 components, improved understandings of mutual problems, improved intra-office relationships, and increased overall efficiency resulted. Figure 1* shows the domestic and field locations in which Logistics Careerists were serving as of 1 July 1969. The total CIA personnel commitment to Agency logistics functions as of that date was distributed as follows: BY NUMBERS Total Logistics Career Service Designees Logistics Career Service Designees Assigned to Office of Logistics Other Career Service Designees Assigned to Office of Logistics Total Personnel Assigned to Office of Logistics LOGISTICS CAREER SERVICE DESIGNEES ASSIGNED BY FUNCTION Headquarters Support Logistics System 25X1A 25X1A 25 25 SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 1 As related in this paper it must be apparent that the Office of Logistics as it existed in 1969 was the result of a very humble, confused, frustrated beginning which, over the years, developed into a relatively well organized operation. It has provided career development, training, and progression for its employees; and the Office has successfully met its personnel obligations and requirements both within and outside the Office. Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Appendix A Office of Logistics Wage Boar d. Pay Plans, 25 u y 19 9 A. DEFINITION OF WAGE B OARD EMPLOYEES: Wage Board employees are those employees whose compensation is fixed and adjusted from time to time (usually on an annual basis) by a Govern- ment wage board or similar administrative author- ity in accordance with prevailing rates in com- parable industry in a prescribed wage locality. Such employees are exempt from coverage of the Classification Act. B. RESPONSIBILITY FOR DETERMINING AGENCY WAGE ADMINISTRATION PAY PLANS: 1. The Director of Personnel, based on information provided by Agency components on the functions and responsibilities of positions, is responsible for evaluating and classifying positions according to occupational category and pay level and placing them under appropriate Pay Plans and Salary Schedules in order to maintain reasonable comparability with similar positions in other SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Government agencies, to assure equal pay for sub- stantially equal work; and maintain pay distinctions in keeping with work distinctions. 2. The Director of Personnel, through his Position Management and Compensation Division, is responsible for selecting appropriate Wage Admin- istration Pay Plans, for approval of the Wage Schedules for use by the Agency, and for issuing current prevailing basic rate schedules for Agency employees. C. AGENCY WAGE ADMINISTRATION PAY PLANS USED IN OFFICE OF LOGISTICS. 1. Agency wage administration pay plans are adopted from pay plans and wage schedules in effect in other Government organizations. 2. The plans and schedules adopted by the Agency which have been applied to positions in the Office of Logistics, together with the number of approved positions and employees on duty as of 30 June 1969 are as follows: Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Wage Schedule Government Printing (GP) Positions Employees Lithographic Wage Board (LB) Coordinated Federal Wage System: Supervisory Scale (S) Leader Scale (L) Worker Scale (W) 3. Information regarding each of the above Wage Schedules and the manner in which the separate wage scales are adjusted is included in Tabs I, II, and III, attached hereto. 25 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET GOVERNMENT PRINTING (GP) 1. DEFINITION OF GOVERNMENT PRINTING (GP) SCHEDULE: This is a general full journeyman printing salary schedule which establishes rates according to job title, trade, or craft, rather than by grades. The GP rate schedule used in CIA is based on wage rate determinations made in the Government Printing Office, which is the largest single employer of printers (6,000 to 8,000) in the D. C. metropolitan area. 2. GP POSITIONS IN OFFICE OF LOGISTICS: The GP positions existing in our Printing Services Division are categorized as follows: a. Foreman and Shift Supervisors b. Journeymen, visors Specialists and Super- c. Apprentices and Sub-Journeymen d. Printing Plant Workers - Skilled Laborers (Bindery Workers and Operatives) t 3. DESCRIPTION OF ABOVE POSITIONS: a. A Journeyman is a fully c{ualified worker in an apprenticeable trade recognized as such by the Joint Committee on Printing. He is compensated at a flat rate for the speciality involved and no Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET step increases are authorized. b. In accordance with GPO pay administration guides the positions of working leaders, supervisors and specialists, and Foremen are allocated to rates that, for administration, are usually a percentage above the Journeyman trade and craft positions. These positions require journeyman qualifications and experience and include supervisory, staff, or planner-type responsibilities. c. Apprentices are trainees required to work a total of four years in their particular craft and are compensated at a percentage of the journey- man rate based on previous experience, i.e. 1st 1/2-year 550, second 1/2-year 60%, 2nd year 700, 3rd year 80%, and 4th year 900 of their assigned craft rate. After completion of one year at the 900 level the apprentice may, upon certification by his Foreman and subject to an available vacant Journeyman position of his craft, be advanced to Journeyman level (100%). d. The Printing Plant Workers are the Skilled Laborer employees who serve as assistants and - 104 - SE CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET helpers in composing, press and bindery operations. These include Bindery Assistant Worker positions classified in grades 1 through 4 at single rates with no step pattern, and Operative positions from Grade 1 through Grade 5 with three steps in each grade. 4. HOW ADJUSTMENTS ARE EFFECTED IN GP PAY RATES: a. Under authority of the Kiess Act (U.S.C. Title 44, Sec 40), the Public Printer conducts wage conferences and negotiations with employee committees made up of 10 or more Journeymen from within the Government Printing Office and the Bureau of Engraving and Printing representing each craft. The Public Printer makes wage offers based on the weighte d average furnished by the Bureau of Labor Statistics on union scales in book and job shops of the graphic arts trades for the 25 largest cities by population which includes employer contributions for welfare and pension, or the local Washington, D. C. book and job scale, using the same formula, whichever is the larger. When a craft has insufficient numbers to Qualify SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET for a wage conference, or when the Bureau of Labor Statistics furnishes inadequate information, or when the information available is based on pay for work that is dissimilar to that done in the Government Printing Office, the craft concerned is paid the hourly rate of the largest group of GPO Journeymen for which adequate data is available. b. The results of the conferences are sub- mitted to the. Joint Committee on Printing which approves the rates to be applied. Skilled Laborer rates are determined by the Public Printer without referral to the Joint Committee on Printing. c. Notification to CIA of the approved adjusted rates is usually by a copy of the Public Printer's Order granting the increases, which is forwarded to CIA by GPO. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET LITHOGRAPHIC WAGE BOARD (LB) 1. DEFINITION OF LITHOGRAPHIC WAGE BOARD (LB): a. This is a graded schedule, like GS, consisting of grades from LB-1 through LB-34, with 3 step rates within each grade (OL currently uses grades LB-4 through LB-23). The middle rate is keyed to the prevailing rate pay line and a 4 percent difference is established between the separate step rates. b. This schedule covers lithographic positions located within a printing plant which have been previously determined by the Civil Service Commission, as a result of past Government- wide surveys of such positions to be appropriately excluded from the Classification Act. These include positions involving duplicating, offset reproduction, and map plant printing done in independent Agencies (such as Federal Trade Commission, Interstate Commerce Commission, Federal Power Commission, etc.) and Government Departments (State, Navy, etc.). 2. HOW ADJUSTMENTS ARE EFFECTED IN LB WAGE SCHEDULE: The Interdepartmental Lithographic Wage Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 1 Board, in coordination with the Civil Service Commission, conducts surveys, releases standards and salary rates for positions, and recommends wage increases. The Board serves 35 members and affiliated agencies in the Washington area, and consists of representatives from 6 larger agencies who are charter members - primarily map reproduc- tion agencies (i.e., Army Topographic Service, Coast and Geodetic Survey, Geological Survey, Soil Conservation Service/Department of Agricul- ture, General Services Administration, and the Hydrographic Office/Department of Navy), plus elected representatives from 2 large, 2 medium, and 1 small administrative printing plant. The Post Office Department, which has few employees in these fields, is considered among the small agen- cies. ILWB distributes advance copies of the pro- posed revised wage rate schedule to participating member agencies for their budgetary or other con- siderations and comment prior to establishing an effective date. After their reviews ILWB grants final approval, establishes the effective date, SECRET, Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET and the revised rate schedule is published by the DOD Wage Fixing Authority, from whom CIA receives an official copy. (To guard any figures which would reveal Agency numbers of positions or personnel, CIA, like FAA and other organizations with fewer such positions, does not participate as a full member of ILWB and therefore does not receive an advance copy but must wait until the schedule is given an effective date by ILWB.) Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET COORDINATED FEDERAL WAGE SYSTEM (CFWS) 1. DEFINITION a. The Coordinate d Federal Wage System provides common policies, systems, practices and job grading standards for uniform application by all executive departments and agencies in fixing pay for wage board employees in recognized trades or crafts, other skilled mechanical crafts or in unskilled, semiskilled, or skilled manual labor occupations, and other employees including fore- men and supervisors in positions having trade, craft, or laboring experience and knowledge as the paramount requirement. Ordinarily, regular wage schedules set the pay of all wage board employees in a local wage area for jobs which are common to both industry and Government and job descriptions are keyed to industrial work situations and are also representative of wage board occupations and work levels in the Federal service. b. Regular schedules (nonsupervisory, leader and supervisory), including basic wage rates and SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/~;~I~,RDP93-009398000100110001-4 night shift differentials, are established for each local wage area. Special schedules or rates are established where they are necessary and justified due to existing conditions. Unless specifically excluded by the CSC under the special schedule criterion, all wage board employees within a local wage area are paid rates from the appropriate regular wage schedules, including food service, custodial, and laundry occupations. A local wage area is a geographic area defined by CSC within which a single set of wage schedules is applied uniformly by Federal installations to covered occupations. c. The regular locality wage schedules (which are currently used in OL) have grade structures as follows: Nonsupervisory or Worker (W) Grades 1 through 15 schedule (3 step rates in each) Leader schedule (L) Grades 1 through 15 (3 step rates in each) Supervisory schedule (S) Grades 1 through 17 (5 step rates in each) The Nonsupervisory or Worker (W) and Leader (L) wage schedules each have 3 step rates of pay in each grade Approved For Release 2005/08:~1~4-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET level, with the second step as the determined prevailing rate payline and the first and third step rates at 96 percent and 104 percent, respe c- tively, of the second step rate. The Supervisory (S) wage schedule has 5 steps, the third step being the prevailing rate payline, with 5 percent difference between each step, making the first step 90 percent and the fifth step 110 percent of the prevailing rate payline. d. Basis for wage rates: (1) Wage rates for nonsupervisory schedules reflect the general level of rates paid by private employers in the same local wage area for kinds and levels of work performed in the Federal service. (2) Wage rates for leader and super- visory schedules are derived from the rates of the regular nonsupervisory schedules by means of established formulas which, when used in conjunc- tion with the separate leader and supervisory grading plans and structures, provide pay differ- entials above the rates of workers led or supervised which are reasonably in line with those in private industry. Approved For Release 2005/08/OS1E:~TRDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET (3) Each regular wage schedule also contains separately stated night shift differen- tials which are paid in addition to basic wage rates for work on second and third shifts. The amounts of the differential are determined in accordance with prevailing industrial practices in the local wage area. e. Within the Office of Logistics the W, L, and S schedules have been applied to the following types of positions: Automotive Mechanic Chauffeur Box Assembler Forklift Truck Furniture Repairman Operator General Mechanic (Pneumatic Truck Driver Tube) Crater Office Appliance Repairman Packer Telephone Installer Warehouseman Repairer Warehouse Assistant Sawyer Incinerator Operator Carton Machine Operator Classified Waste Nailing Machine Operator Handler Pulping Machine Operator Laborer 2. HOW ADJUSTMENTS ARE EFFECTED IN REGULAR WAGE SCHEDULE UNDER COORDINATED FEDERAL WAGE SYSTEM: a. The Chairman of the Civil Service Commis- sion is responsible for giving leadership in estab- lishing and operating the CFWS; for consulting with appropriate employee organizations; and at his Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET direction, for keeping the President informed of significant developments. With the advice of Federal departments and agencies and of interested employee organizations, the Chairman determines the basic policies, practices, and procedures for the system. b. The Civil Service Commission prescribes standard practices and procedures for conducting local wage surveys, for analyzing wage survey data, and for developing authorized wage schedules under the CFWS. c. The CSC defines the boundaries of in- dividual local wage areas; designates the lead agency for each such area; prescribes requirements for the statistical design and accomplishment of wage surveys and for the establishment of pay schedules; establishes occupational grouping, titling and job grading system; develops and issues job grading standards; and provides for a continuing program of systems maintenance and improvement designed to keep the wage system fully abreast of changing conditions, practices, and techniques both in and out of the Government. Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET d. A nationwide schedule of local wage surveys to be conducted during each fiscal year is developed jointly by the Commission and the lead agencies indicating the month in which each wage survey is scheduled to commence, taking into consideration the best time in terms of timing of wage adjustments in the principal local private enterprise establishments, reasonable distribution of workload of the lead agency, timing of surveys for nearby or related local wage areas, and scheduling relationships with other salary and wage survey programs. e. A designated lead agency (usually the primary employer or agency with largest population of Federal wage board employees in the local wage area) plans and schedules wage surveys, analyzes wage survey data, and develops and issues all required wage schedules for the local wage area. It collaborates with BLS on survey scheduling in localities where BLS operates in order to eliminate dual employer contacts. f. The head of each Federal department and agency is responsible, within policies and practices SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 of the CFWS, for fixing and administering rates of pay for wage board employees of his organization, insuring that its activities comply with require- ments of the CFWS, that job grading standards and instruction concerning pay category, titling, and coding of wage board jobs are uniformly applied, and that wage rates are properly administered for individual employees. g. CIA receives the approved copy of the adjusted rates for the Regular Wage Board Schedule under the CFWS from the Department of Defense Wage Fixing Authority which was the designated lead agency to conduct surveys in the Washington, D. C. local area. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Appendix B Office of Lo istics Training Programs 1. LOGISTICS SUPPORT COURSE three weeks, full-time, at Headquarters. Pre- requisite: TOP SECRET clearance. This course includes orientation in the functions and operations of logistics and practice in the skills, methods, and techniques of performing logistics duties. The course is a basic require- ment for all Logistics Career personnel who will serve in a logistical assignment in an area division or overseas. It is also recommended for administrative personnel of other components who have or will have logistical responsibilities. The course consists of lectures, discussions, and case problems dealing with the basic functions and organization of Agency supply, warehousing, procurement, contracts, transportation, and real estate; the special functions of Agency printing and photographic services; and the general principles of logistics supervision and management problems. Lectures and study materials deal with logistics planning, Type I and Type II Station Accountability, and the Headquarters-overseas responsibilities of the Logistics officer. The program is supplemented by films, demon- strations, seminars, field problems and exercises, e Agency's printing plant and 2. LOGISTICS ORIENTATION one day to four weeks, full- or part-time, at Headquarters. Prereq- uisite: TOP SECRET cle arance . SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET The scope of this training varies with require- ments. It may be a one-day series of briefings or it may be a four-week program. The course material will cover all aspects of the Head- quarters logistics function (organization and responsibilities), or it may be a special pro- gram concerned with detailed briefings and discussions of a single unit or operation with- in the Office of Logistics. Tutorial, in-service, and on-the-job training are provided in all phases of logistics operations. Training varies with each particular requirement and normally includes controlled participation in the day-to-day operations of Agency offices. Phases of tutorial and on- the-job training may include specialized areas of general supply procedures; Financial Property Accounting (FPA); general warehousing, receiving, and storage; field warehousing; packing and crating; transportation; courier and messenger training; logistics clerical procedures; telephone operator training; real estate activity; procurement procedures; contracts; and printing and reproduction processes, including press work, photography, typography, and binding. 3. LOGISTICS SEMINAR An annual 3-day meeting, full- time, conducted within the Headquarters area, or at a The scope of the seminar meeting generally covers logistical functional operations in an attempt to stimulate ideas for the creation of broader logistical capabilities in the Agency; the discussion of logistical support problems; evaluation of the complexities of the logistics science; development of logistics capability for current operations; logistical support of cold-war contingency operations; development of requirements for hot-war respon- sibilities; logistical planning; operational 25X1A - 118 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET readiness; Agency logistics capabilities and topical support of problems of mutual concern. The seminar is programmed primarily for manage- ment level participation in a planned conference meeting, and includes discussions, lectures, group briefings, demonstrations, and the use of selected training films; the solution of logistics support problems by the case study method, "problem solving" techniques, and "idea-tracking." 4. PRINTING SERVICES SEMINAR three half-day periods, at Headquarters. Pre- requisites: TOP SECRET clearance; administrative personnel and officers responsible for ordering, authorizing, and pre- paring materials for printing and reproduc- tion. This Seminar familiarizes Agency personnel with the facilities, functions, responsibilities, and organization of the Printing Services Division. The program includes lectures on requisitioning and preparing material for printing and photo reproduction; discussion of printing plant facilities and capability; photographic repro- duction and printing processes; economy in printing from the customer's point of view; job cost estimating; discussion of printing problems-- the "why" and "how" of printing services in the Agency. A guided tour of the printing plant is included. 5. PROCUREMENT FAMILIARIZATION A full-time or part- time program of in- struction, as required, totalling a maximum of 30 hours, and con- ducted in the head- quarters area. Approved For Release 2005/08/D~~~Tiq-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Primarily designed to acquaint Agency personnel with the basic responsibilities, functions, regulations and organization of the Procurement Division of the Office of Logistics. Covers general familiarization with Agency procurement, special procurement, field and military pur- chasing, general types of contracts, contract administration, contract negotiation, research and development contracts, procurement regulations and the legal aspects of Agency and Federal con- tracting; discussion of the various aspects of contract security and industrial security. The lectures and discussions are presented by professionally qualified speakers, and deal with all phases of Procurement Division opera- tions. The program is supplemented by the use of group discussions, review and analysis of case problems and case histories related to purchasing and contracting, selected readings and training films. 6. FIELD FPA TRAINING A two-week on-the-job training and familiarization program for field assigned personnel. A planned program of on-the-job training, gen- eral familiarization, briefings, and practical work experience in the proper utilization of financial property accounting procedures used at Type I overseas stations and bases. The training ro ram is conducted at an Agency ' 25X1A and emphasizes the manual method of financial property accounting procedures (FPA), normal stock control methods ' used in field supply and field procurement operations, routine field reports, stock in- ventory, and M/ R accounts. The training is planned to give the trainee practice and in- ' doctrination in supply and stock control activity at a typical field station, "closing- out" the station supply records, reconciliation - 120 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET of station supply accounts and financial records. All of the phases of the training program are accomplished under the direct supervision of a qualified property and supply officer. 7. LOGISTICS SUPERVISORY TRAINING A series of con- ference meetings, normally scheduled in 2-hour sessions on apart-time basis for 2 or more meetings. The purpose of this series of conferences and meetings is to enable logistics supervisory personnel to be brought up-to-date on current and topical supervisory problems and office practices; discussion of areas of common concern in the field of supervising logistics support personnel; Office of Logistics career and supervisory training; handling of indigenous foreign personnel at overseas installations; certain aspects of logistics management. The meeting is open to all levels of supervision, and the training sessions ordinarily consist of lecture, group discussion, training films and guest speakers; emphasis is placed on the practical approach toward normal supervisory problems and situations confronting first-line and second-line supervisors. 8. LOGISTICS CLERICAL PROCEDURES A half-day lecture RIENTATIO and group discussion program scheduled periodically within the Office of Logistics. Special sessions and individual orientation programs of 1 day to 2 weeks duration, within office components, may also be sched- uled upon request. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 The program is primarily designed to acquaint the clerical and administrative personnel with current office practices within the Office of Logistics, review office and clerical procedures, including the preparation of memoranda, familiar- ization with the internal Logistics Office records system, clerical security practices, processing of documents, and Logistics regula- tory notices and instructions; indoctrinate new clerical personnel and review difficulties in the preparation of official correspondence, dispatches, cables, staff studies, etc., and those practices unique to the Division or Branch to which the employee has been assigned. On-the-job orientation training may be arranged for new clerical personnel. Enrollment in the program is normally limited to Office of Logistics clerical, administrative, stenographic and office personnel who require a general knowledge of Logistics Office pro- cedures. The on-the-job training and orientation is normally arranged according to individual or group requirement and is based upon the experience of the persons to be trained, and previous knowledge of OL office procedures and practices . 9. MOTOR VEHICLE OPERATORS' SAFETY TRAINING A part- time, 2- hour pro - gram con- ducted semi - annually at Headquarters . The program is designed to explore and review the important safety factors in driving a motor vehicle, and to emphasize good safety driving habits. It is primarily arranged for local operators of Agency motor vehicles, i.e., chauf- feurs, truck drivers, operators of materials Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 1 handling equipment, etc., arld its purpose is to impress the Agency driver with an urgent need and understanding for traffic safety in order to reduce the number of Agency motor vehicle accidents in the Metropolitan Washington Area; to furnish advice and guidance to the Agency drivers in the basic principles of good, safe driving habits; review of municipal traffic laws and local regulations. The lectures on traffic safety are conducted by professionally qualified personnel, supple- mented by training films and discussion of common problems in the proper operation of vehicles in traffic. 10. TELEPHONE OPERATORS' TRAINING A full-time or part -time on-the - j ob training pro- gram comprising a maximum total of 1,000 man-hours of in-service ex- pe rience and in - struction; ordi- narily a complete in-service program will be of 4 months duration; special training may be arranged in unusual circum- stances for shorter periods, from 1 to 4 weeks of training. The objective of the training is to define and to teach telephone operation procedures and practices unique to the Agency, and which require the trained telephone operator to unlearn normal routines used in working with commercial com- panies and/or other large government Private Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Branch Exchange Switchboards (PBX) . Special instruction is provided for the trainee to insure that information requests and the ser- vice rendered is within the limits of Agency security regulations governing the divulgence of classified information. The training course consists of oral and written instruction as contained in the telephone operator's Operating Procedures and Practices Handbook, plus practice instruction an actual wor~erience on the PBX Switchboard and Information Position. All study phases of the program, as well as the practice training, is accomplished under the direct supervision of a qualified person. 11. COURIER TRAINING PROGRAM In-service training programs, totaling about 240 hours of on- the-job training, nor- mally conducted at headquarters. An active in-service program for the training and indoctrination of Agency messengers and couriers in the duties and responsibilities of collecting, sorting, transporting, and delivery of classified mail and other materials classified up through TOP SECRET. The training consists of learning mail and courier office procedures, time schedules, mail routes, and mail registry locations; sorting mail; security practices applicable to Agency courier activity; col- lecting and delivering intra-Agency and inter- Agency mail, including TOP SECRET documents; maintenance of individual classified receipt records for collection and delivery of all mail; location and organization of all Agency office components and other Federal agencies; U. S. Post Office regulations and postal laws; opera- tion of mail delivery trucks and automobiles Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET for courier service; weapons and small arms training. Messengers and couriers are normally placed in a trainee status upon reporting for duty. During the period of training they receive indoctrination in all phases of the work, and are trained under the direct supervision of one or more experienced personnel. 12. WAREHOUSING (GENERAL) A two-week on-the-job training program con- ducted at the Agency warehouse. The program includes indoctrination and practical work application in the following phases of warehousing functions and operations; operation of the warehouse locator unit and location changes; principles of bin storage; p rinciples of bulk storage; re-warehousing; processing of receipts and issuances; utiliza- tion of Agency and Federal stock catalogs; surveillance of property; warehouse refusals; warehouse safety and fire prevention. Additional training is given to warehouse supervisory trainees, and includes the discussion of warehouse layout and space utilization, pre- paration of work reports, work measurement techniques, and personnel utilization. 13. PACKING AND CRATING A two-week on-the-job training program con- ducted at the Agency warehouse. The scope of the program includes indoctrin ation and practical work application in the following phases of packing and crating of supplies and materiel for local and overseas shipment: box assembly for sea and air shipments; package planning; types of materials used for packing and shipping; packaging methods; shipping docu- mentation; corrosion control and surveillance; power machine care and operation. Approved For Release 2005/08/~F1~~~-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Appendix C External Management Courses Used By Office Of Lo istics 1. MIDDLE MANAGEMENT INSTITUTE A 1-week program to be held once each quarter during the fiscal year, held at the Civil Service Commission, 1900E Street, N. W., Washington, D. C. Descri tion: The institute will provide a broa view of Government operations and the functions of management. It will serve as an updating experience and review for the experi- enced manager, and an introduction for the new manager. The institute is built around core subject matter of fundamental modern manage- ment theory and practice. Emphasis is given to the functions of: Planning, controlling, organizing, staffing, communicating, directing, and decision-making. Other topics may be included to give current perspective or because of their particular topical interest. Examples of these might be: Planning, pro- graming, budgeting systems; intergovernmental relations; and science and Government. Guest lecturers and small group workshops are the methods of presentation. Assigned readings are also provided. Who May Attend: The institute is designed for persons serving in management fields or programs, GS-11 to GS-14, or equivalent, who have demonstrated ability and shown potential for holding more responsible management positions. 2. ARMY INSTALLATION MANAGEMENT (1B-F1) Location: U. S. Army Management School, Fort Belvoir, Virginia 22060 Length: 3 weeks SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Sco e: The Army Installation Management Course AIMC) is an intensive study of the management process, the management of resources, human factors in management, and other related factors and agencies that contribute to the efficient and effective operation of an Army installation. Instruction includes management concepts, philosophy, and practices from both an academic and pragmatic viewpoint. The organizational structure and functional areas of responsibility within an Army installation are examined, to include command, personnel, operations and training, logistics, and comptrol- lership. Special attention is given to com- puter-based management systems. Participants, through individual study and interpersonal small group action, are given an opportunity to eval- uate their own managerial talents and responsive- ness to new environments and challenges. The school encourages freedom of thought and ex- pression by participants. This is done in the firm belief that through interaction between lecture/conference leaders and participants themselves, the individual further develops his own skills as a manager and obtains a realistic view of the complex operation of the Army. Prerequisites: Commissioned officers. Grade of colonel, lieutenant colonel, an major. Member of the active Army or Reserve component. Must be assigned or under orders to an assignment with management responsibilities at an installation or be responsible for the review or evaluation of installation management. Although no ob- ligated service is required, the participants must have a minimum of 2 years or more to serve upon completion of the course. Interim SECRET security clearance required. Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Civilian personnel. Grade GS-11 or higher. Must be assigned or under orders to an assign- ment with management responsibilities at an installation or be responsible for the review or evaluation of installation management. Although no obligated service is required, the participants must intend to continue their employment with the Federal Government for a minimum of 2 years upon completion of the course. Interim SECRET security clearance required. - 128 - SE.CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25X1A gpproved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Next 4 Page(s) In Document Exempt Approved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Appendix F External Trainin Courses Used To Develo Em to ees In Procurement Contracting Fiel s 1. CONTRACT LAW Location: Air Force Institute of Technology- School of Logistics, Wright-Patterson Air Force Base, Ohio Length: 2 weeks Pur ose: This course is designed to provide a knowle ge of the legal principles governing government contracts as evolved from common law, statutes, regulations, and court and board decisions, providing the student with a compre- hensive summary of the legal aspects of procurement. Scope: Course content includes a review of basic legal principles and sources of procurement law, modifications and termination procedures, remedies, interpretation of contract clauses, and formal advertising procedures. Selected court and board rulings of current interest and student case problems are studied. The lecture-discussion and case study methods of instruction are used. Prerequisites: This course is appropriate for military officers and DoD civilian personnel of comparable grade who are assigned contracting responsibilities. Security Clearance: None. 2. CONTRACT ADMINISTRATION Location: Air Force Institute of Technology- School of Logistics, Wright-Patterson Air Force Base, Ohio Approved For Release 2005/08/02 CTA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Length: 4 weeks Pur ose: This course is designed to further the-basic knowledge and skills of Department of Defense personnel performing the primary respon- sibilities of an Administrative Contracting Officer in the management of government contracts. Emphasis is placed on DCA organization in Contract administration. Scope: This course is oriented toward contract administration within the central procurement environment as opposed to local procurement. It provides a basic, overall view of contract administration functions and responsibilities, while developing a knowledge of skills and tech- niques used in solving operational problems. The course emphasizes the relationships between the functions of contract management and contract administration, by treating in depth the subjects of contract types, production quality assurance, price and cost analysis, accounting, industrial property, subcontracting, contractor evaluation, financing and contract modifications. Throughout the course students discuss fundamental principles and practices in each subject area. The main instructional technique is the lecture- discussion. However, case studies, student presentations, panels, simulated problems and group problem-solving techniques are also used. Prerequisites: This course is designed for military officers and equivalent grade civilian personnel who are currently assigned as Admin- istrative Contracting Officers and who have been employed in this capacity within the Department of Defense for at least one year. In addition, personnel with at least one year's experience in duties closely related to contract admin- istration, e.g., Contract Specialists, Contract Assistants, Contract Price or Cost Analysts, Industrial Specialists, Quality Control Specialists, and Industrial Property Administrators, may also be nominated. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Security Clearance: None. 3. DEFENSE COST AND PRICE ANALYSIS AND NEGOTIATION TECHNIQUE Location: Navy Yard Annex, Naval Station, Was inFi' gton, D. C. 20370 and field locations Length: 3 weeks (First part - 2 weeks; seco~rt - 1 week) Purpose: To train military and civilian procurement personnel in cost and price analysis, and the art and technique of negotiating Govern- ment contracts. Scope: This is a general survey course. The~irst part covers Government costing and pricing policies and concepts, procedural details of conducting cost and price analysis, examination of elements of cost and methods of estimating; consideration of factors affecting profit or fee. The second part of the course is training to develop the skills necessary for effective negotiation. Emphasis is given to prenegotiation planning and the development of bargaining posi- tions. The importance of the procurement team in developing a total negotiation position is stressed. Study of the theory of negotiation is reinforced by student participation in mock negotiations to which more than half of the classroom time is devoted. Students negotiate both Government and contractor positions. Prerequisites: Personnel must have completed the De ense Procurement Management course, 8D-4310/4320, or its equivalent, or have equivalent experience. Commissioned and warrant officers: Member of the active rmy. ne year o active duty service remaining after completion of the course. No security clearance required. Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Civilian Personnel: Grade GS-7 or above 3 years o wor expectancy remaining with the Government after completion of the course. No security clearance required. Quota Control: Quotas are allocated by Commandant, USALMC through CG, USA-MC. 4. PROCUREMENT CONTRACTING AND POLICY A 4-day course conducted by the General Services Administration four times a year in Washington, D. C. and selected centers of Federal population. Desc~ri_~tion: This program is designed to assist Fe feral agencies in: Developing more economical and effective purchasing and con- tracting practices, including contract admin- istration and termination; obtaining better understanding and acceptance of laws, regula- tions policies, and procedures governing Federal procurement, on the part of both Federal procure- ment officials and businessmen; and developing new approaches and solutions to unique procure- ment problems. It emphasizes the legal and re- gulatory aspects of procurement and their application to practical situations. Attention is given not only to existing rules, but to reasons for such rules, and alternatives which have been considered. E ach of the following major subject-matter areas are discussed: Development anal principles of procurement statutes; types of contracts; advertising and bidding procedures; negotiation of contracts; economic policy requirements (small business, labor surplus, equal employment opportunities); reporting of possible anti-trust violations; publicizing procurement actions; contract admin- istration clauses (disputes, defaults, suspension of work, equitable adjustment, changes, inspection and acceptance, etc.); taxes, bonds, and insurance debarment; contract financing, audit, and cost principles; and contract termination. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 1 5. CONTRACTING BY FORMAL ADVERTISING A 5-day program conducted by the General Services Administration, scheduled period- ically in Arlington, Va., and in other centers of Federal population. Des~cri~tion_: Basic Government procurement law provides that all contracts for property and services, with certain stated exceptions, be made by formal advertising. This course will assist Federal agencies to: (1) Procure personal property and nonpersonal services (including construction) by use of the formal advertising method, (2) standardize formal advertising procedures, (3) improve relation- ships between contracting offices and contractors, and (4) comply with legal and regulatory require- ments. The course is based primarily on Federal Procurement Regulations (FPR), which are generally compatible with the Armed Services Procurement Regulations (ASPR) . Major topics to be covered are: Preparation of invitation-p rescribed and optional forms and "tailoring" the invitation; publicizing the invitation--mailing, public display, newspaper advertising, and Department of Commerce synopsis; submission of bids-- responsiveness, late bids, rejections, and mistakes; awarding the contract--responsible prospective contractor, discounts, equal low bids, and progressive awards. Case studies and discussion will focus attention on recurring problems and furnish assistance in preventing or resolving such problems. Special emphasis will be devoted to situations involving late bids, responsiveness of bids and mistakes in bids. 6. GOVERNMENT CONTRACT ADMINISTRATION A 5-day course given by the General Services Administration, scheduled periodically in Arlington, Va., an d other centers of Federal population. Approved For Release 2005/08TVZ~~1~-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 1 Description: This course is designed to assist Federa agencies in: Obtaining maximum compliance by the contractor with contract terms during performance, recognizing the occurrence of situations during performance which may lead to claims by the contractor, p rotecting the public interest by prompt and fair settlement of problems which arise during performance, determining whether increased costs of contract performance should be borne by the contractor or by the Government, and negotiating equitable adjustments when the Government has agreed to bear risk in contract performance. The course will include: A detailed analysis of the obligations which the contractor and the Government assume under the standard form Government contract; the major events which may occur during contract performance, such as changes, changed conditions, changes in Government-furnished property, delays, defective specifications, and inspection problems; tech- niques for pricing the "equitable adjustment"; methods for processing findings, determinations, and appeals under the Disputes Clause; distinctions between claims under the contract and claims for breach of contract; techniques for obtaining compliance with contract delivery schedules; default clause procedures, difficulties en- countered in cost reimbursement or payment of contractors; and post-performance aspects of contract administration, such as enforcement of warranty provisions, product liability, or examination of contractor's records. 7. GOVERNMENT CONTRACT NEGOTIATIONS A 5-day course given by the General Services Administration, scheduled periodically in Arlington, Va., and other centers of Federal population. Description: This course is intended to give procurement personnel an opportunity to expand their knowledge and exchange ideas in the field of contract negotiation. It is based primarily SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET on Federal Procurement Regulations (FP R) , and supplements the courses "Contracting By Formal Advertising" and "Government Contract Admin- istration." Major topics covered are: Procurement planning, methods of procurement, techniques and procedures in negotiation, evaluation of proposals, conduct of the negotiation, and technical assistance in con- ducting the negotiation. Case studies and discussion focus attention on recurring pro- blems and furnish assistance in preventing or resolving such problems. Special emphasis is devoted to situations involving human factors in negotiation, negotiation techniques, price and cost analysis, administrative policy, legal requirements, and contract award and administration. A 5-day course given by the General Services Administration, scheduled periodically in Arlington, Va., and other centers of Federal population. Description: The administrative costs of making, controlling, and paying for small pur- chases often exceed the value of the items being procured. The purpose of this course is to encourage Federal agencies to reduce costs through the use of: (1) Improved methods for making small purchases; (2) careful analysis of each requirement; and (3) utilization of appropriate simplified purchase techniques. The course is based primarily on Federal Procurement Regulations (FP R), with reference to the Armed Services Procurement Regulations (ASP R) when appropriate. It includes lecture- discussions and case studies, and emphasizes the application of the following authorized small purchase techniques: Blanket purchase arrangements, imp rest funds, purchase order Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET forms (SF 44 and 147), oral purchases, and unpriced purchase orders. The following related topics are also covered: Preliminary purchase conditions, solicitation of quotations, limitations, and vendor and inhouse relationships. - 141 - SE CRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 25X1 gpproved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Appendix H External Training of Logistics Careerists, anuary - une 0 ' Name of Course No. ~~ Estimated Atte~ing Manhours Cost Advanced Admin Mgmt 1 Academic $ 192.00 ' Applied Engineering 1 360 721.00 Armed Forces Staff College 1 720 None to OL Basic Ammunition Inspector Course 1 568 1,000.00 ' Basic Concepts of Data Processing 1 Academic 54.00 Brookings Conf for Fed Exec on Bus Ops 1 48 None to OL Business Law 1 Academic 84.00 Bus Admin - Purchasing Principles 1 Academic 141.00 Color Photo, Monopack Color 1 Academic 69.00 Concentrated Course in Gov Contracts 2 80 None to OL Computer Graphics Workshop 1 8 None ' Contract Administration 3 480 400.00 ea. Contract Law 2 160 None Cobol Coding Workshop 1 24 100.00 ' Cost ~ Price Analysis and Negot Technic{ue 3 360 None Contracting in the 70's 1 16 165.00 Contract Formation 1 40 None to OL Cost Principles 1 16 175.00 Cummins Engine Fuel System 1 40 195.00 Data Processing Systems 1 Academic 141.00 Data Processing, Programming 1 Academic 141.00 Decision Logic Workshop 1 24 100.00 Defensive Driving Tech 3 48 None Defense Advanced Inventory Mgmt 1 200 400.00 ' Economics II 1 Academic 51.00 Economic Order Quantity Tech 1 24 None Electric Data Processing 1 Academic 25.00 Fed Contract Law: Trends ~ Recent Devel. 4 96 None to OL ' Formerly Advertised Proc Sem 1 16 175.00 Freight Rates ~ Tariffs 2 16 None Fundamentals of Marketing 1 Academic 51.00 ' Fundamentals of Photo II 3 Academic 36.00 ea. Gov Contract Admin II 1 Academi c 53.00 Gov Construction Contracting 2 160 None Gov Construction Contracting 1 80 455.00 SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET ~ ivame or course No. Estimated Attending Manhours Cost ' Gov Contract Negotiation 2 80 None Gov Contract Administration 2 80 None Intro to Computer Tech 1 80 None to OL ' Interagency Motor Equip Advisory Com. 1 16 $ 175.00 Inventory Control of Supplies ~ Materials 2 32 None Institute of Gov Contracts (17th Annual) 2 32 85.00 ea. Intermediate Exec (DODCI) 3 240 None ' Light Duty Service Air-conditioning 3 48 None Management Sciences 1 Academic 84.00 Marketing Principles $ Practices 1 Academic 12,00 Municipal Admin 1 40 None NIS on Problems of Develop ~ Internal Def 1 120 None 1-day Briefing on Truth in Neg 3 24 None to OL ' Patents ~ Tech Data 1 24 None to OL Personnel ~ Industrial Psy 1 Academic 150.00 Planning ~ Program Develop 1 24 115.00 Planning, Programming, Budget Systems 1 40 604.00 ' Precise Power Generation 1 264 None Procurement Contracting ~ Policy 1 32 None Pricing ~ Neg - Mod ~ Change Orders 1 40 None to OL ' Reading Improvement 1 24 45.00 Refrigeration ~ Air-conditioning 2 320 None Saturation Seminars in Cost Principles 1 16 None to OL Secretarial Tech 1 20 60.00 Seminar in Mgmt 1 Academic 80.00 Service Training 1 80 385.00 Storage ~ Materials Handling 2 80 None Systems Analysis 3 360 None to OL Small Purchases 1 80 None Termination Settlement in Neg 3 192 None Training in the 70's 1 40 400.00 Traffic F Physical Dist Mgmt 1 Academic None to OL United Nations 1 40 None World Economic Development 1 40 None Xerox Training 1 2 None Totals 100 6,094 $8,076.00 ' The academic training shown (17 courses) was taken on employees' own time. - 144 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET. Appendix I Chronology of Ke Personnel Responsible for Personnel an raining Functions, 950 - 19 9 SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 TENURE TITLE Procurement Office Office of t e Chief 15-Nov 50 to 13 May 51 Office of t e C ief 28 Feb 53 to 27 Mar 53 Administrative Of- ficer established 5 May 51 Procurement and Su 1 Office (Name changed 28 Feb Chief of Procurement Deputy Chief of Pro- curement Asst to the Chief of Procurement 13 May 51 to 28 Feb 53 Administrative Officer (Position 27 Jul 54 to 3 Jan 55 Chief, Personnel and Training Branch 3 Jan 55 to 16 Feb 55 Chief, Personnel and Training Branch Personnel and Training Branch (Established 27 J~ Logistics Office (Name changed 27 Mar 53) Administrative Staff (Created 27 Mar 53) 31 Mar 53 to 11 Apr 54 Personnel Officer 11 Apr 54 to 27 Jul 54 Personnel Officer 25 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Office of Logistics (Name changed from Logistics Office 16 Feb 55) A ministrative Staff Personnel an Training Branch 16 Feb 55 to 11 May 60 Chief, Personnel ar Training Branch ' 11 May 60 to 1 Mar 65 Chief, Personnel ar~ Training Branch Personnel Staff (Established 1 Mar 65) 1 Mar 65 to 22 Nov 65 Chief, Personnel Staff 22 Nov 65 to 20 Dec 66 Chief, Personnel Staff Personnel and Training Staff (Name changed 20 20 Dec 66 to 18 Dec 67 Chief, Personnel a Training Staff 18 Dec 67 to Present * Chief, Personnel ar~ Training Staff May 53 to 2 Aug 53 Logistics Office Training Coordina~ (Additional Duty Detail Only) ' 2 Aug 53 to 1 Mar 57 Training Officer (Position establis 27 Mar 53) 1 Mar 57 to 26 Jan 62 Training Officer Z May 62 to 24 Sep 65 Training Officer 4 Nov 65 to Present * Training Officer - 146 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET PART 3 Office of Training, Support School 15 Jan 56 to 4 Nov 65 Logistics Support Instructor * Logistics Support Instructor 25 SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET Appendix J 1. Memo for All Asst Directors from Executive, CIA 15 Nov 50 sub: Administration, D/L Files. C; CIA 1 Dec 50, sub: Designa- tion o~GTA~J~~C1dI3. led: DDS/SSS/RCB. S. 2. Memo for DDA from AD/Pers, 11 Mar 53, sub: Logistics Office Table of Organization, approved by Asst DDA 27 Mar 53, D/L Files, Reorganization, 1953. S. Feb 54. S; Change I, 12 Mar 54; File DD . 4. Filed: DDS SS I Rev: 16 Aug 63; 5. Logistics Notice No. LN 1-l, 19 Feb 65, sub: Reorganization and Announcement of Personnel Assignment, D/L Files. A-IUO; SCCA, Control No. 305, approved 20 Dec 66, effecting organizational change on OL S/C. OL/PATS Files. S. 6. Memo for Advisor for Mgt from C/C~WD/OP, 5 May 51, sub: Request for T/0 Revision, D/L Files. U. 7. Memo for DDA from AD/Pers (2, above) S. 8. Memo for DDS from C/FE, 12 Sep 57, sub: Centraliza- tion of FE Headquarters Support Functions, OL/P$TS Files. S. 9. Action Memo No. A-436 for DD's, IG, and GC from Ex Dir-Compt, 23 Jan 65, sub: FY 1966 Budget Developments, OL/P$TS Files. S. 10. Logistics Instruction No. 1-3, 6 Feb 68, sub: Mission and Functions - Personnel and Training Staff. D/L Files, 0 ~ M - 1 (1968). S. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 11. Memo for DCI from IG, 22 Jan 55, sub: Survey of the Logistics Office, E R 6-5598 (p. 32 of report attached) D/L Files. S. 12. Minutes of LO Staff Meeting 30 Jun 53, D/L File, Staff Meetings - PO 1953, Job 56-191, box 5. S. 13. Memo for DCI from IG (11, above), p. 35 of report attached. S. 14. Memo for Asst DDA(G) from Pers Dir, 28 May 52, sub: Status of Recruitment Effort for Proc Office, D/L Files, Job 56-191, box 3. C. 15. Memo for Actg DC, P$SO from C, AS, PASO, 5 Feb 53, sub: Critical Need for Typists, D/L Files, Pers-7, 1953. S. 16. Memo for DDA from Ch of P$S, 29 Feb 52, sub: Personnel Ceiling, D/L Files, 1952. S. 17. Memo for DDA from C/P$S0, 23 Jan 53, sub: Control of Logistics Positions and Personnel, D/L Files, 0 ~ M-5-6 (1953) T/0's. S. 18. 19 Jun 52, sub: CIA Career is rogram, i ed: DDS/SSS/RCB. S. 19. PF~SO Notice No. 27-52, 14 Aug 52, sub: Appoint- ments - Career Service Board. S; PASO Notice No. 27-52/1, 17 Oct 52, sub: Appointments - Career Service Board. S; PASO Notice No. 27-52/2, 26 Nov 52, sub: Appointments - Career Service Board. R. (All filed P$TS Career Board files, 1952-57.) 20. Memo for D/L from Chairman, LCB, 10 May 63, sub: Proposal to Revise Career Board Procedure, app roved by D/L same date, OL/P$TS Files. S. 21. Memo for Members, LCB, from D/L, 15 Oct 64, sub: Revised Career Board Policy and Procedures, OL/PATS Files. S. SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 SECRET 22. 25 May 53, sub: r ervice rogram, fled DDS/SSS/RCB. S. 23. Memo for Ch/LCB from Exec Secy/ACB, 5 Aug 55, S; Memo for Exec Secy/ACB from D/L, 9~ Sep 55, sub: Positions to be Designated SL. S. Both filed D/L Files, Job 60-376, box 4. DDS/SSS/RCB. S. 1 ion u orization. Filed 4 Nov 58, sub: 25. Memo for DDS from D/Commo, 21 Dec 59, sub: Re designation of Specified Positions from Communications (SC) to Logistics (SL) Career Service. OL/PATS files. S. 26. Minutes of LOTC Meeting No. 53-1 held 21 May 53, D/L Files, Job 57-217, box 5. S. 27. Memo for D/T and Ch of Admin/DDP, 10 Sep 53, sub: Logistics Support Course, concurred by both 5 Oct 53, OL/TO Files. S. 28. 29 Oct 55, sub: g ncy raining o icy. Filed: DDS/SSS/RCB. C. 29. Memo for D/L from DDS, 16 Mar 55, sub: Rec{uest for Nomination of a Full Time Instructor for Assignment to the Office of Training in Support of Administrative Training. OL/TO Files. C. 30. Memo for OL Div and Stf Chfs, 24 Jan 57, sub: Establishment of Quotas for Formal Training Courses, OL/TO Training Policy File. S. 31. Report, 22 Oct 69, Former Couriers; OL/PATS Files. S. 32. Logistics Instruction No. 20-580-1, 27 May 57, sub: Logistics Promotion Program, D/L Files, 0 ~ M-1 Admin Issuances (1957) Job 60-376, box 1. S. - 150 - SECRET Approved For Release 2005/08/02: CIA-RDP93-009398000100110001-4 Secret Approved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4 CIA Internal Use Only Access Controlled by DDS Secret gpproved For Release 2005/08/02 :CIA-RDP93-009398000100110001-4
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