LETTER TO THE HONORABLE JAMES T. LYNN FROM E. H. KNOCHE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP79M00062A000200040002-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 21
• Document Creation Date: December 12, 2016
• Document Release Date: August 5, 2002
• Sequence Number: 2
• Content Type: LETTER

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The Honorable James T. Lynn
Director
Office of Management and Budget
Washington, D. C. 20503
Dear Mr. Lynn:
Enclosed are three copi.es of the CIA plan for implementing
the Presidential Management Initiatives effort. Incorporated in
this document are the reports due on 3 September 1976 on telephone
usage, executive development syste.tns, and internal position
n anagerr_ent and classification.
Sincerely,
E. H. Knoche
Deputy Director
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AGENCY ACTION PLAN AND MONTHLY REPORT
INITIATIVE: 1
TITLE: Decisionmaking and Departmental Organization
DEPAMIMENT/AGEANCY: Central Intelligence Agency
RESPONSIBLE OFFICIAL: James H. Taylor, Comptroller TELEPHONE:
1. Policy Analysis Staff
I
Determine extent to which there is a unit available to assist the agency
head in carrying out the functions listed in the Summary Sheet (Issue 1,
Item A); and report to OMB on steps taken to establish or upgrade such a unit.
These functions are vested in the Comptroller, who reports
directly to the DDCI.
II. MBO Program
Review agency objectives for possible improvement and include those
necessary to carry out actions directed by the President.
Action Steps Estimated Completion Date
a. Directorate 6 September 1976
Submissions
b. DDCI Review 13 September 1976
c. Provide to 15 September 1976
OMB Examiner
III. Decisionmaking
Develop and utilize checklist approach to decisionmaking. (Guidance
from OMB is attached.)
Action Steps Estimated Completion Date
a. Distribute OMB 18 August 1976
Guidance
b. Review usage & 15 October 1976
utility
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IV.Ap aed zFaor.Rel ese 2Q 2/08/28 : CIA-RDP79M00062A000200040002-6 eview
A. Review current staffing patterns and organizational structures
to identity unnecessary position layering* and excessive organizational
subdivisions.
During the past several months, the Central Intelligence
Agency has begun to make organizational changes to implement
Executive Order 11905 issued by President Ford in February 1976.
Responsibility for day-to-day operations of the Agency is now
assigned to the Deputy Director for Central Intelligence (DDCI)
who has begun a sweeping review of all phases of the Agency's
work. To help him in this review, the DDCI has drawn-his senior
managers into an Executive Advisory Group (EAG) which has set for
itself the task of devising the best use of Agency personnel
resources. One vehicle that the EAG has chosen is a personnel
inventory which will be conducted in the next six months and will,
inter alia, identity unnecessary position layering and "assistant to"
positions. First steps in this process have already been taken and
are described in detail in Issue 5, Item III., Position and
Classification Management.
B. Develop plan to consolidate sub-units.
The EAG is currently considering a number of substantial
organizational changes. Consideration of consolidating organizational
elements will follow.
C. Establish guidelines for "assistant to" positions including number
per policy official and grade level.
See Issue 5, Item III.
D. Establish procedures to ensure at least agency deputy level review
of proposals to create new subdivisions and "assistant to" positions.
Bads as follows: 25X1 A
Each Deputy Director is responsible for implementing
the provisions of this regulation within the area of his
jurisdiction and will...present proposals for significant
organizational changes...to the Director for approval.
.Proposals should be forwarded, with appropriate justification
through the Comptroller. (Significant organizational changes
include such actions as the establishment or closure of
a station or base land] the transfer of a major function
from one component to another.)
The Comptroller will review proposals for significant
organizational changes.. .which have budgetary, manpower,
or program implications among two or more directorates
and submit appropriate recommendations to the Director.
*See also Issue 5, Item III, for further treatment of this area.
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AGENCY ACTION PLAN AND MONTHLY REPORT
INITIATIVE: 2
TITLE: Evaluation of Current Programs
DEPARTMENT/AGENCY: Central Intelligence Agency
RESPONSIBLE OFFICIAL: James H. Taylor, Comptroller TELEPHONE:
1. Policy and Evaluation Unit
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Responsibility is vested in the Comptroller of the Central Intelligence
Agency.
II. Efficiency Evaluations
A. Prioritization of Inspection Requirements (began 1 August 1976)
Ensuring that all components of the Agency are adhering to the
restrictions laid down in Executive Order 11905 and the implementing
of CIA regulations is among the DCI's most important tasks. The
Agency's Office of the Inspector General, which bears primary respons-
ibility for this task, will do an overall survey of all directorates
within the next several monthsto identify components and activities
warranting more detailed inspections and to assign priorities to
the subjects selected for study.
Action Steps Estimated-Completion-Date
a. Begin DDO and DDS&T reviews I August 1976
b. Begin DDI and DDA reviews 15 August 1976
c. Complete component reviews 1 November 1976
d. Complete study 30 November 1976
B. SIGINT Study (began 9 August 1976)
Because the OMB and the House Appropriations Committee (HAC) have
suggested that more of the US SIGINT program should be consolidated
under a single manager, the Central Intelligence Agency has assigned
a task force to study its SIGINT missions and to develop recommendations
concerning the consequences of consolidating the program. The study
will. detail the SIGINT missions the Agency is required to do, those
it is uniquely capable of doing, and those which it does but which
can be done by other agencies. The study will develop estimates
of potential costs and savings resulting from transfer of missions
to consolidate the program.
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Action Steps Estimated Completion D
t
a
e
a.
b.
Dratt interim response on
HAC team report
Coordinate response with
IC Staff and NSA
30 August 1976
c.
Conduct interviews with
concerned officials in
CIA and Community on
SIGINT programs
15 November 1976
d.
Complete first draft of
report
1 January 1977
e.
Final report to DDCI
15 January 1977
C.
Production-Support Activities (to-begin 15-September 1976)
A DDI Production Support Task Team is being established to
evaluate the centralization of the Directorate's production support
functions in one component as a means of improving product
quality/uniformity and for possible resource savings. The Task Team
is to assemble and evaluate information on current workloads and
resources involved in production support (word processing, editing,
graphics, and other publishing activities) and to identify specific
functions and how they might be structured in such an office. They
will identify resource requirements, and assess pros and cons of such
an office including ettectiveness of operation, efficiency of resource
utilization, and likely impact on the quality of the finished intelli-
gence product.
Action Steps
Milestones
Estimated C
ompletion Date
a.
Organize meetings
Define parameters
15 September 1976
of the study
b.
Conduct research
October 1976
c.
Draft report
First draft
1 December 1976
Revised draft
15 December 1976
d.
Submit report to
,
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Action Steps Estimated Completion Date
a. Initiate study 1 July. 1976
b. Forward report to DDO J. October 1976
c. Future steps depend on
study results
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to
In order
increase the efficiency of both the overt and clandestine collection
activities, a continuing comparative study will be undertaken to identify
the subjects and topics which are being covered by both systems and to
develop recommendations to eliminate needless redundancy and to strengthen
areas of unique reporting. Interim results will be available to assist
the program review process in early 1977.
Action Steps Estimated-Completion'Date
a. Initiate study J. October 1976
b. Begin compiling initial results 1 April 1977
c. First interim report - 1-May 1977
F. Alternative Data Processing Equipment (began 1 July 1976)
Currently large scale computer systems are used in a central computer
facility to provide computer services to a wide range of applications
and users throughout the Agency. Many of the applications can be
classified as information storage and retrieval applications. Information
storage and retrieval systems have much commonality in the functions
that are performed and the ADP techniques that are used to accomplish
these functions. When large centralized computers are used for
these.applications, service to the customers is affected by competition
for computer resources, interaction among applications which can slow
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down response time to one or more users, and occasional system
outages. In this study, to be done partly by a contractor, we
have selected an appropriate application involving a data base
containing information on Special Clearances. Data will be converted
for use on a minicomputer, programs will be prepared, and operational
tests will be performed and evaluated to determine if the minicomputer
can provide greater reliability (i.e., less downtime from system
failure) and more effective response time for storage and retrieval
functions at less cost.
Action Steps Estimated Completion D
t
a
e
a.
Complete review of current
methods for processing the
application
31 July 1976
b.
Complete conversion of current
data base to suitable form
for use with minicomputer
31 October 1976
C.
Complete application programs
for minicomputer
30 November 1976
d.
Complete operational tests of
minicomputer and application
programs
31 December 1976
e.
Complete evaluation and study
report
31 January 1977
G.
Component--Conducted Training (to begin 15 November 1976)
A review will be conducted of all training activities in the
Agency, whether under the aegis of the Office of Training or conducted
by other components. Among the subjects to be covered in the review
are possible duplication; opportunities for combining similar courses
conducted by different components; and the efficiency of methods used
for determining training requirements.
Action Steps
Estimated-Com
l
ti
-D
p
e
on
ate
a..
Initiate studies
15 November 1976
b.
Complete report
15 February 1977
H.
Survey of Applicant Processing Data Controls (began 2 August 1976
)
A feasibility study is being conducted to determine the efficiency
and effectiveness factors of using the computer to control applicant
tiles, to include recording and summarizing data on numbers of tiles,
movement of tiles, length of time in process, EEC) reports and the
disposition of tiles. The study will include the exploration of high
speed word processing equipment to reduce personnel costs and to improve
service to applicants.
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Action Steps
Estimated Completion Date
AjApro
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b.
If feasible, explore:
(1)
Computer hardware
(2)
Available prepackaged programs
c.
Explore highspeed word
processing equipment
d.
Assuming the study results are
positive, the following mile-
stones will be implemented
e.
Secure and install equipment and
software
f.
Training employees
g.
Implement new system
September 1977
1. Evaluation of-Contractor Translators (an on-going program)
Quality Control Guidelines set standards and procedures for initial
language testing, test grading and periodic performance and skill
evaluation of all contract translators. Every translator is reevaluated
annually, on language skill and volume of work. A substantive officer
from a relevant production office participates in the evaluation.
Ratings are on a scale of 1 (low) to 5 (high). Ratings determine rates
of payment and work flow and also provide a mechanism for weeding out
poor performers. As a result of evaluations during 1976, 15 contracts
were cancelled.
The system assures that only qualified translators are offered
contracts, that they are paid fair rates (based on regular checks with
the translation market), and that performance continues at acceptable
levels of competence. Participation in the evaluation system by
substantive officers assures that the production offices are satisfied
that they are receiving quality products. This is a continuing program
that continues year-round.
J. Efficiency and Productivity of Photo Laboratory (began 1 August 1976)
An outside contractor has begun a study of all aspects of current
operations and will recommend improvements in procedures for processing
photographic materials.
Action Steps
Estimated Completion Date
a. Contractor begin work 1 August 1976
b. Completed report due 30 October 1976
III. Management-Plans
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AGENCY ACTION PIJ\N AND MONTHLY REPORT
TITLE: Reduction in the Burden of Federal Reporting and Regulation
Not applicable to CIA. No further reporting required.
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AGENCY ACTION PLAN AND MONTHLY REPORT
INITIATIVE: 4
TITLE: Contracting Out and Holding Down Overhead Costs
DEPARiMP2.T/AGENCY: Central Intelligence Agency
RESPONSIBLE OFFICIAL: James H. Taylor, Comptroller TELEPHONE:
I. Contracting Out
Security and time constraints severely limit CIA's freedom to contract
with the private sector. Nevertheless, CIA does use the private sector for
many services such as:
--development of computer software and hardware;
--technical support to computer systems;
--computer training;
-testing of out-of-town personnel applicants;
--acquisition and maintenance of communications equipment;
--development and manufacture of intelligence collection equipment;
--comparative analyses of foreign weapons capabilities;
--security testing of communications equipment; and
--production of shielded enclosures.
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As new projects or programs arise, determinations are made whether
contracting can and should be used to achieve efficiency and economy. And
on-going programs are reviewed periodically to determine whether contracting
should be introduced or expanded. For example:
--Several years ago a study was done to see if commercial bus
service would meet CIA's need for transportation within the
Washington area more economically than the Agency's shuttle
bus service. We found that the cost of commercial service
(five buses for a normal workday) was greater than the total
costs associated with the five vehicles in use, the salaries 25X1
of drivers, and the costs of vehicle replacement and maintenance.
--In December 1975, the Office of Security conducted a limited
study concerning the cost factors of commercially contracted
security ingestigations. The Office of Security researched the
cost factors associated with the maintenance of the current
investigative capabilities and those projected under commercially
contracted investigations. In short, this study determined that
the in-house investigations cost appreciably less than would
commercially contracted investigations.
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--The Office of Security also has considered the feasibility
of using a contract guard service. For CIA, however, this
appears impractical. There are legal barriers; contract guards
would lack arrest power and would be prohibited from carrying
firearms in some jurisdictions. And using contract guards would
pose special security hazards; for example, a change of contractors
would force a wholesale turnover of the guard force that would
involve a monumental investigation, clearing and polygraphing task.
II. Overhead Costs
A. Overhead Cost Identification System
Establish systems for routinely determining and analyzing overhead
costs.
Such systems already exist in all CIA activities.
B. Travel
Identify areas for improvements as a result of the review of FY 1976
reports of travel savings and accomplishments; and indicate steps to be
taken for improvement.
The Agency has a Travel Policy Committee which serves as a focal
point within the Agency for making recommendations for changes in Agency
travel policy and for coordination of travel regulations. Among the
stated responsibilities of this Committee is the evaluation of Agency
travel policies to improve efficiency, reduce costs, and facilitate
equity and consistency in the execution of travel policy and regulations.
Additionally, as required by C)MB Bulletin 76-9 the Agency published a
noticel copy attached) to reemphasize the continuing need for
avoiding nonessential travel. CIA travel costs will be reviewed by the
C+MB examiner in the course of the budget review.
C. ADP Practices-
(Agencies with substantial ADP investments). Organize a program to
achieve the six objectives listed in Summary Sheet (Issue 4, Item B.3.a)
and to increase reliance on private sector for ADP services.
Not applicable to CIA. No further reporting required.
Prepare and submit to OMB a plan to accomplish each of the six
objectives--in terms of long and short range steps.
Plan for improving management of ADP resources to be submitted with
11 September report.
D. Cash Management
Not applicable to CIA. No further reporting required.
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ADMINISTRATIVE ?- INTERNAL USE ONLY
This Notice Expires 1 February 1977
TRAVEL
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2 February 1976
CONTROL OF OFFICIAL TRAVEL
1. The Office of Management and Budget (OMB) has issued.
Bulletin 76-9 which provides guidance for execution of U.S.
Government policy to minimize travel and related costs. OMB
directs that the policy be communicated to all travel authorizing
officers with guidelines to effect stringent and austere plans
to eliminate nonessential travel.
'2. Agency travel policy has consistently been that travel
be authorized only as necessary to meet mission requirements
and that necessary travel be performed at minimum cost. 0MB
guidelines reinforcing this Agency policy are as follows:
a. Screen all travel orders to limit trips, numbers
of individuals traveling, points to be visited, itineraries,
and durations to those essential to mission performance.
b. Review all blanket travel authorizations, cancel
those not essential, and issue appropriate guidelines to
limit travel under such authorizations'to the minimum
necessary.
c. Minimize the number of employees who must travel
for a single purpose.
d. Minimize participation by employees in conferences,
meetings, and seminars. that require travel at Agency expense.
e. Review contract provisions and procedures to
ensure that travel costs incurred by contractors that
are directly reflected in prices paid by the Agency are
held to a minimum.
FOR THE DIRECTOR OF CENTRAL INTELLIGENCE:
JOHN F. BLAKE
Deputy Director
for
Administration
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E. Reproduction Equipment
List actions taken or proposed to require more efficient use of
reproduction equipment and maximize centralized field duplication
services.
The Central Intelligence Agency already has a centralized system
of control over reproduction equipment. The Systems Staff of the
Printing and Photography Division within the Administration Directorate
receives and technically reviews all requests for copier equipment,
either rental or purchase. Requests must be approved before the
purchase or rental is made. The Printing and Photography Division also
maintains a master file of information on all copying machines by
type of machine and by user office, and a review is made quarterly to
determine when replacement by a smaller or larger machine is indicated.
Monthly readings of the meters on reproduction machines are monitored
to determine whether a particular machine is being used within its
volume specifications. When a machine is not adequate to its users
needs, recommendations for replacement are made-bearing in mind new
developments in the reproducing machine market, purchase prices or
rental costs, and the capabilities of particular reproducing machines.
F. Audiovisual Activities
(DOJ, DOT, DOD, HEW.) Report to OMB on audiovisual facility
elimination and consolidation plans. (Agency heads review prior to
submission.)
Prepare detailed plan to (1) review existing facilities with the
purpose of eliminating or consolidating when possible; (2) establish
control to prevent the acquisition of unnecessary equipment and supplies;
(3) use existing government-owned films, etc., in lieu of new acquisitions;
and (4) increase reliance on private sector for audiovisual services.
CIA has only minor audiovisual facilities. Activities consist
largely of the preparation of training aids for operators of highly
classified equipment and briefing aids on substantive intelligence matters.
Widespread use is made of films from other government agencies and from
commercial sources. The Agency relies on facilities of the Department
of Defense and NSA for any other extensive audiovisual work. No further
reporting is required.
G. Telephone Equipment and Usage
Review existing equipment and usage and report to OMB on steps taken/
proposed and savings achieved/expected.
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A practice of informing customers of the dollar costs for requested
telephone changes was implemented and this has resulted in customers
selecting less costly methods of meeting their needs for telephone
service changes. In FY 19/6, this resulted in savings of $12,500.
H. Mailing Practices
Issue instructions on the most economical utilization of available
services (based on NABS guidance).
Not applicable to CIA. No further reporting required.
1. Office and-Other-Space
Review present space utilization and submit plans to GSA to assure
per person square footage of space is kept to a minimum.
The Central Intelligence Agency occupies a total of
square feet of space in the Washington metropolitan area. Of this,
is devoted to office space, averaging
feet per person. This compares with the following figures reported by
other Government agencies:
OMB 226 square feet per person
GSA 189 square feet per person
NASA 186 square feet per person
State 181 square feet per person
ERDA 168 square feet per person
DoD 143 square feet per person
GSA standards range from 60 to 300 square feet per person, depending
on grade.
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0. Records Storage
Dispose of or retire records to storage in accordance with records
control schedule.
The Records Disposition Program of the CIA provides for the
systematic removal of inactive records from office space and for the
preservation and/or disposition of records as prescribed by the
Federal statutes and Agency policies.
All records in the offices are identified and evaluated in order
to determine which records need to be preserved, which may eventually
be destroyed, and.the retention periods necessary to meet those needs.
Evaluations of the records are based on future needs; there are tour
basic evaluations: administrative, fiscal, legal, or historical value
to the creating or using office, other Agency offices, the entire
Agency, other Federal agencies, the entire Federal Government, business
or other private organizations, or private individuals.
From this identification and evaluation a Records Control Schedule
is prepared to provide for a systematic and timely disposition of record
and non-record material. It encompasses permanent and temporary
preservation and prescribes destruction within the office area, transfer
to another component, and transfer to the Agency Records Center or the
Agency Archives. These Records Control Schedules are then submitted to
the National Archives and Records Service for appraisal and approval
by the Archivist.
It should be noted that the Agency is currently under a moratorium
until 10 December 19/6 on the destruction of records invoked by Senators
Scott and Mansfield in a letter to Mr. Colby, Director of Central Intelli-
gence Agency, in January 1915. The prescribed destruction action in the
Records Control Schedules will be resumed upon the lifting of the
moratorium. Transfer of records to the Agency Archives or the Agency
-Records Center is being handled routinely during this moratorium
according to the current schedules.
Further information on this subject will be available to the OMB
examiner in the course of the budget review if requested.
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INITIATIVE: 5
TITLE: Personnel Management
DEPAIIMENT/AGENCY: Central Intelligence Agency
RESPONSIBLE OFFICIAL: James H. Taylor, Comptroller TELEPHONE:
I. Executive Selection and Development
Identify and train personnel having executive promise; develop
incumbent executives.
The Central Intelligence Agency already has an Agency-
wide executive selection and development system incorporating
all the features suggested in the OMB memorandum of July 27,
19/6 on Presidential Management Initiatives. This system is
known as the Personnel Development Program (PDP)--the Agency's
formal approach to planning for employee development and the
filling of executive-level vacancies. The five Career Services-
that is the groupings of career personnel trom the DCI Area
and from the four Directorates--prepare PDP's covering their
personnel. There are two Sections to the PDP: Section 1 is
the Executive-Level Development Plan which is prepared for a
three-year period; Section 2 requires the preparation of Develop-
ment Profiles which provide a framework for career planning below
the executive level. Section 1 was first prepared in 1973 and
was derived from the Federal Executive Development. Program.
Section 2 dates from 1975.
The report of each Career Service is reviewed by the
responsible Associate Deputy Director and Deputy Director
and then forwarded to the Director of Personnel. The Office
of Personnel consolidates the PDP's from each Career Service
into an overall Agency PDP which is forwarded to the DDCI
for review. The DDCI then schedules individual meetings
with each of the Deputy Directors to review their Personnel
Development Programs, with particular emphasis on the lists
of candidates for assignment and for development.
PDP-Section 1: Executive-Level-Development-Plan
This includes a listing of all expected vacancies for positions at
the GS-15 through GS-17 levels for the next three fiscal years and of
candidates qualified for assignment to these'vacancies. Two candidates
are normally identified for each vacancy.
It also includes a listing of those officers in grades GS-13 through
GS-15 whose performance has indicated that they have the potential for
successtul assignment to executive-level positions. The roster provides
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for a concise outlining of the assignments, experiences and specific
training which will prepare each of the officers for increased respon-
sibilities; these are developmental plans tailored for specific individuals.
PDP Section 2: Developmental Profiles
This section is concerned with the design of Developmental Profiles
for professional and technical personnel in grades GS-09 and above. Profiles
are designed for designated groups of employees, not for individuals. A
Developmental Profile can be viewed as a flow chart of either short or long-
range plans for, or opportunities available to, a functionally homogeneous
group of officers (e.g., economic analysts) at progressively higher levels of
responsibility. The Profile's purpose is to provide guidelines for decisions
affecting the career development of members of an identified group and to
provide a frame of reference for appraising their readiness for various
stages of development. The Profiles identify training courses and types
of assignments generally pertinent in planning the development of individuals
within the particular functional group or profession. The Profiles also
identify any relationships among various disciplines or career "tracks" so
that the persons concerned will be aware of the patterns of career planning
and available options.
The Profile is a tool to guide career development action, for use in
making decisions regarding choices among training and/or assignment oppor-
tunities, and to provide standards for monitoring and evaluating growth in
various functional areas. The Profile is a positive reminder to both
management and to individual employees of the requirements and opportunities
for development. It is emphasized, however, that Development Profiles are
only idealized models to assist the employee and appropriate career offices
in planning for career development,. Profiles are flexible and responsive
to change. There is no intent that a Profile be applied rigidly to require
all officers in a particular grade and functional group to take identical
courses or to be assigned to exactly the same type of position at the same
time in their career development.
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II. Work Force.Quality
Evaluate employee programs which affect overall work force quality.
As indicated under Initiative 1,, these matters are all
under review by the Executive Advisory Group.
Action Steps
Evaluate quality of programs for
recruitment, performance evaluation,
career advancement, managerial
incentives, and training.
Identity priority steps for improving
overall work force quality through
changes in these programs.
Estimated*Completion-Date
III. Position and Classification Management
Systematically reexamine internal systems, and take appropriate cor-
rective action to restrain grade escalation and to eliminate duplication
of work or underutilization of personnel.
One of the results of the review of the 1978 program in
July 1976 w,:s recognition by the senior management of the
Central Intelligence Agency of the need to have even more
precise knowledge of how our present position allocations relate
to individual substantive assignments. This has called into
question the applicability of the present system of occupational
coding.
Action Step Milestone Estimated Completion Date
Conduct Inventory of Devise questions to be
Personnel answered by inventory. 30 September 1976
Plan implementation of
inventory and make tentative
work assignments
Complete directorate
inventories. 15 November 1976
Compile results. 31 December 1976
Review classification
system in light of
inventory results.
28 February 1977
Adjust classification
system as necessary. 15 April 1977
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 Approved For Release 2002/08/28: CEM M00062A000200040002-6
IV. Productivity Measurement
Improve productivity measurements and extend such measurements to
functions not presently covered.
Numerous productivity measurement systems are in operation
throughout CIA; they are constantly being refined.
In data processing we measure:
-number of batch jobs per day,
--average turnaround time for batch jobs,
--number of records converted to machine language,
--mean time to failure for each computer system,
--mean time to repair for each system,
--number of requests for computer service completed
each month, and
--number of customers (users) being supported con-
currently on the interactive time shared computer
system.
The Office of Communications measures:
--messages handled by the worldwide network (total and
man-year), and
-messages processed at Headquarters (total and per position).
Lpgistics measures:
--number of pieces of mail handled,
--amount of classified trash disposed of,
--number of printing jobs,
--number of printing plates made,
--number of procurement actions processed,
--number of satehouses acquired, terminated, and
maintained, and
-number of line items packed and crated.
S__> i-y maintains productivity data on:
-overseas and domestic security surveys,
--overseas and domestic technical security support,
--technical security equipment instruction,
--field investigative assignments, and
---information release (handling of requests under
the Freedom of Information Act, the Privacy Act
and E.O. 11652).
We currently plan to extend productivity measurement in 1977 to:
--communications equipment repair and return, and
--cryptographic equipment distribution.
Approved For Release 2002/08/28 : CIA`#67900062A000200040002-6
 1" 7 Approved For Release 2002/08/28: C 079MOO062AO00200040002
V. Efiplayment Ceilin s
Take steps to assure adherence to President's employment ceilings.
The system the Central Intelligence Agency uses to
administer personnel ceilings is part of the normal budget
cycle and starts with letters of financial guidance which
the DDCI issues at the start of a fiscal year. Along with
apportioning funds for the fiscal year, the DDCI apportions
the Agency's personnel ceiling to the DCI Area and to the four
directorates that comprise the Agency. During the year, numbers
of personnel on duty are monitored monthly by the Resources
Staff of the Office of the Comptroller. Data for this purpose
are provided by the components through the computerized budget
reporting facilities. In addition, the Ottice.of Personnel
reports on-duty strength as of the last day of the month just
past and projects end of the year positions based on Agency-
wide rates of accession and separation. These data provide
the background for the Comptroller to weigh requests for increased
ceiling as unforeseen requirements for personnel arise. Any
decisions to shift positions within the existing ceiling are
made at monthly Comptroller's meetings, which are attended
by the four deputy directors--each of whom is responsible for
personnel management within his directorate. This system has
been completely successful.
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Approved For Release 2002/08/28 : CIA-RDP79M00062A000200040002-6