SUPPORT BULLETIN FOR INFORMATION OF HEADQUARTERS AND FIELD PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04724A000100050001-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 33
• Document Creation Date: December 12, 2016
• Document Release Date: August 30, 2002
• Sequence Number: 1
• Publication Date: August 1, 1957
• Content Type: BULL

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THIS SHEET MUST REMAIN ON Tsai' OF I'll l ,: i t,1.fER rUT ALL TIMES.
IT KAY BE REMOVED fNNI.Y IN 'i1!! F:t'E:l,"I' il.r r r1l.I. iltlf;{~"I?N7'S IN
THIS FOLDER ARE REVIEWED) H)I? l111CI ?~;;T I CATION AS INlit-
VIDUML ITEMS
The materials In this folder have ri-viewed in accordance with
the declassification review provisions of t'xccutive Order 12065 and other
applicable directives and procedut-cs.
The Individual items in this folder have been treated as component
parts of one, integrated, unified record. S_parate items have not been
reviewed for declassification, but only to determine the appropriate
overall classification of the Integrated fI1t and to obtain a page count.
The contents of this folder have been entered into the DARE system
as a single item under the title:
SuF P6 /z i 13 uLLi-T'/AJ S-
In the event that individual Items are removes} from this folder,
for whatever reason, the current classific:ation :status of that item must
be checked through DARE, using the standard icit,ratifiers for searching thF'
particular item. If a record Is nilt found in i)AVE, appropriate declassi-
fication action must be taken and the item enteicd Into DARE as an indt-
vidual record.
(3 Dec 79)
(CRD/ISS/DIDA)
Dste of i vi.cw
APR
1980
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 -July-August 1957
SUPPORT BULLETIN
7hm doG~sme s~ ~a rn;
t rst 6~ 2 X1
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C ON FI DENTIAL
 The Support Bulletin, to be published periodically, is designed to keep
headquarters and field personnel informed on administrative, personnel,
and support matters. The Support Bulletin is not directive in nature
but rather attempts to present items which, in general, are 61 interest
to all personnel and, in particular, of interest to those employees occupy-
ingrvarious support positions. Suggestions and constructive criticism
frozo both headquarters and field personnel are encouraged.
NOTE: - `l~F4s bulletin is Jor information only. It doe;.; not con-
statute authority for action and is in no way a substitute
for regulatory material.
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HONOR AWARDS
The Organization has five honor awards,
two for valor and three for achievement or
performance. Two National Medals also may
be awarded to persons in the Organization.
All these awards will be on display at an ex-
hibit to be held in headquarters this fall.
Photographs of the Organization's medallions
and the two National Medals are shown in the
attachment to I
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this regulation is now being revised and will
soon be distributed. The Suggestion Awards
Program has been discussed in previous issues
of this Bulletin.
The Distinguished Intelligence Cross and
the Intelligence Star are Organization Awards
which are awarded for valor or heroism in the
face of danger. The Distinguished Intelli-
gence Medal and the Intelligence Medal of
Merit are awarded to employees in the Organi-
zation for meritorious achievement and su-
perior performance. These four awards are
bronze medallions about three inches in diam-
eter and are not designed to be worn on the
person. A plush-lined pigskin case accom-
panies each medallion and the recipient also
receives an engraved certificate signed by the
Director.
The Organization also awards a Certificate
of Merit in recognition of superior perform-
ance or a single significant act of merit. This
award is an engraved certificate signed by the
Director and is accompanied by one hundred
dollars unless the recipient is prohibited by
law from receiving additional compensation.
The National Security Medal, established by
Presidential Executive order, may be awarded
for valor requiring personal courage of a high
degree or to any person who has made an out-
standing contribution to the national intelli-
gence effort. The Medal of Freedom, also
established by Executive order, may be award-
ed for a meritorious act or service to any
person who has aided our country or its allies
in a time of emergency or under other special
circumstances. This medal, however, may not
I
be awarded to a citizen of this country for any
act or service performed in this country nor
to a member of the Armed Forces.
Since the establishment of the Honor
Awards Program in 1952 a total of 62 awards
have been approved for individuals who are or
have been employed or affiliated with the
Organization. Of these awards, 39 have been
presented to the individuals concerned. Some
of the remaining 23 will be presented this fall
during the Organization's Ten-Year Celebra-
tion and the rest will be held for presentation
until the individuals to be honored return to
headquarters. Organization Awards are pre-
sented by the Director or the Deputy Director
at special ceremonies held in the office or con-
ference room of the Director. These presen-
tation ceremonies are usually attended by
members of the immediate family of the re-
cipient and senior officials of the Organiza-
tion. A photograph of the ceremony in which
the recipient of the award participated, auto-
graphed by the Director or the Deputy Direc-
tor, is sent to the recipient of the award for
his retention.
The Honor Awards Program is adminis-
tered by the Honor Awards Board which con-
sists of four voting members including the
Director of Personnel who acts as the perma-
nent Chairman. The Board reviews all rec-
ommendations for awards and makes recom-
mendations to the Director who approves the
granting of each award.
Nominations for honor awards may be made
by any Organization employee through official
channels. The procedures for nominating in-
dividuals for awards and for processing the
recommendations are set forth in
QiGPI,
Many of the recipients of awards
would receive public acclaim for their deeds
had they been employed elsewhere but in our
Organization security must be maintained
long after the event. The granting of these
awards is a means of expressing the gratitude
of the Organization to those persons who have
made significant contributions to the missions
of the Organization.
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PROGRESS IN THE LANGUAGE
DEVELOPMENT PROGRAM
The Language Development Program, first
announced about four months ago, is begin-
ning to show concrete results. Employee in-
terest in the program is keen and the number
of serious language students has increased
steadily each month in spite of hot weather
and the popular preference for summer vaca-
tions.
Of particular interest is the rapid progress
in compiling a reliable inventory of the exist-
ing language skills of employees. The inven-
tory is a key feature of the Language Develop-
ment Program and is being compiled from the
Language Data Record (Form No. 444c) used.
by individuals to report their current foreign
language capabilities.
Thus far, about 40 percent of the Organiza-
tion's employees have completed the Lan-
guage Data Record. Of these, 21 percent re-
ported no capability while the remaining 79
percent reported at least some foreign lan-
guage competence. Since many individuals
are competent in more than one foreign
language, the number of "man-languages" ex-
ceeds the number of individuals by 25 percent.
Not all the competence reported, however,
is of a skill-level sufficient to be useful, and
after elimination of this category from the
total it was found that slightly more than 72
percent of the man-languages were reported
to be at a level of competence of practical
value to the Organization. (The minimum
level of competence of practical value is the
elementary level and is generally as described
by the statements numbered "4" throughout
competence at less than useful levels, the
total man-languages is distributed among the
Language Groups as follows:
The remaining man-languages are scattered
among 56 other languages and currently are
not designated for pay-
ment of awards.
Group I
Group II
Group III
76 percent
17 percent
3 percent
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All the data reflected here was reported and
compiled within the first eight weeks after an-
nouncement of the program. It is estimated
that the entire inventory may be completed
by 1 November if individuals continue their
splendid cooperation in completing the Lan-
guage Data Record. Physically, the inven-
tory will be maintained on punched cards and
these can be used to produce rosters of per-
sonnel by foreign language competence as well
as to permit various studies and analyses use-
ful to management. The reliability of the in-
ventory will be kept at a high level as a result
of language proficiency tests which usually
will be undertaken annually by all those
active in the program.
LANGUAGE TRAINING IN THE FIELD
The Office of Training has recently com-
pleted a survey of the general problem of
language training for field employees in I
At the request of the division con-
cerned, OTR sent to 0 one of its scien-
It is of interest also that members of the tific :linguists from the staff of the Language
Organization have reported at least some com- and Area School for a first-hand appraisal of
petence in a total of 91 different languages. the efficacy of the present (language
However, only 35 of the 39 languages desig- training activities both at headquarters and
nated for payment of awards in the field. This survey, which lasted four
were included. Missing, all from weeks, had as its main objectives:
Group II, are Amharic, Cambodian, Nepali 1. To assess the language requirements for
and Tibetan. Again eliminating reports of various field positions;
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2. To determine the adequacy of present
headquarters language training in fitting em-
ployees for these positions;
3. To ascertain the nature, extent, and ade-
quacy of field language training activities;
and
4. To make recommendations for the
future.
The report prepared at the conclusion of the
survey is summarized here for the informa-
tion of all field stations for, although this
report deals with I Ionly, the problem
itself is of very general interest.
1. Intermediate competence (Level 3 of the
Organization's standard language proficiency
rating scale) in 0 is essential not only
for a great many operational positions but
also for many administrative, support, and
other employees.
2. Advanced nonnative competence (Level
4) is essential for most operational officers.
It is possible for such an officer to function
fairly satisfactorily in some cases at a lower
level of competence, but other cases demand
a higher language competence, which means
that an otherwise capable officer might be
restricted to cases somewhat beneath his pro-
fessional abilities.
3. Present courses of training at headquar-
ters can produce competences of Levels 2 and
3 in speaking and reading, starting from the
beginning, but are not long enough to pro-
duce Level 4.
4. Types of language training activities in
the field include courses for foreigners at local
universities, courses at extension universities,
courses at commercial institutions, and
lessons with private tutors. Volunteer
language students are reimbursed by the
Organization to a maximum of two hun-
dred and fifty dollars a year. The statis-
tics show, however, that volunteer pro-
grams are very seldom continued long
enough or intensively enough to produce more
than a Level 2 or maintain more than a Level
3. Those who start such programs at Level 3
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only very rarely rise to Level 4, even when in
addition they are engaged in daily work re-
quiring use of the language. There is a
rather widespread notion that a man who
knows some --or whatever the lan-
guage is - has only to go to the country, work
with natives for a while, perhaps do a little
study, and his language competence will auto-
matically rise rapidly to the highest levels.
Except in a very few rare cases, however, this
is a misconception. Unless the man in ques-
tion is extraordinarily gifted, and unless he
has had sound preliminary training, he will
under such circumstances increase his vocab-
ulary to some extent and learn to understand
the language better, but the chances of rais-
ing his overall competence from Level 3 to
Level 4 are very slim.
5. For the future, two main recommenda-
tions are made :
a. At head uarters the present 20-week
full-time basic course should be im-
mediately followed by a 10-week full-time in-
termediate course designed to improve lan-
guage skill and using for this purpose mate-
rial on I containing important
knowledge for the prospective field officer.
This recommendation has now been put into
effect, and the first such course is scheduled to
begin 14 October 1957.
b. In the field there should be established a
Language Training Center for the primary
purpose of presenting advanced language
training in the form of intensive and rigor-
ously supervised practical use in the native
environment. This center would have as its
primary aim the production of Level 4 speak-
ers of 0 as it is the present paucity of
Level 4 speakers which is the Organization's
most pressing language problem. This rec-
ommendation is under consideration and is
being discussed with the field.
Since the publication of the report sum-
marized above, there have been indications of
interest from other divisions as well, and a
similar survey of language training problems
is now being planned for
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NEW BUILDING
Plans for the new building are moving along
quite satisfactorily. The architects submit-
ted the first phase of the plans in March,
and these were approved and returned with
instructions to proceed with the second phase,
known in construction jargon as the "tenta-
tive drawings." Completed tentatives are
scheduled for submission by 5 August 1957,
showing proposed room layouts and other
technical detail sufficient to permit "quanti-
ty take-offs" for detailed cost estimates based
upon estimates of actual quantities of mate-
rials. We will have to review and approve
these drawings and return any changes to the
architects within six weeks in order that he
can proceed, on schedule, with the final work-
ing drawings which we expect to receive by 1
April 1958. Allowing about sixty days for
final review and approval, and about ninety
days for advertising and receiving bids, we are
hopeful that construction will begin during
June or July next year, and that the building
will be ready for occupancy about two or two
and one half years later.
In an effort to expedite the overall program
as much as possible, we are planning to exe-
cute a contract early in September 1957, for
preliminary grubbing and site clearance.
While this work is in progress, the site plan-
ners will develop plans for grading roads,
parking areas, and the area for the building
itself. We expect to use these plans for a
second contract to accomplish the rough
grading, which we hope will begin during
December 1957. By completing this prelim-
inary work ahead of the submission of the
building plans, we hope to move the comple-
tion of the building several months closer.
During the months since the Support Bul-
letin last carried a report on the building
progress it has been necessary to tighten our
belts considerably. Building costs have con-
tinued to rise steadily, and, with more ac-
curate knowledge of our special requirements
and what they will cost, we find that the funds
appropriated will not be sufficient to build as
much space as we had originally planned.
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Some support elements, operational and ad-
ministrative, will have to be housed some-
where in town for an indefinite time after the
main headquarters is completed and occupied.
Under these circumstances we have been
forced to abandon the hope that some space
might be available for commercial conces-
sions, and have concentrated on providing
space for as many functional elements as can
be reasonably housed within the funds availa-
ble. We have not entirely abandoned the hope
that some arrangements may be made some
time in the future to make some commercial
facilities available on the property or adjacent
to it. There are many problems involved,
however, and the prospects are not too en-
couraging.
SUPREME. COURT DECISIONS
Several recent decisions of the Supreme
Court have caused a great deal of interest
generally and within the Organization. While
these decisions can be a cause for some con-
cern to this and other organizations, their
effect is not nearly as far-reaching as some
newspaper stories would have us believe.
In one case the Supreme Court held that in
a criminal action when the Government, on
the ground of privilege, elects not to comply
with an order to produce, for the accused's
inspection and for admission in evidence, rel-
evant statements or reports in its possession,
of Government witnesses, touching the sub-
ject matter of their testimony at the trial,
the action must be dismissed.
Previously, the accepted practice had been
for the Government to produce such docu-
ments to the trial judge for his determination
of relevancy and materiality. The judge then
decided whether or not such documents had
to be submitted as evidence. The decision,
therefore, creates a precedent only insofar
as it requires the Government to permit in-
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spection of such documents by the accused be-
fore determination of admissibility by the
judge.
The decision goes only to the production for
inspection by the accused of reports by the
witness to a Government agency which are on
the same subject matter as his testimony.
The decision does not authorize a "fishing ex-
pedition" by the accused in the files of the
Government agency concerned or of any other
agency of the Government. Neither does it
require production by a Government agency
of reports in its files received from other Gov-
ernment agencies. All that is required is pro-
duction of reports by the witness on the same
facts to which he is testifying in court.
The press has given this decision a great
deal of publicity both pro and con. Alarmist
headlines have indicated that Government in-
vestigative and intelligence agencies have been
flung into chaos. Such agencies and the Con-
gress in particular are, of course, somewhat
concerned but more over possible future in-
terpretations broadening the effect of this
decision. There is also the question of the
effect of the possible application of this deci-
sion in civil actions.
This decision should have no effect on the
files of this Organization or on the information
furnished us by cooperating services abroad.
Witnesses are rarely made available by this
Organization and then only after very careful
consideration of the testimony they may be
required to give. Our information cannot be
used as evidence unless we feel that it can be
declassified, and the Head of the Organization
is charged by law with the protection of his
sources from unauthorized disclosure. The
Department of Justice has accepted that the
Director's decision in that regard is final even
if it means inability to prosecute.
In another case, a department head was
ordered to reinstate an employee who had been
discharged under a special statutory authority
to terminate any employee whenever the de-
partment head deems such termination neces-
sary or advisable in the interests of the Gov-
ernment. The case is of interest to this Or-
ganization because the statutory authority re-
lied upon was virtually identical with that
given by law to the Head of this Organization.
A review of the decision indicates that it
should have no effect upon our authority.
The reason is that the department head had
issued regulations governing the termination
of employees under his special authority which
required certain procedures to be followed and
had then failed to follow the procedures. The
Court held that regulations validly prescribed
by a Government administrator are binding
upon him even when the administrative ac-
tion under review is discretionary in nature.
The Head of this Organization has not re-
stricted by administrative regulation his un-
usual authority to terminate employees.
Other recent decisions concern the jurisdic-
tion of military courts over civilian dependents
and the validity of agreements between our
country and other governments concerning
the trial of our military personnel by the
courts of foreign countries. Trial of civilian
dependents by military courts has been held
unconstitutional and the jurisdiction of mili-
tary courts over civilian employees has been
left in doubt. The result is that such person-
nel theoretically may not be subject to the
jurisdiction of any court in cases of crimes
committed abroad. However, the practical ef-
fect probably will be insistence by the foreign
governments in each case on the right to exer-
cise their territorial jurisdiction and to try
such offenders in their own courts. As a mat-
ter of law there is no question of their right
to do so.
The most recent case of great public in-
terest concerned a dispute over whether our
military courts or the courts of the foreign
country involved have jurisdiction to try a
member of the military service for a crime
committed in that country. The defendant
disputed the right of the military to waive
court martial jurisdiction and turn him over
to the foreign government for trial. The
Supreme Court has held that the provision of
the Status of Force Agreement permitting a
soldier to be turned over to a foreign power
for trial in local courts is valid.
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SELECTIVE SERVICE INFORMATION
Many questions are asked regarding the
recruitment and utilization of draft-eligible
individuals. There is, for example, the mis-
conception that employment in the Organiza-
tion confers a sort of immunity to the opera-
tions of the Selective Service System. At the
other extreme is the idea that draft eligibil-
ity so impairs the usefulness of the individual
as to remove him from consideration for em-
ployment or, if employed, from maximum
training and development opportunities.
Neither of these sentiments reflect the Or-
ganization position. Draft eligibility is not
a deterrent to employment. Employment
with us does not remove the responsibility of
the young man with regard to military service.
Employees are expected to fulfill their military
obligation with their contemporaries if called
upon to do so. Furthermore, basic military
training is considered an asset to anyone plan-
ning a career in Intelligence. However, when
overseas assignment requires that a request
for reclassification be made to the Selective
Service System, such request is presented by
the Director of Personnel directly to Selective
Service Headquarters and is based on informa-
tion furnished by the Office of Personnel.
The following cases illustrate the solutions
Available on Selective Service matters when it
becomes necessary to transfer the draft-eli-
gible or registered employee overseas:
Case A.
Registrant 26 years of age or younger who
has no active duty military service and no
reserve status. In order to transfer such an
individual overseas and to permit him to leave
the country with his personal affairs in good
order as far as Selective Service is concerned,
it is necessary that his case be referred to the
Director of Personnel to obtain a ruling from
Selective Service Headquarters as to draft sta-
tus. Supervisors in the Organization should
bring these cases through normal personnel
channels to the attention of the Director of
Personnel in ample time to obtain a ruling
from the Selective Service System prior to de-
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parture overseas. Contacts with the Selective
Service System will be made only by the Di-
rector of Personnel and local boards are not
to be approached by the registrant.
Case B.
Registrant with no active military duty
service but attached in a drill pay status to a
reserve component of the Armed Forces. In
these cases there are two authorities involved
since the Selective Service System retains con-
trol of the individual and places him in a de-
ferred classification only so long as he con-
tinues to drill with the reserve component.
Transfer overseas is bound to interrupt this
arrangement and unless the books are kept
straight, notification from the reserve com-
mand to the local draft board for failure to
drill could have unfortunate consequences for
the individual. Therefore, these cases should
be carefully handled through Organization
channels. The Selective Service portion of
the problem is handled exactly as in Case A.
The Office of Personnel will also insure that
the Reserve command is informed by the in-
dividual of the change of his address and his
inability to appear for drills. Again, it is the
responsibility of the line supervisor to see that
these cases are brought up early enough to
permit departure overseas with Selective Serv-
ice and Reserve affairs in good order. With
the expansion of Reserve programs and the
tendency for the registrants to select one of
the wide variety of programs offered by the
services without waiting for induction, this
type of case is likely to show an increase for
the next few years.
Case C.
Registrant who has fulfilled six months' ac-
tive duty and who has a reserve obligation re-
maining. From a procedural standpoint
there is absolutely no difference in this type
of case and Case B, since the six months'
active duty is considered as training duty only
and does not necessarily remove the two-year
active-duty obligation. Therefore, there are
two authorities involved and the steps to be
taken are identical to those specified for Case
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Case D.
Registrant who has fulfilled 24 months' ac-
tive duty obligation but who has a reserve
obligation remaining. Here the burdens shift
from the Organization to the individual and
the relationships are directly with his reserve
command, as far as notification of overseas
transfer is concerned. It is up to the indi-
vidual to notify his reserve command with the
request that he be placed in the standby re-
serve for the period of overseas duty. The
Office of Personnel will assist by furnishing
advice on security limitations as to nature of
assignment and amount of information that
can be given. Although Selective Service no
longer has manpower control over these indi-
viduals, the local board is notified by the re-
serve command of the transfer to the standby
reserve, since the Selective Service System de-
termines the availability for mobilization re-
call of standby reservists. As a result, the
individual may expect an availability ques-
tionnaire from the local board shortly after
they receive his name from the service. Ad-
vice on answering this questionnaire must be
obtained from the Office of Personnel since
detailed questions are asked concerning occu-
pation.
Case E.
Standby reservist who has fulfilled both ac-
tive duty and military and reserve obligation.
Such individuals remain registered with their
local board for emergency call-up purposes as
provided in the Reserve Forces Act of 1955.
The military service and the local board are
to be notified of change of address by the
individual within security limitations estab-
lished by the Office of Personnel. If not al-
ready executed, an availability questionnaire
can be expected from the local board during
the period of overseas duty.
Experience shows that the individual will
never be in a better position to face up to his
military obligations than early in his career
before he has increased duties and responsi-
bilities. Articles in subsequent issues of this
Bulletin will describe the choice of enlistments
to satisfy the military obligation. This in-
formation will be based on current policies of
the armed services, supplemented in some in-
stances by special administrative arrange-
ments possible between the Organization and
the military services.
EMERGENCY RELOCATION PLANNING
During the past three years the President
has been emphasizing the importance of emer-
gency relocation planning for Government
headquarters activities in the Nation's capital.
Planning and preparedness for operating the
executive branch of the Government at relo-
cation sites outside the seat of Government, in
event of emergency, have been moving for-
ward rapidly and effectively. The vital neces-
sity for continuity of Government under the
most extreme circumstances of emergency, in-
cluding enemy attack, is now understood
throughout the Government.
All departments and agencies have selected
and equipped their emergency relocation sites
to carry on their respective missions and func-
tions in time of emergency. The plans and
the sites have been given tests from time to
time to insure that they are adequate and
operable. Since 1954 the entire Government
has engaged each year in one large simul-
taneous exercise which tested all of the emer-
gency plans and facilities, and which was
timed to coincide with public tests of civil-
defense organizations. These tests have
shown steady improvement on the part of the
executive branch as a whole.
The indoctrination of personnel and the
practice involved in the annual exercises have
made the participants and the public at large
relocation conscious and have conditioned
them to the fact that they are capable of
carrying out plans which we hope circum-
stances will never force us to invoke. Plan-
ning and training continue, however, in order
to insure that Government headquarters is al-
ways abreast of the times and of any develop-
ment that might occur.
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 FORMS MANAGEMENT
Any piece of paper having spaces to fill in
is a form. Forms are designed to eliminate
repeated unproductive writing by preprinting
constant data and providing properly placed
and proportioned lines and spaces for filling
in variable information. They provide the
details needed to measure and control organ-
ized work and are, therefore, essential to good
administration.
Forms make up three-fourths or about 18
billion of the estimated 25 billion pieces of
paper created and handled by our Government
each year at a cost of four billion dollars.
However, paper and printing costs are a com-
paratively small element of the total expense
of forms usage. The bulk of these costs are
submerged, like the bulk of an iceberg. For
every dollar spent to create the Organization's
share of these billions of forms, at least twenty
dollars more is spent to process and file them.
If a form is really necessary and is properly
used, filed, and disposed of when it has out-
lived its active usefulness, then this cost is
justifiable.
Forms serve a great variety of useful pur-
poses in our day-to-day work. Properly de-
vised and used, they permit procedures to be
simplified, reporting requirements to be stand-
ardized, consistent information to flow with
regularity between different organizational
levels in and between headquarters and the
field, and provide a consistent basis for policy
formulation and action decisions. These ben-
efits, however, accrue only as long as and only
to the extent that forms are the servants not
the masters in any given situation. The tend-
ency to revise standardized Organization
forms on an ad hoc basis for internal use of
one small segment of the Organization, or to
create new "informal forms" is not only costly
in terms of money but increases the danger
that this type of paperwork may grow to ex-
ceed its real value. Good forms management
assures that costs of forms are consistent with
their demonstrated need.
Forms management is an integral part of
the Organization's operations. As such, it is
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a continuous, management-improvement, and
cost-reduction program which insures that
appropriately developed forms are available
when needed, and that unnecessary forms are
avoided or eliminated. By applying "life
cycle" controls to the Organization's forms,
more manpower, money, and materiel can be
conserved and the program's objective "MORE
EFFICIENT OPERATIONS AT LOWER COST"
can be more fully realized. However, maxi-
mum program payoff is possible only if ALL
forms are managed through their FULL life
cycle, from creation through disposition. This
entails :
1. Elimination of nonessential forms.
2. Consolidation of forms which perform
similar functions.
3. Use of standardized Organization forms
in lieu of locally devised forms.
4. Users being informed of available forms.
5. Integration of forms, procedures, and
issuances.
6. Simplification and standardization of
form sizes and designs.
7. Elimination and prevention of wasteful
printing and duplicating methods.
8. Procurement, storage, and distribution
of supplies in the most effective and econom-
ical manner possible.
9. Vigilance in periodic review of all forms
used, to assist in identification and solution
of functional and organizational problems.
10. Prompt reporting of unsatisfactory con-
ditions to top management; suggestions for
improvements and recommendations for wider
application of existing forms.
The Organization's Forms Management Pro-
gram is an integral part of its Records Man-
agement Program. In recent years, much
progress has been made in the field of forms
management. During the last fiscal year 294
forms were eliminated, leaving 1923 forms un-
der the Organization's control system. These
include the 322 new and 312 revised forms
which were approved during the same period.
More than 22 million pieces of paper were
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printed as forms for Organization use through
the Forms Management Program. These
were controlled forms and therefore subject to
standardization in their development, use, and
disposition. Unfortunately, there is no way
of estimating how many additional pieces of
paper were and are being created by forms
"bootleggers." A forms "bootlegger" is a do-
it-yourself enthusiast who insists on revising
an existing form or who develops a new form
to meet his own needs; but, without the bene-
fit of technical advice, does the whole job him-
self. Perhaps deliberately, sometimes without
realizing it, he has created another unstand-
ardized, uneconomical, illegal form. While
it may very well be a needed form, there may
be, on the other hand, a standardized form al-
ready in use somewhere else which would do
the job as well or better. The point is, profes-
sional assistance during the developmental
stages will prevent wasteful duplication of
forms, use of forms which frustrate typists be-
cause they're poorly designed, and production
of unneeded forms.
Proper management and control of forms
presents an administrative challenge which
can be met only if each of us practices forms
management. Failure to do so can only result
in our burial under an avalanche of paper-
work.
CAREER STAFF
The question is frequently asked, why the
Organization does not have a commissioned
service. This question was thoroughly ex-
plored in 1951 and 1952 by the Career Service
Committee. It was decided at that time that
the Organization could not afford to draw a
line between commissioned personnel and all
others. The responsibility for protecting the
security of the Organization's operations and
information is shared by all and therefore all
personnel should enjoy the same status. A
person thus becomes a member of the Organi-
zation staff by appointment action upon en-
trance on duty. At the same time that this
T, 25X1
decision was made it was recognized that a
great many employees felt that there should
be a more vital bond or understanding be-
tween them and the Organization than the
appointment action. The need was met 3
August 1954 when the Career Staff was
formally launched at the Career Conference,
which was attended by the Director, Deputy
Director, the Career Council and overC
supervisors of the Organization. The crea-
tion of the Career Staff introduced a new con-
cept in the personnel administration of our
Organization. There had never before been a
Service in the Organization to which an indi-
vidual could belong.
The establishment of the Career Staff pro-
vides a unified service which includes all indi-
viduals who have been with the Organization
for three years or more and who meet the
selection criteria of job performance, personal
conduct, and evidence of intent to make a
career with the Organization. The Selection
Board made up of senior members of the
Organization screens all applications after
they have been acted upon by the Career
Service concerned and reviewed by an experi-
enced panel. There is no "blanketing in."
By December 1954 a great many of the ap-
plications, that were sent out in August and
September to individuals who were eligible,
had been returned through the various Career
Services and the actual processing of applica-
tions began. The first notification of mem-
bership in the Career Staff was presented to
the Director at a ceremony held in his office
on 27 April 1955. The Director then pre-
sented notifications of membership to 15 per-
sons representing the 1,300 whose applica-
tions had by that time been accepted. The
applications of the many persons who simul-
taneously became eligible on 1 July 1954 were
acted upon during 1954, 1955, and 1956. The
processing of applications is now on a current
basis.
As we celebrate the third anniversary of the
establishment of the Career Staff, it is sig-
nificant to announce that more than 99 per-
cent of those individuals who are eligible, hav-
ing been with us for three years, have made
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application for membership. It is a credit to
our initial recruiting effort that only a very
small number of our force did not meet the
selection criteria for membership in the
Career Staff. Substandard performance ac-
counts for most of the rejections and assign-
ments to deferred status. A considerable
percentage of those rejected have resigned
from the Organization. On the other hand,
the Selection Board has been most gratified
to note that a majority of individuals placed
in a deferred status have made substantial
improvement in their work and have been
recommended for acceptance in the Career
Staff.
Senior officials are impressed by the extent
to which Organization personnel have offi-
cially dedicated themselves to a pursuit of an
intelligence career and have expressed their
belief that such dedication is the most signifi-
cant factor in accomplishing our Organiza-
tion's mission.
ADMINISTRATIVE WORKLOAD
In the May-June issue of the Support Bul-
letin we included a run-down of the broad,
general categories of suggestions received in
replies to Book Dispatch 202. We are actively
working on these suggestions and feel con-
fident that several improvements can be made.
Following is a brief progress report on action
taken on these suggestions :
1. SUGGESTION: The financial account-
ing and reporting requirements placed on
small stations constitute a hardship when
there are no financial specialists attached to
the small station.
ACTION: This has long been a subject of
concern to headquarters. We have been work-
ing to make this task as simple as practicable
in recognition of the other numerous time-
.consuming tasks in the smaller stations, yet
not sacrifice the essential elements of funds
control. We cannot prescribe systems which
would deny the station control of its funds,
nor deny headquarters the assurance that this
control is exercised. A simplified Class B
Accounting and Reporting Procedures system
has been developed and re-
cently published. The procedure prescribed
therein is little more difficult or time-consum-
ing than maintaining a personal checkbook
or household account. It provides for a run-
ning cash receipts and disbursements journal
posted during the month as transactions oc-
cur. At the end of the month, that journal is
pouched to headquarters with the receipts in
support of transactions entered. No separate
report is required, nor are transactions ana-
lyzed. or summarized by allotment, fiscal year,
object class, etc., except as relates to advances
made and outstanding. It is felt that such
a journal would be kept in the field even if no
procedure were prescribed, since all custodians
would want some record of their payments
made and a means to control and balance
their cash and advances made. Many field
returnees have reviewed this handbook and,
after its implementation, it should afford the
smaller stations the relief they expect and
deserve.
2. SUGGESTION: The Monthly Cable of
Cash on Hand appears to be a burden at some
locations.
ACTION: Several alternatives have been con-
sidered to replace the Monthly Cable of Cash
on Hand, but because of the numerous types
of currency, currency procurement problems,
size of inventory, centralized funding control,
and other related circumstances, we have not
found it practical to eliminate this report for
all field installations. However, to alleviate
the burden on the field to the extent feasible
and in recognition of the limited staffing
and small financial activity at some stations,
the new Class B Accounting handbook waives
the requirement for month-end cables of cash
balances where the inventory does not exceed
the equivalent of twenty-five thousand dollars.
3. SUGGESTION: The transmittal dis-
patches for self-explanatory forms, reports,
etc., should be eliminated.
ACTION: This suggestion coincided with an
employee suggestion proposing a system for
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transmitting such material under a separate
manifest called the "Non-Accountable Mate-
rial Manifests" form.
A test supply of these manifest forms has
been ordered and as soon as they are received,
they will be tried out in one area. After a
short trial period during which it is hoped
any shortcomings will be surfaced, it is
planned to install this new sample procedure
on a worldwide basis.
QUALIFICATIONS OF AN EXECUTIVE
A well-known and successful administrator,
in addressing a group of promising young
executive trainees, stated there are a few com-
mon qualifications that can be defined and
which the executive of today, and particularly
the executive of tomorrow, must have for suc-
cess. He described these qualifications as fol-
lows :
First, Responsibility
An executive must be willing and able to
accept responsibility, and to keep a cool head
in the face of emergency or trial.
Second, Decision
An executive must have the courage to
make decisions and the capacity to make con-
siderably more right ones than wrong ones.
Third, Leadership
An executive must possess the quality of
leadership. The day of the so-called hard-
boiled boss who drives his men has long since
passed. The executive of today is absolutely
dependent upon the cooperation and the loy-
alty of the associates and junior executives
who report things to him. He must have a
broad capacity for human understanding, and
a large supply of sympathy and tolerance.
Fourth, Fairness and Sincerity
An executive must be able to deal with men
fairly, directly, and frankly. He must deal
straight from the shoulder with his associates
in a way that will always let them know where
he stands.
0
Fifth, Broad View
An executive must possess the capacity to
visualize the problems of his organization as
a whole, and to coordinate its various activ-
ities toward a common objective. The exec-
utive who does not have this faculty soon finds
himself so lost in the maze of departmental
problems that the major destinies and pur-
poses of his company are well-nigh forgotten.
Sixth, Sense of Realities
An executive must take nothing for granted.
He must have a passion for getting all the
facts and all sides of a matter before coming
to a conclusion-to see the problem before
he gives the answer. He must learn to have
a higher respect for mathematics than he has
for emotional appeals.
Seventh, Energy and Stamina
An executive must have a peculiar type of
physical and mental energy and stamina. He
measures his work not in terms of time, but
in terms of accomplishment. But he must
know how to conserve his energy - to relax.
Above all, he must learn that no problem was
ever solved by worry.
Eighth, Vision and Imagination
An executive must be able to look forward.
He must be able to gauge the reactions of
other people, with respect to events and devel-
opments. Every fact and every circumstance
of today must be weighed not only in the ex-
perience of the past but also in the light of
tomorrow.
Ninth, Character and Tenacity
An executive must have character to com-
mand respect and tenacity to carry things
through. He must have "staying power."
Perhaps it might be defined as the refusal to
be defeated. This does not mean blind stub-
bornness, or ignorant prejudice which hangs
on in the face of impossible odds or inaccessi-
ble facts.
Tenth, Social Outlook
The executive, if he is to be successful to-
day and in the years ahead, must have a grasp
of the social, political, and public relations
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aspects - subjects which in bygone days were
considered outside of the field of the so-called
practical executive. He must understand
these aspects because they have become as
important in management today as the eco-
nomic aspect.
SUPPLEMENT TO SUPPORT BULLETIN
#4 MAY-JUNE 1957
Attention is called to the article in SB-4 on
page 7 entitled "Payment of GEHA Premi-
ums." The payee instructions in the first par-
agraph of that article are applicable to mem-
bers in headquarters and the II field.
After the third sentence in the first paragraph,
the following information, as contained in
Book Dispatch No. 277 of 13 May 1957, should
CIVIL SERVICE RETIREMENT
(This is the fifth of a series of articles on the liberalized
Civil Service Retirement (CSR) Act.)
NEW CREDITING SYSTEM FOR
MILITARY SERVICE
More than a million Federal employees
have had military service, and the number is
growing daily as more veterans are employed
and the younger employees are called up for
service.
A number of changes will be made in credit-
ing the military service of Federal employees.
The provisions are parts of the new CSR law
and the Servicemen's and Veterans' Survivor
Benefits Act.
As of January 1, all military personnel on
active duty or in the active full-time reserves
will be covered by Social Security's Old-Age
and Survivors Insurance (OASI) and will
have regular taxes taken from their pay for it.
Also, military service after that date can't
be credited toward CSR if the Federal em-
ployee is eligible for OASI benefits.
The one exception to that general rule is
the 14 days of military-leave-with-pay which
can be given annually to Federal employees
to attend military reserve training camps.
This form of military service will continue to
be credited toward CSR.
The following is an explanation of the
effect of the new laws:
PRIOR SERVICE : Service personnel were
given free OASI credits during World War II
and the Korean War. The law generally pro-
hibited dual benefits for the same service; if
it was counted toward CSR, it couldn't also be
counted toward OASI.
In some cases of widows of Federal em-
ployees killed in the service, the OASI benefits
were larger but the widows, by law, had to
take the CSR payments. After January 1,
these widows and others in the same situation
will have the option of either CSR or OASI
payments.
The retiring employee who had all of his
military service prior to January 1, 1957, can
have all of the service credited toward CSR,
provided he's not getting a military retire-
ment benefit on the same service.
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 FUTURE SERVICE : The employee who
serves in the military after next January 1
will earn OASI credits. If he or his widow
or child become eligible for OASI benefits on
his wage record, his military service won't
count toward CSR.
He could also become eligible for CSR bene-
fits after five years of civilian service. When
he meets the requirements of both systems,
he or his survivors will be paid benefits from
both CSR and OASI.
However, if this same employee never qual-
ifies for OASI benefits for himself or his
widow or child, then the military service can
be counted toward CSR.
PRIOR AND FUTURE SERVICE: This is
military service both before and after Janu-
ary 1, 1957.
In event of his death, his survivor could get
OASI benefits based on military service after
that date, plus CSR benefits based on both
military and civilian service prior to the same
date. An alternative plan would give the
survivor OASI benefits based on the total mili-
tary service, both before and after that date,
but no CSR benefits could then be paid.
MILITARY FURLOUGH : After January 1,
for CSR purposes only, you can be away from
your civilian job on military furlough for only
five years; after that you are considered sep-
arated from the civilian service. This does
not affect any reemployment rights you may
have.
Military furloughs ended December 31,
1956 for a large number of Federal employees
who had been in the military more than five
years on that date. Military service beyond
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that date won't be counted for CSR purposes
unless the employee later returns to a civil-
ian position.
Before the new law, there was no limit on
military service for which a former civilian
could get CSR credit as long as he was listed
as a civilian employee on a military furlough.
As a result, under certain conditions, the em-
ployee was given both military and CSR cred-
its for the same service, and he could draw
CSR benefits on the basis of his military pay.
The employee who returns to his civilian
job and retires under CSR will be eligible for
CSR credit for his military service according
to the new law as explained above.
MILITARY PAY : Another section in the
new CSR law, and this was effective October 1,
1956, provides that for employees separated
thereafter, no military pay can be used to de-
termine an employee's average salary in com-
puting CSR benefits.
RETIRED MILITARY: In the Govern-
ment's civilian service are many retired mili-
tary people. When they retire under CSR,
they may have their military retirement pay
stopped, credit their entire military service
toward CSR, and receive a somewhat larger
CSR annuity. This is an advantage, of course,
only in the exceptional case where the CSR
annuity is increased by an amount which ex-
ceeds the retired military pay.
The military retirees can continue this
practice under the new law. However, mili-
tary service after January 1 will be covered
by OASI, but it, too, will be credited toward
CSR unless these persons' wage credits estab-
lish eligibility for OASI benefits.
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July-August 1957
SUPPORT BULLETIN
FOR INFORMATION OF HEADQUARTERS
AND FIELD PERSONNEL
This document is part nt an integrated SECRET
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PURPOSE
The Support Bulletin, to be published periodically, is designed to keep
headquarters and field personnel informed on administrative, personnel,
and support matters. The Support Bulletin is not directive in nature
but rather attempts to present items which, in general, are of :interest
to all personnel and, in particular, of interest to those employees occupy-
ing various support positions. Suggestions and constructive criticism
from both headquarters and field personnel are encouraged.
NOTE : - This bulletin is for :information only. It does not con-
stitute authority for action and. is in no way a substitute
for regulatory material.
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HONOR AWARDS
The Organization has five honor awards,
two for valor and three for achievement or
performance. Two National Medals also may
be awarded to persons in the Organization.
All these awards will be on display at an ex-
hibit to be held in headquarters this fall.
Photographs of the Organization's medallions
and the two National Medals are shown in the
attachment to
this regulation is now being revised and will
soon be distributed. The Suggestion Awards
Program has been discussed in previous issues
of this Bulletin.
The Distinguished Intelligence Cross and
the Intelligence Star are Organization Awards
which are awarded for valor or heroism in the
face of danger. The Distinguished Intelli-
gence Medal and the Intelligence Medal of
Merit are awarded to employees in the Organi-
zation for meritorious achievement and su-
perior performance. These four awards are
bronze medallions about three inches in diam-
eter and are not designed to be worn on the
person. A plush-lined pigskin case accom-
panies each medallion and the recipient also
receives an engraved certificate signed by the
Director.
The Organization also awards a Certificate
of Merit in recognition of superior perform-
ance or a single significant act of merit. This
award is an engraved certificate signed by the
Director and is accompanied by one hundred
dollars unless the recipient is prohibited by
law from receiving additional compensation.
The National Security Medal, established by
Presidential Executive order, may be awarded
for valor requiring personal courage of a high
degree or to any person who has made an out-
standing contribution to the national intelli-
gence effort. The Medal of Freedom, also
established by Executive order, may be award-
ed for a meritorious act or service to any
person who has aided our country or its allies
in a time of emergency or under other special
circumstances. This medal, however, may not
be awarded to a citizen of this country for any
act or service performed in this country nor
to a member of the Armed Forces.
Since the establishment of the Honor
Awards Program in 1952 a total of 62 awards
have been approved for individuals who are or
have been employed or affiliated with the
Organization. Of these awards, 39 have been
presented to the individuals concerned. Some
of the remaining 23 will be presented this fall
during the Organization's Ten-Year Celebra-
tion and the rest will be held for presentation
until the individuals to be honored return to
headquarters. Organization Awards are pre-
sented by the Director or the Deputy Director
at special ceremonies held in the office or con-
ference room of the Director. These presen-
tation ceremonies are usually attended by
members of the immediate family of the re-
cipient and senior. officials of the Organiza-
tion. A photograph of the ceremony in which
the recipient of the award participated, auto-
graphed by the Director or the Deputy Direc-
tor, is sent to the recipient of the award for
his retention.
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The Honor Awards Program is adminis-
tered by the Honor Awards Board which con-
sists of four voting members including the
Director of Personnel who acts as the perma-
nent Chairman. The Board reviews all rec-
ommendations for awards and makes recom-
mendations to the Director who approves the
granting of each award.
Nominations for honor awards may be made
by any Organization employee through official
channels. The procedures for nominating in- 25X1 A
dividuals for awards and for processing the
recommendations are set forth in
Many of the recipients of awards
would receive public acclaim for their deeds
had they been employed elsewhere but in our 25X1 A
Organization security must be maintained
long after the event. The granting of these
awards is a means of expressing the gratitude
of the Organization to those persons who have
made significant contributions to the missions
of the Organization.
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PROGRESS IN THE LANGUAGE
DEVELOPMENT PROGRAM
The Language Development Program, first
announced about four months ago, is begin-
ning to show concrete results. Employee in-
terest in the program is keen and the number
of serious language students has increased
steadily each month in spite of hot weather
and the popular preference for summer vaca-
tions.
Of particular interest is the rapid progress
in compiling a reliable inventory of the exist-
ing language skills of employees. The inven-
tory is a key feature of the Language Develop-
ment Program and is being compiled from the
Language Data Record (Form No. 444c) used
by individuals to report their current foreign
language capabilities.
Thus far, about 40 percent of the Organiza-
tion's employees have completed the Lan-
guage Data Record. Of these, 21 percent re-
ported no capability while the remaining 79
percent reported at least some foreign lan-
guage competence. Since many individuals
are competent in more than one foreign
language, the number of "man-languages" ex-
ceeds the number of individuals by 25 percent.
Not all the competence reported, however,
is of a skill-level sufficient to be useful, and
after elimination of this category from the
total it was found that slightly more than 72
percent of the man-languages were reported
to be at a level of competence of practical
value to the Organization. (The minimum
level of competence of practical value is the
elementary level and is generally as described
by the statements numbered "4" throughout
Part II of the Form No. 444c.) 25X1 A cerned, OTR sent t lone of its scien-
It is of interest also that members of the
Organization have reported at least some com-
petence in a total of 91 different languages.
However, only 35 of the 39 languages desig-
nated for payment of awards
were included. Missing, all from
Group II, are Amharic, Cambodian, Nepali
and Tibetan. Again eliminating reports of
competence at less than useful levels, the
total man-languages is distributed among the
Language Groups as follows :
Group I
Group II
Group III
76 percent
17 percent
3 percent
The remaining man-languages are scattered
among 56 other languages and currently are
not designated for pay-
All the data reflected here was reported and
compiled within the first eight weeks after an-
nouncement of the program. It is estimated
that the entire inventory may be completed
by 1 November if individuals continue their
splendid cooperation in completing the Lan-
guage Data Record. Physically, the inven-
tory will be maintained on punched cards and
these can be used to produce rosters of per-
sonnel by foreign language competence as well
as to permit various studies and analyses use-
ful to management. The reliability of the in-
ventory will be kept at a high level as a result
of language proficiency tests which usually
will be undertaken annually by all those
active in the program.
LANGUAGE TRAINING
IN THE
FIELD
The Office of Training has recently com-
pleted a survey of the general problem of
language training for field employees in
tific linguists from the staff of the Language
and Area School for a first-hand a raisal of
the efficacy of the present language
training activities both at headquarters and
in the field. This survey, which lasted four
weeks, had as its main objectives:
1. To assess the language requirements for
various field positions;
At the request of the division con-
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2. To determine the adequacy of present
headquarters language training in fitting em-
ployees for these positions;
3. To ascertain the nature, extent, and ade-
quacy of field language training activities;
and
4. To make recommendations for the
future.
The report prepared at the conclusion of the
survey is summarized here for the informa-
tion of all field stations, for, although this
report deals withI only, the problem
itself is of very general interest.
erest.
1. Intermediate competence (Level 3 of the
Organization's ~s~tandar language proficiency
rating scale) ir'II is essential not only
for a great many operational positions but
also for many administrative, support, and
other employees.
2. Advanced nonnative competence (Level
4) is essential for most operational officers.
It is possible for such an officer to function
fairly satisfactorily in some cases at a lower
level of competence, but other cases demand
a higher language competence, which means
that an otherwise capable officer might be
restricted to cases somewhat beneath his pro-
fessional abilities.
3. Present courses of training at headquar-
ters can produce competences of Levels 2 and
3 in speaking and reading, starting from the
beginning, but are not long enough to pro-
duce Level 4.
4. Types of language training activities in
the field include courses for foreigners at local
universities, courses at extension universities,
courses at commercial institutions, and
lessons with private tutors. Volunteer
language students are reimbursed by the
Organization to a maximum of two hun-
dred and fifty dollars a year. The statis-
tics show, however, that volunteer pro-
grams are very seldom continued long
enough or intensively enough to produce more
than a Level 2 or maintain more than a Level
3. Those who start such programs at Level 3
0
only very rarely rise to Level 4, even when in
addition they are engaged in daily work re-
quiring use of the language. There is a
rather widespread notion that a man who
knows some or whatever the lan- 25X1A
guage is - h go to the country, work
with natives for a while, perhaps do a little
study, and his language competence will auto-
matically rise rapidly to the highest levels.
Except in a very few rare cases, however, this
is a misconception. Unless the man in ques-
tion is extraordinarily gifted, and unless he
has had sound preliminary training, he will
under such circumstances increase his vocab-
ulary to some extent and learn to understand
the language better, but the chances of rais-
ing his overall competence from Level 3 to
Level 4 are very slim.
5. For the future, two main recommenda-
tions are made:
a. At head uarters the present 20-week
full-time basic course should be im- 25X1A
mediately followed by a 10-week full-time in-
termediate course designed to improve lan-
guage skill and using for this purpose mate-
rial on containing important 25X1 A
knowledge or he prospective field officer.
This recommendation has now been put into
effect, and the first such course is scheduled to
begin 14 October 1957.
b. In the field there should be established a
Language Training Center for the primary
purpose of presenting advanced language
training in the form of intensive and rigor-
ously supervised practical use in the native
environment. This center would have as its
primary aim the production of Level 4 speak-
ers o~ as it is the present paucity of 25X1 A
Level 4 speakers which is the Organization's
most pressing language problem. This rec-
ommendation is under consideration and is
being discussed with the field.
Since the publication of the report sum-
marized above, there have been indications of
interest from other divisions as well, and a
similar survey of language training problems
C
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NEW BUILDING
Plans for the new building are moving along
quite satisfactorily. The architects submit-
ted the first phase of the plans in March,
and these were approved and returned with
instructions to proceed with the second phase,
known in construction jargon as the "tenta-
tive drawings." Completed tentatives are
scheduled for submission by 5 August 1957,
showing proposed room layouts and other
technical detail sufficient to permit "quanti-
ty take-offs" for detailed cost estimates based
upon estimates of actual quantities of mate-
rials. We will have to review and approve
these drawings and return any changes to the
architects within six weeks in order that he
can proceed, on schedule, with the final wor'-
ing drawings which we expect to receive by 1
April 1958. Allowing about sixty days for
final review and approval, and about ninety
days for advertising and receiving bids, we are
hopeful that construction will begin during
June or July next year, and that the building
will be ready for occupancy about two or two
and one half years later.
In an effort to expedite the overall program
as much as possible, we are planning to exe-
cute a contract early in September 1957, for
preliminary grubbing and site clearance.
While this work is in progress, the site plan-
ners will develop plans for grading roads,
parking areas, and the area for the building
itself. We expect to use these plans for a
second contract to accomplish the rough
grading, which we hope will begin during
December 1957. By completing this prelim-
inary work ahead of the submission of the
building plans, we hope to move the comple-
tion of the building several months closer.
During the months since the Support Bul-
letin last carried a report on the building
progress it has been necessary to tighten our
belts considerably. Building costs have con-
tinued to rise steadily, and, with more ac-
curate knowledge of our special requirements
and what they will, cost, we find that the funds
appropriated will not be sufficient to build as
much space as we had originally planned.
Some support elements, operational and ad-
ministrative, will have to be housed some-
where in town for an indefinite time after the
main headquarters is completed and occupied.
Under these circumstances we have been
forced to abandon the hope that some space
might be available for commercial conces-
sions, and have concentrated on providing
space for as many functional elements as can
be reasonably housed within the funds availa-
ble. We have not entirely abandoned the hope
that some arrangements may be made some
time in the future to make some commercial
facilities available on the property or adjacent
to it. There are many problems involved,
however, and the prospects are not too en-
couraging.
SUPREME COURT DECISIONS
Several recent decisions of the Supreme
Court have caused a great deal of interest
generally and within the Organization. While
these decisions can be a cause for some con-
cern to this and other organizations, their
effect is not nearly as far-reaching as some
newspaper stories would have us believe.
In one case the Supreme Court held that in
a criminal action when the Government, on
the ground of privilege, elects not to comply
with an order to produce, for the accused's
inspection and for admission in evidence, rel-
evant statements or reports in its possession,
of Government witnesses, touching the sub-
ject matter of their testimony at the trial,
the action must be dismissed.
Previously, the accepted practice had been
for the Government to produce such docu-
ments to the trial judge for his determination
of relevancy and materiality. The judge then
decided whether or not such documents had
to be submitted as evidence. The decision,
therefore, creates a precedent only insofar
as it requires the Government to permit in-
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spection of such documents by the accused be-
fore determination of admissibility by the
judge.
The decision goes only to the production for
inspection by the accused of reports by the
witness to a Government agency which are on
the same subject matter as his testimony.
The decision does not authorize a "fishing ex-
pedition" by the accused in the files of the
Government agency concerned or of any other
agency of the Government. Neither does it
require production by a Government agency
of reports in its files received from other Gov-
ernment agencies. All that is required is pro-
duction of reports by the witness on the same
facts to which he is testifying in court.
The press has given this decision a great
deal of publicity both pro and con. Alarmist
headlines have indicated that Government in-
vestigative and intelligence agencies have been
flung into chaos. Such agencies and the Con-
gress in particular are, of course, somewhat
concerned but more over possible future in-
terpretations broadening the effect of this
decision. There is also the question of the
effect of the possible application of this deci-
sion in civil actions.
This decision should have no effect on the
files of this Organization or on the information
furnished us by cooperating services abroad.
Witnesses are rarely made available by this
Organization and then only after very careful
consideration of the testimony they may be
required to give. Our information cannot be
used as evidence unless we feel that it can be
declassified, and the Head of the Organization
is charged by law with the protection of his
sources from unauthorized disclosure. The
Department of Justice has accepted that the
Director's decision in that regard is final even
if it means inability to prosecute.
In another case, a department head was
ordered to reinstate an employee who had been
discharged under a special statutory authority
to terminate any employee whenever the de-
partment head deems such termination neces-
sary or advisable in the interests of the Gov-
ernment. The case is of interest to this Or-
ganization because the statutory authority re-
lied upon was virtually identical with that
given by law to the Head of this Organization.
A review of the decision indicates that it
should have no effect upon our authority.
The reason is that the department head had
issued regulations governing the termination
of employees under his special authority which
required certain procedures to be followed and
had then failed to follow the procedures. The
.Court held that regulations validly prescribed
by a Government administrator are binding
upon him even when the administrative ac-
tion under review is discretionary in nature.
The Head of this Organization has not re-
stricted by administrative regulation his un-
usual authority to terminate employees.
Other recent decisions concern the jurisdic-
tion of military courts over civilian dependents
and the validity of agreements between our
country and other governments concerning
the trial of our military personnel by the
courts of foreign countries. Trial of civilian
dependents by military courts has been held
unconstitutional and the jurisdiction of mili-
tary courts over civilian employees has been
left in doubt. The result is that such person-
nel theoretically may not be subject to the
jurisdiction of any court in cases of crimes
committed abroad. However, the practical ef-
fect probably will be insistence by the foreign
governments in each case on the right to exer-
cise their territorial jurisdiction and to try
such offenders in their own courts. As a mat-
ter of law there is no question of their right
to do so.
The most recent case of great public in-
terest concerned a dispute over whether our
military courts or the courts of the foreign
country involved have jurisdiction to try a
member of the military service for a crime
committed in that country. The defendant
disputed the right of the military to waive
court martial jurisdiction and turn him over
to the foreign government for trial. The
Supreme Court has held that the provision of
the Status of ForcesAgreement permitting a
soldier to be turned over to a foreign power
for trial in local courts is valid.
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SELECTIVE SERVICE INFORMATION
Many questions are asked regarding the
recruitment and utilization of draft-eligible
individuals. There is, for example, the mis-
conception that employment in the Organiza-
tion confers a sort of immunity to the opera-
tions of the Selective Service System. At the
other extreme is the idea that draft eligibil-
ity so impairs the usefulness of the individual
as to remove him from consideration for em-
ployment or, if employed, from maximum
training and development opportunities.
Neither of these sentiments reflect the Or-
ganization position. Draft eligibility is not
a deterrent to employment. Employment
with us does not remove the responsibility of
the young man with regard to military service.
Employees are expected to fulfill their military
obligation with their contemporaries if called
upon to do so. Furthermore, basic military
training is considered an asset to anyone plan-
ning a career in Intelligence. However, when
overseas assignment requires that a request
for reclassification be made to the Selective
Service System, such request is presented by
the Director of Personnel directly to Selective
Service Headquarters and is based on informa-
tion furnished by the Office of Personnel.
The following cases illustrate the solutions
vailable on Selective Service matters when it
becomes necessary to transfer the draft-eli-
gible or registered employee overseas:
Case A.
Registrant 26 years of age or younger who
has no active duty military service and no
reserve status. In order to transfer such an
individual overseas and to permit him to leave
the country with his personal affairs in good
order as far as Selective Service is concerned,
it is necessary that his case be referred to the
Director of Personnel to obtain a ruling from
Selective Service Headquarters as to draft sta-
tus. Supervisors in the Organization should
bring these cases through normal personnel
channels to the attention of the Director of
Personnel in ample time to obtain a ruling
from the Selective Service System prior to de-
parture overseas. Contacts with the Selective
Service System will be made only by the Di-
rector of Personnel and local boards are not
to be approached by the registrant.
Case B.
Registrant with no active military duty
service but attached in a drill pay status to a
reserve component of the Armed Forces. In
these cases there are two authorities involved
since the Selective Service System retains con-
trol of the individual and places him in a de-
ferred classification only so long as he con-
tinues to drill with the reserve component.
Transfer overseas is bound to interrupt this
arrangement and unless the books are kept
straight, notification from the reserve com-
mand to the local draft board for failure to
drill could have unfortunate consequences for
the individual. Therefore, these cases should
be carefully handled through Organization
channels. The Selective Service portion of
the problem is handled exactly as in Case A.
The Office of Personnel will also insure that
the Reserve command is informed by the in-
dividual of the change of his address and his
inability to appear for drills. Again, it is the
responsibility of the line supervisor to see that
these cases are brought up early enough to
permit departure overseas with Selective Serv-
ice and Reserve affairs in good order. With
the expansion of Reserve programs and the
tendency for the registrants to select one of
the wide variety of programs offered by the
services without waiting for induction, this
type of case is likely to show an increase for
the next few years.
Case C.
Registrant who has fulfilled six months' ac-
tive duty and who has a reserve obligation re-
maining. From a procedural standpoint
there is absolutely no difference in this type
of case and Case B, since the six months'
active duty is considered as training duty only
and does not necessarily remove the two-year
active-duty obligation. Therefore, there are
two authorities involved and the steps to be
taken are identical to those specified for Case
B.
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Case D.
Registrant who has fulfilled 24 months' ac-
tive duty obligation but who has a reserve
obligation remaining. Here the burdens shift
from the Organization to the individual and
the relationships are directly with his reserve
command, as far as notification of overseas
transfer is concerned. It is up to the indi-
vidual to notify his reserve command with the
request that he be placed in the standby re-
serve for the period of overseas duty. The
Office of Personnel will assist by furnishing
advice on security limitations as to nature of
assignment and amount of information that
can be given. Although Selective Service no
longer has manpower control over these indi-
viduals, the local board is notified by the re-
serve command of the transfer to the standby
reserve, since the Selective Service System de-
termines the availability for mobilization re-
call of standby reservists. As a result, the
individual may expect an availability ques-
tionnaire from the local board shortly after
they receive his name from the service. Ad-
vice on answering this questionnaire must be
obtained from the Office of Personnel since
detailed questions are asked concerning occu-
pation.
.Case E.
Standby reservist who has fulfilled both ac-
tive duty and military and reserve obligation.
Such individuals remain registered with their
local board for emergency call-up purposes as
provided in the Reserve Forces Act of 1955.
The military service and the local board are
to be notified of change of address by the
individual within security limitations estab-
lished by the Office of Personnel. If not al-
ready executed, an availability questionnaire
can be expected from the local board during
the period of overseas duty.
Experience shows that the individual will
never be in a better position to face up to his
military obligations than early in his career
before he has increased duties and responsi-
bilities. Articles in subsequent issues of this
Bulletin will describe the choice of enlistments
to satisfy the military obligation. This in-
25X1
D
formation will be based on current policies of
the armed services, supplemented in some in-
stances by special administrative arrange-
ments possible between the Organization and
the military services.
EMERGENCY RELOCATION PLANNING
During the past three years the President
has been emphasizing the importance of emer-
gency relocation planning for Government
headquarters activities in the Nation's capital.
Planning and preparedness for operating the
executive branch of the Government at relo-
cation sites outside the seat of Government, in
event of emergency, have been moving for-
ward rapidly and effectively. The vital neces-
sity for continuity of Government under the
most extreme circumstances of emergency, in-
cluding enemy attack, is now understood
throughout the Government.
All departments and agencies have selected
and equipped their emergency relocation sites
to carry on their respective missions and func-
tions in time of emergency. The plans and
the sites have been given tests from time to
time to insure that they are adequate and
operable. Since 1954 the entire Government
has engaged each year in one large simul-
taneous exercise which tested all of the emer-
gency plans and facilities, and which was
timed to coincide with public tests of civil-
defense organizations. These tests have
shown steady improvement on the part of the
executive branch as a whole.
The indoctrination of personnel and the
practice involved in the annual exercises have
made the participants and the public at large
relocation conscious and have conditioned
them to the fact that they are capable of
carrying out plans which we hope circum-
stances will never force us to invoke. Plan-
ning and training continue, however, in order
to insure that Government headquarters is al-
ways abreast of the times and of any develop-
ment that might occur.
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 FORMS MANAGEMENT
Any piece of paper having spaces to fill in
is a form. Forms are designed to eliminate
repeated unproductive writing by preprinting
constant data and providing properly placed
and proportioned lines and spaces for filling
in variable information. They provide the
details needed to measure and control organ-
ized work and are, therefore, essential to good
administration.
Forms make up three-fourths or about 18
billion of the estimated 25 billion pieces of
paper created and handled by our Government
each year at a cost of four billion dollars.
However, paper and printing costs are a com-
paratively small element of the total expense
of forms usage. The bulk of these costs are
submerged, like the bulk of an iceberg. For
every dollar spent to create the Organization's
share of these billions of forms, at least twenty
dollars more is spent to process and file them.
If a form is really necessary and is properly
used, filed, and disposed of when it has out-
lived its active usefulness, then. this cost is
justifiable.
Forms serve a great variety of useful pur-
poses in our day-to-day work. Properly de-
vised and used, they permit procedures to be
simplified, reporting requirements to be stand-
ardized, consistent information to flow with
regularity between different organizational
levels in and between headquarters and the
field, and provide a consistent basis for policy
formulation and action decisions. These ben-
efits, however, accrue only as long as and only
to the extent that forms are the servants not
the masters.in any given situation. The tend-
ency to revise standardized Organization
forms on an ad hoc basis for internal use of
one small segment of the Organization, or to
create new "informal forms" is not only costly
in terms of money but increases the danger
that this type of paperwork may grow to ex-
ceed its real value. Good forms management
assures that costs of forms are consistent with
their demonstrated need.
Forms management is an integral part of
the Organization's operations. As such, it is
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a continuous, management-improvement, and
cost-reduction program which insures that
appropriately developed forms are available
when needed, and that unnecessary forms are
avoided or eliminated. By applying "life
cycle" controls to the Organization's forms,
more manpower, money, and materiel can be
conserved and the program's objective "MORE
EFFICIENT OPERATIONS AT LOWER COST"
can be more fully realized. However, maxi-
mum program payoff is possible only if ALL
forms are managed through their FULL life
cycle, from creation through disposition. This
entails :
1. Elimination of nonessential forms.
2. Consolidation of forms which perform
similar functions.
3. Use of standardized Organization forms
in lieu of locally devised forms.
4. Users being informed of available forms.
5. Integration of forms, procedures, and
issuances.
6. Simplification and standardization of
form sizes and designs.
7. Elimination and prevention of wasteful
printing and duplicating methods.
8. Procurement, storage, and distribution
of supplies in the most effective and econom-
ical manner possible.
9. Vigilance in periodic review of all forms
used, to assist in identification and solution
of functional and organizational problems.
10. Prompt reporting of unsatisfactory con-
ditions to top management; suggestions for
improvements and recommendations for wider
application of existing forms.
The Organization's Forms Management Pro-
gram is an integral part of its Records Man-
agement Program. In recent years, much
progress has been made in the field of forms
management. During the last fiscal year 294
forms were eliminated, leaving 1923 forms un-
der the Organization's control system. These
include the 322 new and 312 revised forms
which were approved during the same period.
More than 22 million pieces of paper were
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printed as forms for organization use through
the Forms Management Program. These
were controlled forms and therefore subject to
standardization in their development, use, and
disposition. Unfortunately, there is no way
of estimating how many additional pieces of
paper were and are being created by forms
"bootleggers." A forms "bootlegger" is a do-
it-yourself enthusiast who insists on revising
an existing form or who develops a new form
to meet his own needs; but, without the bene-
fit of technical advice, does the whole job him-
self. Perhaps deliberately, sometimes without
realizing it, he has created another unstand-
ardized, uneconomical, illegal form. While
it may very well be a needed form, there may
be, on the other hand, a standardized form al-
ready in use somewhere else which would do
the job as well or better. The point is, profes-
sional assistance during the developmental
stages will prevent wasteful duplication of
forms, use of forms which frustrate typists be-
cause they're poorly designed, and production
of unneeded forms.
Proper management and control of forms
presents an administrative challenge which
can be met only if each of us practices forms
management. Failure to do so can only result
in our burial under an avalanche of paper-
work.
CAREER STAFF
The question is frequently asked, why the
Organization does not have a commissioned
service. This question was thoroughly ex-
plored in 1951 and 1952 by the Career Service
Committee. It was decided at that time that
the Organization could not afford to draw a
line between commissioned personnel and all
others. The responsibility for protecting the
security of the Organization's operations and
information is shared by all and therefore all
personnel should enjoy the same status. A
person thus becomes a member of the Organi-
zation staff by appointment action upon en-
trance on duty. At the same time that this
decision was made it was recognized that a
great many employees felt that there should
be a more vital bond or understanding be-
tween them and the Organization than the
appointment action. The need was met 3
August 1954 when the Career Staff was
formally launched at the Career Conference,
which was attended by the Director, De put
Director, the Career Council and over
supervisors of the Organization. The crea-
tion of the Career Staff introduced a new con-
cept in the personnel administration of our
Organization. There had never before been a
Service in the Organization to which an indi-
vidual could belong.
The establishment of the Career Staff pro-
vides a unified service which includes all indi-
viduals who have been with the Organization
for three years or more and who meet the
selection criteria of job performance, personal
conduct, and evidence of intent to make a
career with the Organization. The Selection
Board made up of senior members of the
Organization screens all applications after
they have been acted upon by the Career
Service concerned and reviewed by an experi-
enced panel. There is no "blanketing in."
By December 1954 a great many of the ap-
plications, that were sent out in August and
September to individuals who were eligible,
had been returned through the various Career
Services and the actual processing of applica-
tions began. The first notification of mem-
bership in the Career Staff was presented to
the Director at a ceremony held in his office
on 27 April 1955. The Director then pre-
sented notifications of membership to 15 per-
sons representing the 1,300 whose applica-
tions had by that time been accepted. The
applications of the many persons who simul-
taneously became eligible on 1 July 1954 were
acted upon during 1954, 1955, and.1956. The
processing of applications is now on a current
basis.
As we celebrate the third anniversary of the
establishment of the. Career Staff, it is sig-
nificant to announce that more than 99 per-
cent of those individuals who are eligible, hav-
ing been with us for three years, have made
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application for membership. It is a credit to
our initial recruiting effort that only a very
small number of our force did not meet the
selection criteria for membership in the
Career Staff. Substandard performance ac-
counts for most of the rejections and assign-
ments to deferred status. A considerable
percentage of those rejected have resigned
from the Organization. On the other hand,
the Selection Board has been most gratified
to note that a majority of individuals placed
in a deferred status have made substantial
improvement in their work and have been
recommended for acceptance in the Career
Staff.
Senior officials are impressed by the extent
to which Organization personnel have offi-
cially dedicated themselves to a pursuit of an
intelligence career and have expressed their
belief that such dedication is the most signifi-
cant factor in accomplishing our Organiza-
tion's mission.
ADMINISTRATIVE WORKLOAD
In the May-June issue of the Support Bul-
letin we included a run-down of the broad,
general categories of suggestions received in
replies to Book Dispatch 202. We are actively
working on these suggestions and feel con-
fident that several improvements can be made.
Following is a brief progress report on action
taken on these suggestions :
1. SUGGESTION: The financial account-
ing and reporting requirements placed on
small stations constitute a hardship when
there are no financial specialists attached to
the small station.
ACTION: This has long been a subject of
concern to headquarters. We have been work-
ing to make this task as simple as practicable
in recognition of the other numerous time-
consuming tasks in the smaller stations, yet
not sacrifice the essential elements of funds
control. We cannot prescribe systems which
would deny the station control of its funds,
nor deny headquarters the assurance that this
control is exercised. A simplified Class B
Accounting and Reporting Procedures system
has been developed and re-
cently published. The procedure prescribed
therein is little more difficult or time-consum-
ing than maintaining a personal checkbook
or household account. It provides for a run-
ning cash receipts and disbursements journal
posted during the month as transactions oc-
cur. At the end of the month, that journal is
pouched to headquarters with the receipts in
support of transactions entered. No separate
report is required, nor are transactions ana-
lyzed or summarized by allotment, fiscal year,
object class, etc., except as relates to advances
made and outstanding. It is felt that such
a journal would be kept in the field even if no
procedure were prescribed, since all custodians
would want some record of their payments
made and a means to control and balance
their cash and advances made. Many field
returnees have reviewed this handbook and,
after its implementation, it should afford the
smaller stations the relief they expect and
deserve.
2. SUGGESTION: The Monthly Cable of
Cash on Hand appears to be a burden at some
locations.
ACTION: Several alternatives have been con-
sidered to replace the Monthly Cable of Cash
on Hand, but because of the numerous types
of currency, currency procurement problems,
size of inventory, centralized funding control,
and other related circumstances, we have not
found it practical to eliminate this report for
all field installations. However, to alleviate
the burden on the field to the extent feasible
and in recognition of the limited staffing
and small financial activity at some stations,
the new Class B Accounting handbook waives
the requirement for month-end cables of cash
balances where the inventory does not exceed
the equivalent of twenty-five thousand dollars.
3. SUGGESTION: The transmittal dis-
patches for self-explanatory forms, reports,
etc., should be eliminated.
ACTION: This suggestion coincided with an
employee suggestion proposing a system for
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transmitting such material under a separate
manifest called the "Non-Accountable Mate-
rial Manifests" form.
A test supply of these manifest forms has
been ordered and as soon as they are received,
they will be tried out in one area. After a
short trial period during which it is hoped
any shortcomings will be surfaced, it is
planned to install this new sample procedure
on a worldwide basis.
QUALIFICATIONS OF AN EXECUTIVE
A well-known and successful administrator,
in addressing a group of promising young
executive trainees, stated there are a few com-
mon qualifications that can be defined and
which the executive of today, and particularly
the executive of tomorrow, must have for suc-
cess. He described these qualifications as fol-
lows :
First, Responsibility
An executive must be willing and able to
accept responsibility, and to keep a cool head
in the face of emergency or trial.
Second, Decision
An executive must have the courage to
make decisions and the capacity to make con-
siderably more right ones than wrong ones.
Third, Leadership
An executive must possess the quality of
leadership. The day of the so-called hard-
boiled boss who drives his men has long since
passed. The executive of today is absolutely
dependent upon the cooperation and the loy-
alty of the associates and junior executives
who report things to him. He must have a
broad capacity for human understanding, and
a large supply of sympathy and tolerance.
Fourth, Fairness and Sincerity
An executive must be able to deal with men
fairly, directly, and frankly. He must deal
straight from the shoulder with his associates
in a way that will always let them know where
he stands.
Fifth, Broad View
An executive must possess the capacity to
visualize the problems of his organization as
a whole, and to coordinate its various activ-
ities toward a common objective. The exec-
utive who does not have this faculty soon finds
himself so lost in the maze of departmental
problems that the major destinies and pur-
poses of his company are well-nigh forgotten.
Sixth, Sense of Realities
An executive must take nothing for granted.
He must have a passion for getting all the
facts and all sides of a matter before coming
to a conclusion-to see the problem before
he gives the answer. He must learn to have
a higher respect for mathematics than he has
for emotional appeals.
Seventh, Energy and Stamina
An executive must have a peculiar type of
physical and mental energy and stamina. He
measures his work not in terms of time, but
in terms of accomplishment. But he must
know how to conserve his energy - to relax.
Above all, he must learn that no problem was
ever solved by worry.
Eighth, Vision and Imagination
An executive must be able to look forward.
He must be able to gauge the reactions of
other people, with respect to events and devel-
opments. Every fact and every circumstance
of today must be weighed not only in the ex-
perience of the past but also in the light of
tomorrow.
Ninth, Character and Tenacity
An executive must have character to com-
mand respect and tenacity to carry things
through. He must have "staying power."
Perhaps it might be defined as the refusal to
be defeated. This does not mean blind stub-
bornness, or ignorant prejudice which hangs
on in the face of impossible odds or inaccessi-
ble facts.
Tenth, Social Outlook
The executive, if he is to be successful to-
day and in the years ahead, must have a grasp
of the social, political, and public relations
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aspects - subjects which in bygone days were
considered outside of the field of the so-called
practical executive. He must understand
these aspects because they have become as
important in management today as the eco-
nomic aspect.
SUPPLEMENT TO SUPPORT BULLETIN
#4 MAY-JUNE 1957
Attention is called to the article in SB-4 on
page 7 entitled "Payment of GEHA Premi-
ums." The payee instructions in the first par-
agraph of that article are applicable to mem-
bers in headquarters and the field.
After the third sentence in the rs paragraph,
the following information, as contained in
Book :Dispatch No. 277 of 13 May 1957, should
CIVIL SERVICE RETIREMENT
(This is the fifth of a series of articles on the liberalized
Civil Service Retirement (CSR) Act.)
NEW CREDITING SYSTEM FOR
MILITARY SERVICE
More than a million Federal employees
have had military service, and the number is
growing daily as more veterans are employed
and the younger employees are called up for
service.
A number of changes will be made in credit-
ing the military service of Federal employees.
The provisions are parts of the new CSR law
and the Servicemen's and Veterans' Survivor
Benefits Act.
As of January 1, all military personnel on
active duty or in the active full-time reserves
will be covered by Social Security's Old-Age
and Survivors Insurance (OASI) and will
have regular taxes taken from their pay for it.
Also, military service after that date can't
be credited toward CSR if the Federal em-
ployee is eligible for OASI benefits.
The one exception to that general rule is
the 14 days of military-leave-with-pay which
can be given annually to Federal employees
to attend military reserve training camps.
This form of military service will continue to
be credited toward CSR.
The following is an explanation of the
effect of the new laws :
PRIOR SERVICE : Service personnel were
given free OASI credits during World War II
and the Korean War. The law generally pro-
hibited dual benefits for the same service; if
it was counted toward CSR, it couldn't also be
counted toward OASI.
In some cases of widows of Federal em-
ployees killed in the service, the OASI benefits
were larger but the widows, by law, had to
take the CSR payments. After January 1,
these widows and others in the same situation
will have the option of either CSR or OASI
payments.
The retiring employee who had all of his
military service prior to January 1, 1957, can
have all of the service credited toward CSR,
provided he's not getting a military retire-
ment benefit on the same service.
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FUTURE SERVICE: The employee who
serves in the military after next January 1
will earn OASI credits. If he or his widow
or child become eligible for OASI benefits on
his wage record, his military service won't
count toward CSR.
He could also become eligible for CSR bene-
fits after five years of civilian service. When
he meets the requirements of both systems,
he or his survivors will be paid benefits from
both CSR and OASI.
However, if this same employee never qual-
ifies for OASI benefits for himself or his
widow or child, then the military service can
be counted toward CSR.
PRIOR AND FUTURE SERVICE: This is
military service both before and after Janu-
ary 1, 1957.
In event of his death, his survivor could get
OASI benefits based on military service after
that date, plus CSR benefits based on both
military and civilian service prior to the same
date. An alternative plan would give the
survivor OASI benefits based on the total mili-
tary service, both before and after that date,
but no CSR benefits could then be paid.
MILITARY FURLOUGH: After January 1,
for CSR purposes only, you can be away from
your civilian job on military furlough for only
five years; after that you are considered sep-
arated from the civilian service. This does
not affect any reemployment rights you may
have.
Military furloughs ended December 31,
1956 for a large number of Federal employees
who had been in the military more than five
years on that date. Military service beyond
that date won't be counted for CSR purposes
unless the employee later returns to a civil-
ian position.
Before the new law, there was no limit on
military service for which a former civilian
could get CSR credit as long as he was listed
as a civilian employee on a military furlough.
As a result, under certain conditions, the em-
ployee was given both military and CSR cred-
its for the same service, and he could draw
CSR benefits on the basis of his military pay.
The employee who returns to his civilian
job and retires under CSR will be eligible for
CSR credit for his military service according
to the new law as explained above.
MILITARY PAY: Another section in the
new CSR law, and this was effective October 1,
1956, provides that for employees separated
thereafter, no military pay can be used to de-
termine an employee's average salary in com-
puting CSR benefits.
RETIRED MILITARY: In the Govern-
ment's civilian service are many retired mili-
tary people. When they retire under CSR,
they may have their military retirement pay
stopped, credit their entire military service
toward CSR, and receive a somewhat larger
CSR annuity. This is an advantage, of course,
only in the exceptional case where the CSR
annuity is increased by an amount which ex-
ceeds the retired military pay.
The military retirees can continue this
practice under the new law. However, mili-
tary service after January 1 will be covered
by OASI, but it, too, will be credited toward
CSR unless these persons' wage credits estab-
lish eligibility for OASI benefits.
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