SUPPORT BULLETIN FOR INFORMATION OF HEADQUARTERS AND FIELD PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04724A000100060003-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 13
• Document Creation Date: December 9, 2016
• Document Release Date: March 23, 2001
• Sequence Number: 3
• Publication Date: October 1, 1957
• Content Type: BULL

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September-October ' 1957
SUPPORT BULLETIN
FOR' INFORMATION OF HEADQUARTERS
AND FIELD PERSONNEL
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This document Is 'part of to integrated
file. it separated from the file It must be
subjected to Individual systematic review,
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t7t
1~ L-- k it
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SB-6
THE NATIONAL, DEFENSE EXECUTIVE
RESERVE
w
The executive Reserve
hen organized, will
,
be available to supplement the top staff of
the Organization in the event of emergency.
- It will be comprised primarily of consultants
and former employees of the Organization.
They will receive orientation and training
from time to time and will participate in the
testing of mobilization plans at the relocation
site.
Executive Reservists must be available at
any time to'assume duties with the Organiza-
tion. This means that they, must be sufficient-
ly interested and not have other civilian com-
mitments or an overriding military obligation
which would preclude such service. They
must meet medical standards, be given secu-
rity clearance, and be available for periodic
orientation and emergency duty. It is not
expected that this reserve will exceed fifty
members.
The Executive Reservist will not be trained
for a specific job but will be utilized in a gen-
eral area - corresponding to his experience
background. They should.be sufficiently flex-.
ible to be assigned to executive duties as re-
quired in time of emergency.
Each major component determines which
key executive positions and areas could be
staffed with Executive Reservists and nomi-
nates individuals for participation in the pro-
gram. The Reservists might be needed as
the result of the establishment. of new func-
tions or the expansion of existing functions
in a wartime type-of mobilization. The add-
ed responsibilities that will accrue to exist-
ing functions in an emergency situation must
also be taken into consideration in determin-
ing the need for Executive Reservists.
Persons designated as Executive Reservists,
while performing in such capacity, will not
act or advise on any matter pending before
any Government organization, but will be
limited to receiving training for mobilization
assignments. They are exempted from con-
flict of interest statutes while undergoing
training as an Executive Reservist. Executive
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Reservists do not receive pay for such service.
They are, however, entitled to transportation
and per diem in lieu of subsistence not to
exceed fifteen dollars.
The size of the Executive Reserve Unit in
each Government agency is the sole decision
of that agency. As of 29 July 1957, various
agencies had designated 695 Reservists and
had an additional 216 Reservists in the process
of designation.
DEPUTY DIRECTOR ADDRESSES
RESERVISTS
The Tenth Year of the Organization Reserve
Officers Training Program was launched 9
September at a joint meeting of reservists of
all services. Principal feature of the meet-
ing as an address by the Deputy Director who
restated the Organization's interest in the
joint training concept currently being fol-
lowed by the Units and emphasized that this
development and use of a common body. of
training doctrine will increase the flexibility of
the Organization during peacetime as well as
in wartime.
Developing the theme of increasing, need for
organizational flexibility and versatility, the
Deputy Director pointed. out that exploitation
of opportunities for collection, production, and
action in the face of a ceiling of peopke and
resources, requires that we continually drop
lesser priority programs for more important
ones and be constantly alert to our training
responsibilities.
"Organizationally, program-wise, and with
our personnel, we must be able to maneuver
and make adjustments, as the need dictates,"
he said. `Reserve training is contributing to
your flexibility . . . . It is one of the several
ways in which you as busy people can do the
necessary keeping-up, which the Organization
expects of career employees.
The Deputy Director also told the group,,
that the Director of Personnel has taken steps
to insure that Organization personnel will re-
ceive credit in their civilian personnel records
for their reserve training.
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EMPLOYEE LEGISLATION
Listed below are a number of Federal em-
ployee bills which were passed by the 85th
Congress and became law. Also listed are
several bills on which some action was taken.
BILLS WHICH BECAME LAW THIS YEAR
S. 601. Amends Public Law 854 to waive
interest payment requirements for Federal
workers who left Government prior to October
1, 1956, if they subsequently re-enter the Fed-
eral service and redeposit the retirement con-,
tributions they had withdrawn. Public Law
85-65.
H. R. 8992. provides continued retirement
and life insurance protection and re-employ-
ment rights to their Federal jobs for Govern-
ment employees who transfer to the Interna-
tional Atomic Energy Agency. Public Law
85-177.
H. R. 6523. Extends for one year to July 1,
1958, compensation benefits for Federal em-
ployees or those working for Government con-
tractors for injury or death resulting from a
war-risk hazard., Extends for same period
workmen's compensation benefits to Federal
employees who suffer injury or death during
a period of detention by an enemy force. Pub-
lic Law 85-71.
The Howe also a
roved a X66 dollar
pp
..1
resolution empowering its Administration
.n~--sue Committee to make a study'of the Hatch Act.
BILLS ON WHICH SOME ACTION, WAS TAKEN
AND ON- WHICH FURTHER ACTION IS
PENDING
S.. 2127. Amends the Federal Employee
Life Insurance Act by cutting from 2 percent
to 1 percent a month the reduction rate on
the policy of an insured who reaches age 6.5;
reduction. ceases when policy,is reduced 50
percent of its original value instead of present
25 percent. Approved by Senate Civil Service
Committee.
S. 1740. Authorizes Civil Service Commis-
sion to take over life insurance policies held
by present and former Government workers
in employee beneficial associations going out
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Of business. Approved--by Senate and House
Civil service Committee.
75. Sets forth a Code of
Ethics and declares it is the sense of Congress
that such code should be adhered to by all
Government workers. Approved by House.
Pending before Senate Civil Service Commit
tee.
S. 385. Provides training of Federal em-
ployees in .both non-Government and Federal
facilities. Approved by Senate. Pending in.
House Civil Service Committee.
H. R. 4640. Authorizes a refund of volun-
tary contributions to an person who has.
made such payments to evil,ervice $etire- 'k C,
k
ment/und, provided he elects to ta
e refund-
before he receives any annuity payments. Ap-
proved by House. Pending before Senate
Civil Service Committee.
H. R. 8606. Amends Retirement Act by
making five years' civilian service (which
would embrace both employee and member
service) the minimum required for survivor
protection upon death of either an employee
or a member of Congress with Retirement Act 1k.. C_
coverage. Approved by House. Pending be-
fore Senate Civil Service Committee.
S. 931. Reorganizes safety f unctions in
Government to reduce on-the-job accidents
among Federal workers. It creates a Federal
safety division in the Labor Department to
direct and e011) rdinate safety educational pro-
grams conducted by Federal agencies and to
encourage safety and accident prevention.
Approved by Senate Government Operations
Committee.
S. 1411. Gives agencies the discretion to
retain employees in security cases on payroll
.
pending a hearing of the charges. Approved,
by Senate. The House Civil Service Commit-
tee amended the bill to extend the. Govern-
ment's security program- to employees in non-
sensitive as well as sensitive jabs. Pending in
House. `
S. 72-. Increases annuities of retired Gov-
ernment workers by 25 to 30 percent, with a
PSEYdollar..a-year maximum increase. 'Ap-
proved by Senate Civil Service Committee.
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H. R. 607. Increases annuities of retired
,JF~deral workers by 10 percent, but would not
s~*a-"? give this. increase to those drawing + i6 dol-
1who now have outside jobs paying more than
dollars a year. Also extends annuities
& ~~ to widows of employees or retirees who died
before April, 1948. Approved by House Civil
increase. Approved by Senate Civil Service
Committee.
IDEAS PAY OFF! '
LARGEST CASH AWARD IN HISTORY
Service Committee.
H. R. 8522. Consolidates in Section 9 of the
Universal Military Training and Service Act,
the provisions of law providing 1.e/7mploy-
ment rights for ex-servicemen and reservists.
Approved by House. Pending in Senate
Armed Services Committee.
S. 25, Requires that future pay raise for
Government per diem (blue collar) workers
be made retroactive to 30 working days after
start of wage survey. Approved by Senate.
Pending in House Civil Service Committee.
S. 734. Increases the pay of classified em-
ployees by 71/2 percent. Approved by Senate
Civil Service Committee.
j,tea . 27. Increases postal workers' pay by 7'/2
~
%.0* percent, plus a two-year temporary dollar
OF ORGANIZATION IS SHARED BY
FOUR EMPLOYEES
In impressive ceremonies attended by the
three Civil Service Commissioners and a num-
ber of Organization officials, the Organiza-
tion's Director presented an award' of eighty-
five hundred dollars to four Organization em-
ployees. This presentation, the largest award.
in 'the history of .the Organization's Sugges-
tion Awards Program, stemmed from the sub-
mission of three .rel,tedtemployee suggestions
which affect not only this Organization but
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also a substantial portion of the rest of the
Government. Measurable savings to the
Organization amount to be about 55,000 man-
hours worth one hundred and fifty thousand
dollars per year. This tangible saving will
continue to accrue for many years to come
and there will be many intangible benefits of
general application to a large part of the en-
tire Government as well.
The Chairman of the Suggestion Awards
Committee welcomed the Civil Service Com-
missioners and other guests and briefly ex-
plained the Organization's/ncentive/wards
program, noting that theuggestion~fwards
portion of the program heals with improved
efficiency in operations and is administered by
the Management Staff while the .,Honor
ards portion is concerned with Superior
performance and is administered by the Office
of Personnel. The Chairman explained the
nature of the improvements resulting from
the suggestions of the four employees being
honored and commended each employee for
his contribution. He also commended the
evaluators and supervisors for their thought-
ful consideration of these suggestions.
The Director personally presented to each
of the four employees a Letter of Commenda-
tion from the Chairman of the Suggestion
Awards Committee, a Certificate of Apprecia-
tion signed by the Director and. an award
check, One award was for four khousand dol-
lars; two were for two-thousand dollars each
and* one was for five-hundred dollars. Tlie
Director expressed his deep appreciation both
personally and on behalf of the Organization
to each employee receiving an award.
The members of the Civil Service Commis-
sion were very interested in these particular
suggestions, and the Civil Service Commission
Chairman stressed the Government-wide im-
portance of the Incentive Awards Program
which produces many such excellent sugges-
tions each year. He told the group tha rote
its inception, this program has be responsi-
ble for savings to the Government of approxi-
mately illion dollars and that Govern-
ment e ployees have received more than 4-&-S millio dollars in Incentive Awards.
k '?
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J
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CAREER OPPORTUNITIES IN THE
OFFICE OF TRAINING
An Organization regulation has now estab-
lished the policy that members of the Organi-
zation will be made available for rotation as-
signments in the Office of Training-as a part
of the individual's career development. The
primary objective of this policy is to improve
continuously the professional quality of our
operations. Assignments to the Office of
Training are on a rotational basis; for a nor-
mal tour, without change in the individual's
in er ering his
normal advancement.
The advantages which returnees from over-
seas may find in ' accepting rotational assign-
ments with OTR are as follows:
a. They broaden the knowledge of the in-
dividual through his participation as an in-
structor in current courses of instruction and
seminars.
b. They give the individual an opportunity
to assist in the development and reassessment
of operational doctrine and principles as they
are appropriate to established training pro-
grams,
c. They afford the individual an opportu-
nity to pass on the benefits of his experience
to those who are at the beginning or interme-
diate stages of their careers.
If you are interested in a rotational tour as
an instructor with OTR, you should indicate
your preference for such assignment on Form
202, Field Reassignment Questionnaire. This
,dorm will be processed by your Career Service
/ Board, and you will be notified of the results
of action taken through normal channels.
THE CIVILIAN SPECIALIST RESEE
Approval has been obtained for the acti-
vation of an Organization Civilian Special-
ist Reserve Program on a pilot basis. The
Program is limited to twenty-five Specialist
Reservists but maybe expanded if warranted,
by the experience gained.
The Specialist Reserve will be composed of
individuals having qualifications for which a
lengthy training period is required, such ' as
communication specialists, language transla-
tors and monitors, psychologists, and ' former
employees with Organization training and
experience such as former junior Officer
Trainees. It is planned that Specialist Re-
servists will be earmarked for the Organiza-
tion through the Office of Defense Mobiliza-
tion. Selected Reservists will report twice
during their first year. These reporting peri-
ods may either be separate, in which case
there will be a three-day period for medical,
security, and personnel processing, and a two-
week period for training; or one continuous
period of seventeen days for both. Annually
thereafter, the Specialist Reservist will report
for a fifteen-day training period.
The Office of Personnel is responsible for the
administration of this program. Spaces will
be allotted and distributed by number, type,
and grade to operating components of the Or-
ganization that request Reservists.
In addition to being qualified at the grade
to be employed, the Reservist must meet the
following requirements :
Be a citizen of our country.
Be not employed in. any manner by the
Federal Government.
Be not a member of the- Reserve Corps of the
Armed Services.
Be available for training periods of 15 days
annually.
Be available for full-time employment with
the Organization in the event of national
emergency.
Reimbursement will be made to the Reserv-
ist at the rate. of the GS grade commensurate
with the 'appointee's qualifications for the
position in which he will be utilized. Travel
expenses, including per diem, will be paid in
accordance with Organization regulations
generally applicable to personnel in staff
status, during the course of travel away from
the Reservist's city of residence or usual place
of work.
Specialist Reservists, while participating in.
training are accorded all the benefits provided
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by the Federal Employees Compensation Act.
However, they are not entitled to leave, Civil
Service Retirement or-Government insurance
while participating in the reserve program.
LANGUAGE STUDY IN FOREIGN
COUNTRIES
The Organization has authorized intensive,
full-time language training of qualified Or-
ganization personnel in foreign countries.
This training will be conducted as part of the
Language Development Program and in ac-
cordance with existing regulations governing
the use of external training facilities. The
number of persons who may be assigned- for
full-time language study in foreign countries
is limited to one hundred at any given time.
The purpose and objectives of this element
of the Language. Development Program are
three-fold : to emphasize top-management's
interest in releasing personnel for needed lan-
guage training; to enable selected personnel
to acquire as rapidly as possible the compre-
hensive language proficiency they need to car-
ry out their projected duty assignments; and
to provide selected candidates with first-hand
living experience in the country in which they
will be working or about which they will be
concerned in connection with their official
duties.
The aim of language study in foreign coun-
tries is the development of advanced compre-
hensive proficiency and fluency in Toreign lan-
guages. Consequently, only those persons will
be selected whose aptitude, motivation and
personal situations indicate the greatest like-
lihood that they will derive maximum benefit
from such training. Operating fficials should
nominate candidates who hav completed all
other training prerequisite to field assign-
ments and, who, upon completion of language
trai ing, can be assigned to duty overseas or
at eadquarters in positions which require
active use of the language. Priority in the
nomination of candidates will be.given, where
practicable, to those persons who already have
sufficient command of the language to under-
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take its study abroad without extensive prep-
arations at ,eadquarters. With some ex-
ceptions, all staff personnel who meet. these
criteria may be nominated as candidates for
language study in foreign countries.
The nomination of Candidates for .language
training in foreign countries may originate
with the individual, his supervisor, or the head
of his career service. All nominations will
be made to the Director of Training through
normal channels and will arry th endorse
ment of the head of the areer ervice con-
cerned. Final selection of candidates will be
made after language aptitude test results and
other qualifications have been reviewed in ac-
cordance with established qualifications re-
view procedures.
The training program for each person who
is selected will be approved by the Office of
Training and will take into account the in-
dividual's prior knowledge of the language,
if any, and the amount of basic training he
must be given before the overseas phase of his
language training can be scheduled.
In general, Ifor those without prior knowl-
edge of the language, the basic training phase
will consist of a period of six to twelve months
-full-time language study at a fieadquarters'
facility. Those who achieve satisfactory re-
sults during the basic training phase will be
entered into overseas training programs as
they become qualified. The duration of the
overseas training phase will vary in accord-
ance with the extent of prior knowledge of the
language, the difficulty of the language, the
time-schedule in the individual's. approved ca-
reer plan, and the use which his sponsoring
component intends to make of him upon.com-
pletion of his language training. This over-
seas training phase will approximate four
months for Romance and Germanic Lan-
Chinese, apanese, and
Korean and one year for most other languages.
Candidates will be eligible for Language
Development Awards if they are qualified un-
i0ii provisions of
in the same s
, nguage training under this program
will be regarded as "directed" training.
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MANAGEMENT TOOLS
REPORTS MANAGEMENT
A sage old..fire chief at a large Navy base
wasquestioned about fire regulations. "What
about reporting fire hazards?" he was asked.
"If`you mean in writing, heck no!" he replied,
and then added, "By the time I got the writ-
ten word this whole place might be burned to
the ground."
The chief was practicing good reports man-
agement - timely reporting of essential in-
formation in a simple and direct manner.
Most of our requirements for administrative
reports cannot be stated as simply as *the fire
/hief's, nor complied with as easily. Wide-
spread activity requiring increasing adminis-
tratve control, a corn artmented organiza-
ona structure, and eve changing conditions
.tend to complicate repor ing systems. How-
ever, Organization personnel can do much to
improve our administrative reporting prac-
tices simply by applying the, following prin-
ciples:
Establish the basic need for a report - A re-
port is justified if : (1) the information re-
quired is appropriate to the functions of the
using office, and preparing offices are the best
sources of data; (2) the report serves a pur-
pose which could not be accomplished some
other way, such as through direct supervision
or inspection; (3) the need for the report does
not stem from a problem which should be cor-
rected rather than reported; or (4) the infor-
mation reported is actively used as a basis for
actions, plans, or decisions, and these uses
fully justify the cost of the report.
Select a reporting frequency which is con-
sistent with the need for information. Pro-
grams on which information is reported often
decelerate rapidly. Unless changed, the re-
porting frequency may soon become unrealis-
tic, or the opposite may occur, i.e., the pace of
a program is stepped up, or situations begin
to occur so frequently that they should be
summarized rather than reported separately.
Check a series of reports. What frequency is
needed now; what is the trend?
Specify a reporting date which, if possible,
is convenient to the reporting office. Avoid
conventional peakload reporting dates such as
end-of-month, end-of-quarter and end-of-year.
Allow sufficient time for adequate prepara-
tion, without overtime. Base due dates on
working days, ,not calendar days, whenever
possible.
,sure that. the flow of information follows
the pattern of organization and command,
and that information is summarized at vari-
ous points where decisions are made or where
responsibility is placed. Good administra-
tion includes delegating authority to make
decisions at levels where actual operations are
carried out; good reporting stops detailed in-
formation atthose same levels.
Develop a report format which: (1) is sim-
ple in design and standard for each preparing
office; (2) provides for transmitting the re-
port without covering correspondence; and
(3) is arranged so that the preparing office
can compile the data from records it normal-
ly keeps, and so that the receiver can locate
information quickly and apply it to his needs.
Be sure t1jat the report directive you issue
is clear and complete - preferably in writing.
Good directives mean good reporting.
Be sure that periodic and critical reviews. of
the need for continuing reports are made.
Reports management can mean fewer and
better administrative reports at lower cost,
thus releasing more time for the Organization
to accomplish its mission. Consult your
Records Officer if you have an administrative
reporting problem. Further guidance . is
available from the Records Management Staff.
MERIT PAY RAISE PLAN
.The President's Sub-Cabinet Committee
studying Federal salary systems has been
asked to consider at least one highly signifi-
cant change in the Classification Act, which
controls the grades and pay of the Govern-
ment's/lassified employees.
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The proposal is that the Act be modified to
give agencies authority to grant "merit raises"
to outstanding employees. There is no such
authority now.
Employees can advance from grade to grade
as vacancies and their particular skills per-
mit. Those who ' advance get small peri-
odic, step-increases at 1 for 18-month inter-
vals. And those who remain long years in the
same grade can qualify, eventually, for as
many as three longevity step-increases, each
equivalent to one periodic step-increase.
These last, of course, are seniority increases.
Nowhere in the law is there provision for
merit increases, other than grade-to-grade
promotion, for employees who perform out-
standingly.
Proponents of the new proposal insist it
would give vastly increased "flexibility" to the
dustry's.
pay practice more nearly into line with in-
centive to. individuals; and bring Government
lassified salary system; provide greater in-
It frequently` happens, they say, that the
"man makes the job" - while the rigidities of
the Classification Act deny him the proper
compensation for the work he actually per-
forms.
A "merit raise" system, it's said, might be
written into the Classification Act in any one
of several ways.. Two possible ways are :
1. By reducing the number of
grades, which now total 18, and providing big-
ger salary ranges for the remaining grades.
At the same time, the upper steps of each
grade would be reserved for "merit raises.
2. By retaining the present 18 grades, but
building a series of "merit" steps on top of
them. This would increase salary overlap
grades - something classification
/experts don't like.
/experts
The proposal for fewer' assified grades has
come repeatedly in rec nt years-most re-
cently in the 7.5 percent pay raise bill ap-
proved by the Senate. Post 'Office and Civil
Service Committee before Congress adjourned.
That measure would eliminate Grades GS-
1, 6,.8, and 10, substituting a 14-grade system
for the present 18.
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Meantime, the S}ib-Cabinet Salary Commit-
-tee continues to get suggestions for various
systems which would have Classified pay rates
fluctuate from area to area.
CREDIT UNION PRAISED FOR
PROMPT ACTION
Quoted below is a letter of appreciation sent
to the Credit Union by one of the operating
divisions :
"1. On the morning of 5 September, the
Division received a priority cable from the
field that an employee required a loan by 6
September. An inquiry was made of the
Credit Union who advised that the formal loan
application, dated 13 August, had not been
received until 4 September.
"2. Because of the circumstances involved
in the case, the Division requested the Credit
Union to expedite processing of the loan. . At
12 o'clock, two and a half hours after receipt
of the request, the Credit Union notified the
Division that the loan had been approved and
that the money had been deposited with the.
Finance Division.
"3. This is only one example of the cooper-
ation received by this Division and its field
stations from the Credit Union. On numer-
ous occasions, the Division has received service
far, beyond that which could normally be ex-
pected. In addition, the manner in which
the Credit Union has cooperated with the
field has been of inestimable value in main-
taining the morale of the employees who know
that, if an emergency arises, the Credit Union
will provide prompt assistance.
"4. This Division wishes to express its sin-
cere appreciation to the, personnel of the
Credit Union for their outstanding coopera- ,
tion and assistance."
The facilities of the Credit Union are avail-
able to all employees. The only requirement
is the investment of five &11 4r s for one share
(deposit) plus a twenty-five
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CONFIDENTIAL"
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CLAIMS FOR HOSPITALIZATION
OR SURGERY
Do you want your claim for hospitalization
or surgery to be paid promptly? Claimants
in the field should be sure it includes all the
necessary information, as outlined in the at-
tachment to Book Dispatch No. 117 of 25 Sep-
tember 1956. Claimants atfeadquarters, in-
stead of consulting the Dis atch, receive per-
sonal, assistance in completing the form.
If you are an overt employee, you should
always carry the white GEHA identification
card. In an emergency, it will admit you to
a hospital, after which you can arrange
through your office to have the admission
forms mailed or brought to you. Where there
is no emergency, it is best to pick up the forms
a few days ahead and take them with you to
the hospital.
Using the white card and admission forms,
you need pay only the part of the bill not
covered by the hospitalization contract. The
hospital collects the rest from GEHA. Make
sure that any approach by the hospital - to
GEHA is made through the address and tole-
hone number on the back of the card.
Administrative personnel receiving claims
from the field should see that they are com-
plete before forwarding them to GEl-IA.
OFF-DUTY LANGUAGE TRAINING.
PROGRAM
On their return, to Xleadquarters, overseas
personnel may "be interested in participating
in the Voluntary Language Training Program
S8, 4
that has been designed- to qualify students
for the Organization Language Development
Awards for comprehensive proficiency at the
elementary and intermediate levels.
The courses, each sixteen weeks long, begin
three time a year: the first week in January,
May, and in September. Five hours of class-
room instruction, either before or after duty
hours, and seven hours of laboratory work and
other outside study are required of the stu-
dents each week. Tapes and textbooks are
supplied by the Office of Training. Instruc-
tors have been recruited almost entirely from
among staff personnel of the Organization,
who are compensated at the standard Gov-
ernment overtime rate.
Classes are limited to a maximum of ten
students and a minimum of five students.
Regular - daytime language standards of
achievement and methods of instruction are
followed as closely as possible. Forty courses
are presently in progress in eleven different
languages : Chinese, Finnish, French, Ger-
man, Italian, Japanese, Persian, Polish, Portu-
guese, Russian, and Spanish. Courses are cur-
rently being offered at basic and intermediate
levels. will be offered in languages
listed in rovided the minirn?x1 A
enrollm nts is reached.
Overseas returnees interested in taking ad-
vantage of this opportunity for language
training, at no cost to themselves, should sub-
mit their requests or voluntary language
training during nouty hours through the
appropriate Training Officer.
RECORD PROMPTLY CHANGES IN
ADDRESS OR ASSIGNMENT
A master locator card file is maintained at
Xeadquarters on all staff employees in the
1Eeadquarters area. The purpose of this file
is to provide the home address, residence tele-
phone number, organization component and
office location to which assigned. A change
in residence or change in assignment should
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be reported promptly so that the master
25X1 A may be brought up to date. (Se
The maintenance of this loca fl
taken on additional significance this past year
25X 1A as it also is used as the source for home ad-
dresses for the W-2'1, Withholding Tax State-
v~f ix,T inh cnrvnc in lieu of a T7-9,- for T)ls-
It is urged that more attention be given by
employees to correcting the locator file when
a change takes place. A recent nal sis of
uuarter y perio in icated that 37A. of
all changes reported for the period were re-
ceived during the last 20 days of the period,
which was after the quarterly summary check
ese reported changes, 30 were received too
late to process for that period.
Employees should report promptly all
changes in address in order to keep the per-
sonnel locator file up to date, and so that
25X1A W-2's will reflect the current and correct ad=
dress.
should
so tha
may be corrected. Supervisors and Adminis-
trative Officers can help tremendously, when
they learn that an employee has moved, if they
would have the individual promptly complete
the personnel information card to show the
new address. Cards are on file in each com-
ponent administrative office for verification
if an employee wishes to see whether the rec-
ord of his address is current. The coopera-
tion of all is requested to maintain the value
of these records by keeping them up to date.
ORGANIZATION CIVILIAN RESERVE
PROGRAMS
Programs to establish a unit of the National
Defense Executive Reserve and a Civilian Spe-
cialist Reserve in the Organization have been
approved as a part of our manpower mobiliza-
tion planning. The Executive Reserve, which
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is a, Government-wide program, was estab-
lished to provide for, Federal employment of
executives during emergency periods. The Di-
rector of the Office of Defense Mobilization,.
who is charged with the responsibility for ad--
ministering the program, has authorized, the
establishment of a unit of the Executive Re-
serve in our Organization. The Civilian Spe-
cialist Reserve, a program within our Organi-
zatibn, provides.for a pool of trained civilian
specialists who would be available to us in the.
event of war or general emergency.
SHIPMENT OF PRIVATELY OWNED 25X10
AUTOMOBILES
his changesshould reduce de-
lays in the receipt of privately owned automo-
CORRECTION
'i'ne last issue of tine Oupperi, rsuiieulll Cai- V
ried an article entitled ? "Language Training-F
in the Field." Paragfaph 4 of this article
stated, "Volunteer language students are 213X1 A
imbursed by the Organization to a maximu l A
"
of two hundred and fifty dollars a year.
Me reviously was the case, as ex ressed i
ut was rescinded b
present policy as express
states, "Chiefs of Station
penditures to cover the, cost of tuition, and
the cost of providing facilities and equipment
for foreign language training when such cases
are, in their opinion, reasonable and war-
ranted." We regret this error.
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CIVIL SERVICE RETIREMENT
(This is the last of a series of articles on the liberalized
Civil Service Retirement (CSR) Act.)
RECOMMENDATION DUE ON CSR-OASI
SWITCH
In approving the new CSR law, the House
Civil Service Committee directed CSC to try
to work out a, plan whereby those who leave
the Government with less than five years of
service could' have it credited toward Social
Security's Old Age and Survivors Insurance.
The agencies concerned are studying the pro-
posal and will make recommendations on 'it
to Cgngress net year.
That, is the only step under consideration
toward coordination' of the two systems.
DUAL BENEFITS : The new CSR law carries
no prohibition, as once was proposed, on dual
retirement benefit payments to Federal em-
ployees. So it is still possible for you to retire
under CSR, take a private job for a few years
and then also retire under OASI.
Thousands are doing it, and tens of thou-
sands of active Federal employees have OASI
credits which they earned prior to Govern-
ment employment. or on after-hours jobs. It
is entirely legal for. a retired Federal. employee
to be paid CSR benefits while he is working in
a private job to qualify for OASI payments.
Women Government workers are keenly in-
j
terested in the possibility of dual CSR and
OASI benefits inasmuch as women can draw
OASI annuities at age 62.
A scattering of retirees are paid triple bene-
fits - veterans' pensions in addition to CSR
.and OASI annuities. -
REEMPLOYMENT MADE EASIER
FOR RETIREES -
A retiree who has been, or will be, reem
ployed in the Government stands to benefit.
from the new'law.
The requirement for remployment is eased
to make the retiree eligible for any job for
which he qualified, to serve "at the will of
the appoin ing officer."
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A retiree's rqlemployment will have this
effect on his annuity:
If his retirement was based on an involun-
tary separation (except for" age retirement)
not due to any fault of his own, or if he were
retired for disability and later found to be
recovered or restored to earning capacity, his
annuity mill be either discontinued or sus-
pended.
If his reemployment is subject to the CSR
Act,. his annuity will be discontinued -and his
,future retirement rights will' be determined
under the law in effect at the time he is sepa-
rated from the rmploymeiit.
If his reemployment is not subject to the
CSR Act, his annuity payments will be sus-
pended and resumed at the old rate upon
termination of the reemployment.
If his retirement was based on a voluntary
separation or an involuntary separation for
cause,, or if he retired for age, or if he was
a disabilit annuitant age 60 or over at the
time of remployment, his annuity will con-
tinue but his salary during the re-mploy-
ment will be reduced b the amount of annuity
he receives. If the rmploy?ment continues
for at least one year of full-time service, he
will be entitled, after separation from there-
employment, to a supplemental annuity based
on the r9mployed service.
WHERE MONEY COMES FROM FOR
THE CSR FUND
Your contributions to the CSR fund are
held in Government securities. Contributions
to the fund are from four sources: employee
deductions, congressional appropriations ron-
tributions. from all agencies and the interest
earned on these funds. ".
Employee deductions were 2 ?/2 percent when
the original CSR Act became effective in 1920.
The rate rose to 31/2 percent in July, 1926; to,
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.CONFIDENTIAL
5 percent in July, 1942; to 6 percent in July,
1948, and to 61/2 percent last October 1.
The deduction is made on your basic salary
only and not on such "extras" as .allowances
and overtime.
The latest audit showed the CSR fund to
have a balance of about 7.2 billion dollars. A
total of 4.8 billion dollars has been paid out
in employee and survivor benefits; employees
have paid 5.7 billion dollars into the fund, and
6.3 billion, dollars has been put in by the Gov-
ernment in the form of appropriations and
interest on investments.
GENERAL PROVISIONS OF THE, NEW
CSR AcT
COVERAGE : CSC has the authority to de-
cide which temporary and intermittent jobs
As a general rule, all full-time and regular
Federal employees are covered either by CSR
or some other Government retirement sys-
lem.
BREAK IN SERVICE: If you have a break
in service up to three days, it will no longer
count against your service credit for CSR.
o---REJECT: You can waive any part of the CSR
annuity you have earned. This permits vet-
erans to refuse some part of their CSR pay-
ments in order to continue to receive their
veteran's pensions, which could be cut off
after incomes reach certain levels.
LEAVE WITHOUT PAY:. Credit is given for
leave without pay up to six months in any
calendar year., There is no legal limit on the
amount of such leave that can be allowed, and
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some former employees, now in other jobs,
have been on leave for 5, 10 and 15 years.
SUBSTITUTE POSTAL EMPLOYEES are al-
lowed full credit toward CSR for all service
since their original appointments, provided
they are subject to call for duty. They do not
need to work full time-to get full-time credit.
TRANSFER: The new'law permits a Federal
employee to transfer from another Federal
retirement system to CSR, but now he must
turn over to CSR the refund he receives from
the system he left in order to get CSR credit
for salary and service. Besides CSR, our Gov-
ernment operates retirement systems for the
Foreign Service, TVA, and other special em-
ployee groups.
BORROW : No; you can't borrow money from
the CSR fund.
A RETIREE can work for a private firm en-
gaged in Government contract operations
without losing his CS annuity.
REPEALED : The annuit increase law which
became effective Nov. 1, 55, was continued
in effect for employees separated before Oc-
tober 1, 1956. This increase cannot be paid
to an employee separated after the new law
became effective.
INTEREST: It will not be paid after Decem-
ber 31, 1956 on the accounts of those who have
five or more years of service. Three percent
interest, compounded annually, will be paid
only to those employees who leave the service
with more than. one but less than five years
of service. The elimination of interest will
have no bearing on the amnount of any annuity
payable under the act.
CONFIDEN 1 1Ai
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