SUPPORT BULLETIN FOR INFORMATION OF HEADQUARTERS AND FIELD PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04724A000200020005-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 16
• Document Creation Date: December 12, 2016
• Document Release Date: August 29, 2002
• Sequence Number: 5
• Content Type: BULL

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SUPPORT BULLETIN
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.July-August 195$
FOR INFORMATION OF HEADQUARTERS
AND FIELD PERSONN.
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PURPOSE
the Support Bulletin, published periodically, is designed to keep head-
quarters 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 occupying
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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SUPPORT SERVICES CAREER
DEVELOPMENT
The Administration Career Service and the
other Career . Services among the Support
components have reached the stage in indi-
vidual Career Service identification, training,
experience, and evaluation where it is desira-
-.ble and practicable to proceed in a more
formal manner to:
a: Identify and assign to senior Support
positions abroad the best qualified Support
personnel, in consideration of the require-
ments of specific positions, regardless of
Career Service designations.
b. Afford maximum use of personnel
through assignments, to one of the Support
components, of generalists who cannot
profitably be assigned at a given time
within the general administrative field, or
who have demonstrated greater suitability
for a specialty.
c. Develop junior-grade generalists
through planned assignments in appropri-
ate-Support components or by progression
into the senior general administrative
positions.
As a means of accomplishing the above,
the following actions will be taken:
a. All general support or administrative
positions, GS-13 and above, at headquarters
and in the field, will be considered rota-
tional positions which may be filled by mem-
bers of any of the Support Career. Services,
and those members of such cervices will be
identified who are considered qualified or
potential candidates for general support
duties (or a combination of specialties such
as the Certifying-Administrative Officer in
some stations).
b. In all cases of completion of a tour of
duty in the rotational positions referred to
in paragraph a immediately above, the pro-
posed new assignment will be referred to
the Administration Career Board for its
recommendation. These cases will include
persons belonging to the Support Adminis-
'.!c Imo'+v Ni ua o1lvlG ~JC15Vila
3 the other Support Services.
Normally such cases will result in the
assignment of SA personnel to general ad-
ministrative duties at headquarters or over-
seas and the return of all others to their
parent service. , However, all cases will be
carefully reviewed in order to insure full
consideration of the special needs of each
component or Career Service and to insure
profitable and expeditious assignment in-
cases where the parent component or Career.
Service cannot provide timely assignment.
In such cases, except where there is intent
to change the employee's long-term career
direction, he will retain his appropriate
Career Service designation regardless of the
component or Career Service to which he
is assigned for a definite or indefinite tour,
c. Reincorporate in the Administration
Career Service qualified generalists now
designated as "DA" (special administrative
personnel in grades GS-11 and below)
Considering the imbalance of field and
headquarters positions in this category, it
will be necessary, on occasions, to assign
employees from these positions to regular
positions of the specialist services.
The procedures to be followed are:
a. Identification and assignment of mem-
bers of specialist services to general support
positions will be by action of the Adminis-
tration Career Service mechanism includ-
ing, but not limited to, nominations by the
specialist services.
b. Reassignment of all employees from
rotational assignments will be by action of
the Administration Career Service mecha-
nism in directing assignment either to an-
other general support position or to one of
the specialist Career Services for appropri-
ate assignment by that service.
It is anticipated that the number of "spe-
cialists" going into general Support positions
and the number of "generalists" going into
the specialist services will be small. However,
a more formal method of selection than has
existed in the past is considered essential to
the continued improvement of all the Support
Services.
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While it is reeopized that Organization ea-ployees are
rarely called upon to make public speeches an4 that there
are certain 3im.3tations on such activities, this article
is publiehed as an item of general interest.)
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$ONFIENT1At
HOW TO MAKE A GOOD SPEECH
WITH MINIMUM EFFORT
c:cording to 4 leading expert, there are
several shortcuts and simple techniques that
are helpful to persons called upon to address
large groups. "Minimum effort" is the term
this expert uses to refer to such techniques.
This `.`minimum effort" requires a new ap-
proach to listening to other speakers, espe-
cially those you know in advance to' be good.
...But first, think back to the last speech you
h~eard,_ good or bad. Multiply, roughly, the
number of people in the audience by the
number-of minutes used by and for the
speaker. Then estimate the ' average hourly
salary of those present and compute the cost
of his words. If you believe time is money,
this :mental arithmetic should reveal your re-
sponsibility to exert at least a minimum effort
the next time you are called upon to speak.
While listening to a good speaker, listen as
a critic. Note his acknowledgement of the
introduction. Does he have an easy manner
which enables him to accept praise or flattery
graciously? This is his first impression upon
his listeners.. Does he address the chair, rec-
ognize dignitaries at the speaker's table, and,
of course, the audience? Rightly or wrongly,
listeners interpret this practice as the mark
of a professional. So that's Minimum Effort
# 1?
His first sentence is his attempt to "hook"
the interest of the audience. Be it a question,
a dramatic shocker, or a quotation, is it a
sharp enough hook to assure interest beyond
the one minute that normal curiosity and
courtesy prevail? If he's a professional, it's
one of the two sentences in his speech he has
memorized (Minimum Effort #2).
Before this good speaker is far along, you'll
know where he's going. If the presentation
is nontechnical, he will never *read his re-
marks. Leaning on a crutch creates a limp-
ing performance more often than it cures one.
He probably will refer to no more than a three
-by-five card with a bare outline typed in caps.
But if he uses statistics he will refer to his
notes even if he knows them; it lends believa-
bility.
If he's presenting a technical paper, you'll
recognize his exercising of the adage, "First
you tell'em you're gonna tell'em; then you.
tell'em; then you tell'em you told'em." In,
this case, he'll probably be referring to a man-
uscript that is triple-spaced and in all capital,
letters so he can read easily and still maintain
occasional eye contact with individuals'at the
speaker's table, in the third row, and in the
rear of the room (Minimum Effort #3). Sev-
eral of his key sentences will be underlined so
he will be reminded to remember proper voice
inflection.
Also early in an expert's speech, you will
recognize organization of facts. Listeners
assume that an orderly presentation reflects
an orderly mind. The amateur can best
achieve such orderliness by presenting his
major points in a "one, two, three" or "A, B,
C" fashion (Minimum Effort #4). ,
This stimulates natural gestures with the
fingers and hands. Thus, one of the profes-
sional's strong points - his meaningful ges,
tures can be emulated with no effort.
A similar trick is the "planting" of phrases
or sentences that encourage automatic voice
inflection (Minimum Effort #5). No one en-
joys listening to a monotone. Peaks and val-
leys of the voice keep listeners awake and
increase the oddsithey'll be interested in what
you're saying.
Never offer an apology for your efforts, no
matter how humble you may feel they are.
If you don't apologize, your listeners may not
notice your weaknesses. Or, as one wag put
it, "Never apologize; your friends don't need
it and your enemies won't believe you any-
way."
It becomes increasingly apparent that some
preparation for a speech is essential, even for
the amateur. Advance assistance by the pro-
gram chairman should include information
about the known circumstances which can
help the "once-in-a-whiler" look like a pro.
Will a microphone be used? Is it desirable
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Cori F ~ AL
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to have copies of your speech available for dis-
tribution? How much time are you expected
to use? (Adhere to your schedule and you
have. at least the gratitude of the chairman
and the audience. Violate it by talking too
long and you risk losing all.) -
There are a few basic rules about speaking
which should appear quite logical to the once-
in-a-while speaker, although some are vio-
lated surprisingly often: One is to build word-
pictures by using plenty of "for examples"
(Minimum Effort #6). A bit of casual read-
ing of collections of anecdotes, similes, quota-
tions, etc., will provide a mental stockpile of
flexible tools. And don't worry about every-
one in your audience having "heard it before."
It's amazing to professionals how many times
they can tell the same story to new audiences
and still get laughs from all but a few who
hear too many speeches. A few basic stories
in one's tool kit can be adapted to fit the
audiences.
This brings up a point at which many ama-
teurs are flustered. Too many try to be funny
with a joke that is told only for the sake of
a laugh. Humorous stories can fall flat, and
many an amateur has been stunned beyond
composure by the silence that sometimes tells
him it wasn't-really so funny. Stories should
be used only to illustrate a point (Minimum
Effort #7). Then if a laugh doesn't follow,
no harm is done, and chances are there is
silent internal appreciation of the clever way
the point was driven home. Obviously, the
"I-get-a-laugh-every-time" speaker will appro-
priately ignore this advice.
"Butterflies" in the stomach are not re-
stricted to once-in-a-whilers. The pro's have
thein, too. Don't expect to lose them. Actors,
fighters, and public speakers simply learn to
control them or live with them.
As with every effort, there must be a goal.
The once-in-a-whiler must adopt one rule of
the pro if he is to be certain of having a con-
clusion with swap. That rule is: memorize,
your cohelusion (Minimum Effort #8). That,
insures a clean finish : no rambling and stut-
tering as you search for any 'weak finish, such,
as "Thank you," which will let you sit down.
You may be giving an inspirational pitch
in tiiii of adversity., An appropriate conclu-
sion might- be a quotation, "The world cares
little about the storms we'll encounter. But
will we bring in the ship?" Then sit down.
This lends itself to meaningful applause. You
can make it easier for the audience to ap-
plaud. If you would be a better-than-average-
once-in-a-whiler, review quickly the eight.
Minimum Effort aids.
If you want your ship to come in, you first,
must launch it.
THE SPEAKER'S RULES OF TONGUE
of
1 Never apologize. Let them find you out.
2. Be a ham, yes, but have meat in your speech, too.
3. Plant phrases that necessitate gestures and plant phrases that
stimulate voice modulation.
4. Look at individuals in the audience and speak up, unless you're
embarrassed by your lack of preparation and its inevitable conse-
quences,
5. Use plenty of illustrations and periods. Your listeners aren't much
smarter than you.
Don't thank an audience, unless they suffered politely.
LeaVe'em laughing or leave'em fighting mad, but leave'em promptly
and cleanly. When you've said your say, stop.
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MANAGEMENT TOOLS
:v ,-RECORDS MANAGEMENT A11TI5- SPACE
PROBLEMS
Two previous Support Bulietira?'articles in
this series have dealt with efficient filing n.eth-
ods, ,correct: use of filing supplies and equip-
merit, aid the economy of bulk storage for: iii-
active records,
Let's now consider another element of the
problem : paperwork, for today's paperwork
is tomorrow's records.
For example, consider the forms you are
using. If they were not designed and printed
according to the Organization's forms stand-
ards they are probably taking up 20 percent
to 40 percent more file, space than necessary.
When did you last review your forms for pos-
sible .. .
ELIMINATION of CONSOLIDATION of
unnecessary forms, two or more forms or
copies of forms, or parts of forms.
items 'oil- forms.
REFINEMENTS in re-
production, distribu-
tion, and stocking
methods.
CORRESPONDENCE
IMPROVEMENTS in
design. and size for
more efficient han-
dling.
REPORTS
How about the administrative reports you
either require or prepare? Have you studied
them lately for . . .
DUPLICATION . . . Do they repeat or over-
lap other reports?
NONESSENTIALS . Do they include extra-
neous unrequited matter?
a FREQUENCY . . . , . Are their frequencies
consistent with the need for information?
? DUE DATES . . . . Do they . avoid peak
workload periods and allow enough prepara-
tion time, without overtime?
? FORMAT . . . . . . Are they efficient to
transmit and use without added correspond-
ence or explanation?
e DISTRIBUTION . Are they sent to too
many people?
What about your correspondence? Are
these "unnecessaries" common in your office?
?:.UNNECE~RY CORRESPONDENCE . . .
Tharreatloff of another Me .ndunz or
letter when an alternate could be used, such
as:
Phone call or personal contact
Routing and Record Sheet
Transmittal Slip
Concurrence or approval on the original
document.
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? UNNECESSARY COPIES . . .
Those extra courtesy or information copies
`~rhich 'create u ce ry files in uninter-
ested or marginally concerned offices. Spe-
cific, realistic copy needs save file space
and preparation time.
? UNNECESSARY WORDS . . .
Spendthrifts in words waste file space. Con-:
sider the formula: Shortness, Simplicity,
Sincerity, and Strength.
? UNNECESSARY REWRITES . . .
Careful preparation and review of the first
draft will eliminate unnecessary redrafts"
copies of which invariably are filed in over-
Crowded files.
SPACE PROBLEM?
:Do you have a space problem? Consider
it now in the light of your answers to these
questions . . .
What filing methods,
supplies and equipment
can be used to save
space and.improve rec-
ord keeping?
What papers can be
withheld from files al-
together?
What records can
destroyed or
"I'ITIA.
What records should not
be created in the first
place?
Copies of tli
So You Have A
booklet Manageme t Tools -
as taken, are available,
this series of articl
-
from the R
quart
/
Manment Staff, head-
Fs'
THE NEW FITNESS REPORT
The new fitness reporting system for the
Organization will become effective 1 January
1959. The new form will be available in the
field and headquarters before that time.
The Fitness Report is contained in one page
with an attached Instruction Sheet, which
eliminates the need for a handbook. The new
procedure for submitting annual reports pro-
vides for a schedule 'of due dates which is
based on grade levels, replacing the old cycle
based on EOD dates. This system results in
all individuals in the same grade level being
evaluated at the same time.
The form and procedures, which were de-
veloped by a task force working under instruc-
tions from the Career Council and had its
approval, were sent to 60 selected supervisors
in the Organization for review and comment.
This test run was very successful and many
valuable, suggestions were made and have been
incorporated in the new form.
Every effort has been made to develop an
effective fitness reporting mechanism and it
is hoped that this new system will help in
producing good personnel-evaluation informa-
tion, which is essential to management in our
Organization.
ace Pr z, from which
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PROGRESS ON THE NEW BUILDING
.By the time this item appears in the Sup-
port Bulletin we will be-awaiting bids on what
is generally recognized as the first significant
step in the erection of a large building. That
is the job of digging a "hole in the ground."
Bids will be submitted on 9 September for the
excavation of the actual building site and for
.pouring the concrete foundations on which
the building will rest. Actual work is ex-
pected to start 1 October.
Up to the present time construction work
has been performed on the site as a whole,
rather than on the building. Last October
work started, on clearing and grubbing. This
meant the actual removal of trees and brush
from about half of the 137-acre tract of land
and the cleaning or removal of dead trees and
brush from the rest of the site. This work
was completed in March 1958 and by that
time a contract had been let for grading the
site to bring it to the proper elevations as
determined by our site planners, and for the
installation of drainage structures designed
to carry off surface wateT from rainfall and
from several springs in the area. Under this
contract the roads on the site and the parking
areas are being graded and some of them will
be given a gravel surface treatment so that
they may be used by the building contractor
to bring in his supplies and equipment.
The weather has been unfavorable most of
the time since work started last October.
Summer and early fall of last year were
marked by long dry spells ideal for construe-
tion work but almost as soon as clearing and
grubbing started we had heavy rains. Last
winter he snow storms were the worst we
had had in this area for years and so far this
spring and summer rainfall is well above
normal. In spite of this we are maintaining
our schedule. The grading and drainage con-
tractor is expected to finish by the end of Sep-
tember as his contract provides.
The Excavation and Foundation Contract
will require approximately 6 months and be-
fore that work is completed we expect to have
a contract for the construction of the build-
ing itself. Probably 6 to 9 months' time has
been saved by making separate contracts for
the clearing and grubbing; grading and drain-
age, and excavation and foundations. All of
this will have been accomplished while our
architects have been preparing the complex
detailed plans required for the main building.
While the work described above has been
under way on our site, equally important
work has been started off the site. Consid-
erable progress has been made on highway
work. The new four-lane highway leading to
the north entrance to our site is, completely
graded. Piers for the several bridges on this
highway are completed. The entire project is
scheduled to be paved and ready for use by
the end of 1959, well in advance of our 1961
moving date. Within the last month work
has been started on widening the half mile of
existing highway leading to our south en-
trance.
County officials are proceeding with their
plans for installing water and sewer lines and
for building pumping stations necessary for
these facilities. Plans for the electric power
station that will supply our building are also
well along.
AWARDS GRANTED FOR LANGUAGE
SKILLS
In the last issue of the Support Bulletin,
you read of the procedures for administration
of foreign language proficiency tests. Enthu-
siasm for the program continues to grow.
Many employees who were unable to meet a
scheduled date for a test in the first half of
the year are now arranging to be tested dur-
ing this latter half.
Thus far this year awards for the achieve-
ment and maintenance of foreign language
skills have totalled approximately $60,000.
The amounts of individual awards have
ranged from a low of $25 to a high of $4O0.:
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COKFIDUM
1
SUGGESTION AWARDS PROGRAM
Since the last Support Bulletin went to
press, the Organization has awarded $3,000 to
two employees who collaborated in a sugges-
tion. of significant value to our activities. This
is the second largest award in the history of
the Organization. The largest was for $8,500
and. was described in our September-October
1957 Support Bulletin.
These suggesters were honored at a cere-
mony on 24 July, at which the senior officials
of the Organization paid tribute to them.
The award winners were presented with Cer-
tificates of Appreciation, their checks, and
commendation letters, copies of which have
been placed. in their personnel folders.
the Deputy Director stressed that he and
the Director are extremely interested in the
Suggestion Awards Program because it stimu-
lates and encourages ideas, the very core of
our business.
The Chairman, Suggestion Awards Com-
mittee commented that the legislation creat-
ing the Federal Incentive Awards Program
permits recognition and awards for signifi-
cant suggestions made in the line of duty,
when such suggestions are so superior or
meritorious as to warrant special recognition.
The-Chairman also stated that our larger
awards for the last twelve months total nearly
$15,000, that a successful Suggestion Awards
Program means our, people are thinking about
work improvement, and that we cannot ever
have too much of this.
In addition to the $3,000 award, sixteen
employees received cash awards and Letters of
Appreciation for other suggestions. Some of
these are reviewed here with the hope that
they or adaptations of them may be usable
in the reader's office. If this proves true,
please inform the Executive Secretary of the
Suggestion Awards Committee, because the
additional use may entitle the original sug-
gester to an additional award.
A most significant suggestion was .the`pro-
posal that a brief of references be typed under
when the text is not 'self-explanatory. For
this suggestion, the Committee voted an
award of $450, to be accompanied by a Cer-
tificate of Appreciation from the Director.
Another suggester devised a means of using
plastic tapes for certain types of communica-
tions traffic, which saved considerable man-
hours. He received an award of $160. The
director of the suggester's office also wrote a
memorandum commending this suggester on
his overall good work, proclaiming this sug-
ge'stion a typical example of the interest and
initiative the suggester shows in the Organi-
zation.
One employee observed that chart paper
was needlessly being used. with the Brush Re-
corder in his office, and suggested that less
expensive adding-machine paper be substi-
tuted. This suggestion earned a $70 award.
Fifty o- liar awards were made to two sug-
gesters for revisions in forms. One proposed
a change in the present design of Form No.
240a, Couriers' Classified Mail Receipt, to in-
clude perforation on both parts of the receipt
and carbon interleaf of, the two-part set. The
other suggested a change in Form No. 610a,
Routing and Records Sheet, to include : "On
filing documents in permanent case file, de-
stroy back pink sheet, locator cards, and ab-
stract slips."
Please remember to advise the Executive
Secretary, Suggestion Awards Committee if
any of the above suggestions are usable in
your office.
LONG-TERM TRAINING SCHEDULE
UBLI ED
7.Q
For those,jwho lylay wish to plan training for
themselves or for personnel under their super-
vision, the Office of Training has published a
list of scheduled courses covering the period
from September 1958 through June 1959.
Arrangements for enrollment will be made
through the Registrar of the Office of
Training.
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N~IUENtIAI,
PAY STUDY
approval of the proposal, which was discussed
informally with congressional leaders before
On July 15 the President sent to Congress
a message outlining his proposal for a com-
prehensive study of the compensation of Fed-
eral employees. He asked Congress to create
a commission to undertake the study, and a
bill was introduced in the House on July 17
for this purpose. The Administration is op-
timistic over the possibilities for congressional
submission.
commission, to be composed of four members
of the Senate, four members of the House,
three members of, the executive branch, three
representing the public, and a chairman. The
chairman and those from the executive
branch and the public would be appointed by
the President. One of the Presidential ap-
pointees is expected to be an employee leader.
In his message to Congress, the President
said that debates in Congress on the recent
Postal and Classified Pay Bills had - empha-
sized the problems inherent in a system which
depended for the most part on the legislative
process for the periodic adjustment of salary
schedules. He pointed out that the salaries
of most white-collar workers had, over the past
10 years, been adjusted on the average of once
every 21/z years. By contrast, blue-collar
workers had averaged one adjustment annu-
ally. As a result, he said, supervisors in some
establishments were receiving less money than
their blue-collar subordinates.
The President called attention to the fact
that it had been more than 30 years since a
comprehensive review of Federal compensa-
tion had been made. During that period, he
said, the size and complexity of the Govern-
ment had increased enormously. He noted
that there were now at least 77 different pay
plans in the executive branch alone and that
there were more than 300 different statutes
bearing on the pay of Federal employees.
g
In outlining the commission's sphere of
study, the President emphasized his desire for
The President's proposal calls for a 15-man
recommendations as to the criteria to be fol-
lowed in creating a sound basic compensation
structure and in determining the actual sal-
aries to be paid under the basic structure; the
methods to be employed in making salary ad-
justments without impairing the basic struc-
ture; the criteria to be followed in determin-
ing whether, in a particular case, a special
pay system is needed; the criteria to be fol-
lowed in establishing sound relationships be-
tween systems, between the compensation of
career employees and that of elected and ap-
pointed officials, and between salaries paid in
the three branches of the Government; and
the feasibility and advisability of increased
administrative authority to fix and adjust sal-
aries, and the means of exercising such
authority.
The Administration's view seems to be that
piecemeal legislation of the past three decades,
although accomplishing temporary and nar_
rowly defined objectives, has greatly compli-
cated and greatly distorted what were, at their
inception, fundamentally sound salary struc-
tures. The Administration reportedly con-
siders the following to be some of the changes
needed to correct this:
1. Higher salaries 'for executives. In his
message to Congress the President said that
the rigidity of the pay of top Government offi-
cials had had the ,effect of depressing the sal-
aries of. career employees in the upper grades.
The Administration feels that Congress had
already indicated its recognition of this prob-
lem by recently- increasing substantially the
pay of the top-ranking military officers.
2. In addition to the regular periodic step-
increases, the Administration desires in-grade
promotions as rewards for proficiency. They
view the step-increase as a device to recognize
the experience which naturally comes with
service but feel that it is a simple reality that
from a given,period of service some employees
will profit more than others in terms of in-
creased ability.
3. The Administration desires to see above-
minimum rates of pay for above-average
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SB-11 25X1
The President has expressed the hope that
legislation to implement his proposal would be
enacted during the current session of Con-
gress.. The commission to be created as a
result of such legislation would be expected
to complete its work and to submit a report
to the President and Congress before 1 Jan-
uary 1960. Federal employees will watch with
great interest the progress of the Adminis
4. Each grade promotion, in the Adminis-
tration's view, should result in at least the
equivalent of two step-increases. At present
the minimum is the equivalent of one step-
increase.
5. In addition to the above, liberalization
of longevity step-increases is also sought.
The President's outline of the proposed.
commission's work closely follows the recom-
mendations bf the report of the Cabinet steer-
ing committee headed by the Under Secretary
of Labor. That committee recently finished
its work and reported, to the President. The
committee recommended Presidential author-
ity to fix and adjust Federal salaries; a new
pay scale, keyed to nation-wide industrial
levels; and "meaningful" pay differences be-
tween grades and wider ranges within grades,
with advancement on merit as well as service.
tration's proposal.
A survey
publications f
the composi
quarters reg
tion, and on
The Directo
ganization publi
nate, control, imp
of a board with au
components. It rec
any one of the 0
nd room for i
ibility of re
ns, and
report
control.of serial ddcum
coordination. Th
ber of publicati
de last summer of
format, the pos
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rganization
rovements in
cing the num-
need for better
roposed centralized
is circulated outside
ization's three major
mended establishment
city to "review, coordi-
and systematize" Or-
is year a head-
ed prescribing
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0 NTlAL
SB-11
epared on the basis of replies received.
to to th present, the boa d has
en
gaged pri cipally in determi 'ng ust what
Organiz ion publications no exist, and
just
what 31e their terms of referent their con-
trol s stems, and their circulation. A "com-
prel nsive tentative list" was circu ted for
coptment and correction; an official list ill be
responsibilitie
tions lard. The board is compos of a
chairma and two members. It is ncerned
primarily with the more forma aspects of
publication such as proper dentification
and attribut n, adherence t~ existing direc-
tives dividing esponsibility, for subject mat-
ter., avoidance f unnec sary duplication,
and proper form t. E h chief of a major
component remain re onsible for the qual-
ity of content and t editorial excellence of
his publications. 9rain publications, such
as the Organizati 's regulations and notices,
and others cons' ered rely administrative
or operational, re exclud d from the board's
FUND DRIVE
We now have final reports on the success
of the spring fund drives for the National
Health Agencies and for the Joint Crusade in-
eluding CARE and Crusade for Freedom.
The Organization contributed $22,407.99 to
the National Health Agencies ,, - - t -ie
average gift for each contributors` -his'
compared favorably with a vernmen't wide
average and excee, the average for
all but one of the major departments.
Our donations of $9,619.30 to the Joint Cru-
sade represent an average gift - -c -
are(AwithV Government average's
Only one major department had a higher
average per giver.
We will soon begin the 1958 United Givers
Fund cimpaign and, fully expect that we will
maintain our high standard of generosity to
such worthy causes.
10
CERTIFICATE OF MERIT
WITH DISTINCTION
The Director has recently approved the es-
tablishment of an additional Organization
award, the Certificate of Merit with Distinc-
tion, which is accompanied by an honorarium,
that may vary between $200 and $5,000. This
certificate may be awarded to any person
officially affiliated with the Organization for
meritorious service or outstanding perform-
ance, which may include acceptance of hazard
or unusual conditions beyond the normal re,
quirements of assigned duties. The honorar-
ium will be given to all individuals to whom
this award is made unless the recipient is pro,
hibited by, law from receiving additional com,
pensation.
The Career Council felt there is a need in
the Organization for an additional certificate
with a flexible monetary emolument in order
to permit recognition of outstanding perform-
ance or service which is clearly above the scope
of the existing Certificate of Merit with the
fixed honorarium of $,100. By the use of these
two certificates for recognition of performance
at different levels, a merit as well as an honor
awards program is established in the Organi-
zation. It is believed this will stimulate wider
use of the existing Certificate of Merit for
superior performance of duty at the junior
level.
The Honor Awards board, now renamed the
Honor and Merit Awards Board, will establish
the criteria for granting the new certificate
and will recommend to the Director the
amount of the honorarium to be given in each
case. The board reviews all recommendations
for honor and merit awards and makes rec-
ommendations to the Director, who approves
each individual award.
hich outline the policies
and- procedures for the administration of the 25X1 A
Honor Awards Program in the Organization I
will be revised to include information concern-
ing the new Certificate of Merit with Distinc-
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, because the latter reflects
both current and future costs, such as pro-
curement for future delivery.,
In moving toward a situation where allot-
ments and costs serve their proper functions,
the Organization experimented with a simpli-
fied allotment system, supported by cost
center accounts, on a limited basis in fiscal
year 1958. The results were sufficiently bene-
ficial to warrant extending the simplification
pattern to all components of the Organiza-
tion in fiscal year 1959.
The pattern for 1959 is as follows:
Vouchered fun otment each
for headquarters, and ove as-.___-.
components of the first organlza 1 al level
under a Deputy Director.
Confidential funds :
1. Allotments for each project requiring
an administrative plan or involving
more than a .fixed amount.
2. Allotments by activity and country
t
a ons
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i
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JUL overseas oper
3. Allotments, for headquarter
I I and overseas for all other opera-
tions of the first organizational level
under a Deputy Director.
In those instances where management has
indicated an interest in more detailed infor-
mation, cost center accounts have been estab-
lished for projects, activities, or organizational
elements below the allotment level. Although
the 1959 pattern is still being refined, the
number of allotments has already been re-
duced over fifty percent. The change in al-
lotment structure must, of necessity, be grad-
ual to assure understanding and to work out
the operating problems resulting from the ad=
j ustments of the system.
The ultimate objective is to have single al-
lotments for obligating authority for vouch-
ered and confidential funds for the first or-
ganizational level under a Deputy Director,
and as many cost center accounts as manage-
ment at all levels may find necessary for the
purposes of reviewing performance against
planned and approved operations. To expe-
11,
SIMPLIFYING THE ALLOTMENT SYSTEM
In anticipation of our first cost-based budg-
et in fiscal year 1962, the Organization is
placing increasing emphasis on the use of cost
data for management. purposes. By fiscal
year 1960, the Comptroller hopes to have all
operations on a cost basis.
In the adoption of cost-based budgeting
principles, one of our first tasks will be the
development of an accounting system de-
signed for cost purposes, since the adjustment
of the existing system would not satisfactorily
serve our purposes.
In the past, this Organization and other
government agencies could not have satisfac-
tory cost classifications in their obligational
accounting systems, so a complex allotment
structure was developed in an attempt to pro-
vide cost information to serve the manage-
ment purposes of Operating Officials. The
allotment system was intended only to con-
trol available funds and could never be de-
signed to provide management, on a simplified
basis, with information concerning the cur-
rent use of resources.
The Bureau of the Budget, in its bulletin
"Improvement of Financial Management in
the Federal Government," makes this com-
ment concerning the recent law requiring
cost-based budgets and allotment simplifica-
tion,
. . allotments of funds should be made at the
highest practicable level, consistent with the
requirements of agency management for con-
trol of obligations, and any limitations on the
use of funds imposed by the executive and
legislative branches. Accounting processes other
than allotments should , be employed to develop
necessary operating or management data
through use of cost classifications." (Bold sup-
accurate budget forecasts can be made
More
when they are based on past experience re-
flecting the total use of resources; for example,
stocks drawn from inventory as well as the
payment of salaries. A budget forecast based
on current costs is more effective and under-
standable than one based on the use of obli-
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dite the accomplishment of this objective, the
Organization is experimenting with single al-
lotments for two major organizational levels
in fiscal year 1959.
The top-level management in the Organiza-
tion believes that much benefit will derive
from raising the level of obligating authority
to provide greater flexibility in the use of Or-
ganization resources. This will facilitate pro-
gram planning and direction, and furnish to
Operating Officials the cost and obligation in-
formation necessary to control and evaluate
.daily operations.
assignments, and also to his ability to con-
tribute to the particular program. Participa-
tion in this high-level training broadens the
individual's perspective, develops his potential,
and helps to make him an executive of greater
value to the Organization.
Since 1948, 80 senior individuals in the Or-
ganization have attended sessions of the De-
fense Colleges and the Harvard Management
Course. It is,, hoped that arrangements cart
be made in the future for more representatives
to have the benefit of participating in the
training offered at the Senior Officer Schools,
SENIOR OFFICER SCHOOLS
Nineteen candidates will be selected early
this fall to attend the 1959-1960 sessions of
the Defense Colleges, the Advance Manage-
ment Course at Harvard University, and the
new Senior Officers Course of the Foreign
.Service Institute. Alternates will also be
selected in case circumstances prevent the
principals from attending or additional spaces
in these schools become available.
Much interest is shown each year in the
nomination and the selection of candidates to
represent the Organization in these schools,
since they are in fact the personal representa-
tives of the Director to these institutions. The
Career Council considers the candidates sub-
mitted by the Deputy Directors and makes its
recommendations to the Director, who ap-
proves all persons to participate in the Senior
Officer Schools. The system of selecting can-
didates for all these schools at the same time
puts selection on a competitive basis. Candi-
dates are chosen early in the fall for sessions
scheduled the following year in order to allow
more lead time for individuals who will at-
tend to make their plans and for supervisors
to obtain replacements.
In selecting an Organization representative
to attend a senior staff training school, par-
ticular attention is given to the individual's
qualifications, his current and possible future
POLICY ACADEMY PROPOSED
According to a recent Washington news-
paper article, a few words spoken by a United
States Senator two months ago, although ap-
parently attracting little notice - save among
his immediate audience at graduation cere-
monies of, the Industrial College of the Armed
Forces - nevertheless took root in fertile soil.
Indeed, his idea is growing with ,such vigor
as to suggest that it may, before long, ma-
terialize into one of the most important proj-
ects in Government since the dawn of the nu-
clear-and-space age.
PROPOSAL
It was on June 11 that Sen. Henry M. Jack-
son (D., Wash.), nearing the end pf his formal
address at the college, suggested the establish-
ment of an "Academy of National Policy,"
whose purpose would be to rally the nation's
learned talents. As Sen. Jackson explained:
"It could relate our scientific programs to the
other fields of national policy, rethink existing
assumptions,' and give new directions to both
scientific and political effort."
Why? Because, as the plan's sponsor
pointed out, despite the fact that a great deal
has been done to mobilize scientific brains
for the country's benefit in this era of enor-
mous challenges, there is no channel avail-
able to let the Government benefit from the
best talents in the humanities and the social
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SERIOUS ISSUE
Yet, he emphasized, "the most serious issues
we now face lie in the realm of science of hu-
man behavior.
So he proposed the establishment, "here in
'Washington, D. C." of an Academy of National
Policy.
"What I visualize," he made clear, "is a ro-
.:wtating group of leaders in the sciences . . . so-
oial sciences . . humanities, including men
of broad experience from business, labor, and
public affairs. These men would spend a year
or two at the Academy."
REACTION
What kind of soil has this seed fallen on?
The Brookings Institution, learning of the
plan, arranged to distribute too copies of the
speech to experts associated with the organi-
zation.
Both the. Rockfeller Foundation and the
,Carnegie Foundation . asked, to be supplied
with further details.
High officials in the Government have been
in touch with Sen. Jackson, assuring him of
their desire to explore the subject, because
"they're conscious," as the Senator put it, "of
the inadequacy of Government planning."
P POSED TAX LEGISLATI
The Ho e Ways and Means Com ittee this
week is ex cted to approve a
911 1 giving a
special tax beak to Federal w kers.
The committ
that would allo
from their taxabl
.salary they contrib
tirement fund. The
to prepare official le
action this week.
Federal workers
salary for retire
exemption on t
ses and the com-
w them a tax
xcess of 3 per-
contributions
y okayed a bill
rkers to deduct
.5 percent of the
p instructed its staff
5 percent of their
LCO Tt
which could b deducted. Railroad workers
also would get a pecial tax breaJ7rom the
bill.
The administratio oses the bill, declar-
ing it would dep e Treasury of about
$100 million i nnual venue.
PERSONNEL OFFICERS' CONFERENCE
Personnel officers from the headquarters
offices, staffs, and divisions of the Organiza-
tion met for a two-day conference on 9 and
10 June. The conference convened at a site
several miles from the headquarters area in
order to permit the conference body to devote
its full attention to the topics on the agenda.
Participants remained at the site overnight.
The agenda was divided into three major
parts, each considered in terms of its direct
relationship to the Organization: personnel
management, personnel practices, and person-
nel problems.
The conference body, after meeting to-
gether for the first portion of the agenda,
separated into smaller discussion groups.
Guest speakers presented specific items under
the three major portions of the program and
led discussion periods by the groups after the
presentations.
Topics explored by the groups were the
structure of personnel administration in the
Organization, career planning and develop-
ment, the Career Council, competitive promo-
tions, the fitness report, training, manpower
utilization, and communications.
In addition to the above, the position of the
Organization in the Federal structure was ex-
plained and discussed.
Approximately 75 persons attended the
conference, all of whom have an immediate
responsibility in the personnel management
program of the Organization.
Future conferences will be held at least
annually.
13
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