SUPPORT BULLETIN FOR INFORMATION OF HEADQUARTERS AND FIELD PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04724A000200040007-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 30
• Document Creation Date: November 11, 2016
• Document Release Date: June 16, 1999
• Sequence Number: 7
• Publication Date: January 1, 1957
• Content Type: BULL

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SUPPORT BULLETIN
FOR INFORMATION OF HEADQUARTERS
AND FIELD PERSONNEL
This document is part : Inters sd
life. it ,eparut ?d fee-r, th ilia it rn 3t +au
snare; :d to hi vidual aw=teaatis (=riot.
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The Support Bulletin, tev4w 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.
SR ;_
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ADMINISTRATIVE OFFICERS' CONFERENCE
Senior Administrative Officers stationed at headquarters assembled
recently for a three-day business conference. This conference, like an
earlier one during 1957, was held at a nearby installation and worked through
a full agenda of major administrative problems and programs.
A new feature was the final session which was listed on the agenda as
"Making the Support Program More Effective" and was aimed at stimulating
new ideas for making any aspect of the Support program more effective and
efficient. The Deputy Director (Support), who was present for almost the
entire conference, chaired this session, which proved very productive.
Two conference sessions chaired by senior officials were particularly
stimulating to the conferees. The Chief, WE Division drew on his long and
diverse experience with the Organization in discussing "What the Area Division
Expects from Its Chief of Support." The Chief, I&R Staff made many incisive
observations and frank judgments in pointing out the absolute necessity for
teamwork among personnel assigned to various duties.
The agenda included a number of other timely and important topics. Two
sessions were devoted to consideration of the objectives and scope of the
Financial Management Improvement Program and the role of Administrative Offi-
cers in improving financial management by encouraging understanding of:
1. The value of financial property accountability.
2. The advantages and responsibilities of allotment simplification.
3. The need for academic-type training in budgeting and accounting.
4. The why of cost experiments.
5. The use of financial data and reports to assist in the management
of operations.
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"Administrative Plans and Fiscal Annexes" was the subject of another
session and discussion developed a number of significant factors in devising
better ways of using these aids to management.
The Chief of the Medical Staff and the Chief of the Psychiatric Division
provided a very informative outline of the Psychiatric Program and of proced-
ures for the identification and care of psychiatric problems. The Director
of Personnel, aided by two of his staff, led a very informative explanation
of the recently developed manpower control system . The new
system's increased responsiveness to top management direction and control
was emphasized.
In addition, a brief session was devoted to discussion of the Adminis-
tration Career Service and the matter of selecting officers for senior posi-
tions in the Support Services. The Chairman of the Administration Career
Service Board led the session, which covered factors bearing on selection,
rotation, and development of officers; tours of duty; and, of course, competi-
tive promotion and how it works in the "A" service.
The conference was a success in every way. The high 9 oint of the three
days was the unanticipated arrival of the Deputy Director, who joined the
conferees for dinner and, afterward, an informal but hardhitting discussion
of current trends and problems .C NFI T L
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MANAGEMENT TOOLS
THE STAFF STUDY'
(As a think-piece for getting decisions on problems.)
Did you ever stop to think that if you have trouble getting decisions
from your supervisors it might be due to the way you present the problem for
solution? If an assistant is to be of maximum value to his boss, he has to
learn to help the boss make sound decisions with a minimum expenditure of
time. Fortunately, the assistant doesn't have to spend years experimenting
to find an ideal method for presenting problems for sound decisions because
one method has already been proven successful by experience: the staff study.
Over the years the formal staff study has been increasingly used for
problem-solving at the policy level. One reason for this is the very nature
of the staff-study format, which requires carefully organized thinking in a
logical pattern. A good staff paper shows that this approach has been used
in the development of the study; a poor staff paper shows too often the results
of trying to fit a, poorly organized study into the staff-paper format. The
staff-study technique is an ideal "think-piece" mechanism for solving problems
and presenting solutions orally or in a memorandum as well as in a formal
staff paper.
Here is the method for applying straight, logical thinking to a problem
and coming out with a sound decision by using the techniques required by the
staff-study format.
1. THE PROBLEM
Be sure you have a clear statement of the problem. This is vital!
(It has been said that a problem well defined is half solved.) When you
get a problem from a higher echelon, don't be afraid to go back for more
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information to clarify it, if necessary. Don't state the problem as,
"Study the organization of the 'X' branch and other similar branches and
make recommendations for improvements." The problem may be stated as a
mission, such as, "Determine the best type of organization to carry out
the 'X' branch's functions." However, frequently the best and simplest
way is to put the problem in the form of a question such as, "What is
the best type of organization for the 'X' branch?" You may find after
you have developed and analyzed the facts that the problem isn't quite
what you originally thought it was and should be restated.
Keep the statement of the problem concise and specific.
2. Making ASSUMPTIONS
Assumptions must be based on fact but need not be proven. Use
assumptions only if you need them for a logical discussion of the problem.
3. Gathering and presenting FACTS
Gather all the facts that bear on the problem but present only the
important ones. (Pertinent details can be put in annexes.) Resist the
temptation to put in interesting information that shows the boss how
much work you've done on the problem but doesn't direct bear on the
solution to the problem. If important enough, put this information in
a separate memorandum.
4. DISCUSSION of the facts
The discussion section of the study is the place to analyze the
facts in a way that will lead to reasonable conclusions. The advantages
and disadvantages of alternative courses of action should be weighed in
thinking through the problem, but it is not necessary to list them all in
the paper. Screening is as important in discussion as in facts. Include
only pertinent discussion, to accent the facts that have a definite
W.- I
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bearing on the problem and help sell the logical solution.
5. Drawing CONCLUSIONS
If the paper is short, the conclusions may be obvious and need not
be stated. Conclusions should result from a reasoned judgment of the
effects and implications of the essential facts pointed up by discussion,
and should logically lead to recommepdations for action by the super-
visor.
6. RECOMMENDATIONS for action
Recommendations should provide a clear-cut solution to the problem
and permit a simple approval or disapproval. State exactly who is to
take the action that is to be approved.
7. COORDINATION of the study
When the boss receives a staff study, he wants to be sure that it
represents the views of every component having an official interest in
the problem or directly involved in carrying out the recommendations.
This doesn't mean that the paper should be diluted to the point of the
least common denominator of agreement. Dissent can sometimes prove
valuable and may lead to improvements in the paper without changing the
basic proposal for action.
Be sufficiently flexible so that you can yield on unimportant details
without oompromising on principle.
Whenever possible deal directly with those who have authority to
concur. However, be sure that in developing the study you have paved the
way with others who have an official interest in the study.
Remember that the staff study was developed to produce clear logical
thinking and a standard format for formal presentations. As an aid to sound
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decision-making, the use of its format and the techniques required in its
development have a much broader application. Regardless of the level at
which you operate, regardless of whether you are staff or line, you can use
the techniques required by the development of a staff study to your advantage
in solving problems and getting prompt sound decisions.
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DIRECTED ASSIGNMENT
Directed assignment means that the Organization makes the final
decision from among the alternatives that exist in the assignment of an
employee. It follows that this decision will be accepted not only by the
employee but also by all supervisors in the gai ,ing and losing components.
The authority for making directed assignments is part of the authority
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granted to the Director as the head of a Federal agency.
It is certainly to the interest of the Organization to have an assign-
ment accepted wholeheartedly by the employee; thus his views and preferences
should be solicited and carefully weighed before the final decision is made.
Accommodating the personal preference of an individual regarding his
assignment is of course desirable but we all know that our worlaide and
constantly increasing demands for personnel cannot be met through a wholly
voluntary assignment system. Recognizing this, Heads of Career Services
are authorized to direct the assignment of members of their services.
Directed assignment also means that appropriate authority must from
time to time be used to remove an individual from an office or place an
individual in a particular position over the protest of the chief of the
_, ve unit or career service. Deputy Directors may appeal such
actions to the Director or the Deputy Director of the Organization who
will make the final decision.
The Director has stated that having the right person in the right place
at the right time is essential to the successful accomplishment of our
mission. He has directed that those officials who are responsible for
administering our career service program devote their efforts to achieving
this objective, but in so doing they give full consideration to the v'erdt V(5PWeWisteh29
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BETTER FINANCIAL AD ISTRATtON THROUGH REPORTS
Much has been said about cost-based budgeting in the Organization
and the commitment to prepare,.oaa for fiscal year 1962. Up to now, less
emphasis has been placed on another and equally important requirement
of Public Law 863 which is, "For purposes of administration and operation,
such cost-based budgets shall be used by all departments and establish-
ments and their subordinate units."
To implement these requirements the Organization plans to have the
operating budgets for fiscal year 1960 submitted on a cost basis. If we
are to follow through and test the effectiveness of our cost system in
serving the "purposes of administration and operation") we must have a
reporting system that furnishes management-type information. Since top
management spends most of its time in considering the future, our
historical cost data are of value primarily in providing insight into
the future. The Cost-Center Report currently issued by the Comptroller
is being developed to provide such information. This report is designed
to serve two requirements of operating management:
1. A device whereby actual operating costs can be compared with
planned costs, and
2. Financial data that will assist Operating Officials in
making decisions concerning the future use of resources.
With such information, management is in a better position to control
operations and the use of allocated resources. Let us review the current
report and see if it serves these management requirements. The report
format is as follows:
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> 5 8
0I ORN
Obligations
Fund
Project/
Cost
Center
Funds
Property
Total
Expendi-
tures
Total
Admin.
Limitation
(1)
(2)
3
(5)
----T
The columns of the report furnish the following information:
(1) Cost )enter - The first line gives the name of the unit
(organizational, project, activity) selected for the purpose of
accumulating costs that can be identified with a single management
responsibility. The second line gives the cost-center or account
number used for identification and machine accounting purposes.
(2) (3) (ii.) Obligations - Although allotments of obligating
authority are made at higher levels, each allottee delegates a part
of his authority to lower operating levels to expedite the conduct of
operations. Therefore, information must be made available at the
cost-center level to enable management to review and control the use
of the obligating authority that has been granted by the Director.
When the Organization changes to a cost-control basis, obligations by
cost center will be dropped from the report.
(5) Fund expenditures - This column reflects the extent to which
the fund obligations shown in column (2) have been liquidated. By
analyzing the difference between these columns, management can check on
unpaid bills, undelivered orders, and the validity of unliquidated
obligations.
(6) Total cost - This column reflects the cost of services and
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Property recorded against the current-year authority or limitation as
shown in column (7). The cost column in the current report does not
reflect true cost (the value of goods and services consume ring the
period) dtb_ e act that the accrual aspect of the cost accounting system
will not become effective until 1 July 1959. For example, personal services
that have been rendered through the end of the month but have not been paid
for are not now being shown as cost until payment is made. The accrual
aspect will show unpaid salaries as cost. However, the column does have a
value in having operating personnel become familiar with cost'-data and in
comparing the cost against total authorization (column 7) to evaluate
progress and useAresources.
(7) Project /fdministrative /imitation - This column shows the
dollar limitation placed by the Project Review Committee or other admini-
strative authority on projects, organizational units, or other activities.
Its present use is to enable management to compare the use of obligating
authority as reflected in column (4) and the accumulation of costs as
reflected in column (6) with the approved limitation. Through such a
com arative review, management is enabled to take action to correct
unfavorable trends or to adjust authorities to use resources. Beginning
with fiscal year 1960, the approved operating cost budget limitation will
be shown in this column and will serve as the control(with which manage-
ment will compare) accumulated costs.
The Co t-Center Report is the Comptroller's tool of communication
to management for comparative and decision-making purposes. Does the report
serve your needs? Only you, the user, can tell the Comptroller. Your
comments and suggestions are welcome at all times and are especially
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HONORS AWARDED TO ORGANIZATION PERSONNEL
In the last 11 years 180 honor awards--medals, decorations) and
certificates--have been awarded to Organization personnel in recognition
of their service with the Organization. This includes 83 civilian
awards, 55 military awards and 1+2 awards from 9P different foreign
countries. The military services and other departments of Government
recognized achievements of our personnel before the establishment of
the Organization Honor Awards Program in 1953; thus our cumulative
list of honors, which is maintained by the Honor and Merit Awards
I/
Board, goes back ?l o-_ years.
In 1953 the Director approved the creation of our four medallions,
two for valor--the Distinguished Intelligence Cross and the Intelligence
Star--and two for service or achievement--the Distinguished Intelligence
Medal and the Intelligence Medal of Merit. The Certificate of Merit
which is accompanied by an honorarium of $100 was created in 1956 to
recognize superior performance of duty, especially at the junior level.
In August 1958 the Director approved another award for outstanding
performance, the Certificate of Merit with Distinction, which is
accompanied by an honorarium that may range from $200 to $5,000.
(See Support Bulleti *m July-August 1958.) Listed below is a
breakdown of the 70 Organization awards and the 55 military awards
which have been made through 30 June 1958 to individuals associated
with the Organization.
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OFO?,
41
Distinguished. Intelligence Cross
Intelligence Star
Distinguished Intelligence Medal
Intelligence Medal of Merit
Certificate of Merit with Distinction
Certificate of Merit
I~UI ER AWARDED
0
38
AWARDS, NUMBER AWARDED
Navy Cross 1
Distinguished Service Medal
Silver Star
Legion of Merit
Distinguished Flying Cross
Soldiers Medal
Bronze Star
Air Medal
Commendation Ribbon
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LANGUAGE PROGRAM PROGRESS REPORT
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The Director of Training recently summarized the Organization's progress
to date in the Language Development Program. Highlights of his report will
be of interest to readers everywhere.
This Organization has scored first in the development of a large-scale
but workable program of monetary incentives for the achievement and maintenance
of language proficiency, he said, although have paid bonus stipends
for language proficiency, on a small scale, and the Soviets also are probably
paying language bonuses.
This program was launched officially on 4 February 1957. Language training
has been conducted in the Organization since its beginning, and hundreds of
people have studied languages at posts abroad, but the initiation of this pro-
gram marked our first systematic effort to encourage widespread achievement and
maintenance of needed language proficiencies, stressing the voluntary partici-
pation of all employees.
Our emphasis on the voluntary aspects of the program is still unique, and
it is in its voluntary features that the greatest progress has been made. By
1 November we had taught 1035 students in 190 courses, in 17 different language:,
all during non-duty hours. 91 staff employees had volunteered to work overtime
as language instructors, and another 20 as test developers, in connection with
the program. And you will recall that the awards for language learning achieved
voluntarily on the individual's own time are twice the amounts paid for achieve-
ment during duty hours.
A quantitative measure of progress to date is reflected in the following
statistics. (For comparative purposes two sets of dates are used: the 12 month
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period preceding the start of the program, 4 February 1956 to 4 February 1957;
and the most recent 12-month period., 1 November 1957 to 1 November 1958; indica-
ted below as 1957 and 1958.)
1957
1958
Total students in all Aq. language training
590
1545
Total number of courses conducted
144
306
Number of languages studied
27
31
Through the Language Qualifications Register, Organization management can
now obtain accurate and timely information on the language skills available.
We can tell, often within a matter of minutes, who and how man have what degree
of skill in what languages, and where they are. Or we can answer such questions
as: who can speak Mandarin Chinese? Who can teach tradecraft in French? What
languages can employee "X" translate? Is either A or B fluent in Spanish? How
recently were they tested?
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By 1 November approximately 81 of all Agency employees had filed a Langua e
tiF.r"CF`v~~ f '
Data Record, Form 444c, for inclusion in the Register, and about 6O* of these
claimed some degree of competence in a total of 113 languages. of those claiming
competence, 1346 had been tested by 1 Novembers, in 34 languages. Results of the
testing program to date show a very gratifying correlation between claimed skills
and tested skills, but our goal is a Language Qualifications Register which will
include all Organization personnel, and which will be based entirely on tested
skills.
The program has cost less than was expected, for three major reasons: (1)
fte pre has been an outstanding team effort, with volunteer instructors
making it possible to do internally much of what we had budgeted to do at other
institutions; (2) jewer staff employees than were expected have requested the
kinds of language training we had planned; and (3) the cost of Achievement and
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Maintenance Awards has been far less than anticipated. Original estimates were
based upon an analysis of the self-declared language proficiencies listed by
staff employees in their Personal History Statements. The Language Data Record,
Form 444c, which warned of tests to come, has proved to be a source of far more
accurate data, and employees simply have not qualified for awards in the numbers
expected. By 1 November, 839 awards had gone to 575 people in 25 languages, at
a total cost of $101,350.
Generally speaking, the right people are studying languages in increasing
numbers, and the Organization's aggregate competence is gradually increasing at
modest cost. The data suggest, however, that we still have a long way to go in
tooling up language qualifications to the levels the Organization should possess.
It is hoped that the present momentum of the Language Development Program will
continue, and that all employees will be encouraged to take advantage of the
unique opportunities it affords, to their own and the Organization's advantage.
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NATIONAL SERVICE LIFE INSURANCE
APPLICATION FOR TOTAL DISABILITY INCOME PROVISION
A recent announcement by the Veterans Administration makes it possible
for holders of World War II National Service Life Insurance (NSLI) to
obtain the new Total Disability Income Provision rider (TRIP) by meeting
certain physical requirements. This article is written to informally
advise Organization employees who presently do have NSLI of some of the
benefits of the new rider and to let them know the procedure to obtain
them. All official information must of course be obtained from the
Veterans Administration.
A&Fft TDIP has been available for a long time, so some policy-holders
may already have it on their present NSLI contract (the extra charge being,
a part of the present premium), but others may never have applied for it.
The new liberalized rider may be obtained by both these categories of
veterans.
Whether you have the old type on your present contract, or have never
had it, each policy-holder who wants to obtain the benefits of the new
rider must make a new application in the manner stated below. Remember if
you do not now have NSLI in force, you may not make application for this
rider.
The old TDIP rider provided for payment of $5 per month for each $1,000
of insurance in force, this payment to commence after the insured had been
continuously totally disabled for a period of six months or more. The new
rider provides for the monthly benefits to be increased to $10 for each $1,000
of NSLI in force. For example," ,if a veteran had $10,000 in force with the
.TIP rider added, after he had been continuously totally disabled for six
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months or more he could receive payments at the rate of $100 per month
for as long as he remained totally disabled. The old rider, in this
example, would have provided $50 per month.
The rates for this rider are based on each individual case so that it
is not possible to furnish any rates in this article.
Applicants who are under age 4+1 may use the nonmedical form in
applying, which includes a health statement to be filled out by the
individual and does not require a physical examination. Those who are
age 41 or older must use the medical form requiring a physical examination,
which may be made by medical officers in active service with the Army,
Navy, Air Force, Marine Corps, or Coast Guard, or physicians of the U.S.
Public Health Service, for those entitled, or may be made free of charge
by a full-time or part-time salaried physician at a Regional Office or
hospital of the Veterans Administration, or may be made at the applicant's
own expense by a physician licensed for the practice of medicine by a State
or Territory of the United States or the District of Columbia who is not
related to the applicant by blood or marriage, associated with him in
business or pecuniarily interested in the granting of this insurance.
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INTERCHANGE OF SOCIAL SECURITY AND CIVIL SERVICE RETIREMENT CREDITS
The AFL-CIO Government Employees Council has indorsed proposed
legislation permitting an interchange of credits between the Social.
Security System and the Civil Service Retirement System.
This legislation, originally sponsored in 1956, continues to loom
as something which stands an excellent chance of passage by Congress.
It would benefit Government -- by making the Federal service more
attractive.
It would benefit employees -- mainly by giving them additional
survivorship insurance during their first years of Government service.
Its cost presumably would be small, and perhaps could be handled
without direct appropriation.
And it would not involve so-called "coordination" of Social Security
and the Civil Service Retirement System, a formula once determinedly
pushed by the Eisenhower administration, but strongly opposed by Federal
worker organizations.
It would have, however, a principal objective of coordination by
extending survivorship protection to short-term Federal employees.
And for this reason, the plan may be opposed bye Health, Education
and Welfare Department which still clings to the coordination dream.
sTor 4
In practice, ~44 plan would stop short of a true inter-
change of credits between SS and CS Retirement{ System.
The flow of funds would be down a one-way street -- from the CS
System to Social Security, but never in reverse.
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Here is how it would work:
A new employee entering the Federal service would be under the Civil
Service Retirement System, just as he now is. He would pay 6.5 per cent of
his base salary into the CSR Fund.
But if he left Government within 5 years, he would not get the present
full rebate of all money he had paid into the ':.nd. Instead, there would be
deducted from his rebate whatever was necessary to give him Social Security
coverage for the period of his Federal service. This would go to build up his
eventual Social Security pension at ?5.
If the employee died within his first 5 years of Federal service, his
survivors would get Social Security survivorship benefits. the Retirement
Fund would reimburse SS for the total cost of these benefits. This would be
the only direct charge against the find.
At present, Federal employees aren't eligible for survivorship benefits
until they complete 5 full years under the CSR System.
`.Thus, the new plan would fill a major gap.
In effect, it would mean that Government, as an employer, would begin
givi.n its own employees the same survivorship protections it already requires
by law for non-Government workers.
The 4e 1c formula also could benefit certain elderly ,people.
ixample: A woman is widowed at 60 and goes to work for Government. At
64, she is forced to leave. Under present law, she would Get no retirement
benefits from her federal service. Under the Ywlifttrtt plan, however, her wage
credits would be transferred to Social Security in exchange for benefits from . that
system.
The plan just possibly can win administration support.
Its prospects are better than you might suppose.
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WITHDRAWAL OF VOUJNTARY CONTRIBUTIONS
The Civil Service Retirement Act permits employees to buy extra
retirement annuity by making voluntary contributions in addition to the
6- per' cent regularly deducted from their pay. These contributions must
be made in multiples of $25 and the total may not exceed 10 per.Tent of
the total basic pay received since August 1, 1920.
Until recently employees were not permitted to withdraw their volun-
tary contribution accounts unless they left Government service or trans-
ferred to positions not covered by the Civil Service retirement system.
A new law enacted during the last Congress removed this prohibition. The
new law recognizes that an employee's needs may change after he has made
voluntary contributions, so it now permits him to elect to take a lump-sum
refund of any voluntary contributions he has made. An employee who
exercises this option must withdraw his total voluntary contribution, not
just a part of it. He may request the payment at any time, and interest
on the refund of voluntary contributions will be paid at the rate of 3
pebent compounded annually to the date that the Civil Service Commission
authorizes payment or date of separation from Government service, which-
ever is earlier.
An employee who elects to take a refund may not make further volun-
tary contributions while he continues in Government service. However, if
he becomes absolutely separated from Government service and is later reem-
ployed, he regains eligibility to make voluntary contributions.
Voluntary contributions should not be confused with (1) deposits made
to cover periods of service for which retirement deductions were not made,
AAffaealutoNamn w4ft*r;(' d'` +601466 OMWAS
later
 f"~S rsa0'.
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.,}_3ON
refunded, or (3) regular contributions deducted from salaries of employees.
The money held in the Retirement Fund for an employee under any one of
these three categories is refundable only when an employee leaves Govern-
ment service and applies for a refund at least 31 days before the earliest
commencing date of any annuity payment to which he is entitled.
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 wN DE I 'Al.
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yaa i.~'4 V'Ua[
IDEA OF SCUTTLING p CT._ GiQ .IDT4 DI W
~T , , -.w3,'C:1.t.....; ;L'.r-...,. '~ "t.. _.. 7. .w ;_r k :.53 :. ? . ....~
A plan to have the Government stop direct salary payments to its
employees in the form of cash and checks has been abandoned as "impracti-
cal."
A study of the proposal was ordered earlier this year by the House
Appropriations Committee after one of its members had the idea that
considerable savings could be made if the Government transferred lump
sums to commercial banks which in turn would make salary payments to
the 2.1 million employees.
The study group conceded that the proposal might save some time and
money for Uncle Sam but it doubted whether it would be worth the incon-
venience to his employees.
Besides, the cost of writing checks has declined steadily as Treasury's
Disbursements Division has become more efficient. The agency has installed
costly new electronic equipment to speed up check-writing. It will write
an estimated 265 million checks this year, or more than a million for
each working day.
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0 11
 Approved For Release 1999/?'g/-f:6nrrf178-047000200040007-3
110FOW.'
A MANAGEMENT ASSET
One year ago, a special Governmentwide suggestion campaign, called
"Crash Request for Ideas`, brought in more than 1+,000 proposals from
personnel of this Organization in 10 days. Consider for a moment: One
request brought over 1+,000 positive replies in 10 short days, broken by
Christmas and New Year holidays.
This one special campaign produced over 50 new ideas which warranted
attention and action; 50 new ideas, never before considered and yet
sufficiently important to be given consideration in the nation's highest
offices.
The Suggestion Awards Committee, accustomed to studying new employee
suggestions every day, was pleased with the success of this special opera-
tion and delighted with the dramatic demonstration of the vast potential of
mental wealth available in this Organization. Every responsible official
of this Organization can see in this incident the fact that, individually,
he has at his disposal a magnificent resource which can be focused on his
own special problems.
This proven supply of brain power is available and ready. Again and
again proof of this usable resource is spotlighted briefly in outstanding
suggestions and awards. Yet, the full potential of this valuable "Manage-
ment Asset" has not yet been fully exploited; this Organization has an
unlimited capacity to absorb valuable improvement ideas. Effective
supervisory use of the Suggestion Awards Program by the Operating Officials
will bring benefits to the entire Organization.
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 Approved For Release 1999/09/2;QQP78-0479AA000200040007-3
The 1958 campaign for the United Givers Fund was concluded during
the month of November and, once again, Organization employees exceeded
the dollar goal for this campaign. We set our goal at $100,000, basing
it on last year's contributions of $97,650. Donations this year
were 101+,71.0-3011.7%'of the goal. The United Givers Fund assigned to
us the same quota as in 1957, $80,000. Last year we pledged 115% of
UNITED GIVERS FUND
that quota; this year's pledges are 131%'of that quota. In addition
to oversubscribing the dollar goal, our employees achieved a high rate
of participation with 95?0 of headquarters employees contributing to
the UGF.
This was the third year in which headquarters employees have been
solicited for contributions to the Public Service Aid Society. The
drive emphasized participation rather than substantial donations and
PUBLIC SERVICE AID SOCIETY
76% of headquarters employees contributed. Based on last year's
collection of $10,912, we established $12,000 as this year's goal
for headquarters. Collections have totaled $15,329.29 -126%'-of that
goal. The second annual drive among field personnel is still in
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At an awards ceremony held on 11 December, campaign workers were
presented with certificates in recognition of their efforts and the
success of both fund drives. The consistently warm response of our
employees to these solicitations is gratifying.
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FiDF TMAL
NOFORN
A recent decision (B-137531) by the Comptroller General of
the United States reaffirmed prior rulings to the effect that
retroactive substitution of annual leave for regular sick leave
is not authorized under existing law. Once regular sick leave
has been requested by an employee and granted to him it is not
subject to change. This does not revise the rule that annual
leave may be granted to cover absences caused by periods of
illness, provided the employee requests annual leave to apply.
The recent decision referred to above does not affect earlier
rulings that an employee may liquidate advanced sick leave by
requesting a charge against an equivalent amount of annual
leave, provided this annual leave is charged prior to the time
it would be forfeited as a result of leave-law limitations on
the amounts of leave that may be accumulated.
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 Approved For Release 199 P78-0472 000200040007-3
NOFORN
A recent Civil Service study revealed this breakdown of every 100
employees who retire:
/ retire after reaching 55, with at least 30 years of service,
at a reduced annuity;
21
'TM??~,._ retire after 60, with 30 years;
" retire after 62, with 15 years;
S-
A*e retire after 62, with 5 years;
retire because they have to at age 70;
I? f
Twenty-aiae retire because of disability, and .e" retires because
The average age at retirement is 62 with 26 years of service and on an
average annuity of $196 a month.
NOFORN
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NOFORN
NOFORN
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