REQUEST FOR SUPERGRADE ALLOCATION CHIEF, SUPPORT STAFF, NPIC

• Document Type: CREST
• Collection: NGA Records (Formerly NIMA)
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78B05703A000400040006-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 6
• Document Creation Date: December 28, 2016
• Document Release Date: December 18, 2003
• Sequence Number: 6
• Content Type: MF

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NPIC/D- 70
MFMI)RANDU I FOR: Director of Personnel
SIJPJECT . Request for Supergrade Allocation
Chief, Support Staff, NPIC
1. It is my understanding that questions are continuing to
be raised regarding the proper grade allocation for the position
of Chief, Support Staff, NPIC and that the matter remains unresolved.
I would, therefore, like to take this opportunity to review the
circumstances which led NPIC to request supergrade allocation for this
position, to emphasize some of the points which I made earlier to
I
and to give you the benefit of recent decisions which have a bearing on this
subject.
2. Wring a major reorganization of NPIC in 1968, the support function
was made a part of one of the new Groups, the Technical Services and Support
Group (TSSG). It was agreed that the Deputy Director for Support would provide
a supergrade officer to fill a dual role as Executive Officer of that Group
and also the senior Support Officer for the Center. At the same time, a CS-15
position was established as Chief, Support Services Division with responsibility
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SUBJECT: Request for Supergrade Allocation
Chief, Support Staff, NPIC
for direct supervision and management of various support activities. I
am told that the combination of functions and the placement of SSD in TSSG
was intended to be mutually beneficial in terms of augmenting the executive
talent available in our technical area and in immersing the Support Officers
in the important and complex technical matters of the Center.
3. It would not be appropriate here to evaluate the total effectiveness
of this combined organizational structure, but it must be acknowledged that the
advantages were offset by the unnecessary complications it created in the
support area. Although SSD was permitted to operate relatively independently
within TSSG and was fully capable of performing its specialized support functions,
it was nevertheless in the TSSG chain of command, and recommendations concerning
major support policies were forwarded to the Director, NPIC through that channel.
Consequently, there were occassions when significant staff assignments of a
support nature were given to the Planning Programming and Budgeting Staff
on the premise that one of the three major Groups should not be responsible for
a survey which would directly affect the distribution of limited resources
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SURMCT: Request for Supergrade Allocation
Chief, Support Staff, NPIC
among all of the Groups. As a result, PP&BS became involved in such activities
as a building space survey, parking studies, changes in personnel staffing plans
and authorizations, and the allocation of limited special project security
clearances. These support related assignments were in addition to the normal
responsibilities of PPFBS. In these satellite activities, PP&BS assumed the
role of the action office and used SSD personnel and resources to assemble data
necessary to made decisions.
4. When I reported to NPIC in late 1969, it had already become apparent
that the support function should be separated from TSG, and this was accomplished
in June 1970 with the establishment of an independent Support Staff. One of
the decisions we faced in planning this change was the grade level to request
for the Support Chief's position. I consulted with the senior management
and support officers of NPIC, and then discussed the matter with DDT and DDS
representatives. The decision was complicated by the fact that the NPIC
supergrade authorization is extremely limited and there were not sufficient
positions to meet all of our requirements. Nevertheless, I concluded that the
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Approved For Release 2004/02I r:' 1 -DP78B05703A000400040006-2
SUBJECT: Request for Supergrade Allocation
Chief, Support Staff, NPIC
support job, which must be done if NPIC is to meet its responsibilities, is
of such a magnitude and importance that a GS-16 supergrade position is required.
It was therefore determined that the GS-16 position of Executive Officer, TSSG
be transferred to the Support Staff. This decision was reflected in our staffing
complement plan for FY 1971 and in the selection of a GS-16 support officer
to become Chif, Support Staff. Under this arrangement, the Support Staff is
responsible for those functions which are normally performed by support
components, and PPtBS is responsible for executive planning and the PPB
function. This organizational structure and delegation of responsibilities
is parallel to the organization of the
of the PD/I. It is also
our belief that the other Deputy Directorates have separated program planning
from general administration in their immediate offices and in some of the
larger subordinate components.
5. I can fully appreciate the problem which the Office of Personnel
faces in identifying and evaluating those elements which were relevant to this
position in the past, the changes which are taking place now, and out plans for
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4.
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SUBJECT: Request for Supergrade Allocation
Chief, Support Staff, NPIC
the immediate future as well as long range objectives. It is a rapidly changing
situation and the Support Staff has already become deeply involved in some
of the activities which were only plans a few months ago. The Staff is now
responsible for such things as a major building renovation project, the
resolution of our serious employee parking problems, recommending personnel
staffing levels and techniques, providing for a secure telephone system,
obtaining a security evaluation of electronic emissions, and planning for all
eventualities resulting from the 'M' street subway project. As these responsibilities
have increased, I have become even more convinced of the need for a supergrade
support position. At the same time, I have reconsidered certain other changes
which were contemplated. One of these, a thought which I expressed to
during our July meeting, t was I might some day be able to combine the
-A - -
PP&BS and Support Staffs. I am now convinced that the )rogram Afialysis and
executive planning role played by PPF,BS and the traditional administrative planning
and support role of the Support Staff are two separate and demanding functions
which require continuation of the two Staffs. There seems to be ample precedent
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SUBJECT: Request for Supergrade Allocation
Chief, Support Staff, NPIC
within the Agency to demonstrate that these two functions can be performed
independently and effectively.
6. With this memorandm as background, I hope that you can gain
further perspective on the situation as it exists today in NPIC, what we are
trying to accomplish, and why we believe that a supergrade Support thief is
an essential element of that program. If there are factors I have overlooked
which might affect our management concept, I would appreciate hearing about
them in whatever manner you might find appropriate.
Executive Director, NPIC
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