CAREER SERVICE BOARD FUNCTIONS AND RESPONSIBILITIES

• Document Type: CREST
• Collection: NGA Records (Formerly NIMA)
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78B05703A000500030002-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 28, 2016
• Document Release Date: December 1, 2003
• Sequence Number: 2
• Publication Date: January 14, 1970
• Content Type: MF

SECRET
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14 January 1970
MEMORANDUM FOR: Executive Director, NPIC
SUBJECT . Career Service Board Functions
and Responsibilities
1. This memorandum contains some of my thoughts and recommendations
regarding the delegation of certain Career Service Board and Competitive
Evaluation Panel functions and authority to the respective Group and.Staff
Chiefs. I have attached for reference information a copy of my April 1.968
memorandum on this subject and the most recent NPIC Instruction on the
Career Service.
2. During my two years with NPIC I have recommended and supported
efforts to delegate to senior Center management sufficient authority to
make personnel decisions which directly affect their respective components.
I still feel this way, but I think we are reaching a point where we must
move very carefully. It would he just as bad for the 1970 Career Board
to consider almost nothing as it was for the 1967 Board to consider
almost everything.
3. The following are some of the advantages which I believe accrue
from meetings of the Career Board on a regular basis approximately every
two weeks:
a y Career Service Concept - Reinforces idea of a career in
RFC rather than in a Group. Provides a mechanism and
encouragement for rotational assignments.
b. Consistency - Insures fair and equal treatment for all
members of the aareer Service.
c. Direction - Enables members to see how the Chairman views
various actions and keeps Groups moving in the same direction.
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e. Conscience - Serves as a conscience for members when there
is the temptation of taking the easy way out.
J;--~
Declass Review by NIMA/DOD
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downgradIAg and
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SUBJECT: Career Service Board Functions
and Responsibilities (Con't)
Flexibility - Provides maximflexibility in considering
1sf. total promotions or assignments available in the Career
Service.
` g. Control - Permits Chairman to exercise either broad or
Le specific control as circumstances warrant in order to
"/ monitor the personnel program.
4. There are also some very serious disadvantages which must be
acknowledged. These include:
Dual Responsibility - Members must represent both their own
Groups and the total Career Service.
S b. Knowledge - Members have a limited knowledge of employees
in other Groups and are, therefore, not fully prepared
to make decisions regarding their careers.
c. Routine Actions - It is a waste of valuable time and
/eJ degrading to members to ask them to rubber stamp actions
which they cannot contribute to or to consider matters
which are of little significance.
~$ d. Delay - It takes considerable time and preparation to
~.~~ process actions through the Board.
e. Uninformed Decisions - Members sometimes do not have the
time or inclination to review proposed actions before
the Board meets.
5. In considering a revision of Career Board functions I believe
that two aspects should be considered. First, what is the Career Board
now doing that should be delegated? Second, how can the Career Board take
a. more dynamic and meaningful role in the NPIC personnel program? I
believe that the following functions of the Career Board could be delegated
as follows:
-o a. Competitive evaluation of GS-14 personnel to Panel A.
b. Approval of
tions to trades G&-l1 and below by
,roup7fiiefs with the following provisos:
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SUBJECT: Career Service Board Functions
and Responsibilities (Con't)
1. Tn accordance with Career Service policy.
2. Refer to Board if promotional headroom
is not available.
3. Regular review by Board of approved
promotions.
6. The following are some of the actions I would suggest to improve
the way the Career Board functions:
a. Expect that some items will come to the Board simply for
information or review. There is a communications value in
such action which should not be overlooked.
b. Encourage Members to state their true feelings rather than
act as gentlemen. A free flow of ideas and opinions can he
very useful.
c. Consider a democratic approach in which the majority
? rules and there is no pressure for a unanimous vote.
d. Provide time for Members to report on significant personnel
developments in their Groups.
~ S e. Arrange for younger members of the Career Service to meet
Y
with the Career Board and to present their ideas directly.
7. With regard to competitive evaluation, I believe that the recommenda-
tions of Panel A should he adopted with the understanding that the true
value of the system is centered in the attention which the Groups give to
their personnel during the evaluation process. I believe that Panels A
25X1
Chief, Personnel Branch
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