(Sanitized)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01341A000200020001-6
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 15
• Document Creation Date: November 17, 2016
• Document Release Date: August 29, 2000
• Sequence Number: 1
• Content Type: REGULATION

V V111' LLJA i1 J.ILUJ
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SECTION II: STAFFING
10. ORGANIZATION AND MANPOWER CONTROLS. This paragraph
prescribes basic Agency policy and general responsibilities pertaining to the
establishment and administration of the Agency's manpower control program
with respect to the staff manpower ceiling authorized each fiscal year by the
Congress and the Bureau of the Budget.
a. POLICY. The Agency will conduct a continuing program of manpower re-
sources management which will assure maximum efficiency and economy in
the use of manpower consistent with the Agency's assigned missions and re-
sponsibilities.
b. PROGRAM. The Agency's staff manpower control program embraces the
following:
(1) The continuing review of manpower utilization in terms of program ob-
jectives, organizational structure, staffing levels, position classification,
and productivity measurement;
(2) The forecasting of the manpower r~quirerherits for each Agency component
based on the preparation, review, and analysis of annual budget estimates;
(3) The establishment, by fiscal year, of the approved manpower ceilings for
each Agency component based on the preparation and ;review of operating
budgets;
(4) The projection of long-range Agency manpower requirements by numbers,
skills, and occupational fields in direct relationship to Agency programs,
assigned missions, and priorities;
(5) The identification of requirements for staff personnel not only by organ-
izational component but also according to the Career Service assigned the
responsibility for providing the trained personnel to meet the requirements;
(6) The flexibility in position structure to enable Operating Officials to shift
personnel to meet short-term changes in workload;
(7) The differentiation between manpower assigned to carry the unit work-
load and manpower assigned to training for career and skills development
purposes;
(8) The recognition of the necessity to maintain a reserve of trained per-
sonnel who would be immediately available to meet contingency require-
ments and provision for the assignment of such personnel to productive
work or training during periods when a contingency requirement for their
services does not exist.
c. DEFINITIONS
(1) COMPONENT. For the purpose of this paragraph, a component is any
organizational unit for which a budget is required, prepared, and sub-
mitted and for which approved funding levels and personnel strengths
are established each new fiscal year by the Director of Central Intelligence.
(2) STAFF MANPOWER CEILING. The staff manpower ceiling of the Agency,
or of each of its components, is the maximum number of full-time person-
r'nel in both the staffing and development complements authorized to be
employed at any time. Each individual in the following categories of per-
L,sonnel will count against the authorized staff manpower ceiling:
(a) Staff personnel, including supergrade and Scientific Pay Schedule per-
sonnel, but excluding employees on detail to other agencies or activities
on a fully reimbursable basis and those who are on leave without pay
r for more than 30 calendar days. (A part-time staff employee who is
scheduled to work less than 40 hours per week counts as one full-time
employee if his scheduled hours of work are more than 20 hours per
week and as one-half full-time employee if his scheduled hours of
L, work are 20 hours or less per week.)
.- Revised: 21 October 1970 (573)
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(b) Military and civilian personnel on detail from other Government
agencies on a reimbursable basis.
(3) STAFFING COMPLEMENT. A staffing complement is the plan of a com-
ponent for the assignment and utilization of personnel who are charged
against staff manpower ceilings. It identifies the positions to which
personnel will be assigned to carry out the assigned missions and functions
of the component, the positions allocated to each element thereof (identi-
fied by type, grade, and Career Service), and the planned incumbency of
each position. Staffing complements are the basis for determining the
average position grade for a component and for each Career Service.
Staffing complement positions are categorized and defined as follows:
(a) Limited positions: positions which may be occupied by no more than
the specified number of individuals at one time, except for overlaps
I in connection with reassignment;
(b) Flexible positions: positions which may be occupied, as required by
existing workload, by any number of incumbents within ceiling alloca-
tions. (The number of incumbents planned for each flexible posi-
tion will be shown in the staffing complement.)
(4) DEVELOPMENT COMPLEMENT. ` A development complement is a planned
allowance established within an approved staff manpower ceiling to provide
for the assignment of personnel of a Career Service who are in training
or awaiting assignment to positions listed in a staffing complement.
(5) CAREER SERVICE GRADE AUTHORIZATION. The Career Service Grade
Authorization (CSGA) of each Career Service reflects the maximum num-
ber of personnel authorized on duty at each General Schedule grade level
within the Career Service concerned. The CSGA is based upon the num-
ber of positions at each grade level which have been identified with a
particular Career Service. The CSGA is adjusted upward or downward,
as necessary, to compensate for positions occupied by individuals whose
Career Service designations are not compatible with the career designa-
tions of the positions to which they are assigned.
(8) CONTINGENCY TASK GROUP COMPLEMENT. The Contingency Task
Group Complement is a planned allowance within an approved staff
manpower ceiling to provide for the interim use of specially trained
individuals who are available for immediate assignment or commitment to
contingency tasks of high national priority anywhere in the world.
(1) Heads of Independent Offices, Operating Officials, and other officials re-
sponsible for budget submissions will:
(a) Within the framework of the guidelines provided by the Director of
Planning, Programming, and Budgeting, include their proposed man-
power requirements as a part of their budget submissions;
(b) Develop and forward (as requested in the annual program or budget
call) to the Director of Planning, Programming, and Budgeting through
the Deputy Director concerned (except that Heads of Independent
Offices will forward these directly to the Director of Planning, Program-
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ming, and Budl,ei.lntr) proposed staffing complements or revisions
-- thereto. Lxcept hider temporary situations where approval has been
granted by the 1,.'xt?eutive Director-Comptroller, the total number of
positions appearint, on the approved staffing and development comple-
ments will not excer~d the staff manpower ceiling of the component
concerned. Unless a significant basic change in the assigned respon-
sibilities of the job being performed is clearly demonstrable or a
revision of job standards has been adopted, the upgrading of staffing
complement positions will be avoided. When an Operating Official
or Head of Independent, 0111ce proposes to establish, abolish, or change
the Career Service designation or grade of a position under his
operating control which has a Career Service designation not under
his jurisdiction, he will notify the Head of that Career Service as
soon as practicable in order that the Head of the Career Service
may make appropriate reconunendation s;
(c) Review continually personnel requirements with respect to priority
of functions and organizational structure to assure maximum produc-
tivity and economy in the utilization of personnel.
(2) Each Head of a Career Service will:
(a) Plan the composition of the membership of his Career Service by
grades and occupational skills based on requirements for personnel
of his Career Service which are included in approved staffing and de-
velopment complements;
(b) Review proposals for revisions to staffing complement positions af-
fecting his Career Service and, if appropriate, make recommendations
to the head of the operating component concerned.
(3) Each Deputy Director will:
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(a) Review program and budget calls submitted by components under his
control to assure that the requested allocations of manpower and
distribution of staff manpower ceilings are consistent with program
priorities and objectives and represent the most economical utilization
of manpower resources possible;
(b) Act upon proposed organizational changes or shifts in manpower which
are within the budgetary limitations and manpower ceiling allocated
to an individual component; i.e., office, division, or comparable unit,
without prior approval, provided that such changes have no budgetary
or manpower implications for another Directorate. The Director of
Planning, Programming, and Budgeting and the Director of Personnel
will be notified of such changes;
(c) Review and forward proposals for organizational changes and changes
in manpower ceilings which are not within the budgetary and man-
power ceiling allocated to an individual component or those which
have budgetary or manpower implications for another Directorate to
the Director of Central Intelligence for approval. Proposals should
--Revised: 11 September 1969 (476)
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Nwp~ be forwarded, with appropriate justification, through the Executive
Director-Comptroller;
(d) Submit all proposals for significant organizational changes or man-
power shifts, such as, the establishment or deletion of a new station,
base, or other major organizational unit to the Director of Central
Intelligence for approval. Proposals should be forwarded with ap-
propriate justification through the Executive Director-Comptroller.
(4) The Director of Personnel will:
(a) Authenticate and issue staffing complements and revisions thereto,
subject to the approval of the Director of Central Intelligence when
proposals would result in changes to component ceilings, changes in
budgetary requirements, significant changes in organizational struc-
ture, or changes affecting another Directorate;
(b) Assure that prompt action is taken by Operating Officials to revise
staffing complements to equate the number of established positions
within a component to its authorized ceiling;
(c) Monitor the entrance-on-duty and transfers of personnel among
Agency components in order to assure that on-duty strengths are
managed within approved component manpower authorizations;
(d) Approve fully justified actions resulting in temporary overstrength
situations within a component, provided plans for reducing promptly
to authorized strength have been concurred in by the Director of
Personnel;
(e) Evaluate proposals for establishing or changing the number, grade,
or allocation of supergrade and Scientific Pay Schedule positions
within the Agency and transmit proposals to the Executive Director-
Comptroller with recommendations;
(f) Develop and authenticate Career Service Grade Authorizations based
on approved staffing and development complements;
(g) Assure that the Career Services remain within their Career Service
Grade Authorizations;
(h) Collaborate with the Director of Planning, Programming, and Budget-
ing in implementing the Agency's manpower control program;
(I) Project long-term Agency manpower requirements by numbers, skills,
and occupational fields on the basis of information provided by the
Director of Planning, Programming, and Budgeting, the Directorates,
and other appropriate sources;
(j) Collaborate with the Director of Planning, Programming, and Budget-
ing in evaluating on a continuing basis manpower utilization through-
out the Agency.
(5) In support of the Executive Director-Comptroller, the Director of Planning,
Programming, and Budgeting will:
Review proposals for organizational changes and changes in man-
power ceilings allocated to an individual component and those which
have budgetary, manpower, or program implications among two or
more Directorates and submit appropriate recommendations to the
Executive Director-Comptroller;
Review proposals for significant changes in the organizational struc-
ture of Agency components and submit appropriate recommendations
to the Executive Director-Comptroller;
Review and recommend action to the Executive Director-Comptroller
on proposals involving establishment or upgrading of positions which
34 Revised: 21 December 1965 (272)
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(ON"9)ENTIAI,
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wolliit I'atlet; thu i4VUl'615e li(,clta?i, el'0111; (il' Iiu n upb the number of po-
silL.u,s
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II11; l:li,l1 uy wlilrli 1141ei: i)iiei4 i+piirnSlc~ try tht t)rtctor of Central
lutuili~ui,+:~:
4.:I i..:.ul.: 4 t.vilLlliUltlg r0oit;w c;l 1cvelt w id d,)Ifj!atlons among
~l;,a:cy cviuNUiie1,(s ill tcrw6 .,1 A,jEctiyeii, levsls of produc-
iivity. ati(,i gtack:: and nu/lmtl4a:, Of
j,~l':uilli.lel;
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il.e..tl Lu tiie b;; ei:utlvc Ilircctin t-ulnptrull.er po1icie6, techniques, and
Pl U.:(:utu-a;:i recLSSaiy io asbiau thu uperatio.i of a c.ont4wIng and syste-
ltlwiiu 1nUOraiii 01 ; iannpower ,:antral iiui rt 1).l i tii,g
Revised: 21 December 1965 (272)
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D R A F T
MEMORANDUM FOR: Director of Personnel
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REFERENCES: a. Memo for Mult. Addees fr Ex-Dir/Compt dtd
11 Feb 70: Subj: Personnel Ceilings for
FY 1970 and FY 1971
b. Memo for D/Fin fr DDS dtd 24 Feb 70, subj:
Procedures to be Followed in Identifying
Surplus Personnel
and ncre in Averag Gr de
? Suppo t S v'ces staff o O rice Fin c
. Deputy Director for Support
SUBJECT Reques ur sitiofs fro
1. This memorandum submits a request for approval; such request is
contained in paragraph 7.
2. Under date of 25 September 1968, the Office of Finance transferred
eight (8) positions to the Support Services Staff to accommodate seven (7)
SF personnel detailed to the Support Information Processing Systems (SIPS)
Staff to assist in the implementation of financial systems. These eight
(8) positions were transferred at the grade levels of the personnel detailed
as follows:
Pos .
,,No. Grade Individual Accommodated Grade
"'~v 1 CAS-13
---d 1 G-S -13
G$-12
GS-12
D
GS-13 tP f ~~
GS-13 ., ~-
GS-12 I'$ % I, S, pi 1
. ' -12
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+ _O9 (replaced by GS-09
GS-08 (subsequently promoted to GS-9) ii
V?..r
Other SF individuals assigned to SIPS
GS-15 assigned to SIPS slot
GS-14 assigned to DDS Dev Comp
The above action reduced the Office of Finance average grade from GS-8.82 to
GS-876
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Concurrent with the reorganization of the Office of Finance, and
3./ wider date of 27 February 1969, the Executive Director-Comptroller
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approved an increase in average grade for the Office to GS-8.88.
4. On 9 March 1970, the Chief, Support Services Staff advised this
Office that five (5) SF careerists assigned to SIPS Staff would be
returned by 30 June 1971 (Tab A). These five individuals are listed below:
Grade
GS-15
GS -14
GS -13
GS -13
GS -12
Prior to this notification, this Office had agreed to the return of
another GS-15 SF Careerist,
5. The Office of Finance will be able to absorb and
(2 GS-151s).but cannot absorb the remaining four (4) individuals
(1 GS-14, 2 GS-13's and 1 GS-12). It is therefore recommended that the
four (4) positions occupied by these individuals be transferred from the
Support Services Staff to the Office of Finance (2 GS-13's, 1 GS-12 and
1 GS-11).
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6. As instructed by references a and b, Tab B reflects those positions
to be reduced by 30 June 1971 to reach authorized ceiling = Transfer
of the above four (4) positions and reduction of the positions listed in
Tab B would adjust the Office of Finance average grade to GS-8.91. A
waiver of average grade limitation will be required as it is not possible
to further reduce positions within the Office to compensate for the
increased points resulting from this transfer.
^?~131iC
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7. Approval for the transfer of four (4+) positions at the grade
levels stated in paragraph 5. from the Support Services Staff to the
Office of Finance and an increase in average grade of .03 for the Office
of Finance is requested.
L. F. Bush
Director of Finance
Attachments
Ref. Memoranda
Tab A
Tab B
Request contained in paragraph 7. is approved; disapproved:
Deputy Director for Support Date
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9 MAR 1970
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E NORANDUM FOR. Director of Finance
SUBJECT : Personnel Ceilings for FY 1970 and FY 1971
REFERENCE : Memo fr the DDS to each of the Support Offices
dtd 12 Feb 1970 (DDS 70-0605).
1. As you know, the Support Services Staff will be required
to reduce four ceiling positions by the end of Fiscal Year 1970 and
by an additional twelve positions by the end of Fiscal Year 1971.
We will meet the 1970 goal without any impact on your career service.
Five Finance careerists will be involved in meeting the 1971 goal.
2. According to the present schedule, the SIPS payroll system
should be implemented at the beginning of Calendar Year 1971. This
will mean that
will be available for reassignment to the Office of Finance during the
first quarter of Calendar Year 1971..
3. will be available for re-
assignment to t e Ulfice'of Finance during the May-June 1971- time
period. The automated budget system, with which they are primarily
concerned, should have completed its second full cycle by that time
rendering their assignment surplus to the SIPS Task Force.
4. Identification of these individuals relates to the scheduled
implementation of SIPS systems rather than individual performance or
competence. Identifying people by name may be somewhat premature but
I can see no alternative if we are to make information available to
you in time for it to be useful in your planning for the FY 70 and FY 71
reductions in personnel ceilings.
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Chief,'Support Services Staff
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