NFAC MANAGEMENT ADVISORY GROUP PROPOSAL TO ESTABLISH AN INTELLIGENCE SPECIALIST CORPS WITHIN NFAC

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00142R000300090009-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 13
• Document Creation Date: December 12, 2016
• Document Release Date: July 3, 2002
• Sequence Number: 9
• Publication Date: August 1, 1978
• Content Type: MF

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N9EMORANDUM FOR: Deputy Director of Central Intelligence
FROM : F. W. M. Janney
Director of Personnel
SUBJECT : NFAC Management Advisory Group Proposal to Establish
an Intelligence Specialist Corps within NFAC
REFERENCE : Memo for DCI fr NFAC MAG dtcd 6 Jun 78, subject:
Creation of an Intelligence Specialist Corps
within NFAC
1. I have had an opportunity to review the proposal contained
in the reference memorandum and offer the following comments for your
consideration.
The concept of high-graded analysts with no supervisory
responsibilities was established in the 1960's. The NFAC MAG is
proposing to enlarge the concept in numbers and more formally insti-
tutionalize it by creating an "Intelligence Specialist Corps.
We have no problem with the concept of senior analysts.
To increase the numbers, however, MAG would convert supervisory slots,
for example, GS-15 Branch Chiefs to GS-14, and allocate senior analyst
slots within NFAC by the size of the Office.
The Agency is not exempt from the principle of "equal pay for
substantially equal work," Title V, U.S.C., Sec. 5301, Pay Comparability
Systems Principle, nor the Job Evaluation Policy Act of 1970 which
provides a common approach for the evaluation of positions. Each
position is classified on the basis of some nine common factors, ranging
from knowledge required to span of authority and, where pertinent,
supervisory responsibility is added. The complexity of each factor can
be converted to a point scale which in the aggregate determines the
grade. To assign a lower grade to a Branch Chief classified at GS-15
without diminishing the importance in one or more factors would quite
simply violate the principle of "equal pay for equal work."
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Zhe same is true at the supergrade Level only more so because
of the finite ceiling imposed, The ceiling on agency supergrades
ositions classified at that Level. ~'in increase in the on- uty-
n er o ~upergrade analysts means a decrease in the number who are
currently paid at that level as a result of de~:erminin; the aggregate
responsibility-point-count of the position. Tl~e principles involved
preclude simply converting established supergr4de positions whether
non-supervisory staff in an office or the NFAC Pront ?ffice or Deputy
Division or Division Chief. The classification of each position is
determined by the content of the position. While we Can lank at a
newly designated position and determine that it is in fact at the
GS-16 level, we can today only pay employees at the supergrade rate.
The organizational structure of NFAC is established with a
number of managerial positions and staff positions at supergrade levels.
Our way to extract supergrade ceiling for analytical positions would
be to telescope the current structure by melding existing Divisions
and/or Offices,
Z. It is of particular relevance to keep in mind current
House Appropriations Committee inquiries and review of our supergrade
requirements and the importance of our ability to justify these
requirements to the HAC and OMB based on acce;~ted position classifi-
cation methodology that promotes "equal pay fc~r substantially equal
work." In the past our position classification system has stood the
test of external review and, in effect, has provided the basis for
defending our grade structure when it has been questioned. I am
concerned that the NFAC MAG method of allocating supergrade positions
based on organizational strength would cause internal position grade
inequities as well as increased concern for various external review
organizations. T believe our classification system can continue to
accommodate senior grade levels for non-supervisory analysts where the
pasition requirement can justify the higher ;rode.
3. In conclusion, it is essential to protect the Director and
the .Agency with a viable and cons~_stent job classification methodology
for all Agency s~zpergrade positions in order to minimize external
criticism and to provide a sound basis for external ,justification of
new supergrade requirements.
F . W . ~tii . Janney
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Revised: ers FyVl~SJanney: jmk (4 Aug 78)
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MEPIORANDUM FOR: Director of Central Lntelligence
a ~ rman, Manag ~nient Advisory Group
SUBJECT Creation of an Intel ; -iyence Specialist Ccrp~.
within NFAC
In response to your reguest at ou~~ 15 March meeting, this
memorandum presents an el~rboration of the f~1AG proposal to cr~~at~J
atl "~i ntei l i Bence Sp~CI al l ~ t" Or ~~SC'tll ;r anaiys t" Corps wl ttli 11
NFI1C. We also submit suggestions for converting some NFAC ui,tir.-:~-
gerial slots to senior analyst slots .r rid for a career develo;~ire~rt
program.
The NFAC MAG believes that greate~, specialization and mare
depth in analysis can best be fosterel in NFAC by creatinc a c~..lre
of analysts who are isolated from man,igerial pressures. Effor?.s
have been made i r~ the past, and a new drive i s currently under-,?,.ry,
to identify some slots for supergrade analysts. Much as ~~~~e aF~r~r~o~:~,
we doubt this will provide more than a temporary solution, given
the constant p~?essures an .higher graded analysts to take on s~;~~~~~r-
visory responsibility or to assume "nun-supervisory" staff posi-
tions.
The NFAC MAG believes that the establishment of a distinct cacre
of intelligence specialists provides the best, and perhaps the
only, effective buffer against such pi~essures.* A commitment to
reserve a specified number of s4nio?r positions far intelligence
specialists should prove a major asset in attracting highly quali-
fied personnel--both through lateral entry and regular recruitm?ni.
channels. Moreover, it would facilitate the retention of first-rite
*See table 1 for a graphic demonstration of how many Non-supervisory
positions (as defined by the Office of Personnel) now are filled try
analysts performing essentially staff functions. For the purpose,
of our paper, an "analyst" is defined as one who spends more than
half of his or her time involved in original research and writing ~~
breakdown by grade of the number of supervisory, non-supervisory, ar~~
"analytical" positions found in the largest NFAC offices appears ?n
the Annex.
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SUEiJECT; Croatian of an ]Intel l i yenc ~ S{?eci al i st Corps wi th i n
Nf=AC
analysts in the Center by ensuring a more favorable working
environment and by providing stranger incentives to levelo{~ th:sir
analytical skills.
~fhe strengthening of analytical and managerial training vw~ruic
be essential to the success of this system. At present, NF(',C's
training programs are insufficient to foster excellence irr
analysis or management. l~Jith a stronger training program, al?
analysts at iowcr grade levels should be encouraged to deve~o~~
and improve analytical and managerial skills through on-the--,iob
training courses from the Office of Trai ni ncJ, acaderni c i nstr-c~c t i can
and professi oral meetings . Same far ei yn travel and rota ~:ianfcl fi .
assignmernts in othv~r parts of the GEnter anti the Intelligc~r;:. ~..;,
muni ty wou~l d also he useful . Acader i c sabbaticals and extE s7~~: d
foreign study sh~~ld be strongly enraurage~ for those optin~~; far
an analytical career. Analysts ti~,ha opt to take on manageria~
responsi bi 1 i ti es as ~,ael 1 shoo ] d rote ; ve advanced training i r; frcim i r-
istration anti personnel managemeni.
The NFl1C _h1AG_}'roposal_i n [irie F
The fdFAC F?lAG recornm:ends that on ~ GS-17 slot, three GS-i6
slots, and about ten GS-15 slots be designated as intellig?~r7ce
spcci al i st {~osi ti ons i n each of the foray l wryest praduct:i on
offices--OER, OSR, OGJI, and ORPA.* OSI and OGCR respectivc~lY
would receive fewer into?liaence specialist positions, the former
because of its srnal l er s:i ze, the 1 a tter because of its i nt:r~nal
structure=: .. (NFAC offices with a lc,~~er overall grade struct.ur~e
could opt ~~or some GS-14 and GS-13 aositions.)
The designation of one GS-17 and three GS-16 intelligence
specialist positions in each of the larger offices is based on
a calculation of ho4^~ many slots could be converted at each crad?
level without requiring more slots at that level within NFAC. fear
the GS-15 positions in the larger offices we allotted one GS-15 ~.lc~r
for each division or major component within an office or one GS~-1`
slot for every two branches, whichever number was greater.**
* See Table 2 for a detailed breakdown of how many intelligence
specialist positions would be generated far each office. The in-
clusion of some GS-14 intelligence specialist positions would b~~
optional.
**If the system were extended to th~~ GS-14 level, one GS-14 posit~~r,
would be allotted to every branch car two GS-14 positions for ever?~
division, whichever number was gr~lter.
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>11i3JEC~l~: Cr"ration of rn IntE l iir;~:>r,c:c~ Spacial ist Carp; wi tflirl
;'f-:~C
Im~l ement~_i n ~_ tkle F'roposal-
Ttre PJ~ AC t~~,E~G E!r"opc~sa.l C~~tr~ be in~!)kernent.c~d aaithr,ut incre~;si~~;
the aver~~ge crade in T`?F~~.C or? thc~ nt ;,t~er? of slots at any g~itrf~r~
grade lcsvel. In or~ci~~r to ~?ccosni~iiEi? tk)is objective, diffE~t"~~r)ce
prc~ce-Mures at?e re~lui rE:ci at ~~~~ch ge?~.do 1 eve-~
GS.-l5. The i~;+ AC hil'.G is propose r.g the f~stabl istrrner?t of ~~1
GS--1~5 r viol 1 i r,eilce ;pec i al i si: pos i -: i cr~s . Ftl 1 .but one cou-i ~i t:~e
cr"~eatc~d b~/ GE'~~Igri;ttlr?c1 exi~;tng i~S. 15 norl-=,u~~orvi:}ory slot; to
ttr i s ~.:ategor~y. !~ c l os,e l ocik at the functions t;,c~rfornrcd ',~ . - }
no'~~ i n t;yese slots rt}~~E r, ; s , iron}nevi;? , that ~~bout one t:tri rci :r ,r
fi ~I le~l bw pEr~rt~nrrol 4~;ht~ p?rfi~r?rn r,~~ fly sta~s~)~ functions. hs rnt~~t
of ttlese st:aft~ positions prok~ab(y should t~c~ retained, anot~l~r
Ir~et.hf)d for ciE~nerat~i ng tt;e re.o:rn,~.r)t ed numb,~r of GS-15 i nt E i : ~ c :~ ~.
spec:ir:?iist t)r)it~iorls i~. r"equir~~d.
1 he iVF~t:: I~1F~G i s proi,osi ng th~.t at 1 cast ilal f of the G:~- ;,
nOn-StJpC?rV~E spry 510ts f`!t' CI'r?s 1 grid. t.?~i as 1 T? 4(.' ~ 11 ~F.'iil,(? Si:~EC'I t:l `,
post Lion{> and th~~t -t.he ?"e~!ai;der b o~tain~~cf by cor,?~,~~~rtlr;c?
1 imi fed nu^rt)er of GS-1 ~~ sui)ervi sc)r ! s i cts note reserve) fc~r r,~,~~ :i~
Chlef;. In fire r,rajor pr'o(iL1Cl.1()rl o.fif.c$ ai t)r?C~.rrCki Ct?iE.'fa Y'r'
currently siotteci at the C~S~ i5 lr~v ~i . trot recomrner?dust-tor? ai
about ten GS-1 `i i ntel l i eruE sk)eci 11 i sts i rl rzach of those o~i~ i'~i c~
could be rnet friy conve?"r.ing t! sr?ai1 r,t:~,rber of branch chief s