NEW GRIEVANCE SYSTEM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00142R000500040025-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 14
• Document Creation Date: December 12, 2016
• Document Release Date: December 19, 2001
• Sequence Number: 25
• Content Type: MF

Approved For Release 2002/01/24: CIA-RDP81-0
MEMORANDUM FOR: Deputy Director of Central Intelligence
FROM John I-I . Waller
Inspector General
SUBJECT New Grievance System
Expe~cutivfe RegiettY
7tS ~ C~ / ~r
1. Action Requested: That you approve the attached draft.
concerning grievance handling procedures.
2. Back round: Attached at A is suggested language for
inclusion in an employee notice or DCI Notes concerning the-new
grievance system. This was prepared as a result of the EAG
meeting on 19 September 1978 on this subject.
3. I call your attention to the final paragraph of Attach-
ment A which deals with the preservation of a direct written
appeal by grievants ~to you or to the Director, Although the EAG
consensus did not include this feature in the new procedures, I
believe it should be preserved as part of the Agency's grievance
process. There are occasions when employees are burdened by
matters of extreme personal sensitivity or when they may perceive
the officials managing their Directorate to be the major source
of their problem. I believe it would be unwise to deny employees
recourse to relief outside their components on such occasions.
Moreover, the Director has indicated support for the direct appeal
concept in "Notes from the Director" and other issuances (see
Attachment B).
(yarned).
;John H. Waller,
John F1. bail 1 Lr
Attachments, a/s
Approved For Release 20Q~61~F~ CIA-RDP81-00142
E2 IMPUET
CL BY ~
This document tray be
s!cv~ ~;a~~d to Uncla~s?~~ed
OOQ500040025-9
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 Approved For Release 2002/01/24: CIA-RDP81-001428000500040025-9
SUBJECT: Plew Grievance System
Deputy Director of Central Intelligence
DISAPPROVED:
Deputy Director of Central Intelligence
DATE
Approved For Release 2002/01/24: CIA-RDP81-001428000500040025-9
 ? Approved For Release 2002/01/24: CIA-RDP81-001428000500040025-9
Grievance Handling Procedures
A gr?ievrince is an oral or written request by an employee for
relief from dissatisfaction with career problems, working condi-
tions, or other matters which affect the employee personally and
which are subject to the control of Agency management. It is
Agency policy that employees have the opportunity to have griev-
ances considered promptly and resolved equitably. To this end,
improvements 'in pracedures to investigate and resolve employee
grievances are being made. They emphasize the primary role of
the Directorates and Independent Offices in handling and, where
possible, resolving their employees' grievances. This notice
describes in general the new procedures which will go into
effect with the publication of a revised version of HR 20-7
which will outline them in greater detail.
Exclusions:
Certain matters are currently excluded from consideration
under procedures established for the handling of employee griev-
ances in the Federal Personnel P~anual of the Civil Service Com-
mission and under Foreign Service statutory grievance procedures.
Specific exclusions, includinr~, ft~r example, ma%ters treated in
;~'cjiSlation, will be articulated in the FZegulation implementing
these procedures.
Approved For Release 2002/01/24: CIA-RDP81-001428000500040025-9
 ? Approved For Release 2002/01/24: CIA-RDP81-001428000500040025-9
Initial Directorate Phase -- Role of the Directorate Grievance Officer
Every effort should be made to resolve grievances quickly and
informally at the lowest possible level within the Directorates.
If possible, the employee should take up the matter with a super-
visor ar with another appropriate official within the component
involved. A grievance may be presented orally or in writing at
this 1eve1.
A senior official will be named in each Directorate who will
be prepared to devote full time, if necessary, to the duties of
Directorate Grievance Officer (DGO). The DGO's name will be made
known to all employees of the Directorate. An employee may take
an oral ar written grievance directly to the DGO for informal
resolution if circumstances so dictate, or the employee may be
referred to the DGO by a supervisor or other Directorate official.
The DGO must respond to an employee in writing within BO days of
receipt of the grievance. Extensions Wray be permitted if neces-
sary, but they must be fully justified.
Second Phase -- Role of the Inspector General and the Grievance Board
The Inspector General will accept employee grievances for re-
view only after the recourse available to the employee within the
Dirrectorate or Independent nFfice has been exhausted without ar~hiev-
ing a satisfactory resolution of the grievance. "fhe Inspector
General will review the work already done on the component level and
Approved For Release 2002/01/24: CIA-RDP81-001428000500040025-9
 Approved For Release 2002/01/24: CIA-RDP81-001428000500040025-9
conduct additional investigation as necessary. He will persist
in the search far a simple, informal, negotiated resolution of the
matter.
Should the findings and conclusions of the Inspector General
indicate that his recommendation to the DCI or DDCI as the ultimate
deciding authority in the Agency ~rould be adverse to the employee,
the Inspector General will offer the employee a choice among the
following options:
-- accept the conclusions of the Inspector General as final
in the case;
-- have the Inspector General"s report of the investigation
provided to the DCI or DDCI for final decision; or
-- have the matter reviewed by the DCI's Grievance Board.
The third option would involve review by a three member
Grievance Board selected by the employee from an Agency-wide panel
of officials nominated for rotational panel service by the
Directorates and approved 'For such service by the DCI or DDCI. A
broad grade range would be represented on the panel. At least one
member of the ad hoc Grievance Board selected by the employee must
be from the employee's awn Directorate or Independent Office.
An F~mployee may enlist the ~~ssistance of another Agency employee
to prepare his case arhich will be reviewed by the urievance ~3oard.
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 ? Approved For Release 2002/01/24: CIA-RDP81-001428000500040025-9
The Board's deliberations may be aided by a review of the record,
the invest~igatians conducted by the DGO and the Inspector General,
interviews, a formal hearing, ar a combination of these things. A
record of the Board's review will be kept, including the results
of all interviews, and that record will be available to the
employee for review, in accord with Agency policy on employee
access to files concerning oneself. Document release to the em-
ployee for use outside of Agency control will be conditioned by
existing caveats regarding classification and the protection of
sources and methods. If a hearing is held, a verbatim ar summary
record will be kept and will be available to the employee, as
appropriate. Hearings will be administrative in nature and will
not be condr.icted according to rules of evidence. The Board acts
in an advisory capacity to the DCI or DDGI whose decisions on
Board recommendations are final.
Direct Appeal to the DGI ar DDGI
The employees' option of bringing a grievance to the attention
of the DGI or DDGI in writing directly or through the office of the
Inspector General is preserved, notwithstanding the new procedures
outlined above. This option should be exercised only when an cm-
plnye? truly believes that equitable trea`ment can be achieved in
no other way.
Approved For Release 2002/01/24: CIA-RDP81-001428000500040025-9
 r
the I'resiclent's decisions. It is anticipated, however, that the new organization will
'eV~'~p~l~J@d~r~L~~a~ g~11r~:~?~J~wl~~t~00500040025-9
7. ~k~a+l is the #utur~ of Manager~nent ~y ~bjeclives?
Management by objective (IvI80), popularized by management theorist and
consultant Peter Drucker, has been employed in both Government and industry for
many years. It was introduced within the Gavernment in 197h as a formal
management "system" by the Office of Management and Budget.. tiVith the change
of Adn-~ir~~istration, OMB's requirement for a formal MBO system was removed. The
future use of the MBO technique in CIA is currently under review.
E. '~'~#aat is our relation! with tk~e National Security council?
As the President's principal intelligence advisor, I continue to attend the NSC
meetings. The Policy Review Committee (PRC), which was established to develop
Presidential national security policy, is under my chairmanship when it meets on the
business of intelligence. When so convened this group has assumed. the full functions
and responsibilities of the previous Committee on Foreign Intelligence (CFI).
CIA participation in NSC Departmental Groups and Ad Hac Groups is much 25X1 A
the same as it was in similar groups under different names in previous administra-
CIA daily, ad hoc support of NSC staff is quite extensive; quick .response
memoranda are frequently solicited and delivered. A significant segment of this work
has been iii support of US review of critical problems li.lEe the Middle East and
Africa, including visits to those areas by Secretary 'Vance and Ambassador Young, as
well as papers designed to prepare for additional visits to the USSR and China by the
Secretary.
9. A.re you as L)irector satisfied v~ith the ~nspector~ general's handling
o# eorr~plaints?
There are few processes that cannot be impraved upon anal I believe that the
grievarrce and complaint handling process, which is vital to the well-being of the
Agency, should be impraved in whatever way passible. I have already authorized an
increase in t}re site of the Inspector's General Staff, in part so that grievances and
complaints may be investigated more expeditiously. The Inspector General, for his
part, hies established a new group within his office which will specialize in such.
matters and is personally available for consultation if any person is dissatisfied with
the hanrll'rng of a grievance or complaint. ..
;! ~.: ,.a(F ::{.::")il..:l`.V %l) :ilC) `.~.lC ill}(1C'l;(ll~ {_i?fIC('?~~S ~J[ill;C .,.i Ci?C. ;~Tr.~( ,)E 'G~
.; lt%V;i!~li; ~.elt~ Ci1CT1~Jl~llnE :iYJtCCQ ,Y~IIClI ~~.;1Ct~ '.y!Y~ ~tR +:f itDlUy"C~''~ lii~tCl~E:'ii^~', i:0 r'.~ll~iii;~.~!f;-+?
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~' :~. ~.LC',:=C~. :7'.'.17 ~ ~''!.J:: 'C '~;F'~~ .'i^C)~U" _..._~ U ,'!~'~_`,. '.'C) ?t !y -~
cor.;i:idenoe ::),ncl?aaonyrnously it p:reerred, to ~.xpre5~ clLSSeni::~, co:ttpla~r>vcs,
an:l grievances. I enclc)se at Tab C a recent not:tco to all e:rszplayezs an
this Subject.
Excerpt ~`rom draft response to the SSCI on its report on Frank
Sne~ 's all at~i~ns. Prepared b~ OLC dated 29 September 1978
proved ~t5r a ease 200 p01/.24 ~-, ?. !A=-RdP81-001428000500040025-9
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I September 197
}: have recently published a Director's Nate on why wzs have a policy of greeter
openness; to the pubic wherever possible. I stressed in that noie that this palicy does
not in any way relax our policy of keeping our secrets secret. I want to reerzp''.asize
that paint because it is critical to ozzr continued success. Thera are three areas where I
would like to dispe} possible misu.nilersttzndinas on what must be kept s;:c,et=
1. Because r?~e are beinJ more open, some people baliev~ that any
? eznplcyee may deckle what infarmatia;t should be reve.rlecl_ The r>.zles tiatl~;
rtat changed. Classification authority rzsts where it a}:vtty;: has. Incliv;au.:ls
-are no mate free than before to declassify and z?elease classified i;zformatio;z.
~U'ith the exception o.f the DDCI and myself, re.Iease to the t~ublic is anal?a
throu;;h the Office of Pzt`ulic ~1.ffairs, the FOl~1 office ancl. a few other
authariled ofrtces, not by individzzrzls. It is import:znt also to remember that
contact with members of the media other than for social purpa:~i~s is
STATINTL conrrall~cl by- which fixes the responsibility and prov%des the
guir:tance for such contacts. }3ecaus:, oaf the 5enartzvz4y of our ~vark, cniztact.
with members of the media rrzust be tlzroubh and with the kna~.vledge o; the
Office of i'ub}ic f1ffairs. I3reach:,s of this policy are serious rnattars_
2. Sine. ~rYrzterbate and Ellsb~rg, mare has been a tendency to lnis-
understand tlt~ role of "whistle blowing" I~ticling to the assuznptian by same
that whistle blrnving neces:,itates "going public." Na~7e of t.is wants c:tcc:;,se,
or errors to go unreported, but legitimate izlternatives to blo~.ving oa:,'s
whistle in public have n~e.n devised. Any canscientiozts employee svcta truly
w:znts to correct rather roan destroy, arzrl wino care; rt'taaut tha /l.~yency and
the cz?edibility of the United Stzztes C7avLrnment wilt e;xllaztst tliasr altt~rnr:-
- tiers bufare train