MANAGMENT OF AGENCY SUPERGRADE POSITIONS, CEILING AND PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000600080008-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 8
• Document Creation Date: December 9, 2016
• Document Release Date: August 7, 2000
• Sequence Number: 8
• Publication Date: February 12, 1976
• Content Type: MF

Approved Fort2please 200 /0'SYO2?g1,1-FZp.PB2-0ID357,W0600080008-4
12 FEB
1 .1-al re?mi FOR; Deputy Director of Central intelligence
St1 CT : i mgei ent of Agency Sou rgrade Positions,
Coiling and Personnel
Action Requested:
On 4 pabruary 1976 the CIA na cnt CGa rdttee unanimously
rec x-nzded approval of the proposals contained in paragraph 4 of
this r or Gaut t relative to tT ncy policies and procedures goven-ting
the i ;trigc , ant of supergradc positions, ceiling and personnel. Your
approval of these reco endatlons is requested.
.-r
a. The Agency has been ender close scrutiny from CUP9for
the past two years as regards justification to retain our current
supergrade allowance. The fact that Agency personnol levels have
declined front in 1969 to approxiinatol lI at present, while 25X9
our supergrade allowance has increased frw= (including Scientific
Pay Scale positions) to positions) has not
escaped U- is attention. hhile we have repeatedly ei hasized that
wo vice: our swpe:r -ra to require its as a function of level of responsi-
bility rather than of organizational sizes MI I 'mains skeptical of
the need for our present sixfrergrade allowance (i.e., ceiling) of
b. Prior to Fl 1975 the Agency coiling established by OM
covered only staff perso n.el. Our si orgrade allowance was not specifi-
cally associated with our staff ceiling, but we chose to treat it as
such and did not charge our contract "sup- trgra " c 'aployoos within our
_ or of contract "s.r}:r-
sxr,.)ergradc ceiling. The fact that we have a ra tub
gra.e" personnel has never been specifically surfaced to O MD. Now
that we have a single ceiling encc :pass1ng both staff and contract
personnel, it sce~ li..ely that we. will he expected to count any con-
tract '-supergrade a ;lcejeos within our GO-authorized s?rpergraJe
allowance. ` hcrefore , unless specifically required for iacu ibents of
certain positions (inter-Agency ro. resentation, etc.), it is important
to treat svnior contract enrloyees strictly on a pay figure without
using language in the contracts or elsewhere which equates specifi-
cally to super rad-e status.
ILLEGIB
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c. The House Appropriations Cc aittco, during its review
of tie ency's 1976 budget, questioned the "very high grade structure
wit ositions CS-16 and abxve."
d. Historically, the Agency has never used its full super-
grade allowance. Even follo d.n ; the recent pr Lion exercise, we
were still 12 below ceiling (excluding 11 contract "supergrad&'
;ployces) as of 31 December 197S.
e. The atmosphere created by the terse and Senate Select
Conxlttoes, coupled with the attention of both C 13 and the House Apapro-
priuti.orts Ce aittoe to our current supporgrade situation, not to mention
the reduction in Southeast Asia sIergra,ie roqulret c nts , suggests that
a request to C'1 for an increase at this tbia i-muld not be viewed
syx.pathetical.l.y.
f. Three of the Agency's four Directorates and the Office
of the DCI are now requesting additional supergrwde positions which
cannot be accon odated within the current Agency supergrass coiling of
Regardless of the validity of such requirer4onts, the foregoing,
tors, coupled with the reduction in Southeast Asia supergrraade
rupuir nts, do not p nnnit the Agency to develop a strut, case for an
increase in our sr pergrade a ithorization at this tie.
3. Staff Positicj:
a. Tice increased attinntion which is being given from with-
out to the A,genc:y's strpargrade situation, in addition to the conapratition
for the liirited available ceiling from within, suggests an urgent need
to develop a more effective program for the r. anagc eiit of st. orgrade
positions, ceiling and persornzel. It is equally clear t kat st rgraade
allocation is an Agency-wide problem. that involves s sr~gjeting demands
and requirements as perceived by the various Career Services which, in
the aggregate, exceed the present swporgrade ceiling and, therefore,
involve considerate, which transcend individual Directorate interests.
this would suggest that the present approach to the problem -- the
distribution of the Agency's total authorized super grade allow ces in
nnanently fixed allocations to the Career Services - which does not
load itself to solution by any one Directorate -- should be reviewed
and possibly abandoned in favor of a new approach involving centralized
rkl tagr w ent and control of ceiling at the Agency level.
b. The Director's internal initiatives in sup port of the
i''residc:~nt's appeal for assistance in reducing rising ,personnel costs
must Include preservation of the integrity of the pxasit cal classification
function. In carryi g out their responsibilities relative to effective
position m? agevent and manpower utilization, the Deputy Directors should
have the benefit of positici classification expertise proffered by the
Office of Personnel.
I
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e. The Office of Personnel (Position t1~raa.gea cant and
C aUvonsation Division) ia=u