FY 76 PERSONNEL DEVELOPMENT PROGRAM AGENCY CONSOLIDATED REPORT SECTION 1 - EXECUTIVE LEVEL DEVELOPMENT PLANS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000800120003-2
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 7
• Document Creation Date: November 11, 2016
• Document Release Date: April 5, 1999
• Sequence Number: 3
• Content Type: REPORT

Approved For Release 1999/0-9/24: CIA-RDP82-00357R000800120003-2
FY 76
PERSONNEL DEVELOPMENT PROGRAM
AGENCY CONSOLIDATED REPORT
Section 1 - Executive Level Development Plans
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FY 76 PERSONNEL DEVELOPMENT PROGRAM
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CHART IA - GS-15 - GS-17 and SPS Positions Expected to Become Vacant
The executive position vacancies were again underestimated in
FY 75, overall b) or 28%. In FY 74 the estimate was missed b= 25X1A
or 25%. The vacant executive positions in the DDA ran approximately
43% of the total senior positions. DDO matched its last years average
of 33%, and the DDSFT and DDI were in the 17% range with the E Service
at only 7%. The total vacancy estimate for the three year planning
cycle is approximately 6.0% of all executive positions; the same estimate
as in the FY 75 PDP.
CHART IB - GS-15 - GS-17 and SPS Positions Becoming Vacant - Listed
by Career Subgroups
This is a comparative chart in gross numbers of the Career Service
estimates of executive positions becoming vacant in FY 76, FY 77 and
FY 78. The DDO estimates the same three year percentage as in FY 75
PDP, the DDA has increased from 74% to 82% and the other Services have
reduced by relatively small percentage points.
CHART IIA - Executive Candidate Roster
Again the Agency as a whole did not meet the goals for putting
candidates into active executive development. However, the E Service
M The other
Services failed to reach their goals, some by significant numbers.
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CHART IIA Supplement - Breakout Chart to Chart IIA
This chart is designed to"reflect the composition of the develop-
mental candidates for FY 75 and for FY 76. There is an obvious mis-
understanding of what was required as few of the numbers on this chart
match the numbers for the corresponding category on Chart IIA. This
CHART IIB - Executive Development Candidate Roster by Career Service
This is a listing of the gross numbers of officers selected for
executive development in the FY 76 three year planning cycle.
CHART IIIA - Equal Employment Opportunity Statistics
This is an evaluation of the FY 75 EEO goals in the PDP. Goals for
the Agency were met for all grades except GS-13 for Blacks and women
and GS-14 for "Other Minorities." The individual Career Services have
a mixed report for meeting their individual goals . . . some failed to
meet the goal and others exceeded.
CHART IIIB - EEO Statistics for FY 76 PDP Planning Cycle
We note that while the Black participation for the three year
planning period has increased numerically fromin the FY 75 PDP to
^in the FY 76 PDP, the percentages have reduced from 2.1% of the
total participants in FY 75 to 1% in FY 76, 1.7% in FY 77 and 1% in
FY 78. Women totalled -in the FY 75 PDP three year period ant 25X1A
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in the FY 75 PDP cycle. Their percentages, however, have decreased
from 8.3% in FY 75 participants to 5.5% in FY 76, 6.3% in FY 77 and
6.2% in FY 78. The limited number of Blacks in the eligible grades can
account for the reduced percentages as components have increased their
total participants in the PDP, and it may also be true for women. A
detailed analysis would be required to determine if this is the key
factor in the lower percentage.
CHART IV - PDP Candidates for Executive Assi ent, Not Included on
the Candidate Roster
This chart simply reports the number of officers who are candidates
for executive positions who are not on the roster of developmental
candidates. It is an attempt to identify the total number of individuals
eligible or available for executive assignment, now or in the near future.
CHART V - Source of Proposed Candidates for Filling Executive Vacancies
This chart attempts to identify the sources of the individuals who
are or will be, selected to fill executive vacancies. Despite goals for
obtaining executive personnel from outside the Career Service Subgroup
or the Career Service, most vacancies in FY 75 were filled from the
25X1A during FY 75. Chart IA reports executive positions became vacant;
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report reflected the same number of selections as the number of FY 75
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vacancies. The E Service, DDA and DDS-T report the same number of
vacant positions on this chart as on Chart IA, but the candidates from
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CHART VI - Training - PDP Candidates
The number of training courses and rotational assignments exceed
the number of candidates or participants for each year, including the
actual achievements in FY 75, but by an exceedingly small margin. The
numbers indicate that only a small number of the candidates received
or will receive more than one training course in a year's period.
Comparing the statistics on the individual Career Service Reports for
the number of PDP candidates (Chart IIA) with the program for training
reported on Chart VI, we find what appears to be a limited planning.
There are more candidates than training or rotational assignment pro-
gramed for DDS&T in FY 76, in the DDI and DDA in FY 78 and in the DDO
for all years. It would seem appropriate that each candidate in the
program be listed for at least one new experience during a, year, either
a training course or rotational assignment, allowing exceptions for
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FY 76 PERSONNEL DEVELOPMENT PROGRAM
When the Personnel Development Program was initiated in Fiscal
Year 1974, it was estimated that three to five years would be required
to make it a functioning program. This year will produce the third
report of the Executive Level part of the PDP, and it is evident that
this section of the Program is already contributing to a more effec-
tive approach to the management of executive assignments and execu-
tive development.
The PDP is a dynamic tool which structures the advance planning
of executive level assignments and requires the full attention of
senior management officials. It is not a static planning device; it
must be updated or amended as assignments develop, as situations and
personnel change, and whenever individual careers take new directions.
The PDP should never be allowed to become outdated or reflect out-
moded plans. When the Program is properly managed, only a statistical
update is required to complete the charts when the annual PDP report
is due to the Director.
The PDP reports should also reflect the results of each Deputy
Director's annual review of his personnel. Not every Executive Level
candidate will realize the full potential seen in him.at a more junior
grade, and some officers will mature at a later period in their careers
with performances meriting consideration for senior level assignments.
The annual personnel reviews should insure that candidate rosters are
modified to show these developments and that selection lists do not
become stagnant on the basis of long past performances. The estimate
of an individual's potential as evidenced by current performance is
at least as valid as are forecasts based on earlier evaluations.
There is no requirement that the developmental program cite
specific future assignments for every junior officer on the candidates
roster. Some Offices may be able to identify definite positions for
an individual; others may wish to indicate the assignments in general
terms such as Branch Chief, Branch Chief of a small branch, Deputy
Chief of a large branch, assignment within a Career Service Sub-Gro
intra or inter Career Service, at Headquarters
The purpose in identifying the developmental positions
or the eve
,
of the position, is to focus attention on the scope of the proposed
assignment, the training required, and to insure that the individual
concerned is given the opportunity for broader experiences. The
position should be selected to develop and utilize new management or
operational skills, to expand horizons and to stretch the capacities
of the assignee. Where there is no change in the level of responsi-
bility, the duties of the proposed position should offer new ct_:.llenges
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0 i a different area of responsibility. Training courses for the
E ecutive candidate should be selected with the same ends in view,
i.le., development and expansion of the individual's abilities and
talents. A position which offers neither challenges nor the
opportunity to grow does not qualify as developmental.
The FY 76 PDP is being distributed with the Annual Personnel
Plan to allow components to complete those parts of the. PDP that will
be used in completing the APP reports. The PDP report itself, however,
is not due to the Director of Personnel until 17 October 1975. Part
II of the PDP, Developmental Profiles, is not included in this FY 76
PIMP report pending receipt and review of the initial Profiles due to
be completed 30 June 1975.
The FY 76 Personnel Development Program objectives and reports
have not changed significantly from last year. The suggestions and
instructions accompanying the FY 75 PDP are still applicable and should
be reviewed prior to completing this year's report. A supplemental to
Chart IIA has been added to make plain the dynamics of the PDP. The
chart is designed to account for the current status of each participant
on the FY 75 Executive Development Roster and to identify the composi-
tion of the current FY 76 Roster. On several charts reporting the three
year program there is a column asking for "Total Number of Individuals
Identified." For this "Total" each individual may be counted only once
though he or she may be included several times in the three year plan-
ning cycle.
Chart VI asks for a statistical report of the training course or
training assignment of the PDP candidates and an itemized list of the
courses and number of officers to be enrolled in each by the fiscal
year. The OTR catalogue should be used as the basis for the course
selection. However, components having a need for training or courses
not listed in the catalogue should describe the requirement in general
terms. The training goals reflected in the APP and PDP are forwarded
to the Office of Training for review and consideration, and new require-
ments are of interest to the OTR Plans Staff.
On the chart listing the expected vacancies and candidates for
t e assignment, several components have found it useful to also identify
tie current incumbent and the incumbent's grade. The chart has not
been changed to provide special space for this purpose but it may be an
item others wish to include. The only change on the chart provides a
column for planned as well as mandatory retirement information.
The PDP plans for FY 76 will be made on a 15-month basis through
30 September 1976 to include the transition period to Fiscal Year
1'977.
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