SENIOR INTELLIGENCE SERVICE PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000900130001-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 62
• Document Creation Date: December 9, 2016
• Document Release Date: April 13, 2001
• Sequence Number: 1
• Content Type: REPORT

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SUB-SYSTEM 5 AND TABLES B, C, DERIVIATE CL BY 055723
AND E ARE CLASSIFIED SECRET. REVIEW ON 30 SEPTE1ER 1979
ALL OTHER PORTIONS ARE DERIVED FROM A9c3.17
UNCLASSIFIED.
SECRET
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BASIC PROPOSALS
SENIOR EXECUTIVE SERVICE
TABLE OF CONTENTS
FORWARD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
SECTION I . FUNDAMENTAL PROPOSALS . . . . . . . . . . . . . . . . . . . . 3
SECTION II : PURPOSES AND PRINCIPLES OF THE SIS . . . . . . . . . . . . . 7
SECTION III : SUB-SYSTEMS OF THE SIS . . . . . . . . . . . . . . . . . . . 10
SUB-SYSTEM 1 . MANAGEMENT STRUCTURE . . . . . . . . . . . . . . . . . 11
SUB-SYSTEM 2 : THE SIS MEMBERSHIP SYSTEM . . . . . . . . . . . . . . . 17
SUB-SYSTEM 3 : SIS CEILING AND POSITION MANAGEMENT
CONTROLS . . . . . . . . . . . . . . . . . . . . . . . 23
SUB-SYSTEM 4 : THE SIS PERFORMANCE APPRAISAL SYSTEM. . . . . . . . . . 29
SUB-SYSTEM 5 : FUNDING, COMPENSATION AND AWARDS. . . . . . . . . . 34
SUB-SYSTEM 6 : COMPETITIVE PROP40TION . . . . . . . . . . . . . . . . . 51
SUB-SYSTEM 7 : SENIOR OFFICER DEVELOPMENT . . . . . . . . . . . . . . . 53
SUB-SYSTEM 8 : ADVERSE AND OTHER ADMINISTRATIVE ACTIONS. . . . . . . . 58
SUB-SYSTEM 9 : EVALUATION OF THE SIS SYSTEM . . . . . . . . . . . . . . 60
SUB-SYSTEM 10: INITIAL PUBLICITY AND ORIENTATION . . . . . . . . . . . 61
SUB-SYSTEM 11: REGULATIONS AND PROCEDURAL GUIDES . . . . . . . . . . . 63
TABLES
PROPOSED INITIAL POSITION CONVERSION TABLE . . . . . . . . . . . . . . . 28
PROPOSED INITIAL INCUMBENT CONVERSION TABLE . . . . . . . . . . . . . . 46
EP-IV, EP-V, SPS, AND SG INCUMBENTS . . . . . . . . . . . . . . . . . . 47
CIA COST COMPARISON . . . . . . . . . . . . . . . . . . . . . . 48
PERFORMANCE AWARDS SCHEDULE . . . . . . . . . . . . . . . . . . . . . . 49
AWARD/STIPEND PROFILE . . . . . . . . . . . . . . . . . . . . . . . . . 50
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SENIOR INTELLIGENCE SERVICE
PLAN
FORWARD
The Office of Personnel Task Group, established to design and develop
a Senior Intelligence Service (SIS) for those employees under the DCI's
authority, has completed a detailed study of the data available on the
Civil Service Reform Act's Senior Executive Service. This study encompassed
the statutory provisions of the Act, interpretative material and guidances
developed by the Office of Personnel Management and a review of the approaches,
methodologies and processes developed by a number of other Federal agencies
for implementation of the SES in their organizations.
The Task Group has concentrated on the development of an initial set
of basic proposals on the fundamental architecture, principles, and primary
sub-system structures for a system which will provide the framework for the
establishment of the SIS operating program.
These initial proposals were developed on the basis of the following
premises:
a. that the overallsystem should be constructed along the
general lines of the Federal Senior Executive Service but with
adaptations as appropriate to better serve the particular needs
of the DCI in accomplishing Agency missions;
b. that the start-up structure and substance of the system
should be as "simple" as practicable yet provide coverage for all
basic programmatic elements essential to a viable operating system.
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Modification to the initial program may be required or desirable
in the future as the system becomes fully operational;
c. that a basic compensation sub-system patterned after
President Carter's published SES salary range (e.g., Executive
Scale 1 through Executive Scale 6) be established even though
there are current indications that Congress may not lift the
current limitation on executive level salaries for fiscal year
1980;
d. that in anticipation that Congress may not lift the
current salary limitation, the SES performance award sub-system
provides substantial monetary awards in recognition of and as
incentives for excellence of performance.
To facilitate the review and consideration of the Task Group's initial
proposals, they are presented in a section-by-section topical sequence with
clarifying commentary as appropriate.
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FUNDAMENTAL PROPOSALS
1. TOPICS: Name of System; Statutory Authority; and Rationale for
Establishing a Senior Executive Service System.
A. Name of System
Proposals: The system shall be called the "Senior Intelligence
Service (SIS)."
B. Statutory Authority for the Senior Intelligence Service
Proposal: The legal authority for the DCI to establish a Senior
Intelligence Service is contained in the National
Security Act of 1947, as amended, (50 USC 403 et. seq.)
and the Central Intelligence Agency Act of 1949,
as amended, (50 USC 403a - 403j).
C. Rationale for Establishing a Senior Intelligence Service
Proposal: Exemption from the Civil Service Reform Act's Senior
Executive Service was based upon Congressional recognition
of the unique duties, responsibilities and authorities
of the Director of Central Intelligence as defined in
the National Security Act of 1947, as amended,
(50 USC 403 et. seq.) and the Central Intelligence
Agency Act of 1949, as amended, (50 USC 403a - 403j).
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The principles and concepts of the Reform Act's
Senior Executive Service provisions, however, are
essentially sound. Adaptation of these principles
offers excellent prospects for improving the
effectiveness of the senior officer management
system particularly the linkage of job performance
evaluations to determinations of basic salaries
and opportunities for additional performance
compensation based on excellence.
D. Scope and Administration of Senior Intelligence Service
Proposal: The policies and procedures of the Senior Intelligence
Service will be fully applicable to all organizational
elements of both the Central Intelligence Agency and
the Intelligence Community Staff with each managed
and administered under separate but parallel systems.
COMyIENTARY
The above proposals are:
APPROVED ( ) DISAPPROVED
2 7 SEP 1979
Deputy Director of Central Intelligence Date
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2. TOPIC: Scope of the Senior Intelligence Service System
Proposal: The SIS is conceived to be a total personnel system
for the management of all senior level positions
(GS-16 and equivalent SPS through EP-IV), authorized
ceiling and senior level personnel. All currently
designated grades GS-16 and equivalent SPS through
EP-IV positions and personnel are recommended to be
redesignated with Senior Intelligence Service (SIS)
identifiers SIS-1 through SIS-6 as appropriate to
distinguish between levels of managerial and/or
substantive responsibility.
CONflVIENTARY :
The Federal Senior Executive Service under the Civil Service Reform
Act of 1978 includes only managerial personnel and positions with senior
non-managerial specialist/analyst personnel and positions retained under
the current supergrade (GS-16-18) system. Agencies covered under the
Civil Service Reform Act must, therefore, maintain two separate executive
level personnel management systems, each with distinct and different sets
of policies, principles and procedures.
The essential principle of the Reform Act's Senior Executive Service is
to relate directly compensation of the individual to the relative level of
work requirements levied on the individual and the quality of performance
by the individual in carrying out his or her assigned responsibilities.
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The Task Group believes this basic principle is applicable to all
senior level personnel GS-16 and equivalent SPS through EP-IV and
recommends their inclusion in the Senior Intelligence Service.
The above proposal is:
( ) DISAPPROVED
Deputy Director of Central Intelligence Date
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PURPOSES AND PRINCIPLES OF THE SIS
1. TOPIC: Purposes of SIS
Proposal: a. To ensure that senior officer management is of the
highest quality and fully responsive to the needs,
policies, and goals of the Nation.
b. To provide the Director of Central Intelligence
with a centralized mechanism through which to
develop equitable personnel management policies
for senior officers and to direct and monitor
their implementation and enforcement.
c. To develop and maintain a highly motivated and
competent group of individuals capable of filling
senior level positions and to provide the type of
quality performance needed for the continued
success in fulfilling the DCI's missions and
functions.
d. To provide for a compensation system including
salaries, benefits and incentives and for other
conditions of employment designed to attract
and retain highly competent senior officers.
e. To ensure the systematic development of highly
competent candidates for entry into the SIS and
the continuing development of personnel already
members of the SIS.
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f. To provide for counseling, training and other
assistance for those officers who are not
performing to established standards to help them
become successful performers.
2. TOPIC: Principles of the SIS
Proposal: a. The SIS will be operated in conformance with the
merit principles as contained in CIA regulations.
b. The annual compensation awards system for senior
level personnel (those currently in grades GS-16
and equivalent SPS through Executive Pay Level IV)
will be based on merit that is directly related
to an evaluation of actual performance on the job
measured against established criteria and standards
of performance. This is to be done with due recognition
of progressively more difficult levels of organizational
and/or substantive responsibilities.
c. Senior officers are accountable and responsible
for the effectiveness and productivity of employees
under their supervision.
d. Exceptional accomplishment will be recognized with
timely and tangible performance awards.
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e. The regulations, policies and plans relative to
equal opportunity and affirmative action will
apply to all aspects of the SIS including
appointments, reassignments, training and development,
evaluation, compensation and awards. Individuals
meeting employment standards established by the DCI
will be considered for entry into SIS with full regard
that the factors of race, color, sex, religion, age,
national origin, political affiliation, marital status,
physical impairment or any other non-meritorious factors
will not adversely affect their consideration for
entry into the SIS.
None.
The above proposals are:
L/
puty Director of Central Intelligence
) DISAPPROVED
2 7 SEP 1979
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SUB-SYSTE'E OF THE SIS
The Task Group has identified eleven sub-system structures basic to
the establishment and implementation of the operating programs of the SIS.
The general content, basic policies, principles and/or structures of these
sub-systems are presented for consideration and approval. Approval of
these basic proposals (and/or modifications as required) will permit the
Task Group to proceed with the development of the necessary detailed
proposals on the processes and procedures of how each sub-system will
function. These sub-systems are:
Sub-System 1 - Management Structure
Sub-System 2 - The SIS Membership System
Sub-System 3 - SIS Ceiling and Position Management Controls
Sub-System 4 - The SIS Performance Appraisal System
Sub-System 5 - Funding, Compensation and Awards
Sub-System 6 - Competitive Promotion
Sub-System 7 - Senior Intelligence Officer Development
Sub-System 8 - Adverse and Other Administrative Actions
Sub-System 9 - Evaluation of the SIS System
Sub-System 10 - Initial Publicity and Orientation
Sub-System 11 - Regulations and Procedural Guides
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MANAGEMENT STRUCTURE
SUB-SYSTEM CONTENT
This sub-system provides the mechanism through which the DCI/DDCI
will direct and manage the Senior Intelligence Service.
The Task Group proposes that the SIS operate under the command
direction of the DCI/DDCI with the advice and assistance of the Director
of Personnel (who will establish a new Office of Personnel staff support
element specifically dedicated to staff support for the SIS System) and
a Senior Intelligence Service Advisory Committee (SISAC).
In addition, Senior Resources Boards are recommended to be established
in each of the Directorates and the "E" Service.
In general terms, the Director of Personnel's responsibilities will
deal with matters of policy, procedures and monitoring of SIS. The SISAC
will serve as the senior advisory body to the DCI on SIS policy matters.
The Senior Resources Boards in the Directorates and in the "E" Service
will advise and assist the Deputy Directors and the Chairman, "E" Service
in fulfilling their SIS responsibilities. In addition to being responsible
for the entire SIS System, the DCI/DDCI will pay particular attention to the
Executive Development aspects of SIS-4, 5 and 6 level officers. This additional
responsibility will include not only approval of Performance Awards and promotions,
but also guidance on key assignments and training to assure appropriate executive
development experiences. The Deputy Directors and the Chairman, "E" Service,
with the advice and assistance of the Senior Resources Boards, will administer
the personnel management of SIS-1, SIS-2, and SIS-3 level officers and those
aspects of SIS-4 personnel management as prescribed by the DCI/DDCI. More
specifically:
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A. Senior Intelligence Service Advisory Committee (SISAC)
The SISAC will consist of the DDCI (as Chairman), the four
Directorate Deputy Directors, the Chairman, "E" Service, the Comptroller
and the Director of Personnel. The Chief of the Director of Personnel's
SIS Support Staff will serve as Executive Secretary.
The SISAC will serve as a senior advisory body to the DCI/DDCI
on SIS policy matters.
B. Director of Personnel
1. The Director of Personnel, with the support and assistance
of the Office of Personnel SIS Support Staff, will provide advice and
recommendations to the DDCI on such matters as:
(a) The formulation of policy and uniform standards
for the SIS System.
(b) Utilization of SIS positions.
(c) In collaboration with the Comptroller, the
allocation of SIS ceiling allowances to Career
Services.
(d) In collaboration with the Comptroller, determination
of monetary resources available for performance awards
and "rank" stipends and development of guidelines for
their distribution to the major components.
(e) Evaluation of the SIS operating program, including
the Agency-wide SIS Development Program, to ensure
Agency-wide equity and conformity with Agency SIS
policies and standards.
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2. The Director of Personnel also will:
(a) Review performance appraisals and other documentation
submitted with recommendations for performance awards
and rank stipends by the Deputy Directors and the
Chairman, "E" Service and forward all recommendations
received to the DDCI for approval.
(b) Provide centralized review, recommendations and
support to the DDCI on promotion recommendations
into and within the SIS levels as submitted to the
DCI/DDCI.
(c) Evaluate adverse action requests on SIS officers such
as removal from SIS and termination of employment,
and make recommendations to the DCI/DDCI.
(d) Maintain official personnel records, files and
periodic reports for SIS and its members.
C. Director of Personnel's SIS Support Staff
The SIS Support Staff is recommended, initially, to consist of
a Chief, two Personnel Officers and one Personnel Assistant/Secretary
to assist and support the Director of Personnel in carrying out the
immediate functions and responsibilities required in the "start-up"
phase of the institution of the SIS System. Appropriate augmentation of
this staff will be required in the near future and as necessary to assist
the Director of Personnel in carrying out his responsibilities as stated
in (A) above and to advise and assist the DDCI, SISAC, the Directorate
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Deputy Directors and the Chairman, "E" Service and the Senior Resources
Boards on SIS matters.
D. Directorate Deputy Directors and Chairman, "E" Service
The Directorate Deputy Directors and the Chairman, "E" Service
are responsible to the DCI/DDCI for the personnel management of SIS-1, 2 and 3
members under their direction and/or in their respective Career Services
as prescribed by the DCI/DDCI. They are advised by and assisted in the
performances of their senior personnel management duties by the Senior
Resources Boards.
E. Senior Resources Boards
Senior Resources Boards are advisory to the Deputy Directors and
the Chairman, "E" Service and each will consist of a chairman and senior
Career Service officers who are members of the SIS. Primary functions are to:
1. Establish systematized Development Programs for SIS-1,
2 and 3 level officers in conformance with policy
directives and uniform criteria and standards as
prescribed by the DCI. These Development Programs will
provide for the selection and planned development through
selective assignments and training of promising candidates
from grades GS 13-15 level officers for future entry
into the SIS and the continuing professional development
of SIS members through level SIS-3. Those SIS-3 level
officers identified as having high potential for SIS-4
level will be provided developmental experiences (assign-
ments and training) as prescribed by the DCI/DDCI.
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2. Conduct an annual review of all performance appraisals
completed by component supervisors of SIS-1, 2, and 3
level members (regardless of Career Service designation)
assigned in the component and the supervisory
recommendations for their upcoming year performance
and rank stipend awards. Submit results of these
reviews as appropriate to the Directorate Deputy Directors
or the Chairman, "E" Service who upon review and approval
will forward to the Director of Personnel for consolidation
for the DDCI.
3. Conduct at least annually, competitive merit promotion
reviews for SIS careerists using uniform promotion
criteria and standards (and any special Career Service
criteria and standards as approved by the DDCI).
COMMENTARY
The SIS management system described above is designed to utilize,
initially, the existing major organizational and, as appropriate, Career
Service jurisdictional authority structures and methodological concepts
as much as possible. Performance awards and rank stipends recommended for
any SIS member assigned within a Directorate or the "E" Service organizational
elements will be acted on by the Deputy Directors or Chairman, "E" Service
to which assigned.
As with all parts of the SIS, these proposals are designed to
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support the initial start-up phase of the system. Further refinements
can best be developed in an actual operational environment and system
management must be flexible enough to accept changes.
The above proposals are/
((/) APPROVED ( ) DISAPPROVED
2 7 SEP 1979
Deput'/Dircto 'of-Central Intelligence Date
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THE SIS MEMBERSHIP SYSTEM
SUB-SYSTEM CONTENT
This sub-system covers basic policies, principles and the related
procedures applicable to membership in the SIS for "on board" eligible
personnel and for those officers who are accepted into the SIS subsequent
to the initial date of implementation of the SIS System.
The Task Group proposes that the following basic policies and
principles be established (procedures would be subsequently developed on
the basis of these policies and principles):
A. All individuals who are "on board" on the initial date of
implementation of the SIS System and hold SG rank, SPS rank
and those at EP-V and EP-IV levels will be offered "conversion"
membership in the SIS. (Acceptance of such conversion member-
ship shall not cancel, alter nor curtail any administration
or other actions affecting such members that were in effect
or in process at the time of conversion.)
B. General personnel procedures and benefits to apply as follows:
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PERSONNEL MANAGEMENT
FEATURE
ELECTION TO SIS
Will be assigned to
an SIS position and
receive no less than
current rate of pay.
No trial period will
be required upon
initial election to
SIS.
ELECTION TO REMAIN UNDER
THE CURRENT SYSTEM
1. Assignment/
(Under SIS all
supergrade, SPS,
EP-V and EP-IV
positions will
become SIS
positions.)
If currently assigned to
an SIS designated position,
the incumbent may be
retained in that position.
However, may be replaced
by an SIS appointee if so
determined by the DCI.
Thereafter, will be
reassigned to a non-SIS
position and the DCI/DDCI
will determine grade, pay
retention or reduction.
If in the future again
offered an SIS appointment,
a one-year probationary
period will be required.
Subject to competitive Will not be promoted
evaluation for
promotion by Career
Service.
above current grade.
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3. Performance Eligible for perfor- Will not be eligible
Awards and mance awards for performance awards
Stipends (differing percentages designated for SIS
of base pay), a members.
Meritorious Officer
Award of $10,000 or
a Distinguished
Officer Award of
$20,000. (See the
brochure for the basis
of awards and limitations
thereon.)
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PERSONNEL MANAGEMENT
FEATURE
*(The OGC has
expressed con-
cern that this
benefit, if
approved, may
have to be
authorized under
the special
authority of
the DCI.)
ELECTION TO REMAIN UNDER
ELECTION TO SIS THE CURRENT SYSTEM
There will be no Annual leave entitle-
limitation on accrual ments remain subject to
of annual leave except current Agency regula-
that 80 hours accrued tions and will not be
in the leave year must entitled to the SIS
be used or forfeited. sabbatical.
The "80 hours use or
lose" rule does not
apply to individuals who
retire during or by the
end of the leave year.
They may receive a lump
sum payment for that
leave. May be
authorized one
sabbatical up to eleven
months during any ten-
year period. To be eligible,
must have seven years of service
equivalent to the levels of duties
and responsibilities found in
SIS positions. Two years
service following the
sabbatical is required.
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5. Reassignment Eligible for reassign- Not eligible for
ment to other SIS reassignment to SIS
positions at equivalent positions.
level or higher.
6. Compensation Subject to statutory Subject to statutory
levels and future levels. Though assigned
grade and pay determina- to an SIS position, will
tions made by DCI/DDCI. retain GS, SPS or EP
rank subject to future
grade and pay determina-
tions made by the
DCI/DDCI.
7. Senior Officer May be required to As determined by the DDCI.
Development
participate in an SIS
Senior Officer
Development Program
for managers or non-
managers depending on status.
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C. After the date established for conversion election of current
eligibles for membership in the SIS System, those officers who
are accepted into the SIS will be subject to a one-year trial
period where their performance will be evaluated. Less than
fully satisfactory performance (e.g., Performance Appraisal
Report overall rating of 3 or below) during the trial period
will require administrative action and decision including
possible reduction in pay level or separation if warranted.
D. An appropriate SIS membership document will be designed for
acceptance and execution by each SIS member.
COPMIENTARY
None.
25X1A The above proposals are:
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SIS CEILING AND POSITION MANAGFIyNT CONTROLS
SUB-SYSTEM CONTENT
This sub-system will cover policies, principles and procedures relative
to the management and administration of SIS ceiling allowances and their
allocation and distribution within CIA; establish distinctions among levels
of responsibility among SIS positions; and position management and controls.
The Task Group has developed proposals for this sub-system relative to
basic policies and principles in order to proceed with the further development
of this important sub-system. These proposals are as follows:
A. Management of SIS Ceiling Allowances
1. As of the date of implementation of the SIS, the number of
SIS ceiling allowances will equate to the number of SG, SPS
and EP-V and EP-IV allowances currently authorized for CIA.
2. The initial distribution to SIS ceiling allowances to the
Career Services will be the same as currently allocated.
3. Subsequent adjustments to the distribution of ceiling allowances
will be approved by the DDCI.
4. Uniform procedures will be developed which prescribe the
methodology and substance for the submission of requests for
increases in SIS ceiling allocations.
COMvIENTARY
The total number of SG, SPS and EP-V and EP-IV ceiling allowances currently
approved for CIA appears adequate for the SIS.
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Any increase in such ceiling will require justification to OMB and
the Congressional Oversight Committees. At such a time as it is determined
by the DCI/DDCI that additional ceiling is required, such requests can be
presented.
25X1A The above proposals are:
2 7 SEP 1979
Deputy Director of Central Intelligence Date
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B. SIS Position Management and Controls
The Task Group proposes that as of the date of implementation of
the SIS, all positions currently classified on the Table of Organization at
the GS-16, 17 and 18 levels, all SPS positions, and all EP-V and EP-IV positions
be redesignated as SIS positions.
COMMENTARY
This proposal represents the present policy whereby any position that
is audited and adjudicated at the SG or SPS level is entered on the T/0 at the
classified grade level.
The external limitations imposed by OMB as to the number of SG or SPS
officers that can be employed at these levels is an incumbent control and is
not relative to the adjudicated evaluation of total positions.
The present policy also provides a degree of flexibility to the component
managers to elect which positions can be filled by SG or SPS officers at any
point in time. The integrity of classification concepts to adjudicate positions
at their appropriate grade is preserved under current policy.
In previous issues with both OMB and Congressional Committees regarding
defense of the number of SG ceiling allocated to CIA, the fact that OP/PMCD had
audited and classified more SG positions on the Tables of Organization than our
allocated ceiling could accommodate was an important factor in defending
retention of our current allocations.
The above proposals are:
e ) APPROVED ( ) DISAPPROVED
2 7 SEP 1979
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C. Establishing Pay Level Distinctions Between SIS Positions
The Civil Service Reform Act does not require the use of position
classification techniques to establish different levels for SES positions.
Conventional position classification, however, is required for the adjudica-
tion of non-managerial supergrade jobs.
Under OPM guidance/instructions to agencies covered under Civil
Service Reform Act, differentiation between levels of executive/managerial
positions is required. While not prohibiting formal classification of SES
positions, OPM proposes that differentiation be controlled by position analysis
and the development of specific "qualification standards" that SES members
must meet to be selected for assignment to a specific SES position.
These qualification standards will establish the distinctions
between levels of responsibility and performance demands through their
application to proposed incumbents for a position rather than position
standards per se. This approach fixes responsibility with component managers
to develop and apply definitive qualification standards to determine which of
the six Executive Schedule levels (e.g., ES-1 through ES-6) a position incumbent
should be paid to ensure that the individual is neither overpaid nor underpaid
relative to their respective responsibilities.
While the OPM approach warrants consideration and, if stringently
administered, would provide the required distinctions between levels of
responsibility, consideration of other approaches whereby SIS positions would
be adjudicated on their own merits through modified position classification
techniques may be a more effective approach.
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The Task Group, therefore, proposes that in order to provide for
the initial conversion of the existing SG, SPS and EP-V and EP-IV position
structure to the SIS structure, an interim schedule be implemented to
directly convert, without further audit, all current eligible senior level
positions in accord with the position conversion table presented in the
attachement.
COIUMENTARY
The Task Group recommends that studies be continued on this subject
by the Office of Personnel to explore the practicability of developing other
options for establishing distinctions between the levels of SIS positions.
The above proposals are: ,
r J 'APPROVED ( ) DISAPPROVED
2 7 SEP 1979
ep y Director o Central Intelligence Date
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PROPOSED INITIAL POSITION CONVERSION TABLE
Sub-System 3
Attachment
FUNCTIONAL LEVEL
CURRENT POSITION LEVEL
SIS POSITION LEVEL
Deputy Directors
EP-IV
SIS-6
Associate Deputy Directors
Senior Staff Specialists
EP-V
SIS-5
Senior Office Heads
Office Chiefs
DDO Division Chiefs
Senior Group and Staff Chiefs
GS-18
SIS-4
Senior Analysts
Senior Operations Officers
SPS-9's
Deputy Office Chiefs
Senior Analysts
GS-17 and "High Point"
SIS-3
Senior Operations Officers
GS-16's and SPS Equivalent
SPS Equivalents
All other managers
Senior Analysts
All other GS-16's and SPS
SIS-2
Senior Operations Officers
Equivalent Based on Relative
or
Staff Chiefs
Strength of the Position
SIS-1
SPS Equivalents
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THE SIS PERFORMANCE APPRAISAL SYSTEM
SUB-SYSTEM CONTENT
The Performance Appraisal Sub-System is probably the most important
element of the SIS System in that it will provide the mechanism for
determination of compensation for all SIS members on the basis of the
objective evaluation of executive performance against specific organizational
and individual objectives agreed upon and assigned at the beginning of the
annual evaluation period. The performance appraisal will also be a key
element for promotion, employee development, assignment, retention and
other administrative actions.
The Task Group proposes the following basic policies, principles
and procedures:
A. General Policies and Procedures
1. The performance of all members of the SIS will be
evaluated on an annual basis (with special reports as
otherwise required) in accordance with published schedules
for the completion of such evaluations.
2. The SIS Performance Appraisal System will utilize the
standard performance appraisal format (Form 45) including
the Advance Work Plan developed for the performance evaluation
of all employees. In addition to the general policies and
principles applicable to the Agency's uniform performance
appraisal system, any specific policies, principles,
standards and procedures established for the SIS Performance
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Appraisal System will be followed in the evaluation of
SIS members. Any such special instructions for the
completion of Advance Work Plans and Performance Appraisal
Reports of SIS members will be provided in supplemental
instructions to be added to the standard Form 45 guidance
material.
3. All completed Performance Appraisal Reports will be
forwarded by the rating supervisor together with a separate
recommendation for compensation awards for each rated
individual through the reviewing officer to the Directorate
Deputy Director or the Chairman, "E" Career Service under
whom assigned.
4. The Deputy Directors and the Chairman of the "E" Service,
with the advice as requested of their Senior Resources Boards,
will forward the SIS Performance Appraisal Reports and
recommendations for compensation determinations for each
SIS member to the Director of Personnel for consolidation
and preparation for DDCI approval.
5. Rated individuals are not to be informed as to whether or
not they are being recommended for performance/rank awards.
B. Specific Policies and Procedures
1. Standards of Performance Performance Evaluation Ratings
and Their Relationship tCompensation
(a) The overall performance rating and individual duty
ratings on the annual Performance Appraisal Report
(PAR) and their relationship to any established
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criteria and standards of performance (which must be
described, understood and agreed upon in the Advance
Work Plan) will provide the basis for determination
of the rated individual's eligibility to be recommended
for performance awards and/or rank stipends.
(b) An overall performance evaluation rating of level 5,
6 and 7 and individual duties evaluated at no less
than level 5, will qualify an SIS member for con-
sideration of a performance award.
(c) An overall performance evaluation rating of level 4
will eliminate the individual for consideration for
any performance awards.
(d) An overall performance evaluation of level 3 will
only assure the rated SIS member of retention of
basic annual salary level for the initial subsequent
year following a level 3 rating. SIS members in this
category are required to be counselled by the Head
of the Career Service and must participate in a
remedial program developed by the Career Service to
assist the individual in overcoming any deficiencies
in his or her performance.
(e) Two successive annual overall performance ratings of
level 3 or a single annual overall performance rating
of level 2 or 1 require that the Heads of Career
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Service refer the case to the Director of Personnel
with a recommendation for administrative action
(this can include retention in the SIS under closely
observed probation for a definitive period of time;
removal from the SIS and reduction to GS-15 level
status and compensation; or termination from employment).
The Director of Personnel will recommend to the DDCI
the administrative action to be taken.
2. Addendum to the Advance Work Plan for SIS Members
In addition to completion of the Advance Work Plan at the
beginning of each annual evaluation period, a supplemental
Statement of Understanding will be executed by the SIS
member and the rating supervisor. This Statement of
Understanding will inform the SIS member of the specific
policies of the SIS Performance Appraisal System as regards
established criteria and standards of performance and the
consequences of overall performance evaluation ratings on
basic annual salary, eligibility for performance awards,
consideration for future promotion and retention in the
SIS and/or CIA.
COMvIEN TARY
The concepts, structure and format of the new standard Agency
Performance Appraisal System meets all of the general requisites of the
SIS. As previously noted, any special instructions or guidances pertinent
to SIS performance evaluations will be included in a supplemental
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instruction sheet added to the Form 45 guidance material.
The effectiveness of the PAR as the basis for compensation deter-
minations for SIS members will be totally dependent on the objectivity
of the rating officers who prepare the performance appraisals and the
subsequent actions of the final decision authority.
The above proposals are:
( ) APPROVED
( ) DISAPPROVED
27SEP1979
Deputy Director o en ra n ence
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FUNDING, COMPENSATION AND AWARDS
SUB-SYSTEM CONTENT
This sub-system, like the Performance Appraisal Sub-System, is a key
element in the SIS System and will provide the essential elements driving the
ultimate effectiveness of the SIS System at large.
The content of this sub-system will address the policies and processes
for: implementing the initial conversions of the salaries of on-board
eligibles for the SIS to the new Senior Intelligence System Schedule rates
(SIS rates in the proposed system); will establish the SIS basic awards and
stipend schedules; and will lay out the criteria and procedures for compensa-
tion determinations.
The Task Group proposes the following for the "start-up" year:
A. Initial Conversions to the New SIS Schedule Rates
1. It is proposed that for purposes of effecting the initial
conversion of current annual salary rates for SG, SPS and
EP-V and EP-IV officers, that the six Executive Schedule Pay
rates established by the President for the SES be utilized.
Such rates for the SIS will be designated as follows:
SIS-1
$47,889
SIS-2
$49,499
SIS-3
$51,164
SIS-4
$52,884
SIS-5
$54,662
SIS-6
$56,500
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2. All current eligibles who elect membership in the SIS
will have their basic annual salary rate converted to an
appropriate SIS level upon implementation of the SIS System.
3. Current eligibles converted to the SIS cannot receive an
annual salary less than that payable at the time of
conversion to an SIS rate.
B. Proposed Salary Conversion Schedule
Based upon the existing rates for Supergrade, SPS, EP personnel
and without regard to the existing statutory salary limitations, a logical
conversion table of SG, SPS and EP levels (grade and step) to the new,
albeit compressed, Executive Schedule scale is necessary and appropriate to
discriminate among major levels of responsibility.
The proposed conversion table, attached as Tab A, is the minimum
considered equitable; is consistent with the new Executive Schedule rates;
and permits conversion of SIS members consonant with their current status and
responsibilities.
As is apparent, the Presidential SES rates are extremely compressed
and offer such limited flexibility that the end result will be compression
at the SIS-3 and SIS-4 rates. Over a period of time, and assuming the
statutory ceiling on executive pay is lifted and Executive Schedule rates for
the SES are adjusted annually along with the GS Schedule, the compression
should be reduced and eventually eliminated.
C. Funding and Cost Comparisons
As of 30 June 1979, the CIA had a total of )fficers 25X9
in grades EP-IV, EP-V, SPS, and GS-16 through GS-18. Tab B provides
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details. The aggregate current CIA annual direct payroll cost is
Tab C provides more detailed data.
Conversion of the CIA's 30 June 1979 senior staff who would
constitute the SIS would result in increased basic annual payroll costs
of some M (assuming the ES rates as proposed by the President
to become effective 1 October 1979 are implemented by the Congress).
The actual increased annual base salary cost could be greater if
conversion is not made consistent with the proposed conversion table
(Tab A). Increased costs will also accrue when all SIS allowances
(currently - are filled and compensated at SIS rates.
In addition, performance awards and stipends will add to the
increased costs of the STS. Such costs are addressed in the following
section.
D. Awards and "Rank' Stipends
1. General Proposals
a. The Civil Service Reform Act establishes a system of
performance awards and rank stipends (e.g., Distinguished
and Meritorious Executives) for the Senior Executive
Service, which the Task Group proposes be adopted for
the SIS.
b. The total number of performance awards may not exceed
500 of the total number of SIS ceiling. This limitation
was instituted in the Civil Service Reform Act to ensure
selectivity with only the strongest performance warranting
awards. In the CIA, assuming that no change in the current
number of ceilg, ons is involved, performance
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awards could be granted. The number of rank stipends
also is limited based on the number of SIS members (1%
for Distinguished Officers and 5% for Meritorious Officers)
amounting to some ^in the SIS.
C. The DDCI will allocate to each Directorate Deputy Director
and the Chairman "E" Career Service for planning purposes
a number of performance awards each may recommend. These
allocations will be determined on the basis of such factors
as organizational performance and availability of funds.
An exact formula will be determined at a later time.
2. Specific Proposals
a. Awards and Stipends
(1) Performance Awards - The Agency Performance Appraisal
Report (PAR) will be the primary basis for determining
eligibility for a performance award. An SIS member
who has received an overall evaluation of 4 is considered
to have performed in a fully satisfactory manner.
However, an evaluation of 5 or better and a rating of
no less than 5 of each individual duty is required for
consideration for a performance award. Rating officers
must recognize that the number of performance awards
is limited to 50 percent of the total number of SIS
ceiling allowances and should recommend awards for
only the most deserving officers.
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(2) Meritorious Officer Stipends - Meritorious Officer
Awards of $10,000 may be granted to SIS members for
excellence in the performance of their duties. To
be eligible for a Meritorious Officer Award, an SIS
member must have an overall PAR rating of 6 or better
with ratings of at least 6 on all individual duties.
Rating officers should recognize that not more than
5 percent of all SIS members may be granted a Meritorious
Officer Award and should recommend only those who clearly
deserve such recognition.
(3) Distinguished Officer Stipends - A Distinguished Officer
Award of $20,000 may be granted to a limited number of
SIS members for atypical performance which is judged to
be truly outstanding. To be eligible for a Distinguished
Officer Award, an SIS member must have an overall PAR
rating of 7, ratings of 7 on most individual duties,
and a rating of no less than 6 on any individual duty.
Such awards may be granted to not more than 1 percent
of the total SIS staff.
(4) Awarding of Rank Stipends - During any fiscal year, SIS
members may be granted either a Meritorious or a
Distinguished Officer Award. An officer awarded either
a Meritorious or Distinguished Officer rank stipend
shall not be eligible to be awarded that same rank
during the following four fiscal years.
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(5) Performance Awards Schedule - The Task Group
explored several ways to establish "Performance
Award Schedules" and proposes a program offering
three "classes" of performance awards based upon
percentages of basic annual salary rates. This
schedule is presented in Tab D. The "three class"
awards schedule permits granting cash amounts
substantial enough to provide rewards and incentives
for excellence of performance and differentiation
between differing demands of similar positions.
Such inducements are particularly important should
Congress continue the current freeze of executive pay.
(6) Awards Costs - The actual annual cost is, of course,
not known. However, for purposes of discussion until
there is an experience factor on which to base future
estimates, we suggest using an annual estimate of
awards costs of This estimate is basec5X1A
on the award/stipend profile attached, as Tab E.
b. Proposed System for Recommending Performance Awards
Following completion of all PAR's on SIS members for which
the rating officer is responsible, the rating officer will
determine which SIS officers should be recommended for a
performance award. While the PAR will be the primary basis
for determining eligibility for an award, the rating officer
must also take any other DCI/DDCI approved criteria into
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consideration in formulating and presenting recommendations
for performance awards and stipends.
Recommendations for performance awards, while based on
performance against assigned objectives and the contributions
made to the Agency and to furthering its basic mission, must
be made in consideration of the limit on the number of such
awards which can be made (i.e., 50 percent of the number of
total authorized SIS ceiling allowances). Also, determination
of the Class of Award (A, B, or C) should be made in recogni-
tion of the Agency-wide prescribed ceiling on the number of
awards in each class which can be approved. A proposed
ceiling for each Class of Award, expressed as a percentage
of the total awards which can be granted, is summarized
as in the following example:
Class A - 25 percent 25X9
Class B - 30 percent
Class C - 45 percent
Based on a current ceiling of - SIS positions, the actual 25X9
number of awards of each class which might be granted is
shown parenthetically.
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The process through which recommendations for awards
are made, reviewed, evaluated, and approved--including
responsibilities related thereto--is as follows:
(1) Supervisor
(a) Prepares PAR(s) on SIS member(s) under his/her
direct supervision, evaluating performance
against the agreed upon Advance Work Plan.
(b) Determines whether performance during the past
year warrants a recommendation for a performance
award.
1 If a performance award is not considered
appropriate based on performance in relation
to other SIS members and recognizing the
limitation on the number of awards which can
be granted, no further action is required.
2 If a performance award is considered justified,
a determination is made as to whether a Class A
(20 percent), Class B (12 percent), or Class C
(7 percent) award should be recommended. This
determination should be based on the SIS member's
overall and individual duty performance and
contributions during the past year.
3 The performance award recommendation(s) will be
forwarded to the PAR reviewing official for
endorsement. If a performance award is
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recommended for more than one SIS member, the
awards will be prioritized.
(2) Reviewing Officer
(a) Reviews the PAR.
(b) Comments in each case on the recommendation (or
absence of a recommendation) by the rating officer
for a performance award, indicating concurrence or
nonconcurrence (and the reasons therefore in the
latter case) with the recommendation and, if
applicable, on the prioritization by the rating
officer.
(c) Forwards the PAR(s) and recommendation(s) to the
next senior level official.
(3) Senior Operating Official
(a) Reviews the recommendations for performance awards
for all SIS members assigned to the component.
(b) Comments on the appropriateness of the performance
awards (including the class of award) recommended
by rating and reviewing officers.
(c) Prepares a prioritized listing of those SIS members
in the component for whom performance awards are
recommended. The number of Class A and Class B
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may not exceed the Agency-prescribed ceiling
for these two classes (i.e., Class A - 25 percent,
Class B - 30 percent).
(d) Forwards the list of SIS members endorsed for
performance awards.
(4) Senior Resources Boards
As requested by the Deputy Directors and Chairman 'E'
Career Service:
(a) Reviews the recommendations endorsed by Operating
Officials.
(b) Comments on the appropriateness of performance
awards (including the class of award) endorsed by
Operating Officials.
(c) Prepares a list of SIS members recommended for
performance awards. The number of Class A and
Class B awards may not exceed the Agency-prescribed
ceiling for these two classes (i.e., Class A -
25 percent, Class B - 30 percent).
(d) Identifies those SIS members recommended for perfor-
mance awards who should also be recommended for
either a Meritorious or Distinguished Officer Award.
Prepares formal recommendations for such awards.
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(e) Forwards the list of those SIS members recommended
for performance awards, and for Meritorious and
Distinguished Officer Awards to the Directorate
Deputy Director or Chairman 'E' Career Service
who after review forwards recommendations to the
Director of Personnel for preparation for DDCI
approval.
c. Other Benefits
(1) Annual Leave* - There shall be no limitation on the
accumulation of annual leave accrued by an individual
while serving in a position in the SIS except that 80
* (The OGC has
expressed concern hours of the leave accruing during each leave year
that this benefit,
if approved, may must be used or forfeited. The "80 hour use or lose"
have to be author-
ized under the rule does not apply to individuals who retire during
special authority
of the DCI.) or at the end of the leave year. They may be paid a
lump sum payment for that leave.
(2) Sabbaticals* - Sabbaticals may be granted to SIS members.
An SIS member is eligible for only one sabbatical for up
to 11 months during any 10 year period. To be eligible,
SIS members must have 7 years of service equivalent to
the levels of duties and responsibilities of positions
in SIS (e.g., current SG, SPS, EP). SIS members must
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remain in the Federal service for two years following
the sabbatical period.
(3) Travel and Moving Expenses - External applicants under
consideration for selection and Agency employment at
SIS levels will have their travel expenses for interviews
and processing and related travel and moving expenses
upon EOD paid from CIA funds in accord with existing
policies and regulations for these categories of payments.
COMMENTARY
The proposals presented above for this sub-system would provide for the
initial implementation of the SIS System with minimal complications while
providing a final review and approval mechanism at the DCI/DDCI level for all
such awards within the Agency. Once experience is gained with the operating
program, modifications could be made to improve any facet of this sub-system.
The above proposals are:
) APPROVED ( ) DISAPPROVED
Deputy itector of Central Intelligence
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TAB A
PROPOSED INITIAL INCU'IBENT CONVERSION TABLE
GS
SPS
GS-16/1 - 5
SPS 1 - 2
SIS-1 $47,889
GS-16/6 - 9
SPS 3 - 4
SIS-2 $49,499
GS-17
SPS 5 - 8
SIS-3 $51,164
GS-18
SPS 9
SIS-4 $52,884
EP-V
SIS-5 $54,662
EP-IV
SIS-6 $56,500
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COMPETITIVE PROMOTION
SUB-SYSTEM CONTENT
This program element will cover the policies, principles and
procedures pertinent to promotions into and within the SIS.
PROPOSALS
A. Annual Promotion Targets
1. Promotions to SIS-1 and SIS-2 - In preparing their
Annual Personnel Plans, the Heads of the Career Services
will establish minimum annual promotion targets for entry
into the STS (SIS-1) and promotions of SIS members under
their Career Service jurisdiction to SIS-1 and SIS-2.
2. Promotions to SIS-3 and Above - The DCI/DDCI will establish
procedures for the selection of candidates for promotion
to SIS-3 and above.
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B. Procedures for Processing and Approval of Recommendations for
Promotion
All recommendations for promotion into the SIS and
within the SIS will be forwarded to the Director of
Personnel for review and preparation for DCI/DDCI approval.
The above proposals are:
APPROVED ( ) APPROVED
2 7 SEP 1979
Dep Director ot entra Intelligence Date
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SENIOR OFFICER DEVELOPMENT
SUB-SYSTEM CONTENT
This sub-system will contain the scope, policies, and procedures
for the development of SIS members and those officers of lower grades
with potential for more senior responsibilities.
The Task Group offers the following basic proposals for considera-
tion for establishing a broad based development program for the SIS:
A. Purpose of Instituting a Senior Officer Development Program
The purposes for instituting a formalized system for the planned
and systematic development of senior level officers and selected individuals
in the lower grades for future assignment to senior level responsibilities
are to expand and enhance their managerial and/or substantive knowledge,
skills and capabilities to ensure that the missions and functions of the
DCI and the specific missions and functions of all CIA components are carried
out in the most competent and effective manner possible; and to assist and
encourage individuals to realize their fullest potential as professional
officers.
B. Scope of the Senior Officer Development Program
1. The Senior Officer Development Program will be incorporated
and administered as an integral element of the SIS System.
2. All SIS members will participate in formalized developmental
programs to the extent considered appropriate by senior
management.
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C. The General Structure of the Senior Officer Development Program
All SIS-5 and 6 level officers will be personally administered
by the DCI/DDCI. In recognition of the different development requirements
identified with senior management at the CIA level and those at the
Directorate level, the SIS Officer Development Program for SIS-1 through
SIS-4 level officers will be organized in two basic sub-programs, each
structured to the level of SIS members to be included and tailored to
substantive content as appropriate to the needs of CIA, identified for
future staffing and skill requirements, and the SIS members themselves.
The principal features of these sub-programs are:
1. Sub-Program I: SIS-4 Level and Selected SIS-3 Level
The DCI/DDCI will establish officer developmental require-
ments, planning and actions pertinent to SIS-4 level officers
and selected SIS-3 officers identified as having the potential
for future SIS-4 level status and assignments. The Heads
of Career Services will administer and implement developmental
plans for their SIS-4 and the selected SIS-3 careerists
according to the instructions of the DCI/DDCI. These
prescribed requirements would include such things as:
(a) Developmental planning and actions for current SIS-4's
designed to prepare them better for carrying out their
current functional responsibilities and to expand
their qualifications for future consideration by the
DCI/DDCI for SIS-5 level responsibilities.
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(b) The establishment of a suitably sized group of
selected SIS-3 level officers for selective develop-
mental assignments and training.
(c) Maintenance of records on the status of developmental
program which includes the identity of all SIS-4
and SIS-3 officers identified for development for
more responsible positions and the specific progress
on developmental assignments and training planned.
2. Sub-Program II: SIS 1 Through 3 Level
This sub-program will be administered by the Directorate
Deputy Directors and the Chairman of the "E" Service and
will encompass the developmental requirements for SIS-1
through SIS-3 level officers (both managerial and
non-managerial); selected officers within pre-SIS development
groups, and the projected staffing and skill requirements
primarily associated with each Directorate per se.
The SIS-1 through 3 developmental requirements are composed
of a mix of both managerial and non-managerial requirements
that must be addressed in different ways.
Deputy Directors and the Chairman, "E" Career Service
therefore must establish two focuses within their developmental
program. One which concentrates on meeting the "managerial"
needs of the Career Service itself but which complements the CIA
program requirements and secondly, and of equal importance,
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a focus on recognizing and meeting the non-manager
specialist (e.g., Senior Analysts, Operations Officers,
and SPS Officers) requirements and enhancement of the
substantive expertise associated with the particular
missions and functions peculiar to each of the Directorates
and the "E" Service.
To meet these two facets of requirements, the Directorate
Deputy Directors and Chairman, "E" Service must establish
two development "tracks" which will resemble each other
in terms of structures and mechanics but with different
substance, criteria and emphasis on the content of the
operating programs.
In the context of the above, the principal features of
this sub-program will include:
(a) Developmental planning and actions for SIS-1 through
3's and a selected development group along the same
conceptual lines as the Sub-Program I.
(b) Unlike Sub-Program I where a relatively few position
requirements are involved and specific targets for
replacements can be specified, Sub-Program II with
its greater volume and variety of requirements lends
itself to a more generalized approach to groupings
of "types" of projected requirements and a broader
band of people being developed according to a more
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general rather than highly individualized plans.
(c) Maintenance of records and periodic reports to the
DCI/DDCI on the status of the developmental program
would be required.
COMMENTARY
The present CIA Executive Development Program (i.e., the PDP) by
intent has been directed at only a small segment of the Agency's SG
population and is designed to provide a "manager development" system
with emphasis on the development of selected GS 13-15 officers to meet
future senior managerial requirements.
In order to more effectively meet the DCI's needs and to fully
complement the SIS System, the Senior Officer Development Program must
be expanded and tailored to meet all SIS level needs (with recognition
that SIS-41 SIS-5 and SIS-6 levels will be personally administered by
the DCI/DDCI). Approval of the basic concepts presented for this sub-system
will permit the further development of the extensive administrative details
required for a fully operational program.
The above proposals are:
(, ') APPROVED ( ) DISAPPROVED
2 7 SEP 1979
Deputy Dire for of Central Intelligence Date
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SUB-SYSTEM CONTENT
The sub-system covers the general procedures to be followed in
disciplinary actions; in remedial, probationary and removal actions based
on performance and in grievances.
The Task Group proposes that:
A. In cases of disciplinary actions, current procedures continue.
B. In cases of performance deficiencies which must be based on
Performance Appraisal Procedures:
1. Initially, operating officials recommend to the Deputy
Director concerned, in writing, remedial actions to be
taken and establishing time frames for improvement.
2. If initial remedial action does not correct the deficiencies,
the operating officials recommend to the Deputy Director
concerned, in writing, specific probation periods as last
chance efforts to help improve performance.
3. If the above steps fail, cases are submitted with full
documentation to the Director of Personnel for removal
consideration either from SIS or the Agency by the DCI/DDCI.
4. The Director of Personnel monitors all cases in all stages.
C. Grievances can take a number of forms such as dissatisfaction
with performance ratings, with not receiving performance awards, with
not receiving high enough performance awards or with remedial, probationary
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or removal decisions. The basic rules set forth in Agency Headquarters
on Grievance Systems generally apply.
COAM1IENTARY
More detailed procedures will need to be developed if the above
general ones are approved in order that actions described can be taken
fairly, quickly and in the best interest of both the SIS member and SIS.
The above proposals are:
APPROVED ( ) DISAPPROVED
27 SEP 1979
Depu Director Central Intelligence Date
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EVALUATION OF THE SIS SYSTEM
SUB-SYSTEM CONTENT
This element will define the responsibilities and processes of
periodic monitoring of the effectiveness of the SIS operating program,
adherence to policies and scheduled reporting to the DCI/DDCI to permit
evaluation of the management of the SIS program.
The Task Group proposes that the Office of Personnel's Personnel
Management Evaluation Staff, in cooperation with the SIS Support Staff,
be charged with the development of an SIS Program Evaluation Plan including
the Senior Officer Development Program. Such plan will be submitted to
the DDCI for review and approval by 30 November 1979.
COAENTARY
The above proposals are:
( ) APPROVED ( ) DISAPPROVED
2 7 SEP 1979
Deputy Director Woen W ran Intelligence Date
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INITIAL PUBLICITY AND ORIENTATION
SUB-SYSTEM CONTENTS
This sub-system would provide for the initial internal agency publicity
and orientation necessary for executives to understand the Senior Intelligence
Service System and to make personal decisions on joining. In addition, it
will provide an understanding of the system to support personnel and their
roles relative to its administration.
The Task Group proposes the following steps to meet the above objectives:
A. Prepare letters from the DCI to all prospective SIS members
inviting them to join the Senior Intelligence Service. Also, prepare
membership election letters from the Director of Personnel informing
prospective members of SIS provisions and requesting their membership
election decisions.
B. Develop and publish a Senior Intelligence Service booklet
summarizing major provisions of the program. This booklet is
envisioned as containing general information for all interested
employees, senior officer and otherwise.
C. Develop and publish article(s) for the DDA Exchange on the
Senior Intelligence Service.
D. Orient SIS members on the content and application of the
revised Performance Appraisal System in the SIS context.
E. Brief support elements (e.g., personnel, finance, and training
officers) on the SIS and relate to their roles.
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F. Write and publish notices on various aspects of initiating
the SIS and subsequent changes.
Longer range training and orientation for current and future executives is
considered under the Senior Officer Development Program. (See Sub-System 7.)
COMMENTARY
It is of the upmost importance that all those employees who are
directly affected by, or in support of, the Senior Intelligence Service
System understand if fully. The thoroughness with which this is done may
well determine the degree of support, acceptance and, even, success the
new system will attain. The style and professionalism of the various
presentations, therefore, should be of the highest quality.
The above proposals are:
) DISAPPROVED
2 7 SEP 1979
Deputy Director of Central Intelligence
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REGULATIONS AND PROCEDURAL GUIDES
SUB-SYSTEM CONTENT
The sub-system provides for the development and/or revision and
publication of regulations, handbooks and procedural guides necessary
to the implementation and continuing administration of the Senior
Intelligence Service System.
The Task Group proposes the following steps to attain these
objectives:
A. Write regulations on the policy, structure, responsibilities,
authorities and operating procedures of the Senior Intelligence
Service and coordinate as appropriate.
B. Search existing regulations and procedures (e.g., finance/personnel)
to recommend appropriate revisions or deletions and to ensure
consistency among regulations.
C. Develop handbooks and procedural guides on the operational details
of the SIS for use by managers in administering the program and by
support personnel in accomplishing the administrative details.
CO'tiT' IENTARY
The actual development for publishing any of these materials obviously
cannot commence until the specifics of the SIS program are approved.
The above proposals are:
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