A PROPOSAL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R001000050021-7
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 5
• Document Creation Date: December 16, 2016
• Document Release Date: July 21, 2005
• Sequence Number: 21
• Publication Date: April 21, 1980
• Content Type: STUDY

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RMV-sjw
4/21/80
Integration of Major Agency Personnel Management Planning
and Reporting Instruments
Ground
As the Personnel Management Evaluation Staff (P,%,IES) undertook to
revitalize the Annual Personnel Plan (APP) for FY81 it became increas-
ingly apparent that the APP's utility is seriously diminished because
it tends to stand alone and apart from other personnel management
instruments. There is little evidence of managers relating various
major Agency planning documents one to the other. PMES believes that
the APP could and should be related more closely to other planning
instruments through scheduling, and comparability of definitions and
data-base. The APP, as a reference or as a report, should be tied
closely to the Advance Staffing Plan (ASP), the Personnel Development
Plan (PDP) soon to become the Senior Officer Development Plan (SODP),
the Projected Training Requirements Report (PTR) and to the developing
Affirmative Action Program Plan (AAPP).
Discussion
Decisions focusing on only one of these aforementioned reports may
impede the process of integrating them into an Agency personnel
management and reporting system. Is is important then that those
responsible for developing these instruments work together to enhance
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the overall credibility and utility of each of them. Some comments on
each of these reports follows:
a. APP
The APP as it has evolved to date contains a mass of
numerical data. Information needed for managerial decisions is
mixed with information needed for decision making only on an
exceptional basis. Managers are asked to establish goals or
projections in both instances. PMTS proposes that a two phase
APP be developed for FY81; the first known as Phase I would be
primarily a planning instrument; the second known as Phase II
would be primarily a reportin instrument.
(1) Phase I
APP-I, the planning instrument, would contain
key elements required for periodic managerial decision
making, e.g. conversions, hirings, promotions, and
rotations. Summary information could be drawn from the
ASP and related to hirings; other information could be
drawn from SODP and related to rotations. The prepara-
tion of APP-I in July would permit managers to use three-
quarters of the fiscal year data to determine the
following fiscal year's goals. Being due before the start
of the fiscal year the APP-I would be timely enough for
senior managers to include selected or key items in other
managers' Advance Work Plans (AWP).
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(2) Phase II
The key elements proposed for APP-II, the
reporting instrument, are the reported goals and pro-
jections in the APP-I plus those elements used by managers
only on an exceptional basis, e.g. on-duty-strength,
retirements and resignations, Personal Rank Assignments
(PRAs), counseling cases, etc. Its analysis by each of
the career services and PMES might identify areas of con-
cern which could influence modification of AWPs or to
tracking on a quarterly basis.
b. SODP
The final content, timing, and relationship of the
SODP to other personnel instruments is not yet decided. It
is proposed that the SODP become due in March, so that
appropriate inputs can be made into the PTR and APP-I. It is
assumed that SODP will have sections specifically intended for
planning and reporting purposes.
c. PTR
It is proposed that the PTR be developed in April,
immediately after the SODP so that developmental training plans
for SIS and GS-13 to 15 officers can be incorporated into a
timely statement of training requirements. If accomplished in
this time-frame, it would be sufficiently far enough in advance
to permit resolution of any potential problem relating to the
allocation of training resources.
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d. AAPP
The AAPP is currently being developed and if it can be,
prepared as a planning document in August of each year, i.e.,
immediately after AAP-I, it would allow incorporation and use of
APP-I staffing projections for the coming fiscal year. The AAPP
could refine this data in terms of EEO concerns and provide
specific input to the ASP. An AAPP report on the previous fis-
cal year's accomplishments could be set for late October or
November. The personnel modeling and projection activities
applicable to the APP-I might possibly be of some assistance in
the preparation of the AAPP.
e. ASP
It is proposed that the first ASP be prepared in August
following the development of the APP-I and the AAPP. The overall
projection related to hiring goals reflected in the APP-I and
the AAPP data dealing with occupational categories could be re-
fined for the ASP. The ASP should also be updated to cover the
ensuing twelve months rather than its present system of providing
guidance for a constantly decreasing number.
Proposed Action
PNRES recommends that immediate coordinated attention be given to
the development of an integrated Agency personnel management planning
and reporting system incorporating the APP, SODP, ASP, AAPP, and the
PTR. Endorsement by the career services is requested prior to recom-
mending that Agency policy provide for such an integrated system.
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PERSONNEL MANAGEMENT PLANNING ~ REPORTING DIAGRAM
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