COMMENTS ON THE ANNUAL PERSONNEL PLAN PREPARED BY OP FOR SUBMISSION TO THE CIA MANAGEMENT COMMITTEE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R001000060037-9
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 5
• Document Creation Date: December 12, 2016
• Document Release Date: May 13, 2002
• Sequence Number: 37
• Publication Date: April 13, 1973
• Content Type: MF

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MEMORANDUM FOR: Executive Secretary,
CIA Management Committee
Comments on the Annual Personnel Plan
Prepared by OP for Submission to the
CIA Management Committee
1. The Annual Personnel Plan has been a useful catalyst
to our- thinking on the personnel problem and represents a good
beginning. There are, however, problems which merit considerable
further discussion. We make the following comments on the APP as
submitted.
2. 1 suggest that the Annual Personnel Plan is not, despite
its title, a personnel plan, but rather a data call. -It does not
sec forth how a set of objectives will be accomplished. The APP
contains no statement of objectives nor is there any discussion as
to how whatever objectives we may have can be accomplished.
I further suggest that we not call for these data at this transition
time, but it, fact develop personnel objectives for discussion
during the FY 74/7 operating year/planning year review.
3. A suitable set of personnel objectives for the Agency
should probably be structured like the programmatic objectives
recently approved. Thus, DCI-level personnel objectives would
be complimented by Directorate- or Office-level objectives as well.
By way of illustration, the following might be representative of
both the DCI-level and individual office objectives we could set
forth and discuss:
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 Take steps - to reestablish a reasonably normal
Agency--wide age distribution of employees .
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The present problem
The goal
b. Related to the above, examine the distribution of
employees by age and grade-,v'vithin each of the E4 offices,
set standards based on the nature of the tasks performed
by each office, and monitor progress towards, and
compliance with, those standards.
c. Revise the Agency staffing complement to achieve
an overall T/O reduction during FY 74 of x based on the
elimination of lower priority tasks.
d. Establish and carry out a vigorous and honestly
managed program to identify the lowest x% of the work
force each year and to eliminate half that number the
following year.
e. Increase by x% the number of black, professionals
at selected grades on duty in the Agency.
f. Reduce by x% our annual attrition rate due to
job dissatisfaction and/or misassignment.
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g Develop an Agency--wide list of "comers" and
ensure that in any given year at least x% of them move
between Directorates.
These would obviously require much debate and clarification. They
do not, of course, represent all the possibilities, but are intended
only to be suggestive.
4. The APP clearly reflects the prevailing disposition to
leave nearly all personnel management problems to the deputies
and/or heads of career services. It seems to me that we should
be seeking a balanced approach to personnel management in which
there are both Agency-wide personnel objectives and Directorate
or office objectives, with OP responsible for monitoring performance
on the former and the individual offices responsible for the latter.
5. The APP should provide a way to cope with the problem of
translating objectives into workload requirements. While individual
offices might take this step, there is no evident provision in the
APP of a systematic procedure based on any kind of work measure-
ment technique. Without such a procedure, I'm afraid that the APP
is of little utility for resource allocation or budget defense.
are
Director of Planning,
Programming, and Budgeting
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Annual Personnel Plan
Chief, Plans Staff
626cofC
13 March 1973
,DD/Pers/P&C
626 c of c
D/Pers
5 E 56 Hqs
Have recast narratives to link
APP more directly to Program Sub-
mission and to make them as brief
as possible. (Front piece is one
page and practically all guidances
have been absorbed in Tables leaving
only one page of instructions.)
In response to interest in
brevity of narrative have eliminated
questions in APP.
Had difficulty talking about
components and not career services
since latter are in charge of hiring,
assigning, promoting and career
managing--the very things to be
planned in APP. Recognize the value
of linking personnel resources to
program and budgetary management.
Concluded only way was to place
responsibility in components in DD/O,
DD/S&T and DDT while putting it in
Support Services since they have
responsibility for staffing entire
Agency. (Makes no sense for you to
plan hires, assignments and promo-
tions only within OP.)
Have tried to pick up all points
of Mr. Colby including the specific
subjects mentioned for reports. Ob-
viously, brief mention in APP of
data pertaining to an area of per-
sonnel management will not replace
the need for various reports used
for administrative purposes at dif-
ferent echelons. I know of no report
that can be replaced or should be
replaced at this time, and I don't
think we should balloon the APP to
(contd)
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replace reports. Nevertheless,
we could tell Mr. Colby we will
make this idea an objective to
consider in the next running.
ST
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