FY 1975 ANNUAL PERSONNEL PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R001000140008-2
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 3
• Document Creation Date: December 9, 2016
• Document Release Date: November 6, 1998
• Sequence Number: 8
• Publication Date: May 12, 1975
• Content Type: MF

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12 PRAY 1975
MEMORANDUM FOR: Director of Central Intelligence
SUBJECT : FY 1975 Annual Personnel Plan
REFERENCE Your memorandum to multiple adses.,
dtd 10 Apr 75; Same Subject
1. In response to your request for comments concerning the
posture and accomplishmerfts of the E Career Service during FY 75,
the following thoughts may be of interest:
the relatively large number of
serving in the DCI Area profes-
sional jobs makes it somewhat difficult to administer
the E Service with some of the more structured "Directorate"
career service approaches. Conversely, there are three
elements whose specialized skills requirements are such
that assignments to those offices results largely in
long-term (lifetime) careers within those offices--
lawyers in OGC and OLC and auditors in the Audit Staff.
Since the E Career Service professional jobs consist
in large part of either specialized positions where
rotation "out" opportunities are remote or are filled
by personnel rotating "in and out" from other career
services and agencies, the practicality of stimulating
a high rate of rotational assignments among E careerists
is questionable. I believe that the E Career Service
goal over the long term should be to shrink in size in
order to afford careerists from the Directorates and
other intelligence agencies with more opportunities
for broadening their experiences and outlook through
assignments within the DCI Area. The ICS, the NIO,
and the Comptroller rely today upon meeting much of
their staffing needs with non-E careerists on two-to-
three-year tours of duty. This is healthy and the
Senior Board is discouraging transfers into the E
Service.
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b. For similar reasons a large investment in time
and money to provide E careerists with extensive training
seems unnecessary. Those on rotational assignments to "E"
jobs are, in a sense, involved in "on-the-job-training"
and should expect to perform their tours in a productive
working capacity. The responsibility for their develop-
mental training remains with their parent service. However,
the DCI Offices do sponsor many of these to short courses,
seminars and professional meetings of one kind or another
and that practice should and will continue. The Audit
Staff and legal offices do send many of their people to
appropriate professional courses for the purposes of up-
grading their knowledge of their specialties as well as
executive development. (The workload, as you know, in
OGC and OLC has reduced the ability of these offices to
maintain much of an investment in training in recent months.)
c. With respect to your comments on time in grade
for promotion, I suggest that the statistics here may be
misleading or at least incomplete. The numbers reflect
the average time in grade of those promoted--not the
average time in grade of the total Agency or even career
service populations in a given grade. For example, if
one of a total 100 GS-16's is promoted and he had been
in grade one year, the data presented here would reflect
an average time in grade of one year at the GS-16 level.
This gives the erroneous impression of a highly upward
mobile GS-16 population. However, 99 GS-16's may have
been in grade over ten years and in fact the GS-16
population is really quite petrified.-
2. In summary, I feel the E Career Service has done a
reasonably effective job in managing the personnel assigned to
it. The trend is toward more competition for promotions and
perhaps more important--in selection for assignments. I still
feel however the long-term goal should be for a smaller and
smaller "E" Service since the nature of the majority of jobs
in the DCI Area supports rotation in and out and that's bene-
ficial for both the Agency as a whole and the DCI Area in
particular. We don't have many opportunities for "career
development" assignments for people within the E Service.
Excluding the lawyers of OGC and auditors. of the
Audit Career Service ofessional positions
of whi are filled by non- careerists. This situation
obvious y im1
personnel to serve in the DCI Area--and this is as it should be.
expands to the equivalent extent possibilities for Directorate
s assignment opportunities for E careerists but
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The Offices of the DCI Area need the flexibility to select
candidates from throughout the Agency in order to assure to
the highest degree possible, the best qualified individuals to
perform specific duties at the Agency staff level. Their
successes and failures may affect the whole Agency. Conversely,
it should be beneficial for Directorates to have a number of pro-
fessionals who over the years have performed tours of duty in the
DCI Area.
onald F. Chamberlain
Chairman, E Career Service Board
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