REVIEW OF OPTIONS B AND B PRIME, TAB D, NAPA REPORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83-00156R000600030052-2
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 3
• Document Creation Date: December 15, 2016
• Document Release Date: November 17, 2003
• Sequence Number: 52
• Publication Date: December 3, 1979
• Content Type: MF

Approved For Release 2004/05/12 : CIA-RDP83-00156R000600030052-2
TAB
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 Approved Foelease 2004/05/12: CIA-RDP83-0010000600030052-2
NATIONAL FOREIGN ASSESSMENT CENTER
D C 13 79
MEMORANDUM FOR: Director of Central Intelligence
Deputy Director of Central Intelligence
FROM . Bruce C. Clarke, Jr.
Director
National Foreign Assessment Center
. SUBJECT : Review of Options B and B Prime, Tab D, NAPA Report
1. Option B is one of the methods discussed by the NAPA Project
Group to strengthen control and enforcement of personnel policies.
Specifically, it recommends that the control and enforcement units of
the Office of Personnel be organizationally transferred to a level
within the Agency where they will report. directly to the DCI/DDCI.
2. In reviewing this option, the National Academy of Public
Administration noted in its report that the Office of Personnel has a
weak enforcement posture and that the DCI/DDCI should give-greater
support to the Director of Personnel in his control functions. The CIA
NAPA Project Group concurred in these findings, and in its deliberations
to seek solutions to the problem, the Group examined the feasibility of
Option B. I believe that the pros and cons regarding Option B developed
by the Group are.objective and thorough, and do not need to be repeated
here. Additionally, the NAPA team itself had several months to study
the Agency and ultimately did not choose to recommend that Option B be
chosen. In my judgment the reasons given by the two teams in rejecting
Option B are persuasive. Option B Prime suffers from the same basic set
of problems, plus some others such as span of control in the Office of
the DCI.
3. More important than the placement of the Director of Personnel,
however, is a concern which relates to the role of the Deputy Directors
as the managers of people and resources. From the NFAC point of view,
centralized personnel management is a costly and counter-productive
concept. NFAC employees are a diverse group combining a wide variety of
academic training, language skills, and specialized talents and experiences.
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 Approved For Release 2004/05/12 : CIA-RDP83-00156R000600030052-2
SUBJECT: Review of Options B and B Prime, Tab D, NAPA Report
NFAC employees are not interchangeable parts in a unitary system. In
the majority of cases they cannot be made interchangeable without
tremendous training costs. Even then, there might be little improvement
to the product. People with specialized skills should be managed so
that their differences are recognized within an equitable system. I
would think the personnel system improved if the Director of Personnel
prescribed what could be implemented by the directorates using generally
similar procedures. The Director of Personnel would monitor the procedures
in the interest of equity, rather than in an effort to enforce uniformity.
4. The formulation of broad personnel policy is something that can
be done without invoking either Options B or B Prime.
Approved For Release 2004/05/12 : CIA-RDP83-00156R000600030052-2