NOTE TO [SPA-DD/S] FROM (Sanitized)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R000500090018-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 34
• Document Creation Date: December 12, 2016
• Document Release Date: June 26, 2002
• Sequence Number: 18
• Publication Date: February 11, 1964
• Content Type: NOTES

Approved For Release 200SMETCIA-RDP84-00780R000500090018-1
Attachments:
Memo dtd 13 Jan 64 to DDCI fr DD/S,
subj : "Recruitment of Young Officers"
(DD/S 64-0136)
Staff Study regarding Recruitment of
Young Officers
U. P*kty l96 25X1
1. SUWON* are espies of the
mac out nataapagying start steal'
ea *ftereihment of Young ittioere
Walsh the WS submitted to the
MDC1 3.3Jaanner 1964.
2. As yesimmee lareneetlast
weeks Cameral Carter returoed the
moo with the note:
I agree -- let's expedite
rime'
of eenpanents and
maaes promo wrong, get as
with it.
3. Oen he respondsto T1CX,
Cal. While scald like, la iti
to reportiag the views at the
Sepal Direetere, to albeit Ni.
ettailea plata of the tour Cap-
pert Ortlote conearaed with ia-
plemantlag the proposals In the
attached papers.
4. Yen will note that the 29/4
1.t.rb3..ied It will
be eppreeteted ipour Amb orin
be supplled several days i4 ad-
Twee or that &to.
Attaaheeate; A/S
Distribution:
25X1
0 - D/OTR
1 - D/Pers
1 - D/$ec
...1?iC9/pMedical,
Approved For Release 2agg4f: ciA-RDP84-0 R
wQ .01919POQY
I/S ?ulaject w/atts
OP/PRS:
1 - C/PRS/OP
aj (11 Feb 610 1 - DD/S Chrono
Approved For Release 2002/08/14: CIA-RDP84-00780R000500090018-1
Director of Personnel
5 E 56 Headquarters
Please note General Carter's
comment on the attached routing slip.
Colonel White understands that you have
submitted this paper to the Deputy
Directors for their consideration. He
requests that you obtain their views as
soon as possible in order that we may
implement the approval to increase
recruitment objectives for the JOT
Program from 150 to 225.
VRT
Executive Officer to the
Deputy Director for Support
7 D 24 Headquarters
EO-DD/S:VRT:maq (30 Jau 64)
Distribution:
OTig - D/Pers w/O of DD/S 64-0136 w/o att
- DD/S Subject w/ccy of DD/S 64-0136 w/att
1 - DD/S Chrono
DD/S 64-0136: Memo dtd 13 Jan 64 to DDCI fm L. K. White, subj: Recruitment
of Young Officers
Approved For Release 2002/08/14: CIA-RDP84-00780R000500090018-1
Approved For Release 2002/08/14: CIA-RDP84-00780R000500090018-1
Approved For Release 2002/08/14: CIA-RDP84-00780R000500090018-1
Ap
Ap
SErsibER WILL CHECK
d FtirlatflentWO
CLASSIFICATION TOP AND BOTTOM
00 WaFILleol511AIROP84,0 OW008889089 0
INTELLIGENCE AGENCY
ROUTING SLIP
) ro
...
" . CENTRAL
- . OFFICIAL
TO
. NAME AND ADDRESS
DATE
INITIALS
1
Executive Director 1/13
1/17
s/LBK
2
DDCI 1/18
1/24
8/MSC/N1
3
DDS
4
5
6
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks:
h/w by ExDir to DDCI: "I recommend you read this
for background info, We will go up to 225 JOTs as I
believe this essential for the future, and we can
accomodate it within the economy drive. s/LBK"
1/22/64
h/w by DDCI to ExDir: "I agree - let's expedite
views of components and unless proven wrong, get
on with it 1 "
FOLD HERE TO RETURN TO SENDER
FROM: NAME, ADDRESS AND PHONE NO.
!)ATE
provbd Rif Rd M161200 t/08A1 4Q30314IRDIPB*00780
RO MGM 0
(40)
FORM NO. 237 Use previous editions
2-61 Copy U.S. GOVERNMENT PRINTING OFFICE 1961 0-587262
1,141,
tEl
Approved For Release 2002/08/14: CIA-RDP84-00780R0001150i0U901318i1E Gi3irRy
1 3 JAN 1964
r"..5
MEMO R: Deputy Director of Central Intelligence
SUBJSCT
: Recruitment of Young Officers
1. The attached study of the objectives for recruitment which will
insure the Agency an appropriate input of young officer personnel has been
In progress for some time and recapitulates a series of studies examining
various aspects of the Agency's manpower which surfaced the need to cor-
rect a serious and worsontag shortage of young officers.
2. Thia study has been referred to the Deputy Directors for th4-Ar
consideration; however, since important and far-reaching decision* are
now being made about the Agency personnel ceiling. I am sending this along
without their comments. In my Judgment, it is exuemely important that we
not sacrffice long-range principles of sound personnel development for short-
range administrative expediencies to accommodate personnel ceiling statistics
at the end of a given ftscal year. If the Army has to cut back its military
strength, it doesn't do so by eliminating West Point.
3. The study concludes that, even though total on-duty strength exceeds
current ceiling limitations, the Agency has a substantial deficit in staff
personnel in pad*. GS-09 through GS-12. There is also an imbaltuice In the
age distribution of professionals evidenced by a concentration in the age range
of 35 through 49 and a marked shortage of younger officers. These conditions
exist hi most career services and are the result of long-standing practices.
In order to correct this situation and to ensure a continuing input of young
officers sufficient for Agency needs, responsibility for a greater portion of
recruitment in this area should be placed in the Junior Officer Trainee Pro-
gram. The long-range Implications of this need are fundamental and call for
prompt action in spite of any complications it might raise In the current
management of personnel ceiling restrictions.
4. I believe that this study is worth our most serious attention at this
time and recommend that notwithstanding other manpower problems, the
general conclusions of the study be accepted and that:
a. The annual recruitment objectives for the JOT Program be
Increased effective 1 July 1964 from 150 to 225.
Approved For Release 2002/08/1SECIEDP84-00780R00050009001
CROUP 1
Deluded from aatomatle
downgrading and
oclassiticallon
!wo
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b. The ceiling authorization for the JOT Program be increased
from 215 to 290 affective 1 July 1964 sad then to 315 effective 1 July
1965 with appropriate adjustments in its Fiscal Year 1965 and Pis
-
cal Year 1966 budget allotments to accommodate these increases,
c. The Deputy Director for Support be instructed to prepare
by 1 March 1964 a report detailing plans of the Offices of Personnel.
Security and Training and the Medical Staff for implementing these
new JOT Program recruitment objectives.
Attachment:
Staff Study regardiag Recruitment
of Young Officers
Signed
L. K. White
Deputy Director
for Support
Distributinn:
0 - Addressee (Return to DD/S) w/att
I - ER w/att
I - DD/S Chrono w/o att
?t--I DD/S Subject Watt
I -D/Pers w/att
- C/rItS w/att
30 JeA)6e/)
25X1 OP/PRS j(20 Dec 63)
Rewritten: :fp
-2-
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Approved
Approved
. -
7grlital?WETOlief?11141? ?o:DATE.
1A-RIAM1100/0R00050
TO:
' Fac Off/DDS
ROOM NO.
BUILDING
REMARKS:
Mr.
When Mr. Echols saw Colonel
White yesterday, Colonel
White said that we should
send this up immediately
without waiting for the
comments of the DD'.
I?
FROM:
ExAsstiwers
ROOM NO.21 BUILDING EXTENSION
or Release 002/08/14 : CIA-RDP8400780R00050
FORM NO .0 A 1 REPLACES FORM 36-8
I FEB 55 ,`.1" WHICH MAY BE USED.
GPO : 1957-0-439445
(47)
0090018-1
0090018-1
Approved
Approved
DATE.
PIPALIElnEV101T:FagPmpa70005:
TO:
? Colonel White
ROOM NO. :
BUILDING
REMARKS.
Eck feels that because he has
submitted this paper to the Deputy
Directors for comment prior to formal
submission he should not sign the paper
at this time. I understand he also has
some question about proposing three
JOT classes annually. I believe that
the paper will have little effect if it
is sent forward unsigned but have
agreed to take this question up with
you before asking for Eck's signature.
VI:
VR 1
FROM:
ROOM NO. BUILDING EXTENSION
For Release 002/08/14 : CIA-RDP84-00780R0005
FORM NO .0A 1 REPLACES FORM 36-8
I FEB 55 4`1. WHICH MAY BE USED.
GPO : 1957-0-439445
(47)
0090018-1
0090018-1
App
App
_L
?
g
kveTI SENDEiRjapL40:55togir Ticw;a4-f
A
O
na"
CENTRAL INTELLIGENCE AGENCY
OFFICIAL ROUTING SLIP
TO
NAME AND ADDRESS
DATE
INITIALS
Deputy Director for Support
7D-18 HQ,
Executive Director
yh-12 HQ
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks: The attached paper, which was developed
prior to recent ceiling announcements, has been
referred to the Deputy Directors and the Director
of Budget, Program Analysis, and Manpower for
comment prior to its formal submission. However,
we believe it should come to your immediate
attention in connection with the urgent need for
a prompt decision as to the size of the next two
JOT classes.
FOLD HERE TO RETURN TO SE1
FROM: NAME, ADDRESS AND PHONE NO.
Director of Personnel 5E-56 He
10 1 64
.ove7 ? -pi gong !.11 i i : A c:Pui?-,4,,%??:A
ii
:e-out.,:rT-u
FORM r670. 237 Use previous editions
(40)
1.1.5. GOVERNMENT PRINTING OFFICE 1961 0-587282
SECRET /2/-/-5
Approved For Release 2002/08/14: CIA-RDP84-00780R000500090018-1
'MEMORANDUM FOR: Executive Director-Comptroller
THROUGH Deputy Director for Support
SUBJECT Recruitment of Young Officers
\
1. This ',4emorandum submits a recommendation for your approval: this
recommendation\is contained in paragraph 4.
2. The attac ed paper recapitulates a series of studies examining various
aspects of the Age y's manpower which surfaced the need to correct a serious and
worsening shortage o young officers,
3. The study concl des that, even though total on-duty strength exceeds cur-
rent ceiling limitations, the Agency has a substantial deficit in staff personnel
in grades 05-9 through GS- ? There is also an imbalance in the age distribution
of professionals evidenced b a concentration in the age range 35 through 49 and a
marked shortage of younger of cers. These conditions exist in most career services
and are the result of long-stan ing practices. In order to correct this situation
and to ensure a continuing input f young officers sufficient for Agency needs, re-
sponsibility for a greater portion of recruitment in this area should be placed in
the JOT/Program. The long-range imp ications of this need are fundamental and call
for prompt action in spite of any cam ications it might raise in the current
management of personnel ceiling restric ions.
4. It is recommended that the general conclusions above be accepted and that:
a. the annual recruitment objectives or the JOT/Program be
increased effective 1 July 1964 from 150 to 225.
b. the ceiling authorization for the JOT ogram be increased from
215 to 290 effective 1 July 1964 and then to 31 effective 1 July 1965
with appropriate adjustments in its FY '65 and' budget allotments to
accommodate these increases.
c. the Offices of Training, Personnel, Security, and the Medical Staff
be instructed to submit to the DD/S no later than 1 ch 1964 a coordinated
report detailing their plans for implementing these new ?T recruitment ob-
jectives and including a mechanism to enable Operating C onents to partici-
pate in the selection of JOT'S.
Attachment:
Staff Study
Emmett D. Echols \
Director of Personnel\
The recommendations in paragraph 4 are approved.
Lyman B. Kirkpatrick
Executive Director-Comptroller
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gel4500090018-1
O
NflusftWas
Distribution: App,roved For Release 2002/08/14: CIA-RDP,84-00780R000500090018-1
0 - return to D/Pers w/att
1 - ER w/att
2 - DD/S w/att
2 - D/Pers w/att (1 Stayback)
2 - C/PRS w/att (1 w/held)
25X1 OP/PRS: lai (20 Dec 63)
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SECRET
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ra PROBLEM
To establish program objectives for recruitment which will ensure the
Agency an appropriate input of young officer personnel.
2. BACKGROUND
During the past six months the Office of Personnel has conducted a series
of statistical studies examining various aspects of the Agency's manpower. The
studies have concentrated on the size, composition, and certain other character-
istics of CIA's professional staff, including: (a) its age distribution, (b) our
sources of new professionals, and (c) the extent to which professional positions
throughout the Agency are "encuMbered" by employees who have not yet attained
professional rank.
As successive studies in this series were completed, it has become increas-
ingly clear that for some years CIA has been hiring too few young officers to
meet its professional staffing requirements (and has been compensating for this
by "over recruiting" clerical and other junior employees, many of whom "encumber"
lower "professional" slots and yet fail ever to reach full productivity at the
GS-9 level). The full dimensions of this "deficit" in professionally qualified
officers cannot be ascertained precisely until: (a) current T/O's and grade
authorizations are examined and revalidated (as requested by the Comptroller in
memos to the Deputy Directors 15 October 1963), and (b) a more complete assess-
ment can be made of the professional potential of junior personnel now on duty.
However, sufficient evidence is already at hand to make it obvious that at least
some preliminary action must be taken now to reverse the trend in our professional
staffing practices and to rectify the more serious aspects of this problem.
Accordingly, this paper has been drafted to recapitulate the key points in recent
personnel studies and to recommend at least an interim course of action with re-
spect to the recruitment of young officer personnel.
3. DEFINITIONS
a. The term "youn4Lofficer" embraces employees 20-35 years of age, in
grades G6-5 through G8-10, Who are required to meet professional qualification
standards, perform jobs of a professional nature (as determined by actual duties),
and are considered to possess the potential for substantial development and ad-
vancement in professional career fields.
b. "Professional" as used in this paper is a somewhat loose term lacking,
as it does in most Agency components, any really precise definition. When a sharp
distinction is important, the paper differentiates "professional" and "non-
professional" jobs on the basis of their duties and the qualifications required of
incumbents. In other situations, the simple expedient is followed of calling
people and jobs "professional" if GS-9 or above, and "non-professional" if below
that level. Suchen expedient is not illogical since more than 95% of CIA's pro-
fessional jobs (as determined by individual job analysis) are G8-9 and above, while
fewer than 5% of its clerical jobs are in that range. Similarly, the experience
and training requirements applied to "technical" personnel in Communications and
elsewhere male it not unreasonable to consider those G8-9 and above as "profes-
sionals", and those in lower grades as "non-professionals."
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4. ASSUMPTIONS
During the next five years:
a. CIA's over-all staffing requirements for personnel in grades
GS-9 and above will remain near present levels, but in any ease will not
decrease substantially.
b. attrition among personnel in grades GS-9 and above will continue
at about the same rate as in the past five years. (See TAB F)
5. FACTS
a. CIA's position control register of 31 October 1963 thawed fewer 25X9
staff personnel on duty in grades GS-9 and above than there were pos one
authorized in those grades. (About 11% of this shortage was offset by military
personnel on detail to the Agency, 169 of whom encumbered GS positions at or
above grade 9.)
b. Yet on 31 October 1963 over-all Agency personnel strength was within
197 of approved personnel ceiling. (TAB A shows how the large "deficit" of
employees in grades GS-9 and above was offset by a "surplus" of employees below
that grade level.)
c. During the last five fiscal years (30 June 1958 - 30 thine 1963), the
number of Agency positions graded GS-9 and above increased while on-duty
personnel strength in these grades increased only 306.
d. At the same time (FY '59 - '63), because of promotions and attrition,
the composition of the 08-9 through 12 grade group changed by:
(1) a net loss of 458) and
(2) a decrease of 36% (902) in the
numbers of employees under age 35. (See TAB B)
e. The proportion of professional employees under age 30 dropped even more
sharply than those under age 35 during the past five years. In this period the
"under 30" professionals had a net loos of 380, and a decrease of almost 44% in
the number of professional employees under age 30. (See TAB C)
f. As of 31 December 1962, 64% of Agency staff employees in grades 08-9
and above (minus those in the Office of Communications) were between the ages of
35 and 49. (See TAB D) By age groups, they were distributed thusly:
AGE
over 50
35-49
30-34
under 30
NUMBER
2
PERuou
15%
64%
15%
6%
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25X9
25X9
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g. The over-all Agency "headroom" in grades GS-9 through 12 was statistically
sufficient on 30 June 1963 to accommodate one grade promotions for:
(1) 99% of all employees now in grade GS-11
(2) all GS-10's
(3) 88% of all GS-9's
(4) all GS-8's
(5) 62% of all GS-7's (See TAB E)
6. DISCUSSION
a. Considerations in Staffing Professional Positions
The Heads of Career Services are responsible for determining the pro-
fessional staffing requirements and planning the proper input of young officers
and other professional personnel to meet anticipated long-term requirements and
designed to maintain the proper composition and balance of professional staffs
in the face of anticipated losses and other changes.
Career Services have three sources of professional staff members:
(1) internal promotion of junior professional and non-professional employees
(i.e., from GS-8 to 9); (2) transfer of professionals from other Agency com-
ponents, particularly the JOT/Program; (3) outside recruitment.
The proportionate input from each of these sources must be planned in
every case to meet the particular needs of the Career Service involved. However,
the process is not without a certain amount of guidance based on Accepted policies
and practices. For example, senior positions, to the maximum extent feasible, are
expected to be filled by promoting personnel already on duty. Outside recruitment
at and above the GS-11 level is usually limited to scientific, technical, and other
categories of employees whom the Agency cannot produce, at least in sufficient num-
bers, by recruiting and developing young officers. Also, non-professional employees
elevated to professional positions must be considered fully qualified to perform
the duties of such positions.
b. The Present Status of CIA's Professional Staff
Long-standing personnel practices in virtually all of the Career Services
have brought about three disturbing results which show up clearly when the compo-
sition of each Service's professional staff is analyzed:
(1) a visible "deficit" of professional employees
(i.e., GS-9 and above), often quite large, counter-
balanced in almost all cases by a "surplus" of
employees below the professional level;
(2) an imbalance in the age distribution of profes-
sionals; and
3
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(3) a continuing adverse trend in both these con-
ditions during at least the past five years.
25X9 The "deficit" of professionals which existed 31 October 1963 was not
the result of sudden developments. Nor was it concentrated in a few recently ex-
pended components; for, without exception, on that date every Career Service with
20 or more "professional" positions had fewer employees GS-9 and above than it had
positions at those grades. Ignoring the never components such as NPIC and DD/S&T
which have not had time to staff themselves properly, "deficits" ranged from about
5% in the SA Career Service to 29% in OCR, with the Agency average at about 17%.
The age distribution of professionals shown in TAB D is paralleled fairly
closely in each of the major Career Services. The "hump" represented by a high con-
centration of employees in the 35-49 year age group, and the "valley" of employees
in the "30-34" and especially the "under 30" age groups, spell real trouble in
years ahead for Services which do not act promptly to reduce these imbalances. The
problem is particularly acute in Services where continuity of experience, orderly
professional advancement, and extensive in-service training are important.
As noted earlier, these professional "deficits" and age imbalances are not
of recent origin. Even more important, as TAB's B and C indicate, staffing prac-
tices in recent years have continued to aggravate the situation rather than improve
It. For example, in the 12 months just ended 30 September 1963, CIA had a net
25X9 increase in staff personnel of But during this period, the number of pro-
fessional employees (i.e., GS-9 and above) expanded only 355 and those in the grade
group G8-9 through 12 only 138. At the same time, the GS-11's actually sustained
a net loss of 9!
Somehow, the true nature of the foregoing situation has apparently been
obscured within Career Services. They have been informed regularly of differences
between their planned requirements and the actual composition of their Services.
Also, their professional attrition experience has remained predictably stable (see
TAB F). Yet neither the actual input of young officers nor pending requests for
professional recruitment appear to recognize adequately the Agency's problem in
this area. Perhaps our obsession in matching on-duty strength against ceiling,
without analyzing the composition of on-duty strength, has been a major factor in
clouding the issue. In any ease, the time is at hand for a thorough review.
c. Professional Deficit - Fact of Fancy?
Before any figures purporting to represent professional staffing "deficits"
can be accepted, they must be subjected to at least two tests:
(1) are existing professional (i.e., GS-9 and
above) staffing requirements valid?
(2) are there employees with the potential to
fill these requirements already on duty in
grades below GS-9, whose advancement in due
course can be expected to cover the deficits?
4
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On 15 October 1963 the Comptroller asked Deputy Directors to examine their
Tb' s; aline them with current ceilings; and, in effect, revalidate them. This
exercise is still in process but present indications are that it will result in
very few changes affecting professional slots. Therefore, the position authoriza-
tions shown in TAB A, upon which this paper bases estimates of professional "defi-
cits", appear reasonably accurate for our purposes. A few people may still want
to argue that Tb O grades are sometimes inflated to provide more middle-level posi-
tions (GS-9 through 12) than needed and, hence, the practice of hiring "surplus"
employees at lover grades may represent realism in the face of such inflation.
But the fact remains that no action is in prospect to "deflate" such T/O's. On the
contrary, Deputy Directors and Operating Officials are expected to reaffirm their
validity.
Results from the second test are more difficult to evaluate. The conten-
tion is often heard that large nudbers of employees below the 08-9 level actually
have professional skills and, therefore, most of the "paper deficit" in profes-
sionals, really doesn't exist, because these individuals will quickly move up to
cover it. Unfortunately, the "hard facts" concerning the professional potential
of junior personnel now on duty are simply not at hand. Nor can we be confident
that such subjective data are really attainable. However, we do have collateral
evidence highly useful in this respect. We know, for instance, that during the
5 years ending 30 June 1963, the number of employees in the G8-9 through 12 grade
group actually shrank 458 (TAB B)andthett it's now "statistically" possible to
promote every one of the l I08-8's in the Agency to 08-9 and still have promo-
tion head room for 500 more (TAB E).
Yet Career Services have been making such promotions very sparingly. For
example, the total numbers of employees (minus Communications personnel) promoted
to 08-9 during recent years were:
FY '61 -
FY '62 -
FY '63 -
25X9
Thus, Career Services have been telling us by their consistent actions that,
regardless of occasional individual assertions to the contrary, the Agency's staff
of employees below the 08-9 level does not contain large enough numbers of poten-
tial professionals to offer any prospect of covering our "professional defictt."
Sure, we can argue that things will get better next year. But if experience is any
guide, they won't improve very much until our staffing practices change. We won't
make any substantial inroads on the professional "deficit" until we begin hiring
more professionally qualified employees.
d. Courses of Action
(1) Long-term Action
Although some recent improvement, particularly in statistical
reporting, can be noted, the Agency must continue to strive to improve
its manpower planning machinery so that accurate long-range forecasts
of requirements can be used to guide the hiring, training, and develop-
ment of adequate numbers of the right kinds of people to meet future
professional needs. This is an exceedingly difficult task but also an
5
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increasingly important one, made all the more so by: (a) large current
professional "deficits" coupled with (b) imbalances in the age distribu-
tion of professionals which in a few years will bring about abnormally
high losses.
(2) Immediate Action
Even before more accurate methods can be developed to compute, by
nuMbers and types, the personnel required to meet current and anticipated
professional needs, some immediate adjustments in our staffing program
must be made. At a minimum, past trends must be reversed and the more
acute aspects of this problem rectified.
With the latter in mind, major components have been asked to update
their estimates for young officers to be brought into the Agency through
a sustained annual recruitment and training program. Revised estimates
for the year beginning 1 January 1964 are shown below:
DD/S&T 10
DD/P .......
DD/I
ORR
OBI
NPIC
ONE
OCI
? ? ?
? ?
. 90
20
2
2
1
12
6
3
14
OCR 4
DD/I 1
DD/S
Personnel . ? 0 10
Logistics . ? . 10
Security . . . 10
Gen/1 Adm . ? . 25
Finance . . 10
55
65
Allowance for attrition. . ? 5
TOTAL 225
An immediate increase in pun officers was considered the soundest
attack on professional staffing problems because:
(a)
most (about 2/3) of the professional "deficit" is
concentrated in the 06-9 through 12 grade group,
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(b) a sharp increase in young officers will correct the more
serious imbalances in professional age patterns, and
(c) hiring more young officers is the best way to curtail the
hiring of "surplus" number. of clerks and other junior
personnel who "encuMber" professional positions.
The move to increase young officers should be accompanied, of course, by
(a) an intensified assessment of the professional potential of junior employees
already an duty, and (b) continued outside recruitment of key specialists and other
individuals whose creative talents and competence will strengthen the Agency and
help meet "deficits" in the middle and upper grades. But the heart of our efforts
must be the you% officers.
(3) How to Proceed
In considering ways to induct more young officers each year, the
obvious advantages of the JOT/Program for this purpose suggest themselves.
The procedures, the machinery, and the experience already there can easily
be expanded to include substantially larger numbers of trainees. Much
more importantly, however, the highly competitive selection processes
applied to JOT's),their broad foundation of training, and their careful
early management ought to be extended to all young officers who are ex-
pected to form the career core of the Agency's professional staff.
Some modifications in present JOT procedure would very likely have
to be made to support an enlarged program. For example, future JOT's
would probably have to be selected against specific Career Service re-
quirements and identified with a Service at time of hire. Career Service
Heads will no doubt need to be brought more directly into decisions con-
cerning testing methods and selection standards and procedures. However,
these are matters easy to handle and in no way reduce the appeal of the
JOT/Program as the ideal mechanism for inducting more young officers into
the Agency.
e.
Administrative Considerations
The impact of an expanded JOT/Program will fall most heavily on the Office
of Training. Therefore, its views, as well as those of other Offices supporting
the Program, were solicited. They were asked how an increase in the annual level
of the JOT/Program from 150 to 225, beginning in 1964, would affect their opera-
tions. Responses are reflected below:
Office of Personnel
Recruitment and induction operations are geared to the Agency's
over-all T/O's, ceiling, and attrition rates. Since the proposed JOT
increase is relatively mall and in any case would be offset by decreases
in other types of recruits, it would have no significant effect on current
operations. The present staff could handle it easily.
7
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Office of Security
Essentially same response as Personnel.
Medical Staff
Response similar to Personnel and Security except that, if present
psychiatric standards and psychological assessment procedures are ex-
tended to all new JOT' a, the Medical Staff will need:
(1) an additional $2,500 in FY '65 for psychiatric
consultant fees, and
(2)
three additional members of the A&E Staff --
1 psychologist, 2 test administrators.
Office of Training
Response stressed importance of maintaining: present levels of
formal training for JOT' a; and also present duration of the Program
which, including on-the-job training, extends about 18 months for most
MOT's. To accomplish both these objectives with an annual input of 225
trainees beginning in FY '65, OTR says it has sufficient physical
facilities but will need:
(1) JOT/P Ceiling increases of 75 in FY 165 and an
additional 35 in FY '66, raising the present ceiling
of 215 to 290 for FY '65 and 325 for FY '66.
(2) Staff increases in FY '65 of 10-12 as indicated:
OFC Staff - 4 instructors and 2 clerks
Intell School - 2 to 4 instructors
j0T/p - 1 training officer and 1 clerk
Budget increases over present levels as shown:
FY '65
additional JOT salaries $525,000
additional staff and other costs 162,500
TOTAL $687,500
FY '66 and succeeding years
additional JOT salaries $785,000
additional staff and other costs 162,500
TOTAL $947,500
(3)
8
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. CONCLUSIONS
a. While all the facts one might prefer are not at hand, it is clear that:
(1) the Agency has a substantial deficit in professional staff
members, especially in the 05-9 through 12 grade group;
(2)
(3)
there is a pronounced imbalance in the age distribution of
Agency professionals, as evidenced by a high concentration
of those 35-49 years of age and a marked shortage of those
under 35; and
both these conditions reflect long-standing practices which
in recent years have grown worse, not better.
b. It is likewise clear that substantial improvements are needed in our
development and use of effective manpower planning machinery. Pending these,
some immediate action even in this period of tight personnel ceilings is in order
to rectify the more acute aspects of our professional staffing Imbalances. The
most constructive form such action can take is an immediate increase in
officers. And the most efficient way to induct them is through the JOT/Program.
c. To permit an immediate expansion of the JOT/Program, major components
are prepared to "subscribe to" an increase in yearly JOT input from 150 to 225,
beginning in Ally 1964.
d. The DD/S Offices concerned with the JOT/Program can? with present staff
and facilities, support an annual input of 225, except: (1) the Office of Train-
ing will require 10-12 more instructors and clerks for this purpose, and (2) the
Medical Staff will need 3 additional employees in the AM unit if present psycho-
logical assessment procedures are extended to all new MT's. Decisions regarding
these staff increases can and Should be made as soon as the new level for the
JOT/Program is established.
e. Decisions must also be made with respect to budget and ceiling allotments
for the JOT/Program. These must either be raised to cover the increased numbers
of JOT'S hired each year; or, if compelling circumstances make this impossible,
the average length of each trainee's stay in the Program must be shortened (by
transfer to an appropriate component immediately on completion of formal training)
so that the present annual budget and ceiling for 215 will support a larger flow of
JOTS.
9
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Is A
MEMORANDUM FOR: Ezecui ve Dirtetor-CatIptvoiler
SUBJECT : JOT Trainee Requirements ? ry 1964 and FY 1965
REMINCNCE Act Lon Momea-ondum, (Pero-
- 1- This memorandum submIts a
this recommendation Is contained in
2. Peregraph 4 of Action MemaremhaaA.-0 Instructed the
Manpower Control Officer to mect with representatores of tic Off_ces
of Personnel and Tra--..ning to determine the minimum JoT reqa,Lrements
for FY 196k end FY 1965 and furtocr to ident,fi the re/waiting
adjustment in JOT ceiling and dollar coots.
- On the Eth of January, the Director of Budget, P7644
Analysis mnd Manpower and the Manpower Control ()Meer r,!et 1.c,th
the Direttors of Tra.iming end Personnel sad certai,,I1 ineebt:r2
their Staffs to 4-cariew the JOT situation ee A now cstsc2h:i tne
impeet upon the Azency of reductans in thw 4.-t.:Ar of the proGrw:1
AlD&Oi1 he under c Li ret -
Lmited
of
the nt
ofyoung professional ?Moore
until a more therough extuel.nation eon be
of the study-
4. The feats concerning the
es follows:
ti
tete
r ?
roannel kepe27 conce-i-air4
to CIA ore to be aeferreil
mode of the conclus onn
am at the moment ore
a. A eeilLog of 215 has been allocated to the JOT
Progrest vh-tch represents no change aver their 1;revions
FY 1964 or FY 196::;
b. There are currently cared to the JOT ce.11na
21i0 individurls of whom 4 hove completel the-iv tralang
and have beetI, for some tee, ossgned to it within
the DDIP,
7.-77
Excluded Imm ;71:
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20*
e. The Assistant DD/P has withdrawn personnel
setons which ware in process to place the Ji JOT
graduates egainet DPI? cethag.
d. The DDIP repreventative at the 8 Januar:i,
meeting stated that the Clandestine Servicee could
accept no sore JOTs for the remainder of In 196.
t. Up to now, the practice has been to introduce
a new JOT class tadh January and Jay of T5 students.
f. Commitments for thr July 1964 class to date
total 6of whom 18 are malitsn Jerre returning to dut4
16 are new.hires on whom commitments have been made snd
2 are internal transfers from other components of the
Agency.
g, In addition to these 36 identified students
for the July 1964 slags, the Office of Training has
under serious cousideration, and in various stages of
processing, ne additional potential sandidates from
outside the Agency of whom approximately 1/2 can be
expeeted to enter on duty with CIA.
h. Until the recent implementation of reduced
personnel strength authorizatl.ons, the Clandestine
StEvises - the primary customer for XOTs had levied
a requirement of 90 JOTe a year en the ?Mee of TresIne.
It is Against this quota which 0/TR has determned the
magnitude of the Agency's JOT Program, Thus, the 215
JOT Ceiling boa been derived through a requirement of
90 a year for the TIP with each JOT ramsining on OilrE
rolls appros:iastely le months reeulting is a seA, ig
*notation of 180, to fulfill DD/P requirements alone
and the rginin 5 to fulfill all other Arc JOT
JOT
needs.
1, JOT inputs do not represent an actual ,nertees
in the strerlgth of operating components until eeme two
years otter their entrance Lao the trainalg program.
Therefore,-ths impaet of any cutback. Ln the JOT Program
now would have no significant effect an the strengths of
the components of the Clandest..,ne BervLces unt I j11.14 1966
j. During the last few years, a major effort has Leen
made to develop tontats end relationships IrLth hey
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3
university faculty members to elicit their support in the
recruitment of outstanding college graduates for the JOT
Program. Desirable JOT candidates often have been motivated
toward employment with CIA through the endorsement of the
program by these university officials.
5. The Office of Personnel ultimates the annual professional
recruitment reqpirement of CIA at an average of 600 individuals a
year just to offset attrition losses. Many of these, of course
are technically and stientificefly trained individuals who would
rarely be recruited through the JOT Program. However, acme
Offices, particularly in the DD/I and the DD/e, whiCh have not
participated to any great extent in the JOT Program in the past
have imlicated a desire for a larger input of professional
personnel through this Program. The alloeation of a JOT ceiling
of 215 against a total professional requirement of 600 a yesr
represents a reasonable allocation to this source of recruitment.
6. Notwithstanding the temporary situation wherein the Agency
on-duty strength exceeds its authorized strength, it would be illusive
and self-defeating to impose any portion of the reduction QU the
program designed to provide the nucleus Of trained intelligence
personnel in CIA three, five or ten years in the future. Any
reductions in the JOT input could have only a very small *pact
ce the on-duty strength situation existing as of today. However,
a firmer Agency policy invoking directed assignments of JOTS at
the completion of their training is required and Deputy Directors
should be instructed to plan their long-term recruitment accordingly.
Deputy Directors, Office, Division and Staff Chiefs should be
directed to impose an even more stringent coepliance with the
Agency retirement end selection-out _policies and regulations
including the application of as appropriate. It is
illogical to refuse entrance-on-uy ioanetber of outstanding
college graduates while at the same time permitting the retention
on the rolls of individuals whose contribution to the Agency mission
has vaned or bee cne obsolete.
T. JOT present levels, coepled with operational requirements
far training are allegedly taxing the Office of Training clandestine
training facilities. A short run reduction of JOT levels may have
some residual benefit to this situation. However, our review of
the training revirement does not support a recommendation to
reduce the JOT requirement at this time.
8.. The JOT rolls should reflect the true JOT strength. The
34 Individuals who have ccopleted training and are de facto DD/P
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employees should be treated as prior "commitments" on the part of
the MA' and temporary waiver extended to the DD/P to permit assign-
ment of these employees to the DID/P and charged to their ceiling.
Witholding authority for the DD/P to pick up these individuals merely
distorts the statistical reporting records of the Agency and serves no
useful purpose since over-all Agency strength is not affected either
way. The DD/P Should also be encouraged to increase the number of
currently qualified CS personnel placed into upcoming classes of the
JOT Program. Such action, if operationally possible, could reduce
the need to recruit JOTs externally over say the next year. This
approach applied to all Agency components would maximize training without
concomitant increames in on-duty personnel and is consistent with the
productivity principles laid down by the White House.
9. It is recommended that the Executive Director-Comptroller:
a. Authorize a JOT ceiling of 215 for FY 1964 and.
FY 1965.
b. Authorize a July 1964 class of 75.
c. Instruct that advanced planning for the January
1965 class of JOTs should be undertaken in concert with the -
Deputy Directors and that a report be made to the Executive
Director-Comptrol3er on the number end source of JOTs planner&
for this class and proposed disposition of the graduating
classes against the ceilings of the four Deputy Directorates.
d. Instruct the Deputy Director (Plans) and the Direir
of Personnel to transfer from the JOT rolls immediately the
JOTe whose training has been completed and on whom actions have
been temporarily suspended.
e. Instruct the Director of Personnel, in concert with
the Menpower Control Officer, to develop for the review of
the Executive Director-Comptroller a policy proposal which
will provide for directed assignment of JOTs upon completion
of their training and for priority use of the JOT program as
1 the Agency prime recru tment source for all Directorates.
App.,. (wed:
JOHN M. CLARKE
Director of Budget,
?eRgram Analysis and
Manpower
Executive DL.ec-tor omptroller tete
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3 February 1964
Attached is another memorandum from John
Clarke dated 29 January 1964 on the subject of the
JOT Program. This memorandum seems related
to the others which I forwarded to you earlier.
Will you please do the necessary follow-up
or take whatever action is required of DD/S in this
and the other two memoranda and brief Colonel White
on where we stand with the expanded JOT Program.
VRT
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_
29 JAN 1964
MEMORANDUM FOR: Deputy Director (Support)
SUBJECT JOT Requirements - FY 1964 and FY 1965
REIIERENCE Memorandum for: Executive Director-Comptroller,
From: Director, Budget, Program Analysis and
Manpower, Subject: JOT Requirements - FY 1964
and FY 1965, dated 15 January 1964 (copy attached)
1. The Executive Director-Comptroller has established a JOT
ceiling of 215 for the remainder of FY 1964 and FY 1965. He has
also approved a July 1964 class consisting of 75 students.
2. Although a specific size for the January 1965 class has not
been prescribed, the Executive Director-Comptroller has instructed
that a report be prepared by the Director of Training as soon as
possible setting forth the number and sources (internal/external)
of JOTs planned for this class. The report should include the
anticipated distribution of the January 1964, July 1964 and
January 1965 graduating classes to each of the four Deputy
Directorates.
3. With respect to the 34 JOTs who have completed their
training and for whom personnel actions had been initiated to
transfer them to DD/P rolls, the Executive Director has instructed
that these be consummated immediately notwithstanding the over-
ceiling situation in the DD/P.
4. Lastly, Mr. Kirkpatrick wishes to review the need for an
Agency policy providing for directed assignment of JOTs to the
various components of the Agency as well as the advisability of
expanding the JOT program to serve as the prime recruitment source
for all Directorates. The recent paper prepared by the Director of
Personnel dealing with the long-range recruitment of young officers
and which is now being reviewed by this office appears to set forth
the Director of Personnel's views on the use of the JOT program as
a recruitment source for the whole Agency. I have asked Mr.
to work with the Director of Personnel in the development
of a policy proposal for the directed assignment of JOTs upon
completion of their training.
cc: Director of Personnel
Director of Training
JOHN M. CLARKE
Director of Budget,
Program Analysis and
Manpower
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1 5 JAN 1964
MEMORANDUM FOR: Executive Director-Comptroller,
SUBJECT : JOT Trainee Requirements - FY 1964 and'FY 1965
REFERENCE : Action Memorandum, A-330 (Para. 4)
1. This memorandum submits a recommendation for your approval;
this recommendation is contained in paragraph 9.
2. Paragraph 4 of Action Memorandum A-330 instructed the
Manpower Control. Officer to meet with representatives of the Offices
of Personnel and Training to determine the minimum JOT requirements
for FY 1964 and FY 1965 and further to identify the resulting ,
adjustment in JOT ceiling and dollar costs.
3. On the 8th of January, the Director of Budget, Program
Analysis and Manpower and the Manpower Control Officer met with
the Directors of Training and Personnel and certain members of
their Staffs to review the JOT situation as it now exists and the
impact upon the Agency of reductions in the size of the program.
Although the Office of Personnel has under consideration a paper
recommending a substantial increase in the JOT Program during
FY 1965 and FY 1966, it was agreed that for the purposes of this
examination, the discussion would be limited to the immediate
situation relating JOT input requirements to the needs for new
professional personnel, primarily by the DD/P?in the foreseeable
future. Recommendations on the Office of Personnel paper concerning
the input of young professional officers in CIA are to be deferred
until more thorough examination can be made of the conclusions
of the study.
4. The facts concerning the JOT Program at the moment are
as follows:
a. A ceiling of 215 has been allocated to the JOT
Program which represents no change over their previous .
FY 1964 or FY 1963 levels.
b. There are currently charged to the JOT ceiling
230 individuals of whom 34 have completed their training
and have been, for some time, assigned to units within
the DD/P.
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c. The Assistant DD/P has withdrawn personnel
actions which were in process to place the 34 JOT
graduates against DD/P ceiling.
d. The DD/P representative at the 8 January
meeting stated that the Clandestine Services could
accept no more JOTs for the remainder of FY 1964.
e. Up to now, the practice has been to introduce
a new JOT class each January and July of 75 students.
f. Commitments for the July 1964 class to date
total 36 of whom 18 are military JOTs returning to duty,
16 are new.-hires on whom commitments have been made and
2 are internal transfers from other components of the
Agency.
g. In addition to these 36 identified students
for the July 1964 class, the Office of Training has
under serious consideration, and in various stages of
processing, 88 additional potential candidates from
outside the Agency of whom approximately 1/2 can be
expected to enter on duty with CIA.
h. Until the recent implementation of reduced
personnel strength authorizations, the Clandestine
Services - the primary customer for JOTs - had levied
a requirement of 90 JOTs a year on the Office of Training.
It is against this quota which 0/TR has determined the
magnitude of the Agency's JOT Program. Thus, the 215
JOT ceiling has been derived through a requirement of
90 a year for the DD/P with each JOT remaining on 0/TR
.rolls approximately 18 monthsyresulting in a ceiling
allocation of 180 to fulfill DD/P requirements alone
. and the remaining 35 to fulfill all other Agency JOT
needs.
i. JOT inputs do not represent an actual increase
in the strength of operating components until some two
years after their entrance into the training program.
Therefore, the impact of any cutback in the JOT Program
now would have no significant effect on the strengths of
the components of the Clandestine Services until July 1966.
j. During the last few years, a major effort has been
made to develop contacts and relationships with key
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university faculty members to elicit their support in the
recruitment of outstanding college graduates for the JOT
Program. Desirable JOT candidates often have been motivated
toward employment with CIA through the endorsement of the
program by these university officials.
5. The Office of Personnel estimates the annual professional
recruitment requirement of CIA at an average of 600 individuals a
year just to offset attrition losses. Many of these, of course,
are technically and scientifically trained in4vidua1s who would
rarely be recruited through the JOT Program. However, some
Offices, particularly in the DD/I and the DD/S, which have not
participated to any great extent in the JOT Program in the past
have indicated a desire for a larger input of professional
personnel through this Program. The allocation of a JOT ceiling
of 215 against a total professional requirement of 600 a year
represents a reasonable allocation to this source of recruitment.
6. Notwithstanding the temporary situation wherein the Agency
on-duty strength exceeds its authorized strength, it would be illusive
and self-defeating to impose any portion of the reduction on the
program designed to provide the nucleus of trained intelligence
personnel in CIA three, five or ten years in the future. Any
reductions in the JOT input could have only a very mall impact
on the on-duty strength situation existing as of today. However,
a firmer Agency policy invoking directed assignments of JOTs at
the completion of their training is required and Deputy Directors
should be instructed to plan their long-term recruitment accordingly.
Deputy Directors, Office, Division and Staff Chiefs should be
directed to impose an even more stringent compliance with the
Agency retirement and selection-out policies and regulations
25X1 including the application of as appropriate. It is
illogical to refuse entrance-on-duty a number of outstanding
college graduates while at the same time permitting the retention
on the rolls of individuals whose contribution to the Agency mission
has waned or become obsolete.
7. JOT present levels, coupled with operational requirements
for training are allegedly taxing the Office of Training clandestine
training facilities. A short run reduction of JOT levels may have
some residual benefit to this situation. However, our review of
the training requirement does not support a recommendation to
reduce the JOT requirement at this time.
8. The JOT rolls should reflect the true JOT strength. The
34 individuals who have completed training and are de facto DD/P
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employees should be treated as prior "commitments" on the part of
the DD/P and temporary waiver extended to the DD/P to permit assign-
ment of these employees to the DD/P and charged to their ceiling.
Witholding authority for the DD/P to pick up these individuals merely
distorts the statistical reporting records of the Agency and serves no
useful purpose since over-all Agency strength is not affected either
way. The DD/P should also be encouraged to increase the number of
currently qualified CS personnel placed into upcoming classes of the
JOT Program. Such action, if operationally possible, could reduce
the need to recruit JOTs externally over say the next year. This
approach applied to all Agency components would maximize training without
concomitant increases in on-duty personnel and is consistent with the
productivity principles laid down by the White House.
9. It is recommended that the Executive Director-Comptroller:
a. Authorize a JOT ceiling of 215 for FY 1964 and
FY 1965.
b. Authorize a July 1964 class of 75.
c. Instruct that advanced planning for the January
1965 class of JOTs should be undertaken in concert with the
Deputy Directors and that a report be made to the Executive
Director-Comptroller on the number and source of JOTs planned
for this class and proposed disposition of the graduating
classes against the ceilings of the four Deputy Directorates.
d. Instruct the Deputy Director (Plans) and the DirectOr
of Personnel to transfer from the JOT rolls immediately those'
JOTs whose training has been completed and on whom actions have
been temporarily suspended.
e. Instruct the Director of Personnel, in concert with-
the Manpower Control Officer, to develop for the review of
the Executive Director-Comptroller a policy proposal which
will provide for directed assignment of JOTs upon completion
of their training and for priority use of the JOT program as
the Agency prime recruitment source for all Directorates.
7.11111.1\J?Ma'ULALIICE
irector of Budget/
Program Analysis and
Manpower
?
Approved:
ExeVutive Director-Comptroller
/794.01. 110
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3 February 1964
Attached is John Clarke's memorandum approved by the Executive Director-
Comptroller dated 15 January 1964 which among other things establishes a ceiling
for the JOT Program of 215. It also requires in paragraph 9e. the development by
the Director of Personnel and the Manpower Control Officer of a policy proposal
for consideration by the Executive Director-Comptroller. This proposal will provide
for directed assignment of JOT's upon completion of their training and for priority
use of the JOT Program as the Agency prime recruitment source for all Directorates.
25X1 Also attached is thel of the recruitment of young officers.
Colonel White's transmittal Letter dated 13 January 1964 submitted that study to
the Der, Iv Director. Statements by the Executive Director-Comptroller and the
ire the Director of Personnel to obtain the views of the components
25X1 regarding the study and if there is concurrence there is DDCI
proceed with a recruitment level of 225 JOT's effective 1 July 1964.
Please note that the request for increased ceiling contained in paragraph 4b. of
Colonel, White's memorendurn was not approved. It appears that a recruitment
level of 225 will require a sizeable increase in JOT ceiling.
Colonel White requests that you check with John Clarke on all these papers
and then, in coordination with the Director of Training and the Director of Personnel,
to come up with a statement of actions necessary to implement the increased JOT
Program. In this regard please note paragraph 4c. of Colonel White's memorandum
to the DDCI which requires a report by 1 March 1964 detailing plans of the Offices
of Personnel, Security and Training and the Medical Staff for implementing the
increased JOT Program.
Arts
Distribution:
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V
VR.T
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