SUPPORT OFFICERS DEVELOPMENT PROGRAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R001400020001-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 25
• Document Creation Date: December 14, 2016
• Document Release Date: November 18, 2002
• Sequence Number: 1
• Publication Date: August 29, 1966
• Content Type: MF

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MEMORANDUM FOR. Executive Officer to the Deputy Director for Support
SUBJECT : Support Officers Development Program
1. Attached is a paper reporting the results of a review made, at your
request, of the Support Officers Development Program as to its administration
and participant requirements. Recommendations concerning these aspects of
the program, are found on pages 8, 9, and 10.
2. The attached paper is based upon interviews with personnel in the
Office of Training; Office of Computer Services; Office of Personnel; Office
of Finance; Office of Logistics; Office of Security; Assistant Executive Officer
to the DD/S, and the Executive Secretary of the Support Development Panel.
Also there were numerous personnel data tabulations, biographic profiles,
records of the Deputy Director for Support, and other documents perused as
of pertinence to questions raised in the context of the SODP Review.
3. Actions indicated by this review of the Support Officers Development
Program are:
a. Administration
Reissue DD/S Administrative Instruction No. 64-15,
to further define and outline procedures for SODP partic-
ipant administration through the training dnd developmental
phases of the program.
b. Slotting
DD/S Offices absorb current SODP participants on
developmental assignments at headquarters against
existing vacancies.
c. Requirements
Hold the establishment of more specific SODP partic-
ipant requirements in abeyance pending the completion of
the current efforts of the Office of Personnel, Plans and
Review Staff, in its development of staffing plans for the
DD/S Offices and career services.
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ATTACHMENT: SODP Review Report
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SUBJECT: Report of a Review made of the Support Officers Development
Program Requirements and Administration
A. The Support Officers Development Program involves three (3)
integrant areas of responsibility. These are:
1. The establishment of an adequate number of positions on
an appropriate table of organization against which program
participants may be slotted during initial training, on-the-
job evaluation, and development phases of the program.
This responsibility also includes the budgeting for these
positions.
2. The administration of the three phases of the program,
as well as the participants as they progress through these
phases.
3. The career management of the program participants,
beginning with the post training phase. This responsibility
includes the determination of assignments, promotions,
further training, etc., as well as the review and approval
of other actions. pertinent to the professional development
of a program participant.
B. All of these responsibility areas raise the questions of:
1. To whom should these responsibilities be assigned?
2. How are they to be fulfilled?
C. The problem is the resolution of the above questions.
H. BACKGROUND
The Su ort Officers Development Program. is founded on such basic
papers asiI dated 22 November 1963; DDS Administrative Instruction
No. 64-15, dated 20 November 1964; and 1963;
dated 13 April 1965.The
implementation of the philosophy, policy, and objectives of the program
established in these papers is to be found in subsequent discussions, papers,
and actions, both formal and informal, of staff members of the immediate
office of the Deputy Director for support, the Office of Training, and the
Support Development Panel.. It is this background that has provided a firm
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basis to the SODP, and has given the program its impetus and momentum,.
III. FACTS BEARING ON THE PROBLEM
A. SODP Candidate Selection
In general, SODP candidates are selected from each class of
trainees in the Career Training Program, by a statement of personal
trainee preference, or by direct sponsorship of a support component
through the CTP. Each class is reviewed by the Office of Training,
in conjunction with the Support Development Panel, in accordance
with requirements received from the Deputy Director for Support
Offices, and other Offices having support personnel requirements.
B. SODP Candidate Training
Each SODP candidate is given the basic CTP training of 15 weeks,
plus an additional 8 weeks of training in Support Services. Each select-
ee is then given a six-month on-the-job training evaluation assignment.
Thus, SODP candidates receive a total of 23 weeks basic training, and
26 weeks on-the-job training prior to a developmental assignment.
This brings the pre-developmental assignment training to approximately
1 year. This could be extended yet another 26 weeks under the language
training requirements set forth in0 dated 11 May 1966. There 25X1
also exist interim assignments of SODP candidates after completion of
the CTP while they are awaiting the beginning of the Support Services
course of instruction.
C. SODP Candidate Slotting
Under current arrangements, SODP candidates are slotted in
the CTP until they have completed their basic and on-the-job training.
The Office of Training also budgets for these slots, to cover a period
up to 16 months. There are, of course, exceptions to this slotting of
SODP candidates by the Office of Training, and there are at present
4 CTs in developmental assignments who remain on the CTP slots,
althot h they have been out of formal training for nearly a year or
better.
D. SODP Candidate Administration
1. As noted above, the Office of Training retains cognizance of
SODP candidates while awaiting a. continuation of training under the
Support Services phase of training, as well as during the 6' months
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on-the-job training evaluation period. During these two periods, the
Office of Training is responsible for the administration of these CTs
and has an administrative procedure to be followed by the component
to which the career trainee is assigned. The Office of Training also
has an administrative procedure to be followed by components to
which a career trainee is assigned on a trial attachment. Copies of
both procedures are attached as TAB A and TAB B respectively. OTR
has a follow-up system to insure compliance with these administrative
procedures.
2. After receiving a developmental assignment, the SODP
participant is administered by the component to which assigned as
any other staff employee.
E. SODP Participant Career Management
Responsibility for the career management of SODP participants
lies with the Support Development Panel. And while this career man-
agement begins, for the most part, with the participant's first devel-
opmental assignment, the Panel has been involved from, the ti.m.e of the
program member's selection. The Panel solicits requirements from
the various Offices, and is involved in the meeting of these requirements.
The Panel attempts to follow the progress of each candidate until it
assumes career management cognizance of the participant at the time
of developmental assignment. The Panel then performs the functions
implicit in the management of the employee's career.
F. Status of SODP Participants
1. As of June, 1966, there were a total of 62 SODP participants
assigned as follows:
DD/S Headquarters :
DD/P Headquarters :
DD/P Field
OC Field
Other Headquarters :
2. These participants were slotted a~
DD/S Headquarters :
DD/P Headquarters
DD/P Field
OC Field
CTP
Other Headquarters:
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3. By March, 1967, it is planned that these 62 participants will
be assigned and slotted as follows:
DD/S Headquarters :
DD/P Headquarters :
DD/P Field
OC Field
Other Headquarters:
4. A roster of SODP participants and their present status is
attached as TAB C.
IV. DISCUSSION AND CONCLUSIONS
A. General
There is no question but that the Support Officers Development
Program, is a sound managerial technique for providing the Agency with
professional personnel. The program, also gives a measure of assur-
ance that professional and general officer positions can be filled with
fully qualified personnel rather than encumbered with personnel who
have been advanced because of convenience, or for whatever other
reason. The SODP, then, provides the Agency with a means for the
maintenance of a cadre of trained manpower in a critical area, and
its justification is fully established. This review, therefore, was
not concerned with the rationale behind the program, but rather with
the program's implementation, from which have arisen the questions
noted in the statiment of the problem. The following discussion is
addressed to these questions and includes inferences and conclusions
as a matter of convenience.
B. Position Requirements
The respective Career Services within the DD/S have been and
should continue to be the basic SODP requirement and utilization
planning element. Each DD/S career service is identified with its
functional components, hence, SODP planning can be concurrent with
the overall personnel planning of each Office. It is essential, however,
that in the development of personnel staffing plans, each planning unit :
1. Identify those positions which are considered to be of such a
nature that they require professional expertise, as well as an
appreciation of overall DD/S mission and functions, as opposed
to those positions which are strictly technical and peculiar to
the particular Office.
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2. Project attrition rates in these positions over an established
planning period, usually 5 years, by grade.
3. Combine expected attrition rates with planned T/O increases
and arrive at projected professional position requirements
4. Determine through what media these requirements should or
will be filled, i. e.:
a. Promotion from within the respective career service.
b. Reassignment from outside the respective career
service.
c. Direct recruitment.
d. Vertical entry by individuals who have qualified
through personal initiative and development outside the
mechanism of a career program.
e. Support Officers Development Program.
5. Include requirements for SODP entrants in every plan.
6. Review the 5-year plan annually as an evaluation of projected
personnel requirements, specifically SODP requirements, to
provide firm current requirements for recruitment purposes.
C. SODP Candidate Recruitment
While there is no basis for a criticism of the CTP policy of attempting
to recruit candidates with the best possible academic and other qualifications,
the question can and should be asked as to whether there is an over emphasis
on recruitment of candidates from outside the Agency to enter directly into
the program. It would seem likely that there are personnel within the Agency
who are pursuing professional or technical education at local institutions on
their own initiative and on their own time, especially in view of educational
benefits provided through military service legislation. These individuals
may not meet the initial educational requirements of the CTP, for instance,
but may have had experience as junior officers or in related responsibilities,
and display potential which, through CTP training and SODP enlargement,
would provide the DD/S with another source of professional and officer
manpower. Such an opportunity might also provide an incentive for clerical
or other promising individuals to increase their educational qualifications
along with experience.
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D. Slotting and Budgeting
With the determination of its professional personnel requirements,
each Office should allocate positions in the number of these personnel it
is requesting through the Support Officers Development Program,, and
budget for these positions as appropriate. And while it is realized that
SODP candidates may not be assigned until the end of a 5-year develop-
ment program, it is assumed that the number requested by an Office
will also be assigned at the end of the developmental period, and that the
positions will be used by trainees moving through the Offices during the
period.
E. SODP Participant Administration
While. SODP participants are in a training status in the CTP, in the
Support Services course, on interim, assignments while awaiting the
Support Services course to convene, in language training, or other
training, it seems reasonable that the Office of Training be responsible
for the administration of the candidate because he remains on the CTP
table of organization. Any minor inconvenience caused by this arrange-
ment certainly could be tolerated. It is also acceptable for the Office
of Training to retain administrative cognizance for the six-month "Trial
Attachment" period. This trial period has the advantage of providing the
Office of Training with a means of program, as well as candidate evalua-
tion. Again, any administrative inconvenience during this period could
be tolerated. At the end of the complete training and evaluation phases
of the program., SODP participants should come under the direct cognizance
of the Support Development Panel for career management. However, when
a participant is assigned, even though for experience rotation, he should
be slotted against positions in the .ost Office. The host Office should also
assume administrative responsibility for the SODP participant as for any
other staff employee.
F. SODP Participant Career Management
As noted above, the Office. of Training relinquishes any responsi-
bility for SODP participants at the end of the initial training and evaluation
period. Administrative responsibility then moves to the host Office.
However, the Support Development Panel retains career management
responsibility for the participant, and acts as the action or information
medium over matters having a direct bearing upon the career of the
participant. This means that the Support Development Panel should
review and/or recommend actions as to assignments, promotions,
career service changes, separations, training, etc., and be provided
information on such matters as fitness reports, awards and commendations,
security, medical, and other such personnel involvements.
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G. Availability of Planning and Programming Data
1. For the most part, data required for Office personnel planning
and programming are available at the present time in one form, or another.
Also, the Office of Personnel, Plans and Review Staff, is presently engaged
in accumulating data from the operating Offices under advanced staffing
plans which will provide a source of organized pinning data. Further,
efforts are being made by the Office of Personnel, Records and Control
Division, to develop files of historical data which can, organized and
reproduced in the automatic data processing systems. These sources
can be combined in the future to produce the qualitative and quantitative
data upon which management will be able to base more scientific esti-
mates of SODP requirements. on a timely basis. The compilation of
some data at this time, while possible, would be time consuming.
2. A copy of the Office of Personnel, Plans and Review Staff,
outline for the development of Advanced Annual Staffing Plans for Offices
and Career Services is attached as TAB D.
H. Administrative Procedures
There is no indication that the present procedures for the admin-
istration of SODP participants need be changed while under the cognizance
of the Office of Training. Upon release for developmental assignment,
procedures should be established to insure the Support Development Panel's
receipt of appropriate personnel matters concerning the SODP participant.
These provisions could be included in a revision of DD/S Administrative
Instruction No. 64-15.
1. Support Development Panel Mechanics
1. At the present rate of 50 SODP trainees entering the progran:.a
year, and once the pipe line of 60 participants to the DD/P is filled, the
Support Development Panel will have arrived at a plateau of around 250
personnel to manage by the end of 1971. An attempt by the Panel to
maintain a continual overview of all 250 individuals at one time will be
cumbersome and possibly not necessary. The Panel would need projected
assignment data, and of possible assistance would be a career plan for
each participant to serve as a model against which development could be
compared and evaluated. Panel records could be held to a minimum., with
the Panel relying upon support from the Office of Personnel, Records and
Control Division, for current biographic profiles, and other data compila-
tions. Once the Agency hag an integrated personnel information system,
the Panel would have the facility of acquiring various combinations of
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of information for long range planning, as well as for ad hoc actions.
While the number of SODP participants remains relatively small, and
lacking the automated data facility, the Panel can maintain spread
sheets and other manual controls and information systems as necessary.
As the number of SODP participants increases, however, these manual
controls will not be practicable.
2. CT projections for the years 1965 through 1969, based upon
10 classes of 25 members each is attached as TAB R.
V. RECOMMENDATIONS
Although the Support Officers Development Program is in its infancy,
there is ample evidence that a great deal of thought has already been given to
the questions raised in this paper. And, if anything, the findings during the
course of developing background information to this paper only serve to coorob-
orate the thinking of the Executive Officer to the DD/S, the Special Planning
Assistant to the DD/S, the Assistant Executive Officer to the DD/S, the Executive
Secretary of the Support Development Panel, and other senior officers. The
recommendations set forth below reflect this thinking and influence, although
they have been arrived at independently.
RECOMMENDATION NO. I
The Support Officers Development Program should not be
used as the sole source of professional personnel within the DD/S,
but be used as the main source for the filling of those specific
positions identified by the DD/S Offices as requiring professional
expertise, and a knowledge of the overall functions of the DD/S.
There will be, of necessity and practicality, lateral entry to some
positions of a specialized nature peculiar to the functional Offices.
The SODP, however, should be the medium, for providing DD/S
officer personnel on a selective basis, and while the connotation
of future "senior officer" is avoided, this remains as a tacit
consideration, especially for the "S" Career Service.
RECOMMENDATION NO. 2
The Offices of the DD/S should undertake a serious and critical
review of the positions witb.n its structure, and identify those viewed
as of such a nature that they should be filled with personnel having had
the benefit of broad DD/S training and experience.
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The Offices of the DD/S establish requirements, and provide
positions in the same number of SODP participant requirements as a
part of their 5-year plans.
RECOMMENDATION NO. 4
The Office of Training carry SODP candidates on the CTP T/O
only for the period of initial training and post training evaluation.
SODP participants be assigned to the host component position at the
time of assignment for developmental purposes.
RECOMMENDATION NO. 5
There be no centralized administration of SODP participants
after leaving OTR cognizance. Rather, they should be administered
as any other staff employee by the host component.
RECOMMENDATION NO. 6
The Support Development Panel be the action channel as to
recommendations concerning promotions, assignments, career
designation changes, training, separation, and all other matters
having a direct bearing upon a participants career.
RECOMMENDATION NO. 7
All fitness reports, awards and commendation recommendations,
as well as pertinent security, medical, or other matters involving a
program, participant but not necessarily requiring action be forwarded
through the Panel for information.
RECOMMENDATION NO. 8
No separate SODP development complement be maintained.
RECOMMENDATION NO. 9
The "S" Career Service consider rotation of SODP participants
from the several other DD/S career services to its Support Officer
positions, and that the "S" career be withheld as a specific career
choice for SODP candidates, and be held as a career to which partic-
ipants may be selected alter having received development through
other DD/S careers.
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RECOMMENDATION NO. 10
DD/S Administrative Instruction No. 64-15 be reissued as
suggested by the Executive Secretary of the Support Development
Panel, with proQi.sions for the channeling of career information
to the Support Development Panel. A proposed revision of DD/S
Administrative Instruction No. 64-15 is attached as TAB F.
RECOMMENDATION NO. 11
DD/S Offices absorb current SODP participants' at headquarters
against existing vacancies. (Program. participants assigned to staff
offices of the DD/S could be slotted in the existing development
complement.)
RECOMMENDATION NO. 12
OTR be reoriented to give more consideration to the selection
of CTP trainees toward filling the requirements of the SODP, and that
efforts be increased to obtain candidates from personnel already on
duty within the DD/S Offices.
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MEMORANDUM FOR:
ATTENTION . Administrative Officer,
FROM Chief, Career Training Program
SUBJECT . Trial Attachment of Career Trainee
1. This memorandum confirms the attachment of Subject for
on-the-job training in your Division as the second phase of the
Career Training Program.
2. The purposes of this trial attachment are:
a. To test his abilities in the practical application
of his formal training;
b. To evaluate his potential and suitability for
permanent assignment;
c. To train him for a specific assignment appropriate
to his aptitudes and development;
d. To stimulate his motivation for a career in the
Agency.
3. The attachment for six months effective
can be adjusted by mutual consent according to circumstances or
need for additional training. It is especially important that
the Chief/CTP be notified immediately if th'e trainee is not
appropriately placed or is not effective in his work.
4. The Career Trainee has been fully informed of the
significance of this trial period in his career development.
5. Details of administrative procedures are attached.
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For du?-ervi cor :
1. The office or divisionn trill maintain time and attendance records during
the period of this attachment.
r. Overtime can be authorized only after cupervisor' has checked With the
CT Pro3ran Officer. OTR will be reitbuxsed by division or office for overtime
payr_rents. The T&A clerl. should report to CTP at the end of each ray period any
overt ne uorl.ed by a Career Trainee.
, Any security violations by this Career Trainee will be candled in the
manner that is appropriate to the division or staff. Chief/CTP dill be notified
in this event.
4. Supervisors will execute any fitness reports covering the period of this
attachment. Chief/CTP will countersign such reports.
5. Supervisors tuiil provide job performance data to the Chief/CTP uhen the
Career Trainee enters A promotion zone of consideration.
6. CTP is located in Poom 743, 1000 Glebe, extension
should be addressed to TIr.
Any questions
7. It is requested that each supervisor submit a progress report after
three months of attachment, In the event of rotational assignments within a
division ulhere supervisors change, a progress report should be submitted at the
end o: each phase of the rotation.
For Career Trainee:
8. Any leave will be worked out with the supervisor and if approved must
be corimunicated by telephone to the CTF office. See paragraph (1) abdve.
The Career Trainee will furnish Chief/CTP with a progress report after
the first month o attachment and every tv7o months thereafter. Items desired
include:
a. Descri-tion of activities
b. Plano for next reporting period
c. llamas and titles of superv core
d. Assessment of value of present experience
e. Any constructive suggestions
These reports should be routed to Chief/CTP via the supervisor.
1u. The Career Trainee will advise this office of his roota number and
extension and name of his supervisor as soon as noccible after attachment.
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1. Advanced Annual Staffing Plans for Offices and Career Services
a. Advanced Office and Career Service plans for the ensuing Fiscal Year
will be.based on historical personnel loss factors and known ceiling totals.
b. Advanced Annual Staffing Plans will achieve two Agency-wide purposes,
namely: (1) they will provide agreed upon annual forecasts of staffing re-
quirements, against which specific recruitment requests can be programmed and
monitored during the year; and (2) they will provide a total measure, when
collated, of the occupational skills that will be needed by the Agency across-
the-board, which recruiters and management can use in assigning priorities of
effort and checking progress.
c. The Advanced Staffing Plan will not only give Heads of Offices and
Career Services a prediction of the developments that are expected to occur
during the year in their components (by Grade level), but this preview should
be a major tool in career planning. It would enable the Office Head or career
manager to derive his precise input requirements per grade from an analysis of
prospective internal developments, including internal changes he may consciously
pre-plan such as personal development of selected individuals,.utilization of
fewer clericals in professional jobs, and reduction of the overage of personnel
in certain grades.
d. Office Staffing Plans should be prepared because the Agency's five
year planning and budgetary cycle is by Office and ceiling allocations are
by Office. Career Services plans are likewise necessary since these units
have staffing responsibility, especially the DDS Career Services which must
provide personnel to other Career Services in addition to staffing their own
offices.
e. The proposed method for constructing Advanced Staffing Plans for each
Office is as follows:
(1) Determine the actual and planned ceiling for FY '67 at each
grade level, by spreading the existing Office ceiling by grade and
adding to each grade total the Office's planned allocation by grade
of any new FY '67 ceiling increase (or decrease). See Item 1 of Figure
1, Page 1.
(2) Estimate the net changes that will occur during FY '67 in the
On Duty Strength of the Office at each grade level because of Agency
separations, reassignments in and out of the grade, and promotions
to and from the grade. See Items 2,3 and I+ of Figure 1, Page 1.
(3) Obtain from the Office its input requirements at each grade
(or grade ranges), based on the difference between the total.ceiling
spaces per grade and the On Duty Strength at each grade alter the
adjustments described above. See Item 6 of Figure 1, Page 1.
(4) Obtain from the Office the exact occupational categories for
the number of input requirements specified for each grade (or grade
range) . See Figure 1, Page 3.
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f. Advanced Annual Staffing Plans of Career Services would be derived .
by reconstituting the input requirements occupationally defined by all of the
Offices. (E.g. ORR might require one additional personnel officer and one
additional training officer among its planned needs.)
g. A model of an Office Staffing Plan for the Ensuing Fiscal Year is
attached.
2. Office and Career Service Long-Range Projections
a. Office and Career Service projections beyond the ensuing Fiscal Year
are more difficult to accomplish since employment levels are estimated; Office
and Career Service needs are more difficult to predict; and historical data
pertaining to losses and changes in the composition of the Offices and Career
Services are harder to ascertain and apply with precision. Notwithstanding
these facts, the Agency's commitment to five year planning in the Program
Call is beset with similar uncertainties. It is now a well established fact
that the Program Call is both a personnel and a money plan, and long-range
personnel projections must be developed as an aid to management and planners
in structuring their programs and determining the costs involved.
b. The methodology contemplated for the basic five year projection plans
for Offices and Career Services is as follows:
(1) Basic 5 Year Office Plans (according to personnel totals re-
quested by Offices in Program Call) would be derived from occupational
projections for five years of the Advanced Annual Staffing Plan.
(a) Obtain from the Office an occupational breakdown of the
total manpower levels (increase or decrease) requested in the
Program Call for each of the Fiscal Years 68-72.
(b) In order to determine the total occupational requirements
for each FY during FY 168-'72 add the total increased (or de-
creased) personnel requirements by occupational category for
Fiscal Years 1967-1972 to the totals by occupational category
contained in the FY '67 Advanced Staffing Plan. (These
occupational totals could be further broken down by grade
level when feasible.)
(e) Apply the personnel loss factors used in the Advanced
Staffing Plan to figure requirements in FY '68-'72
(d) Supplement the numerically-determined requirements by any
pertinent narrative which would amplify the key developments
contemplated during the 5 year period.
(e) See Figure 2 for a model illustration.
(2) Career Service 5 Year plans would be reconstituted from the
Office plans.
2
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Figure 1
Page 2
Obviously, Office planned allocations by grade are subject to classification action but they are adequate for estimating
purposes.
The ODS would be as of the date of preparation of this model, presumably one or two months before beginning of FY.
Ichanges in each grade due to promotions in and out would be based on (a) historical data and (b) current assessments
by Office of its romotional plans for ensuing FY. (Have used Agency-wide percentages of promotions to next grade for
FY '65 in sample.
'Reassignments in and Out means In and Out of the component. In actual models, future office plans regarding
2 5X1 internal organization shifts or modifications of previous experience to make it more compatible with the
future-would be taken into account.
~JIn smaller Offices it may be appropriate to group recruitment requirements by grade ranges. Once the Office has a
preview of its estimated personnel picture for the coming FY, based on historical data, it would then program it's
staffing requirements in relation to anticipated developments at each grade, e.g. in the model, there are apt to be
56 clericals spaces in grades GS-04 through GS-06 so 56 requirements at the grades GS-04+ and GS-05 are planned.
I ia1. input requirements in relation to the available spaces per grade would be accomplished by management decision-
and career planning.
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PERSONNEL REQUIREMENTS IN XYZ ADVANCED
ANNUAL STAFFING PLAN FOR FY t67
(BY OCCUPATIONAL CATEGORY)
Su ry of Occupational Categories*
25X1 Gs-01i.
GS-05
GS-07
GS-08
GS-09
GS-12
GS-13
GS-l4
Clerks - Typists
Clks - Stenos
Info Control Clks
Couriers
Sec - Stenos
Pere Asst
Card Punch Operators
Intel Assts
CTPs
Librarians
Mathematicians
Intel Off (Econ Series)
Intel Off (Econ Series)
Cartographic Draftsmen
Intel Off (Econ Series)
Indust Econ Series
Intel Off (Econ Series)
Intel Off (Econ Series)
Intel Off (Econ Series)
*Attached are current revised recruitment requisitions currently required.
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ICIA-RDP84-0078QR001400020001-6 Figure 2
Page 1
I
PROJECTION OF PERSONNEL REQUIREMENTS IN XYZ OFFICES FOR FY 68-'72
FY 67
Approved
FY 68
1. Ceiling
2. Personnel Requirements
B. Ceiling Increase
or Decrease
Office Requested in Program Call
FY '69
FY '70
FY 1 71
25X1
FY '72
NOTE: See Page 2 for Occupational Breakdown of Requirements.
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Approved For Release 2002/11/20 : CIA-RDP84-00780 R001400020001-6
 pproved For Release 2002/11/20 : CIA-RDP84-00780 R001400020001'-6 .
TRAINI
20 November 1964
DD/S Al NISI.;, NE
IIQS7.1~1lC;TION ?+
1. The Support Officers Development Progrem~is.a program to
furnish each of the Support Career Serviceswith,:an;annual quota )f
well-trained junior officers subject to. their; needs:; The Jun:: or
Officer Training Program viii be the primary" bource'of candidates
for the Support Officers Development Program but; Heads of Supper
Career Services will be encouraged to nomJ.natecAndividuals whom.tiey
feel'are qualified for and can benefit from-participation.:
2. Officers selecte&sfor this program,will;be~given: the app:)r-
tunity to gain varied experience ?in order to,,identify;their inter,~!ste,,
test their aptitudes, and eventually to arrang6'foritheirassignments
to one of the specialized Support: Career,Service of to the "S" S>rv-
ice. However, the program,vili be flexibletenoughu` o"eecanmtodat?
interests of individual participants who mayr;tantt point their
careers toward one of the Supports specialties f'ro t h e outset . i i
order to accomplish these objectives:and ,o maintiiia an orderly pro-
nd
gram, it has been concluded that central management; is necessary
that this will be done from the Office of the Depot) Director for
Support. Central management will offer a centralservice. to all
Support Career Services and ensure due regard'for'
will be planned for the early phases of they development pro-
gram. However, it should be noted that overseas service of
this type may not be avsflala_ or may not be- realistic fray.. .
every participant.
(3) Thet detveelopment$l eosperienc. will be tailored to
the needs of the Support dire ctorate at weU awthose of the.
Individual and the tndividwel S ppOrt Career Sorvidt. Each-
office will be responsible for ensuring that the d M nment`:
of an individual within that ogimla dreg that 1>e wi lhave
an opporttmity to make mauiteatun boettibdttOnc m f n tions, of
the office commensurate with his, grade s Il+e iewe aid
consistent with the long-range obJectkes oftta .,. In
this connection it is not ma asarily that tic - Y,
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participant become a teebn'idt3 e3qMWIn tliY 110WO.W of an
given office but that he should;de alb a Eit a~ f
od experience withahea ofdcs as a a
broader base
AssigAmenta should be active and protaaxb ,b* p auction
in comparison with that of ertsncerd=t+eic nest
be the only yardstick of measuring; ?,
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c. Slotting and Participant Adm.inistratien
(1) Most participants will be assigned.to established
positions either at Headquarters or in the field. A,-
;mall-number of slots are available to accommodate participants
engaging in training or in other activities where assignment
to individual components is not feasible. These slora are
administered from the office of the Deputy Director for Support.
* (2) While a participant in the Support Officers Developm ;at
Program, is on an interim assignment between., the ez:ding of one.
training course and the beginning of another, or while on a ta-H I
attachment, administrative responsibility for. the,,trainee will
remain with the Office of Training.. Host: organizations will be
responsible for supplying the Office of Training suc:ih[ admin-
istrative and program or trainee-evaluation:` iiiformationl%as, the
Office of Training may require.:;
(3) Upon assignment after the, initial training andeva.:iua-
tion period, SODP participants will be administered by the com-
ponent to which assigned as any other. staff employee. However,
all promotion recommendations; proposed assignments,, proposoct
changes in career designations, requests for training, LWOP
requests, fitness reports, recommendations for aw:trrds and corn.-'
mendations, changes in educational levels,, as welhI,&security,
medical, and other matters pertaining to the career or deve.lop-
m.ent of the SODP participants are to be forwarded through the
Support Development Panel, during the 4 to 6 year development
perioc, for action or information as appropriate.
tenance of the Agency support programi
is considered necessary in order to ensure the highest'competencce-in'
our personnel for the present and Enure in. the.developmeut, and main-t
cooperation of the DDS component offices should`ensire a highly>effec
tive program which will provide, the several- Support .oervicesrwith aoR.
steady input of highly qualified and talented officers.::Such d programs
3. An effective central mechanism with the full participation and,,
'FOR THE DEPUTY DIRECTOR FOR SUPPORT:,
Added:to Instruction proposed
Support Development Panel
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