ACTIVITIES OF THE MANAGEMENT ADVISORY GROUP JUNE 1972-MAY 1973

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R005200200027-6
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 99
• Document Creation Date: December 19, 2016
• Document Release Date: November 21, 2006
• Sequence Number: 27
• Publication Date: May 1, 1973
• Content Type: REPORT

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Activities of
the Management Advisory Group
June 1972-May 1973
"PI.IC Pages 22,23, 63 TN LI
316 25 TN ILl 29, 33 thru 39, 68 thru
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14 June 1973
MEMORANDUM FOR: Director of Central Intelligence
SUBJECT Activities of. the Management
Advisory Group, June 1972 - May 1973
1. This memorandum summarizes the activities
of the Management Advisory Group during the past
twelve months.
2. The policy of staggered appointments to
MAG again resulted in a complete renewal of its
membership. Some of the new designees were selected
through advertisement of vacancies, as MAG itself
had recommended toward ensuring effective performance.
MAG has continued to meet on a monthly basis: one
regular business session and generally also a
dinner session. Guest speakers, in addition to
the Deputy Director of Central In T
included (in order of at)nearance)
3. MAG this year prepared a number of
papers and recommendations on its own initiative,
submitting them to the Executive Secretary of the
Management Committee (formerly the Executive
Director - Comptroller):
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A. Appointments to the Management
Advisory Group. MAG propose- that each Directorate
review its procedures for filling MAC vacancies
and suggested ways to open membership to a
broader circle'of interested individuals (Tab A).
B. Recommendations Regarding the
"FYI - Allegations and Answers" Series. MAG.
recommended continued experimentation with this
series. However, noting the existence of
scepticism among its peers, MAG cited the most
frequently mentioned deficiencies and suggested
changes to make the series more credible (Tab
C. Recommendations on Credit UnionManagement. MAG called attention to possible-
improprieties in the practices of the Credit
Union's Board of Directors and recommended a
review of the union's managerial procedures.
As a result, a discussion was held betieen the
Executive Director-Comptroller and the appropriate
officials concerning the Board's electoral pro-
cedures and the Board's responsiveness to Credit
Union membership as a whole. MAG's concern thus
has been alleviated (Tab C).
``
tD. Dissemination of Information. As
a follow-on to the earlier MAG paper on "Allegations
and Answers," MAG recommended that information
bulletins be coordinated and issued from one
central point. Such bulletins should include a
statement of purpose and be as straightforward
and factual as possible. MAG also offered to
review such issuances prior to distribution
(Tab D).
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g in
E. Improving the Role of Training
Personnel Management. MAC felt that the Agency
was not effectively utilizing training in
personnel management and career development.
Thirteen recommendations related to the concept
of the "training officer," management's role,
and the role of OTR were included in the MAG
report. In a memo to the Ex Dir, the Director
of Training responded in detail to MAG's recommenda-
tions (Tab E).
F. Assignment of Co-op Students and
Summer Interns to Audit Staff. MAG expresso
i.ts concern about an a egation that Co-op Students
and/or Summer Interns were being used to audit
field stations and bases, thereby exposing
employees who might have only a brief relationship
with the Agency to sensitive information that
an audit reveals. MAG felt the subject was of
sufficient gravity to call to the Executive
Director's attention for possible investigation.
The Ex Dir discussed the matter with appropriate
officers on the Audit Staff, who agreed to consider
the implications of using such employees in auditing
field offices (Tab F).
G. Useful Policies and Procedures.
MAG catalogued numerous procedures an-d policies
in limited use within the Agency which appeared
to have more universal utility. The Executive
Director forwarded the paper to the Office of
Personnel, which prepared a compilation of addi-
tional useful techniques. Subsequently, the
Executive Director directed that these techniques
be publicized. So far we know of no follow-up
on this, although MAG itself is preparing a sequel
to this catalogue (Tab G).
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H. Program for the Prevention and
Treatment of Alcoholism. Pointing out that the
Agency had not made sufficient effort toward
educating employees about alcoholism, MAG made
several recommendations for better implementation
of existing Age y. Subsequently the
DDM&S issued 1-IN "Program for the Prevention
and Treatment o coho ism" as one response to
MAG's paper. Other MAC suggestions are now being
considered by OP (Tab PI)
I. Employee Bulletin on RIF and
Assumed Reorganization. MAG recommended that
official gency policy statements be made on
proposed plans for personnel reductions and
reorganization -- subjects rampant in the news-
papers and the rumor mill. Since then MAG has
noted with pleasure the release of several policy
statements on these and other subjects of
employee concern (Tab 1).
\~'"J. Career Services: Need for Change.
MAG proposed major alterations in the Career
Services system. Recommendations included reducing
the number of Services from 23 to 5, promoting
greater career mobility between Services, setting
tip a career counseling system in each Service,
and standardizing basic evaluation criteria for
use in all Services. MAG hopes its ideas will
be considered in the-OP study of the problem now
underway (Tab J).
W" K. Use of Part-Time Professional
Employees. From MAG s perspective, tie utiliza-
tion of such employees has a number of advantages
to the Agency, especially for the retention of
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specialized skills that might otherwise be permanently
lost. Other possible benefits include the consolida-
tion of work tasks (with attendant savings in
resources), greater opportunities for the rapid
advancement of younger officers, and flexibility
in training-which is oriented toward professional
broadening or retirement in a second career. The
Executive Secretary sent MAG's paper to the DDM{S
for action; OP has asked the Deputy Directors to
comment on ways to implement MAG's suggestions
(Tab X).
4. Studies or recommendations on issues
raised by management included the following:
A. Revision of Fitness Report System.
In response to a request from the Executive Director,
MAG reviewed several inter-related OP papers on
the Fitness Report and Career Development programs
and submitted its recommendations for changes in
the proposed system. Some ideas from MAG's review
were accepted in the revised Fitness Report system
recently approved by the Management Committee
(Tab L).
B. Effective Lateral Communications.
In response to a query from the Assistant tole
Executive Director, MAG reported on the need
for better lateral communications (despite "need-
to-know") within the Agency. It listed methods
by which such communications could be improved,
for example: country or subject seminars, a
data bank of specialists, and closer personal
contact between components. DDS was tasked
with preparation of a functional Agency phone book,
which is near completion (Tab M).
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C. Personnel Development Program. At
the request of the Executive Director-Comptroller,
MAG reviewed the Office of Personnel's planned
Personnel Development Program, finding it to be
an excellent systematic approach to executive
development. MAG evaluated its probable effective-
ness and acceptance, noted the effort that would
be required to implement it, and pointed out
possible pitfalls in the plan (Tab N).
ti% D. The Agency's Imago Revisited. At
the request of the Executive Director, MAG reviewed
an earlier NAG memorandum (18 November 1970) on
this subject. The review confirmed the memorandum's
judgment that the Agency's image is determined
mainly by the quality of its work. MAC felt,
however, that several of the earlier recommendations
were now either superfluous or likely to be
counterproductive. In today's environment, MAG
recommended a generally low-key approach, specifically
calling for reinstitution of the "100 Universities
Program" and for increased public service endeavors
such as the OMS drug exhibit. The Executive
Director passed MAG's recommendations to the
Director of Personnel, who proposed, as a first
step, a modified "100 Universities Program." This
proposal, endorsed by the DDMIS, was approved by
the Management Committee. Other suggestions have
yet to be considered (Tab 0).
/1(I E. Air Proprietaries. At the request
of the Deputy Director of Support, MAC looked into
the subject of air proprietaries and concluded
that a study-in-depth on their need and management
was long overdue. Such a review was determined,
however, to be beyond MAG's capability and purview
(Tab P).
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Lfk W F. Agency =Esprit. At the request of
the Deputy Director of Support, NAG conducted a
modest survey of employee attitudes to determine
if there were an Agency morale problem. NAG con-
cluded that while morale was not a major factor
across the board, significant problems existed
in some components. MAG recommended inter alia
that the Deputy Directors and Office Di Di ectors
should make themselves more visible to their
employees; that only those who demonstrate a
competence for management be promoted into
supervisory positions; and that rotational assign-
ments and transfers between Directorates for
employees with promotion potential be made easier.
This memorandum was the subject of a group session
with the Director in March, which resulted in the
elaboration of management commitments to action;
DDMES and DDO have prepared responses to those
commitments at the request of the Assistant to
the Executive Secretary (Tab Q).
G. Review of Fitness Report Program.
MAG reviewed for the Executive Secretary a
memorandum of the Director of Personnel on fitness
reports. Agreeing with most of its conclusions
and recommendations, MAG particularly stressed
the need for giving Directorate-oriented training
to fitness report writers and for encouraging
deeper involvement of the employee in the prepara-
tion of the reports (Tab R).
1-1. Grievance Procedures. At the
request of the executive Secretary, MAG commented
on a Junior Officers' Study Group paper on this
subject. MAG concluded that the JOSG correctly
emphasized the need for greater publicity on the
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IG's role in handling employee grievances but
neglected broader aspects of'the problem. MAG
is reviewing the steps being instituted in each
Directorate in response to the IG's memo of 29
March 1973, which responded to certain suggestions
of the JOSG study (Tab S).
S. Employee Bulletin #337 of 19 December
1972 solicited views and suggestions for MAG's
consideration. Since then about a dozen responses
have been received, and in each instance we informed
the originators of our reactions.
A. Following up one suggestion regarding
a neutral location for a centralized vacancy notice
file, MAG prepared a separate memorandum to the
Executive Secretary with specific recommendations
(Tab T).
B. In other cases MAC discussed the
suggestion and, where warranted, forwarded it with
our endorsement to the Executive Secretary or other
Agency managers (Tab U).
6. Other MAG activities included:
A. Two group sessions (March and May)
with the DCI on a variety of current issues,
primarily centering on the problem of Agency morale.
B. Discussion with Mr. Colby (November)
regarding presentation of MAG's 1971-1972 Annual
Report at a meeting of the Deputy Directors.
C. Discussion with Mr. Brownman (May)
regarding categories of employees being declared
excess personnel (MAG's interest in this problem
continues).
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D. Group discussion with several
representatives of other advisory groups (December)
regarding Agency esprit.
E. Discussion with several Agency
managers on the Program Call mechanism for
measuring organizational performance (MAG's
interest continues).
F. Meetings at various times between
individual Deputy Directors and their MAG represen-
tatives on matters of common concern.
G. Response to the Executive Secretary
regarding management commitments issuing from
the Director's session with MAG in March.
II. Response to the Executive Secretary
(March) on a draft position paper about Agency
support of domestic police activities.
I. Group session (August) with recent
graduates of various OTR courses for mid-careerists
and middle-managers.
J. Presentation of MAG functions and
activities to participants of the Mid-Career
Course, Advanced Intelligence Seminar, and the
Senior Seminar.
K. In addition, exploration of a
variety of other topics which did not result in
a formal paper, for example, the use of "work-
time sheets" at NPIC, payroll administration
and related concerns of the Office of Finance, and
information handling and retrieval.
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7. MAG's more direct access to the DCI
and the Executive Secretary of the Management
Committee this year has reinforced its members'
sense of purpose in serving as an inter-directorate
sounding board on policy issues. MAG believes
that its increased recognition and use by management
has served to spur productivity among its members.
MAG is constantly looking for new ways to enhance
its responsiveness to management's needs, and it
welcomes even greater demands on MAG's resources.
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14 June 1972
MEMORANDUM FOR: Executive Director-Comptroller
SUBJECT: Appointments to the'Management Advisory Group
1. The Management Advisory Group has given some thought
in recent months to such problems as lack of awareness of MAG's
existence; attendance at MAG meetings; ability of MAG members
to follow through on assigned projects; and greater involve-
ment in and use of MAG at the Directorate and office level.
The question of selection of MAG representatives appears to
us directly related to these problems. More careful and pre-
cise selection procedures could help to ensure that those
chosen want to serve, are fully aware of and capable of deal-
ing with the responsibilities involved, and are willing and
able both to adjust their regular working schedules on occasion
and to spend whatever extra time is needed. Moreover, a re-
vision of procedures could ensure that the decision involves
more than a few people in the front office of the Directorates
and that more people become aware of. MAG' s functions.
2. MAG believe, that management also could benefit by
careful selection of appointees. If those serving are fully
qualified in every way, then they could more effectively ful-
fill the advisory and communication role for which MAG was
created. Moreover, because MAG offers a unique form of
executive training with exposure to "Agency capabilities,
problems, limitations, and dynamics," management could use
its MAG choices as part of an overall career development
plan for promising officers.
3. MAG therefore recommends that each Directorate re-
examine its selection procedures and consider alternative
methods. MAC; would like to see all Directorates use a
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system which involves various components below the Directorate
level in the selection process and which encourages interested
individuals to apply for a position on MAG. More precisely,
MAG recommends that various Staffs and Offices submit yearly
to the front offices of their respective Directorates a list
of names from which MAG appointments for that Directorate
would be chosen. Names could be added yearly to that list and
deletions made when necessary. Special care should be taken
to ensure that candidates are interested, available and quali-
fied to carry out MAG's responsibilities. The final choice
would be made by the individual Directorates. Those chosen
should be between 30 and 45 years of age; in grades 12-16;
should possess a recent pattern of Fitness Reports of at least
Strong; and should have had the Midcareer Course or interest
and experience in Agency-wide issues and activities. It would
be preferable if appointees in each Directorate represented
different age and grade categories.
4. To ensure that all interested individuals are con-
sidered, offices and Staffs should institute a procedure used
very successfully by NPIC in making appointments to its Train-
ing Selection Panel and Career Service Board. NPIC regularly
circulates memoranda inviting employees who are interested in
serving in either capacity to apply. The memoranda contain
guidelines and list duties. A sample of a possible memorandum
which could be circulated on MAG is attached. Those who apply
would be considered along with any other candidates the Office
deemed suitable.
5. MAG has been fortunate, for the most part, in having
members who have met the criteria of interest, availability
and suitability. The present system is haphazard, however,
and a change in the selection process could help to ensure
that MAG remains an effective instrument.
ATTACHMENT
Sample Memorandum
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MEMORANDUM FOR: Executive Director-Comptroller
SUBJECT : Recommendations Regarding the "FYI - Allegations
and Answers" Series
1. The purpose of this series, as stated in the memorandum
accompanying the first issue, is to provide Agency employees
background information on publicized CIA activities, as warranted,
to enable them to counter defamatory statements in their official
and social conversations.
2. In our view, the issues to date share the following
deficiencies:
A. They are likely to be misconstrued as attempts to
provide internal clarification regarding the publicized
activities. To the extent that they are so interpreted, t`Ley
are poorly received by our professionals as they represent
incomplete and sometimes misleading explanations.
B. As informative material meant for our non-Agency
associates, they are generally too superficial to be useful.
While our outside acquaintances are presumably less knowledgeable
on these subjects than we are, those likely to ask questions
are usually sophisticated people.
3. In the past, when challenged, the Agency has pursued a "no-
comment" stand, both internally and externally. We endorse this as
an appropriate policy in most instances. We do not feel that
"answers" to allegations should be provided our employees for use
in conversations with outsiders. In some cases, however, it might
be worthwhile to issue "FYI - Allegations and Facts" memoranda in
place of the present series. The "Facts" section (in contrast to
the current "Answers" section) would level, insofar as possible,
with selected recipients within the Agency, and would be for their
information only.
4. If time allows, ifAG would be willing, and indeed would
.appreciate, the opportunity to serve as a sounding board for further
issuances in this, or the proposed, series prior to distribution.
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5. We believe that continued experimentation in internal
communication is worthwhile. This should include purposeful verbal
clarification of controversial matters - to be passed down the chain
of command as considered appropriate at each level.
MANACEHENT ADVISORY CROUP
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7 September 1971
MEMORANDUM FOR: Executive Director-Comptroller
SUBJECT : Possible Breaches of Trust by Members
of the Credit Union Board
1. Several persons have called MAG's attention to some apparent
dissatisfaction among members of the Northwest Federal Credit Union
with the manner in which the credit union's Board of Directors is
conducting credit union business. The allegations presented to MAG
are most disturbing and, if true, raise serious questions concerning
the capabilities and intentions of the members of the Board who hold
positions of trust.
Z. Specific allegations are:
(a) The Board is more interested in perpetuating
its individual members in office than in managing credit
union affairs, i. e. , the tenure of a Board member was
recently raised from two to three years by Board action;
(b) In the same vein, members of the Board have
expressed their desire to limit the number of members
who can vote at Board elections and on credit union
resolutions and have consistently opposed any change
which would permit voting by ballot rather than voting
by those few members who can squeeze into the annual
meetiorr in the auditorium;
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(c) Members of the Board have also opposed
permitting more than one name per Board vacancy
to be ?presented to the members at election time;
(d) The Board has recently passed measures
which make it more difficult for an individual member
to bring a resolution before the general membership;
(e) The Board has failed to act on previous reso-
lutions adopted by the membership, particularly one
adopted at the most recent annual meeting, 7 March 1972;
(f) The Board recently hired a Treasurer, paid at
the GS- 14 level; which Treasurer had been serving and
presumably doing the same duties at no pay for a number
of years just prior to his retirement from the Agency.
3. MAG believes that if these allegations have substance, Board
members are at least guilty of "crony- ism" and, in fact, may have breached
the trust of the positions they hold.
4. On its own knowledge, MAG is aware that Agency management
has treated the credit union as an adjunct of the Office of Personnel.
Reportedly, senior officials have, on occasion, directed the credit union
to do things without regard to the. dictates of the laws, regulations, charter
and by-laws which govern it. The credit union is a legal entity, separate
and apart from the Agency and should be treated as such.
5. MAG feels that it does not have the jurisdiction or capability to
make further investigations upon its own and will take no further action with
respect to the matter presented herein. However, MAG recommends that
you look into the allegations and would suggest that either you or your
designee examine both the official and verbatim minutes of all Board meetings
since the annual meeting in March 1972. Dual sets are known to exist.
MANAGEMENT ADVISORY GROUP
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10 October 1972
MEMORANDUM FOR: Executive Director/Comptroller
1. As NAG made clear in an earlier memorandum on the
Allegations and Answers series, we believe that continued
experimentation in internal communications is worthwhile.
In general, NAG believes that the various efforts to pass
information down from the top are worthwhile and have been
well-received, particularly by offices and staffs somewhat
isolated from the mainstream. There is an articulate minor-
ity, however, which views many of the notices and bulletins
with a degree of skepticism and sees then as vehicles to
propagate an Agency "line." This adverse reaction by some
of our professionals, coupled with a certain uneasiness on
our part about some of the recent releases, prompted ;IAG t--,
re-examine the whole issue. We recognize that any singlc
information vehicle, no matter how carefully designed, would
probably be criticized by some. Nonetheless, NAG feels that
a compromise can be achieved which could make such corrmuni-
cations acceptable and useful to a larger number in the
Agency.
2. Toward this end, NAG recommends:
A. That all information efforts (employee bulletins,
notices, "Allegations and Answers," and the like) which con-
tain factual information on controversial issues (drugs,
assassinations, ITT and Chile, the Marchetti case and so forth)
should be issued from one central point regardless of which
office originates and drafts them. The same format, whether
a notice or bulletin or whatever, should be used in all cases.
B. That one central coordinating point should be
established (preferably the Office of the Executive Director/
Comptroller) where all drafts are examined and reviewed before
publication. The Executive Director should sign off on all
notices to give a sense of continuity.
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C. That a statement of purpose should in every case
be included under the title. The statement would make clear
whether the information was intended for internal use only,
for selective use outside the Agency, or for any other purpose.
D. That the information should be presented in as
straightforward a fashion as possible (somewhat like the CIB).
The notices should contain as much background and current
factual material as security considerations permit and, when
possible, should delve more deeply into a subject. OF the
notices issued thus far, the ones on the Marchetti case best
met the above criteria. If only superficial and ambiguous
treatment can be given a topic, then it should not be issued.
3. MAG again offers its services, if time permits, to
serve as a sounding board for further issuances prior to
distribution.
AI)MINISaRATIVt.
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11 October 1972
MEMORANDUM FOR: Executive Director/Comptroller
SUBJECT Improving the Role of Training
in Personnel Management
I. MAG believes that training is a key tool in preparing
Agency personnel both for their immediate responsibilities and
for their long-term career goals. At the present time, we
think that management is not effectively utilizing that tool.
Without a basic and continuing commitment to training on the
part of management, the Agency's training programs will inevit-
ably fall short of their objectives. We question whether there
is such a commitment amongst management within the Agency today.
Our concern stems from a belief that the Agency is specifically
remiss in the following:
A. fully utilizing programs availeeble through
Agency and other U.S. Government facilities
F3. encouraging a continuing dialogue between
components and the Office of Training to facilitate
the development of new courses or the refinement of
current programs
C. developing plans and allocating resources for
training as an integral part of personnel management
and career development
D. exploring new training requirements in opera-
tional, analytical and managerial areas evolving from
changing Agency missions and the impact of the
computer and systems revolution." The latter has
created urgent needs for broader understanding of the
applications of systems analysis and evaluation,
program review, opportunities for multidiscipline _
team applications, and so forth.
NAG therefore recommends fundamental changes in the
concept of "training officer," management's role at all 1eve_s ,
and the role of the Office of Training (QTR).
ADMI1T.TSTRA'.i.'_IVE
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II. The Role of the Training Officer
The training officer (TO), who must be aware both of
onor~ational needs and training programs available, is the con-
tinuing link between the various components and OTR. Frequently,
however, a component personnel or support officer has "training"
added to his other responsibilities and thus has little time to
devote to the immediate and developmental needs of component
personnel. A survey of component training officers in 1968 pro-
duced the following profile (based on a questionnaire sent to 47
TOs, with 44 responding):
The average TO is a male GS-13 with over ten years
Agency service, and is in his forties. He spends 251o or less
of his time in training duties. Grades ranged from GS-08 to
GS-15 (currently there is one GS-07 TO). Time on board extended
from only eight months to over twenty years. The duration of
their TO "training" is an annual one-day briefing given by OTr..
RECOMMENDATIONS :
A. The directorate (senior) training officer should
be an OTR careerist -- a practice followed in the past.
He should be slotted in an administrative staff position
and directly involved in personnel management and car,__~r
development planning. He should meet regularly with -'11
training officers in his directorate. h: should take the
TO training course outlined in D.
B. Component TOs should also be slotted at the ad-
ministrative staff level, including those who have the
TO designation as a collateral responsibility. From
that vantage point, the TOs could survey the immediate
and developmental needs of the component generally and
could effectively contribute to plans for relating
training to personnel management and developmental
planning procedures. In recognition of the ;act that
most non-routine training requests arise at the employee
and first-line supervisory levels, the TOs should be in
a position to know both the advantages to be gained and
the exigencies of policy and funding governing subse-
quent action.
C. TOs should be encouraged actively to fulfill
their training role, even when this is a collateral one.
Similarly, management should ensure that they have suf-
ficient time to so act. In some cases, an OTR careerist
should be assigned to component TO slots. All TOs --
senior and component -- should be required to take the
training program outlined below.
ADMINISTRATIVE
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D. The training program, to be developed by OTR,
should include orientation to:
1. OTR organization and courses
2. courses available in other U.S. Goverraient
facilities
3. OTR resources for providing factual and
evaluative data on non-Agency courses
4. OTR resources for lecture and course
development and review, instructor training, OT R
support for component training, and so forth
5. principles of course development and
evaluation
6. development of component training policies
E. Regular meetings -- at least quarterly -- should
be held by supervisors and component TOs in each directorate
with appropriate OTR personnel-
III. Management Role
management has been inconsistent and ambivalent in its
attitude towards training as an integral part of developing ef-
fective officers- A case in point is the Intelligence and World
Affairs course, required for all now professionals within i.!1C'.]_r
first eighteen months in Agency. Despite this statutory
requirement, only about 500 of Agency professionals are ever
enrolled, and many take the course after several years on board.
Budgetary restrictions have prevented professionals from re-
ceiving needed and valuable external training -- restriction
that more effective planning may have averted. Imaginative
training policies have been developed by CPS and OL and should
be explored in to ems of broader applicability.
A. Mandatory component training policies should be
established. These policies should include: realistic
assessments of the kinds of training recommended and
ADI'i ISLPMr"1VE
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courses available for
upward; consideration
academic sabbaticals;
applicable; budgetary
should be coordinated
must be flexible, and
component supervisors
all personnel as they progress
of rotational assignments and
TDB' familiarization trips where
considerations. The policies
with the senior TO and OTR. They
should be reviewed annually by the
and TOs. The results of this re-
view, particularly reco:imendetions for further action,
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should be forwarded to the appropriate Deputy Director
and the DTR.
B. Implementation of the recommendations on selection,
utilization, and training of TOs.
C. Supervisors, in conjunction with component 120s,
should be specifically charged with disseminating informa-
tion on training opportunities on a regular basis.
The ability of OTR to respond to Agency needs depends
upon effective communications between that office and users.
This brings us full-circle -- back to the training officer.
The newly-instituted Board of Visitors hopefully will serve as
a bridge, critically assessing component needs and OTR's capa-
bilities. But the Board cannot replace the working-level con-
tacts between components and the appropriate elements of OTR
for developing critical inputs into improving the role of
training in personnel management and, indeed, overall Agency
effectiveness.
A. develop the TO training course outline
E. expand the present capacity for ururse and
curriculum development and evaluation. OTR can play
a greater role in improving component training, in-
cluding support for the development of courses in col-
laboration with outside contractors.
C. expand the dialogue with component chiefs and
TOs to keep abreast of changing Agency training needs.
Component training policies should surface new needs,
and OTR must be flexible and innovative in responding.
One recent positive example was OTR's role in designing
the one-day seminar on "New Directions in CIA's Support.
of U. S. International Economic Policy."
D. use of regulatory wo responsibility con-
tained in which give OTR STAY
the right to sign off on Agency training expenditures.
Resort to these powers should encourage cor,ipon`nts to under-
take careful study of training as it relates to irrsnediate
- and long-range needs for personnel management and career
doveloomen"t. The DTIR's position as Chairman of the Training
Selection Board, responsible directly to the Ex cutive
Director/Comptroller, enables him to encourage utilization
of senior-level external training opportunities as P~=
art of
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an overall development plan rather than as a temporary
and convenient means of disposing of unwanted senior
officers.
E. maximum exploitation of OTR's control of the
Information Sciences Center to educate appropriate ele-
ments of the Agency in the diverse applications of infor-
mation science and computer technology.
MANAGEMENT ADVISORY GROUP
P _
CIA INTERNAL USE ONLY
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8 December 1972
MEMORANDUM FOR: Executive Director- Comptroller
SUBJECT Assignment of Co-op Students and
Summer Interns to the Audit Staff
1. It has been called to MAG's attention that Co-op Students
and/or Summer Interns have been assigned to the Audit Staff. It
is alleged that these employees (students) have been assigned to
audit field stations and bases.
2. If the allegation is true, MAG finds it very disturbing
that employees who may have only a brief relationship with the
Agency are exposed to the sensitive information which an audit
reveals. We realize that many of these employees opt for regular
employment, but they are under no obligation to do so.
3. MAG believes the allegation is serious enough to warrant
our calling it to your attention for possible investigation. We
plan no additional action.
Management Advisory Group
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G
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;J.[:I:oR .NE)uN :OR: i.:::acu,ivc: Director/Comptroller
SUBJECT: Useful Policies and Procedures
Too often, 1-JAG appears to concentrate only on problem areas,
neglecting successes. The attached paper is offered as a first cut
at a compilation of what policies and procedures not only work, but
work well. The paper has already stimulated the collection of addi-
tional material for a sequel to this paper, and contributions from
outside HAG will be gratefully received.
Management Advisory Group
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IXCI i
MEMORANDUM- I' OR: Il-o-cutive Director/Comp troller
SUBJECT Policies and Procedures in Separate Components
Applicable Elsewhere
1. A by-product of discussions at recent MAG meetings has been a
growing belief that various procedures and policies arc being utilized l in
some parts of the Agency which might have applicability in other cor:-
ponents. As the subject was explored, it, indeed, became clear that there
were many instances of apparently worthwhile procedures in use which could
prove advantageous if adopted by other offices. It was agreed, 1?.o.~c ver,
that these policies did not have universal applicability throughout all of the
Agency. MAG, therefore, undertook the compilation of the following listing
of those more practical procedures which might be of interest. r, or your
convenience, the independent contributions have been collated under the
general categories of orientation, communications, personnel planning a nCI
development, evaluation, and utilization of junior officers.
2. Orientation. As described below, all new employees receive over--
a.ll orientation regarding the Agency early in their careers, but sclclul l is it
followed by systematic review and reorientation efforts.
A. Agency. The Office of Personnel, Staff Personnel Divis;iorl,
conducts an E OD orientation to introduce new employees to the Agency.
The orientation program is designed to acquaint newcomers with the basic
benefits, privileges, and responsibilities of Agency employees. Amen`;
the topics included in the orientation are Agency organization, trio 1 1)l:i rod-;,
fitn^ss ref ores, leave, promotions, insuranlce, the E%Ah, and the Credit
Union. To supplement this orientation, each new employee is givcn ;1 co'py
of You and the Central Into-1h,-en:ccA'~cncy. In additions, the Office'. of S.'c-u.rity
shows the Nc:.d to Know film, and the Office of Training offers
aild World Aff-firs course ca. ly on in the cel,iployree's car e, r . ` -^ -
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to the rule o lack ('i foilm)'..
up ?./__L.1` ` C/(: '.'Jr'i toted in the o)(Ii1=- of S-)cclal l~lo~ect (C~.~P) Tll~._,_.
ha l'C'Cc_.'c lyr 1); s '1:, c'.l llltl I'1'1C\.' 1)i'ofr- ,'_1.?) \t'lt}1
one -y eio- i'.f._.. - '1C) D . '11i Cse conf(:h'Caci:: bety; l:\'.ll ii'I^ c ;UlT:)y" . and a Pe-r--
the Cll ii loy :C S C)I), llh: ;!1)(T -1:-, I1 C'y 11l ily
appear to be an effective two way el cil '.ililC: of lllrol'1:1=.tticel mid vi ) v s i:1RCi it Chance
PC;r :Jr)a;'l
to correct crr oi"1C:ous lIIhpressions which may have Cl velOr)i;C} . The
Officer obtains the einiployeel s views of his job, \`: o king conch ! l ions , and how
well or poorly he believes that he is being managed. `':lull. till latte probably
tends to focus on personalities, it is an opportunity for the 1)erson11el peon le
to identify possible incipient management problems . The employee is
specifically encouraged to compare his job Lv.ith his prior expectations and to
discuss his career plan. A further aspect of the conferences is a discussion
of the promotion policy within OSP and the Agency. In most cases, the em-
ployee is told of the head room constraint on promotions . He is also told about
the career board/panel operation within the Office. The final portion of the
conference centers on the Agency mission in an attempt to ensure that the
employee understands it and where his Office and he, himself, fits.
3. Communications. In looking into this vital a ref 0}1e subject an
earlier NAG Inemoi'andum), several specific examples of current 1)1'actiC'!':
were noted as well as a suggestion for a new vehicle.
A. Office '1'J; inay', :i ent CO?ife i:i1CC s . Some offices, such as OgJ,
OSR, and ORS, hold Office ' 'ana gcment Conferences to cuc6urL ge a flow of information. The Conferences have most frequently been one to the ee
day sessions held away from llcaaquartcrs where such issues as training;,
office comillunications, the status of clericals, reports, etc. havn? been
discussed. Additionally, OSR holds m annual "St:.ltc of OS R" me-.:iing in tilc
Agency auditorium to apprise its employees of the past year's ac}1)C vem :(1ts
and the prospect for the future.
B Promotion Polic-r Pu;bliC_tlons. OCI, in all effort to aCCfL`"t7'li
personnel with as clear a picture as 13C7;: jll]lt on
f)t omotion pollicie ; , }:E's
issued a meillorancluiil for all employees spelling out procedures for pl'ti': 1C)ilUn
through G>--15. The n1 !-:ho contained information on What levels of
p~m Otioa
must p:l:;s through the Career Se-,- is !hoard, t1l1: nie?t lb. ,esliip of the
110\J. often it meets to consicle:C pi'011`.oiiC)t15 at each level, how it. fulnctio:1;;, and
who makes the final decision. Jt also covered procedures for those p1 of?lotl'.)i1f:
not coy: cl'ed by the Board and OCI for 11;lilim"m.1 t1:11:1 in Cecil [ rare.
0,-.;I put out a similar mciOora%ndum on guidelines for f/i'1I1{"lil'' quality !;L-
i p
1ICi'C vC
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;? (?' ..t, ?~...~ _:'il't( L ~.!";i_:lClt~~ JIB It (i.~.. Ili?}: caJU t:li.)-.
t.li f.', .'i:~t C~'!i?:: i'1 ~, to: each gr:.cle l::vel. 7l1(:,-;c. pr0 Z1:C`ts
that they i;ilon' %%,1.1at-i`; i'Oquire(l to
Cpl; t~.ty for iJl'U::lot on. Dkic to head roots mid o1:her aClltlll"111;i.r,:ttVe iC'_ClC)i':i,
GSPS works out th Ii.l!lli;:l f; time in grade needed to qualify for promotion for
each grade level, acnltl the files of qua: ' by - Iifi.:,i officers al". re vicl,cd b tile. ap-
propriate panel for each category of officer.
D . Office Ne\vslc tter . The DDI currently produces an ape "iodic
newsletter for its overseas representatives to keep them infornicci regarding
developments within the DDI. No other component is known to have such it
publication,' but it is believed that in certain cases it could be very \l'orthwhilc
as a means of keeping employees informed. It could serve as a vehicle for
such subjects as promotion and QSI policies, job changes or availability, and
significant developments and accomplishments within and by the office concerned.
4. Personnel Planning and Development. Although the Personnel Develop-
ment Program has been submitted by the Office of Personnel, the following '
practices are listed to show procedures now in use within the Agency .
A. Career Develoolnent. To give its personnel some idea of the
possibilities for career development and to regularize procedures, OCI has put
out several memoranda in the past year on these subjects. One listed all the
possibilities for rotational assignments, giving the general guidelines for
selecting candidates and other details. Another furnished statistics on those
in the Office who had in it certain time frame been promoted, had a change of
assignment, had a major training opportunity, or had a foreign TDY. The memo
also set up a new committee to deal with career development directed specifically
at officers in the GS-7.2-I.5 level. The com:}littee will attempt to schedule an
officer's assignment three years in advance and to make recommendations in
most areas of career development.
B. Component Trainiui) Policies The Office of Logistics (OL) and
the CRS have prepar'e'd "component training policies" for their per::o :nel. The
OL effort is the more sophisticated but both offer promise in developing an in-
telligent and flexible tie between training and both component needs and
personnel career development.
'Rotation. bitra-office or three:torai.e rotations have
been co,m-.ionplace, but oft.-:n without any scnr;c of l?:ltt,'.ril 'that can
be l):roven
to advance either one's overall il,;@1.f111nc n; to the Agency C+i.? his Ci:aeer Ci;;CelC>i)
A key element hi-,,; been a lack of a Syy ;t(`:t1.1tic l:) > 'O-:Cl1 to
. uch rot ions. OS1 app:.t?'c:.;fly is tai office \Vilrc'11 has overci:l._ "his pro')l''lt`
An v;i._ _arid branch chic . , with ,;o:.,. ~xcep t1ons, rotated v' hin 0:).t o.!
a
systematic basis. 't alt'. obj;:i'iive is tC.7 ~J__p:111C1 tileir 1 Of r? .
the ?)L1C~. M, li,;;ll~f~ c1S:, WC] 1. a:?thei; 0\'.'11 CKIi:'i'i1Sl'.
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1:i.S'15Tnment ll_;t2U lilt-1~; S. evera. o ilces \iitrnP_ the f genCy
utilize assignment questionnaires in all attempt to take into consideration the
employee's desire for his future within. the framework of availability of john.
The CS has its Field Reassignment Questionnaire and licaclcluartci-s Rca ssignlncllt
Questionnaire, the Office of Security has its Individual Career As ;i~;;zln, l`,.
Preference form, and OCI has its Employee Biennial Assignment Report. Un--
fortunately, many employees view the completion of these forms as a sterile.
exercise which will have little if anything to do with their future assi ;nment.
They are, however, it step in the right direction if they are properly utilized
and could well be employed in other offices.
5. Evaluation. A continuing problem facing all parts of the Agency is
that of obtaining honest, objective evaluations of the performance of Agency
employees. This subject was addressed in some detail in i`.Il1G's memorandum on
Fitness Reports , and it is hoped that the forthcoming Office of Personnel rccom-
mendations for it revised Fitness s Report system will help to alleviate previous
deficiencies. The following procedures are currently in effect in an effort to
ensure better evaluations and understanding of the evaluation system
A. Fitness Report I-;plana.tion. \Vhen the Agency announced cc
tain changes in the overall fitness report system in 1969, OCI -- to give i t
personnel it clearer understanding of the rating process -- put out its o:vri memo
explaining how the OCI Career Service Board would interpret the system. 1 >;-
planations were given as to precisely what assignment to each category me l nt.
It was made clear that a majority of the personnel would fall into the pl o,:ic_i nt
category, which was broken into three categories itself.
B. Follow%-up Interviews. In order to assist operating and Caece
Service officials in connection with their responsibilities for evaluating U c
performance and potential of Career Provisional employees, the plaeeL.lc _Lt
officers in the Office of Personnel, Staff Personnel l)1Vision, review the f1tn1C:;`3
reports of all Career Provisional employees. Additionally, they personally
dLSC
` ttj t
~s i)( 'ormance, work a L Ides, and ca rc:er interests witi7
U those
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i!'c'ii !ilu, is
a 3L)rC)f)I'la`e, t:_;[, file sup- "'IsoYy i!ad C a ccr Service official: C(Nl~t:ii .ci.
Under the nov' ri3Yver Selection PYoc.ess, C :trcar Prov i.iio ai Ci1'l"l1O~ i.!e:; n'o
screened at tilc ti'll'. Report,-i are prepared a_in;Ilc, ttlwent}"'n 1 r ._:1C1
thiY'ty li1C)ntn intervals.
C. Clandestine Services Personnel Panels. The CS Pel erinel
fit::;
Evaluation System provide:; for an annual review by a CS panel C""0
of all personnel within it grade level. The panel, after reviewing all officers,
files, ranks them . Area divisions and components carry out the same type of
review and rankings separately and report their findings to the CSPS. Groat
care is taken to ensure that panel members do not serve as division or coIim-
ponent representatives; they are working for the DDP and guard their inde-
pendence from their parent units. The panels determine those officers who
are fully qualified for promotion and so recommend. 't'hey also recommend
avwarcls, QSI's, training, etc. At the other end of the spectrum, they also
determine the lowest ranking officers, particularly the bottom 5 and send
the DDP their conclusions and recommendations. The System has been suc-
cessful in introducing a CS-wide competition based on established and accepted
criteria. It is overseen by representatives of all CS elements so as to ensure
varying points of professional views. While there are flaws in the Sys"(-I, it
is producing better fitness reports and greater confidence on the part of CS
personnel in the promotion and evaluation system.
6. Utilization of Junior Officers . The following examples so\v cases
where offices have brought Junior Officers into the management ch.a111.
A. NPIC. Each year, NPIC circulates two memoranda to all per-
sonnel inviting young officers (from ages 25-35 and from GS 9-12) to indicate
their interest in serving either as Execiatl\'e Secretary of the Training
Selection Panel or as Executive Secretary of the IP Career Service hoard. In
the memos, guidelines for the selection are listed, duties are explained, and
the nominating procedures are spelled out.
B. OSI. OSI has a "junior" Contract Review 'Board illclucl in` tie
Executive Officer and the Assistant Executive Officer. It advises Oil l:)el'sorin,!1
submitting contracts as to format, justification, presentation, etc:. before a
contract goes into the bureaucratic mill.
C. OEL. With it substantial number of personnel involved in
worldwide field opcratlons;, 012,L, had it continuing prol.)lc;r!, in that tit!, of I I c::?
directors and division chiefs did not know many of the younger staii nicr:II~(';':'?
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}~Ft~:aoti i end U i.... C:.I'C'i'. C'.5v1ous iy dL~il:.llit
CC)li of ~.`t'.. Oinc1 fulc'crs -- in 1i any C%. t` U 1 }7Ci'.SC)i,i1C} \':}lU }l :C~
tour. To I::eet this })i'C`i)iem , ii1CI .till for ACi'~'I: o ~r
P;;i? wes crea:..C} \Jith inei;,be. ; Cii'?l+'ll it-a the GS 1]-13 1':111`7: witii J. ::1?1Xili?1lln
age Of 5. ~l he C'2 ~;:t i Cli?1}7C2' pi?Il:;l 2'e l'1ews all pi-ofc sionel stiff C1?,}.~iC)'j'CC.
(excluding secr ?taries) of GS 10 or lo\\'er rank regarding pi'olnotions, 1'C ssign-
rl)ents, and training . The panel's i ecoliimendaitions are forwarded to the Career
Service Panel for its monthly meetings . To date, a great majority of the rec.o;11-
mendations have been approved without modification -- a strong vote of con-
fidence in the group.
Management Advisory Group
SECRET
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15 February 1973
1JEMOI'.A`DUM FOR: Executive Director - Comptroller
SUBJECT : Program for the Prevention and Treatment of Alcoholism
1. Reference is made to Headquarters Notice
1972, subject as above, a copy of which is attached.
STAT
dazed 21 r.arcli
2. This Notice, which is based upon public law, states tmanagerient' c
concern with the prevention and trcatmcnt of alcoholism among Agency
employees, assigns responsibility. for educating and counseling empioyc cs
on the problems of alcoholism, and tasks first-line supervisors with
developing the ability to identify the early signs of alcoholisma among
employees.
3. National averages indicate that ten percent of the population and
over three percent of the labor force suffer from alcoholism. Even though
the I-MG has not attempted a quantitative assessment of the extent of tihe
problem, if national averages arc relied upon the Agency as an institution
has an alcoholism problem. Because of peculiar job-related pressures and
conditions, the Agency's problem may exceed the national cvcl-egc. Thrc.c
facets of the problem emerge which dictate that management should concerti
itself with alcoholism in. the Agency: (1) the 'Agency stands to lose
valuab;_e human resources -which might otherwise be salvagcblc through tin
effective rehabilitation program; (2) a substantial number of man-days
are lost each year due to absenteeism, accidents and sub-par performance
attributable to alcoholism; (3) failure to recognize and treat the alcoholic
employee has a debilitating effect upon the morale of other employees.
A significant amount of effort has been directed toward educating Agency
employees about the threat of drug abuse. A cinilan effort directed-at-the
problem of alcoholism and alcohol abuse has been lacking, even though
-alcoholism realistically represents a more serious problem from o, personnel
or security standpoint.
4. There is no disagreement amion ; the NAG members with the policy
ennuciatcd in the Headquarters Notice on alcoholism. However, it is fez t
that insufficient effort has been expended in implementing that policy.
Therefore, the MAC recommends the following:
a. The Headquarters Notice, which expires on 1 April 3.973, should
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be reissued with broader distribution and should be sup I~le_cr,entc ci by
an anployce Bulletin to reach a greater number of employees. The
Bulletin should emphasize that alcoholism is an illners and th.it
employees who seek help in coping with the Iiroblem should not fear
job reprisals.
c. A program of emplpyee education should be inctitutcd. Thu
program should be directed toward info~-ing employees as to the nature
of alcoholism and the cost to the Agency en well as the Ind tic :.~.1.
There are fourteen films available through the Central Reference
Service, although some of these films are dated. Additional r._cteric ~_
in the form of films, pamphlets. and other literature is available
from the National InsL-itutd on AAZcohol Abuse and Aii oholism, Alcoholics
Anonymous, insurance firms and other organizations.
d. Since supervisors are charged with definite responsilb .l.t:ies
under the Agnecy's policy of treating and preventing . lcohol.-_.sm, they
should be equipped to discharge those responsibilities. Be n 11 2.'.i 11
this month, a one and a half hour presentation on alcoholism. has,
been included in the OTP. FundamentalG of Supervision and ?ranagemcnt
Course. A presentation for current supervisors who will not attend
the TSII Course should also be arranged.
e. An employee with a drinking problem may be reluctant to
initially surface his p~=blem directly with his own office or with the
Office of Medical Services, but may still desire help. It is recom
mended that the Agency provide another less official channel for
advice and counseling, utilizing competent staff employees who have
had experience in dialing with alcoholism and who are willing to pro
vide such assistance. The identity of these employees need not. be
publicized but a central point can be established to provide the
home and office telephone numbers of such persons to be contacted at
times of 'crisis' after hours. The thought is that an employee
may be more inclined to contact an understanding fellow cmplcyce to
seek help rather than contacting someone outside the Agency, which
poses some inherent security problems.
f. Consideration should be given to utilizing external treinin:;
facilities such as that supported by the National Institute on Alcohol
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Abuse and Alcoholism at The John Hopkins School of Public Iie ;it h and
Hygiene. One course offered at the school, "Training of Alcohol`L1
Counselors", lasts ten weeks and might be appropriate for a select
few employees who have primary counseling responsibilities or who Ciro
involved in developing an Agency program.
Management Advisory Group
Attachment: Headquarters Notice
II
-Tr ,~ ~fin '(1" OflLY
~~'.1I1;TS~1IVi; `''
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ME 0RANDUM TO: Executive Secretary, CIA Management
Committee
SUBJECT Employee Bulletin on RIF and Assumed
Reorganization
In the interest of good management and the suppor-
ting factors of good communication, sensitivity to human
needs, maintenance of esprit, and the efficiency of the
Agency, MAG strongly recommends the prompt issuance of
an Employee Bulletin on the current RIF and the assumed
reorganization. Newspapers and the rumormill are the
major sources of information currently availfable to all
employ"ces.
ded:
MAG recommends that the folding topics be inclu-
1. Purpose of RIF
2. The availability of appeal channels.
3. Quotas
4. That this is (or is not) Phase I of a three-
phase RIF
S. Purpose and scope of the assumed reorganiza-
tion and any available information on its timing.
MAG suggests that such a Bulletin be written in as
factual, dispassionate, and candid a manner as possible,
giving as many facts as possible (including the'fact
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that many decisions have not yet been made) . We arc
not suggesting that the truth be sugar-coated. A
defensive tone in such a Bulletin probably would-exacer-
bate the situation.
If it is not possible to issue such a Bulletin to
all employees, MAG recommends as an alternative that
Directorate Notices be published covering as many of
the above points as possible.
MAG offers its assistance in reviewing such a
Bulletin if you so desire.
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J
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IJft1i~`ai~+{~~911i1LThid1
7 May 1973
MEMORANDUM FOR: Executive Secretary
CIA Management Committee
FROM Management Advisory Group
SUBJECT Career Services: Need for Change
1. The Agency's Career Services re ui_re an ovcrharrlin g,
both in concept and in number. The following paragraphs lay out a
number of changes in the present Agency Career Services. Al: a time
when the Agency is in a state of reassessing and perfecting, its policies
and procedures, it would seem particularly advantageous for top
level management to consider major alterations in the Career Servi es.
2. The first consideration is the number of Career Service...
Currently, there are 23: DDO-1, DID-10, ?DD'I\a2S-8, DDS&'I-1, and
DCI-3. The number of Career Services shourld'lre' reduced to five, one
for each Directorate, anti one in the Office of the DCT to administer all
Supergradc,positions as well as the Director's Staffs. This would make
the DD's directly responsible for Career Services and facilitate the
administration of the Personnel Development Program. The two must
work hand in hand if either is to be effective.
3. Thus far, Career Services have existed largely to serve their
own needs; they have clone poorly in identifying talent which could be
better utilized by the Agency in higher management jobs. Fewer
Career Services would offer a broader base from which to make personnel
selections, minimizing the hoarding of good employees by small com-
ponents to the detriment of the total organization. As a result, the-Agency
would be in a better position to get the right man in the right job at the
right time.
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I ~h~.~t~ '1 r'. r~." 111 "'rrt {N r } 1w9
(Z1~liiii, 7~tti~d;:~."-lv. :eta, ?,.
4. The second consideration is the purpose of Career Services.
]as currently written subordinates Agency needs to Career STAT
IIR
L
Service needs. The regulation should be changed to reflect that
Career Services exist to fulfill the personnel requirements of the
Age rather than a particular Career Service. MAG recommends that
HRIIbe changed to read STAT
"improving and strengthening personnel administration
within that Career Service so as to better serve the
personnel requirements of the Agency;" and
"planning the rotation and reassignment of such individuals
to enable that Career Service to meet long range personnel
requirements of the Agenc through orderly processes.
5. The need for functional categories will still exist under a strearri-
lined system, but the present categories are not necessarily the best ones.
For example, is the Reports Officer in the DDO significantly different
from the OER or OCI analyst or would the Agency's needs be served
better by having a single Intelligence Officer - Reports category?
Could our clerical. shortage be reduced - or eliminated - if al.l clericals
were in one category under one Career Service where they could be
assigned to best meet Agency needs rather than the needs of a particular
Career Service? Ageny-wide functional gi_ot!Ps should be estahlishod
within the Dircctorate.having n~a or responsibilitV for the particular
function. For example, the clerical group could he established in 1)1)/MRTS.
'I'liat Career Service would then have the responsibility for the selection,
training, assignment, promotion and rotation of all clerical. s.
6. The Agency has overall personnel needs which should be given
priority over the needs of any specific Career Service whether 5 or
23 in number. Where the exclusiveness of a Career Service impedes
the fulfillment of broader Agency needs, the Career Service rnu.' i he
invaded. A partial solution, which blends the advantages of spc.cialii?a-
tion with the need to develop broad competence is to consider [ill senior
managers in an Agency-wide frame-work and only secondarily as
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rriembers of a Career Service. To make this approach effective, that
is, to produce broadly experienced senior managers, 'Would regltime
a large increase in the number of rotational assignments, using them as
both a test of and a means of developing an individual's cor>pc'te>>ce,
breadth and flexibility. But the present Career Services system has
emphasized and rewarded the development of narrow skills to meet
relatively narrow needs, and rotational assignments have been viewed
with indifference, if not hostility.
7. In addressing the question of career mobility, it is not simply
the opportunity for an individual to move between Career Services, but
the opportunity for the person to move between disciplines or functional
specialties as well. Although it should not be mandatory for every
employee, rotation must be a mgt of t.hc cacctjj,]an of these who cl>ow
potential. As an employee moves upward to positions of increasing
responsibility there is a need for hind to acquire experience outside
his own area of expertise. Fewer Career Services would mall-,(- this
3 easier by reducing; 'the-parochialism that exists under the present syst:eln.
1. rnployees would be less reluctant to request assignments in Wiwi- offices
since they would not be "changing" Career Service but merely 1.t?ans--
ferring; on a rotational. assignment:. The idea of changing Career Service
seems to be a real deterrent to transfers as such requests smack of
disloyalty to one's Career Service.
8. Reducing the number of Career Services, however, will not
automatically create instant mobility. The l)DO has only one Care: r
Service at present, and while it seems to be working well in the iren of
promotions, it has not substantially cased the problems associatr~d with
rotations. The "Horne Base" concept which assigns individuals to
particular DDO Divisions for administrative purposes is just as restrictive
as, if each Division were a separate Career Service. But acceptance of
the concept of increased rotation and the need for the Personnel
Development Program should gradually alleviate this probiern.
9. Regardless of the number of Career Services, there mw m be
Career counseling. In addition to the counseling program s in t1if- Office
of Personnel, there. should be aformal counscling_ systemm in each Career
Service. This would not: be a duplication of effort since the Career
Services would be concerned with developing specific career plans. A
~ ki~l~~a~4i~itra~~:~. 1?aat..i...,:. kicJL ~UJLn
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~jtij~tlji~tt~~~l-it'I , i_ :i`rt 3.; ?ict-L
few Career Services have counseling programs on paper but little is
done to carry out the plans. At best it is a haphazard endeavor. It
should not be left to chance that employees will seek guidance and help
when they need it. This responsibility also requires that: the Career
Service must have the courage to weed out. weak employees early on
before the Agency has a major investment in them or they in the
Agency.
10. Each Career Service should use the same basic evaluation
criteria. This does not mean that the Career Services should be. a
carbon copy of one another -- the basic criteria could be expanded to
meet the specific needs of the-individual Career Services. A copy
of the evaluation criteria should be given to each supervisor who writes
fitness reports so that the fitness reports could be more effectively
utilized by the Career Service Panels. Further, each Career Servi-'e
should establi,.li and ni,ke available to each emnloyree. in the Career
Service the policies and procedures through which the Career Sere ::c
ope rates.
~3 1 i( ti.ot
~4{^ H
--`ri3~itu ~z}19~~t.. -~J~i_. i'.~.L. r,r
0
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ADMINISTRATIVE - INTERNAL USE ONLY
9 May 1973
MEM1ORANDU:1 FOR: Executive Secretary, CIA Management Committee
FROM Management Advisory Group (S(AG)
SUBJECT . Use of Part-Time Professional Employees*
1. Conclusion: MAG recommends that top level Arcncy manaS?ement
give positive support to the increased use o,` ._part-time professional
employees within CIA and direct operating; components to review their
requirements to determine where such employees can be utilized.
2. No new Agency regulations would be required to increase the
use of part-time professionals within the Agency. But very few part-
time professionals are now employed by the Agency -- only ten as of
31 March 1973. (There also are some contract professionals, as well
as several student co-op employees, working part-time.) In general,
there appears to be a general lack of understanding about the benefits
to be gained from using part-time professionals. As a result, Agency
managers have not availed themselves of this opportunity to the extent
that seems desirable.
3. From MAG`s perspective, the advantages to the Agency in
utilizing part-time professionals clearly outweigh the disadvantages.
Indeed, the disadvantages which have been identified (e.g., promotion
policies, intra-component inequities, and administrative housekeeping)
appear trivial.. Among the major benefits accruing to the Agency in
making greater use of part-time professionals are:
a. Retention of Skilled Employees: It takes an employee
several years to develop the skills needed to perform his/her tasks
* Many of the comments in this memorandum also apply to the use of
part-time clerical employees as a possible solution to a personnel
problem of increasing magnitude.
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within the Agency. These skills are often lost when the employee
can no longer work a full work-week. This is most often the case
with female employees who feel compelled to devote some portion of
their time to family-related duties. Part-time employment allows
the Agency to continue to avail itself of such employee's expertise
and makes it easier to re-integrate them into the Agency without a
degradation in their particular skills.
b. Better Allocation of Resources: Increased use of part-
time employees would force Agency managers to consider more seriously
just what functions in their offices do not require full coverage.
In some cases, this review could lead to consolidation of tasks,
thereby freeing up slots and saving money. In other cases, one may
find that a task can be handled on a part-time basis with no loss of
production or coverage. (In many cases the part-time professionals
currently employed by the Agency are as productive as full-time
employees.)
c. Greater Flexibllity: Since part-time professionals
often -- but not necessarily exclusively -- will be assigned to
lower priority tasks, this will allow full-time professionals to be
given more demanding assignments. Thus, younger officers would have
a chance earlier in their careers to demonstrate whether they were
capable of greater responsibilities. This would also permit manage-
ment to gain a better insight into the potential of younger officers
before the Agency had a major investment in their careers. A
corollary of this is that attrition among promising younger employees
might be less if they had more demanding assignments earlier in their
careers.
d. Career Benefit: Three major categories of employee;
would benefit directly. first, and probably most extensive, would
be female employees: a woman should not feel discarded simply because
she also has family responsibilities that are important. Second,
employees wishing to further their education along lines of increasing
their value to the Agency could fill part-time slots without being
forced either to quit -- and often never return to -- the Agency or
to subject themselves to the grueling grind of night school on top of
full-time employment. Third, some employees approaching retirement
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(and running out of steam) might profitably combine part-time
employment with learning a second vocation. If done carefully,
this would still allow the Agency to benefit from the skills of
such employees without having to carry them in full slots and
thereby cluttering up the personnel ladder. This approach might
also stimulate larger numbers of employees to retire sooner than
they would ordinarily do.
4. Clearly, not every office could make use of part-time
professionals. But there are many components that are involved
in programs of long range research or "low visibility" which could
profit from the employment of part-time professionals. Offices
which come to mind in this regard are SRS (which already has two
part-time professionals); parts of OER engaged in longer term pro-
jects; the NIS program, if it is continued; FBIS translations; the
Library; and analytical jobs in the DDI, DDS&T and DDO where there
are not short deadlines to "Meet. Moreover, under the new DDI
production guidelines, it appears that even such offices as OCT
might be able to utilize part-time professionals on those areas
where production is not-_expected to be prolific.
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rAi)ti3IST~AATIVE
31 July 19 72
1IE1?1ORANDUM FOR: Executive Director - Comptroller
SUBJECT Revision of Fitness Report System
1. Throughout business and government, the fitness re-
port remains one of the more maligned vehicles of management
but also one of the more valuable tools available to managers
and employees. Any large organization--particularly one in
which there is a fair degree of mobility--must have a systc:i
which provides a written record of the employee's perror:nance.
The Agency is too large to depend on personal acquaintance or
knowledge of an employee when significant personnel decisions
are being made. In its present form, the Agency fii:n`ss re-
port is far superior to earlier versions and is reasonably
responsive to the needs of the Agency. Nonetheless , the
system needs additional refinements to make it a more mean-
ingful tool for both manager and employee. MAG believes that
any plan for revision should take into account the following
broad objectives.
2. One basic key to the success of the fitness report
is the attitude of the supervisor.. If he -regards it as a pro
forma exercise, the value of the report is diminished consider-
ably and the system itself loses credibility. As a first
objective, therefore, i1:G thinks that the supervisor's role
in the total procedure should be reviewed and that specific
steps should be taken to strengthen his ability to u sc the
system, wisely and fairly. Specifically, n AG recorLmends :
a. That every supervisor be giver. a written set of
instructions and guidance on preparation of fit-
ness reports. If the system, is in any way re-
vised, new instructions and/or oral briefings
should be given.
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objectives and procedures in i.ianagemen c as 5 .
.In particular, consideration should be given to
requiring all supervisors to attend the one day
Performance Appraisal Workshop run by OTR before
they prepare their first fitness reports.
letter (in the section on "Specific Duties ) on
how well he prepares and handles fitness reports
for those he supervises. Samples of fitness re-
ports could perhaps be included in his own
personnel file.
That OTR give some attention to fitness report
t 1
b. That every supervisor be specifically rated by
That supervisors in a given office, division,
staff or component get together periodically to
discuss problems, procedures and goals in re-
gard. to fitness reports.
3. A second broad objective of revision should be to
involve the employee more intimately in the procedure. The
fitness report vitally affects his future and is the vein: .le
by which he sees concrete evidence of the esteem or lack
thereof accorded him by his supervisors. Yet, he may p,' iy
only a limited--even perfunctory--role in this vital process.
At present, the rater writes the fitness report (and may or
may not discuss it in depth with the employee) , the employee
signs it and the reviewer comments on it. The element of
genuine dialogue is all too often missing, and the supervisor
loses a unique opportunity for counseling and guiding. Further,
the report itself contains no record of an employee's reactions
or comments. To remedy these deficiencies, fU\G recommends :
a. That the fitness reports carry a separate section
for employee comments and that employees be
encouraged (or perhaps even required) to utilize
this.
b. That a statement be incorporated in the report
(possibly just above the signature) which
affirms that the supervisor has fully discussed
the employee's performance in terms of strengths
and weaknesses and has -set adequate goals for
the future.
ADMINNISTRATIVE
0'? 1A INa i `T(`;AI 11CE (?"} `/
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C. That a further statement be incorporated in the
report .which specifically advises the e,nplovee
as to what his signature implies (his acquiescence
to the report or ,:,er3iy that he has seen it?)
and :gnat grievance procedures are available to
him if he takes exception to the report.
d. That the employee (and rater) be permitted to
see the comments of the reviewing official.
e. That an employee be given a copy of his report
for retention if desired.
4. Still another problem is the widely divergent manner
in which various offices rate their employe-es. Although in
some cases differences among components may be ascribed to
the differing abilities of managers to coy municate in writing
it seems more likely that inconsistencies stela from ianage::ment' s
failure more effectively to standardize the system. flAG there-
fore recommences :
a. That serious study be given to the problem of
devising objective criteria for evaluation
which are applicable to all Directorates. (CCI
made an effort to do this in a memorandum off=
January 1970 which spelled out more precisely
what each letter category represented.)
b. That other offices adopt some version of the OCI
use of a box score printed on the fitness report
,which lists OCI percentages in a given letter
category against the overall Agency percentages.
`The reviewer thus has some feel for what the
rating means in term of the Agency as a whole.
5. To ensure that the revised system meets the needs
of both manager avid employee, AG feels continual review and
study of the system is necessary. At present, an employee
who is unhappy over a fitness report or a supervisor's attitude
toward the process is in so;, e hat of a di lem , a . If he does
not choose to make a formal complaint to the Inspector General,
he has no recourse to a less formal means of review. Even
should he be permitted to write his own co~-,ments on the fit-
ness report itself, he may still feel the need to discuss
AD:1INISTZ'1'i'IVas
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problems with someone. not directly in the chain of command.
HAG also feels that some of the reluctance to change the
system in the direction of greater openness and candor might
diminish if some objective studies were made. ' AG specif-
ically recommends;
a. That a kind of "ombudsman" be appointed in each
Directorate with whom employees could consult
about problems in fitness reports. Such a con-
sultation would not constitute a formal complaint,
but the ombudsman could use his own %J-
about informing higher management about problems
with a particular rater.
b. That objective study and =research be undertaken
on such questions as (1) to what extent do. the
rater and reviewer disagree and (2) does the
requirement of showing the entire fitness report
to the employee make a substantial difference in
the way the report is written.
6. HAG considered several other possible changes. One
HAG member felt strongly that the only effective way to rate
employees honestly would be through reports which were never
seen by the employee. i-iajority sentiment was opposed to this
method. At the other extreme, a '.LAG member suggested that the
employee-supervisor dialogue on fitness reports should be
maximized by having the employee summarize in draft form his
accornplisnments during the period, as he saw them, and then
discuss these with his supervisor. The supervisor in turn
would use this summary and the ensuing dialogue to shape the
report itself. A related suggestion was to have the supervisor
show a draft copy of the report to the employee before formal
submission so that the rater could make constructive changes
as he saw fit before making the report final. Both of these
dialogue-maxi:,izing suggestions sought to create a flexible,
rather than a "take-it-or-leave-it, at:rosphere. 'LAG believes
thhat, while these procedures may in fact have been used
successfully by some supervisors, they should be used only
by highly skilled pecple who will not allow. the process to
degenerate into one of negotiation or bargaining. This
approach therefore is not advocated for general use.
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l y
ADH Iii IST 1 V E
7. ?"1AG also considered the possibility of aboli_,hing
letter grades to force more attention to the narrative section.
The suggestion was made that, since some 76 per cent of the
ratings given in the Agency in 1971 fell into either tl'~e
strong" or "outstanding" category (with another 23 per cent
In the "proficient" category) , tree present rating scale is
worthless and should be eliminated. ' 2 "LAG, however, hones that
its suggestions will help to mace fitness reports more
accurately reflect actual performance. Finally, NAG con-
sidered and rejected the idea of including in the report an
employee's comments and requests relating to assignments,
training, and so forth. WIe recognize the need for continued dis-
.cussion-on these aspects of an eaployee's career but believe
the fitness report is not the proper mechanism. Certain
offices have devised procedures to handle this aspect of
career development (e.g. OCI's E AR-- nployee Biennial Assess-
ment Review) and these could be studied with an eye to appli-
cation elsewhere.
8. ImIG in. particular wants to emphasize that the fitness
report should never be a substitute for a continuing dialogue
between supervisor and employee. The evaluation in a report
should come as no surprise to an employee. Rather, what is
written in the report should reflect what has been saki all
along as to an employee's weaknesses and strengths, his
progress, his attitude and his goals. Changes in the fitness
report procedure will merely correct surface d10ficioncies.
The basic need is for on-going and candid communication.
9. NAG sees the Fitness Report as a good basic tool
which, with modifications and increased utilization, could
become more valuable to all. From management's viewpoint,
increased use of the reports as a personnel counseling
vehicle, coupled with inputs from the employee, could do
much to enhance'the value of the fitness report.
CIA I IN TE RN,a k 0 ~ ~
. Qra f.?
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M
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4 August 1972
MEMORANDUM FOR: Executive Director - Comptroller
SUBJECT: Effective Lateral Communications
The lack of effective communications between individuals,
components, or directorates can handicap the intelligence
analyst, technician, case officer and manager alike. Lateral
communication sometimes is viewed as unnecessary and contrary
to "need to know" compartmentation. However, the younger
officer especially has sought his counterpart in other parts
of the Agency with benefit to both intelligence production and
operations. The difficulty of defining the lateral communication
"problem" was emphasized in MAG's discussions. Some MAG members
felt that the problem.was essentially that people did not know
with whom to communicate. Others felt that the real problem
was to establish effective communication between people who
already know of their mutual existence and concerns. NAG
considered the subject and attempted to identify successful
communications techniques employed by some in the Agency which
could be used by others.
The most common approach to effective communications
involves personal relationships and usually takes the form of
knowing key people or components knowledgeable about a parti-
cular area. These interrelationships depend very much upon
personalities, mutual respect, personal needs and inadequacies.
Much of this communication is on an informal basis but can be
formalized. The situation of learning only too ]ate about
pertinent work or capabilities of people could be alleviated
by a more organized way to identify key people in a directorate
or division whom one could contact for overall direction or
information. Certain people in any directorate seem to have
this capability either through innate ability or their function
in the organization structure which gives them an overall V i rew,r
of office personnel and activities. These points of contact.
should be more clearly identified for all. Another useful mach-
anism enhancing communication with the appropri ate, people is
the use of a functional directory such as the one published by
OCS.
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SUBJECT: Effective Lateral Communications
An additional method of effective communication has been
used in times of crisis, for example, by OCI. A task force is
set up to ensure that all interested parties are in touch and
contributing necessary information. People with specialized
interest and knowledge in a particular country or problem are
identified and a roster is made with names, phone numbers, and
special area of expertise. Such a roster probably would include
names of economic, political, military, scientific, estimative,
and operational specialists. On any given problem, then, these
people are ready and available. Sometimes meetings involving
all of the people on the task force are set up so that all
have a chance to exchange ideas and discuss probable events
and implications. Modification of this concept might be
workable even in the absence of a crisis. Lists of people
with specialized interest or knowledge could be assembled
and fed into a computer and made available to interested
individuals.
The concept of a roster of personnel with specialized
knowledge can even be extended. Practical implementation
would involve providing a cross-indexed computer tabulation
which identifies specific subjects and knowledgeable individuals
or Agency components. It is envisioned that this data bank
would reflect more than just those "experts" in a particular
field. Rather, it would, to a manageable level of detail,
truly reflect the activity within the Agency. This data bank
would be updated regularly as "expertise" is developed within
a given office or division. Younger officers who have not yet
learned how to work the informal communications channels would
benefit greatly by being able to tap this data bank. An
important aspect of this question relates to a certain amount of middle management "inertia" which is believed to exist
within the Agency. Many managers seem reluctant to search for
outside expertise almost to the point of discouraging the use
of the informal communications paths. If a data bank such as
discussed above is to be beneficial its use must be encouraged
from the top down to overcome this management inertia at
whatever level it exists. Finally, security can be maintained;
a valid case can be made for not making the details of the
entire data bank available. At the office level an individual
can act as the interface between the officers in the division
and the data bank. Such an individual. having the need to know
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and aware of the information needs of personnel in his
division can query the data bank to identify the experts
in other offices or to identify, other components where
related work is being carried out. Further, this individual
being knowledgeable of the activity within his office Would
be responsible for ensuring that his part of the data bank
is current.
The Agency spends a good deal of money each year sending
people to conferences and seminars. The knowledge we collect-
ively have in the Agency also is significant but unfortunately
we seldom utilize the specialized knowledge our own people
have to inform each other. Perhaps twice a year groups; of
interested individuals (compiled and available from the
computer) could get together in a conference or seminar
environment. The agenda should be flexible but include pre-
sentations and discussion from people with differing kinds,
of specialized knowledge (whether it's all of the French
experts, groups of computer people or all those who worry
about space or missile problems). Even though on a working
basis many of us are in regular or informal contact with our
counterpart in other parts of the Agency we seldom take time
for a thorough and thought-provoking session. The organization
of the meeting could be a cooperative venture with the agenda
and participants worked out by the Directorates and the
mechanics by the Office of Training.
Other means contributing to effective lateral comJnunica-
tions are participation in training classes such as the DDS&T
Career Development Course and all inter-directorate courses
(Mid Career, Intelligence and World Affairs, Advanced Intelli-
gence Seminar, and Senior Seminar). These courses serve to
demonstrate positive implications of lateral communication
between operational and analytical components. One of the
most helpful fallouts from these sessions is the contacts
made with people from other components and directorates.
Similar experiences can be gained in attending in-house
seminars and technical working sessions such as the recent
Human Factors' Seminar and the working groups under the R&D
technical coordinating committee.
MAG believes that lateral communication should be
encouraged by management. While many intelligence officers
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SUBJECT: Effective Lateral Communications
will communicate on their own once they know with whom to get in
touch,-others must be encouraged as they are encouraged by their
managers in other respects. Managers should make it clear from
the outset of an employee's assignment that they support lateral
communication and that the officer is expected to keep,in touch
with his counterparts in other components and directorates.
Management Advisory Group
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N
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1972
i?!ELMORANDUM FOR: Executive Director-Comptroller
SUBJECT Personnel Development Program
General
1. The Management Advisory Group views the Personnel
Development Program memorandum submitted by the Office of
Personnel as an excellent first step in a long, overdue
systematic approach to executive and personnel development.
The Program is extremely ambitious but is vitally important
to developing personnel to Peet the future needs of the
A g.ency. The plan, for the -first time, will force raar~tc~.enent
to make projections regarding headroorta, will recruir_e co :1-
ponents to program personnel to move up-.,lard to fi_ll vacanc-e_s,
and should ensure that the personnel have been adequately ore-
pared st that they will be ready to move into the i acre ; ~ng? },
responsible positions.
2. This plan, or any similar plan, v ill undou'at;_edly have
many "bugs," but these will best be handled as they arise
since it is impossible to see them all no?;:. To ensure that
they are so identified and that action is taken to correct
them, it is imperative that the Program retain co nsid crab 10,
flexibility for future amendment. it is even more important,
if the Program is to be more than a show piece for the Civil
Service Co ,mission, that top level management make clear its.
commitment to the Program, and that this cor itm t be sus-
tained over time.
Probable E.~:fectiveness
3. Given the full support of upper level raanagementt,
there does not appear to be any reason to doubt that the
Personnel Develonment Program shoe-ild be reasonably offectiv-,-~.
c~t 2 minimum, the Program has the merit of ins i itutincj a sv.;-
tematic process through which promising officers can bo Conti-
1': icc1 and, hopefully, better prepared for their oro:s,)ective un--
ward moverr?.ent within the Agency. The major advaatacjee of
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apt rO%accit ! the ~:abl ;f'i~ .^.C of p-rOccdii es to repL ace
Proc:_._:;).
is no;.; .large y an r..'. hoc =ocess. In ;ha L, the
: T .--, ,.-`i-., ^r':1 ?" ~, or ver' -to Cc n s
~i o -- as nui . au~.l 3 a. ci by 0_-~
the iL,fF : cy' ;; -- u ture Cdeva_loement. -
4. The of `e>ct_iveness of the Pro_; a t %. .ill be enhanced by
the d2veloeme. of a mec l~ni :l of impartial review and
r tion of personnel designed to reduce the e - _,_E- of p?r`_~o_c-
alitia.s on t e advancement l adder. A panel Syst.:-_m, S-LICI, as
the Cla ndes Line Serv iCes' , should ensure tha'' personnel aree
selected because of merit and potential rather the: by be.i.n
ct member of an "old bo-1 s' clue." Each corneono= - or o _ice'
will, of course, have to develop i otdn I?ethod O So leCtion
but efforts must be made to ensure that the cry of "cro nyisi:"
cannot be attached to the process.
5. While the overall reaction to the Program is C. vor ble,
it may have certain built-in problems, some of thee. stc; ir_g
from the early identification of "comers." The danger of
"elitism" exists along with its potential effect o:: over till
Agency morale. The existence o suc "CO iii ro ;t`= s !."O', C
not be kept secret and the re could be the problem all` ho-..; 'C-iO So
not. on the list reacted. Favoritism and
a b ~'~ 1-"' sS r;
i~
char that could aris -fthe P`
Cj C~Lii "i.O ~ c~ t: O g r c..r.., This; ~_;;-I s U _~ b l c
drawback should be attenuated, but perhaps not .Cemoved, b`_ - :(
issuance of explanations about the Program and its purpose as
required by the iile for anc'un.
6. A related problem might be describ =`i? C_ed and
implemented. The nature and purceose should be made dear to
lower level officers. Obtor?iiSe, misapprehension and sus-
picion will tend to surface.
Reasonableness of the Effort-
9. T ha effort which, will be recuircc: to organize grid
manage such a Program would appear, on the su_.face=', to b
monumental. In practice, hoT.ia_ver, throughout the Co:nponC>nbs
there are various official or ad toe meth nisras in which serve to select "comers" a-,)r; .: plan for personnel .~._
ve1oprrient. Nany or these systems probably can b co ver L:`cl
for use in the Program. A great- deal of wo n ry be
r >
t_
ini"t_iallv but once the Program is in op.oration, its
should be easily manageable. Although the Program crc'.a es more
bll?"Gaucra Lie pacer work, career development and -11 ',e :i.dea C -
il.on and train'-n- of promising individuals are the l:Le bloods
o L the Age. cy' s future . To make these to sks more s is tci,: c
and coherent is Wor. th additional e~Lort. t is Iron ~_c
this effort comas so lace in the Agency' development.
individual Comments
10. While the Program is described as one fo= p:erso:,ne
development, the memorandum ' Jocars to be l '`io bed i1lmos is eI_?-
tirely to executive develop 'tent.. It is uncle s whet :C h
many Agency employees who do not possess e::ec :'i '.V OOberi t :l
hut=. are excellent officers who need to develop o _ er i'Cre Ji:h_.
x,.-.ill
will be included in the P oCjra 1. Their career dev lopi''ent r2-
res augmentalion by sceci~~ izod training or ~.: t1Cfi:i:i ri s ~o
pran.11:'e aw. to LorIn ~:(l;'J.'_? :Lli1;)o]"t`.'.~:i?C l")u . non--
L'.i.1i1C,CJCrialas;C.`] .1:) Oi1C:.~. L , ti1C prop );_ ed Pro,-
.; r'_!"t1 C oc i ?"'C)L
take mnE_o account e::laloye:~ until they have .reached the not
level. For rany employees, this is too far along in their
career to, be very el fee i~-c.
k4J
J.~_. ersonn,.~ l p L?: ;1i ing OL Lhe Iit :gni t:)_]C.C'_ L)cjCjC ii_ai~ I)'/ (::'n_
Program requ.ir-.s much G]_CJSI`_.^.r Controls OV '._ eL ) _t. N i)i
I ~rdltt. .' 1.
.u.
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 0
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mare young o_oZo ;S ion:1Ls arg:lea
i.t, }: Slt~~ .L'/_! .,LIZ ., ':, C'. no- Cj.tV1fg I';Ore responsi h21i t y or c n -
e ` il? S t:. ?_C ht hasten Lho
nC~1L:s ~ L J :- C:JiI
t'7~.
_ n
0t ..~. i_ "Pr ncj .??tr %'O~2L: by bc'coi?..iP_g titSC:ISctb1L'1 i C) Th s11J~ iC,n that a sLr C-4-er arc:/ ervice _r'C_! ic':??c' t
prc)c ram L.ii n t C ilcO~_; Cc: j e officers to train comers as the:Lr
n ?
proteges.
12. In some ocople's minds, the t':;o-headed retirement pro-
grant of s '!l Declining Oi"~
~Z:'-
seas slots imm codas those shooting for the more attractive Agency
plan in prep:-r,_ in1 for ~. t'n"~ir o,..;:)- ret_remenC. At 'U 'la time,
sympathetic managers may opt for the man needing one more tour
over the man with superior skills in filling overseas slots.
Thus again the "coiner" is th.darted.
13. Accurate or not, many young professionals speak of
t"cronyism" keeping capable people from advancing. A very bright
young back- STAT
groun_ c lc.i _ t l hOSE'_ at
his level, but equally distressed with the substantive knowledge
and managerial skills of -'hose above hiit'l. He bla ?ed this on
what he perceived as an "old boy.,;' club" rltii:ospcie1-C'. allo:iinq
C1iv1 s:Lon chiefs to bc:LiICT ?! II o11:-S LCt:'rs to SC)r U P . . - n ,1 C,-,It ;lots
regardless of the it quali_Ei cations.
14. CCI Pr -
'1'I:.~, . p1=0- O:_,C)Cgr:Y":t Ctp~~e-:.CS 'CO b`. really %[-id ~ t~;,7:L=loliS
programs In o 1cn : an executive development ',Jroc and an execu-
tive replacement program. T h distinction bei:ween -11cse i i';O~/i s
e- l p.,en1_ L r?" t Z be lm e-`r'
t hit"t an executive d JE 10pi..c__ JrOCj_ut t [?ou_d b,. for C%21 e, z. -010 .!
't c,.n e,?~, _ ''moo ent i f ter
xe .cut ~.it _ O_rOCJrct`l ' ~? v o ~ ,+'i
Whereas
scope, An "Executive Candidates .P.oster " s :ould ? -tCl'uti e no -
Agency and non-Government personnel. Not Only is this Ciesirabl
to prevent.. 3_noreeding, but it is representative of. 'the currLn'L-_
status in DD/S&T where the Deputy Director and the majority of
the office directors had substantial careers prio'= 'L.o AACgenc.y'
employment.
1.5. The Program appears to reflect a 9--1 approach
that
would be imoroved with provision for more inn u!-1 from the ind i-
viduals .,,ho comprise the rosters, at whatever grade l ~vel. l
modification to Pi N2 form s 2, 4, and 5 that would include an
emp1o V ^t'' S plan for himself, such as a rotational as s iqe ent
oi. side his immediate parent organiza 'lion, a sabbatical year,
s J
r z.c,r.._i i i C. co c._~._~ o u r s e s, c t c. , [?iou10 am e n 1 0 r c_ ~. ' C' %f? J i s ^:~ l ` m L ~ i
pr ., .. ~_ C rC _ ..:I
this, there may be too strong a tendency for managers to
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J.~2Z'O`_.'a..UcLis n r 1 i -- arid to ~ J'-y : t %:IL'i r n ~.
L %: L1 1. )".;i .~L.,aC ~~ 1= ;t~~ ;. J:?l. ~ ~1-
dices -- in c. ri'an r that will in the 1 o L un YC~:_ bo
' jl_i:'.
the -'_C~:iIZrc:b7_e goals of ='?~o
.R~', :?;f~C~.:.:'
iSana e iant ._L'i-:,or r Croup
ki
2',J)_Uf.NL>T;,A;`. v:: -- I :.._ :;f:i:' r UM UNE.y
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12 January 1973
MEMO,RANDUt; FOR: Executive Director-Comptroller
SUBJECT : The Agency's Image Revisited
F'AG has reviewed the 18 November 1970 f'A,G-produced memorandum,
"The Agency's Image" and concludes that some of the observations
and suggestions in that paper are still valid, some were valid but
have not been acted on and others are outdated. Certainly the
milieu is different. The National Student Association expose is
practically forgotten and our recruiters no longer have to "operate
almost in stealth around campus fringes."
MAG members have expressed some qualms about portions of the
previous paper. The publishing of a textbook directed at scholars
would be highly suspect by the very group we are trying to impress.
If there is to be a publication on the Agency it should be directed
to the public at large and be in the form of a pe:rnphlet such as an
unclassified version of the CIA Factbook. The idea of holding
seminars to sell oneself to other government agencies seems to be
superfluous at best, and possibly counterproductive. Seminars
with other government agencies should be on topics of mutual interest
in which all participants can contribute.
MAG does agree with our predecessors' major conclusion "that
the Agency's imagge is determined mainly by the quality of its work."
However, despite the machinations of Jack Anderson and Company,
most of our efforts are known only to a relatively small and elite
clientele. Therefore, there is room for legitimate image building
among the public at large. In looking to future endeavors of this
type MAG believes that the low key approach is best. At the same
time, there must be an awareness that the Agency's potential audience
is multi-faceted and therefore a variety of efforts should be
continued, expanded, reinstituted or initiated. In this light MAG
offers the following suggestions:
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1. Recently the Agency has made available to libraries,
through the Library of Congress, selected reference
aids such as Chiefs of State listings and wall charts.
This program merits continuation and expansion.
2. From 1963 to 1966 the Office of Personnel operated the
"100 Universities Program" whereby twenty senior officers
visited universities and described for faculty members and
administrators what a career with the Agency ti?,as like.
This program was judged to be a success, but was dis-
continued because a sufficient number of schools had
been reached. Such a program should be reinstituted
and expanded to include having junior officers speak
before selected student audiences on a career with the
Agency.
3. Recently the Agency has opened its doors to high school
and college students for general briefings. This worth-
while endeavor should be expanded to include selected
student groups such as college newspaper editors.
4. The 18 November.1970 MAG paper on the Agency's image
advocated Agency-wide presentations by distinguished
journalists or academicians. Unfortunately this idea
has not been carried out. An annual address by a
noted journalist or scholar opened to all employees
would be enlightening for those in attendance and
could have a salutary effect upon our image both
in the media and academia.
5. The previous MAG paper suggested more involvement
by overt employees in professional societies. Since
that time Agency employees have served on committees
and run for office in some professional organizations;
among them being the American Congress of Survey and
Mapping. Certainly overt Agency employees should be
able to be more open about their employment affiliation
at conferences and seminars.
-2-
r nr.rt~ttt''i:`? t Tf1.r" 1l.i7r~.~t !.i (I('C fi~'S V
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6. "Going public" with such outstanding productions as the
China Atlas and the OMS drug exhibit put the Agency in
a favorable light. Such public service endeavors will
hopefully be continued and presented to even broader
audiences.
7. MMtAG believes there is a relationship between a well-
informed group of employees and a favorable Agency
image. The DCI's State of the Agency Address, the
accessibility of senior managers to their employees
and communication from middle level managers serve
in creating more informed employees who will better
articulate on behalf of the Agency in public at the
appropriate time.
In conclusion, MAG recognizes that it is impossible to
present a favorable image to everyone and that there are a
number of activities we do not want to publicize. At the same
time, an alert attitude toward opportunities to improve the
Agency's public image will redound to the Agency's benefit.
THE MANAGEMENT ADVISORY GROUP
-3
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p
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MEMORANDUM FOR: Deputy Director for Support
SUBJECT : Agency Esprit
I. MAC, has conducted a modest survey of.employee
attitude;; to dotermi.nc if there is an Ag;enc.y-wick ies;pi?it or
morale problem. In addition to informal surveys by the MAG
membership, the views of a number of Junior Officers Groups
were solicited. This paper addresses those topics which we
considered central to the question of esprit, provides our
assessment of Agency morale today, and recommends manage-
ment action to improve esprit or counter declining morale. As
a result of this effort to determine Agency esprit, MAG has
arrived at the following general conclusions:
A. There is no fundamental Agency-wide morale problem
today, but there are isolated components with significant morale
problems.
B. Esprit is not a generational question. The basic
frustrations of junior officers are shared by senior personnel.
C. In order to ensure that there will not be a morale
problem in the future, Management must recognize ni e and respond to
the near unanimous attitude among young professionals that mean-
ingful contribution at a reasonable salary is mandatory and that
"make work" at any salary is unacceptable.
2. The single most important factor which determines
morale is the individual's concept of the usefulness of the Office
or Division product. There is considerable feeling within the
analytical components that the Agency has suffered a loss of
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SUl3JF.CT: Agency Esprit
impact with those officials who make national policy. This feeling
is accompanied by a decline in the sense of involvement and degree
to which an individual feels his activity is truly meaningful. This
sense of involvement and contribution offsets any number of less
fundamental concerns and explains the high morale overseas and
high morale anywhere during tunes of crisis. A significant: number
of Agency professionals arc p~~.ssing through an identity crisis,.
They question the existence of an Intelligence profession and there
is some desire for a Professional Association (a concept which has
some support within MAG). The fact that the Agency's product is
being utilized and is having an impact should be communicated to
the individual by every practical means.
The second morale determining factor is responsibility.
Individuals are looking for responsibility at an earlier ape and
seek opportunity for more interesting and challenging work. The
obvious lack of career planning and the inability to move within
offices or between Directorates is of concern to many officers.
It is accepted that promotion headroom is less today than
in years past. Although many people feel that they have been treated
fairly and feel that promotion headroom does exist for truly qualified
personnel, many others hold the opposite view. MAG is unable to
quantify percentages on either side of this question.
Esprit is directly affected by the competence of the
immediate supervisor, too many of whom are characterized as
.poor and uninterested. One aspect of this question is top down
communications which are considered in genera). to be maargina_l.
In a related area there is considerable evidence that most
individuals are aware of the mission of the Agency and their
Directorate. However, the individual sees little evidence of
reflection on the part of senior management on near term goals or
on how to measure progress against specific goals. The extent to
which the individual's view of senior management affects esprit is
not clear. It is clear, ho~w-ever, that a more "visible" senior
management group will have a positive affect on esprit.
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a SUBJECT: Agency Esprit
3. The following are specific recommendations for n-lanag(' -
ment action. MAG does not feel that the Agency is seriously defi-
cient in all areas identified below. However, given senior n-ranage-
ment initiative and long-term commitment, significant improvements
are possible and practical.
A. ):.very opportunity should be taken to make the Deputy
Directors and Office Directors more visible. Their infrequent
appearances at award ceremonies or yearly "open house" is
always of benefit. It is recommended that once a year each Deputy
Director, speaking to as large an audience as possible, articu-
late the goals and objectives of the Directorate. To make this
means of vertical communication more effective, Office Directors
and Division Chiefs should interpret the Directorate goals into
Office and Division goals.
B. Management should seriously address the question of
productivity. One aspect of this is identification of marginal
r-A activities. Consideration should be given to providing a method
whereby any employee can suggest marginal activities to be
eliminated or curtailed.
C. It is suggested that where morale is a serious problem,
it is the result of poor or incompetent management.. MAG believes
that such conditions can be easily identified. The immediate
solution to such problems is replacement of the manager--often a
painful decision. For the long term, MAG recommends that only
those individuals who demonstrate a competence for management
be promoted into management positions. The brilliant analyst who
has no supervisory skills or interests will not necessarily make a
good and productive manager. Such an individual can be rewarded
throughout his career by such means as the "Sci.entific Pay Scale"
used in DD/S&T. A second recommendation leading to better
management is, that management training be provided for super-
visors.
D. Managers at every level must be reminded of their
basic responsibility to ensure that subordinates can relate
individual contribution to the goals of the Office or Directorate.
Q
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SUBJECT: Agency Esprit
E. Some of our most important work is accomplished in a
crisis atmosphere. When there is emphasis on meeting deadlines,
the quality of the product necessarily suffers. It is recommended
that component performance during crises be closely critiqued so
that the m ost disciplined approach to management during crisis
can be found.
F. The need for vertical communication is particularly
acute in the Clandestine Service because of the very nature of its
activities and the need for compart:-nentation. Specifically, the
Officer returning from overseas is the one most in need of a
better perspective of how the Clandestine Service fits into the
government structure. An OTR course similar to the now can-
celled "CS Review" should be considered as a means of providing
this perspective.
G. Rotational assignments and transfers between
Directorates for individuals with promotion potential should be
made easier.
I-I. Every effort must be made to match the qualifications
of the individual to the r equircrrients of the job. The frustration
of "over qualified for the job" is real.
4. The Agency justifiably prides itself on its professional
qualities. These qualities generally ensure that the work gets done,
and done well. This high degree of professionalism can also sc,?vc
to mask the degree to which an incipient problem may be becoming
an issue that requires remedial action. There are perhaps some
Agency wide policies and procedures which if changed woulcl boost
the average level. of morale. The more difficult task is to tackle
this question in the face of policies and procedures which for good
reason cannot be changed. The key to the more subtle question of
esprit is the degree of commitment to positive action by top level
management. Action can and should be taken at all levels of
management. If one accepts that esprit is a problem, such action
will serve to counter declining morale. If one holds the view that
0 -
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SUBJECT: Agency E sprit
esprit is not a problem today or for the future, then the same action
will serve to improve morale above its currently "acceptable" level.
The feeling that morale is a problem is contageous and if such an
attitude is not countered, morale will. become a problem.
Management Advisory Group
cc: Executive Director -
Comptroller
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 ADMIINISTRATIV1:-1,''11:1;NAL UAL C \LY
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MEMORANDUM FOR: Executive Secretary/CIA Management Committee
FROM Management Advisory Group
SUBJECT Review of Fitness Report Program
REFERENCE Memo for ExDir-Compt, from D/Pers,
dtd. 19 Dec 72, salve subject
1. a: The subject memorandum appears to provide a
solid basis for projecting improvements to the Agency's
Fitness Report (FR) system. The descriptions of the
rating procedures employed in large companies reveal the
impossibility of finding a single "best way". NAG bcli'ves_
that the comparative stability of the Agency's corps of.
career employees makes possible a system which will do a
much better job of illuminating employees with high potential
and identifying "deadwood" at all levels than the present
system does.
b. MAG agrees with most - but not all - conclusions
and recommendations contained in paragraphs 7 and S of the
subject memorandum. We believe two recommended changes stand
out far above the rest:
(1) training for FR writers, and the role of the
parent career service and Directorate therein, and (2) the
degree to which the employee should be involved in preparing
the FR. NAG believes that the other recommendations, while
helpful, will accomplish almost nothing if not done in
concert with these more fundamental improvements.
2. a. With regard to training FR writers, MAC strongly
recommends action on paragraphs 7c and Sg of the subject
memorandum. In perhaps no other segment of his job is a new
supervisor less prepared than his responsibility to sumnari::c
on a half sheet of paper the strengths and weaknesses of the
employees under his command. The only model a new supervisor
has before him is the perhaps foggy recollection of the prose
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in his own reports, and the report prepared by the employee's
previous supervisor. Over the years he gains a feel for what
is "acceptable", and learns the difference between describing
a really outstanding performance., and damning with faint
praise. By the time he reaches the level of responsibility
where he has to pass on promotions, approve training requests,
interview applicants for vacancies, etc., he has become adept
at reading between the lines and reading into the narrative
the intent of the FR writers. NAG believes this unhappy
situation can be turned around, if not brought to an end,
through Directorate -oriented FR writing courses, with senior
careerists from the Directorate taking part in the instruction.
There should be follow-up, annual or biennial seminars, with
all supervisors meeting with their Office heads to hear a
reenunciation of the aims of the FR and to hear a statistical
recap of extant ratings. NAG believes that detailed guidance
by Directorates to FR writers is long overdue. It believes
that such guidance, given annually, will not only help the
FR system, but will also ameliorate chronic complaints from
employees concerning the lack of career planning, downward
communication and rotation.
3. MAG considers a modification of recommendation gb
in the subject memorandum (dealing with employee input to
the FR) to offer an equally significant advance for the FR
system. It disagrees with the general appellate cast D/Pets
gives to the proposed attached statement from the .mployce.
NAG believes the employee contribution should not only be
permitted; it should be strongly encouraged. This statement
should summarize the progress the employee feels he has
made during the reporting period to component and personal
goals, including accomplishments, training, special assignments,
and efforts he may have made to correct personal deficiencies
noted in a previous report. It would be the subject of co,,,,;;ent,
as appropriate, by the FR writer or reviewing official. This
information is now unavailable to career service boards and
reviewing officials and would be invaluable in providing the,;:
with missing brush strokes of the portrait they seek. It a.ppcar
to NAG that the employee' s contribution would promote health)'
dialogue of a sort so many employees find lacking today.
4. NAG believes that recommendation Sc (dealing with
rating the raters) in the subject memorandum fails to grasp
the nettle. The intent of the reco,^.i,,endation can only be
to identify FR writers who either through incompetence or
lack of motivation fail to writs adequate reports. Rat ins;
the rater is important but it will be too late for the hapless
employees already the victims of an ill-prepared supervisor.
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5. Implementation of the recormm;ienda* ion in paragraph
8c, comments concerning potential should be confined to
factors related to job requirements" will remove the t.ncss
Report as a tool for alerting career service boards and
~. .,,1 ~ v I(V 11 VV 1J05 Jl4J~ It ll (1111.11:1 G1, 111}JP 11Ib
Other` to --,-.p i v.t.? e J uv J V l..;
them for positions of greater responsibility. NAG agrees
that employees need to be protected against unwarranted or
gratuitous criticisms over matters having no relevance to
performance. i'IAG members know of many instances whore a
person has through no fault of his own ended in the wrong
spot. A strict interpretation of the recommendation as
stated would prevent a statement saying so from being placed
in the record. We believe it essential that either in the
Fitness Report or in some other periodic evaluation there be
statements concerning potential, most particularly in cases
where the employee has significant potential, or where he
has been placed in a job where his potential can not be
properly developed.
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Excerpts From Referenced Memorandum
7.c. Greater emphasis should be placed on the enrollment
of supervisors in the Perforrmanc,-, Appraisal 1%'orkshop conducted
by the Office of Training. Currently, there is no mention in
Agency Regulations concerning training of supervisors in the
use of the Fitness Report or performance evaluation.
8.b. Add in the certification block an invitation to the
employee to attach any comment (not necessarily in rebuttal)
which he feels will contribute to the record of his job
performance and require him to check an appropriate box
indicating that he has or has not chosen to do so.
8.c. Revise the Fitness Report Instructions (Tab B) ,:o
reemphasize that evaluations and nairative comments should
relate to job performance and that any comments concerning
potential should be confined to factors related to job
requirements.
8.e. Include in the Instructions a requirement that
rating officials comment on the rating performance of those
employees who are themselves'rating officials.
8.g. Revise Agency Regulations to make the Deputy
Directors responsible for providing instructions and guidance
in adapting the use of Fitness Reports so as to best evaluate
the job performance of employees within their areas of
jurisdiction.
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12 April 1973
MEMORANDUM FOR: Executive Secretary,
CIA Management Committee
SUBJECT : Grievance Procedures
1. The Management Advisory Group has been asked to comment
on the paper prepared by the Junior Officers' Study Group on Agency
grievance procedures, dated 24 January 1973.
2. The MAG's general reaction to the paper is favorable in
that it directs management's attention to problems concerning the
handling of employee grievances as well as the grievance mechanism
itself. However, it appears that the JOSG concentrated on one
aspect of the problem, namely the Inspector General's role, rather
than on the broader question of employee grievances.
3. The MAG does agree that additional publicity about the
role of the IG in handling employee grievance is warranted. Its
role is an extraordinary one which obtains only when the grievances
transcend or cannot be handled within the normal grievance channels
which exist as a part of any organizational structure. The IG essen-
tially is a tool of Agency management, advisory to the Director, with
responsibilities extending into a broad range of management functions.
To argue that the IG should be considered a representative of Agency
employees rather than of management indicates a misunderstanding
of the traditional role of the 1G. Moreover, in the area of employee
grievances, even though equity for the employee is a prime factor,
the overriding consideration must be the good of the Agency.
4. The MAG further believes that the function of the supervisor
and manager in handling employee grievances needs greater emphasis.
It should be the responsibility of each office chief, rather than the
IG, to concern himself with employee morale, and management
should encourage employees to air their grievances. It is recom-
mended that each Directorate publicize to their employees existing
grievance procedures, as was recently done in the Directorate of
Science and Technology.
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5. Some of the other suggestions made in the JOSG paper
deserve comment. It was probably a valid criticism that IG com-
ponent surveys received insufficient dissemination. Here again, it
was a management responsibility to determine how and to what extent
the results of IG surveys were used as meaningful feedback to
employees. It is the MA G's understanding that component surveys
are no longer the responsibility of the IG.
6. The fact that going to the IG with a complaint, or surfacing
a complaint within normal channels, will in some cases leave the
complainant "a marked man" is true. But, this is a fact of life. It
is hoped, however, that with the continued encouragement and
receptivity by management to innovation and change, the Agency can
mature to the extent that it is a less serious fact of life.
7. For the IG to more actively seek out and deal with personnel
problems would be to place undue emphasis upon that one facet of the
IG's function. Whether or not a special Agency grievance board, com-
posed of representatives of various components and age and grade
levels, would serve a useful purpose is questionable. For such a
board to have the authority "to make binding recommendations"
O would tend to subvert existing command channels. In fact, the
recommendations of the IG are binding to the extent that they arc
accepted by the Director.
8. The IG has indicated that he is agreeable to the idea of
having younger officers below the GS-15 level assigned to his staff.
If it proves feasible to have qualified persons spend a tour with the
staff, MAG endorses the idea. The IG has also indicated that he
intends to take action on the following: (1) publicizing the functions
of the IG; (Z) recommending a review of Directorate grievance pro-
cedures; and (3) urging wider dissemination of inspection reports.
Management Advisory Group
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13 March 1973
MEMORANDUM I'OR: Executive Secretary, CIA Management
Committee
SUBJECT: Vacancy Notice Books
It has come to M.AG's attention that employees are
reluctant to ask to view the vacancy notice books being
maintained in various components, as they :feel that sucli
a request would give them a reputation of being a mal-
content. Whether true or not, the fact that this is
believed will deter many who are interested in such notices.
Therefore, to provide an opportunity for additional. quali-
fied employees to apply for vacancies that they were un-
aware of, MAG recommends that publicity be given to the
fact that one book is maintained in Staff Personnel Division,
Office of Personnel, Room 5E47, and that consideration be
given to placing an additional book in neutral grounds such
as the Library Mezzanine. If such a plan is adopted, MAG
further recommends that notices to this effect be posted
temporarily on the various Agency bulletin boards.
LLi~ i1'sis
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 14 March 1973
MEMORANDUM FOR: Executive Secretary, Management Committee
SUBJECT Response to MAG Notice
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1. In early January of this year a Headquarters Notice
distributed to all employees discussed MAG and solicited
employee views and suggestions. The purpose of this Memo-
randum is to inform you of the response to that notice and
the actions taken by MAG.
2. There have been ten responses all of 1~hich occurred
i in January. All responses have been acknowledged by a MAC
Member. MAC action has not been completed on two of the ten
and the disposition of the remaining eight is as follows:
A. An employee query as to why MAG membership extends
to only age 45. This was answered directly by the MAC co-
clhairman.
B. A suggestion that parking lane Letter designations
be painted at the entrance to each parking lane. MAC has
recommended that this be submitted through the employees sug-
gestion system.
C. A suggestion that the Boy Scouts provide markers
indicating the type of tree for all trees within the Head-
quarters perimeter. MAC has recommended that this be sub-
mitted through the employee suggestion system.
D. A suggestion to provide shuttle bus transportation
between Headquarters and the l',cst parking lot. NAG does not
endorse this recommendation.
E. A suggestion to make available in each office a photo
album of agency officials in the chain of command. NAG sup-
ports this suggestion and has sent a memorandum of endorsement
to the Suggestion Award Committee.
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SUBJECT: Response to MAG Notice
F. A suggestion that Vacancy Notices be located. on
some neutral ground for individuals reluctant to approach
their component personnel officer. MAC is preparing a
separate Memorandum endorsing this suggestion.
G. Permit employees to shift working hours one half
hour in order to facilitate carpooling. MAC has informed
the individual of existing, regulations permitting such a
change i i?; k ours. The original suggestion has been
given to with the MAC comment that there may be a STAY
number of ci_a s who are unaware of the flexibility per-
mitted within existing regulations.
11. A recommendation that lounges be provided in women's
rest rooms at buildings away from Headquarters. MAC endorses
this recommendation and has forwarded the original suggestion
to Mr. Evans.
3. Follow tip memoranda on this subject will be prepared
if warrented. At suggestion the response to the STAT
MAG Notice will be discusse in the M,%G annual report.
Management Advisory Group
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