FY 1978 EEO PLAN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00933R000400040015-0
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 19
• Document Creation Date: December 9, 2016
• Document Release Date: August 11, 2000
• Sequence Number: 15
• Publication Date: August 5, 1977
• Content Type: MF

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5 AUG1177
Clifford D. : aft', Jr.
)irector of Data Processinc
r aorandum from
cltd 15 June , at.Lre Su j c..
1. Attached .ar(a Parts C and ) of ODP' s pronosed EO
Plan for 1973. A 1so attached is a revised page 3 of Part
t aich better reflects the co::rt of EEO to date.
2. Beginning with paragraph 9 Part C and continuing
through Part ?.) we have shown the fore of our ,,'Y 7 -Plan Lut
would 1o premature to set specific numerical ob jo iv
have not filled in specific numerical statistics. or ob,_,
jectives. We are in the process of obtaiuint input from
our divisions and agreement as to goals for the corning year.
Phi process will, be coat lete in time for sullinvission with
su --
this year's hit P in Soptet er. If we are to obtain
ordinate manager:-1 come itncnt to our pperaonn=..A =goals we mu'`, t.
It them participate in the goal setting =rocess. F 'urthor...
mor, we consider the APP our master plan, and the goals sat
iii our I-, Lo Plan must be consistent with it. ` arefore it
.
time,
Orig # 1 d, drs: sseo
2 -- ?/:)/:)P
1 ODP Al)`15#
1 - ODP Registry
ff VIA=.ejZ
. A? 1: '9`-RDP84-009338000400040015-0
OUPPPRy
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00040015-0
3. Allocation of Personnel and Resources for EEO
Program Areas
%
Program Costs
1. EEO Program Management
(Personnel costs)
a.
EEO Officers
1
14
$ 4,200
b.
Federal Women's
Program Board
1
2
500
c.
Hispanic Program
1
1
150
d.
Upward Mobility
Training Specialist
1
10
2,500
e.
EEO Counselors
2
5
f.
EEO Investigators
1
1
g.
Other Personnel
Clericals
2
10
2,000
h.
Career Panels and
Boards
Subtotal
$ 9,350
2. Administrative Expenses:
1. Travel
302
2. Three MCM Telephones f
or Deaf emplo
yees
1,920
3. Training
1,270
4. Interpreter's fees
375
Subtotal
$ 3,867
Total
13,217
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MEMORANDUM FOR:
FROM . Clifford D. May, Jr.
Director of Data Processing
SUBJECT FY 1978 EEO Plan
REFERENCE Memorandum from
dtd 15 June, Same Subject
1. Attached are Parts C and D of ODP's proposed EEO
Plan for 1978. Also attached is a revised page 3 of Part
A which better reflects the cost of EEO to date.
2. Beginning with paragraph 9 Part C and continuing
through Part D we have shown the form of our FY 78 Plan but
we have not filled in specific numerical statistics or ob-
jeci:ives. We are in the process of obtaining input from
our divisions and agreement as to goals for the coming year.
This process will be complete in time for submission with
this year's APP in September. If we are to obtain sub-
ordinate managers' commitment to our personnel goals we must,
let them participate in the goal setting process. Further-
more we consider the APP our master plan, and the goals set
in our EEO Plan must be consistent with it. Therefore it
would be premature to set specific numerical objectives at
this time.
Clifford D. May, Jr.
Attachment: a/s
DISTRIBUTION:
Orig & 3. - Addressee
2 - O/D/ODP
1 - ODP ADMIN
1 - ODP Registry
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PART C - ASSESSMENT OF CURRENT SITUATION
1. Organization and Resources
a. Summary:.
ODP's organization and resources to provide for EEC)
are much improved over previous years and are more than
adequate to meet the challenge. There are eight persons
in ODP directly involved in EEO work. This year we have
added a full time professional Personnel Officer to the
Administrative Staff, added a part-time trained EEO STATINTL
Counselor for our employees in I I, and re-
placed our representative on the DDA Working Group of
the Federal Women's Program Board.
Although we do not budget for these items separately,
we have begun to specifically identify EEO related costs.
To date we have expended $13',217.00
b. Problem Identification:
Restructuring the EEO Seminar for attendance by super-
visors and managers only and the extreme sca.rc'ity of spaces
provides inadequate formal training opportunity.
All women and minority group members could benefit
from training in the extent of the Agency's programs for
them and in how to use the discrimination complaint system.
This objective was met by the "EEO Seminar", but is no
longer met now that the course has been redesigned.. ODP
was able to send five employees, including one woman and
one black, to the EEO Seminar during the first part of the
year. Except for our designated EEO Counselor we have
not identified or provided comparable external training in
EEO. To the extent that EEO principles are touched on in
other OTR courses such as "Fundamentals of Supervision and
Management" we have done better, although we are also hamper-
ed in these courses by lack of spaces. We have done very
poorly in providing EEO training for our managers although
the situation is better at lower grades. Of 112 employees
at grade GS-13 or higher, only 3 have ever attended OTR's
EEO training. Since the course was redesigned we have been
able to obtain only one space and we understand that it
is doubtful we will be given any more spaces through the
end of this year,
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2. Discrimination Complaints
a. Summary :
ODP has had no discrimination complaints this year and
expects none during the coming year. Our employees seem
to understand the procedures and we have sufficient train-
ed counselors to guide them.
b. Problem Identification:
None
3. Recruitment
a. Summary:
Minority and female representation at all grades in ODP
compares favorably with the rest of the Agency and has con-
tinued to improve since 19741.-.
We have developed precise and.realistic recruiting
guides which accurately reflect the current and projected
vacancies in ODP. This helps prevent unqualified applicants'
files being sent to ODP for consideration in filling ODP's
very few vacancies.
We are scheduled to meet with Agency II recruiters
this. September to explain our needs for the coming year
in detail. We maintain frequent personal contact with
WARO recruiters. We plan to send two ODP professionals
to accompany Agency recruiters on their trips to minority
colleges this year.
We are emphasing the recruitment of qualified minority
students into the Co-op program, and are trying to identify
means by which to better. attract both higher grade minority
professional manager candidates and clerical level computer
operators and tape librarians. Minorities are already well
represented among entry level programmers and junior systems
analysts.
We are attempting to establish objective standards for
entry level positions, particularly for programmers and key-
punch operators, in order to correlate typing test and
Brandon-Wolf Programmer's test scores with success in ODP
and eliminate any possibility of subjective prejudice in
hiring.
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b. Problem Identification:
1. The opportunity to improve minority representation
in ODP is extremely limited due to limits placed on hiring,
limited headroom and low rates of attrition, and the scar-
city of the skills and experience being sought. These
same factors limit opportunities for women, although their
situation is less critical, since ODP's jobs are not stereo-
typed male or female and since women are already well re-
presented throughout ODP.
2. Minority group members are generally reluctant to
leave familiar surroundings and move to Washington, D. C.
The remote location of CIA is troublesome to lower graded
employees, especially those who use public transporation.
3. Most minority applicants, particularly those who
are well qualified, have an inflated idea of the salary they
can command. In our experience, these applicants can ob-
tain better starting salaries from commercial concerns than
we can offer. In addition, there are well understood in-
efficiencies and delays in our hiring process due to the
need for clearances, etc.
4. Full Utilization of Skills and Training
a. Sununar_y :
Now that ODP has a full time professional Personnel
Officer we have begun an extensive reevaluation of our
entire personnel management system and an update of our
personnel folders and qualification records. The outcome
of this effort should be a better understanding of the
skills and training available within ODP and an improved
ability to identify and make use of needed skills. Concur-
rently we are in the process of revising our T/O,,rewriting
job descriptions, LOI's, etc. This may give us the oppor-
tunity to restructure some jobs to capitalize on particular
combinations of talents which might be available. We are
currently unaware of any instances within ODP of under.
utilization of pertinent skills and training and we are
awaiting publication of formal guidance at.Agency or Direc-
torate level as to the requirements of the DUST Program.
b. Problem Identification:
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5. Upward Mobility
a. Summary:
As stated above, ODP is currently in the process of''
revising its T/O. We have just completed a complete com-
parative evaluation/ranking of all employees and we are
preparing the Annual Personnel Plan and Personnel Develop-
ment Plan for submission to the DDA in September. As a
part of this effort, we have re-examined the current identi-
fication of ODP positions and employees as professional,
technical, or clerical and tentatively evaluated all ODP.
employees as to their current apparent potential for ad-
vancement. This has been necessary in order to identify
specific candidates for training and possible conversion to
professional status, to identify specific external hiring
objectives where it is apparent we cannot develop our own
already on-board employees fast enough'from within, and
to provide a base from which to measure ODP's progress in
achieving EEO objectives. We are attempting to identify
individual minority and female employees for career develop-
ment, i. e., to replace numbers and percentages on our APP
with specific names, courses, dates, etc.
Concurrently, we are initiating a review of ODP's Develop-
mental Profiles to determine whether they are.current and
reflect career paths and training goals which are realisti-
cally'achieveable. We hope to develop career ladders which
ensure that few positions are "dead-ended" and to provide
for Upward Mobility opportunities where ever possible in
these instances.
ODP has set aside one position within A Division,
Applications for Project AIM, the DDA's formal Upward Mo-
bility Program, which will be filled within the year.
In addition, ODP has its own internal TEC program which
trains and provides some advancement possibility for ODP
computer operators and tape librarians.
b. Problem Identification:
There are currently very few unfilled positions and
very little headroom in ODP. This year normal attrition
has slowed considerably and we forecast little attrition
for next year.
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6. Supervisory and Management Commitment
a. Summary:
Top level management in ODP understands and is committed
to the principle of EEO. There are times, however, when our
statistical approach to applying the program raises questions
as to whether we are pursuing goals or quotas. There is
some confusion at middle and lower management levels as to
what is expected. This can only be resolved through further
exposure to the Agency's EEO program and formal training,
largely not available. Most feel that EEO is best applied on
a one-on-one personal basis and that statistics do not neces-
sarily provide the best measure of progress in what is es-
sentially an attitudinal problem.
That ODP is in a better position statistically than the
rest of DDA and has had very few EEO related complaints (zero
formal) may perhaps be evidence that all levels of management
are conscientious in providing EEO to their employees. At
the same time, the high visibility of the EEO program in the
Agency and constant publicity concerning EEO considerations
led us to the curious anomaly that women and minorities,
who constitute 29% of ODP, have received 380 of our
promotions this fiscal year to date without conscious
effort on our part. This means that we must take greater
care not to discriminate inadvertently against our pro-
fessional white male majority. It also means that there
will be fewer promotions for minorities and women next year
as there are simply fewer of them eligible, most having been
promoted recently. Therefore we must set goals that take
this into consideration.
As the MZ Career Sub-Group Board is the forum for
personnel planning in ODP, it has. the responsibility to
monitor and guide the achievement of EEO promotion and train-
ing objectives. We are emphasizing the Board's role in this
area.
b. Problem Identification:
1. Lack of formal training opportunities for managers,
i.e., insufficient spaces in OTR's "Management of Equality
of Opportunity" course.
2. Inordinate publicity and "threat" attached to EEO
considerations. Managers are reluctant to confront minority
employees concerning poor performance because the "system"
seems designed to help the employee, not the manager.
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7. Community Outreach
a. Summary:
ODP currently has not undertaken any sort of "community
outreach" effort because of the lack of formal guidance and
the possibility of "bad press". Last year one of our fe-
male professionals accompanied an Agency recruiter to
Grambling University in Louisiana. This was our first at-
tempt, and although it has not yet produced great results,
we were encouraged by it and plan to make two such trips
to minority schools closer to Washington during the coming
year. In addition we have noted that minorities are not
adequately represented among computer operators and tape
librarians who are for the most part locally hired. We
contemplate making direct contact with selected vocational
schools and manufacturer's training facilities to acquaint
them with our needs.
In addition to the obstacles of lack of formal guidance
and possibility of "bad press" cited above, it is difficult
to identify colleges or vocational schools where the qua-
lity of graduates, and probability of successful recruit-
ment justify the considerable effort involved.
8. Program Evaluation
a. Summary:
The effort referred to previously to completely revise
ODP's T/O and personnel management system and to develop a
meaningful Annual Personnel Plan and Personnel Development
Plan, obtaining input hence commitment from all subordinate
management levels, is the foundation to our developing a
base from which to measure real EEO progress. EEO sensiti-
vity is one of the items discussed when employees are eval-
uated for promotion or assignment, and feedback as to at-
titudes is obtained during regular counseling sessions as
well as informal contact with employees. In addition,
quarterly EEO and APP Progress reports require constant con-
ciousness of and reaction to our EEO situation.
b. Problem Identification:
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9. Statistical Summary of Current Situation
a. ODP anticipates only losses and gains thi-s"`year
as compared with losses and gains last year. The
majority of the gains will be professional, while most of
the losses will be in other categories. The actual turn-
over rate is therefore very low.
b. MZ Career Sub-Group Composition
Professional Technical Clerical Total
Blacks
Hispanic
Women
Total
*(Minority women are counted twice)
c. Comparison of MZ ODP's minority and female representation
with DDA as a whole and with CSC statistics which purport
to show minority representation in comparable computer re-
lated skills in the rest of the Federal Goverment and the
entire U. S. Labor Force. (If the statistics are correct,
40% of the U. S. Labor Force in computer related skills-
analysts, programmers, operators, card punchers - are
women).
ODP DDA ODP DDA
Professional Professional Technical Technical
Blacks
Hispanic
Women
Federal Government U. S. Labor Force
MZ/ODP Computer Related Skills Computer Related Skills
Blacks
Hispanic
Women
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PART D - SPECIFIC ACTIONS FOR THE COMING YEAR
1. OBJECTIVE:
Provide training and orientation in personnel. administration
and in equal opportunity to ensure that current ODP supervisors
and managers understand and support the Agency's EEO program
and can effectively administer the published Discrimination
Complaint procedures.
Enroll Supervisor./managers at Division Chief/Deputy
Division Chief level in OTR's Management of Equal Opportunity
and in the Career Counseling Course.
Discuss the supervisor/manager's EEO performance during
MZ Career Sub-Group deliberations concerning competitive ranking
for promotions.
,RESPONSIBLE OFFICER:
ODP Division Chiefs designate persons to be trained; Admin-
strative Staff arranges enrollment.
TARGET DATE: 30 September 1978
Ensure that full information is readily available so that
all minority and female employees can be aware of the .Agency's
EEO Program and Discrimination Complaint System and know they
have full freedom, without fear of reprisal, to use the com-
plaint system to the fullest extent.
Publish the pictures, names, office addresses, and office
phone numbers of ODP's EEO Officer and Counselors in an office
Notice and on the bulletin boards within ODP's offices and
computer centers and distribute appropriate literature.
Interview a representative sample of female and minority
employees on a spot-check basis to determine their attitudes
toward ODP's EEO program and their understanding of discrimina-
tion complaint procedures.
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PESPONSIDLF.OFFICER: EEO Officer and Administrative Staff
TARGET DATE: 30 September 1978
3. OBJECTIVE:
Make better use of Agency's recruiters' efforts.
ACTION:
Increase ODP's contact.with vocational schools and. higher
education institutions which have significant numbers of female
and minority students enrolled in first-class computer science
information technology courses, and increase their awareness
of our needs and opportunities.
Arrange for two ODP employees to accompany agency recruiters
on recruiting trips to appropriate schools.
Coordinate with Office of Personnel to obtain permission for
ODP to enter into direct correspondence with placement officers
at three colleges with good programs in information science which
have high minority/female representation in their student bodies,
(other than those colleges visited by ODP representatives and
Agency recruiters) to advise them of our co-op program, and
full and part-time opportunities.
Coordinate with Office of Personnel to cause OP to mail
recruitment guides and literature to two vocational schools and/or
manufacturer's training facilities of ODP's choosing.
RESPONSIBLE OFFICER: EEO Officer and Division Chiefs
TARGET DATE: 30 September 1978
Develop a plan composed of individual development profiles
to give all clerical personnel: and minority female technical
employees the opportunity to develop the skills needed to move
up to more responsible positions, and better utilize their cur-
rently available skills, talents, and training. (Plans covering
other categories of personnel will be undertaken in subsequent
years).
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Review all clerical employees and identify potential can-
didates for conversion to professional and technical status'.''
Review all technical employees and identify potential can-
didates for conversion to professional status.
Schedule aptitude and vocational interest testing in OZS
for at least six clerical employees who are ranked TIP or MD to
determine their potential for more responsible jobs.
Schedule aptitude and vocational interest testing in OMS
for at least six technical employees who are ranked IIP or MD to
determine their potential for more responsible jobs.
Cooperate with the Agency's FUST (Full Utilization of Skills
and Training) Program,in conducting a skills, interests, training,
and experience inventory of the employees identified above to
determine whether it is feasible to re-stucture jobs to make use
of the skills available or to provide an opportunity for upward
mobility.
Maintain and update ODP Developmental Profiles as required
to ensure they are realistically attainable and provide career
ladders for upward mobility so that, insofar as is possible,
there are no "dead-end" career paths.
Compare the candidates for conversion to professional status
who were identified above with the revised Developmental Profiles,
their reported skills, etc., and determine what training is re-
quired to remove the factors currently limiting these candidates
ability to advance.
Select ODP's best candidates for upward mobility (Project
AIII2) or conversion to professional status and schedule any
necessary training.
If qualified personnel and available positions can be identi?-
fied, reassign clerical/technical employees for try-outs in ODP
professional level positions in recognition of OJT, etc.
If qualified personnel and available positions can be identi-
fied, convert clerical and technical employees to pro-
fessional status.
RESPONSIBLE OFFICER: EEO Officer in coordination with 1M1Z
Career Sub-Group Board and Administrative Staff.
TARGET DATE: 30 September 1978
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Enhance minority and female employee's skills and ensure
their representation in training courses in proportion to their
numbers in ODP.
Enroll minority and female employees in courses as follows:
EEO OTHER OTR OTHER
Component Conducted Core M.ana ement OTR External
Black
Hipanic
Women
RESPONSIBLE OFFICER:.
Administrative Officer with concerned Division/Staff Chiefs.
TARGET DATE: 30 September 1978
6. OBJECTIVE:
Increase minority & female representation in GDP.
ACTION:
Hire Asian, Hispanics, Blacks, , and Women
at the professional: level.
Hire Hispanics, Blacks, and Women at the technical
level.
Hire Hispanics, Blacks, and Women at the clerical
level.
Enroll 2 minority students in co-op programs.
Interview minority applicants for anticipated openings
in ODP.
RESPONSIBLE OFFICER:
Division/Staff Chiefs, aided by Administrative Staff
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TARGET DATE: 30 September 1978
7. OBJECTIVE:
Ensure that minorities and females are fairly considered for
promotions over the long run in proportion to their representa-
tion in ODP.
Review lists of persons recommended for promotion to deter-
mine whether over the course of the year we have identified for
promotion, assuming there are sufficient eligible candidates,
at least Hispanic, Blacks, and Women out of the
promotions projected for the year.
RESPONSIBLE OFFICER:
Chairman of the MZ Career Sub-Group Board
TARGET DATE:
30 September 1978
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Staff Summary
This is the 2nd half of our proposed FY 78 EEO Plan.
The appr isal of our current situation is pretty frank.
The speieific objectives for next year were carried over from
last year's plan and have the general approval of the Career
Board. I Iwas pleased with last year's plan and I
believe e wi a pleased with this one, which is essentially
a continuation. The report was due on the 29th. It is late
because I got last minute instructions from Cal's office re-
quiring me to change the format. I have not furnished specific
figures at this time because they are the same figures that are
required on the APP, our master plan, which is not due until
October. The divisions are already working on the PDP, a
training plan, T/O revisions, job descriptions. To ask them
to commit to EEO goals this early would be excessive.. I don't
think. Cal needs them for his preliminary work anyway.,
hate
I tia Y t c u ff e d -4 i 5i f c...,er,7`S , 4 f/ t4 $ 4oa /c./ /~/
fry e~ ceurrtl`~
/~~rfi ~r' a1yr..~,ticri fv . r be//eve ' hey.r.-e
~a ri ~i `a /~~ $ Gr, si / e ~o .~, c,/4~{ , S
6 y t 7~+ e1/ fr / 6 c too
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MEMORANDUM FOR: Director of Communications
Iirector of Data Processing
Director of Finance
Director of Logistics
Director of Medical Services
Director of Personnel
Director of Security
Director of Training
SUBJECT : FY 1978 EEO Plan
1. Your input is requested to assist me in preparing a Directorate
EEO Plan for FY 1978. Attached are assessment guidelines to assist you.
2. Part A (Allocation of Personnel and Resources for EEO) and.
Part-.B (Report of Accomplishments) are due in the DDA EEO Staff by COB
8 July) Part A should cover all of FY 1977. Part B need only cover the
period 1 April through 30 June 1977 and will. serve as the quarterly
report for that period. It should include progress toward the following
objectives contained in the FY 1977 EEO Plan:
a. Increase minority representation: problem 1, page 126.
Provide! career counselors with`Upwa Mobility ti ning:
problem 7, page 139.
c. Continue efforts toward increased awareness of EEO by first-
line supervisors : problem 1, page 142. ,. , ; ~,._ O 4 ' -- -i-U
FOR DIRECTOR OF PERSONNEL ONLY:
d. Develop and implement a DCI-approved Human Resource
Management-EEO rating procedure for present and potential
managers and supervisors: problem 1, page 117.
- - - - - - - - - - - - - - - - - - - - - - - -- - - - -
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In addition to the above requirements, you are requested to describe
specific efforts made in the development of female employees. Include
statistics on external and internal. training in courses such as:
Advanced Intelligence Seminar
Career'Counseling
Fundamentals of Supervision & Management
Information Science for Managers
Management by Objectives
Managerial Grid
Mid-Career
Senior Seminar
Supervisory Skills
(or any other developmental courses
FY 1977/.,EE0 Plan..
3. Parts C and D are due in DDA EEO b COB 29 July. Since the
FY 1978 Plan is a continuation of last year' .._ Ta`ri,problems previously
addressed which have been resolved or are on-going actions, e.g., train-
ing new EEO officers; need not be mentioned again. However, action items
addressed by other directorates last year can be suggested for the DDA
this year. STATINTL
4. Please submit your reports in the same format as shown in the
Attachments:
DDA/EEO:ydc (15 June 1977)
Distribution
Original - D/OC
1 - Each other addressee
1 - DDA Chrono
1 - EEO Subject
1 - EEO Chrono w/o att
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ASSESSMENT GUIDELINES
The following statements are representative of criteria which should
be assessed and can be used to develop appropriate problem statements,
objectives, and action items:
Full, Utilization of Skills and Training
Career counseling is available to all employees.
Efforts are being made to ensure that appropriate training oppor-
tunities'are available to employees at all grade levels and in all
occupational areas without regard to minority status and sex.
Internal selection or promotion qualification requirements and pro-
cedures have been examined to determine if unnecessary barriers to
full utilization of skills and training exist.
Supervisory and Management Commitment
All supervisory and management personnel have attended formal train-
g courses within the past two years which included coverage of their
equal employment opportunity responsibilities.
Incentive awards have been granted during the past year to supervisory
and managerial personnel for their understanding and support of equal
employment opportunity.
Performance evaluations of supervisory and managerial personnel
include a specific item or items evaluating understanding, support
and achievement of equal employment opportunity.
Discrimination Complaints
Bases of complaints are analyzed and efforts made to prevent
recurrence.
Approved For Release 2002/05/02 : CIA-RDP84-00933R000400040015-0