POSSIBLE ADDITIONAL PAY FLEXIBILITY AND/OR BENEFITS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B00338R000400540009-2
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 4
• Document Creation Date: December 21, 2016
• Document Release Date: October 23, 2008
• Sequence Number: 9
• Publication Date: September 25, 1984
• Content Type: MEMO

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. Executive Registry I
Central Intelligence JA2L9L
Washington, D.C. 20505
26 September 1984
NOTE FOR: DDA
DDI
DDO
D/OLL
You will recall that we had four papers we
were going to pull together for the Director's
possible use during whatever window of
opportunity'may exist in December or January.
You have seen two of the papers and have
commented to me on them. Here's the third
from Jim Hirsch. Please give me your thoughts
or add to it as you see fit.
.?
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STAT
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u ONLY ?
DDSF,T 722-84
25 September 1984
MEMORANDUM FOR: Executive Director
.FROM:
James V. Hirsch
Associate Deputy Director for Science and
Technology
SUBJECT: Possible Additional Pay Flexibility and/or
Benefits
Attached is a summary of pay and benefit ideas that are
potential Agency adaptations of those floating around in the
private sector these days. They were compiled by an ad hoc'
group representing all DSP,T offices. As noted, these proposals
are aimed at attracting high quality applicants, retaining
quality talent, and improving employee satisfaction and
morale. Hopefully they will be considered in the light of
these long-term goals and not as just another plea by current
employees.
Attachment:
As stated
4--
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POSSIBLE ADDITIONAL PAY FLEXIBILITY AND/OR EMPLOYEE BENEFITS
These proposals are aimed at attracting high quality
applicants, retaining quality talent, and improving employee
satisfaction and morale. They include both proposals that the
DCI can implement using his special authority and those that
will require additional legislation.
Pa The following recommendations are aimed at increasing
pay lexibility by using.the existing system to better
advantage.
a. More flexible use of Periodic Step Increases (PSI's)
by reducing waiting periods to six months for the first three
steps and one year for the remaining steps.
b. Immediate PSI's for secretaries. taking more
responsible jobs at the same grade.
c. Changes in the SIS bonus system. Bonuses should go
to more than 20 per cent of the SIS population.
d. Under any bonus system, the larger awards should be
spread over several years (at the option of the recipient) to
avoid drastic reduction due to the pay cap and tax bracket
considerations.
e. Additional compensation is needed for GS-1S's who
are assigned to SIS positions for which no SIS ceiling
allocation is available or forseeable. Superior performance
should-be rewarded by SIS-type bonuses and by Quality Step
Increases in addition to accelerated PSI's.
g. As an incentive to extended overseas service,
employees accepting extended or successive overseas tours
should be granted a bonus (somewhat similar to military
reenlistment bonuses).
h. As an incentive to retention of valuable personnel,
a voluntary capital accumulation program (similar to the 401(k)
plan) should be established.
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Benefits. We believe additional benefits will be a
signs icant factor in recruiting and retaining our employees.
We recommend giving the employee more discretion on the makeup
of the individual benefit package by introducing the
"cafeteria" concept (whereby, for example, the individual may
.opt for more government sponsored health insurance and less
life insurance.) In addition, we believe the following are
:.workable. benefit enhancements:
a. As an incentive for retention, the Agency should pay
a larger share (up to 100 per cent) of health and life
.insurance premiums based on years of service.
b. Employees should be able to "sell" rather than use
some portion of their accrued annual leave. This would apply
both to SIS and GS employees. The value of the annual leave
could be redeemed for cash or be invested in a VIP or other tax
sheltered account until the employee retired.
c. Improved relocation benefits for domestic tour
transfers are needed. Despite recent legislation, there
remains a need for a housing allowance for Agency personnel
whose permanent career is based in D.C. (or overseas) but who
are assigned elsewhere in the U.S. for a tour. Relocation
benefits should also be payable for certain high quality
applicants recruited outside the D.C. area.
d. CIA should consider providing college tuition
support (grants or loans) for dependents and for employees
taking non-job related courses. Parenthetically, a shortage of
grants for advanced degrees is a national problem. In many
areas there are more foreign graduate students than American in
U.S. universities. A CIA program could serve as an exemplar for
other government agencies and for industry as well.
e. The existing external training program should be
expanded to provide educational sabbaticals to selected
officers below the SIS level.
f. Some sort of incentive pay should be given to
employees who are required to make frequent and high mileage
trips both domesticly and overseas.
g. Child care facilities should be provided in the
headquarters compound.
h. Additional recreational facilities should-be
provided in the headquarters compound.
We recognize that many of these proposals will cost money.
We are prepared to look for creative ways to provide some of
the financing.
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