OMB PROPOSED SENIOR INTELLIGENCE EXECUTIVE SERVICE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89-01114R000300090051-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 32
• Document Creation Date: December 12, 2016
• Document Release Date: November 6, 2001
• Sequence Number: 51
• Publication Date: June 5, 1979
• Content Type: MF

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JUN 197
ST TI NTL DRANnf I)R:
Assistant Legislative Counsel
ME : Harry L. Fitzwater
Director of Personnel
SUBJECT : C'IB Proposed Senior Intelligence
Executive Service
REFERENCE : ~ al,ti adse amid fr OLC (79-0770/6) dtd 31 May,
same subject
1. We have reviewed the proposed Bill to authorize the establishment
of Senior Intelligence Executive Services and Merit Pay and Awards Systems
within NSA, DIA, and CIA. inclusion of CIA, despite express recognition
in the Sectional Analysis that "the Director of Central Intelligence already
possesses broad statutory authority to adopt the features of the Senior
Executive Service", is cause for alarm. This is not mitigated by the
explanation that t"the purpose of this legislation, without prejudice to the
validity of those authorities, is intended to express Congressional encourage-
ment that those authorities be used to establish a system comparable to the
Senior Executive Service". The proposed legislation does, in fact and in
law, impact with prejudice on those authorities, regardless of professions
of intent; and it appears to be part of an accelerating erosion, advertent
or inadvertent, of the Director's necessarily broad personnel authority
under Section 8 of the CIA Act of 1949.
2. The proposed statute provides that the DCI "may establish" a
Senior Intelligence Executive Service "comparable" to the Senior Executive
Service established in Title IV of the Civil Service Reform Act of 1978.
While not mandatory in form, it does restrict the DCI to a "cotTaxable" as
distinguished from "analogous", Senior Executive Service should he decide to
act. This deprives him of the flexibility he would otherwise have if acting
under his Section 8 authority.
3. Because of the foregoing, we consider it imperative that CIA be
excluded from the proposed legislation.
ILLEGIB
rry '.tzwater
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Distribution:
Orig adse
2--D/Pers
1 OP/.P &RS
STATINTL OP/P&C/P?RS
:er (4 Jun 79)
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 LJ U ICLASSIFIEU
?r.';1ML CO IEIDE T AL
M oi'i~v
Approved For Re1edN/060IA1'0i0390051-9
STATI
SUBJECT: )Optional)
Civil Service Reform - Senior Executive Service
FROM:
TL Deputy Director of Personnel
SE-58, Hqs.
TO; (Officer designation, room number, and
building) .
Members of- the- SES
Committee
L'SE PEEVt US
3-6 0 EDITIONS
[] SECRET
OFFICER'S
INITIALS
Lf SECRET
to whom._ Draw a line across column after each comment.
Attached please find _a --paper---
titled A Frameicork for Consider-
ation of a Senior Executive
Service Within CIA and several
attachments. We attempted to
focus on the primary principles
and conceptual features of SES
and to identify and highlight
some of the areas we feel of
particular importance for SES
Committee members to consider.
We intend this material for
information and guidance only to
be used as the committee sees fit.
COHr=iUEi TiAL u ~ U INTERNAL
D USE DULY
UIICLASSIFIED
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A Framework For Consideration of a Senior Executive Service
Within CIA
This paper is directed to a key rovis' f
Reform Act -- the Senior Executive Service (SES) --diandlits purpose
is to:
(a) provide a focus on the primary principles and conceptual
features of the Senior Executive Service (SES);
(b) provide a compendium of consideration which need to be
addressed in order to establish the perspectives for subsequent
actions and the context in which the institution of an SES type
program may be considered for possible future implementation; and
(c) identify points for consideration for an SES system within
Central Intelligence Agency.
2. Primary principles and conceptual features of the Senior Executive
Service under the Reform Act. ---------
(a) the. exemption of CIA from the SES provisions of the Civil
Service Reform Act was not based upon disagreement with the principles
and concepts of such an approach. The exemption was based on
protection of sources and methods and-relieves the Agency from oversight
by the Office of Personnel Management (OPM) and mandatory adherence to
the specific substance and provisions of the statute itself and the
regulatory issuances of the OPM'as regards the formal structures and
procedures of implementation. Inherent within the statute and the
approach taken to date by OPM is to provide agencies covered by the
Act a degree of latitude to develop, according to individual needs,
their own programs within the basic framework of the law for selection,
performance appraisal, placement, merit pay promotion, and removal of
executives.
(b) the determination of basic annual compensation for senior
managers (GS-16 through Executive Level IV) on a merit
basis that is directly related to an objective evaluation of their
actual performance on the job with recognition of the different demands
and difficulty of positionsof the same relative grade level (e.g., one
office head vis-a-vis another) and differentiation between demands and
performance in positions at different levels of responsibility (e.g.,
office head vis-a-vis a deputy office head, etc.);
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(c) the establishment at the beginning of each annual performance
appraisal period of clearly defined standards of performance relative to
specific assigned organizational and individual job objectives expected
of each individual senior officer;
(d) the institution of a formal performance appraisal system which
is anchored to the organizational and individual objectives assigned to
_the:executive.and based upon-the objective evaluation of the quality of
perf rman e t agains t the -standards: established, at. . e e.gs nning , o the
evaluation period;
(e) the requirement for "better than average" performance as a
basis for increases in basic compensation levels with "minimally
satisfactory" performance no longer acceptable to warrant pro forma
increases or even retention of their current level of basic compensation;
(f) the selection of senior executives for promotion to higher
levels of responsibility and compensation from among only those
officers who have consistently displayed excellence of performance;
(g) the establishment of added inducements in the forms of
substantial cash awards to attract and retain the best senior managers
and reward and encourage excellence of performance on
the job; and
(h) .the facilitation of removal of senior managers and specialists
whose performances are not up to prescribed standards.
3. -Points for consideration relative to an SES system within Central
Intelligence Agency:. The minimum elements which must be bonded together
to establish the framework for an operating SES program in line with the
rationale of the Reform Act are as follows:
(a) System to accommodate both Senior Managerial and Non-
Managerial (specialists) Executives
An early question to be considered is whether non-.supervisory
senior level personnel should be included in a Senior Executive Service
which by its very concept is designed for senior managerial/supervisory
personnel. In an Agency such as ours, adoption of these systems without
inclusion of both supervisors/managers and comparable graded non-
supervisors would create inequities and would offer little inducement
and benefits for our senior analysts and substantive officers in
relationship to excellence of performance. In this regard, it is
interesting to note that the developers of the Civil Service Reform
Act originally considered the non-supervisory "senior analyst" for
inclusion in the Act but for some unknown reason the idea was excluded.
The Office of Personnel is also finding from its workshops on the
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proposed Supergrade Evaluation Guide, a similar reaction by the
i
part
cipants that there should be pay classifications of "senior
analysts" equivalent to those for managerial/supervisory profile.
Ca1MENT: As suggested, there are several ways to go on
the senior manager__non-manager issue. They could all be included
d
.-un
er
one mibrelJ.a; there could be separate
but equal SES _s le
ste
`f
r
_
s
ms
o
eachT or the "non-inaiager" could be left as is-
s with possibly some
variation for bonsues, etc.
(b) Institution of an SES Performance Appraisal System. (See
Attachment A fora general description of a performance appraisal
cle.
? Under the Civil Service Reform Act a performance appraisal
system must be instituted that is "task" oriented with "behavioral"
characteristics evaluated only where they are tangibly related to
specifically assigned tasks.,
? SES designees must be advised by-their supervisors at the
beginning of the'reporting year what their primary tasking objectives
(both organizational and individual) are, which are "critical." (the
less than satisfactory performance of which can mean removal from the
SES) and the establishment of definitive performance standards that
will be judged.
0 The performance appraisal system is the heart of the SES
and must be carefully developed and fully understood by all senior
executives for the SES to have any chance for success as intended.
The current proposed version of CIA's performance appraisal system
could, with some modifications, meet the requisites for the SES. (See
Attachment B.)
CO~?NENT: In theory, detailed, well described and
current performance appraisal tools provide both managers and employees
the information they need to do their jobs and to evaluate the "end
product" or "output". Realistically, however, the development,
maintenance and explanation of such information requires the manager
(supervisor) to keep detail notes almost on a daily basis and to have
frequent job element reviews with employees so that each knows where
the other stands. A major pitfall in developing performance appraisal
systems, then, is to make them so burdensome to supervisors that they
will collapse of their own weight. On the other hand, too simplified
systems will not provide the "discrimination"' necessary to make the
multi-personnel type judgements dependent on them.
(c) Establishment of Performance Review Board(s) and cutive
Resources Board(s).
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? Performance Review Board(s) review executive performance
appraisals to insure adherence to standards and to review and approve,
as delegated, recommendations for such actions as merit pay adjustments,
performance awards, and promotions.
? Executive Resources Board(s), advisory to the head of
agency, handles the. processes of selection, placement,. training,nd .
. recommendations for ,. removal of Senior Executive , Sermebers.. The
results 'of the performance Board' s review of performance agpraisas
would provide input to the determination of the Executive Resources
Board.
CIA does not now have suitable mechanisms in place to
serve these functions and would have to establish such Boards to meet
these requirements. (See Attachment C for examples of how a. Board s)
system in CIA might look.)
COMMENT: Performance Review and Executive Resources
Boards have the advantage of giving the Director centralized, focal
points for planning, evaluating, and/or approving Senior Executive
personnel actions. Although establishment of additional boards/panels
is contrary to the NAPA team perspective, in the SES instance they
appear indispensable. It should be possible to keep SES Boards to a
minimum, however. On the more negative side, the administration of
the work of these boards could be quite time consuming and very
burdensome on executives who also have other major responsibilities
with which to cope.
(d) Establishment of an equitable system to determine basic
"merit" pay levels and performance awards. Directly inter acing with
the establishment of performance standar s expected of individual
executives is the requirement that a schedule of basic annual
compensation levels and relative amounts of performance awards be
established to insure equity of recognition for comparable performance
throughout the organization. Equally important is the requirement to
clearly delineate basic compensation "spreads" to differentiate between
senior positions at different levels of responsibility. The Supergrade
Factor Evaluation System under development by the Office of Personnel
should provide one such tool for this purpose. (See Attachment D for
copy of draft guide).
CONVENT: In establishing guidelines for granting
remuneratives o -different kinds, very delicate balances will need to
be maintained between preservation, on the one hand, of a highly
flexible pay system and, on the other, discrimination expressed in
terms of pay for levels of responsibilities.
(e) Requirements and resources to provide staff s ort for the
administration of an SES system. The full dimensions of personnel and
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other resources required to develop and implement a Senior Executive
Service cannot be readily determined at this time. A genera' idea can
be`formed, however, from the facts currently available that the
developmental phase will require a number of senior level officers
from the Directorates and from the Office of Personnel plus a supportir:.
cast of clerical assistants engaged for many weeks or months. In
addition, the Office of Personnel would be required to provide direct
support in the development of a modified performance appraisal system,
performance standards, position identification and classification, pay
schedules, qualifications standards for selection, removal criteria an...,
procedures including appeals, and in conjunction with the Office of
Data Processing, identification of computer system applications. In
addition, the Office of Training would need to develop training semina-
for all present (and future new executives) to give them a full under-
standing of all aspects of the SES and provide other training to
prepare, executives for their, managerial roles and continually improve
their managerial knowledge and understanding. The Office of Finance
and the Comptroller will need to study current pay, leave and budgetin.
processes and procedures and revamp systems accordingly.
CONVENT: Self-explanatory.
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 1. PERFORMANCE APPRAISAL -- A MANAGEMENT TOOL
ORGANIZATIONAL MISSION
IMPROVED WORKFORCE PRODUCTIVITY
Performance Management Tools
? Promotion Bonuses ? Performance Aids
? Awards ? Retention
? Pay ? Reassignment
? Growth Opportunities ? Demotion
? Work Team Structure
? Training
? Job Design
? Removal
? Feedback to subordinates
? Individual Development Plans
Feedback to subordinates 4
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PERFORMANCE APPRAISAL
Based on previously communicated
Performance Standards
and Critical Elements
FUNCTIONAL DELEGATIONS
POSITION DESCRIPTIONS
GENERAL OUTPUT
REQUIREMENTS OF
POSITIONS
S
CRITICAL-JOB -ELEMENT
PERFORMANCE STA,
[JOB PERFORMANILL
000000"M I
2
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PERFORMANCE APPRAISAL -- A MANAGEMENT TOOL
The mission accomplishment of any organization stands on the management
tripod of funds, personnel and materials. Of these, personnel management
is probably the most challenging. Personnel management has as one of its
major objectives the increase of productivity. The key to productivity
improvement is performance management which utilizes such management tools
as rewards, discipline, promotion, separation, training, job design, organ-
izational structure, work flow and performance aids.
Efficient performance management and certain administrative functions depend
upon getting accurate information about performance. Supplying that infor-
mation is the important role played by performance appraisal (p. a.).
Appraisal is a means of giving management and employees information about
performance they both need.
A performance appraisal system should provide for these needs: (see chart
on opposite page).
Boxes 1-6: Establishing performance criteria, i.e., performance
standards for all aspects of the job and identification
of the critical elements. The job requirements, especially
for managers and executives, should reflect carrying out
the organizational mission. The performance standards need.
to be job-related..
Boxes 7-8: Appraisal of job performance to compare actual performance
with the previously established and communicated standards
and critical elements.
Box 9 : Feedback to subordinates Of all the uses of information
Box 10
decisions about promotion, bonuses, awards, SES pay,
merit pay, training, retention, reassignment, demotion
and removal is designed to improve productivity.
gained from an appraisal of performance, one of the most
necessary and useful in improving productivity is the
feedback to the subordinate of performance information.
This is so important that it is listed separately in box
9, rather than in box 10 along with other performance
management tools.
Other Uses of performance information Performance
appraisal is done for two main purposes: to find out
what the performance actually is and then, to improve it.
The use of performance information as a basis for
Boxes 11 and 1: Accomplishment of agency mission Improved productivity
advances the accomplishment of the organization's mission.
Thus our purpose is accomplished. It can be clearly seen
from the Chart that performance appraisal is not an end in
itself, but rather, is a tool management uses to accomplis}}
the orzanization's mission.
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DIRE' CrIO, 5MR COMPLETING PERF P AWWCE APPRAISAL PAMCE
The Performance Appraisal Package consists of the following 4 parts:
1. Performance Appraisal Report
2.= Advance Work Plan
3. Evaluation of Potential
4. Directions
1. The Performance Appraisal Report
Section A -- General Information
? This section will be pre-printed by computer.
? No charges are to be made except for the reporting
o , if necessary.
Section B - Qualifications Update
? Indicate whether employee's qualifications are
updated during the reporting period and whether
they are attached.
Section C - Performance Appraisal of Specific Duties
? Describe each duty in sufficient detail to provide
information which may be useful later in considering
individuals for other assignments.
? List in order of importance the duties performed
during the rating period.
? Use a single number for each specific duty. Decimals,
plus or minus signs, or other modifications may not
be added.
Section D - Supervisor's Comments
? Narrative comments must support ratings of specific
duties, make the connection with the Work Plan goals,
and explain the basis for the overall rating.
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? While a brief statement on the mission and functions
of the office may be appropriate to set the stage,
narrative comments should concentrate on the perform-
ance of the in ivviual being., rated.
111G 111-)L ae11LC111.C ul we 11U.11-iLiVC l11 repUrUi OIL
employees in the three-year trial period must
recommend- for or against continuation of.-empIoymenf,:
following f ctors 'should be considered as'appro riafe:
Mobility
Oral expression
Written expression
Timeliness of performance
Foreign language competence
Initiative
Productivity
Resourcefulness
Cooperativeness
Dependability
Quality and quantity of work
Versatility
Security consciousness
Interpersonal relationships
Acceptance of responsibility
Records discipline
Judgment
Decisiveness
? In addition to any other appropriate factors listed
above, the following factors must be addressed for
personnel GS-12 and above. A s ni gle inclusive state-
ment is acceptable if all factors are satisfactory;
specific comment is required where a factor is
deficient or is unusually proficient.
Cost consciousness Judgment
Security consciousness Acceptance of responsibility
Cooperativeness Initiative
Records discipline
? In addition to any other appropriate factors listed
above, the following factors must be addressed in
reports for supervisory and managerial personnel.
A single inclusive statement is acceptable if all
factors are satisfactory; specific comment is required
where a factor is deficient or is unusually proficient.
Subordinate management and development
Quality of performance appraisal
Delegation of responsibility
Equal opportunity
Use of personnel, space, equipment, funds, etc.
Goal setting and achievement
2
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Section E - Overall Performance Rating
?
Overall performance includes ratings on specific
duties and all other appropriate job-related factors,
such as the employee's conduct on the job, produc-
tivity, adaptability, comprehension of the organization
and mission of the directorate, and sensitivity to
the principles of equal employment opportunity and
advancement.. The overall rating is not an average of
- e.ra1angFz ._011 :zfe._specific-.aU1
STATINTL
? Although promotability may be considered in the
overall rating, no specific promotion recommendations
will be made on Performance Appraisal Reports.
(Promotion recommendations will be made according
to HR_)
Section F - Certification and Comments
? The rating officer's signature certifies that the
Performance Appraisal Report has been shown to and
discussed with the employee. When for any reason
a PAR is not shown to an individual prior to
forwarding to the Office of Personnel for processing,
it is the responsibility of the Career Service to
have the report subsequently shown to the individual
and the record documented.
? The employee comments section is optional; it is
not intended to replace a discussion of performance
between the employee and the supervisor.
? Reviewing officials must provide substantive comment
on the individual being rated. If the reviewer is in
substantial disagreement with the rating official,
the evaluation should be discussed with the rating
official and the employee.
? Reviewing officials have the following responsibilities
for insuring the integrity of the system:
a. Monitoring follow-up administrative
action when overall performance is
rated at the 1 or 2 level.
b. Returning incomplete or inconsistent
reports to rating officers for
corrective action.
3
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2. The Advance Work Plan
Section A - Employee's Job
Describe briefly where this employee's position fits
in the organization.
supervised by this employee.
Do .noteattempt to ?suimnariae the. -job -de
s eriptzon
Section B - Work Objectives, Goals, and Priorities
Do not attempt to summarize the job description.
List objectives, goals, and priorities for the period
covered by the plan.
? Identify performance standards of quantity, quality,
and time which will be used to rate the employee on
the PAR at the end of the period.
" Be specific. For example, one general duty on the
job description may represent three or four elements
or tasks which are going to be important during the
period covered by the Work Plan; identify each such
task, with the standard which will be used to measure
success for failure
Whenever possible, the identification of objectives,
goals, and priorities should be a joint effort by
the supervisor and the employee.
Update the Work Plan whenever necessary during the
period covered simply by annotating the form. (Use
the back if additional space is needed.)
3. The Evaluation of Potential for Advancement
Section A
? Indicate whether or not it was possible to observe readiness
for assuming higher level responsibility in the performance
of this individual during this reporting period.
? If readiness to assume higher level responsibilities, or
the lack thereof, was observable in the performance of
this.individual during this reporting period, check the
statement which best describes your estimate of the
employee's potential.
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Section B
Original copy to Office of Personnel Held by the component until end
through Head of the Career Service of period covered, then attached
concerned. to appropriate PAR.
Minimum of one copy to be retained Forwarded according to PAR
by the Career Service. distribution.
? Be specific when stating qualities that demonstrate
capacity for grow h and advancement; give specific
examples of hat the employee demonstrates these
qualities..
? Do not try to be specific in predicting an employee's
graTe level potential or specific:. jobs you think the,
employee will. hold. -- Such ..prQ~d ct on , if . they dorL t _
come true, lead-to disappointment and even grievances.
DISTRIBUTION
PAR and Evaluation of Potential
fdvarrcement-~
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GENERAL INFORNRTION
1. SOC SEC NUMBER-
3. SD 4. SCHED 5. GRADE
6. AFFILIATION
7. OCCUPATIONAL TITLE
B. OFFICE/DIVISION/BRANCH OF ASSIGNMENT
9. CURRENT STATION
10. HQS
1 1 . - - REPORTING PERIOD
1 2 . DATE REPORT DUE IN OP.
13:.-TYPE OF REPORT
SECTION B
QUALIFICATIONS UPDATE
QUALIFICATIONS UPDATE FORM BEING SUBMITTED WITH CHANGES, AND IS IT ATTACHED YES NO
TO THIS REPORT?
SECTION C
SPECIFIC DUTIES
LIST IN ORDER OF IMPORTANCE THE
SPECIFIC DUTIES PERFORMED DURING THE RATING PERIOD. INSERT RATING WHICH
BEST DESCRIBES THE MANNER IN WH
ICH EMPLOYEE PERFORMS EACH SPECIFIC DUTY. CONSIDER ONLY EFFECTIVENESS IN
PERFORMANCE OF THAT DUTY. ALL
EMPLOYEES WITH SUPERVISORY RESPONSIBILITIES MUST BE RATED ON THEIR
ABILITY TO SUPERVISE (INDICATE
NUMBER OF EMPLOYEES SUPERVISED). DEFINITIONS OF RATINGS TO BE USED ARE
FOUND IN SECTION E OF THIS FORM
. SEE INSTRUCTION SHEET FORM II5FOR ADDITIONAL GUIDANCE.
SPECIFIC DUTY NO. 1
RATING
NUMBER
SPECIFIC DUTY NO. 2
RATING
NUMBER
SPECIFIC DUTY NO. 3
RATING
NUMBER
SPECIFIC DUTY NO. 4
RATING
NUMBER
SPEC I r U N .
RATING
NUMBER
SPECIFIC DUTY NO. 6
RATING
NUMBER
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I. SOC `.r NUMBER
I
2. NA:12 AST, FIRST, MIDDLE
j
6. AFFILIATION
.
7. OCCUPATIONAL TITLE
8. OFFICE/DIVISION/BRANCH OF ASSIGNMENT
9. CURRENT STATION 1
10. HQS
H. REPORTING PERIOD
DATE REPORT DUE IN OP j
13. TYPE OF REPOR
4. EMPLOYEE COAh1ENTS.(Optional)
THE:,.EMPLOYEE dAS.._THE .OPTIO-N TO PROVIDE A SELF APPRAISAL. OF PERFORMANCE AND TO GDMMENTOR RIOT O?N-THE
SUPERVISOR'S EVALUATION AND/OR THE REVIEWER'S COMMENTS.
i CERTIFY THAT THIS REPORT WAS DISCUSSED
WITH ME DY MY SUPERVISOR.
DATE
SIGNATURE OF EMPLOYEE
S. REVI E+IING OFFICIAL COr MENTS
COMMENT OF REVIEWING OFFICIAL.
-ATE
TITLE OF REVIEWING OFFICIAL
TYPED OR PRINTID NAME AND SIGNATURE
I CERTIFY THAT I HAVE READ THE REVIEWER'S COMMENTS.
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SIGNATURE OF EMPLOYEE
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'
~
 SECTION D
AMPLIFY OR
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1. SUPERVISOR'S C011,IENTS
EXPLAIN THE INDIVIDUAL RATINGS GIVEN FOR SPECIFIC DUTIES IN JECTION .. INUIGAI 5It;ivtr,t..nr?
GI
VE
STRENGTHS OR WEAKNESSES DEMONSTRATED ANY ANY SUGGESTIONS MADE FOR IMPROVEMENT OF WORK. PERFORM.ANC:..
RECOMMENOAT'IONS FOR TRAINING. SEE ATTACHED INSTRUCTIONS FOR REQUIRED COMMENTS ON: COST CONSCIOUSNESS,
EEO, SAFETY, SECURITY, AND EVALUATION OF SUPERVISORS, ETC.
THE OVERALL PERFORMANCE RATING SHOULD TAKE INTO ACCOUNT EVERYTHING ABOUT THE EMPLOYEE WHICH
INFLUENCES EFFECTIVENESS. SEE ATTACHED INSTRUCTIONS FOR DETAILS. RATING NUMBER:
3. SUPERVISOR CERTIFICATION
MONTHS EMPLOYEE HAS BEEN
IF THIS REPORT HAS NOT BEEN SHOWN TO EMPLOYEE, GIVE EXPLANATION.
IN THIS POSITION
MONTHS UNDER MY
SUPERVISION
INTERIM DISCUSSION(S) ABOUT WORK PLAN PROGRESS WAS/ WAS NOT HELD. (CHECK ONE)
DATE
TITLE OF SUPERVISOR
TYPED OR PRINTED NAME AND SIGNATURE
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OVERALL PERFORMANCE RATING
 Individual Duty
Individual consistently fails
to meet the established work
standards for the duty or task
performed. Performance is
unsatisfactory.
- Individual: frequently fails
to meet the work standard
for the duty or task per-
formed. .Performance is
marginal.
Individual occasionally fails
.to meet the work standard for
the duty or task performed.
Perfo7.-mance is acceptable.
. : Individual fully -meets the
work standards for the duty
or task performed. _
-Individual" occasionally exceeds
the established work standard
for the duty or,task performed.
Performance is good.-
Individual frequently exceeds
the established work standard
for the duty or task performed.
Performance is excellent.
Individual invariably exceeds
the established work standard
for the duty or task performed.
Performance is superior.
Performance does not meet all established work Stan-
dards for the position and specifically demonstrates
the individual's failure to.meet one or more importan
job requirements (e.g., doesn't complete work; lacks
the necessary knowledge, skill, or ability to do the
job properly) ._ Performance is unsatisfactory.
meet, -.allstabll.shed
---Performance frequently does- nob
work standards for the position and reflects a. signi-
'
ficant problem relating to the individual's suitabili'
for continued assignment in the job (e.g., seldom.
completes work assignments without strong support;
work products or services are often faulty and
incomplete). Performance is marginal.
Performance generally meets established work standard:
for the position but characteristically needs improve-
ment in a specific area or on occasion falls somewhat
short of satisfying all job requirements (e:g.,
inconsistent work effort in meeting deadlines; qualit;
of work product or service sometimes needs to be
improved). Performance is acceptable.
Performance meets all established work standards for
the position and attests to a satisfactory level of
Job-related knowledge, skill or ability.(e.g., does.,
what is expected; reliable and dependable, a typical
performer.).. 'tea..
Performance :occasionally exceeds -established work
standards for the position and is generally of higher-
quality..than-is required to do the job _.satisfactorily
(e.g., genera`uly produces. a. better than average produc
or service;' reveals a goad level- of knowledge, aoiIitj,
and skill in satisfying work 'requirements )-: -
Performance is good.
Performance frequently exceeds established work Stan--
Bards for the position ahd shows that the individual's
level of job-related knowledge, skill, and 'ability is
highly developed (e.g., functions with ease in
satisfying work requirements, producing a high-quality
product or service). Performance is.excellent.
Performance invariably exceeds. established work stan-
dards for the position, and is characterized by extra-
ordinary proficiency suggestive of one expert at doing
the job (e.g., highly efficient performer, one who
demonstrates impressive knowledge, skill and ability
Approved For Release 24 O prrCIAeRD 9-0~~1r4Rrb
oQ900 Performance is
0~(
 (TNEIt1L IYF R\t-MON
SOC SEC N'J1%.MM 2. ILU:E (Last, first, middle)
. OFFICE/DIVISION/BRANCH OF ASSIGNMENT
SD i}.SClLED
4. F~.tV[Dy s JoC'j1p 5+4+t bocci, Wt1Et {k. po i;or1 -~rts in ftie 5{'af f. HGt J tU .r'; Q~ i~ L 1OpI`iCIT~ ~ ItttRkl~
ber a.ud.I~ype of employees 5u.per?15 4 by -Eh;s enLploy
B. WORK OBJECTI`TES, GOALS AND PRIORITIES - List the specific objectives and goals, in priority order, formulated
. by the supervisor and the employee.
PERIOD COLiPP.D (To be attached to the PAR for this period.)
SIG:;ATj OF E?:r':.Giz (tame typed)
SIGUATi;r2E OF SUPERVISOR (NaMe typed)
Approved For Release 2002/01/08 : IIA-RDP89-01114R000300090051-9
TITLE ? HATE I TITLE
 S CT I ON A A roved For Ruse 2002/O$- R CIAMR9A89I-01114 00 -
1. SOC SEC NO.
2. NAME (LAST, FIRST, MIDDLE)
SD
P
.
.SCHED
.GRA
6. AFFILIATION'
'
-
7. OCCUPATIONAL TITLE
8. OFFICE/DIVISION/BRANCH OF ASSIGNMENT
9. CURRENT STATION
O.Hq
11. REPORTING PERIOD
12. DATE REPORT DUE IN OP
13. TYPE OF REPORT
EVALUATION AND COMMENTS MUST BE LIMITED TO DIRECT OBSERVATION OF PERFORMANCE AND BE WITHit't THE
SUPERVISOR'S AREA OF EXPERTISE. THE EVALUATION IS AN ESTIMATE OF THE INDIVIDUAL'S POTENTIAL TO
ASSUME ADDED RESPONSIBILITY.
SECTION B
THE ASSIGNMENT DURING THIS RATING PERIOD DID NOT OFFER THE OPPORTUNITY TO EVALUATE READINESS
TO ASSUME HIGHER LEVEL RESPONSIBILITY. EMPLOYEE IS RENDERING A VALUABLE CONTRIBUTION.
READINESS 70 ASSUME HIGHER LEVEL RESPONSIBILITY CAN BE DEMONSTRATED IN THIS ASSIGNMENT. THE
READINESS OF THIS INDIVIDUAL, AS OBSERVED IN THE PERFORMANCE DURING THIS RATING PERIOD, CAN
BEST BE DESCRIBED BY THE FOLLOWING STATEMENT:
EMPLOYEE APPEARS TO LACK THE CAPABILITY TO ASSUME HIGHER LEVEL RESPONSIBILITY.
IT IS DIFFICULT TO JUDGE WHEN THE EMPLOYEE MAY BE READY TO ASSUME A HIGHER LEVEL OF
RESPONSIBILITY. EMPLOYEE HAS ROOM TO GROW WITHIN THE SCOPE OF RESPONSIBILITIES OF THE
PRESENT JOB.
EMPLOYEE PERFORMS THE FULL RANGE OF RESPONSIBILITIES IN THE CURRENT JOB AND WILL Be
READY TO ASSUME HIGHER LEVEL RESPONSIBILITY WITH APPROPRIATE TRAINING AND EXPERIENCE.
EMPLOYEE 15 READY TO ASSUME HIGHER LEVEL RESPONSIBILITY.
SECTION C
SUPERVISOR'S COMMENTS
EXPLAIN YOUR CHOICE ABOVE. STATE THE QUALITIES OF WORK PERFORMANCE THAT BEST DEMONSTRATE READINESS FOR
GROWTH AND ADVANCEMENT, OR THE LACK THEREOF; SUPPORT WITH EXAMPLES.
SECTION D CERTIFICATION
TYPED OR PRINTED NAME OF SUPERVISOR
SIGNATURE OF EMPLOYEE
_!I DATE
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 ILLEGIB
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Next 1 Page(s) In Document Exempt
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 PERS -
0'P SX W4For Release 2002/01/08 : CIA-R 89-01114R000300090051-9
5E58 OLC 79-0770/6
MEMORANDUM FOR: See Distribution
FROM .
Assistant Legislative Counsel
-SUBJECT OMB Proposed Senior Intelligence Executive
Service
STATINTL
1. As promised in an earlier memorandum on the same
subject (OLC 79-0770/5), I am forwarding for your comments
the office of management and Budget draft proposal which
seeks to "authorize" the heads of NSA, CIA and DIA to
establish the equivalent of Senior Executive Services within
their respective agencies. (U/IUO)
2. As addressees are aware, the authority which is
ostensibly granted by this proposal is, in the case of the
Director of the Central Intelligence Agency, already available
to him via Section 8 of the CIA Act of 1949. The authority,
therefore, is not only redundant but also raises the implication
that the DCI's current Section 8 authority is insufficient
to permit him to establish such a system on his own without
legislation. This Office has consistently held and transmitted
to OMB the position that this is not the case. We have also
made it well known that any bill which, in any way, form or
manner, detracted either expressly or impliedly from the
authority of the DCI to handle personnel matters would be
vigorously opposed by this office. (U/IUO)
3. Rather than providing herein an analysis of the
terms of the bill, I have attached along with the bill a
section-by-sectm~entsatostheoundersigned notelaterdthans
your written co
close of business 7 June 1979. (U/IUO)
Attachment
See Distribution on next page
Approved For Release 20'd2/&I/t la-RbP8~-01114R000300090051-9
STATINTL
'sir
 STATINTL
Distribution
e t2 JO2 f1 /08 : CIA-RDP89-0111 000300090051-9
DDA) w/att
OGC) w/att
_______________________/a tt
OMPT) w/att
C/PCS/LOC) w/att
(C/NFAC/CSS) w/att
w/att
- LC Su sect
1 - OLC Chrono
OLC:MDC:sf (31 May 1979)
Approved For Release 2002/01/08 : CIA-RDP89-01114R000300090051-9
 Approved Fcelease 2002/01/08 : CIA-RDP89-01114R000300090051-9
A BILL
To authorize the establishment of Senior Intelligence Executive Services
and Merit Pay and Awards Systems within the National Security Agency;
Central Intelligence Agency and Defense Intelligence Agency and to
make necessary amendments to Title 5, U.S. Code.
- ~y 6LIc OC-LL 11-C ana riouse of Representatives of tfier`
United States of America in Congress assembled, That this Act may be
3 cited as the Senior Intelligence Executive Services Act of 1979.
TITLE I - SENIOR INTELLIGENCE EXECUTIVE SERVICES
5 SEC. 2. The Secretary of Defense (or his designee) for the-Natio=
6 Security Agency and for the Defense Intelligence Agency, and the Direct
7 of Central Intelligence for the Central Intelligence Agency may estabL
8 Senior Intelligence Executive Services within the respective agencies
9 comparable to the Senior Executive Service established in Title IV
10 of the Civil Service Reform Act of 1978. The Director of Central Intel
11 gence, and under the authority of the Secretary of Defense, the Directc
12 of the National Security Agency and the Defense Intelligence Agency,
13 hereinafter referred to as the Directors, are authorized to adopt
14 administratively those provisions of title 5, United States Code, con-
15 tained in Title IV of the Civil Service Reform Act of 1978 that the
16 Directors consider necessary to administer a separate Senior Intelligen
17 Executive Service within the agency headed by such Director, to appoint
18 without regard to the civil service laws,-individuals to positions esta
19 within such Senior Intelligence Executive Service and, notwithstanding
20 limitation on compensation set out in any other law, to pay individuals
21 so appointed in relation to the pay prescribed under title 5, United
4
Approved For Release 2002/01/08 : CIA-RDP89-01114R000300090051-9
it
 Approved For Release 2002/01/08 : CIA-RDP89-01114R000300090051-9
1 States bde, for the Senior Ex,_cutive Service. Any provisions so a'o,
2 shall be subject to the same limitations imposed with respect to the
3 parable provisions of title 5, United States Code, including the limit
4 in section 5383(b) of title 5 on aggregate pay. Notwithstanding any..c
5 provisions so adopted, each Director, may detail or assign individuals
'
the jurisdiction of such Director appointed to the particular Senior_'I
7 ligence Executive Service to serve in non-Senior Intelligence Executiv
8 Services positions in which the appointee's expertise and experience c.
9 of benefit to the National Security Agency, Central Intelligence,Agenc-
10 Defense Intelligence Agency, or another Government agency and the appo:
11 shall not lose thereby any of the entitlements or status associated wit
12 the appointment in the Senior Intelligence Executive Services.
13. SEC. 3. A,-arding of Rank in the Senior Intelligence Executive Sex
14. (a) During any fiscal year, the President, based on the
15. recommendations of the Secretary of Defense, or the Director of Central
16 Intelligence, may, subject to subsection (b) of this section, award to
17 Senior Intelligence Executive'Service appointee the rank of
18 (1) Meritorious Intelligence Executive, for sustained
19 accomplishment, or
20 (2) Distinguished Intelligence Executive, for sustained
21 extraordinary accomplishment.
22 A Senior Intelligence Executive Service appointee awarded a rank under
23 paragraphs (1) or (2) of this section shall not be entitled to be
24 awarded that rank during the following four fiscal years.
25 (b) During any fiscal year -
26 (1) The number of Senior Intelligence Executive Service
Approved Forgplease 2002/01/08 : CIA-RDP89-011148 0300090051-9
 1 Cr?}'~1ili'_ :( $ ... riled the rank of ;%;eritorious IntelliI' cn
a c. L tiCCu_ _Y@
2 Ap~amnte l~s~, @$2/,O ..tQPe?9-:a I RP9 3ggq2qg51i 9r Senior
?r-telligence Executive Service.
3 Intelligence Executive Service; and
4 (2) The number of Senior Intelligence Executive Service
5 appointees awarded the rank of Distinguished Intelligence Executive
6 within each Service may not exceed 1% of the particular Senior
(c) (1) Receipt by a Senior Intelligence Executive Service
9 appointee of the rank of Meritorious Intelligence Executive entitles
10 such individual to a lump sum payment of the amount specified in
11 section 4507(e)(1) of title 5, United States Code, in addition to
12 the basic pay or any performance awards paid to the Senior Intelligence
13 Executive Service appointee.
14 (2) Receipt by a Senior Intelligence Executive Service
15 appointee of the rank of Distinguished Intelligence Executive entitles
16 such individual to a lump sum payment of the amount specified in
17 section 4507(e)(2) of title 5, United States Code, in addition to the
18 basic pay or any performance awards paid to the Senior Intelligence
19 Executive Service appointee.
20 SEC. 4. Each Director may grant a sabbatical to any appointee
21 to the Senior Intelligence Executive Service under the jurisdiction of
22 such Director in accordance with the provisions of section 3396(c) of
24 SEC. 5. Annual leave accrued by an individual while serving in
25 a position in a Senior Intelligence Executive Service shall not be
26 subject to the limitation on accumulation imposed by section 6304
27 of title 5, United States Code.
23 title 5, United States Code.
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clA-RDP89-01114R000300090051-9
NOW
.r
 u