(UNTITLED)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP91-00452R000100040006-9
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 6
• Document Creation Date: November 11, 2016
• Document Release Date: August 4, 1998
• Sequence Number: 6
• Content Type: REPORT

. . Approved For Release 1999/09/27 : CIA-RDP91-00452R000100040006-9
1. The mechanism for creating these additional positions
(grade range from GS-08 through GS-l0) would be to identify
those GS-14's expected to be promoted and so slot them at the
higher grade. With the vacancies created in the 14 grade, a
similar operation could then be accomplished in the GS-13 ranks.
At this juncture, three of the vacant 13 positions could be
downgraded to four GS-10 level positions.* If these positions
were then filled by those persons identified for the associate
project officer program, the only remaining problem would be
the grade (lowest grade allowed in a GS-10 slot is a GS-08)
and a person to fill the position the candidates have just
vacated. Since it would be mandatory to have a trial period for
the candidate associate project officers, some temporary relief
from upper management would have to be secured insofar as the
grade problem is concerned. However, with emphasis on mobility,
this should not be an insurmountable problem. Filling the
vacant secretarial positions represents the additional person-
nel being proposed and the number required is dependent upon
which of the options described below is selected.
2. The various options are listed below in tabular form.
Implicit in implementing this plan is that all candidates come
*Although there are several variations in the slots that could
be converted, the options are limited to a rather narrow range
because of other limitations. For instance GS-14's and above are
controlled by different criteria than GS-13's and below. With
only two GS-11's'and two GS-12's on'our T.O., we have little
choir ut t see v ig~, o h~ GS-13
ApPfgyq. Neh 1 5? 'N#1(PM_O g 9de ppoints `~I four con-
sume 40 grade points.
 Approved For Release 1999/09/27 : CIA-RDP91-00452ROO0100040006-9
from the senior secretarial staff (GS-07) and possibly GS-06
in the case of highly qualified personnel, and that the individ-
uals are desirous of participating in the program. The latter
point is significant since after the trial period, the candidate
may decide not to continue or might prove to not be suited for
the work. At this junction, the position that had been vacated
may well have been filled. The results listed below by option
reflect only the short term or immediate effect on ORD's TO
structure. The base for these calculations is the April 1975
personnel printout. In addition, all salary computations are
based on step 5 of the grade in question.
OPTION I.
Upgrade four senior secretaries to GS-08.
Replace each with a GS-06 (step 5).
Cost = $47.6K/year additional salary.
Change in grade point average - minus
0.2016 out of 11.6854.
Change in people on board - plus four.
Upgrade four senior secretaries to GS-08.
Replace only those that form a two-person
secretarial team (GS-06, step 5).
Cost = $26.2K/year additional salary.
Change in grade point average - minus 0.0811
out of 11.6854.
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 Approved For Release 1999/09/27 : CIA-RDP91-00452R000100040006-9
OPTION III.
- Upgrade four senior secretaries to GS-08.
- Readjust office secretarial staff,
limiting each functioning unit to
two positions. One additional GS-06
(step 5) required.
- Cost = $15.5K/year additional salary.
- Change in grade point average - minus 0.018
out of 11.6854.
- Change in people on board - plus one.
Based on the assumption that all four candidates advance to
the GS-10 level, the long-term effect on salaries is a cost of
$48K/year versus the average salary for three GS-13's or $74.1K/
year. The change in grade-point ratio is negligible.
3. The job description for these positions would repre-
sent an evolutionary growth pattern starting from GS-08 and
evolving to GS-10. As an example, a sample of the tasks that
might be representative of such individuals is shown below by
grade.
GS-08 -
- Assume responsibility for the administra-
tive aspects of multiple contracts. This would
include monitoring financial and reporting
milestones.
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 11 Approved For Release 1999/09/27 : CIA-RDP91-00452R000100040006-9
- Participate in documentation prepara-
tion for various in-house reports and analyses.
This would include both technical and program
efforts. The skill of taking technical notes
would necessarily have to be rapidly developed.
Perform editorial functions on technical
and non-technical documents and papers.
- Assist in the preparation of graphic
aids.
GS-09 -
Talents similar to the GS-08 level with the
ability to assume .these additional tasks as a
minimum.
- Prepare draft reports based on facts
gleaned from literature searches.
Prepare project summaries and
status reviews.
Assist in technical surveys and in
preparation of technical papers which will
include tabular, graphical, and symbolic
data.
- Prepare and submit internal reports
on financial and administrative contract
actions.
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 Approved For Release 1999/09/27 : CIA-RDP91-00452R000100040006-9
GS-10 -
At this level, the associate project
officer is expected to be capable of per-
forming all of the tasks assigned to the
GS-08 and 09 positions. In addition, the
following shall be assigned and receive the
major focus.
- Perform basic arithmetic calculations,
using calculators, outlined by project
officers.
- Reduce tabulated data to graphical
form for analyses.
Review technical literature and conference
proceedings identifying relevant articles
for the senior staff.
- Attend technical meetings with the senior
staff for the purpose of recording important
details.
- Assume responsibility for monitoring
entire divisional programs from the financial
and administrative viewpoint.
- Prepare short non-substantive technical
overviews of division-wide programs.
Candidates for this program should have the potential for
advancing through the entire grade range. Further, it should
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 . ` . Approved For Release 1999/09/27 CIA-RDP91-00452R000100040006-9
be a condition of participation in the program that such
potential be clearly evident prior to any initial promotion
action. The tasks-outlined above are representative and
some amount of flexibility must be allowed to accommodate the
variation in division activities. However, the concept of
increasing responsibilities and task complexity must be ad-
hered to if the program is to retain its meaning, i.e., per-
formance, merit, and desire are mandatory for advancement.
Approved For Release 1999/09/27 : CIA-RDP91-00452R000100040006-9