PRA PROMOTIONS FOR DDO CLERICAL PERSONNEL AT OVERSEAS POSTS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP92-00455R000200110004-8
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 6
• Document Creation Date: December 12, 2016
• Document Release Date: March 4, 2002
• Sequence Number: 4
• Publication Date: October 16, 1978
• Content Type: MFR

Approved For?51elease 2002/05/07 CIA-RDP92-0045000200110004-8
16 October 1978
MEMORAND(" FOR THE RECORD
SUBJECT: PRA Promotions for DDO Clerical Personnel at Overseas Posts
1. The DDO has orally requested the Director of Personnel to
approve PRA promotions for clerical personnel at post abroad. The
request apparently originates in the problem the DDO is having with
filling overseas secretarial and clerical slots; one of the reason:;
given by employees for not accepting such assignments is the limited
opportunity at the foreign posts for assignment to positions with
promotion headroom, particularly for the GS-07 and above employee.
2. Appreciating the problem of the Directorate, the Office of
Personnel is inclined to view the request favorably, and has examined
several approaches. The first thought was that any changes to the
policy should apply to all Agency employees now constrained by the
grade of their position; however, it was decided that the problemm
inherent in the PRA system would grow out of hand if we were to w?.th-
draw all limits. The numbers and limited grade structure in the
clerical area are such that the PRA promotions would escalate the
clerical grades beyond the available positions at the higher grad;';
the attrition rate at these grades is not sufficient to compensate for
such overages.
3. Addressing, therefore, only the employees serving abroad,
the matter of permanent or temporary promotions was discussed. Cur
experience with the permanent promotions and signed agreements by the
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 Approved For arlease 2002/05/07: CIA-RDP92-004559 O?00110004-8
employee to downgrade if subsequent assignments at the higher gra:le
were not available mitigates against using this program again. IkspitE
the signed agreement, the individuals concerned do not understand the
rationale and vigorously protest any subsequent action. Another negatty
factor in considering the permanent promotion with prospective down-
grading is the newly legislated policy for "no fault" downgrading; the
grade is retained for two years with WGIs, et al. before downgrade--they
don't say if further salary retention follows! On the other hanc we
have used temporary promotions as incentive and the procedure ha.- worxf:d
successfully.
4. We propose therefore that PRA promotions for clerical personn I.
regardless of Career Service, serving abroad PCS be approved as `_emp3r ?-'
promotions, subject to the following caveats:
competitively
a. The employees are/ranked and selected for promotion by
their Career Service panels.
b. There will be no more than one grade difference be`:weef
position occupied and new grade of the employee.
c. Headroom for promotion must be available to the co:ipetit:iv
group involved at the grade concerned.
d. Temporary promotions will be in effect for the duration
of the assignment abroad, or extensions thereof, and for 60 days after
return to Headquarters to provide time to locate an assignment at the
grade of the individual. If this is successful, the promotion leccmte-zi
permanent without further Career Service panel action.
e. The temporary promotion may also become permanent while
the individual is abroad if in appropriately graded position become.-:
2
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 Approved Forlease 2002/05/07 : CIA-RDP92-0045500200110004-8
available at the post. Every effort will be made by the Headquarters
component concerned to insure the employee with the temporary promc-tion
is given the first consideration for assignment to a position whicf.
will provide for the change to the permanent grade.
5. Is is recommended that the Career Services making use of this
exemption to policy be required to monitor the statistics of the
program, e.g., the numbers and the grades of promotion, grades of
positions occupied, and the successful reassignments which permit con-
version to permanent grade. Is is also recommended that the program
be evaluated annually for continuation.
(die , view a OP
STA
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 ;SSIFIED 0 r",,ERIN=fit t~BTIAL [7 F{UT
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RCrr1J T 4NQ AND J
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I SUB E?CT: (Optional)
PRA Promotions for DDO Clerical Personnel at Overseas Posts
STAT
FROM
EXTCNSION
NO.
ue , R eview Staff, OP
1006 tames
__--
DATE
18 October 1978
TO (Officer designation, room number, and
D
ATE
building)
RECEIVED
FORWARDED
OFFICER'S
INITIALS
COMMENTS (Number each comment to n
fa whom. Draw a line across cotur,n aFtr.
DD/Pers
SE 58 Hqs.
Frank asked me to >,*s
request
to the DDCI 3 eques
2.
approval for PRA pror otiar
DUO clerical personnel ahr
gather the re
uest fi cm t
q
3
D/Pers
oral and hence I do rot k1
SE 58 Hqs.
if any, ra* ~ificatioi~ ~?:erc
cussed
I also don't knc'
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.
.
proposal for tempos y pi?c
was made to them h?:
have not
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ic
ir-emorandun: and wonder it t
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rior to o
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DDCI and getting approval
something they may not a ,
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FORM
3-452
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c4~-tic ~- ~s
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 Approved For Release 2002/0/07': CT A-RDP92-00455R000200110
A- -1
12 June 1978
f iEhNOR4NDUM FOR: Director of Central Intelligence
FROM . Deputy Director of Central Intelligence
SUBJECT . Promotion Plans of the Directorates
1. The Office of Personnel prepared minimum promotion rate
guidelines which reflect this fiscal year. In 1979, a more accurate
estimate is expected with the implementation of the unifon? pronotiort
system. -
2: Of particular note are those conditions which affect pr:imotior-
floss and planning:
a. The problem of estimating losses: example, retirerr nts
not signaled far enough in advance.
b. Lateral entry - This is particularly true in the DD -`&T
where promotion flow must be balanced against unique staffirq
requi rements. Some examples include the recent appointment of
the Director, OSO and past hiring of the Director, ORCD and
Deputy Director, OD&E from the private sector.
c. A tendency to exceed "minimum" promotion projections
in one. year which affects future year plans.
d. Attrition patterns affected by variations in a e structur':
example, the DDS&T has a much younger age structure at 'he hxc er
grades than the other Directorates. This moans that i ncu, .be is
at the upper grades will r,,mai n fairly stable f?ar several years.
This condit?on is furl tit reenforc d fith a tt. Ji = O
projects in the DDS&T, thereby keeping their TO approximately at
its present level.
e. CIARDS eligibles concentrated in only t:.rp Directorate
Those Directorates, the DDD and DDA, benefit from a more rapi !
ret i men:ent flo:.i at a younger age.
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f. The occupational structure: exar..ple, the DDS LIST has a
number of professional employees with unique expertise at f igh
grade levels while the Office of Co:.-munications has a large
technical group whose careers cluster around the GS-10 and ll
grade levels.
3. With these thoughts in mind, the specific Directorate proi:eri_ c1;;
projections indicate the following:
a. The DDA's Plan which covers FY78 and F Y79 was approved,
published, and disseminated to ODD employees.
b. The DDS&T has a low percentage above GS-11 in the F'.79
and 80 projections- This is due in large measure to the conditions
mentioned above. The DDS&T is young from the Deputy Director
through its line management. As long as those managers are
perceived as competent and the work continues to be challe,rying,
the Directorate personnel cannot expect "flo,r-though _ ' In l a c
t,
removal of competent personnel at that level would be perceived
as disruptive and threatening. There isn't enough "fat" in the
DDS&T to,meet an aggressive turnover rate at the upper levels-
c. NFACs levels are slightly above recommended riininurs.
This is constant throuc;h their 1980 projections. There se~_a c
to be no problem with these estimated percentages-
d. DDA separated the Office of Communications fro.; its
projections because OC skews DDA's promotion rate unrealistically.
DDA's rate is compatible with the Agency projections.
4. t 4 y suggestion concerning these figures is to live with them f u r the
FY78 year and then review them for FY79 changes. This is a first att;;.t
and, with the exception of the DDS&T future projections, seems ba lancar_
I have told DDS&T to come up With proposed solutions for their probl eT_
The pressure of this exercise alone should help. I have also directed Lhe
Office of Personnel to review the positions currently approved at the Rsup -
grade level in light of the O;?18 ceiling for supergrades_ 'ne prceptiti o
employees is. that if they occupy a supergrade slot ar f ave provar; cornoe ency,
they will have no problem securing that grade. In fact, as the mrst r'c?nt
supergrade exercise points out, there are pore no;-rinations for Suier~r-id
than the ONS ceiling permits. A_t:i~nteni1,c; of the supergrade posi ticu>
could Provide a more accurate pi c~ u 'e of o!;^ ?_r mj iTh
5. 1 would like to defer supergrade promotions until r retu!7: said
further consultation with you.
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