SUPERGRADE POSITION FOR CHIEF, SUPPORT STAFF, NPIC

• Document Type: CREST
• Collection: NGA Records (Formerly NIMA)
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78B05703A000400080018-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 5
• Document Creation Date: December 28, 2016
• Document Release Date: December 17, 2003
• Sequence Number: 18
• Publication Date: October 8, 1970
• Content Type: MF

CENTER ROUTING SLIP
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=A Ic /9 2b
TO
DIRECTOR
DEP; DIRECTOR
EXEC/DIRECTOR
SPECIAL ASST
ASST TO DIR
HISTORIAN
CH/PPBS
DEP CH/ PPBS
EX0'PPB5
CH/SS
DEP CH-SS
SC&P
RECORDS MGT
PERSONNEL
LOGISTICS
TRAINING
SECURITY
FINANCE
CWIEG
DEP CH'IEG
EXO/IEG
CH, PSG
DEP CH PSG
EXO PSG
CHTSG
DEP CH/ TSG
EXO/TSG
CH;'DIAXX-4
CH DIAAP-9
CHI AD prome Eorl
Relea e 200 /02/12: CIA-RDP78BO5703A00040
IP FORM 30 (7 70) OBSOLETE PREVIOUS EDITIONS
REMARKS
L ov ?vD 4.6
Declass Review by
NIMA/DOD
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NPICID-315-70
80CT 1975
Deputy Director for Support
Gt-11 : Assistant Deputy Director for Intelligence
Superrgrado Position for Chief, Support Staff, 14PIC
1. I understand that questions are continuing to be raised re-
garding the proper grade allocation for the position of Chief, Support
Sftaff, hPIC, and that the matter remains unresolved. I have once again
reviewed the case. The follotiing paragraphs describe the hackground
and the results of my review.
2. In a or reorganization of NPIC in 1968, the support function
was made a part of one of the new Groups, the Tech iical Services and
Sup rt Group. It was s eed that the - puty Director for Su porrt
d provide a s rgrade officer to fill a dual role as Executive
ee
ficer of that Group and as the senior support officer for the Center.
At the same time, a GS-lS position was established in that Grp; for
the Chief, Support Services Division, with responsibility for direct
supervision and managent of various support activities. I am told
that the placement of the support function in the Technical Services and.
Support Group was intended to be mutually beneficial in terns of aug-
ting the executive talent available in our technical area and im-
mersing the support officers in the complex technical natters of the
Center.
3. Mien I reported to WIC in November 1969 I found that, fact,
the Executive Officer of the 'Technical Services and S ppport Group was
able to spend little of his time on matters other than the 'IC support
function. Both he and the Chief of tl-e S sport Services Division were
fully occupied with a host of support problems, present and prospectivo.
4. I also found that the support function was inhibited because
of its organizational location within a group which w s responsible for
ear -- quite disparate -- concerns, the nature of tch required the
bulk- of the Group Chief's attention. I found that the c:utive Officer
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SJBJECT: Suzpergrade Position for Chief, Support Staff, NPIC
of TSSG and the Chief of the Support Services Division were, by that
arrango nt, placed in a position of making recommendations through the
Chief of TSSG on support matters which affected TSSG and the Group's re-
lations with the other two Groups in the Center.
S. I also found that, because of the above described situation,
certain plannhig and program work of a support nature had been and was
being assigned to the Planning, Programming and Budgeting Staff to
coordinate , on the grounds that one of the three Group Chiefs - - TSSG
- -
should not be responsible for developing rocor cations affecting the
distribution of resources among the three Groups. I agreed with this
view and continued it in certain instances -- a selected office space
survey, changes in personnel staffing plans, and special project security
clearances -- while I considered the role and position of the support
function in the Center.
6. I concluded, following several months of observation and dis-
cussions with Center officers, that the support function should be scp-
aratee d out from i SSG, and that it would operate most effectively as a
separate staff under a staff chief who reported to and received his in-
structions and guidance from the Executive Director. I then discussed
this conclusion with senior officers in the Offices of the DDI and DDS.
They concurred.
7. At that point, I then considered what position grades would be
appropriate and effective for the positions of the Chief and the Deputy
Chief of the new Support Staff. I also discussed this aspect with senior
DDI and DDS officers.
8. The following susmarizes the factors which I then consider,
have again revi d:
a. The administrative and planning functions of the
Center are under the direction of the Executive Director.
Major planning and management decisions are made by him,
to the -final approval of the Director, NPIC, and
the WI. Me Planning, Programming and Budgeting Staff
and the Support Staff are responsible to the Executive
Director for developing facts and rec=wndations perti-
nent to the decisions he Est make, and for executing
or monitoring and coordinating the execution of those
decisions. For example, in personnel management and
planning the major decisions concerning staffing, grade
distribution and ceiling authorizations are centralized
at the position of the hxecutive Director.
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SJ"T: Supergrade Position for Chief, Support Staff, NPIC
b. The Chief of the Support Staff is responsible to
the Irtive Director for planning and management of
personnel policies, building services, installation of
equipment, supplies, security, safety, training, finance
and coLications. The Chief of the Planning, Pro-
g'andng said Budgeting Staff is responsible to the
Itive Director for planning and monitoring the Cen-
ter's requirements for and use of resources - iivney,
manpower and equipment. The two staffs work together
on those problems, projects and programs which extend
into both staffs' areas of interest. There are
actions, problems, projects, programs and other efforts
which are handled by only one of the two staffs. Neither
staff is subordinate to the other.
c. The Chief, Support Staff is re nsible for support-
ing a joint CIA-DLA organizatio rsons, plus
hree associated departmental organ za ions of sw.e
persons -- all engaged in exploiting unique and especially
valuable intelligence requiring complex equipment and
special working conditions.
d. The Chief, Support Staff is responsible for planning
and management of the building, ,which by its nature, contents
and location does present special support problems. f'e is
expected to refer building-related matters and recoamndations
requiring new policy decisions to the aecutive Director.
e. Combination of the two functions -- support and planning
into a single staff would offer a saving of one supergrade po-
sition. Por the present and foreseeable future, however, it
would not be possible for a single GS-16 and his GS-IS deputy
to cope o itz the total quantity and quality of the differing
problems which face the two staff chiefs and their deputies.
I as told that a single chief was responsible for all of the
support and planning functions before the 1968 reorganization,
and that axperien led to separating the functions.
f. The Chief, Support Staff needs to be a GS-16 to deal
effectively with senior officers in other components of the
Center as well as the Agency and the General Services -Admini-
stration. Within the Center, the Chief of the Support Staff
should be comparable in position to the Chief of the Planning,
Programming and Budgeting Staff, as well as to the three Group
Chiefs.
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SLJWI ; Supergrade Position for Chief, Support Staff, :PIC
9, My review of these factors has boti, confirsed and strengthened
my earlier conclusion that the position of the Chief, Support Staff,
merits a C5-16 grade and a DDS officer of that rank. It also has led
me to a conclusion t .t to deal effectively with present and upcocting
problems and opportunities we shall neeiI all the planning and i-a nage-
ment assistance we can get from both our import Staff and the Planning,
Programing and budgeting Staff, and their respective chiefs.
Executive Director-
Distribution:
Original ? 1 - Addressee
1 - A/DDI
1 - NPIC/PPBS
1 - NPIC/SS
2 - NPIC/ODIR
NP IC/ODIR
National Photographic interpretation Center
(8 Oct 70)
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