MEMORANDUM FOR COLONEL WHITE FROM ROBERT S. WATTLES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R004000040002-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 37
• Document Creation Date: December 14, 2016
• Document Release Date: December 2, 2002
• Sequence Number: 2
• Publication Date: December 3, 1971
• Content Type: MF

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UNCLASSIFIED CONFIDENTIAL
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OFFICIAL ROUTING SLIP
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NAME AND ADDRESS
DATE
INITIALS
1
Executive Director-Comptroller
7D59, Hqs
2
,Rm
Director of Personnel
Rm 7D56, HC1S
3
4
5
6
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CIACURRENCE
INFORMATION
SIGNATURE
Remarks:
FOLD HERE TO RETURN TO SENDER
FROM: NAME. ADDRESS AND PHONE NO.
DATE
4 : ;* .14: ...r.;_?,...,:_%, 1.; 1-.... ? . .... . .4.1:1 :, ; _ .1,
.. _ _
;
UNCLASSIFIED I I
. ; ;
FORM NO. 037 Use previous editions
A7 Z.
(40)
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MEMORANDUM FOR: colonel White
This is Harry Fisher's study of irregular work
weeks and a proposed regulatory change. As an important
policy the DD/S would refer this to you under any circum-
stance, but in this particular case I think we've agreed
this should be a Deputies' Meeting item. Consequently,
Harry has prepared a two-page summary (also attached)
which can be distributed prior to the meeting. I suggest
that you not try to read any more than the first four basic
pages of the study. The study should be back in Harry's
hands at the time of the meeting in order that he may use
it during the discussion.
4-v-4-
Roirert S. Wattles
(DATE)
FORM NO.
I 0 I REPLACES FORM 10.101
I AUG 54 WHICH MAY BE USED.
. (47)
ADD/S:RSW/ms (3 Dec 71)
Distribution:
Orig Blue Note - Ex. Dir.-Compt., WO of Att (DD/S 71-4442) & 10 cys of
Summary
1 DD/S Chrono
1 DD/S Subject(w/cy of Att & Summary
1 RSW Chrono
DD/S 71-4442: Memo dtd 17 Nov 71 for DD/S fr D/Pers, subj:
Annual Premium Pay and Irregular Work Hours; w/Ref,
Tab I, Tabs A thru G, Tab IV
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Ap
? SENDER WILL CHECK CLASSIFICATIONYOnlqg 4194115d
.UNCLASSIFIED 1 CONFIDENTIAL
1 SECRET
,
? OFFICIAL ROUTING SLIP
,
TO
NAME AND ADDRESS
DATE
INITIALS
I
Assistant Deputy Director for
Support 7D18 HW
2
3
4
5
6
,
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks:
Bob:
Attached are two-page summary sheets
more lengthy study we have forwarded on
work schedules. The summary sheets are
for use at the forthcoming Deputies Meeting
topic. It is suggested that they-be pass*.
Deputies as handouts to info them on
of the study in brief form. ,
fx 9 im
of the
irregular
intended
on this
to the
the contents
STAT
FOLD HERE TO RETURN TO SENDER
FROM: NAME, ADDRESS AND PHONE NO. DATE
Director of Personnel 5E56 HW
UM 1911
IS
1 1
)rovd FrirRtil@hraW200i/04-k9a-M-MitiMiinniiszn onnsfrcli-VA r s%
FORM NO. 037 Use previous editions
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IRREGULAR WORK SCHEDULES
The Office of Personnel has completed a series of studies to determine
the parameters within which the Agency might accommodate non-standard
workweek arrangements which are considered to be necessary to carry out the
mission of the units involved.
The studies included proposals advanced by the Foreign Missile and
Space Analysis Center, the Office of ELINT and the Central Reference Service
to adjust current 24-hour shifts to non-standard workweeks. Included also
was the proposal submitted on 1 September 1971 by the Management Advisory
Group for the adoption of a three-day workweek in the Headquarters computer
centers. Under the Management Advisory Group proposal, the various computer
centers would be manned around the clock from Monday through Saturday by
computer professionals working in four shifts of three 12i-hour days, or a
37i-hour workweek. Attention was given to those non-standard work arrange-
ments already established for a number of our operations and watch centers.
The Office of Personnel studies took into consideration the legal and
medical aspects of such non-standard work schedules as well as the adminis-
trative problems attendant upon accurate reporting and accounting procedures
covering hours of work.
In terms of the legal aspects, the Office of General Counsel has taken
the position that the,Agency can establish its own work schedules, but it
has strongly urged that we change our Regulations to conform with what we
are doing.
The Director of Medical Services has stated that while he could not say
categorically that such irregular schedules would be harmful, a 12-hour
workday would tend to decrease an employee's effectiveness in a situation
where power of observation, manual dexterity and physical prowess were
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involved. The Director of Medical Services said that such arrangements would
call for close supervision involving a careful look at productivity.
Discussions with the Offices of Computer Services and Finance indicated
that any change in the 80-hour period of accountability for pay and leave
purposes would pose very real difficulties. At this time it would be next
to impossible to handle the computer programming necessary to establish any
basic work schedule other than an 80-hour pay period within the time limita-
tion for implementation of the new financial reporting system.
Consideration of the Management Advisory Group proposal with the Chairman
of the Information Processing Board indicated that satisfactory adjustments
could be made to accommodate it to the 80-hour period of accountability.
The Office of Personnel studies concluded that it would be feasible
to establish non-standard work schedules for 21k-hour operations, conforming
to the 80-hour accountability period, when such schedules very clearly have
benefits to the Agency. The studies also concluded that the Deputy Director
for Support is in the best position to review proposals for non-,standard
workweeks from an Agency viewpoint and to appraise the financial, personnel
and medical factors involved.
Consequently, the Director of Personnel has recommended to the Deputy
Director for Support that he approve appropriate changes to Headquarters
Section V: Hours of Work, Leave, and Pay, to include the
following paragraph:
"In exceptional circumstances and when necessary to staff operations
on a 2t-hour basis, the Deputy Director for Support may approve 80-hour
work schedules which deviate from the above standards and provide no
payment of overtime as long as the number of hours worked does not
exceed 80 in a two-week, 80-hour pay period."
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pp
'pr
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UNCLASSIFIED I CONFIDENTIAL
SECRET
OFFICIAL ROUTING SLIP
' TO
NAME AND ADDRESS
DATE
INITIALS
1
Assistant Deputy Director for
Support 7D18 HQS
2
3
4
5
.
6
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks:
Bob:. - _ . .
,
Returned herewith is the package
work schedules.
At your request we have added
guidelines concerning how we would
account for leave and Sunday, Holiday
differential pay. We have referred
latter part of the covering memorandum.
These guidelines have been coordinated
to
propose
on irregular
it, at Tab IV,
to
and night
to Tab IV in thiz
with
(ovER)
l
STAT
FOLD HERE TO RETURN TO SENDER
FROM: NAME, ADDRESS AND PHONE NO.DATE
,. i IOU
in7 1
Director of l'ersonnel 5E56 HQS'I
I.STAT
Ned rotiReletfed=93/04/29 I: iswomton
I ROO
40MANNO:,
FORM NO. 937 Use previous editions
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? Now that this will be going to the Deputies,
we are preparing a shorter summary of our study
findings and recommendatio 's to be used as handouts
for the Deputies. We fee this will give them a
readier grasp of what we re proposing in the
attached. The handout s ries will be available
for you before the end f the week.
Harry B. Fisher
Director of Personnel ,
Received in DD/S on 3 Dec 71.
STAT
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1 Dec - 4:05
12:15
2 Dec 71
To Mr. Wattles -
Mr. Fisher came by --
Re the attached, he said that
now that the paper will be
going to the Deputies, this
paper is too lengthy. He does
not wish for the Deputies to get
involved in all the details and is
preparing a "summary" type
version.
He said that if you "buy" this
he would, of course, like to know
right away.
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USE ONLY
ROUTING AND RECORD SHEET
SUBJECT: (Optional) /
..r.
FROM:
Director of Personnel
5E56 HQ ).5
EXTENSION
Na
DAM ,
I
17 NOV 1971 STAT
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
INITIALS
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
RECEIVED
FORWARDED
i.
Deputy Director for Support
,7D18 HQS
1. I should note that with
regard to the exception recommended
in paragraph 14 for the work
schedules of OCI Senior Duty OfficeT
and Clandestine'Service Duty Office
the Time and Attendance reporting
for these Officers is based on the
80-hour period of accountability
and that no overtime is involved.
This would appear to be in conflict
with the statement contained in
paragraph 11 that the Agency needs
true records of the actual hours
worked by Agency employees. However
at this point in time it would not
appear feasible to machine program
these work schedules as they
actually exist, and the nature of
their responsibilities to their
respective Deputy Directors would
indicate that an adjustment to an
80-hour work period would interfere
with these responsibilities. At a
later date it is conceivable that
prdgramming for the actual hours
worked can be accomplished.
STAT
2. If you ap?rove our
2.
3.
Director of Personnel
5E56 HQ S
,
?,-.
?
5.
6.
7.
8.
9.
,
'
io.
ii.
recommendation and is
published as now drafted, you could
then reconsider IMSAC's request for
a special 80-hour pay period with-
out overtime. We have already
received from Central Reference
Service a request for a three-day
workweek in accordance with the
Management Advisory Group's sugges-
tion. The CRS planning has been
accomplished in accordance with the
80-hour period of ?accountability.
We also have a request from OEL for
12 .
13.
14.
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15. 1
Aaurcuesjamagjeale.202glan.;_cazaoverl_
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a three-day workweek, also conforming
to the 80-hour period. In addition
to the CRS request, the other
computer centers involved'(DDP, DDS&T
and OCS) are ready to modify their
proposed schedules under the Managemen
Advisory Group's suggestion to the
80-hour pay period (instead of 75).
We will hold all of these requests
until you have reached a,decision
concerning our recommendations for
the change to STAT
3. Any further requests for
irregular work Schedules will be
limited to 211.-hour operations and
will be Conformed to the:807hour
accountability period, '
STAT
Harry B. Fisher
Director of Personnel
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SECRET t//0-,
MEMORANDUM FOR: Deputy Director for Support
SUBJECT : Annual Premium Pay and Irregular Work Douro
REFERENCE : Memo for the Record by ADD/6 dtd 17 Aug 71, Same Subject
1. This memorandum submits recommendations for your approval. Such
recommendations are contained in paragraph 14.
2. Referent Memorandum for the Record requested that we review current
irregular work schedules in certain Headquarters components and then consult
with the Office of Finance, the Office of Computer Services and the Office of
General Counsel to determine the parameters within which we can acoommodate
the various irregular workweek arrangements which are considered to be neces-
sary to carry out the missions of the units involved. It was fUrther
requested that we prepare proposed regulatory changes to reflect policy
positions in this regard.
3. The attached report (Tab I) covers the results of our review of those
units with currently irregular work schedules. In our study we have also
taken into account the past proposal from FMRAC for irregular work schedules
and the proposal of the Management Advisory Group for a three-day workweek
for certain Agency components (Tab II).
4. Each of the activities referred to above operates on a 214-hour basis.
In addition to meeting operational needs, the irregular work schedules were
designed, to some degree in each case, to suit the desires of the employees
concerned. The following tables summarize certain important results of the
review of those units which have currently irregular work schedules.
Work Group
25X1
Practice Consistent Work Scheduled MA's Record Overtime
with D/Pers Time Actually Paid for
Concurrence Worked work in
Excess of
40-Hour Work-
week
Communication Center
Yes
Yes
Yes
Yes
CIA Ops Center
Watch Officers
No
NO record
Yes
Yes
Senior Duty Officers
No
No record
No
NO
FI Staff Intell Watch
No
No record
Yes
No
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Excluded
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CS Duty Office
'tplaty Officers
No
No record
No
No
:Assistants
No
No record
No
No
1-7)ps Center
Yes*
Yes
Yes
NO
25X1
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*Provided paragraph 2b of intends to grant the Director of Personnel authority to
approve non-payment of overtime for work in excess of eight hours a day within an 80-hour
work schedule.
5. These seven irregular work schedules illustrate a wide variety of
solutions to the problem of manning 24-bour operations under different cir-
cumstances. They range from the more or less standard shift schedule of the
Communications Center to the highly irregular periods of duty scheduled for
both OCI senior duty officers and Clandestine Service duty officers. In each
case they represent accommodations to the peculiar requirements of the opera-
tion and to the wishes of the employees concerned. We found no suggestion of
a standard group of alternative patterns which would cover the range of the
seven work schedules reported in these five operations. Further, from our
discussions in the course of this review, we believe that it would be undesir-
able to attempt to pre-structure solutions to scheduling problems of this
kind. For example, the medical effect of lengthy work hours must be weighed
in each case against the need for continuity of individual service in the
particular duties involved.
6. The proposal from FM1AC and the Management Advisory Group proposal
would add additional differing shift schedules to the seven mentioned above.
The Management Advisory Group proposal, for example, calls for a three-day
workweek for the Agency employees in the various Headquarters Computer Centers.
The Computer Centers in the Clandestine Service, the Intelligence Directorate
and the Science and Technology Directorate would be manned around the clock
from Monday through Saturday by computer professionals working in four shifts
of three 12i-hour days. ployees would never work three days in a row; their
shifts would fall on either Monday, Tuesday and Thursday, or on Wednesday,
Friday and Saturday. Again, there are certain operational benefits to be
derived from such a schedule as well as benefits accruing to the employees
concerned.
7. In terms of the legal aspects of such irregular work schedules,
referent memorandum pointed out that the Office of General Counsel has taken
the position that the Agency can establish its own work schedules but it has
also strongly urged that we follow our Regulations and Handbooks or change
them to conform with what we are doing.
8. The question of health is another factor to be considered in
scheduling lengthy workdays within irregular work schedules. This has been
discussed with the Director of Medical Services. The essence of Dr. Tietjen's
response was that while he could not categoric:411y say that such a schedule
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? mould be barmfUl, a 12-hour workday mould certainly tend to decrease an.
employee's effectiveness in &Situation where paver of observation, manual
demearity, end physical prowess were involved. Dr. Tietjen said that such
? an arrangement mould certainly oda for dlose eupervision involving a careful
look at productivity ender such circumateaces.
25X1 9. In discussing proposed regulatory changes with representatives Of
the Offices of Computer Services and Fiance end 25X1
respectively), it became apparent that aoy change in the
60-hour period of accountability for pay and leave purposes mould pose von'
real difficulties. All work dome so far toward developing the financial
records system has been on the heels of the 80-hour poly period. In order to
implement any other basic, schedule, it mould be necessary to code employees
individually an identified with those schedules. It mould also require the
development of some form of transactions mottos to get employees in and out
of such categories when they move from one schedule to another. Finally,
some sort of escrow account mould be neeessary in order to handle plus and
minus accounts of leave and/or overtime surplus in connection with such move-
25X1 meats ? I both said they believe that it mould be
impossible to handle the programming which will be necessary for such systems
within the time limitation schedule for implementation of the new financial
reporting system.
10. Ferther discussions with Mr. Charles Brig mho, as Chairman of the
Information Processing Board, has discussed the new three-der week Management
Advisory Group proposal with other members of that Board indicate that neces-
sary adjustments to the three-dey, 12i-hour day workweek (37i hours per meek)
could be made to acoommodate to the 80...hour period at accountability.
Mr. Briggs did say that at some later date a greater degree of flexibility
should be attempted by OCS for the payroll computer system to provide for any
necessary change in the 80.bour poly period concept to aocommodate Agency
work schedule requirements. At this point in time, however, be agreed that
the best approach mould be an adjustment of the shift schedules proposed by
the Management Advisory Group to conform to the 80-hour accountability' period.
The FMSAC proposal contemn to the 80-boar concept.
U. Unquestionably, the Agency needs true records of the actual hours
worked by Agency employees. Official time and attendance reports should be
accurate. Any exception to mhandsrds governing deviations from the basic
workweek should be scheduled thoughtfully with full consideration of all
pertinent facts in each circumstance. We believe that the Deputy Director
for Support is in the best position to review such proposals from an Agency
viewpoint and to appraise the financial, personnel and medical factors
involved.
12. The attached proposed dungy to Headquarters (Tab m)25X1
would accomplish these objectives in response to the referent memorandum and
within the practical limits of an 80-hour period of accountability for pay
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Md leers purposes. It would accommodate all of the irregular schedules
considered here except those for the OCI senior duar officers and the
Clandestine Service duty officers goa their assistenhei Attached at Tab IV
are brief guidelines concerning sodeentiag procedureelbr annual and sink
leave and the administration of Sunday, holiday and night differential pey.
13. We have discussed the possibilities of conforming schedules to the
80-hour pay period with the senior OCI and Clandestine Morelos Duty Officers.
They do net feel that their particular sikedules can be altered to confers
without destroying the continuity ehigh their current sthedules have been sit
up to provide. This need for continuity is, we believe, particularly nobece".
sary to the missions of the CIA Operations Center and the Clandestine Service
Duty Office. It means that duty offteir schedules will overlap with the
beginning and the end of the daily wort:der for others instating key ASOnollr
officials and that events of critical importance which may amour during the
nighttime hours will he covered in the beginning of the daytime hours bi
those officers who have been monitoring them, This requirement for eontincity
is essential enough, we think, to the miesion of the. Agency to consider it a
valid reason for exception to normal regulatory week COhedule policy.
14. It is recommended that:
a. the attached proposed changes to Headquarters
be approved for formal coordination, and
b. the work schedules for OC/ Senior Daly Officers (currently
numbering three) and the Clandestine berries Doty Officers and their
assistants (currently numbering ten) be permitted to continue as an
exception to the new policy incorporated in the Changes of Headquarters
Harry B. limber
Director of Personnel
The recommendations contained in Pargraph 14 are approved:
John W. ey
Deputy Director
for Support
Distribution:
Orig Return to D/Pers
,2 - Addressee
1 - D Pere Subaect
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DNS 71-3223
I '7 azzi 1441- /7.7
? MEMORANDUM FOR THE RECORD
SUBJECT : AnnnaT Premium Pay and Irregular Work Weeks
REFERENCE: ADD/S MFR dtd .27 Aug 70, subj: Annual Premium Pay
On 12 August 1971, a meeting was held in my office attended by
Messrs (OF), John Warner (OGC), Harry Fisher (OP), and Charlie
(0/DD/S) to discuss the Civil Service Commission memorandum of
28 July 1971 to Directors of Personnel, subject: Defining "Regularly Scheduled
Work" for premium pay purposes, and Mr. Fisher's note related thereto,
dated 3 August 1971. (See Tab A.)
2. Mr. Warner reiterated that, since there was a good legal basis
for determining that the Agency was not bound by the Pay Act of 1945, and
'since Agency policy makers had therefore decided that we would deviate in
certain aspects from the provisions of that Act, we could decide to define
Annual Premium Pay as required by the circumstances we face in this
Agency and without regard to the Pay Act of 1945. He stated, however, that,
once we decided what the definitions and rules should be, and put them in our
Regulations, it was absolutely necessary that we abide by them.
3. In the discussion that followed, it was decided that we should not
25X1
change the definition of Annual Premium Pay now covered in
i.e., "Annual premium pay is a form of overtime pay designed to compensate
an employee when his duties require substantial amounts of irregular or
occasional overtime work and night, holiday, and Sunday work which.cannot
be administratively controlled and when he is primarily responsible for
recognizing the circumstances which require him to be on duty; it may not
be used to compensate for regularly scheduled overtime duty."
4. The group then discussed the problem of Irregular Work Weeks
which are in force in several units of the Agency, some of which have been
approved and others have not. Specifically, irregular work weeks are
currently being worked in the Headquarters ComCenter, FMSAC, IWOG,
Watch Office and but Time and Attendance Reports from
these offices are reflecting duty for eight hours per day, Monday through
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25X1
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Friday. The work weeks for employees of these units do not comply with the
rules established by Here again, Mr. Warner and urged 25X1
that we follow our Regulations and Handbooks, or change them to conform with
what we are doing. -
. ?
5. Mr. Wattles requested that Mr. Fisher have his Plans-Group contact
the units with irregular work weeks to determine exactly what is being done
and why, and then consult with Finance (Messrs. OCS, and 25X1
OGC to determine the parameters within which we could adjust the rules ?
expressedml I The Plans Group would then prepare proposed
changes t kseveral alternatives, if appropriate) for consideration
by D/Pers and ADD/S. The proposed changes should be designed to accommo-, I
date the various irregular work week arrangements which are considered to be,
necessary to carry out the missions 'of the units involved.
itooert s . Wattles
Assistant Deputy Director
for Support
Note: In reviewing the draft of this memorandum, Mr. Warner questioned
the device of changing merely the HHB to accomplish these ends.
He pointed out that policy matters of a basic nature such as these
should be reflected in Agency Regulations which are the means to
enunciate policy positions.
EO-DD/S:CND/ms (16 Aug 71),
Distribution:
Orig DD/S Subject, w/Background (DD/s 70-3464)
? 1 - Director of Finance
1 - Deputy General Counsel
1 - Director of Personnel /
1 DD/S Chrono
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Irregular Work Schedules
1. In reviewing the irregular work schedules of certain components, as
requested, discussions were held with the following officers in e ch omponent:
ComCenter- CIA Operations center-I I 25X1
5X1 FI Staff Intel Watch- ? CSDO and 25X1
for the Operations Center--J Attached are the work schedules:
25X1
25X1
a.
b.
C.
d.
e.
ComCenter Tab A
CIA Operations Center Tab B & C
FI Staff Intelligence Watch Tab D
Clandestine Service Duty Office Tab E & F
Operations Center Tab G
2. The ComCenter schedule (Tab A) is ten 8-hour days on duty and the
next four days off. This provides for every other weekend off. The "week-
ends" are based on different administrative workweeks and may not include a
true Saturday or Sunday. This schedule provides for 40-hour workweeks and
80-hOux pay periods. It is understood that this schedule was approved by
the Director of Personnel. The T&A's reflect hours actually worked.
3. The CIA Operations Center has two schedules. One, (Tab B) for the
Watch Officers--four three-man teams manned by 15 employees. Three of these
employees are used for substitutions and training. The number of hours per
workweek for two two-week pay periods are: 44,44; 36, 44. To preclude
paying eight hours overtime for the first pay period, a substitute is normally
scheduled for one of the 8-hour days. If a substitution is not made, over-
time is paid. The T&A's reflect the hours actually worked. The second
schedule is for the Senior Duty Officers (SDO) (Tab C). There are three
SDO's who work all night every third night. The shift begins about 1600
and ends about 0930 the following day. This results in unequal workweeks
actually worked--some over 40 hours and some below. At the end of three pay
periods, where the cycle begins again, the number of hours worked is 245 as
opposed to 240. The T&A's are adjusted to reflect 80-hour pay periods.
4. The FI Staff Intelligence Watch (Tab D) has a rotating schedule
which recycles at the end of four pay periods. Each workweek is 40 hours.
This differs from ComCenter in that four days in this period are 12-hour
days. This schedule permits more weekends off. No overtime is paid for
12-hour days. The T&A's reflect hours actually worked.
25X1
5. The Clandestine Service Duty Officers (Tab E) have a schedule seemingly
as strenuous as the SCO's of the CIA Ops Center. They frequently work shifts
of 14 and 15 hours. The workweeks and pay periods are not uniform as shown
below:
Either (a) 11.14. + 38 = 82 hours/pp
38 + 39 =77 hours/pp
159 hours/four weeks
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Or (b) 39 + 44 = 83
38 + 38 = 76
159
Oddly, after the unusual hours worked the schedule is one hour short in four
weeks. The tour for these officers is six months. No overtime is paid for
the hours worked over eight a day, over 1.1.0 hours a week, or over 80 hours a
pay period. The MA's are adjusted to reflect 160 hours per four-week pay
period or in some cases 80 hours per two-week pay period.
6. The Intelligence Assistants in the Clandestine Service Duty Office,
who work with the Duty Officers, have an irregular schedule (Tab F) which
has unequal workweeks and unequal pay periods but which totals 160 hours in
four weeks. The hours worked per week and pay period are:
(a) 50
28
78
(b) 36
46
82
Totals 160 hours
The T&A's are adjusted to reflect 80 hours per pay period. No overtime is
paid.
25X1 7. The JOperations Center (Tab G) has two irregular schedules.
The Evening Shift (1650 - 2400) works Sunday through Friday, 6 days of six
hours and 40 minutes each or a 40-hour week. The Night Shift is composed
of two teams, A and B, which rotate on a weekly basis to cover the early
morning from Tuesday evening to the following Tuesday morning. The hours
are 2230 - 0900. Each employee also works a ten-hour day on the Saturday
or Sunday following his night shift. Such a schedule provides for either
of the following workweeks and pay periods, depending upon which day (Saturday
or Sunday) the additional ten-hour day is worked:
(a) 41 hours
39 hours
80 hour pay period
(b) 51 hours
22. hours
80 hour pay period
No overtime is paid; This schedule was approved by the Director of Personnel
in August 1970. The T&A's reflect hours actually worked.
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8. It is noted that about the only thing in common among these components'
schedules is that none of these irregular schedules calls for an employee to
work one eight-hour shift per 24 hours for five work days followed by two days
off. In other words, they are all different. Apparently a basic intent in
establishing these schedules has been to not only assure adequate coverage
but to also permit the employee to have more time off by working longer hours.
Also in the case of the Senior Duty Officers of OCI, it is considered bene-
ficial to have the one officer work through the night and thus being knowl-
edgeable of everything of concern that transpires during that period. Much
the same thought is apparently true for the CSDO's.
Approved For Release 20A 9 ? CIA-RDP84-00780R004000040002-4
MOTInfi
?;
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ComCenter
Example of Rotation Between Day Shift and Evening
Shift (Night shift personnel, through preference, remain
constant except for substitutions for absences. However,
they work the same 10 days on and )4. days off schedule)
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
Monday .
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
Monday
Tuesday
Wednesday
Thursday
'Friday
Saturday
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
1500-2330
II II
II
it
II
Off
Off
Off
Off
0700-1530
" I,
, II II
tt It
1500-2330
It It
It tt
H
It It8
Off
Off
Off
Off
0700-1530
It ft
fl
it
1500-2330
8
8
8
8
8
8
8
8
8
8
8
8
8
.8
8
8
8
8
8
Workweek
. 4o hrs
Workweek
4o hrs
Pay Period
80 hrs
Pay Period
Workweek
4o hrs
Workweek
4o hrs
Cycle begins again
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8o hrs
Approved. For Release 2003/04/29 : CIA-RDP84-00780R004000040002-4
CIA Operations Center (OCI)
Four 3-man teams manned by 15 employees. Three employees
are used for substitutions and training. .Below is a
typical schedule for one man of a 3-man team for 4 weeks..
Sunday 12 hrs
Monday 8
Tuesday 8
Wednesday 8 Workweek
Thursday 8 44 hrs
Friday Off
Saturday Off
Sunday Off
Monday Off
Tuesday 8
Wednesday 8 . Workweek
Thursday . 8 44 hrs
Friday 8
Saturday 8
Sunday 12
Monday 8
Tuesday Off .
. Wednesday Off Workweek
Thursday 8 36 hrs.
? Friday .,8
Saturday Off
Total - 88 hrs
Sunday Off
Monday 8
Tuesday ' 8
Wednesday 8 Workweek
Thursday Off 44 hrs
Friday 8
-Saturday 12
Total - 80 hrs
To preclude paying 8 hrs. Oft, a substitute is
normally scheduled for one of the 8 hr. days.
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CIA Operations Center (OCI)
Senior Duty Officers (SDO)
There are three Senior Duty Officers who work all night
every third night.
Sunday
?
1600-2400
8
Monday
Q000-0930 .49L--
(17i hr. shift)
Tuesday
Wednesday
1600-2400
8
Thursday
0000-0930
9i
Friday
Workweek
Saturday
1600-240o
8
43 hrs
Sunday
0000-0930
91-
Monday
Tuesday
1600-2400
8
Wednesday
0000-0930
9i
Thursday
Friday
160O-2400
8
Saturday
0000-0930
91-
Workweek
44i hrs
Total 87i hrs
Sunday
Monday
1600-2400
8
Tuesday
p000-0930
9i
Wednesday
Thursday
1600-2400
8
Friday
0000-0930
9i
Saturday_
Workweek
35 hrs
Sunday
1600-2400
8
Monday
0000-0930
9i
Tuesday
Wednesday
1600-2400
8
Thursday
0000-0930
9i
Friday
Saturday
1600-2400
.8
Workweek
43 hrs
Total 78 hrs
? For two pay periods:
Actual Normal
78 80
a5i. 165
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' Approved For Release 2003/04/29.:C1A-RDP84-00780R004000040002-4
Sunday
Monday
Tuesday
Wednesday
Thursday
0000-0930
1600-2400
0000-0930
9i '
8
9i
Friday
1600-2400
8
Workweek
Saturday
0000-0930
2.1
414 hrs
Sunday
Monday
1600-2400
8
Tuesday
0000-0930
9i
Wednesday
Thursday
1600-2460
8
Friday
0000-0930
9i
Workweek
Saturday
35 hrs
Total
79i
For three pay periods:
Actual
Normal
87i
80
78
80
79-;-
8o
.21+5* 240
*NO time was deducted for meals.
Approved For RelCaUgg4ATARDP84-00780R004000040002-4
Approved For Release 2003/04/29 : CIA-RDP84-00780R004000040002-4
FI Staff Intelligence Watch
An 8-man rotating schedule. Provides 24-hour
coverage with increased coverage during certain
periods of the day and week.
The following is the schedule for four 2-week pay
periods which each man will have, though starting
at different times during the 8-week cycle.
Sunday
Off
Monday .
0730-1600
8
Tuesday .
Wednesday
H H
ft
8 '
8
Thursday
ft If
8
Friday
ft ff
8
Workweek
Saturday
Off_
4o hrs
Sunday
Off
Monday
? 1530-2400
.8
Tuesday
ft 11
8
Wednesday
II
8
ThurSday
H H
8
Friday
H H
8
Workweek
'
Saturday
Off?
4o hrs
Pay Period
80 hrs
Sunday
Off
Monday
Off
Tuesday.
0730-1600
8
Wednesday
H H
8
Thursday
II Il
8
Friday
H . ft
8
Workweek
Saturday
ft It
8
40 hrs
?
Sunday
1200-2400
12
Monday
H
12
Tuesday
Off '
Wednesday
Off
Thursday
1530-2400
8
Friday
II 11
8
Workweek
Saturday
Off
40 hrs
Pay Period
80 hrs
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: Approved For Release 2003/04/29 :
Sunday Off
Monday Off
Tuesday 0730-1600
Wednesday u
II
Thursday
It , If
Friday
II II
Saturday
Sunday Off
Monday Off
Tuesday 1530-2400
II If
Wednesday
11 II
Thursday
II It
Friday
II II
Saturday
Sunday . Off
Monday Off
Tuesday (Mon) 2330-0800
II If
Wednesday
Thursday
11 II
Friday
II H8
Saturday
CIA-RDP84-00780R004000040002-4
8
8
8
8
8
8
8
8
8
8
8
8
8
8
Workweek
40 hrs
Workweek
4o hrs
Pay Period
80 hrs
Workweek
4o hrs
Sunday (Sat)
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
2330-1200 12
II II
1530-2400 8
II 11 8
12
Off
Off
Off
?????????
(Back to first week schedule)
Workweek
40 hrs
Pay Period
80 hrs
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Approved For Release 2003/04/29 : CIA-RDP84-00780R004000040002-4
Clandestine Service Duty Officers
Duty Officers' workweeks and pay periods are as
follows:
#1
44 + 38= 82
38.+ 39= 77
159
or #2 39 +.44= 83
38 + 38= 76
159
Example of 4-week tour of duty for a Duty Officer.
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
? Monday
Tuesday
'Wednesday
Thursday
Friday
Saturday
Sunday
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
Monday.
Tuesday
Wednesday
Thursday
Friday
Saturday
Off
1900-2400 5 (15)
0000-1000 10
1000-2400 14
Off
1900-2400
0000-1000
0000-1000
ft ft
Off
Off
? 1000-1900
ft It
Off
10 (15) Workweek
44 hrs
10
10
9
9
Workweek
38 hrs
Off
Off
1000-1900 9
Off
1900-2400
0000-1000 10 (15) Workweek
1000-2400 14 38 hrs
1000-2400 14
Off
1900-2400
0000-1000?
Off
Off
II It
(Schedule starts over)
Workweek
39 hrs
Pay Period
89 hrs
Pay Period
77 hrs
Total - 159 hrs
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Approved For Release 2003/04/29 : CIA-RDP84-00780R004000040002-4
Clandestine Service Duty Office
Intelligence Assistants
Sunday. 0000-1000 10
2200-2400 2f8)
Monday 0000-0600 ,6 /
Tuesday
0600-1400
8
Wednesday
II
8
Thursday
it H
8
Friday
ti II
8
Workweek
Saturday
Off
50 hrs
Sunday
Off
Monday '
Off
Tuesday
Off
Wednesday
Off
Thursday
1400.-2200
8
Friday
IF It
8
Workweek
Saturday
1000-2200
12
28 hrs
Pay Period
78 hrs
Sunday
1000-2200
12
Monday
2200-2400
2 fp\
Tuesday
0000-o600
2200-2400
2 (p)
Wednesday
0000-o600
6 ``''
' 2200-2400
2 opN
Thursday
0000-o600
6 '`"
Friday
Off
Workweek
Saturday
Off
36 hrs
Sunday
Off
Monday
1400-2200
8
Tuesday
1400-2200
8
Wednesday
1400-2200
8
Thursday
2200-2400
2 fpN
Friday
0000-o600
Saturday
2200-2400
0000-1000
2 (12)
10
Workweek
2200-2400
2
46 hrs
Pay Period
(Schedule starts over)
Approved For CEOMP
82 hrs
Total - 160 lir
/4PALIA-R0P84-00780R004000040002-4
25X1
Appioved For Release 2003/04/29 : CIA-RDP84-00780R004000040002-4
Operations Center
Evening Shift
1650-2400 (includes hr for lunch) Sunday
through Friday
6 hrs 4o minutes = 40 hrs. per week
Night Shift
Two teams, A and B, rotate on a weekly basis
to cover early morning shift. They work one week
on and one week off. Each works seven 10-hour days
from Tuesday night to Tuesday morning, plus another
10-hour shift on either Saturday or Sunday of the
following weekend.
Sunday
Monday
Tuesday 1
Wednesday 10
Thursday 10
Friday 10
Saturday 10 Workweek
, 41 hrs
.Sunday 10
Monday 10
Tuesday 9 .
Wednesday
Thursday
. Friday
Saturday 10 Workweek
? 39 hrs
Total - 80 hrs
Approved For Release 2t DE*14400780R004000040002-4
Approved For Release 2003/04/29 : CIA-RDP84-00780R004000040002-4
'
ATT IT
DD/S 71-3884
7 OCT 1971
MEMORANDUM FOR: Director of Personnel .
SUBJECT' : Irregular Hours of Work - Three-Day Week
REFERENCES : (a) Memo-to D/FMSAC from ADD/S dtd 14 Sept 7,1,
subj: Request for Exception to Agency Regulations
,,(b) Memo to Exec Dir-Compt from MAG dtd 1 Sept 71,
subj: A 3-Day Work Week for Certain Agency
Components
? 1. The Management Advisory Group has recommended that consideration
be given to the adoption of a three-day workweek for employees in computer
centers. This proposal was discussed by the Information Processing Board
at its meeting on 4 October 1971. Information Processing Coordinators repre-
senting the DD/I,, DD/P and DD/S&T reported that people in their computer
centers generally endorse the idea, some with enthusiasm. The IPC's them-
selves recognize that there may be legal and administrative problems. They
debated briefly, and inconclusively, the question of whether there should be a
uniform work week that would applY to all computer centers or managers of
individual centers should be authorized td set their own schedules in the event
a "three-day week" is found to be legally and administratively feasible.
2. I informed the Board that you had already been seized with the problem
and described how that seizure came about. I discussed several of the problems
and considerations mentioned in our meeting with Mr. Wattles and reflected in
his memorandum of 14 September 1971 to the Director, FMSAC. The Board
agreed that the MAG recommendation should be included among the factors
of the problem you have under study.
Attachment: Ref (b)
DD/S
Information Processing Coordinator
cc: Director of Finance
laprovGeena a C.c. ns 1
ci eietsee2003/04/29 : CIA-RDP84100.180R00-41)C701040002-4
airman, arc! C 1.0.0sul?uparitl,
E.A'..(1'-...111.F,i30::ng,.;1).!,
Finch Ti' Com-din:n*0r
25X1
Approved For Release 2003/04/29 : CIA-RDP84-00780R004000040002-4
CENTRAL INTELLIG.ENCE AGENCY
MANAGEMENT ADVISORY GROUP
?
1. September 1971 .
TO : Executive Director-Comptroller ;
SUBJECTi .A 3-Day Work Week. for Certain Agency Components
1. MAG recommends that consideration be given to the adoption
of a 3-day work week for Agency employees in the various Head-
quarters Computer Centers. At first blush, this seems like a radical
departure from our conventional approach to manning computer centers,
but on closer inspection it will be seen that there are many ad-
vantages to the 3-day work, week in a computer center environment.
These advantages accrue both to the Ageny and to the employees,
with a concomitant increase in productivity and a reduction in the
error rate. ?
2. Computer center errors fall into three (3) broad cate-
gories:
.a.H-lardware
b, Software (system failures because, of defects in the
Executive or operating system programs, or 'in the, ?
?.applications programs written by the computer cener
users).
c. People
Hardware errors succumb to the application of Beriodic maintenance,
and to the occasional ministrations of an IBM customer engineer.
Software errors are more difficult to correct -- often, a software
error which causes a system crash destroys the content of computer
memory which contained the source of the error. However, a clever
systems programmer can overcome this problem and locate and repair
bad code. Once this type of error is corrected, there will
generally be no recurrence of. the problem. People errors tend to
recur over and over again, and in a busy computer.center the causes
of these errors are difficult to-isolate and correct. Many people
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?
Approved For Release 2003/04/29 : CIA-RDP84-00780R004000040002-4
error:; occur as a consequece of theso-called "shift boundary".
Most of the Agency's computer centers are manned around ,the clock
by three separate shifts of personnel. Because of.computer
' scheduling problems, many jobs start on one shift and. end on another
shift:. It iS often difficult for an Operator' on one.shift,to .
'convey complicated information concerning a job in progress to his
replacement on the next. shift; this comMunication problem may cause
errors which reSult in the inadvertent failure of a job and a,
consequent waste of machine time and human effort when the job is
re-run.
3. . Reducing the number of shift boundaries (by going from
three 8-hour shifts per day. to two 12-1/2-hour shift's per. day)
reduces the shift boundry problem. '
. .4. The computer centers tan be manned around the clock from
Monday through Saturday by computer professionals working in four'
shifts of three 12-1/2-hour days. Employees would never work
three days in a row.; their shifts would fall on either Monday, -
Tuesday, and Thursday, or on Wednesday, Friday and Saturday.
They would also enjoy a five day weekend every .other week, (when
they alternate from one' shift to another. From the employes'
point of view, this represents more days of leisure time, less
wear and tear on vehicles and clothing (pnly three round trips to
the Office per week), and less wear and. tear on the employee who
has been rotated through three shift changes over a period of time.
,5. Additional advantages accrue to ,management:
a. The elimination of the graveyard shift, which is
a constant source of personnel problems.
A stable work force and low turnover of personnel,
with resulting lower training cests.'
c.. An improved ability to meet peak loads.
More productivity by reducing the start up and cool
off times associated with each shift. Typically,
a worker may spend up to 45 minutes after his arrival
,on the job in making preparations to work (start up
'time). At the end of the shift, he may spend up to
30 minutes getting ready to "lay down his tools"
(cool off time). Thus, in a five day work week this
may represent a "loss" Of 6 hours and 15 minutes per
employee. In a. 3-day work week, this "loss" re-
presents only 3 hours and 45 minutes.
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Approved For Release 2003/04/29 : CIA-RDP84-00780R004000040002-4
e. Savings resulting from reduced personnel recruitment
? 'efforts; .We Can expect: a reduction in employee
turnover ...and an increa:se in the 'quality of. personnel
on. beard.
? In many computer centers, the peak disruptive time
periods are 8:00-8:30 a.m. and '4.:00-4:30 p.m.,.when
'many jobs are being picked up and submittdd. These
periods coincide with the shift boundaries in the
conventional 3 (shift system; thus, maximum activity
teams with a change in personnel to produce a minor
crisis twice a day. A two'shift day, starting at
6:00 a.m., would insure adequate manning during peak
activity times.
-,
6.
An obvious virtue of the 3-day work week is that it actually
permits, through the use of two 3-day shifts, the expansion of the
actual work week to six days. In effect, it puts Saturday back in
the workman's calendar, while providing for an increase in straight-
time utilization of costly production machinery. While our computer
centers are open on Sunday, typically a good deal of preventative
maintenance work is scheduled on that day, with a concomitant de-
crease in the Sunday work force. Under the 3-day work week arrange-
ment (as under the 5-day work week) Sunday workers would be paid
overtime. ?
7. Several large coMpanies (among them Mutual Life Insurance
Company and the Metropolitan Life Insurance Company) have gone to '
the 3-day work week for their computer centers, and we can draw
upon their experience in this area. The Mutual Life Insurance
Company eliminated the 10% premium for night shift work which was
paid to about two-thirds of its employees. But, in its place, has
come a 5% salary raise for conversion, which everyone receives.
Because of Federal labor legislation, we may be obliged to adopt
some variation of this pay scheme.
8. A computer center is particularly suited to the 3-day work
week; jobs are processed on a piecemeal basis, and a computer
? oeprator is not dependent on information relating to jobs which
,were run the day previous. Thus, there is no need for continuity
of operations from day-to-day and the concept of two separate shifts
of 3-day workers can be easily implemented. There may be other .
? Agency components well suited to the 3-day work week.
9. This scheme might not work as well in other parts of the
,Agency whore day-to-day continuity of operations is of paramount
importance. MAC has been looking into the advantages and disad-
vantages of the 4-day work week 'as it relates to these other Agency
' ? ?
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di ?
Approved For Release 2003/04/29 : CIA-RDP84-00780R004000040002-4
'components. 'We.hope to make this the subject of a)liemorandum'in
? ,
the near future.
Mana&Men:Advisory Group
?
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3
C-0-N-F-I-D-E-N-T-I-A-L
- ,
Approved For Release 2003/04/29 : CIA-RDP84-00780R004000040002-4 TAB III
PERSONNEL
29. HOURS OF WORK (No change)
a. WORKWEEK AND WORK SCHEDULES
formerly (1) The normal basic workweek is 40 hours with regular duty
a.
25X1
New
25X1
? (
25X1
hours from 8 a.m. to 4:30 p.m., 8:30 a.m. to 5 p.m., or
9 a.m. to 5:30 p.m., Monday through Friday, as prescribed
by Operating Officials and Heads of Independent Offices.
One-half hour is allowed for lunch. Operating Officials
and Heads of Independent Offices may schedule different basic
workweeks for. individual employees as required to carry
out the missions of their components. Operating Officials
and Heads of Independent Offices may also reschedule an
employee's basic workweek (of not less than )-i-0 hours) to
enable him to take courses in nearby colleges, universities,.
or other educational institutions which will equip him for
more effective work in the Agency. (See subparagraph h(4)
below for pay limitation.) Al/ ibwkw hy 41w
AiqW# 011 Y0 kz0010 #00411M 00 X0 04y1g4hV
Wg0100
(2) All variations in the basic workweek scheduled by Operating
Officials and the Heads of Independent Offices should be in
- accordance with the following standards:
(a) Duty hours are scheduled in advance over periods of
not less than one week
(b) The basic 40-hour workweek is scheduled on 5 days,
which are Monday through Friday wherever possible, and
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C-0-N-F-I-D-E-N-T-I-A-L Excluded from aucriati:
ddwngradipg and
d:zlassiticafldn
I.
a
formerly
b.
formerly
C.
New (
Formerly (a)
Formerly (b)
Formerly (c)
Formerly (d)
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PERSONNEL
(3)
25X1
the 2 days outside the basic workweek are consecutive
(c) The working hours in each day in the basic workweek are
the same
(d) The basic nonovertime workday does not exceed 8 hours
(e) The occurrence of holidays does not affect the designation
of the basic workweek
(f) Breaks in working hours of more than 1 hour are not
scheduled in any basic workday
In exceptional circumstances and when necessary to staff
operations on a 24-hour basis the Deputy Director for Support
may approve 80-hour work schedules which deviate from the
above standards and provide no payment of overtime as long
as the number of hours worked does not exceed 80 in a two-
week, 80-hour pay iperiod.-
b. REPORTING DUTY STATUS. Official Time and Attendance Reports
shall record time actually worked in relation to the scheduled
workweek of the activity concerned and shall be prepared in
accordance with
c. HOLIDAYS, RELIGIOUS HOLY DAYS, AND SPECIAL DISMISSALS (No change)
d. OVERTIME WORK AND COMPENSATION
(1) DEFINITIONS
(a) Overtime is work in excess of the normal basic workweek
41) Regular overtime is overtime which is scheduled on
a regular basis?
(2) Irregular pr occasional overtime is overtime which
is not regularly scheduled.
(3) Directed overtime is that overtime which has
(4) No change
Approved For Releas2-M37g4TifrakIWDP884=60780R004000040002-4
,
fcjrmerly
a;c(2)
formerly
:c(3)
formerly
c(4)
formerly
d.
formerly
e.
formerly
f.
formerly
g.
formerly
h.
formerly
1.
CONFIDENTIAL
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PERSONNEL
(2) POLICY (No change)
(3) ?RESPONSIBILITIES (No change)
(4) METHOD OF COMPENSATION (No change)
e. HOLIDAY WORK AND COMPENSATION (No change).
f. NIGHT DUTY AND COMPENSATION (No change
g. NIGHT DIFE,ERENTIAL WORK (No change)
h. SUNDAY WORK AND COMPENSATION (No change)
1. LIMITATION OF COMPENSATION FOR OVERTIME, HOLIDAY, NIGHT, AND
SUNDAY WORK (No change)
j. COMPENSATORY TIME (No change)
Approved For Release 2003/04/29 : CIA-RDP84-00780R00 00004M4d6
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Approved For Release 2003/04/29 : CIA-RDP84-00780R004000040002-4
Accounting for Leave, Holiday and Sunday Pay and Night Differential
Requests for irregular work schedules for 24-hour shifts will be
reviewed on an individual basis prior to submission to the Deputy Director
for Support. Each review will determine the appropriate accounting
procedures for leave and pay purposes.
It is expected that the following guidelines would prevail in the
determination of leave and pay accounting:
1. Employees at the GS-11 and below level would be paid
overtime for work in excess of 80 hours in a two-week, 80-hour
pay period.
2. Employees G3-12 through GS-14 may receive overtime payments
for directed overtime worked in excess of 96 hours in a two-week,
80-hour pay period.
3. Employees entitled to Sunday, holiday or night differential
pay would receive such pay, when appropriate, for hours worked not
in excess of 12 within a regularly scheduled workday.
4. Annual and sick leave would be charged according to leave
taken against the employee's established work schedule.
5. Otherwise the provisions of ould remain unchanged
and would pertain to the irregular wok schedules.
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Approved For Release 2003/ CIA-RDP84-00780R004000040002-4
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