APPLICANT HIRING TIME

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00142R000400030006-2
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 27
• Document Creation Date: December 14, 2016
• Document Release Date: October 4, 2002
• Sequence Number: 6
• Publication Date: October 11, 1979
• Content Type: MF

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OGC Has Reviewed
MEMORANDUM FOR: Director of Central Intelligence
FROM John F. Blake
Deputy Director for Administration
SUBJECT Applicant Hiring Time
1. ?Action Requested: For your information and
approval owe recommtion_ in_ paragraph 3 ..
2. Background: We have analyzed who is responsible for
each segment of tie time required to hire applicants. 11sing
this approach, applicants are primarily responsible for
consuming an average of 88 days, the decision-makers in the
offices use 50 to 90 days, the Office of Personnel needs r6
days, and the Medical and Security Offices use 75 days.
(These days should not be totaled since some of the pro eciut s
are being done concurrently by those responsible.) Noiiethe tss,
we believe certain procedures can be changed to reduce this
time.,--Specifically:
a. Recruiters in the past followed up with
applicants who had not returned their applications
in 30 and 60 days, closing the case out if there
was no response in 75 days. They will now follow
up after 21 days (the average time taken to return
the application). If there is no response, we
will close out the case in another 21 days. This
will reduce the time allowed applicants by four and
one-half weeks.
b. Applicants procrastinate in coming in for
interviews and medical and security examinations
and establishing EOD dates. (The latter averages
53 days.) We will intensify our efforts to get
applicants to Washington expeditiously and tell
procrastinators that we will have to cancel them
out if they cannot be here in a reasonable time.
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c. Professional and technical applications
are presently "advertised" by circulating to all.
offices a daily list of New Applicant File
Acquisitions (see attachment). Concurrently,
the application is sent to the most logical
office based on the requirements of the office
and the qualifications of the applicant. In
spite of repeated efforts to secure decisions
from the offices within the present two-week
deadline, over one-quarter of the files are retained
from four to ten weeks by the offices. Under the
new system, the file will bo retained in the Office
of Personnel, for ten calendar days during which
time the office(s) reviews the Acquisition List
and expresses interest in the file. Applicants
in whom no interest is expressed will be auto-
matically rejected in ten days rather than the
90 days it is taking now. We request that you
urge the Deputy Directors to ensure that the
personnel decision-makers in their offices review
the New Applicant File Acquisitions List and
express interest in appropriate names, and then
make a decision on the files, each within the
allowable ten-day period.
d. Various steps in the Office of Personnel
procedures now take one to two weeks each. We
are augmenting our Professional Staffing Branch
(including the CT Program) to reduce each stej
to a maximum of three workdays.
3. Recommendation: We believe the above steps will
significantly shorten t e time it takes to hire applicants.
It is requested that you approve the attached memorandum to
B1iT., Deputy Directors urging---them to hasten their part of the
The -,recommendation
/ i John F. Blake
contain.Vd in paragraph 3 is:
lxwz't~Xr~~~,
) DISAPPROVED
ved Wfi1 Jetase~ 0 ;04 ..dl D3Z42R000
STATINTL
_1 90
1
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File
o OCT `978
MEMORANDUM FOR: Deputy Director for Administration
Deputy Director for National Foreign
Assessment Center
Deputy Director, for Operations
Deputy Director for Science and Technolog-v
Chairman, Executive Career Service Board
FROM Director of Central Intelligence
SUBJECT Applicant Hiring Time
. 1. I have been concerned about the length of time it takes
to hire new employees for the Agency. The Office of Personnel
has analyzed the time taken. for each step in the hiring proce-
dures,. from initial contact to EOD. They are taking steps to
shorten as many of these steps as possible. For example, an
applicant has been allowed up to 75 days to complete the app1.i.-
cation. This will now be cut to a maximum of 42. days. The
time from full clearance to EOD averages 53 days. OP will press
applicants to EOD in a shorter, more reasonable time. Other
phases of the procedures which now take one to two weeks to
accomplish will be done in no more than three work days.
2. One phase of the procedures is decision-making, which
averages 50 days for decisions to hire and 90 days for rejection.
This' is where I need the help'of you and your personnel decision-
makers. The Office of Personnel advises me that over one-quarter
of the applicant files are kept in offices beyond the a.llctted
decision-making time of two weeks -- some as long as ten. we~K.s.
OP is changing its procedures so that offices must express
interest in short biographies of applicants listed in the ?w
Applicant File Acquisitions list. If no office expresses inter-
est in a name, that file will automatically be rejected in ten
calendar days. On files in which offices express an interest,
the offices will be given a maximum of ten calendar days to
decide whether they wish to interview candidates.
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SU 3JECT: Applicant Hirin::> Time
3. You and your personnel Decision-makers contra..} rest
one-third of the time it takes t hire an applicant. I :xt r_ ly
urge you to take the necessary steps outlined above t - t -
cally reduce this time.
i s ~ Stans
f i ela Turner
STANSFIElDP TUP;`4-
Originator:
Distribution:
Orig D DA
1 - DD/NFAC
1 - DDO
1 DD/S&T
1 Ch., E-Career Service
1 DCI
1 - DDCI
1 ER
1 - D/Pers
1 SPD/Chrono
1 SPD Subj File
~T
ATINTL
OP/SPD/
(180ct78)
erector of Personae
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MEMORANDUM FOR: Director of Central Intelligence
FROM John F. Blake
Deputy Director for Administration
SUBJECT Applicant Hiring Time
STAT
1. Action Requested: For your information and
approval of the recommen ation in paragraph 3.
2. Background: We have analyzed who is responsible for
each segment of the time required to hire applicants. Using
this approach, applicants are primarily responsible for
consuming an average of 88 days, the decision-makers in the
offices use 50 to 90 days, the Office of Personnel needs 56
days, and the Medical and Security Offices use 75 days.
(These days should not be totaled since some of the procedures
are being done concurrently by those responsible.) Nonetheless,
we believe certain procedures can be changed to reduce this
time. Specifically:
a. Recruiters in the past followed up with
applicants who had not returned their applications
in 30 and 60 days, closing the case out if there
was no response in 75 days. They will now follow
up after 21 days (the average time taken to return
the application). If there is no response, we
will close out the case in another 21 days. This
will reduce the time allowed applicants by four and
one-half weeks.
b. Applicants procrastinate in coming in for
interviews and medical and security examinations
and establishing EOD dates. (The latter averages
53 days..) We will intensify our efforts to get
applicants to Washington expeditiously and tell
procrastinators that we will have to cancel them
out if they cannot be here in a reasonable time.
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c. Professional and technical applications
are presently "advertised" by circulating to al,_
offices a daily list of New Applicant File
Acquisitions (see attachment). Concurrently,
the application is sent to the most logical
office based on the requirements of the office
and the qualifications of the applicant. In
spite of repeated efforts to secure decisions
from the offices within the present two-week
deadline, over one-quarter of the files are retained
from four to ten weeks by the offices. Under the
new system, the file will be retained in the Of[-i.(-,E
of Personnel for ten calendar days during which
time the office(s) reviews the Acquisition List
and expresses interest in the file. Applicants
in whom no interest is expressed will be auto-
matically rejected in ten clays rather than the
90 days it is taking now. We request that you
urge the Deputy Directors to ensure that the
personnel decision-makers in their offices review
the New Applicant File Acquisitions List and
express interest in appropriate names, and the a
make a decision on the files, each within the
allowable ten-day period.
d. Various steps in the Office of Personnel
procedures now take one to two weeks each. We
are augmenting our Professional Staffing Branch
(including the CT Program) to reduce each step
to a maximum of three workdays.
3. Recommendation: We believe the above- steps wi _X.
significantly shorten the time It takes to hire applicants.
It-is requested that you approve the attached memorandum to
t1. Deputy Directors urging-them to hasten- their part of the
review and decision-making process.
Jol?n F. Blake
The recommendation contained in paragraph 3 is:
STATINTL
( ) D' SAPPROVED
Direct r of Central Intelligen
(`// Zx 4- ./ __~? le_~
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STATINTL
A r ed F ele /" 1~1 ^ - ~ 142i00&006-
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t
STATINTL
J,
Dist 1 u
ion:
Orig - Return to D/Pers
2 - DDA -,J a x,~
1 - DCI
1 - DDCI Originator:
1 - ER
2 - SPD/OP
2 - D/Pers (1 w/held)
OP/SPD
Retyped: OD/Pers:jmk (23 Oct 78)
STATINTL
Director of F''ersonnel
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C. Professional and technical applications
are presently "advertised" by circulating to all
offices a daily list of New Applicant File
Acquisitions (see attachment). Concurrently,
the application is sent to the most logical
office based on the requirements of the offi,ce
and the qualifications of the applicant. In
spite of repeated efforts to secure decisifons
from the offices within the present two-meek
deadline, over one-quarter of the fileszare retained
from four to ten weeks by the offices./ Under the
new system, the file will be retained'in the Office
of Personnel for ten calendar days during which
time the office(s) reviews the Acquisition List
and expresses interest in the file'. Applicants
in whom no interest is expressed,will be auto-
matically rejected in ten days rather than the
90 days it is taking now. We request that you
urge the Deputy-Directors to ensure that the
personnel decision-makers i.n their offices review
the New Applicant File Acquisitions List and
express interest in appropriate names, and then
make a decision on the files, each within the
allowable ten-day period.
d. Various steps in the Office of Personnel
procedures now take one to two weeks each. We
are augmenting our Professional Staffing Branch
--(including the CT Program) to reduce each step
to a maximum of three workdays.
3. Recommendation: We believe the above steps will
significantly shorten t e time it takes to hire applican-.s..
It is requested that you approve the attached memorandum to
the Deputy Directors urging them to hasten their part of the
review and decision-making process.
John F. Blake
The recommendation contained in paragraph 3 is:
( ) APPROVED ( ) DISAPPROVED
Director of Central Intelligence Date
-2-
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 A.D,?T,`TIST ?',.TIVL USE O7LY
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ive P,eg# trV
REFERENCE Memo for DDA fr D(:I, same subj, dtd 17.Ju7/8
v.ix Deputy Director of Central Inteil
FROM John F. Blake
Deputy Director fc)r Administration
SUBJECT Applicant. . Process ing--Time-
STATINTL
MEMORANDUM FOR: Director of Central InteiJ igence-
1. Action Requested: That you approve hiring as i.nc1 -
pendent contractors selected individuals who are waitinc to be
cleared.
2. Back round: In paragraph 2.b. of the reference, you
suggest.t at "W en we've made up our mind that we want an i i'-
vidual, put him on some kind of retainer pay until his clearance
.,is.approved and he can actually come to work."
3. This can be done on a selective basis by placing the
applicant under an independent contractor arrangement to carr,r
.out, an unclassified research project;- and will give us i-lexi
,bility we do not now have. We believe the number of professional
applicants-so engaged would be quite small since most of them
are already employed, or are in school completing degree require-
ments, and thus are not available for additional work assignments.
4. A survey of DDS&T and NFAC indicates that developing
and monitoring unclassified research projects becomes more
difficult when moving from general to specialized work area.
STATSPEC Thus, research projects for ORPA, 0 and OER will be easier
to develop than for offices like OD?E, OWI and OIA where most
of the significant work is classified.
5. Other factors which could complicate development of
projects are the location of the applicant and access to research
facilities. Each project will have to be tailored to the needs
of the office and the experience and academic training of the
applicant. During the normal. two to three months of processing
time, we cannot expect the applicant to conduct much significant,
in-depth research.
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412, -.1
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SUBJECT: Applicant Processing Time
6. Recommendation. It is recommended that the Agency
be authorized to hire applicants awaiting full clearances to
carry out unclassified research projects under independent
contractor arrangements, provided that we would otherwise Le
such applicants to other employers and that the applicants
have access to research material of value to the Agency.
John F. Blake
APPROVED/DISAPPROVED
%s/ Stansfield Turnet
Director of Central nt~igence
1$ OG s 4 C)
!late _
to D/Pers STATINTL
DCI
- DDCI
ER
- DDA
-- C/SPD/OP
D/Pers (I w/held)
STATINTL OP/SPD : djp (1:i
Orig _. Return
Originator: L
Ac. tnng e . e l nnel
Aug "8)
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xaca~s 3x~tr7 t
i 78-7038 }
17 July 1978
MEMORANDUM FOR: Deputy Director for Administration
VIA: Deputy Director of Central Intelligence
FROM: Director of Central Intelligence
SUBJECT: Applicant Processing Time
1. For all of the time that I have been here, I have been concerned
at how long it takes us to approve an applicant for employment. I've cor?_
into the statistics of this with you a number of times. Despite the scup=d-
ness of your responses, I am still concerned.
a. There is just a universal feeling through the
middle and lower ranks of the Agency that we are losing
good people because we to,.e so long.
b. The recruiting climate is more likely to become
difficult than easy as the nation hopefully climbs out
of recession.
2. I'd appreciate your Fucking at a number of possible solutions to
this problem. Among them, pise consider the following but do not restrict
yourself to these:
a. Establish a great' reduced norm such as 60 days
in which to respond o =n aopl icant as to whether we wish
to employ him. This resp,-se could be contingent upon a
subsequent full securi but the applicant would
know that if he ci_a-e- --e security hurdle we were going
to employ him.
b. When we've made our mind that we want an indivi-
dual, put him on sere nc of a retainer pay until his
clearance is approved and he can actually come to work.
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c. Have one center in each Directorate that has
the authority to clear a new applicant rather than having
to shop him around and obtain a specific assignment for
him within the Directorate.
d. Make special provisions for deciding whether we
want summer interns to come back :areer employees.
STANSFIELD TURNER
cC
L
; G " ", 11 IT
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roved ~fQaDRehe we rtl# tCRS O0rt~ 0030 0
Ap
ONFIDENTIAL SECRET
UNCLASSIFIED C
OFFICIAL ROUTING SLIP
TO
NAME AND ADDRESS
DATE
INITIALS
I
DD/Pers/REP
~-
$
EA/OP 2 5
AUG 1978
3
4
AD/Pers --- -' _
/DDA
_ a
7
6
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
REC MMENDATION
COMMENT
FILE
RE RN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks :
It is our understanding that a similar pro-
posal for CT applicants was discussed informally
with 0GC last year and was rejected. Suggest
this proposal, which involves doing unclassified
research work under independent contract, be
routed through OGC enroute to the DCI to deter-
mine if this is acceptable from a legal viewpoint.
FOLD HERE TO RETURN TO SENDER
FROM: 'NAME, ADDRESS AND PHONE NO.
DATE
oJdSpBr R le~~ 0 : CIA
UNCLASSIFIED
_
CONFIDENTIAL
SECRET
6-2 STAT
Use previous editions
FOAM MO. 237
1_A7
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OCC 78-6725 k
J October 1978
file
MEMORANDUM FOR: Executive Officer, DDA
STATINTL FROM
SUBJECT Applicant Processing Time
REFERENCES A. Memo to DDA fm DCI, Same Subj.
dtd 17 JuL 78.
B. Memo to DCI fm DDA, Same Subj.
(proposed).
1. You have requested our comments on the legal pr_o--
priety of implementing a program which would provide authorit.v
to place selected applicants under an independent contractor
arrangement to carry out unclassified research projects
pending completion of staff clearance requirements. It is
understood that this program is designed to solve, or at
least minimize, the DCI's concern that the Agency is losinc
qualified applicants because of the long lead time requrec
to obtain security clearances.
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44MMMAINt L 3. Notwithstanding the existance of legal authority.
however, we feel there are a number of policy considerations
which must be addressed prior to the implementation of this
program. Our concerns fall into three major areas: (1)
the necessity of the program (the extent to which it solves
the Agency's problem), (2) the bona fide nature of the
independent contractor status and the projects to be assigred
to qualified individuals, and (3) the implementation of the
program and the selection of participating individuals.
4. While this Office has not been provided with any
specific data on the class of individuals to which this
program is directed, one can assume that we are primarily
concerned with those individuals who are financially unable
to remain out of work for a period of sixty to ninety days
pending processing of an Agency application. This group
would include individuals graduating from colleges or gralure
schools and those individuals whose previous employment have
fixed termination dates (i.e., military service). Individuals
who are not unemployed or have the capability of adjustinq
the termination date (or the Agency has the capability of
adjusting the clearance process to coincide with their
termination date) would not face the same difficulty and
presumably would be omitted from the program. Further, it
should be recognized that this program would not substantially
reduce attrition resulting from applicants receiving a
better job offer from a competing Government agency or
commercial corporation. These individuals would, we believe,
be lost to the Agency no matter whether we initiated the
suggested program or not. Given these parameters, the class
of prospective qualified participants would appear to be
quite limited; perhaps focusing on only a few individuals.
5. The second issue involves the bona fide nature of
the independent contractor relationship. - e believe that,
if properly administered, the independent contractor arrangement
(or a contract employee arrangement for that matter) would
not be subject to serious legal challenge. There appears to
exist sufficient management justification for securing the
services of applicants for employment prior to their final
clearances which outweight arguments that the Government is
not receiving a proper return on the use of appropriated
funds. Personally, the undersigned would rather construct
an argument justifying the contract employee status rather
then an independent contractor since I believe the former
gives less of an impression that we are trying to manipulate
our authorities in an unwarranted fashion. I understand,
however, that there are peculiar personnel problems associated
with bringing an individual on as a contract employee (i.e.,
ceiling charges, personnel entitlements, etc.) which may
dictate that the independent contractor arrangement be
utilized.
ADMINISTRATIVE INTERNAL USE ONLY
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6. The final issue involves the manner in which this
program will be administered. The proposal suggests that
the services of selected applicants' will be secured on an
independent contractor basis. In order to insure this
program does not backfire in terms of adverse publicity and
disgruntled applicants, the criteria for selecting individuals
to participate in the program should be clearly established.
One may have to determine that all applicants must be
advised of the existence of the program and the criteria
under which the Agency will award such contracts, since some
applicants will raise the issue of financial hardship during
negotiations while others may neglect to raise such an
issue. The existence of this program will undoubtedly
become known among applicants and they will compare benefits
received. If the program is administered in an unequal and
haphazard fashion the morale of the employees involved and
the reputation of the Agency will suffer.
STATINTL
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AVERAGE TIME FACTORS (DAYS)
PROFESSIONAL APPLICANT PROCESSING
JANUARY 1977-7 JUNE 1978
CATEGORIES
DEC
HIRE
SION
NO HIRE
SECURITY/MEDICAL
PROCESSING
FROM t:I EA-tA
TO EOfl
CAREER
TRAINEES
28
28*
60
57 *1-
OTHER
PROFESSIONALS
50
91
81
53***
NOTE: Candidates west of the Mississippi are no longer handled differently
than those east of the Mississippi as originally set out in the chart
attached to our 9 February 1978 memorandum.
* If the decision is made not to hire, the applicant file is retuned
to the Office of Personnel for general Agency consideration, thgerch,
becoming a part of "Other Professionals".
Career Trainee applicants are advised at the time of initial cont ac~r
that there are two classes a year - January and July. Those who need
employment before a class begins will be brought on board as soon s
possible after full clearance and given an interim assignment.
The last sentence of paragraph 4 of our 26 July 1978 memorandum
explains this time delay; i.e., --- need to sell their houses,
wait until their children finish school, give adequate notice tc
their employers, and othar such reasons.
i
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6 JUL i9/
MEMORANDUM FOR: Director of Central Intelligence
FROM : John F. Blake
Deputy Director for Administration
SUBJECT : Applicant Processing Time
REFERENCE : Memo for DDA fr DCI did 17 July 78,
same subject
1. Action Requested: None; for information only.
2. The reference expresses yot continuing concern about the?
time it takes to process an applicant for Agency employment. In
paragraph 2a you suggest that we "establish a greatly reduced norm
such as 60 days in which to respond to an applicant as to whether w?
wish to employ him." We have checked our statistics for the last
18 months and can report that it takes an average of 50 days from the
time a recruiter receives a completed application until an office
decides whether it wishes to hire the applicant.
3. The time it takes for a decision not to hire an applicant i
longer (91 days). It is obvious from this contrast in statistics that
the offices quickly recognize the best candidates and put them in process
as rapidly as possible. All applicant files are initially referred to
one office of possible interest. In addition, applications are
advertised in "New Applicant File Acquisitions" lists, which are
continuously circulated to some 90 offices in the Agency (an example
is attached). Very often, no interest is generated from either approach.
If the Office of Personnel still feels the applicant has good qualifica-
tions, the file will be referred to another Agency component for revietv.
This may happen three or four tires before all possibilities have been
exhausted. Only then is an applicant "rejected" by the Agency. The
process does take time, but we believe it is both effective and fair.
In a surprising number of cases, a second, third, or even fourth
component may express interest in an applicant and ultimately put the
individual in process. In those cases where a reject letter is sent,
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the Agency can honestly say to the applicant, his Congressman, or his
lawyer that we have thoroughly reviewed the individual's qualific-,tfors
in light of Agency requirements and have been unable to come up with
suitable employment opportunity.
4. We are also aware that we are dealing with a perceptior.
problem in this area. Applicants think of processing time as be;,inrurg
when they first inquire about jobs with the Agency and ending whey they
enter on duty. Looked at from that viewpoint, the period is len;thy.
What applicants frequently forget is that they are the cause of much ccf
the delay. For example: The person who sends in an employment inquiry
receives a letter and an employment fact Sheet from the Agency. If he
or she returns a resume that meets our requirements, the individual is
interviewed by a recruiter. If the interview is favorable, the caridi(AtY?
is given an Agency application to fill out. Rarely is an application
returned in less than 21 days. Frequently it is not complete; we must
go back and ask for full addresses of references, more information aN,u.t
drug usage, and the like. This may take another two weeks. Getting
applicants into Washington for appointments is also difficult and tirr -
consuming. Many, particularly students, are difficult to contact. After
repeated unsuccessful phone calls, we send out mailgrams asking them to
call us. Applicants also delay because of exams, term papers, inability
to get away from work, etc. Finally, even when individuals are fully
cleared, there are often substantial time delays prior to EOD because
they need to sell their houses, wait until their children finish school,
give adequate notice to their employers, and other such reasons.
5. You also suggested the possibility of using a retainer fee
arrangement with some applicants pending completion of the clearance
process. The concept is a good one. We used it selectively some years
ago and are re-exploring the idea with representatives of NFAC and DIX;FaI
There are two areas of concern here. One has to do with substantive
unclassified research vs. "make work." The other involves dealing with
the complications that can arise when such an individual is not ul tbiklte l.y
approved for Agency employment.
6. You asked us to consider making special provisions to decide
Whether we want Graduate Fellows (formerly known as Summer Interns) to
come back for career employment. This Program is administered contra=_Iy
by the Office of Personnel's Coordinator for Student Trainee Programs.
It is one of his basic responsibilities to see that those Graduate Fe:la,,r;
who express a career interest in the Agency are fully considered for
permanent staff employment. The Graduate Fellows formally communicate
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employment interest via their final Program critiques. The Coordinator,
meantime, has been in touch with the using offices throughout the sunimrei
session and has been receiving periodic assessments of the abilities 4hf
students are demonstrating. If there is mutuality of interest, the
Coordinator brings the Graduate Fellow and the using component to;zether
to discuss permanent employment. Opportunities outside of a Graduate
Fellow's using office are also explored. It is not at all unusual,- to
find former Fellows in a CT class. In the January 1978 class, there
were two. In the July 1978 class, there are also two. About 22% of our
Graduate Fellows convert to permanent staff employment. We feel this
to be an excellent return on our investment in the Program.
Dist:
0 - Add
1 - DDCI
1 - ER
2 - DDA
1 - DD/Pers/R&P
1 - D/Pers Subject File
1 - D/Pers Chrono (w/held)
STATINTL
Originator:
Director of Personnel
.bJULWk
STATINTL DD/Pers/REP : jmk (25 Jul 78)
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 STATINTL
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Next 1 Page(s) In Document Exempt
Approved For Release 2003/04/17 : CIA-RDP81-00142R000400030006-2
 -, .3NCLAS ! EI Ep T1 ,.._sRNAL
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OFFICERS
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Executive Officer, DDA
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3. Deputy Director for
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Administration
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 Approved For Release 2003/04/17 : CIA-RDP81-00142R000400030006-2
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 SEND R IL= IF 1W% P
C ~ITIAL SECRET
OFFICIAL ROUTING SLIP
TO
NAME AND ADDRESS OA ;FE
IN IALS
Executive Officer, DDA
2
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Deputy Director for
s
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4
5
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ACTION
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PREPARE REPLY
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DISPATCH
RECD MENDATION
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FILE
RETURN
CONCURRENCE INFORMATION SIGNATURE
Remarks :
Jack:
DCI asked for this. D/OS the other
morning said 45 days for clearance. This
meant full field investigation only.
Poly to follow.
F. W. M. Janney
FOLD HERE TO RETURN TO SENDER
FROM: NAME. ADDRESS AND PHONE NO.
DATE
Director of Personnel
r vetbiA~3~asa o -
FOAM No. 2 3 7 Use previous editions
1-67
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Approved For Release 2003/04/17 : CIA-RDP81-00142R000400030006-2