OSA AND THE PROGRAMS STAFF

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP33-02415A000100390095-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 5
• Document Creation Date: December 9, 2016
• Document Release Date: October 7, 1998
• Sequence Number: 95
• Publication Date: September 13, 1963
• Content Type: MF

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13 September 1963
MEMORANDUM FOR: Assistant Director, OSA
Deputy Assistant Director, OSA
SUBJECT OSA and the Programs Staff
1. For the past two weeks I have climbed again to
the vantage point of exterior OSA observation, which appar-
ently is now seasonal to my career and more or less happens
annually as a sabbatical or respite from the grind of daily
activity. During the past few days I have worked with
in "breaking him in" to the ways and wiles of
the programming activity. Actually by design, I have been
more of an observer to the Programs Staff activities than
a participant in hopes that if Walt had to "fish and cut
bait" for himself, he would more readily and more rapidly
adjust to the swing of things about our fine gray walls.
Although, I am sure Walt has experienced the frightful
feeling that he had been pretty much out on a limb, I dare
say that he has arisen to the occasion admirably and is
well over his ears into OSA. The recent exercise these
past few days in preparing the 1965 budget estimates forced
him to accept the responsibilities of the office far sooner
than normally would be expected. If the past two weeks can
be counted as any valid measure of the days to come, then
the programs of OSA are in good and capable hands and I
have great confidence in the Staff's future.
2. I do not intend to make this paper the pro-
verbial "swan song", but while I have this forum I would
like to employ your indulgence while I make some gratis
observations concerning OSA and its overall relationship
to the Programs Staff. From the very outset in the forma-
tion and build up of the Programs Staff, I planned a more
or less gradual weening process to convert the modus operandi
previously employed by OSA to one which would rely upon the
operation and functions of a Program Staff. I fully apprecia-
ted that many in this Division would not eagerly accept,
concur in, or adopt the method of operation which requires
such programming. I think that some success has been
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achieved in enforcing quietly the need and responsibilities
of the Programs Staff upon the office. Like many people,
however, who are afraid to accept the new and lay Away the
old, there still remains in OSA at least a passive resist-
ance or indifference to the thought'of a programming function.
Unfortunately, the Programs Staff cannot work independently
of the other Branches and Offices within OSA, and a success-
ful programming operation can only be gained with the whole-
hearted cooperation of each and every member of the OSA team.
I have been unable, unfortunately, to achieve that goal of
success. Monthly reports have been requested b rams
Staff of the various contractors through 25X1A9a
shop and also e ui meat and systems and production reports
Wendell has levied this requirement
for funding reports and forecasts upon the contractors, but
as yet we have received no response. The requirement to
which is now some two months old, for
information regarding production schedules and equipment
status has gone unanswered. Gentle and not so gentle re-
minders to John have also past unheeded. Whether or not
John fully embraces the philosophy predicating a program
staff, I am in no position to guess. I would like to think
that his failure to date to provide the necessary reports is
based solely upon the fact that he is undermanned and there
just is not enough of John to attend the many meetings and
prepare the various papers required by higher echelons.
This predicament, however, I was well aware of when I levied
the re uirement upon him, and as a remedy offered the services
of to do the necessary bird dogging throughout
John's shop to gather the data required. Rather than leave
with this bundle of problems, I would like to
solicit your support in shaking loose the information nec-
essary for Programs to accomplish its tasks.
3. The shortage of personnel I feel is not confined
to shop. We are somewhat like the Senators in
su ering from lack of depth in many of our positions.
Materiel, for instance, as well as Contracts for that matter,
because of work load, must compartmentalize its personnel to
handle specific programs. When travel or some malady pre-
vents the presence of an individual, it is very difficult to
find anyone else with the detail and continuity of the
particular program in which one may be concerned. Returning
once more he is in dire need, as he has been
for the past year, of an admin/staff type officer who can
perform the necessary leg work and paper work demanded of
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that office and at the same time provide for some of the
overall continuity that is immediately lost once
walks out. By the same token, from what I have experienced
in recent months in working fairly closely with Wendell's
people, is the fact that they are really over-burdened and
with the growth of
programs, I see no relief from this situation, but rather
a compounding of an already untenable workload. I honestly
feel that OSA could do itself a considerable amount of
justice by immediately concentrating on the deficiency of
personnel in these offices and do something to rectify this
situation as soon as possible. Rather than paint an all 25X1A9a
gloomy picture, I am pleased with the way has
organized EAD and its activities. From the selfish point
of view of the Programs Staff, shop could 25X1A9a
be held up as an example of the cooperation and coordination
which the Programs Staff needs from other OSA components.
Likewise, the Communications Staff is equally cooperative.
Of all the programs in which we are presently engaged,
Countermeasures and Commo have provided us with sufficient
information to permit us to get a real handle on their 25X1A9a
activities. I think deserves a few kudos
for this accomplishment.
4. I do not want to leave the subject of personnel
without stating that I think another two programmers are
necessary for sufficiently rounding out the talents of the
Staff. I would like to reopen the issue of transferring
to the Staff, where I am firmly convinced he
can provide an essential link between programs and opera-
tions and at the same time permit OSA to enjoy. the pleasure
of some advanced planning without becoming mouse-trapped in
the daily brush-fire activities. As 25X1D0b
and advanced aircraft programs get un erway, ee a a
second officer will be required to perform the programming
functions in behalf of these programs. As it now stands,
the Staff is fairly well engaged in day-to-day activities
and the absence of one programmer from the Staff radically
disrupts the overall work load. The sooner these two
additional bodies can be added to the Staff, the quicker
Programs will be able to accomplish all the tasks of pro-
gramming and forecasting in kind as well as in promise.
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6. While I am rambling on, I would like to make one
final observation. I have observed during the past few months
a weakening in the team spirit which OSA has been noted for
since 1955. This undoubtedly can only be attributed to the
past two years of shelling which we have received from the
NRO and the gradual but steady erosion which has plagued our
activities during this time. A good many of the Branch and
Staff chiefs are now further removed from "being in touch"
with the front office by the establishment of the D/FA and
D/TECH. Although the cleanness of management has been
achieved by this reorganization, the sense of-belonging
to the "powers that be" has been erased. Ordinarily, this
would not affect grown men of sound mind and body, however,
when coupled with the events of the past two years as well
as the internal reorganizations within the CIA, I submit
that some effort should be made to permit occasional acces-
sibility of the front office to these people. Such might
possibly be accomplished by a monthly staff meeting, or
more frequent as you so choose, with all Branch and Staff
chiefs within OSA. This would permit them to hear from
the "horse's mouth" the policy-type activities of late and
general commentary of things to come. It could also pro-
vide a Captain's Mast, so to speak, and of course the
reciprocal channel.
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