TRAINING DEVELOPMENT STAFF; STAFF STUDY I

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP57-00012A000200020001-8
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 7
• Document Creation Date: December 15, 2016
• Document Release Date: July 8, 2002
• Sequence Number: 1
• Publication Date: February 5, 1952
• Content Type: MF

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1. The Problem. Date: 2 8 FE8 1979 By. 25X1
The covert offices of CIA require, for a steady increase in the
operational effectiveness, a corresponding increase in the total effective-
ness of their personnel. Other things being equal, this may be accomplished by
(a) maintaining the present level of average individual efficiency and in-
creasing the number of persons employed by the covert offices, 2Z (b) improv-
ing the level of average individual efficiency while the total number of employ-
ees remains constant, or (c) by increasing both average efficiency and the
number of persons employed..
Staff Study ! ass. Ctil~~E. ; TS S
L'~I:LA~ a T' ED
SUBJECT: Training Development Staff U
CI ?^
MEMORANDUM FOR: DD/TRS NO O GE in Class. o
An increase in average individual operational efficiency can be attained
either by (a) every individual gathering operational experience and learning
therefrom; (b) by a sufficient number of individuals learning enough from their
experiences to outweigh the losses in total competence arising from normal
attrition; (c) the accumulation of experience, the synthesizing of it, and
the dissemination of the conclusions arrived at in an internally consistent,
properly formulated, practical, and comprehensible form to both new and exper-
ienced personnel which will enable those exposed to such knowledge to benefit
to some degree from it. The primary mission of TRS is to provide the system for
disseminating such knowledge to properly designated recipients. The problem
is that of ensuring (a) that TRS has such knowledge available to it at all
times and (b) that it is coherently, consistently, and effectively presented.
'L~" Assumptions.
1. TDS of TRS has been created for the purpose of solving the problem
stated above.
2. The authority and support required by TDS to perform this task will be
forthcoming when the necessary specific statement of requirements concerning
both elements -- authority and support -- have been made clear.
3. Continuing authoritative guidance at a proper level will be available
at all times to TDS as the responsible staff representative of the DD/TRS.
4. The covert offices, DDP,~ADDB / and DCI are in agreement with the
statement of the problem presented above and with the first three assumptions.
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Facts Bearing on the Problem.
1. Since the creation of the covert training functions within CIA the
determination and development of the proper substantive content of training
courses has been made by the covert training unit itself in accordance with
the general statements of requirements submitted by the covert offices.. The
approval of this content by the covert offices has in almost every instance
been tacitly given; in a limited number of instances specific objections
have been raised to the continued use of certain material, and the appropriate
modifications have been introduced by TRS as rapidly as possible. A precedent
of at least three years practice has been established by which:
a. The covert offices state a requirement in general terms.
b. TRS develops material to meet the need.
c. The covert offices tacitly approve or expressly disapprove the
doctrine enunciated.
2. During this time TRS has developed:
a. A course of orientation and instruction in the basic elements of
intelligence work (the BOC).
b. A basic course in the fundamentals of clandestine operation.
c. An advanced general course covering the basic, clandestine mission,
methods, policies, and procedures of the agency.
d. A course on administrative procedures and practices of the covert
offices and their field missions.
e. A general course in-paramilitary activity.
f. Specialized courses in:
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11. TRS has also recognized that its ever-increasing demands upon guest
speakers has placed heavy burdens upon busy staff officers, and that the inte-
gration of such presentations into a course of instruction is extremely diffi-
cult to accomplish.
Discussion:
1. To perform effectively a system must be established by which TRS is:
a. Regularly informed of advance operational plans of the covert
offices in order that training development may be guided accordingly.
f b. Kept abreast of current and anticipated substantive content
requirements for training.
c. In a position to request and_ secure authoritative rulings on
7 operational policy questions and authentication of its own product
designed to transmit such policy and doctrine to studentsj
d. In a position to conduct, under adequate security safeguards,
research into recent operational experience of the covert offices.
e. Authorized to participate, in an advisory and consultative capa-
city, in any research or developmental work dealing with operational doc-
trine, standards, techniques, or related matters carried on by any of
the covert offices, unless such work relates exclusively to a single area
division's problems. In the latter case, TRC must be permitted to make
appropriate use of the end product.
2. If the work of the Training Development Staff is to maintain a suit-
ably high level of competence, it must be provided with the best available
personnel. Six of the posts within the Staff are of critical importance and re-
quire staffing with persons of proven operational judgment, for it is upon their
shoulders that the full burden of course material selection, development and
review will fall. These posts must be viewed as major factors contributing
to the overall operational efficiency of the covert offices; they may also be
considered as posts which provide a unique opportunity for senior staff per-
sonnel of the agency assigned to them to round out their knowledge in prepara-
tion for future assignments to executive posts of considerable responsibility
within the covert component of the agency. The rotation policy should be
rigidly adhered to so far as these posts are concerned.
The operational research staff must also consist of competent personnel.
In this case it is strongly recommended that the assignment be, in ordinary
cases, limited to a one year period, and that the posts be considered as a major
career development step for those assigned to them. It is strongly urged that
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the staffing of both of these groups be given special attention by any career
management committee working within the covert offices of the agency, the
first group of posts being reserved for potential staff, division, and major
station chiefs, and the second for potential branch and country desk chiefs,
and senior staff and operations officers.
Recommendations:
1. DDP, ADSO, and ADPC should be requested to authorize TDS as the repre-
sentative of DD/I'RS to:
a. Have access to the Plans Staffs of the covert offices.
b. Assign senior members of its staff to attend as observers the
operations staff conferences of both OSO and OPC.
o. Have free access, for exploratory purposes only, to the operational
records of both offices.
d. Select, in consultation with, and with the approval of, Operations
and Plans Chiefs, operational research projects and representative cases
for detailed study,
e. Conduct, under security safeguards, satisfactory to the staff and
division chiefs concerned, research into selected current operational prob-
lems and recent cases.
f. Conduct intensive debriefings of any persons returning from field
assignments, including, where possible, covert agent personnel.
g. Have access to field station operational records when such access
is necessary in connection with an approved research project or case study.
h. Prepare and submit for authentication by the appropriate assistant
director or directors, the collated results of operational research pro-
jects and evaluated and annotated case histories.
i. Submit for consideration and approval syntheses of conflicting opera-
tional doctrine relating to two or more of the covert offices when such
conflict cannot be resolved by joint consultation with representatives of the
offices concerned.
2. Career management authorities in the covert offices should be requested
to designate the posts in TDS as key development posts, and should be asked to
maintain a special roster of candidates on a long term availability forecast
basis.
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3. Agreements concerning coordination of effort should be developed
a. Standards and Techniques/Ops Staff/OPC.
b. Support and Protection Branch
c. War Plans Div./OPC.
d. PY Plans Div./OPC.
e. Any other unit currently engaged in., or planning to engage ins
operational research, and approved by the Assistant Directors.
4. Division chiefs and staff chiefs should be requested to designate
a senior member of their operations staff and/or plans staff to serve as a
training development officer to ensure continuing and effective liaison on
research and study projects.
ief , TDS
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5. When top echelon approval of the TDS charter has been procured and
the first product (The Basic Agent Training Manual) is complete, a meeting
of staff and division chiefs should be called to:
a. Give them the first product;
b. Explain the aim, purpose, and method of TDS operations; and
c. Introduce the members of the DDS panel of experts -- which will,..
it is hoped, be complete by then;
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