(UNTITLED)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP59-00882R000200160013-6
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 11
• Document Creation Date: December 9, 2016
• Document Release Date: November 20, 2000
• Sequence Number: 13
• Content Type: REPORT

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1. INTRODUCTION:
a. The principal asset of the intelligence organization is its per-
sonnel. The heart of the intelligence organization is the
Intelligence Corps, i.e. those especially qualified personnel
who have entered the field of intelligence as a career and who
have agreed to live by the directives of the intelligence organi-
zation pertaining to their assignment and rotation. Success of
the intelligence organization is largely determined by the extent
to which it succeeds in attracting and holding Intelligence Corps
personnel who are capable, loyal and possessed of a high sense
of duty and obligation to their government.
b. Specific objectives of the Career Corps Program are as follows:
(1) To make the service attractive to qualified personnel.
(2) To ensure that members of the Corps are fairly treated and
that their talents are most effectively utilized;
(3) To instill esprit de corps in members of the service
(4) To give members of the service maximum protection from
political considerations, whims of individual high-level
government officials, and other vagaries of the bureaucra-y.
c. Meeting these objectives involves: passing appropriate legis-
lation, establishing internal regulations to effectuate the
purpose of the legislation and to specify details and procedures
which should not be included in legislation, and adopting certain
principles in the administering of the Intelligence Corps.
2. LEGISLATION:
a. Legislation should be general and basic. Its purpose is to pr-a-
vide a formal base for the Career Corps and grant authority,
stability and prestige. Also, legislation should be brief and
void of details. Details should be left to the regulations
(paragraph 3 below).
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b. Specific functions of legislation supporting the Career Service
Program are:
(1) To give the intelligence organization authority to issue
regulations to specify details and procedures of the Career
Service Plan;
(2) To give the force of law to certain rights members of the
Corps are to enjoy;
(3) To dignify the Corps by having the authority which create,
it in the form of laws of the land rather than in internal
regulations of some government agency.
c. Specific items which could be include in the legislation are:
(1)
Statement of the cone ptof the Career Intelligence Corps.
This statement should be to the effect that the Career In-
telligence Corps is a group of professional intelligence
men who are to devote themselves to the service of the nation
in the field of intelligence. These men are specially
selected and carefully trained for the unusual demands that
are to be made upon them. They are to be required to accept
restrictions upon their personal lives required by the needs
of the service and obligated to perform whatever duties at
whatever location which will best serve them 25X1C
(2) Statement emphasizing the necessity of keeping the Career
Corps out of politics, In this statement it should be made
clear that members of the Career Corps are not to be allowed
to be members of any political party or to participate in
any political activities. Also., persons cannot be appointed
to the Corps as a reward for some political performance in
the past.
(3) Statement specifying compensations and benefits to be accorded
members of the Intelligence Corps. The Intelligence Corps
must have personnel with high standards of character, loyalty,
security and competence, It is imperative that the Intelligence
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3.
Corps be in a position to offer rewards canmensurate with
such standards and appropriate to the restrictions and
obligations.
(Ii) Statement assuring career Corps tenure of office so
long as they continue properly to perfca^m their duties.
So far as it is consistent with security, the Director of
Intelligence should be directed to establish within the-
a Board of Appeals which will hear, review, and make recon-
mendations to the Director of Intelligence in every case
concerning the dismissal from the Service of members of the
Career Intelligence Corps.
(5) Statement giving the intelligence organization authority to
issue regulations specifying details and procedures: In
this statement it should be made clear that the intelligence
organization has the right to set up salary scales and other
employee benefits without being restricted by the provisions
of any other laws on these mutters which are applicable to
employees of the other government departments.
INTERNAL REGUTATIONS:
Internal regulations are rules established by the intelligence organi-
zation itself, consistent with the basic legislation, having as their
purpose the specifying of the details and procedures required to make
the career plan effective. In these regulations there should be pro-
vision for the following:
a, Procedures for recruitment and selection:
(1) A person is "recruited" as a member of the intelligence
organization as a whole. If he meets certain requirements,
he can later be "selected" for membership in the Career
Corps. Thus, recruitment and selection are relatbd but
separate steps.
(2) Between a person's recruitment and his selection there
should be a period of two or three years during which time
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a careful evaluation of his performance on the job should be
made. All factors bearing on his suitability for the Career
Corps should be carefully observed: security consciousness,
stability, initiative, and professional competence.
(3) Written and oral examinations should be used as one mean-3 of
determining membership in the intelligence organization and,
later, in the Career Corps. A Selection Board can be used
to consider, examine, and make recommendations concerning
the acceptability of a candidate iii the Corps,
b. Security Clearance Program:
(1) The standards of security to be met by employees of an in-
telligence organization should be higher than those of other
goverment departments. Accordingly,~ust have its on
security standards against which to measure persons con-
sidered for recruitment. Regulations should state such
standards.
(2) Regulations should provide that before an individual is
25X1 C employed by=he must have received a security clearance.
This security clearance should be based on a careful exam-
ination of the applicants past, preferably as determined
through actual investigation.
(3) The security clearance program should be conducted as a con-
tinuing matter. Regulations should provide that, on some
systematic basis, periodic rechecks should be made of
i nod vidual s already cleared.
(!~) Prior to acceptance into the Career Intelligence Corps the
security status of the applicant for membership should be
re-examined.
(5) A security clearance procedure should inc]ude examination
not only of those factors relating to loyalty
but also of those traits of character which may
render an individual a risk by virtue of carelessness
susceptibility to persuasion, bribery or blackmail.
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c. Training, assignment and rotation:
Under a Career Corps Program attempt must be made to get the most
out of an individual during the entire period of his employment.
In assigning, training and rotating the Corps member, career
planners must think of his overall value during the twenty or
thirty years of his employment rather than of his value in in-
dividual assignments. Regulations may establish this policy by
providing for the following:
(1) The Career Board may be authorized to assign a Corps member
to a position simply for the purpose of developing a weak
side of his make up provided, of course, that the result
will be an increase in the overall value of the Corps member
to the intelligence organization.
(2) There should be provisions in the regulations providing for
compulsory systematic "post graduate" training and "refresher"
training of the officer throughout his career. Programs
should be established to include internal schooling,
attendance at courses conducted by other departments of the
government or by universities or technical schools, and
courses conducted in foreign countries.
(3) Corps members should not be kept too long at unpleasant assign-
ments or at assigmnents in unpleasant places. Regulations
should provide that officers who have served for periods in
undesirable positions or posts should be given preferred
consideration for assignment when openings occur in desirable
positions or in pleasant places.
d. Promotion policies and procedures:
(1)
There should be a definite promotion policy and this policy
should be clearly stated in writing for all employees to
see, Every employee should know exactly what he has .o ao
to qualify for promotion.
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(2) Promotion should not be made on an individual basis but,
rather, on a basis of grade classes. In other words, a
Corps member should not get his promotion on the merits of
his individual case but because, upon being considered for
promotion along with his colleagues of the same grade cla.~s
he has been found, on a comparative basis, to be worthy of
it.
(3)
One factor in an enplc yee's eligibility for promotion is
,,time in grade". When a Corps member has been in grade for
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a specified length of tim he should enter a "zone of con
cider ati on" and his name should be put on a list to be
submitted to the Career Service Board who will consider him
for promotion along with other officers also in the zone of
consideration.
(Li) Time in grade should not be the most important factor in
considering a person for promotion, however. The purpose of
the time in grade requirement is simply to provide a re-
straining influence on the promotion program and to ensure
that movement of career personnel upward in the service
will be in a smooth and orderly fashion, The major consider-
ation is the extent to which the employee has proven him,elf
ready to assume greater responsibilities. The employee who
has proved himself ready to be moved to a higher positiona
should be promoted to that position as soon as possible after
he enters the zone of consideration,
(5) Hardship connected with a particular assignment should a ever
be a consideration for promotion. Compensation for serving
in a hardship post or for performing unpleasant duties should
be in the form of special allowances ratter than salary
increases.
(6) Outstanding performances on a particular job should not be
rewarded by promotion unless the employee has simultaneously
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proven himself capable of assuming the responsibilities of a
high-level position. It is conceivable that an employee 11
perform some job in an outstanding manner but not be ready
for promotion into a bigger job. Such an employee should be
rewarded by a bonus or special allowance of some kind ratter
than by promotion*
e. Benefits and privileges for members of the Corps:
of equal importance to an adequate salary scale for attracting
and keeping the highest quality personnel is the matter of the
various benefits available to the employees.
(1) Ample annual leave should be granted to pexmit employees to
relax and recuperate from the rigors and pressures of their
jobs.
(2) In the event of illness, sufficient sick leave should be
available to permit absence from duty for a reasonable time
with continuing compensation.
(3) Proper medical care and hospitalization where the injury or
illness results from duties performed by=
(1) Adequate compensation in the event of permanent disability
25X1 C
or death resulting from duties performed for_
(5) All types of allowances to be paid, or expenses which are
reimbursed, should be adequate for the purpose and should
not require the employee to utilize his personal funds by
virtue of having been assigned particular duties b
(6) Both as a reward to employee and to serve the purpose ok
keeping the Career Intelligence Corps a young man's organi-
zation, the retirement provisions should be more liberal
than is generally applicable within government.
f. Removal and Resignation from the Corps
In accord with the concept that membership in the Corps is r
career there should be clearly defined procedures relating to
removal of a -member from the Corp: as well as the resignation
of a member.
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(1) The individual should. be assured that he cannot be arbitrarily
terminated and that if removal action is contemplated he will
receive a fair and impartial hearing of his case, on the
other hand, there should not be undue restrictions on the
authority of the- to remove those personnel who are no
longer competent or who have failed to follow orders or other-
wise are no longer qualified to be a member of the Corps.
(2) Since the.i s expecting the individual member of the Corps
to make a career of the intelligence profession, a request
for resignation should be in accord with established pro-
cedures citing proper justification or personal reasons
acceptable to
g. Restrictions and Obligations
The requirements of the intelligence service are such that the
individual must accept the fact that he must devote himself to
its needs to a far greater degree than is the case in other de-
partments of the government. This fact must be made known tc
him both by careful indoctrination but also through policies
established by regulation.
(1) The restrictions include anonymity and lack of participation
in personal or private business activities which impinge or
may give the appearance of being in conflict with his pro-
fessional duties.
(2) The granting of a career in the Corps carries with it the
obligation to remain in the service except in the most com-
pelling circumstances.
(3) The member of the Corps must understand that his talents aid
qualifications must be available to the Corps and consequently
he has the obligation to accept whatever assignments at what-
25X1C ever location the -determines will best serve the needs
of the intelligence service.
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4. ADMINISTRATIVE PRINCIPLES
Laws and regulations provide an essential framework by which the Corps
has authorization to recruit and administer its personnel. They are
only a framework, however, and the real success of the Career Corps
program depends not only on the laws and regulations as upon the spirit
and effectiveness with which they are acirdnistered. The following
principles should be obiserved:
a. Unlike some other types of regulations, those pertaining to a
Career Corps should never be applied impersonally. Career Corps
regulations have to do with the lives and happiness of human beings.
In applying these regulations to specific cases, therefore, the
Career Board should carefully keep in mind the effects on the in-
dividuals involved and be prepared to be sympathetic to personal
difficulties which could conceivably arise as a result. People are
more important than regulations. Career Corps officials should
not hesitate to allow an exception to a regulation in order to
avoid putting undue hardship on a Corps member*
b. A great degree of flexibility must obtain in the application of
Career Corps regulations. They should be written so that those
applying them are given the discretionary leeway required to meet
the widely differing circumstances of Corps members living under
the regulations.
c. Also, Career Corps officials should remember that regulations
can neither be sufficiently broad nor sufficiently detailed to
pr ovi de the employee with all that is required to maintain his
loyalty and devotion to duty. It is up to the senior officials
of the Corps, therefore, to use their personal efforts to do
whatever is required to keep the employees in a frame of mind
most conducive to continued loyalty and effective work.
WRITING THE REGULATIONS
This paper contains general suggestions only. Recommendations as to
specific laws and regulations cannot be made without a thorough
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understanding of existing civil service regulations, local customs and
attitude towards the civil service, and the psychologies of the types
of people who are to make up the Corps. It is possible, however, for
the writers of this paper to advise what specific steps must be taken
actually to write up the laws and regulations. Some of these steps
are as fo]lowsi
a. The basic law should be written so as to include the five pro-
visions suggested in para 2.c. This law should be brief and it
should follow roughly the same outline as that used in para 2.c,
above,
b, A regulation should be written establishing the Selection Board
and indicating (1) the composition of the Board and (2) the specific
powers of the Board.
c. A regulation should be written stating (1) qualifications required
for membership in the intelligence orgarAzation and (2) specific
procedures whereby these qualifications can be ascertained (e.g.
evidence of past accomplishments, oral and written tests, etc.).
A comparable regulation should be written determining eligibility
for the Career Corps.
d. Some responsible officer should be given the task of preparing
written examinations and oral examination outlines to be used in
screening applicants for recruitment into the intelligence organi-
zation. Another set of such tests should be prepared to be used
as a basis for selection of personnel for the Career Corps.
e. A regulation should be written stating specifically minimum security
standards for ^ personnel. This regulati. on should also state,
in exact terms, the nature of the security clearance persons must
have before they can be employed bM Later these regulations
should be broadened to include statement of all personnel security
policies,
f. The promotion grade ladder should be worked out. This ladder
should have about six grade levels corresponding roughly with
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the six levels from Second Lt, to Colonel, inclusive, in the army.
A regulati on should explain this ladder, give the salary scale.
and state with regard to each grade what time of service in it
must elapse before an officer moves into the ?zone of consideration"
for promotion to the next higher grade. Also, ti-.s regulation
should include a brief and clear statement incorporating the
spirit and principal ideas of pare 3.d, above,
g. A committee should be appointed to work out a -set of benefits and
privileges for members of the Corps. In this committee there
should be at least one lawyer, one government official widely
familiar with existing government procedures and one individual who
is an expert at insurance.
he A booklet should be written in precise and clearly understandable
25X1 C
designed to give the new - employee a thorough under-
standing of his rights and obligations as a -member. This 25X1 C
booklet should spell out in detail what benefits he gains frcm
the service and what obligations he assumes in joining the service
and what restrictions he will be required to live under.
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