STAFF STUDY OF OVERT ADMINISTRATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP61-00274A000100020001-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 2
• Document Creation Date: November 11, 2016
• Document Release Date: March 5, 1999
• Sequence Number: 1
• Publication Date: April 29, 1952
• Content Type: MEMO

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Sanitized - Apprc d For Release GIA-RDP61-00274A000100020001-4
TO: Deputy Director (Administration) F OIAb3 b
VIA: Chief, General Services
FROM: Chief, Organization and Methods Service
SUBJECT: Staff Study of Overt Administration
1. PROBLEM.--How can the procedural relationships, between CIA, administra-
tive offices and their administrative counterparts in the overt Offices
be improved?
2, ASSUMPTIONS.--
a. The Deputy Director (Administration) is answerable to the Director
of Central Intelligence for the effectiveness of CIA administra-
tion*
a. Quantitative Aspects_of thoblem.--Generally speaking the overt
Offices of CIA are le extravagant in their use of administrative
,pf positions than the covert Offices. The relative derth of over-
b. Administration includes those types of functions found at Agency
level under the immediate jurisdiction of the Deputy Director
(Administration).
3. FACTS BEARING ON THE PROBLEM.--
seas responsibility in the overt Offices plus their relatively
long and stable experience has been largely responsible for
this situation. Of the 70 positions examined in the overt Offices
Details regarding the situations in each overt Office are
attached in Annex "A".
b Qualitative Aspects of the Problem.--The absence of major confidential
funds problems in the overt Offices permits their administrative
(does not include Office of Training) a majority of them are
filled. A considerable exceseof personnel w nate'd lac OBR.
elements to operate in a relatively uncomplicated fashion. Each
Office, however, devises its own internal procedures, and these
procedures are not under close technical supervision by Central
Administration. There is a noticeable tendency for Central
Administration to Teaiii ?n$conce d Ieav~ operating office
counrparts to ie'r own devices; W .
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4. CONCLUSIONS.--
a. The overt Offices are not duplicating central administration to
any significant degree,
b. Written procedures in all functional areas should be developed by
Central Administration in order to improve procedural cohesiveness.
co Central Administration officials could improve their relationships
with the overt offices by carrying their services to the operator
instead of waiting for the operator to come to them,
d. Each overt Office, needs a small group of flexible medium level
administrative generalists under its direct command.
e. Overstaffing should be examined in ORR.
5. ACTION RECONNENDEDt--It is recommended thats
a. The Deputy Director (Administration) emphasize to his key personnel
within Central Administration the need for developing stronger
technical relationships with the overt Offices.
be The Deputy Director (Administration) instruct all areas of Central
Administration to develop written procedures for the use of
operating office counterpartse
co An Organization and Methods examiner be assigned to study ORR
functions, procedures and tables of organization.
25X1A9a
eputy Chitf, Organization and
Methods Service
ANNEXES:
Existing Administrative Practices - Overt Offices
ACTION BY APPROVING AUTHORITY:
Approved l}, exceptions, if any.
Sanitized - App'rbvedAor Re