MANAGEMENT SURVEY OF OFFICE OF TRAINING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP61-00274A000100230019-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 10
• Document Creation Date: November 17, 2016
• Document Release Date: August 1, 2000
• Sequence Number: 19
• Publication Date: June 2, 1954
• Content Type: MEMO

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J LI I It1L
02 AN 1954
a. of Training
f, Mansremant 4-=taf.
NO CHANGE in C1as?. 0
vocument ivo.
Intorin Report rea Manage*tnt LurF bW-6W_ i Trainiag
Class. C ?ALGED TO: TS
Elmo, 4 Apr TI
Auth: DDA REG. 77/1763
Date; %1. '-'W By : 62t--
To stu4 the Org# ation, functl.ons end operations of the Office of ' rain-
6t and rec*a ead corrective measures tt.ich will reduce the present aad-
*tnistrative demands upon the U rector.
This vsy tam a.sstms the privilege of identifying and delineatin
proble* &" "& arriving at send iona based on the facts and situations
disclosed dur cag t surveir, and of propounding corrective recomenda.-
tions, with "t regard to the fact that otter e14ea nts of the Agency
kavs SUMV0 red the Office of Trai ing z$ arrived at findings which may,
a'' VN' "'tot
r
t
ag
ee wi
h the recCi
aamMOradatio>as of this survey.
3. FACTS BrARM ON T &OBLUb
A preliminArir St WY of the Off`io of Training, including a conference
with the Chief of each element acct staff in the organization, indicates
that the probes of 0Th can not to satisfa stonily resolved until the
organization of the Office is reardjuate4 a" its training and support
elaaeents regrouped in a manner paxittiqg ttw delineation of fields of
interest, placement of x esp+ ib3 -itf, and delegation of authority to
b. This t is submitted to present this situation,, with a recom-
nee, u a the tirector cf Tras#piaaag for Us concurrence before
PIUS 9hrthsr into a detai sty of the internal org ai"tion, tunc-
tions, responsibilities, authorities and a taff3ng within each individual
elee>eaat of the Office,
o. Discussions., conclusions and recc+gr. ndati.ons in this report are restricted
t
t
o
he agaesti on of over-all. QTR a ga niz4ion, ohs iela of coeaand, fields
tvibutton of courses to conform to fields of interest, and the dispoei-
ti.ean of certain of the present Staff elements of CTh.
d. Certain subjecte, capon to nanagavient studies and pertinent in this in-
sts e, are not Included in this e.Liaai report. A non-concurrence
of f/Of in the proposed basic or +n al adjustment mazy materially
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prob. Sxamp1e s cif
subjects to be considered in the second phase of the survey
(2) E taff'ing
(1) Tunctions and ResponEi
of e1 m
pact n .
to iviei.o
dual-..
Delegations c
is and individuals.
(4) Channels of command, direction, staff guidance and Liaison.
(c') interaail, procedures and controls.
(6) internal coordination.
(7) Clarification of OTR responsibilitieb and authority concerning over-
e traini , courses conducted els where in the A ncy, etc.
25X1A6a
(8) Operational problems involving the internal conduct of 25X1 A6a
etoe.
(9) patters concerning apace
quipr nt, support, etc.
dination with other Agcy,
10) Clarification of relatio,
ted in his responsibility for the expenditure of CTR funds.
cooparatiora, correlation or coor-.
necessary.
(11 g eta -tisaa1 controls to *ssure that fCTB is adequately p
problem areas disclosed by the survey.
sed o% I) reports of previous surveys
Ounf--tioirae of the
Office, (3) historical material mode available by the Executive Officer.,
,e subjests and content of oourses and programs now of Bred, and
5) conferences 4th the Chief of each meJar 07R component and staff.
b. The Office of Training is of such size and complexity as to require a
almarly defiireed secarndaj ocamand structure, and adequate definition of
the responsibilities aad authorities of the second and third levels of
sonowdo in order to provide for normal day to day operations without the
att tdoa of the iirector. The present organisational structure refhh cts
tielve 12) opsrationai and staff e1 en as 1DIus the three (3) elee
25X1A6a
of a reputy and a gx ivea icer, who have direct
s to the factor on ary or U matters. Discussion with r ivision
Chiefs reveals a uniform belief tb: t sac is responsible directly to the
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e ut:iy re? that tke; has unliidted access to the
of his operation. This condition speaks well for
onships exis+4ng wit in the Officaeg it is a150 evident
able 4 and vgp6n *# Director and permttas too
or conneideratior of the Office,
a. The Deputy Director considers htr respo sibilitj' to be irt.u in
wing pboses of the operation,, pris*i ly with the C1andeetinee ea iced
(Coves) type of trafaiu . Be is cofced 22d with the selection., recruit-
'i*g sated qu iitication of instructors. 'ull responsibility a authority
for the traidug phase of the a scion o not,, however, appear to vested
In the p ; nor is there any dvid ce that problems brought to the
f ty are not also taken directly to the Director.
The Executive Offieer considers is primary ree o ibility to be in the
- nistratiY* and support aspects of a operation, 'bath in headquarters
and the T C t: . A.s in t "he cu of the Deputy, them.: appears to
be so grant o0 l authsrity. `here is evidence that auu of the normal
probietas in these fteldE are tarn directly to the T)irector.
the usually accepted meaning of the
-reaped. The last two el&iete are
aeff elements and two elements
have a elegant whim serves in such
attached directly to the Office:
element p rforas staff functions pertinent to the
of the training side of a Office.
tgr the nature of its functions
a coeebinitioa of the characteristics of a
stn'' element and a support element. This element., t routh its
A8 06800A rte, expands a wary a nnsiderabla mount of time in
placement eevai*ations for other co onants of the Aged.
(3) The titles Administrative $+-Off at Instrractia 1 eervicee
present a Aso a 1t ation pf the tern. Thane elements and their
1ttternrhtp to the Office as" be eee dy reflected by identit`yit
tbsa as rt *. *. *air internal organization appears to
properly centar* $e thence a inieta ative and support fur coons which
sere AWqSSM to the a peratixan of Certain questions coneeerninr
i" tic a, seope of respons ^ility, a thority, appropriete titles,
s4c., a be resolved as the survey is extended to its second phase.
Dinou ion with the atdsfs v ` these spo is discloses ti .at they,
as well so sertain 1osdsrs aid per nrol of the sub-units, report
directly to the Dissector on axe as tiers,
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of the r Vice tows ar t training divisions
eeor. '"tey area
(7) J r !)fftcer
(8) Project Training
aining
off-campus. 11tstoria a! (3) supervise $peeiaLlsed
ttions and b .etingt representing the Ag noy more
and operation os they others since they (1) perform.
team. The last three division, 6 thru 8 above,
ions, 1 thru above develop and conduct scheduled
g. r i v e trainim divisions, (r3$h t-i thru 5 above, are a co
of pdrso 3 t r a m t h e so a L l O d d
1h.e'pr.$ent strum does not permit
erni their fields of interest and
istr$tiv$, orientation, lritoliigent
h the `rt tefs of these dtairio indi
titles and subject matter, par-
in the same "or sir lar fte1ds, one division chief
t also p tht, where two or more dratei one
c or ele en' Rry pb ee# wbich appears to Im nnnec-
+ n sue" in a geeeezral se ri' of the ? content of similar courses offered
in other divisi 4 This condition cou' d result in duplication in the
amber and contest of courses be and that -icb weight be justified In
the in rest of eoe + ntali
h. The present Orisataticn and prieting T iston is exactly what it's name
3spl.' . It is not in the sow Categor7 with the strictly trainiza
divisi . O ie tatioa gosdueted tV e Division are for all AgwM
UWWWS isaaladi pe rBca el ftom out 1dei the Agelnay tn sAXW ins cos.
ptbUe te'iati , ratter than t*ainj* as conducted ty the Office of
' ?njag. fttef ngs area ai o gt4en to high level officials of the . ?. a
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sgewd"# an* of which in strictly Agasncy public relations and has
little connection with the mission of ire .public
of Training.
to outside groupe in other gove enta., quasi-official and
DWI or one more of the MI a'., The iii ie is true of presen
awed other g> lrUsne ss in which t$ a DiT icn is representing
LW*lved. ate sro,zrss consssisats of the selection of Drcasisin c=ditE urs
The Junior Offieer `'rainiac =: ivi ion s ists of a staff of three O M
peel whose f ction Is in tt-se uat re of specialized career xaar e-
s -t for a corps of prospective care e;c ssts . no formalized tour; esss are
sawA wtvamtt tor each. The Mvisaior cca?riez ninety (90) civilian d.
' military slots for the J'C careerist-s while in an on-the-job traLI to
status. The; sots are non-productive to OM,,, since j e,)171 a a not a
part of thearldng staff of the Office.
The Project ?fining Division is, actuary conducting a highly covert tu--
te ng service and is not co pa ble to' the other training diitsione.
Tvtorift is a strictly rssor;q 1 basis, is all carried on off-ca ws,
and formalized presentations are us ual r precluded. nr_vA
arses that t.Ua s nt could to ju Pied in the rr*1ntr Office,, the
Agemy Perso l complex, or of the p gep icy 'Career ! ervioe oyster, with
and the supervision of their pl nt 'and on-the-job trairin,.
25X1 C4a
`reini Center is operated tb.e Office of Training and
nsoder the direction of the tirector. A operation falls into 25X1 A6a
three ph"**; e.g. @ Covers 'Train ng, mid Seapo rt. 25X1 C4a
headed up as ca a o r .rig. 3vppor apcratios s are: h.w;ada-d
r n
of support *.o is re pansible to the C.1- . :zany of
!ch foresr1W developed to the operation of this base
and coordination, as well as the clear dells ation
and from the lack clear-iiy ar.r unciated ::Lies of
ii be;edquaricra and at the base.
25X1A6a
Nis nc seat.isfactory. There appears to
+catzdng adq artcrs rc onaibi:l i.t y for
wtom a:s sue. to the r. ct t of staff guuidzrive ,
a and/or part cipati.ory t pIjWAld. exist on the part of the
tas'ainivg and Support e2 i s of O.
eseb- PbAws of
be soae user
the Chief o
of the proposed Eta `Th
rocedur, the derrlop-
in; is faced ;-ith a number of problems in its rela-
than between the, :.:'., Via Cbi?f of Prainin and
nests of the Banc j and in matters of overall
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durly* return to the operating
Fz the estert of t
before entry on
as The present structure of Q does-. not priv
. Twelve (12) headquarters a
verav Ireaor and an cutiv* C
25X1A6a l* Man, three (3) phases of the
. There is0
me office for the sd tistrat .v
or a Cerice in the classification Process
Led #, structcr
rotation to am or for special &I
i know-bow are required.
Age policy and pr dure which will assure a more
or q apersting personnel to C ;TA
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the Office of the Deputy Director for certain phases of the training
operation. ;Dever, discussion ii th the chiefs of the divisions and
taffs reveals that they consider themselves to be directly responsible
to the Director and that they, and in many cases their subordinates*
may contact the Director personally on any matters. ;Whether this situa-
tion results from necessity or design is beside the point. it indicates
am excellent relationship betweeg the erector and his principals but
it creates an unbearable demand upon the 1trector.
d. The Office of Training falls into three logical organizational groups;
name y, the training groups, the administrative and support elements,
and the assessment and evaluation actii4ty. The need for limited
staff support is indicated and will be discussed separately.
The fields of interest in traini, the courses offered, and the respon-
sibilities for off-campus traini ;, land themselves to logical groupings.
can be organized and their responsibilities, interests and
learly delineated, and thus permitting a logical grouping
ke subjects and like activities. the present organization, a com-
promise from a former structure wUch had dupl. cating elements serving
the covert and overt requirements, does not entirely eliminate dupuca-
tion, in courses and partaeentalisativn and presenta-
tion covert material can be complished under the proposed *school"
type organization through the arrangement of courses? offering basic
and intermediate courses of inter3st to all personnel and add
courses for specialized personnel.
f. The present Administrative Staff and the Instructional Services Staff,
with some minor realignment of functions and esphasis, appear to be ado-
quate and necessary. The activity of these elements should be the
direct responsibility of the Executive Officer.
The present Assessment and Evaluation Staff should be continued approxi-
mately as-is but should be refloated in the organization in such a man-
ner that its relation to the tirector and to the training and support
el ents is clear. This element, functions in an advisory capacity t
Director and to the training co aonents it has neither command nor
operational responsibility. The assessaaent activity also provides ser-
vice to other Agoney components, ainly~ DD,/?, and this fact should be
roeognized when evaluating the total number of T/C positions charged to
the Office of Training.
h. The proposed concept of organizational structure for OTg recognizes a
a for a =tll but highly qualified staff element, having a very
specific mission.
i. The Orientation and Briefing Division is primarily an Agency personnel
and public relations element, having only a minor relationship to the
mission of the Office of Training. It operates in very close relation
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o is respoiblee for seer
JOT Program, special.i
ttrsi g authorized at outsid
activities moire: relatively
and thq should be assigned
interest. Their present divisional status it, not justified.
The problem of organizational s t acture at the Training Center,
is relatively simple. The C-0. expressed a desire for a minor adjust-
sent in the. s ,pport group. The Internal organisation of the Training
element is set in accordance with the courses currently offered and
be subject to change as emphasis .shifts or as courses are added or trot
Operational and p reonal relatio kships on the base are excellent In o
far as the top echelon of the thF
residue of fo r sisunderstandL
cation is being ealiastnatede
iposed
mate functios,ai statements
and tb exact delegation of
e of Trail
ignment of
ritiss, in-
fnfaral liaison relationships with the
ey in cates the advisability of a ?tenant
of organization in which Via is responsible for the
cal operation of the base pant and for the support of one or more
tenant elements, each of which is under the direct and, of its pareni
rganisation - in this instance ' .eTraining element would
under the direct command of the appropriate headquarters school, with
liaison char als to the C.G. on support natters.
25X1A6a
25X1A6a
: The proposed T/, for the Office of Training is misleading, without evalua.-
Itien, because it includes pcrsitiors whi 'h are not actually nec sans;
a strictly training organization. The toilewing are examples:
Career feveelopspent Slats 40
Orientation and Brict ng ivision 3
JOT Trainee 'Slots - C.vilian go.
CES slots are a reserve of to to used in the rotation of in-
structor personnel and for a -fain off-campus training.
(2) The orientation and Briefing L.:ivieicar. activities, discussed e
where, are only related to C'Tt aetivitisa in a very general way.
: raining c
25X1A14a
cies and public institutions. These
staffs to supervise each program,
or sl4ments having a common field of
major elements is concerned. The
most of its activities
iCi or his principal subordina
roperly located if it were attaccc
the lover levels in the o: ani-
robleems remaining to be resolved
between ` headquarters and
lotion of these proble
408-
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(3) The JOT Trainee slots are c pletel;y non-productiVe insofar as the
office of Training is conceernt:i, since trainees occupying these slots
are performing in an on-the-job status in the operating components
of the Agcy.
u. This survey of the Office of Trailing should be conducted in the following
tages, with interim reports to the Tirector upon the completion
each phase or as requested:
endations concerning the over-all organization of the
Fions and functions of rrca or elements.
or element; exact delineation of fields of Interest,
bona conce 'ring the internal organization of
reporting eyritems, etc.; Outlimint iinea of
orit r, coordination and ,respor eniiity; resolution of problem
areas; justification of etc.
(3) tdemtification of Office of ''raining prorleme in its resi tionships
with the Aged as a whole or with other Agar.cy components, such as;
(b)
-ts regardt preparatory training for all overseas
policy eonct.?rtir responsihilit ' for supervision
rat.niag, try. nio,g dtonducted by other componerIte,
tine devices to provide for '"grade" cliff rent=ials
policy concerning the rotation of qualified instruc-
betwee n tht operating cenr_prnents and ? , with ade-
in the system for determining training re gUreetents,
in adequate, a pprojri.ate and qualified student
a. That the proposed organisational structure for the Office of ?rainin :,
(Tab A) ,p be approved, including titles of elements, distribution of
fields of interest within the triininC croups, the placement of a staff
and the proposed roman and coordination lines for 25X1 A6a
b. That the orientation and Rriefi activity=, and the three po pit ons and
incumbents involved, be tra fern: d tv the staff of the 11 1.
of the foregoing r
omoi atione
a. That, upon the acceptance and approval
g
~
}y~
dtn4
roposed 4 /rjra iv--et .ona.1 rti uctiz e, this survey pi oc od acco
he following phases:
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Assist in tta.e develop nt of fictional statements for f#ach of
the major elements and staffs tic assure strict conformance tc the
concept proposed herein is it o*ncerns delineation of fields of
interest, responsibility, authority, coordination, support,
Channels of command and $ap?rvibion, and staff advisory capaci-
ties; assist and/or advilio, as necessary, in the adjustment end,
inter-exchange of 51911-s fad the present to the proposed
element of to:
he development of
ned above for the
(2) Determine the
evelop such flow cb;rrts, diarac
assist in the transition requested.
ril,uirEn
(3) Assist in the d relG?ment and coordination of procedure,
policies, etc.
(1) Identity, and propne solutions to, individu;
pertimnt to each element.
f commando staff re ponsibi:dity, areas of interest,
authority dele ati ,, etc? in order that the proposed or-
gwilsation may be u ierstood by all executive, supervisory,
nunciation or clarification, or which concern work-
e need for Agency policy, direction or regulations
r :gdncy components; and assist ir:
?rains,, identify and dfine those problems of the Office which
may seem neoeaea to c riZy for all personnel
.pport and adatinist'ative parson el.
zz completion of neces c y a.d uatments within the Office of
the development and presentation, of appropriate solutions.
C kl ef, Ma a e +ent % taXf
Tab A - Proposed O rganizatioxia
rocter
MS/SRM: ee (18 June 19511)
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