REPORT OF MANAGEMENT SURVEY OFFICE OF TRAINING AND REQUEST FOR APPROVAL OF TABLE OF ORGANIZATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP61-00274A000100240001-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 9
• Document Creation Date: December 22, 2016
• Document Release Date: July 31, 2002
• Sequence Number: 1
• Publication Date: January 13, 1955
• Content Type: REPORT

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13 JAN 1955
TO: Deputy Director (Administration)
SUBJECTS Report of Survey of Office of Training and Request for Approval of Table of
Organization
1. PROBLEM:
To determine the proper organizational structure for the Office of Training, the logical d
tribution of responsibilities and appropriate delegations of authority, and the man-power
quirements; to recommend an operating concept for such organization; and to relieve the
Director of Training of unnecessary administrative and operational details.
2. FACTS BEARING ON THE PROBLEM:
a, The Director of Training requested the Management Staff to find ways by which he could re-
duce the amount of paper work and administrative detail which were consuming his time and
that of his Deputy Director. 25X1
b, An examination of the structure of OTR and the distribution of functional responsibility
0 9 YI showed twelve independent staff, training and support elements
Training elements were organized according to courses rather than basic fields of interest
Certain support and administrative elements had no directing and coordinating head below t
Director. Other elements in the structure were of insufficient importance and size to iris
tify their position as individual entities. Too many elements were concerning themselves
25X1 the There were published functional responsibilit
but no corresponalng ega one o ac on authority in routine matters. The structure pr
vided no possibility for a secondary line of command.
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c? An interim report to the Director of Training, dated 22 June 1954, pointed out the foregoi
and proposed a more appropriate organizations]. structure, It was recommended that the pro
posed structure, and the concept of its operation, be approved by the Director and that th
survey be extended to include the preparation of functions, the distribution of positions,
the justification of manpower requirements, the study of the proper relationship between t
25X1 several elements of OTR and litsel
and any other phases necessary to accomplish the reorganization., A copy of this interim r
port was forwarded to DD/A,
d, The Director concurred in the recommendations of the interim report and the survey was con
tinued, The Director selected key personnel to staff the proposed organization and began
conversion to the new structure. Informal reports were given the Director as the survey a
each element was completed.
e. This final report is intended to serve as:
(1) A request to DD/A for approval of the proposed organizational structure and T/O distr bution,
(2) A final report to the Director of Training on the results of the survey of his organi-
zation.
(3) A management tool for use within OTR in completing conversion to the proposed structur
and the concept of its operation.
3. DISCUSSION:
a, The Office of Training has, in the normal process of development, gone through several re-
organizations. At the beginning of this survey the structure consisted of twelve independ
25X1 staff, training and support elements each responsib
solely to a Director - Deputy Director - Executive urricer complex or rection and coordination. Further, the training elements were not organized according to logical fields o
interest. This structure appeared to be neither practical nor expedient for an organizati
of the scope and complexity of OTR. The proposed organization (Tab I) reduced the trainin
elements to four, each having a clearly defined field of interest. All support and admini
trative activities are made the direct responsibility of the Executive Officer, as Chief o
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the Support Staff. The Plans and Research Staff is attached directly to the Office of the
Director to serve in an advisory capacity. This proposal will provide the Director with a
strong secondary level of command in the persons of his Executive Officer, representing al
support and administrative activity, and the Chiefs of the four training elements, each
representing a specific segment of the overall training responsibility. Functional state-
ments prepared for each element define its responsibilities and, with the delegation of co
responding action authority in routine training and operational matters, the Director can
free to give his full attention to matters of policy, overall direction and planning.
b. The Director of Training concurred in the OTR organizational structure and functional dis-
tribution proposed herein, based on a preliminary survey and the interim report, dated 22
1954. The organization has been shifted to conform to the proposed structure; personnel h
been selected for the key positions; staff, clerical and support positions have been re-
assigned in accordance with the proposed T/O distribution. Proposed channels of command a
coordination required in the new concept have been agreed to and key personnel have been i
structed on these points. One major step remains to be taken, namely, the announcement by
the Director of the necessary delegations of action authority to his key personnel in the
secondary level of command and their redelegations to Branch and Faculty levels, as appro-
25X9A2 priate.
c. Former T/0 presentations for OTR have reflected a civilian ceiling of "positions. This
was mieleadin in that it implied that the operation of the Office of Training required th
25X9A2 services ofIciviliana, whereas, 130 of this number were attached to OTR for adminis-
tration only. The 40 Career Development and 90 Junior Officer Trainee positions were not
part of the necessary operating staff. Conversely, OTR has an authorized military T/0 of
positions which are necessary in the operations of the Office. Hence, an accurate present
tion of the manpower requirements of OTR should reflect the sum of the civilian and milita
operating positions necessary to staff the Office, with supplementary statements to accoun
for those positions for which the Director has only administrative responsibility. This
presentation is based on this concept. Tab I is a reconciliation of the T/O and indicates
the distinction between operating and nonnopsrating positions. Tab II sets forth the reco
mended distribution of operating positions, civilian and military, to the individual eleme
of the Office.
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d, Requirements for clerical, administrative and support type personnel can be determined fro
experience with similar activities in other organizations. There are at present no factor
by which to calculate the manpower requirements of training elements. The proposed T/O fa
these elements is based on an evaluation of the courses to be conducted, their frequency
and duration, the number of actual classroom hours required from instructors, the portion
of instructor time required for preparation of material, and other factors pertinent to th
particular element and its type of subject matter. The T/0 proposed herein and the distri
bution of positions to the several elements are realistic and will provide a staff to dis-
charge adequately the responsibilities now placed on the organization, provided that all
positions can be filled by competent persons. It is recognized that there are now, and ma;
continue to be, many vacancies, especially in the training elements where extensive knowle
and experience with the principals, techniques and operations of the clandestine services
are primary requirements in the selection of instructors.
e. It was difficult to establish workload estimates in the training elements. OTR, in attemp
to fulfill its mission, obtains statements from the operating components of the Agency con
corning their training requirements and their estimates of the potential students in each
category. Returns are processed and, where there is sufficient justification, courses are
prepared and scheduled. All too frequently, it is not feasible to conduct classes because
of insufficient student enrollment. This situation causes the Office to dissipate its re-
sources needlessly. There is need for a firm Agency policy, supported by implementing .
directives, which would define the specialized training which the Agency considers necessa
for each category of position in the various major fields of Agency activity or as a pre-
requisite to overseas assignment, with some means devised to provide a reasonably uniform
flow of students through the training process.
f. OTR continues to be handicapped by the lack of qualified personnel to staff its instructor
positions. It seems obvious that only the most capable and experienced operators are
qualified to train the younger and less experienced people on whom the Agency must depend.
It appears, as a logical conclusion,, that such qualified people should be freely available
to OTR, as required, either for temporary duty or by rotation, in order that their experie
and knowledge may be utilized in the development of trainees. An Agency policy, with im-
plementing directives, on this subject would assure a much more productive training staff.
g. This report is intended to serve a multiple purpose. It is a request for DD/A approval of
the proposed structure and T/O for OTR. It is also a final report to the Director of Trai
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on the survey of his organization. Since the Director has concurred in and implemented mo
of the recommendations of the Management Staff, the general report, and its recommendation
and tabulations (Tabs Is II and III), are restricted to proposed organization and T/O aspe
Tabulations A through P, as indicated by the Index to Tabulations, are applicable to the i
dividual elements in the proposed OTR structure and are intended, primarily, for use withi
OTR in correcting certain deficiencies disclosed by the survey, in implementing the recom-
mended reorganization and in establishing the channels of command, levels of authority, ara
inter-relationship of elements envisioned within the new structure. Each tab, A through P
consists of four sub-tabs, e.g.:
(1) Organization Chart ? internal structure, if any, of the element.
(2) Detailed T/O of the element showing position title and requested grade.
(3) Functions assigned to the element.
(4) Comments and recommendations pertinent to the particular element,
4o CONCLUSIONS:
a. The Office of Training, because of the scope and complexity of its activity, can not opera
at its potential effectiveness without a reorganization which will provide a logical group
25X1 of training and support activities, a secondary level of command, proper channels for the
working level resolution of routine operating questions, inter and intra-coordination at
25X1 workin levels in trainina and support matters, clear channels for the direction of the El
and for the delegation of
action authority comparable to the functional responsibility assigned to the major element
25XJ
-5d
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c? In order to realize the full benefits of the proposed organization, it will be imperative
that the Director of Training:
(1) Announce a clear delegation of action authority in routine matters to his secondary is
of command (Chief, Support Staff, and Chiefs of the four major training elements), wit
any limitations where redelegation to lower levels is not deemed advisable.
(2) Require that the Plans and Research Staff function in an advisory capacity to the Dire
and refrain from assuming any command or directive attitude.
(3) Require his personnel to carry on the affairs of the Office through prescribed channel
only,, in order that normal operational problems may be resolved at such lower level as
may be appropriate within the delegations of authority and thus relieve the Director o
unnecessar7 personal interruptions and operational minutia.
(4) Require that his key personnel assume and exercise authority comparable to the respon-
sibility of the positions to which they are assigned.
d, The T/0 presentations of OTR should reflect the true operating requirements of the Office,
both military and civilian. Any positions assigned to 0TR for administration only should
be reflected separately. At present this category includes ninety (90) civilian slots
assigned for the appointment of Junior Officer Trainees and one hundred fifty (l50) mili-
t r slots assigned for the placement of Agency personnel and trainees called up for military service. This category formerly included forty (40) civilian slots assigned to the
Office for the placement of Agency careerists taking advanced training, generally at outsi
facilities, These later slots are currently in the process of transfer to AD/P and their
25X9A2 accounting will not appear in the future as a responsibility of OTR. 25X9A2
e. The OTR T/O of bperating positions proposed herein
0
25X9A2 and 1 -D is necessary to the operation of the Office under its present commitments
The distribution of these positions to the several elements of the Office is realistic and
is in proportion to their activities and functions.
f, The Office of Training is not utilized to its potential capacity and is unable to pre-dete
mine accurately its training schedules because of the lack of firm overall Agency policies
and implementing directives on the subject of required training for various categories of
Agency service and assignment,
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g, There is, and may continue to be, a number of vacancies in the OTR T/O, especially in the
training elements, Successful and experienced operators, particularly in the clandestine
services field, are needed to staff the training elements if trainees are to be given the
maximum preparation for their careers. So far, such personnel have not been made availab]
in adequate numbers,
5. RECOMMEND4TIONS:
It is recommended that:
a. The proposed organizational structure for the Office of Training (See Tab I) be approved.
b. The proposed T/O for Office of Training (see Tabs II and III, and sub-tab 2 of Tabs A thr<
0 be approved, subject to later position and grade classification action by AD/P.
(0TR states that approval of this proposed T/O will not require an
increase in the present budget allotments for OTR)
c, The need for Agency policy establishing firm and uniform Agency-wide training requirements
for personnel operating in various categories of activity, or as related to specific assif
means, be made a primary matter for study by all major Agency components in order that mw
mum benefit may be obtained from the operation of the Office of Training.
d, The basic need of the Office of Training for the most capable and experienced operating
personnel from the several fields of Agency interest who can serve as instructors be brow
to the attention of all Agency Career Service Boards and means be devised by which such pE
sons shall be made available to OTR on an orderly rotation basis.
e. D/TR, upon notification of DD/A concurrence in Recommendations 5a and b above:
(1) Inform key and subordinate personnel concerning the new organizational structure, corn
mand levels and channels, functional responsibilities of elements, and the concept of
operation under which the Office will function.
(2) Announce the delegation of action authority in routine operational matters, to the
secondary level of command, with such limitation against re-delegation to lower echeic
as may be deemed necessary, and assure that key personnel are prepared to assume such
responsibility.
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(3) Require that affairs of the Office be carried on through prescribed channels only, bo as to directives from the Director to lower echelons, and to matters being processed
upward from the working levels.
(Ii) Take appropriate action on the comments and recommendations pertinent to the individua
elements of OTR, as set forth in sub-tab 4 of Tabs A through P.
25X1A9A
Chief, Management Staff
Index to Tabulations
Tab I Organization Chart
`tab II T/0 Reconciliation
Tab III Distribution of Positions
Tabs A = P (1 - 4) Reports of Survey
I171- W BIATTS
ACTION'-$tcOWO N r 6 ITXs
JAN 14 1955
Deputy Director (Administration)
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