ANNEX A COMMAND AND OPERATIONAL CONCEPT FOR REORGANIZATION OF AGENCY AIR ACTIVITIES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP61-00763A000100020142-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 9
• Document Creation Date: December 12, 2016
• Document Release Date: October 21, 1999
• Sequence Number: 142
• Content Type: REPORT

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2LARAZISIII1
ANNEX "A"
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CONNAND AND OPERATIONAL CONCEPT
BRAMBEIZAZOSUMEELADLAUDZIE.
1. Moor, - To organise all CIA air motility in such a manner as
to provide an ficient organization which can respond quickly and effec-
tively to Agency-1dd* requirements.
2. Tyne* of xecterenentis Oogeidered - In order to provide for air
support requirements for the entire Agency, the following types were eon-
sidered:
a. Intelligence gathering overflights, such as Photographic,
Eixtr, etc.
c. AirLi,ft involving movement of extremely sensitive persons
and/or equipment for which security dictates the need for special
airlift.
d. tonbingency capability to perform clandestine operations
quickly and efficiently.
e. A Headquarters capability to effectively manitor and/or
control field operations.
3. Sqoneof - In order to provide a capability
tb ftilths requirements listed in paragraph 2 above, the probable soope of
those requirements has been considered. Insofar ai the Headquarters. is con-
cerned, the organization (with numbers and typos of personnel as shows on
Tab 2) is maundered adequate, providing that the method of operation as
outlined in paragraph 4 is followed. No comment is made as to the adequacy
of the present oversew air assets as tbis should be a matter of a, more
detailed study. At the aturintra, it is felt that overseas detachments should
be manned for and equipped with a minimum contingency capability to fulfill
the types of requirements which may be expected within the respective theaters.
It is expected that in most cases the ettniswa contingency capability should be
adequate also' to meet routine airlift requirements. If this capability is zut
adequate, .then greater use of normal military, contract carrier andtor? com- ?
marcial airlift should be used. In thie respect, it may be desirables, for
security reasons, to use couriers when airlifting sensitive materials on
other than Agency-eontrolled airlift.
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2 4.
Noe' Nue
LESOULWESIUMga
a. The objectives stated above can be *Lewd =et .effectively
by a major reorganisation. This reorganisation should encompass a
consolidation of all Headquarters Divisions Staffs, and Special
Projects having responsibilities for air activities And should in-
elude the overseas air activities. In Headquarters, all responsl..
bility for air matters should be placed under one Division. This
would include absolving the bang:tient and responsibilities for
=altering, directing and/or technical review of air activities
preseritlytweducted by several different Divisions or Staffs: this
Ikediluarters organisation to be known as the Develommtand Projects
Division, under the DD/P.
b. Two mores= air operations detachments should be formed -
one in Europe and one in the Far East. These two units should =me
under the command and oparational control of the DPD.
c. Attached are charts which illustratewhatie considered to
be the most effective and economical Headquarters organisatiaa. The
personnel spaces as indicated for tke proposed Operations Branch
(Tab 2) are censiflered adequate to handle the swrkloads expected.
It is felt that through this reorganisation ecaumey of personnel can
be realised through considerable interchange of peremmael among the
various functions within the Operations Branch. The proposed organ-
isation and nuMbers of personnel involved are predicated on the
assumption that the entire Headquarters organisatimienild be in one
location.
d. In order for the proposed DPD to respond quickly, effectively
and securely., it is essential that a separate Headquarters communica-
tions facility, AB shown on Tab 2, be maintained.
e. He attempt has been =de to produce an organisational chart
for the overseas detachments. This should be delayed until 4 detailed
study has been made of the support required by the overseas theaters.
5. pd JqJ?
a. Di d DPD Tide proposed organisation
contemplates that ? be an action organisation in
support of the Area Divisions. /t is visualised that practically all
rewedresants for clandestine air operations mould originat.eleith the
Area Divisions and be levied on the DPD tor accomeaishment. Within
its organisation the DPD would have, on a =rid-wide basis, personnel,
futilities and air =sets to operate quickly and effectively to accom-
plish any feasible requirement. A verr clove liaison between the
appropriate Area Divisions and the DPI) would be maintained on matters
of mutual. concern.
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B. Between the overseas &time De ijt5 and the
Chiefs of Station --Under t reorganisation, s contemplated
that the Overseas Air Detachments would be responsible directly to
the Chief of the DPD. These detachments would be in the same cate-
gory as the present CHALICE detachments, i.e., personnel records
would be maintained in Headquarters, personnel would be slotted
against the Headquarters Tb, etc. The DM would control the activity
of the air detachments whenever they were international in scale or
when an overflight was centemplated. For routine intrartheater air-
lift, the Air Detachments would be responsive to the various Chiefs
of Stations located within his geographical area of responsibility.
This would be done from 'within the Air Detachment's resources or by
arrangement without recourse to Headquarters. Proposed overflights
developed by a Chief of Station would be worked out in as much detail
as is possible with the Air Detachment Cosmander. These proposed
overflights mull then be forwarded to Headquarters for an appraisal
of the technical feasibility 'between DPD and the Area Division con-
cerned. Attached as Tab 3 is & chart which illustrates the manner
in which coordination between the various organisations would be con-
ducted.
6. nefits of Reosnizatiop - By effecting a reorganization as
outlined above, the t?ciwing benefits and economies would aocrues
a. There would be one organisation in Headquarters with respon-
sibility for all air activity of the Agency. This should previde a
more rapid and efficient response to Agency-wide requirements. It
would also bring about greater standardisation of procedures, tech-
niquet, etc. It would. further provide a nucleus of competent people
to men and/Or direct Occasional field operations of a clandestine
nature.
b. A considerable saving of Headquarters personnel should be
realized. At present, the following air operations: slots are authorized
Project CHALICE
Air Division
FE Division
25X1A
currently filled)
25X1A This in a total ofrilleadquarters Operations spaces. As indicated
on the proposed organisation chart (Tab 2), it is felt the functions
. can be accomplished by people. This resets in a saving 25X1A
25X1A of I Iffeadquarters spaces.
0. Through direct control by DPD of Overseas Air Detachments,
more rapid and efficient utilisation of these assets will be possible.
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7. #econmended Sequence of Actions ter Esorimigation
a. The Developmmt and Projects Division should be fanned on
a level with the Area Divisions; reportistg directly to the DIVP.
/t should be manned front dthin the personnel resources of the
prese2t Air Division, MC Division, and Project CHALICE.
b. Air responsibilities presently vested in the Chief, Air
Division Chief, PE Division, and DFD4s/P should be dissolved
and assigned as responsibilities of the Chief, DP!).
c. An early review of the size and structure of the overseas
detachments should be inde, after which the air activity presmatly
under the control, of the overseas Chiefs of Stations should be re-
moved and reconstituted as Air Support Detathsents responsible
directly to the Chief of the Development and Projects Division.
SECEIT*,,,
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1 Technical
Analysis
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SECRET
DD/P
Development Projects
Division
IUSAF Liaison
Research and
Development Br.
Materiel Br.
Contracts Br
Administration Br
Operations Br.
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Approve or Releas
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AMEX A
TAB 3
COMO MR
COORDINATION LINE
SECRETE.
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