DD/I AREA SIGNIFICANT MAJOR ACCOMPLISHMENTS NOV.1, 1956 - MAY 1, 1957

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP61-00910A000100020113-3
• Release Decision: RIFPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 12, 2016
• Document Release Date: May 30, 2002
• Sequence Number: 113
• Publication Date: May 1, 1957
• Content Type: REPORT

Approved For Release 2002/07/3pP61-00910A000100020113-3
?Significa t 'fa 'or _ccomplishments
of . 1, 1956 - may 1, 1957
1. Assistance to Consultants in Ana zing Library Operations
a. ?reparation of 12 detailed charts of the processing of document in-
put through the Document Division and the Machine Records Division -
37 processing categories were identified.
b. Preparation of chart of Intellofax Service.
c. Preparation of a Statistical Summary - based on 1956 figures - for
10 major document input categories and ten major processing patterns,
to show: volume, man years utilized, unit and total costs for direct
labor and rental equipment. Preparation of same data for Intellofax
service.
d. Preparation of 8 exhibits in six functional categories of 44 forms
used to process the input and dissemination of documents in Document
Division and Machine Records Division.
e. Assisted in consultations concerning proposals for revisions in lay-
out and processing methods.
f. Preparation of scale drawings of the floor plan ofocument hi-vision
and Machine #ecords ivision for use by the Consultants in planning
rearrangement.
All of the above charts and statistical summaries are also being used
by OCR officials in streamlining of procedures, reorganization, and re-
allocation of functions.
2. Survey of Procedures For De rocessin ~5eparating Agency Emplo ees. Made
five major recommendations (concurred in by _i'ersonnel, Logistics, DD/P,
Comptroller and OCR.) for improving record-keeping and procedures and
for instituting controls over the deprocessing of employees separating
from CIA, going on LWOP, etc. Primary recommendation concerned the de-
velopment of headquarters and field handbooks of deprocessing procedures
(including new improved procedures) to r?eplace 37 regulatory issuances
on the subject. On 31 October 1955 Finance Division had in process over
100 collection cases involving $5,000. Implementation of the recom;ien-
dations should prevent future collection cases resulting from procedural
or record-keeping deficiencies.
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3. Survey of Administrative Staffs of All !DD/I Offices. Obtained detailed
task list information from all Administrative Staffs, developed work
distribution data regarding allocationof administrative activities
throughout DD/I Administrative Staffs, and provided Assistant to the
DD/I (Administration) with statistical data and a technique - based upon
arithmetic averages of all DD/I Offices - for examining requests for
increased T/0's and ceilings, organizational and functional changes and
position grade changes. Also provided basis for Office of Personnel
review of re-classification requests and pinpointed areas requiring
further study.
Li.. Management Survey of CIA Watch Office. Made 15 recommendations for im-
proving functional allocations, personnel allocations, organization and
procedures, and enhancing effectiveness of watch Office in alerting the
President, DCI, DP,/I, and other government officials upon receipt of
critical information affecting U.S. security. All recommendations
accepted and are being implemented.
5. Establishment of CIA ;LINT Responsibilities. Developed functional
statements for EIINT Staff Officer and=other CIA participants in ELINT.
E.S.O. and participants reviewing functions for submittal to DJCI. Will
result in: improved ;LIAT programming; clearer allocation of respon-
sibilities for ELINT research and development; improved basis for
planning and budgeting for ELINT expansion.
6. Implementation of Survey in DD/I Area of Problems Regarding Document
Volume and Handling. Previously recommendations were made for reducing
time lags in getting documents to intelligence analysts, including the
promulgation of a strongly-worded Office regulation relative to time
limits for holding documents by indivic.ial and/or branch, the education
of intelligence analysts in using OCR facilities, and extension of prac-
tice of obtaining or reproducing extra copies to expedite routing be-
tween components. DD/I established a policy emphasizing the importance
of expediting movement, advising analysts of the availability in OCR of
microfilm copies of documents and directing that no office or individual
will hold a routed copy for more than a maximum of two working days.
7. Procedure for Reporting Conversations. Analyzed the present procedure
for reporting conversations and, in cooperation with the Chief, RCS and
the Chief, RES., developed a proposed regulation and form for the re-
porting of substantive and policy conversations by Agency officials.
Request came from the DCI via DD/I who has approved the proposed pro-
cedure and regulation. Publication of the regulation has facilitated
rapid identification and use by the DGl:and other officials of reports
of conversations concerning intelligence information and inter-Agency
policy matters. (By 1 May 33,800 forms had been requisitioned by the
Operating Offices.)
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8. Study of ORR Reorganization. New ORR drganization adopted three major
and several minor 1 anagement Staff recommendations including (a) assign-
ment of Support Staff to Office of Ali/Ii rather than to ERA; (b) assign-
ment to Support staff of authority to control special intelligence handling
throughout ORR; (c) assignment to Support Staff of S.I. security control
in ORR; (d) coordination with OBI of responsibilities of Geography Divi-
sion,, ORR; (e) reallocation of analyst manhours to annual production
program for closer conformity with T/0;and ceiling.
Reduction of Tables of GrFanization to Ceilin i)h I Area. Assisted ORR,
OCR, Contact Division, 083:, and OCI in preparing and submitting work
burden T/0's, reducing T/0 to ceiling, and integrating military slots
into the organization and work burden.
10. Revision of Regulations _on_ the Organization and Functions of CIA. Coor-
dinated and resolved non-concurrences on a comprehensive statement, in-
cluding Creation and Authority, Mission, Functions, Organization and
Administration, to be issued as unclassified, permitting use in con-
gressional relations, public relations, budget hearings, etc.; clarified
organizational relationships and echelons on organization chart.
11. Management Surma of Acquisitions Branch, CIA Librarjr. Recommendations
accepted by OCR for a workable, functional organization and for stream-
lining work flow, improving methods, layout, and systems, together with
time and labor-saving equipment and deices to facilitate and expedite
the receipt and dissemination of over 100,000 foreign books, papers,
and periodicals to CIA components and other IAC intelligence producers.
To date: disseminating counters have been designed (by O&M Staff) and
under construction by PBS; gravity conveyor, sorters, tying machine,
wheeled trucks, trash disposal trucks, and special stools and furniture
selected, ordered and received; new control and dissemination system
developed and installed; and furniture; equipment, and machines (approxi-
mate replacement value - $9,800) declared excess.
12. OCR Reorganization. O&7 btaff advice Ond previous recommendations in-
corporated in new organization: Improved, standardized organization
for machine components; retention of a: functional type organization for
foreign acquisitions; transferred emph&sis from support function to
substantive area of Industrial Register; and retention of International
Conferences Branch in Liaison Division.
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