COMMENTS ON INSPECTOR GENERAL'S SURVEY OF THE OFFICE OF THE DEPUTY DIRECTOR (INTELLIGENCE)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP62-01094R000100010007-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 8
• Document Creation Date: November 11, 2016
• Document Release Date: October 8, 1998
• Sequence Number: 7
• Publication Date: August 22, 1958
• Content Type: MF

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2 2 AUG 1958
MEMORANDUM FOR: The Director of Central Intelligence
SUBJECT : Comments on Inspector General's Survey of the Office
of the Deputy Director (Intelligence)
1. General,
This survey gives in my opinion a fair and accurate description
of the functions of my office and its comments and recommendations are
generally constructive and acceptable to me.
The general description of my personal functions and method of
discharging my respaasibilities (pp 10-12) seems to philosophize rather
than give an informative picture of the facts. I therefore attach hereto
as Annex A a brief memorandum which I furnished the Inspector General
giving a breakdown of my time. I call attention particularly to the
weekly IAD luncheon meetings and my practice of visiting my Assistant
Directors in their offices each week for the purpose of dealing directly
with such internal problems as may face them.
Every organization of any considerable size should have alternate
layers of management stressing substance and administration. This has long
been true in the military services and is widely practiced in private busi-
ness. If every echelon is equally concerned with detailed personnel and
housekeeping questions, duplication, delays and general inefficiency are
the result. Thus I believe it is proper for my level largely to leave to
the Agency wide Office of Personnel on one hand and the administratively
staffed Office headquarters under me the job of dealing with individual
personnel problems. I do take responsibility for establishing and
uniform personnel policies and practices (and in fact have pioneered with
our vacancy notice system in creating greater job opportunity and flexibility
in the Agency). In addition I concern myself directly in all personnel
actions involving sending people overseas and in promotions of officers of
grade 11 and higher.
2. Recommendation that a full-time Assistant DD/1 be appointed.
I have carefully considered this proposition during the five and
one-half years I have held this assignment and believe now as before that
the three-functional--assistants solution under which I operate is superior
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to having a single deputy. Since receiving the IG recommendation, I have
carefully canvassed the Assistant Directors and find them unanimously and
in some cases violently opposed to the interposition of a deputy between
me and them.
The way matters are now the Assistant Directors and their staffs
can and do receive prompt guidance and assistance from my senior staff who
are capable of speaking as authoritatively for me on matters within their
field of competence as would a deputy. On matters of any real policy or
substantive concern to them, they rightly insist on dealing directly with
me and would not be satisfied with the say-so of a deputy. It is thus
extremely difficult for me to conclude that the insertion of a permanent
Assistant DD/I would. be other than cumbersome and superfluous.
The argument that DD/I "representation on IAC committees would be
more effective if there were a full-time Assistant DD/I" is invalid because
all but two IAC subcommittees with which i am concerned fall within the
substantive province of a particular office and should be chaired or sup-
ported by the Assistant Director or a senior assistant therefrom. The two
to which this does not apply are the Watch Committee chaired by DDCI and
the Critical Collection Problems Committee chaired by me.
Assuming for a moment that one were to go along with the suggestion,
the person to be selected would obviously have to be of senior status and
25X1 A9a superior ability -- the number two individual in the DD/I area. Considering
the obvious fact that there would be little that could be delegated to him
25X1 A9a for final action that is not now delegated to
or r , it is hard to see how this superior individual would be other
than an underemployed messenger boy or busybody.
At any rate I believe that senior executives should be told what
to do and not how to do it and that when I and my seven Assistant Directors
are unanimously in favor of the present streamlined direct-access system,
their views should be respected. I cannot refrain from drawing the parallel
between the Inspector General's recomnendation.and my arguments against it
and the President's Board's suggestion of an Executive Director for the
Agency and your reasons for rejecting it.
25X8A
3. Recommendation that the Assistant for Planning in collaboration
with the Assistant or stra ion press more aggressively for realism
in Agency planning or the use o military reserve personnel in the event
of war, and, necessaryp prepare a definitive staff study or use Me
I~DJI in presentIN-g-1_ a problem to the Career Counc for priority ac on.
Concur generally. I am working on this within my staff and
25X8A through study groups MOMMEN". It is hard, however,
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to be sanguine about obtaining an early clear resolution of the matter
because of the very lack of consensus as to the likely nature,length
25X8A and oirc, stare ;oa of a future war. I am afraid we must, if we are to
be at all realistic, maintain the maximum flexibility in thinking and
25X8A 4. Recommendation that the Assistant for Planning continue to
Concur. Action is in hand and will be pressed.
25X1A6a 50 Recommendation that the DD/I plan a gradual reduction in the
number of his personnel assign a in keepining with the
25X1A6a over-all reduction of~etotal Agency force -die rate of
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re uc on o co e e to the acre on or the DD with due considera-
tions for the minimum support requirements of the Chief of Station.
Concur. 'diver of my staff is in close contact on this
matter with EE Divisior2A1}}ve discussed it twice in the past year
with Mr. ?]L .. and Mr. Asbommm At present there is no inclination what-
soever on the part of the to commence a reduction. The
personnel involved are fully occupied and primarily engaged in operational
support for the station. I am about to appoint an economic officer to
for full-time This may
obviate the need for one economic reporting officer in Frankfurt.
4,/ 6. Recommendation that the DD/I incorporate in the personnel policy
of the overseas program a provision that preferential consideration in
competitive personna actions be accorded intelligence officers o have
served at overseas posts.
Concur in part. We have made it clear to our people that
experience gained in an overseas assignment will weigh favorably in con-
sideration of individuals for promotion, etc., but we cannot go so far as
to create a preference for such individuals. The appeal of the overseas
slots we have open is very great and we normally have a substantial number
of promising applicants from which to choose each appointee. But it would
take twenty years to give every eligible DD/I professional an opportunity
to get an overseas tour; so it would be manifestly unfair to prejudice
those who cannot obtain such an assignment. I have, however, in the basic
DD/I Notice regarding overseas assignments made the advantages to individual
and Agency very clear. See Annex B.
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7. Recommendation that the DD/I together with the DD/P develop a
plan for the assignment of DD /I trained and otherwise qualified personnel
to fill R por s andRequirements Officers positions in 13D /P components
both in Headquarters and Field installations. The plan is also to provide
or the assignment o R&R officers to DD I components for on-the-job
training and experience in intelligence production activities. Initially
the plae based on an even exchange of personnel to avoid conflict
with present ceiling and slotting restrictions.
Concur. This idea has been advanced by my office for some time.
Initial implementation on a limited scale has been effected with EE Divi-
sion and at the moment we are negotiating for a two-man exchange with FE
Division. In order to expedite the program and get it under way on a
comprehensive basis, I have sent a memorandum to DD/P (Annex C) proposing
an over-all agreement as recommended by the Inspector General.
Recommendation that the purpose of the strategic intelligence
aspects of the DD/2-overseas program be modified to provide on- a-spo
analyses of current situations by the emp oymen o qualified Strategic
Intell1gence Officers in the manner described the report and tHat the
DD /I together with the DD pro uce for Me _ apprrov of We D a pan
to ~acc n lishthis pur ose and that suc i plan become the basis of agreement
for the overseas sera egic ~n .e aence rogram.
Concur in part. The activities of the Strategic Intelligence
Officers are determined principally by the Chiefs of Station according to
their varying needs and requirements. The SIO's are already performing
analytical service, the extent of which is determined by the Chiefs of
Station in light of these needs and requirements. To modify the SIO
"program" at the DCI level as recommended by the Inspector General would,
to my mind, tend to reduce the flexibility which the SIO's now have to
serve the Chiefs of Station usefully. Furthermore, I think that the
recommendation is putting the cart in front of the horse and should more
properly be directed at a recommendation to modify the mission of the Chiefs
of Station upon the determination that, as the Inspector General points out,
(a) there are substantial inadequacies in State Department reporting and,
(b) there is a need to provide substantive support to keep the Agency's
senior officers fully informed on current situations. It would be my view
that the Director might solicit the views of the Chiefs of Station where
these conditions are thought to exist. If the Chiefs of Station concur,
then an SIO might be assigned to fulfill the need. This would require no
modification in the SIO "program" but rather a redirecting of the Station
efforts to fulfill existing Headquarters requirements.
25X1A5a1 Recommendation that a)~ be a ended to include a Senior
Research Staff on International cmmun sm; The missions an functions
25X1A5a1 of M be transferred to , an at Wrt- a Agency
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and (c) The personnel of SRS be given two alternatives that if they
desire to transfer elsewhere in the .Agency, and there is a need for their
25X1A5a1 IMERL-an `r mm; sue`
25X1 A5a 1 stan ards, with tie contract protecting M We retirement and other benefits
a the employee11
tion but after lengthy study and consideration have decided it would not
be for the best. In. short I do not see how the Agency can delegate at
this time its clearly undertaken responsibility for analysis of International
Communism. I believe the Bissell report of 4 August 1955 remains essentially
valid and that the work of SRS has filled what would otherwise be an inex-
cusable gap in our work and publications. I attach hereto a detailed memo-
randum (Annex D) prepared for me by the Chief of the Senior Research Staff
in which I concur. I do not, however, believe that the time is yet ripe
to merge the CI Staff's element and SRS into a separate office but believe
this should be studied in connection with the survey I understand is now
being made of the CI Staff and that the proposition should be very seriously
considered for adoption when we move into the new building.
Meanwhile you have had occasion to be briefed extensively on the
work of SRS and its plans for the immediate future. The impression I
gained from our discussions with the staff was that you wanted it to go
ahead and consider itself beyond the probationary stage in which it has
stood for the past year and a half. You specifically charged us with
making every effort to improve collaboration with the CI Staff, other
DD/P elements and OCI and ONE.
Non concur. At first I was favorably struck by this recommenda-
I have therefore approved the continued existence of SRS and have
set its T/O at a modest but adequate level of 11 -- six senior officers
GS 12 to 16, including the Chief, three research assistants GS 7 to 9, and
two clerk typists. The increase of five positions I am prepared to absorb
against cuts distributed among nay other offices. I intend to devote a
generous share of my time to guiding the work of this Staff. I recommend
that you approve this course of action.
1710. Recommendation that (a) The Historical Intelligence Collection
be transferred to the CIA Library., OCR where it should be maintained as a
separate collection; (b) The Position of Advisor on CIA Historical Intelli-
ence Collection be abolished; and c The personnel now engaged in the
Historical Collection activity be absorbed into the CIA Li rary in suitable
positions.
Concur in part in part (a). Non concur in parts (b) and (a).
It has long been my plan to transfer the Historical Intelligence Collection
to the Office of Central Reference but I do not believe it should be merged
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in the Library. In ;part the reasons for this are based on sound managerial
principle.; in part they are based on evaluation of the persons concerned.
The Collection, it is agreed, should certainly be maintained as
a separate collection. In virtually any major library where there are
specialized collections, such collections have their own curator, advisor or
other similar position. The CIA Library consultants recommended that such a
position be provided for its historical collection. Mr. is
25X1 Al a uniquely qualified within the Agency and very likely cannot a equaled
anywhere in the country for this task. He and his assistant are fully
occupied in the work of maintaining the collection and preparing valuable
bibliographies related thereto; hence to absorb these people into the
Library would not save jobs. It would merely downgrade the collection and
present avoidable personality problems. I am confident that the Assistant
Director for Central Reference can effect the necessary supervision of the
collaboration that is required and existent between the CIA Librarian and
the Advisor on the Historical Collection. In other words I am convinced
that we should "let well enough alone."
In addition to its reco mendations, the Inspector General's
report makes certain errors in fact. It states that: "There is rather
extensive duplication of books and documents contained in both areas (HIC
and the CIA Library)." This statement is incorrect. Under the working
arrangements between HIC and the Library, if there is a single copy of a
book falling within the scope of HIC subject matter, it comes to HIC.
Virtually the only duplication between HIC and the CIA Library arises when
a book is so important or the demand is so great that multiple copies are
necessary. Under those conditions, the CIA Library may buy from one to
seventy extra copies for its own shelves, Branch Libraries, Training, or
desk retention.
The Inspector General's report also states that: qhis collection
effort neither includes official. Government documents nor other classified
Agency material, with the possible exception of Congressional Records."
The fact is that HIC does include official Government documents, such as
Intelligence Manuals (both CIA and military), the Far East Command's many-
volumed history of Intelligence in the Far East during World War II, and
the reports of various Congressional Committees dealing with CIA and
related intelligence subjects such as security. The Collection does not
include the Congressional Record as such. HIC does include a small amount
of CIA classified material.
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11. Recommendation that (a) The DD/I transfer the T/O position now
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Reports to the Office of the DD I; The DD I assign the Building Liaison
Officer to this position and redesignate him the Assistant for Publications
responsible for all publications matters. Overlapping responsibilities
with the Assistant for Planning should be clarified and the Assistant for
Publications should continue to carry the building liaison responsibilities
as a special assignment.
Concur in (a); partially concur in (b). The position is in
process of being transferred, the only delay being occasioned by the review
Management is making of the revised organization of the Office of the
Assistant Director for Research and Reports.
occupied by the Building Liaison Officer from the Office
The Inspector General's report fails to make clear the distinction
between substantive :review of the content of intelligence publications pro-
duced by the offices under my command and the supervision of all Agency
publications for matters of form, necessity, quantity of run, etc., as set
forth in Agency Regulation No. 5-700. The former is a 'staff function
designed to assure me that the quality of intelligence scholarship going
into the issuances primarily of OSI and ORR is up to standard. This has
always been done for me by my general assistant
who possesses the professional qualifications for the task. Mr.
who has many admirable qualities, is not suited for this task.
The second Agency-wide job is being well handled for me by Mr.
25X1A9a , and he will continue to be assigned to it. Substantive quality
and editorial excellence are specifically excluded from the topics the Agency
Board is supposed to concern itself with under .Agency Regulation No. 5-700.
25X1A9a
ROBERT AMORY, W.
Deputy Director (In l.ligence)
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