(UNTITLED)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP62-01094R000200020042-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 4
• Document Creation Date: November 17, 2016
• Document Release Date: August 17, 2000
• Sequence Number: 42
• Content Type: REPORT

1. Point out that our survey.was limited to the DD~P and thus does
not address itself to internal DDS matters.
2. Management generally has come to be a suspicious term. Everyone
favors good management, but in the DDS management studies inevitably
lead to fast increases in paper work end bureaucracy. Examples: financial
management, property management, personnel management, etc. Why cant
someone conduct a management study to eliminate some of this management
instead of constantly increasing it?
3? The central support concept is discussed on page 77 of the DD~P
report. It points out that the Agency is being administered by employees
with long experience in other government agencies and that they have not
been able to divest themselves of their old habits and thinking processes.
They feel that what is good enough for them is good enough for us, and in
recent years they have been heavily supported by O~GC in adopting across
the board all o:F the regulations which apply to other agencies. Our
special authorities have thus eroded and the use of these authorities
is now the exception rather than the rule.
~. Biasel7. said that he felt the real support problem was in Finance
and Logistics, although it is likely that he was referring to budget pro-
blems rather than true finance problems. He has very strong feelings
about this and it should be expected that he will take aggressive action
once he makes up his mind what he wants to do.
5? Helms said that it is his impression that the DD~P is over-
supported. They now have four people where they once had one. He
thinks this depth of support is unnecessary and that it could be cut
Nppmvetl Por Relea?e 2000N826: CIAROP62L109dIU1002000200d29
back without lessening the quality of the work.
 6? characterized support as the spending of an
inordinate amount of time and energy on multiple checks to assure that
no person is allowed to receive s penny more than he is entitled to.
He said that this striving for excellence in the processing of trivia
has resulted i~a nothing which would really assist the DD~P in its
mission. Important things go by the board. Other senior officials
took the same view in different words.
greater degree than at the present. Further, a number of people com-
plain about the inability of personnel and Medical Office to get together
_ 2
 25X1A9a
on medical cases. They generally feel that - is the only
obstacle to complete chaos.
9. The budget is viewed by most people as being the biggest
problem. The Comptroller states that he uses only one per cent of
the information that he gets and that this agency is no different from
any other agency in budgetary matters. The creation of this amount of
statistical data is not only insecure but is a waste of manpower. Many
25X1A2d2
DD~P executives now able to see ~ for the first time are very much
impressed by the' effectiveness of the operation and would like to see the
25X1A9a
system more widely used. There were objections also to _ serving
ae the DD~P spokesman on operational matters to the Bureau of the Budget.
10. The logistics problem has several aspects. One was the unneces-
sary application of bureaucratic government procedures to our problems
in procurement, supply, and transportation. The other was the objection
to the anticipated added workload under the property management program.
They do not understand why Headquarters cannot maintain adequate property
records for small activities without putting out a bunch of instructions
and regulations, to small field stations. `Phis is considered an unneces-
sary dissipation of the stations' efforts.. Travel also receives much
criticism, and people familiar with the military system who are simply
paying allocated coats and per diem feel that the Agency would benefit
in the long run if we ,junked the system we now have and developed some-
thing similar.
11. Project Processing: In our report we recommended the establish-
went of a single approval system and the elimination of a large part
 of the coordination which is now effected. While this is largely a
DD~P matter, th.e proposed system should not be stretched out of shape
for a detailed review by every support component having an interest.
All should. be effected in SSA or by the Chief of Support for the divi-
sion ar staff concerned. There should be na reason why these support
representatives should serve only as a mail channel to the support unite.
12. Training is generally considered to be very good. The ma~6r
complaint was that it was too hard to get into courses. The form was
too detailed, covered too much unnecessary information and had to be
signed by five different people. OTR is now in the process of revising
this.
13. One o#' the biggest problems, which is well known to everyone,
is the regulatory system. We have now reached the stage where the Agency
regulations constitute an incredible morass which can be understood
only by those who have made a career of it. Without dwelling on it,
it might be noted that an improvement is imperative even if it means
a complete change of personnel in the offices concerned, notably
Comptroller, Logistics, and Personnel.