DEPUTY DIRECTOR (SUPPORT) RESPONSE TO THE INSPECTOR GENERAL'S SURVEY OF THE CIA TRAINING PROGRAM, AUGUST 1960

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP63-00309A000100020021-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 55
• Document Creation Date: December 12, 2016
• Document Release Date: May 10, 2001
• Sequence Number: 21
• Publication Date: November 18, 1960
• Content Type: MF

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'DENTIAL
Date: D 1 FEB ism By:
MEMORANDUM FOR: Inspector General
SUBJECT
to
NPrl 18 November 1960
: Deputy Director (Support) Response to the
Inspector aeilgrAlls Luaty of the CIA
Iraix_linapmrALjn August 1960
1. The kiszes,121:_csmgl's Survey of the CIA Tz....Ataina Program,
August 1960 has been studied by the Chiefs of Staffs and Offices of
the Deputy Director (Support). Their general reaction, and mine, is
that this very comprehensive and instructive survey of CIA training
policies and practices is both timely and useful. Many of the points
that it raises are not new, but this Survey provides us an opportunity
to re-examine them. I should like first to make some general obser-
vations affecting our Agency training program as a whole and then,
in individual attachments--Tabs 1 through 35 inclusive--to present
our comments on the specific recommendations made in the Survey.
I have chosen not to comment0 however, on the recommendations
concerning Project
and the
2. My general observations are as follows. While each subject
is discussed in the Survey, I believe that they deserve special emphasis.
CONHDENTAL
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a. Aggirszi .Irlin_sin ?"Permissive" or "Planned"?
Basic to planning, programing, and staffing our
Agency training program are answers by command and
management to this question: "Who shall be trained in
what knowledge or skills, when, and for what purpose?"
Our present and not inconsiderable array of training--
formal OTR courses, component-conducted instruction,
on-the-job training, and external training--represents an
energetic response to specific training requirements. But
at the same time, as the Inspector General points out,
enrollments in some courses have been irregular and
courses have had to be canceled or suspended for lack
of sufficient numbers of students.
There are apparent differences of opinion as to the
need for various levels of training. For example, some
of our new professionals CrOT's) receive intensive and
comprehensive basic training before going into on-the-
job training; others (junior economists for ORR) receive
only a short orientation but not basic intelligence training
to complement the substantive knowledge acquired in
college and elsewhere. As a further example, the
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Inspector General strongly recommends the establishment
of a mid-career training program, and OTR has had such a
course on the drawing board; nevertheless, there has been
no stated requirement for this level and type of training
from the Deputy Directorates.,
The Agency attitude toward participation in training
also varies. While individual career services have set
training standards related to positions, for the most part
training has been permissive rather than planned or
directed. To repeat, there are exceptions, but the net
result is an uneven approach to training. The "five per
cent in training" rule succeeded in bringing about a
greater participation in training, to be sure, but even
so, performance was uneven.
Lacking enforced or enforceable training standards,
the individual supervisor determines what training shall
be accomplished. A branch chief who is training-minded,
with or without a five per cent rule, will make a strenuous
effort to see that his personnel receive the maximum
training. But another branch chief may take the position
that the best--or the Ray--way to learn is by doing. A
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proof of the inadequacy of the present system of permissive
training policy is the 4orry spectacle of instructors and
training liaison officers having to drum up candidates for
courses which have been established in response to a
Deputy Director's request.
For a planned or directed training policy, what should
be our overall objectives? How much training do we need
and how much can we afford, not only in terms of dollars
but also of time? How can we make a planned system
work? I am not sure that we or any other agency can
arrive at the Answer, but I think we can make a start.
And whatever we arrive at now, there must be continuing
review of present and future requirements and of our
methods for meeting them.
Our Answer to the problem of training must be tied in
with our career service and career development policies
and programs. It seems safe to assume that today's
demands call for the development of generalists who have
a comprehensive knowledge and understanding of Intelli-
gence and Operations and are capable of directing and
coordinating programs of broad scope, and experts who
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can deal with detailed complexities and meet high pro-
fessional standards in very specialized fields. And
many of our generalists will also possess some specialized
skills.
Next, we will no doubt continue to make allowance
for lateral entries of very essential experts and tech-
nicians into our Agency at various levels, but we should
look to our JOT Program as the primary source of new,
young general professionals. There will continue to be
a variety of opportunities for career advancement of both
generalists and specialists, and for movement between
"ladders of advancement" in order to fill the need for
various combinations of skills?including general
executive talents at the higher levels.
suggest that we approach the problem of planned
or directed training in three ways:
(1) First, professionals should be assigned
to general training courses at specified points
during their careers--orientation and basic train-
ing, mid-career training, and senior officer
training.
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(2) Second, professionals should be assigned
to language, area, and functional training courses
on the basis of the training prerequisites for posi-
tions to which they are assigned.
(3) Third, professionals should be encouraged
to continue their own personal intellectual interests
and self-development with or without Agency spon-
sorship or assistance, as the individual case
warrants.
I believe that such an approach is practicable with
basically our present training structure. Where more
drastic action is required, however, is in the establishment
of training standards and prerequisites for specific positions--
or tasks--and in the appointment, where this is not now the
case, of responsible senior professionals as component or
unit training officers. We can expect no marked improve-
ment in our Agency training program so long? as training is
permissive .
b. ihk, Junior Office k Trainimamsezt
Our task is made simpler if we can reach agreement on
a concept of orientation and basic training for our new,
junior professionals.
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I agree with the Inspector General in the concept
of a single service in CIA?that is, in the self-
identification of the professional as a CIA Intelligence
Officer, whether he is assigned to the DD/P, DLO,
or DP/S as a generalist or as a specialist. And I
believe that all new, Junior professionals should be
gotten off to the same start in their Agency careers in
terms of their initial orientation, indoctrination, and
familiarization with the business of Intelligence and
CIA missions and functions.
On the other hand, I believe that we must stick to
our present, proven jOTP concepts and practices and
admit to the essential differences between jOT's and
those other highly desirable young people who are
employed because of their peculiar, specialized
qualifications. We need, both, and we need flexibility
to attract, recruit, hire, and to train both for the
variety of tasks to be performed.
To deal with this problem, and at the same time to
protect the vital asset which our JOTP represents, we
have formed a special task force comprised of the
following officers:
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OTR Matthew Baird
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This group will meet until the problem is resolved.
c. Rotational Assignments to on
I would like now to turn to the problem of the quality
of OTR-conducted training and to the problem of selection
and placement of ;Ors. To deal with both of these, the
Inspector General has recommended the establishment of
certain new boards and panels comprised of representatives
of the Deputy Directorates. While undoubtedly these could
serve a useful purpose, I really do not believe that these
measures are as necessary or as potentially effective as
the rotational assignment of selected, experienced officers
from the Deputy Directorates to OTR in regularly established
positions as instructors, staff officers, and as training
officers on the JOT Program Staff.
Emmett Echols
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On the basis of long experience I have become con-
vinced that a key factor in the development of more
efficient instructors in the growing complexity of Agency
skills and techniques is the rotational AlLigri_ment. of
um.. By this I mean a continuing exchange of
personnel between OTR and the Components, particularly
the Clandestine Services. Through such exchange,
planned on a career development basis for the individuals
concerned, and with individuals selected on the basis of
qualifications, the Component officer brings to OTR his
experience and expertise in his particular field and applies
these to a related area of instruction. The OTR instructor,
meanwhile, is brought up to date on current operating
practices in his field and enriches his background experience
and capabilities for his next tour as a career instructor.
While the OTR instructor is serving with an operating com-
ponent, he is expected to be and is aRity=sti member of
that component.
The matter of current, operational doctrine also is
affected by the rotational assignment. No matter how much
our system for obtaining operating doctrine is improved, its
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translation into realistic training doctrine and effective
instruction is made more positive if the instructor is
personally experienced in the type of activity involved.
Similarly, communication between OTR and the
Components is facilitated and OTR plans and programs
are made more realistic if some of OTR's staff positions
are filled by officers on rotational tours from the Com-
ponents. The case of the JOTP staff is particularly
important.
Training officers assigned to the JOTP Staff work
under the close and continuing supervision of the Chief,
JOTP who has long experience in this position. The
training officer comes to know intimately the JOT's
assigned him. He has access to their complete back-
ground files, he interviews them as applicants, recom-
mends their acceptance or rejection. He briefs and
counsels them after entry on duty, is their advisor
during the training period, follows their progress through
the courses of instruction, observes their attitudes and
aptitudes, and recommends the direction their careers
should take. He keeps in very close touch with career
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service panels, divisions, and branches; recommends
and assists in placement; and briefs both JOT and new
supervisor when the JOT enters on-the-Job training in
the Component. If this training officer is representative
of his Component, if he has the confidence of his Com-
ponent and is carefully selected for this responsible
assignment, he is in an ideal position to select candi-
dates of the kind needed by his Component and to guide
them effectively during their initial, critical training
period. He can be far more effective than a panel dealing
with files and reports.
The importance of this concept of exchange of per-
sonnel to the effective conduct of OTR's training re-
sponsibilities cannot be emphasized enough; it is OTR's
life blood. On the one hand, it is the assurance of
continuity and currency; on the other, it is the essential
ingredient to the development of a career corps of
experienced instructors and managers and planners of
Agency training activities. Although this concept has
appeared to be accepted and to be working successfully,
I am deeply alarmed at the growing evidence that it will
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not continue to the extent that it must if we are to have
an improved training program.
d. The Role of the Director of Tra.inina
Finally, I should like to make a brief comment on the
role of the Director of Training. As Director of Training?
he is responsible directly to the Deputy Director (Support),
and in this capacity he and his Office are immediately
responsive to training requirements laid down by any
office or Deputy Directorate of this Agency. He can,
however, under existing regulations and in his present
command relationship, perform an additional function, if
called upon to do so. He can serve as the Director's staff
officer for training. And in this capacity he can and wants
very much to lend whatever advice, guidance, and sug-
gestion his knowledge and experience afford to the serious
problems of planning and Improving our Agency Training
Program.
As I stated in my opening remarks, there is Little in
this Survey that is new to me and to OTR. t so long as
the Director of Training serves only as Direbtor f the
Office of Training and n6at also as the Agency's st.4tf
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officer for training 'there is little he can\i4o toward
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plementing tht1easuresilch seem vital to e signifi-
cant lnfovement and further velopment of our A ncy
Dreaming Program.
I NczE. rk'T e.
3. In conclusion, the Survey has served to stimulate a renewed
interest in training and to identify problems of mutual concern which
need to be resolved if we are to continue to develop and to improve our
training program. This program must clearly meet the present and future
heeds of the Agency and, at the same time, it must be in proper balance
and perspective in terms of the funds and personnel devoted to it. I
and my Staffs and Offices feel a particular responsibility for the develop-
ment and implementation of such a program. We look forward to the
follow-up Survey within an appropriate period of time.
L. IC. WHITE
Deputy Director (Support)
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TAB 1
Recommendation: "The Directors of Personnel and Training to-
gether with representatives from operating components take a
fresh look at the overall problem of clerical usage and make
recommendations for a more effective system. This should be
followed by an OTR reassessment of the clerical training program."
Concur. While within the DD/S area there is mixed reaction as to
the degree of need for such a re-examination, it is agreed that it will
be beneficial.
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TAB 3
Recommendation: "DTR adopt a three-year tour of duty as standard
practice for instructors and schedule replacement at the rate of
one-third of the instructor staff annually. (Primarily OS/TR)"
Concur. I agree with the Director of Training, however, that he
must continue to make allowances for individual exceptions as to the
length of tour of duty. The length of the individual tour is not as im-
portant as assurance of a planned, staggered turnover of instructor
personnel.
Execution of such a planned rotation will call for wholehearted
cooperation by the Components with the Office of Training in effecting
a periodic exchange of personnel for rotational tours of duty.
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TAB 4
Reconn: "DTR redesignate his Overseas Training
Staff to better reflect its expanding function as a clearing
house for training doctrine; that its role as a depository and
an editorial and coordination staff be negotiated with the
Directorates and publicized, including preparation and dis-
semination of bibliographies under the various security limi-
tations that may apply."
I concur with the comment of the Director of Training, which is as
follows:
"I recommend that the Overseas Training Branch be re-
designated as the Operations Training Support Branch with a
primary responsibility for training support and guidance to
overseas, operational training activities, including the
and a secondary function for pro-
vision of specialized, training materials support to other
Operations School branches and to
that we must ensure appropriate awareness
of the existence of useful training materials, but it
It is agreed
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would be well not to overstate the present capabilities of
this Branch. The Branch is functioning very effectively
and producing at top capacity. Only by enlarging its T/0
and by assigning additional, qualified personnel capable
of a high standard of individual work can its functions and
scope be expanded. At the same time, actions have been
and are being taken to ensure that operating branches
are fully cognizant of the nature and
scope of services available."
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TAB 5
Recommendation: "Curator, Historical Intelligence Collection,
collaborate with Chief, Operations School/OTR, to develop
and publicize a working collection of open intelligence litera-
ture at 'which will fully reflect the existence and
capabilities of the principal collection at headquarters."
The Director of Training, through the Chief, Operations School,
OTR, has initiated action necessary to carry out the intent of this
recommendation.
It might be noted here that OCR has been most cooperative in
endeavoring to see to it that its Library is responsive to current
training needs. OTR can offer nothing but praise in this regard.
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TAB 6
Recommendation: "DTR experiment with the concept of a board
of overseers composed of senior grade professional officers as
?a means to improved communication with and indoctrination of
consumers, and to promote the development of more effective
policies on curriculum and enrollment."
While the Director of Training and I both are willing to experiment
with the concept of a board of overseers, we are not convinced that
such a board is necessary. We shall be interested in learning the
views of the DD/P and DD/I.
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TAB 7
Recommendation: "The DD/P establish in his office a position
of DD/P Training and Doctrine Officer having responsibility
and authority for the formulation and implementation of
training policy and the development of
operational doctrine."
I understand that the DD/P already has taken steps in this direc-
tion by appointing a full-time DD/P Training Officer.,, The Director of
Training has indicated to me that he is fully in accord with this recom-
mendation., The latter urges also that the DD/P Training Officer be
supported by qualified, senior operations or intelligence officers
designated as training officers in the several staffs and operating
divisions.
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TAB 8
RECOMMENDATION: "DD/P take appropriate steps to ensure that
DTR be made a participant, through the presence of his repre-
sentative or through other effective form of consultation, in all
long-range planning for the employment or expansion of deep-
cover operations."
Concur.
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TAB 9
RECOMMENDATION: "The DTR confer with the Commanding
Officers of the Army and Air Reserve units to see if more
practical reserve training, e.g., International Communism,
could be handled by OTR for the reservists."
Concur. OTR has been asked to participate with an existing
committee of representatives of DD/P, DD/I, DD/S, and Chief/
MMPD to discuss various aspects of OTR support of the Agency
Military Reserve Training Program.
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TAB 10
Recommendation: "The courses on International Communism
be given wider publicity and offered to the personnel of
other agencies."
I believe that this action may not be necessary. Pursuant to
pe.,ragraph 8 of a memorandum from the Director of Training to the
tirector of Central Intelligence, dated 26 May 1956, subject:
E, ,tablislunent of School of International Communism selected
embers of the SIC instructional staff already carry a heavy
schedule of training for personnel of other Government agencies.
Over half of the training accomplished by SIC is non-CIA staff.
They participate regularly in courses at the Foreign Service Insti-
tute, Strategic Intelligence School, Naval Intelligence School, the
Air University, and others. Any appreciable, additional workload
will necessitate an expansion of the SIC staff. If, however, extended
training support to the Intelligence Community in this subject is deemed
necessary, we are willing to seek authorization for the necessary new
-positions and personnel.
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TAB 11
Recommendation: "The DD/P instruct all supervisors to
observe, in requesting language training, the principle
that training in regular classes is the normal and most
effective method, and that resort to tutorial training shall
be had only in exceptional cases and where required by
security considerations, unavoidable pressure of time, or
other valid reason."
Concur.
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TAB 12
Recommendation: "DCI issue instructions that Agency
Regulations be amended by adding new provisions (a)
directing the Deputy Directors to identify the categories
of employees for whom specified degrees of language pro-
ficiency are required and to tie these standards of pro-
ficiency into promotion practices, and (b) directing the
Deputy Directors to identify those positions, or that
proportion of positions, in each overseas station that
may be filled only by individuals who possess, to the degree
specified, the language commonly used in the general area
of that station."
Concur.
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TAB 13
Recommendation: 'DCI issue instructions that Agency Regula-
tions be further amended to make language proficiency testing,
according to Agency standards, mandatory for all employees
who are required to have language skill."
Concur.
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TAB 14
Recommendation: "DD/P direct that in all long-range
operational planning the implications with respect to
possible radical change in requirements as to the nature
or extent of language capabilities be carefully considered
and that the conclusions reached be regularly and promptly
communicated to the DTR."
Concur.
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TAB 15
Recommendation: "DD/P give clearer recognition to the
necessity for developing in larger numbers than at the
present rate linguistically qualified area specialists."
Concur.
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TAB 16
Recommendation: "The Deputy Directors take such measures
as may be necessary to cause all staff employees under their
jurisdiction who claim language competence to submit to the
Office of Training tests at the earliest practicable moment."
Concur.
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TAB 17
Recommendation: "DD/P consider the advisability of
placing directly on the division chiefs the responsibility
for all scheduling of language training for personnel in the
division and for monitoring the timely carrying out of the
language training thus scheduled."
Concur.
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TAB 18
Recommendation: "The DD/P, as well as the DD/I and
DD/S, strongly recommend to their division chiefs,
assistant directors and other senior officers that they
familiarize themselves, through attendance thereat, with
the contents of the Introduction to Overseas Effectiveness
course."
While I strongly concur in the objective and intent of this recom-
mendation, I feel that it may prove difficult for senior officers at this
level actually to attend the course. As the Inspector General has
stated, however, two groups of representative, senior officers already
have attended the Introduction to Overseas Effectiveness course and
have reported it to be useful and valuable. We believe it to be par-
ticularly pertinent to officers who have had Agency experience and
who have or are assuming supervisory responsibilities.
Similar material related to specific countries or areas has been
introduced into the short, Americans Abroad Orientation courses for
personnel going overseas to a particular area for the first time. These
orientations are receiving broader acceptance and are available now
for some 40 areas.
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The Director of Security especially endorses training in overseas
effectiveness because of the definite security implications of personal
adjustment and behavior overseas--not to mention operational factors--
and for this reason alone, attendance of this type of orientation and
Indoctrination should be very strongly encouraged or even made
mandatory.
Further, the Office of Training is looking into the utility of
adopting lessons from the behavioral sciences into tradecraft (operational)
training. It also is studying the problem of overseas effectiveness train-
ing for deep cover, U. S. personnel.
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TAB 19
Recommendation: "The DCI establish as Agency policy that
all junior professional officers enter Agency employ through
the JOTP."
I am in complete sympathy with the apparent objective of promoting
the concept of the professional Intelligence Officer and of achieving
higher, more comprehensive standards of training for all Agency pro-
fessionals. As every DD/S Staff and Office Chief has been quick to
point out, however, CIA employs a very wide variety of "professionals,"
both generalists and specialists of many kinds, and the Agency recruits
them both as juniors and as more experienced, senior personnel. Their
requirements for orientation and training, and their need-to-know,
must vary accordingly.
We believe, therefore, that for the foreseeable future we should
continue to employ JOT's and specialists through separate procedures.
I do strongly recommend, however, that wherever feasible, our new
professionals should be trained together in the JOT orientation and
familiarization courses and in such other JOT basic training courses
in which their needs are compatible.
S-E-C-R-E-T
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TAB 20
Recommendation: "The DTR establish a JOT Selection
Panel composed of line officer representation from the
three Deputy Directorates together with appropriate repre-
sentation from the Office of Personnel and Training. The
Chief/10TP should chair the panel."
I agree with the principle that the Deputy Directorates, through
representation, should play a role in the selection of JOTas. I do
not, however, believe that it is necessary to establish another,
separate, JOT Selection Panel for this purpose. Rather, I would
strongly prefer to have thoughtfully selected, experienced repre-
sentatives of the DD/P, DWI and DD/S serve rotational tours of
duty as training officers on the JOTP staff. Here, as I have set
forth in my introductory remarks, these officers can most effectively
participate in the JOT selection and placement processes.
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TAB 21
Recommendation: "The DTR should give consideration to the
feasibility of the use of outstanding public citizens in the
panel selection process recommended above."
I cannot concur in this recommendation. May I suggest, however,
that selected university consultants do serve the intended purpose,
not sitting as a panel to judge individual applicants, but rather pro-
viding their viewpoint to broad problems of spotting, selection, recruit-
ment, means of attracting desirable candidates, and so forth. Where
this is appropriate, the consultants can and do offer constructive
criticism and suggestions for the improvement of JOT orientation and
training, particularly in those fields which are not exclusively CIA
or "intelligence" in nature.
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TAB 22
Recommendation: "The DTR arrange for the participation on
a rotational basis of line officer representation from the
three Deputy Directorates in jOTP placement panels."
Concur, but I believe that this can be accomplished most effectively
and efficiently by Deputy Directorate representation on the JOTP Staff,
on a rotational assignment basis, as proposed in Tab 20.
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TAB 23
Recommendation: "The DTR together with the Director. of
Personnel take steps to eliminate prejudices that have
arisen which tend to assign second class status to DD/S
and DEVI careers."
I do, of course, concur in the need to see to it that the bases for
such prejudices are eliminated. The Directors of Training and of
Personnel will work together to this end.
It is a long established policy that the JOT's be given a clear,
accurate, and unbiased picture of the Agency's mission, organization,
and functions and of the mutual interdependence of its parts. But JOT's
will form their own preferences regardless of any action we can take,
and most JOT's possess a natural preference for service overseas.
One possible source of the prejudice cited by the Inspector General
is the fact that most JOT's are to be assigned to one major component.
Since only small minorities are to be assigned to the two other major
components, and since there is no indication whatsoever of advantages
or "eliteness" in being selected for a minority group, there is a natural
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TAB 23 (2nd page)
crowd or group tendency to consider the majority group as more important to the
Agency. If more JOTs were utilized by DD/I and DD/S, it is believed that this preju-
dice among the JOTs would probably not come into being. To this end, a more intense
effort will be made in the future to select JOTs for careers in DD/I and DD/S.
;Pv71"
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or?
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crowd or group tendency to consider the majority group as more important
to the Agency. If more JOT's were utilized by DWI and DD/S, it is
believed that this prejudice among the JOT's would probably not come
into being.
S-E-C-R-E-T
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TAB 24
Recommendation: "The DD/P establish minimum standards of
training and experience for case officer apprenticeship including
general preparatory, basic skills, language and advanced opera-
tional training, and that he determine the feasibility by experiment
of some form of overseas familiarization as a part of the ap-
prentice period."
Concur. The DD/S, particularly OTR, will be glad to assist.
In connection with basic training and with advanced and specialized
courses, there has been reflected a mixed opinion as to the length and
scheduling of certain courses, as well as to the content and effective-
ness of training. Unfortunately, criticism and suggestions for change
are not always brought to the attention of the Director of Training so that
he may undertake appropriate review and action. It should be understood
that all training?and here I am speaking primarily of all OTR-conducted
training--is conducted in response to stated requirements from the
Deputy Directorates, one or several. And even when a course is pro-
posed by OTR on the initiative of the Director of Training, its content,
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length, proposed scheduling (not only dates but full or part-time
scheduling) are coordinated with the Directorate whose needs are to
be fulfilled. The successful planning and conduct of OTR training is,
in fact, a joint effort calling for the continuing interest, participa-
tion, and support of the trainees' sponsors--not simply of the Direc-
torates, but the Offices and Divisions. The Director of Training can
control by himself the methods and techniques of instruction, but he
must rely on the consumers for feedback on the total effectiveness of
training, including doctrine.
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TAB 25
Recommendation: "The DTR together with the Director of
Personnel undertake to monitor the present efforts of the
Department of State to improve personnel management and
training in the Foreign Service for measures that may be
adopted for the Agency's benefit."
Concur. We have been doing this for some time, on a continuing
basis.
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TAB 26
Recommendation: "The DD/I direct that the recruitment and
initial training of junior analysts be accomplished through
the JOTP; that increased emphasis be placed by the Agency's
recruitment facility on the recruitment of JOT's with academic
backgrounds suited to DD/I needs; that ORR and other spe-
cialists recruitment be phased down as production of JOT's
increases and generally limited to senior analysts at the
Ph.D. level."
Concurs with allowance made for recruitment of specialists who
need not necessarily meet JOT? standards but whose peculiar knowledge
and skills are essential to the DD/I. (Please refer also to TAB 19.)
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TAB 27
Recommendation: "The DD/I and the DD/P initiate a test
program for the rotation of qualified DD/I professionals to
the DD/P to serve as reports officers with part of the tour
to be spent overseas, DD/P reports officers in turn to
rotate to the DWI for training and experience in the evalua-
tion and use of intelligence reporting. (A similar recom-
mendation was made in the IG's survey of the Far East
Division, DD/P, dated June 1958. The lack of recog-
nizable progress in this important effort impels us to
repeat the recommendation here.)"
Concur, with the hope that this will not interfere with rotation of
OTR instructors to the DD/P, or DD/I.
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TAB 28
Recommendation: "Advanced external training for analysts be
phased somewhat later in the career pattern, perhaps after the
fifth year of duty, to permit maximum play of JOT? and other
intelligence preparation during the apprenticeship period."
Concur.
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TAB 29
Recommendation: "The DTR be specifically charged with the
responsibility of determining under whose auspices non-OTR
training will be conducted and pertinent Agency regulations
be amended accordingly."
Concur.
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TAB 30
Recommendation: "DTR review the training records of employees
in professional categories who resigned from the Agency during
FY 1960, or longer if necessary, to determine if a more definitive
policy governing external training is required."
Concur.
S-E-C-R-E-T
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TAB 31
Recommendation: "The DCI authorize the establishment of
senior grade positions for selected Training Officers at the
Assistant Director or MVP Division Chief level with Job
qualifications designed to ensure the effective performance
of proper training functions."
Concur.
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TAB 32
Recommendation: "The DTR initiate an amendment of
which more clearly describes his responsibility to render only
advice, guidance and support to the on-the-job training effort."
Concur.
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TAB 33
Recommendation: "The DD/P study the extent to which it is
feasible to develop a greater capability in technical trade-
craft operations officers, establish minimum standards of
technical training as basic to the required preparation of all
operations officers and issue policy accordingly for the
guidance of the Technical School TSD."
No comment.
S-E-C-R-E-T
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TAB 34
Recommendation: "The DCI authorize and direct the establish-
ment of a mid-career training course for officers at the GS-12 and
-13 level in order to prepare them for broader responsibilities
particularly in the field of command, to refresh their motivation
in the intelligence service and to broaden their understanding
of the interrelationship of Agency functions."
Concur. OTR has done some preliminary research and planning for
such a course and, in fact, already offers some training in separate,
functional courses at this level, such as management and overseas
effectiveness training. The Director of Training has been reluctant to
push a mid-career course, however, while training is still approached
on a permissive basis.
The majority of Office and Staff heads of DD/S have signified their
agreement with the need and utility of a mid-career course as envisioned
by the IG. If the other Deputy Directorates show a similar interest, and
if this course shall be attended on a "planned" basis, I shall request
OTR to move ahead with their planning.
S-E-C-R-E-T
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I should like to pause here to comment briefly on the present
state of management training. OTR now offers three separate
scheduled courses in management and supervision, arranged by
student grade levels, plus a new senior seminar in management
for selected, senior officers of the Agency. In addition, numbers
of Agency personnel, especially from the DD/S, have completed
external management training of various types in such institutions
as the Harvard Business School, University of Chicago, American
Management Association, the U. S. Army Management School, the
Brookings Institution, and others. We have now reached the point
where we can relate the various management training facilities to the
varying needs of our employees, and I foresee that we shall continue
to take appropriate advantage of these several opportunities.
Nevertheless, I agree that Agency doctrine and problems of com-
mand, management, personnel administration, and supervision should
be given due weight in the proposed mid-career course.
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TAB 35
Recommendation: "The DCI authorize and direct that a senior
officer program be established to develop more officers capable
of formulating and evaluating comprehensively policy concerned
with intelligence in the U. S. Government generally in keeping
with the outline described in the IG survey."
I concur that the Agency will benefit from a senior officer training
program, but I believe that we must give this recommendation careful
and deliberate study. I am not at all sure that we should try to set up
a "CIA Senior Officer Course" comparable to that offered at the National
War College, for example. First of all, such an undertaking cannot
help but be very expensive to administer and to operate, and OM advises
that it does not now have the staff or the facilities for such a course.
The Director of Training points out, too, that OTR already is making
very extensive use of the valuable services and time of many of our
senior and top-level CIA officials as guest speakers and panelists in
existing courses. Finally, we are already accomplishing a considerable
amount of training of CIA senior officers at this level in
a. the senior officer colleges of Defense and State,
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CONFIDENTIAL
b. civilian and military graduate schools of
management,
c. advanced studies in other subject matter areas
in colleges and universities in the United States and
overseas (especially by DWI officers), and last
d. our own, existing senior officer-level courses.
I feel that we can do more in this area, and am confident that
there can be worked out a comprehensive program which will meet the
general needs of senior executives as well as the peculiar needs of
our senior professional specialists.
CONFIDENTIAL
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