SUGGESTIONS FOR IMPROVEMENT OF THE CENTRAL INTELLIGENCE AGENCY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP64-00046R000100170007-8
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 23
• Document Creation Date: December 19, 2016
• Document Release Date: November 16, 2005
• Sequence Number: 7
• Publication Date: January 3, 1957
• Content Type: MF

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3 January 1957
14243PANDU4 FOR s eirector of Central larbellieence
eeeJECT 1 Ouggestioaa for rivrovemout or the
Aseney
1. The attached is the result rzany was careful thought sad
deliberation; * product Of the experience of nearly four years ea Inspect?
General of the Avner *ma of *los* to fburteen years in intelligenee yore..
It is an effort on my part to seeeeet stop* to improvo the Agency end better
the work of the iatelligenoe cemmenity. While thoughts and suggestione
were received from other =Where of my *tette-4nd naturally in the course
of our work we hear ideas from all over the AgencIeethe authorship is
exclusively mine and nobody else bee ceeu the only other e0P7 vhiee exists.
2. As you kavv, I Conceive thc more of an Inepector General to be
primarily directed toward suggeeted vam fbr bettering the Agency while
at the same time being alert to any errors or vronedoings. Durteg 1956
the staff of the Inspector General surveyed nine -e.----, s of the Agency,
ranging in site from the immediate office of the DV S to the Office of
Communications the lareest in the Agency. These included five DD/I
elemeates two LIVS ond two DO/P. In all, on tee surveys, vs mad* a
total of 343 recommendations. The mate surveyed concurred in full with
530 Percent of teem recommendations) concurred with qualifieettoms on
another 13.9 percent for a 'rata Of 67.4 percent and noacencurred in 24.2
percent. The belanee required further study. This would indieste that
nere than WO recceemmeMetions made by this staff during 1956 have been or
are being implemented.
3. I believe that the attached recommendations involve basic and
fUnewnental prineiples related to the organie*tien and policies of CU. In
presenting the case for each I have necessarily been brief, to save your
times but each could be documented at length. I believe these mcommendatioce
to be worth your personal attention for all of them affect the Aacaei aa a
vfiele. Indeed) these recommendations can be beelmeented only by your ?rotate.
. (iipatrick
Inspector General
T.,71C/E13
Distribution:
Orig Addrczsct:
Tr.
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the s
Ce or indiildual inaismuCh as the
throughout the AM Mem'', and even'
. The preblem is I nether
three be uty Directors are
o Personnel has no command
tiOfl ? eb component hes its own
along 1 svidual lines
,
In
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Lb ie
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(2) That if the deals
Persmnel. aorrtluues to be vithout
Personnel Offiee be assigned only too setj
processing of personne1 aetitinSs iltteTWONS reooretey aud.
suncatirs the aelnelegyeento pa:mongol Tolley byra era the
Career Berrise Beards
(3) That the Oftioe of -
it renagesent courses eni that top
reducing
of
ty that the
onsk?the
That ell
perseexael
be
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REVEICTION IN WM=
I do not feel that the
in =MA to its sire.
Deretale
in
=tared 021 duty. At present we have
than can be aceenoodated in the um'
ty will be even greater by the the
of the increases dazing the past year
tiaa Division, the expanded =NZ staff
projected increases in NE/A Division,
Jtifieaticei for these inereases, But I
is here or past when the Agency All have
Ot to do 2111W jobs.
reaiu' during the 85th igress the
moet pertioulazy, vicr it
Gee and APPrairlati0118.
Jag prOGISVX0 to keep
sully
At our
my also bare.
inion that the Preadent
be
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Agea:Acy. down. He moat oertainly will demand that the intelligence
Whale wow AO Urea
t-ow, I have felt far a long tine that by certain organisational
tor sqpervision we coul4 do the sane job with fewer people.
his and believe that the readters in Washington ant either be
he present size or reduced.
action is recommersledi
you set a figure ea to the
with an indication of precisely how see3Y will
the
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be
an liketft*
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3.
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CTOR
You
that in my mezorandum of 3 February 1955 (followed
by one on 21 July 1955) one of the points that I raised was the question of
whether the position of Executive Director in the Agency should not be
re-established. Since that time this recommendation has been made by the
Clark Task Force, and by the President's Board of Consultants to the President
last month.
There are two basic factors which to my mind strong2y reccamend the
establishment of the position of Executive Director. Firs the number
of high level contacts required of the Director of Central Intelligence and
the number of inter-Agency meetings and boards Which he or his deputy must
attend it is to my mind extremely difficult for him to see that his policies
and decisions are promptly and efficiently executed. Secondly, with the
increased interest of the President's Board and the President in the DCI 'e taking
a more active interest and aggressive position in coordination, elimination of
duplication and economy in the intelligence community, the inter-Agency burdens
on the DCI and the DDCI will be considerably greater. All of this is made even
more true by the fact that CIA has evolved into an agency with three major
and practically autonomous components under individual Deputy Directors. That
is not to say that these three components do not enjoy good relations with
each other, but the fact remaine that there is no coordinating point and that
in many instances over the last several years it has fallen upon the Inspector
General to try and work out areae of disagreement in view of the fact that
there is a normal and natural reluctance on the pert of the Deputies to allow
their disputes to be carried to you or the DDCI. Finally, sound organization
as the DDCI as your alter ego, to act in your absence or for you and to soIre
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For your information, here are a few of the areas in which an Executive
Director could save this Agency and the Federal Government considerable money
and improve the efficiency of our work immeasurably.
(a) Travel; no one person monitors the travel of Agency officials
and no Deputy Director is in a very good position to tell another
Deputy Director that his personnel shouldn't travel. To cite just
one illustration-- bad 78 visitor* in one month
a rather serious handicap to getting their required job done.
(b) Regulations: it a regulation is not agreed upon by all of
the subordinates of all the Deputy Directors, it generally isn't
issued. The beat illustration of this is the fact that it has taken
over one year to get a regulation issued on the language incentive
program.
(c) T/O's and Budgets: under the present system each conponent
prepares its own T/0 and budget. These are processed throughout the
appropriate offices and issued. There should be one focal point on
both Which will weigh the priorities and see that the most important
jobs are done rather than trying to do everything, which only
dissipates our valuable assets and manpower.
(d) Publications: there are literally no controls over a unit
issuing either an intro or iater?Agency publication. The result is
that there are literally hundreds of publications being issued in
the Agency today at not only monetary but manpower and paper expense.
(e) Economy: the President has stressed economy. There are
many that could be effected in CIA--some minor and some larger. For
example: two years ago I vestioned Why the Cable Secretariat should
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envelopes--two to each delive --when the same or routing envelopes
could be re-used, We asked the Management Staff to look into it
and they did, but nothing was ever done about it. Admittedly this
would have saved only several hundred dollars a year, but my
Scottish ancestry has always lead me to believe that savings start
in small amounts.
believe that the recommendation of the President's Board should b
implemented and that an Executive Director should be established immediately
under you and the DDCI to see that the policies and decisions which you
enunciate are carried out. I am convinced that within a reasonably short
period of time this action would demonstrate its value.
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For
the
A like. It
to re that some streamlining
better results met make Mora and appoteaseets floe more smoothly.
znttoxad this to you before your trip end believe you gemeroill* Wee-
tar examPle, the llieevilve Registry vas crested solely to handle
the peere f the Director's Office. It rsmaies largely that today, although
the Director's Office per se bee been expanded, Rut there is coeplete
duplicationbetween the files in your outer office sad the file* in the
Executive Registry four doors , 'with the single exception of your
personal correspondence. I mild combine the tvo sets of files, move the
Executive Registry into eloper proximity to your ova fie*, relieve your
immediate secretarial staff of filtag reVan*Iblatties
the head
of the Zrecutive ibliairtry neerby to wieldy obtateAsay correspondence you
deeired. /Our personal files I would handle within the same system but
would have only your Perstoial secretory, the head of the Ramoutive Registry
ead one ftle *ler* allowed seeees to these files.
It is inconceivable to me that if, as vs are tol
Office is. responsible for seel.na tnat only finished staff work is forwarded
to your face, that it should require essietants Isecretaries
to b2C; this material for you sad the Further, it is also ditticu
for to believe that as much Arne is required for the preparation of
smoranda 'which you desire or answers to yceir correedndeeee se is often
ted. Firm-117 X an baffica. Nthig
ed. in your office
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26)(1
iterninletrative officers are 25X1
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In
*ou)A utilise your immediate security
resent. I heeitate to mention thin because I know that you were
rnally to accept this staff, and I would not wish you to maestro&
tisas any indication on r pmrt tact it is not wholly desirable, I
b.Ueve it most important that you receive this protection, btrt I do feel
Wre to keep the boys busy helping around the office at some
!this is particularly true inasmuch as there are a total of
involved, workine' in shifts.
that you authorise me to make t thorough staly of the
paper 'work end procedures in your office as I am sure that greater efficiency
eau be achievad, 40 10011 *0 eacmcmies.
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ye
active iuteettbi
*Id 11.-2.
oubject,
tn
e be ive ',Mots to coordinate tgardest1336 coUeetiti
eeet in the tiv04..
with pre* Cb
involved le 1951
ni*neut to !C/5with Brig. Oen. jai= Magreearr
progress carefully) 1t distance*
=winced tbat the trotZle osn be *arrested only tor determined
ion fore
ceatiilr insecure Vit would nat be used in go Th1.t3
other, the military reel that they are required to con.
duet alaatiestine cperationa tor their own protection and that i thev
reveal their sources ana events to CIA, they will be taken mar 1.7300
as CIA. doesn't want to ocorathate but Inuits to run the operations.
Obviously* there is truth end error on both sides but that dhows not
CIA frog its 000rdthat on reeponsibilities. rt. tsincreasingly in 25X1.
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41f
services in
tre for 1957
in etentrats of
ineffeattre
e to mot the 25X1
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some time I have felt that our eoiart*entition baa Jesrdied
the excbang of valuable information which could assist the Board of imates
or the Office or Current Intelligenee. /n many instances this information is
not of a nature that would be published in Clandestine Services intelligence
reports but is the type of general knowledge that senior officers in the
constantly in mind; for example the redimPosition of Soviet
in various perts of
re which might well
he State Department,
the world,
and
information of an operati
fit Into information already in the bands of ONE
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I believe that closer liaison between key een in DWI and
d benefit the Clandestine Services by enabling them to
nowedge of the intelligence ape and therefore the
intellince producing offices. I re OVIze that in
ison the lligence should be closely held so that
t be zed on the one hand, or that our hiahly
too broad diseemination on the other.
).lowing action be taken:
cr *a I tied estimates not be
I recommend that t
(1) that biweekly or monthly netting* be held to review
critical areas or crisis situations with the DD/I represented
by the Chairman of the Bawd of ratimates
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and 25X1
perhaps one or two other members of the Board, plus the nece
key hoards of areas in OCI and that the EID/P be represented by the
seven Area Division aloft; and
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(2)
DD/P
the Chief of Rot in
$71 (i of veek or biareskir moo
emelte motor in OCI for regular disemaaions
rial and information negdad.
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teeeming too
the Objeotiveneas
sally partisan
*nti,m.tt at that
other
kai the adminintration concerning recent event*
rouknow, tended to maks the point that there vas
of course, immediately opens the arena to a
lliponos failure andshat is a command failure.
th*cdt&i analysis of that nature the principal
a? to whett.wc the United States Govermment has the
utilizing intelligence information in foreign
- as sooiat jou
To
the
d it wad be a grave
thus become
deeisione,or, on
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I therefore litocesernt
(1) Veal the MC the OCB
determine whether tney feel they are
intelligence reports eat eitialitee are
(2) that eacusideratteri be giVel to poseibil reVdring
bOve bade* or the Departomnts of State ant Defense a followap
oh vault indicate that an estimite beA been given due
drstt end tint neoesaary adjustments made in volley.
a.
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tho,
t7,,204
Li
it should replevoen
lAtortisug,
t
Wiser( tvory-taeor VOW
the Attere. bi ie
MeV
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Or"
Iv V
is still a tendency in sea* areas of the
sua Items publishet within the United.
Agora* not aftlybeWleaMe of the igay
saIntalniag it* integrity but also
that no government agency should
rt ou foreign aftaire matters
8tat shoula be the sole
is easy fez us to spew,
at t
Us press 10 ave4s
brit and Intelligent
d, Ilei particulerly eeeeeroed
theCO/rs immediate office
Agency material or 1
2 that your
viU permit in Laving oe
tive nembro of the press be continued.)
t of the Assucri be permitted to approach
A pprove dtkr tenl
locau se at si er05/211:1)-4 ? (4ftlaccur133645 81 11i10:
111 i7?0;1Or-87L7:17:trber
r4
or the DWI
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letto
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wittier* '07,f
teX-?
but too ar
put it in wri
than 950, are
ri
by the last
In each of rtr
t Course Zqpote acme of Us
it 'would rewire 1Pantoolue
that there are 4 billion
t a coat o'0..00 a latter,
about year to
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(2)
re
ft 13 nation be tskan$
amit-Wwunit
it aaz *z4 oannet raintslA; au&
RiteetttiVe D.t.rootor iS e he be empowered
your behalf, authority over wtsit should and should
papers
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