CIA PROGRESS REPORT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04718A002700130018-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 9, 2016
• Document Release Date: May 11, 2001
• Sequence Number: 18
• Publication Date: December 11, 1951
• Content Type: REPORT

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,OGRESS REPORT
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COPY: Annex 1 (Administration)
Part 2$ Section 8
DRAFTS CBH Rewrite for DD/A Comment/Approval
11 December 1951
It is not only in men and money that the agency
has been troubled by expansion; the problem extends to
things. In the fifteen months since October 1950, the
need for procurement, storage, and distribution of
materiel has been linked especially to OPC where a
25X1 Al a 1950 budget of has since become a prosper-
25X1 Al a tive for FY 1953. During the same period
recurrent shortages have made it more difficult than
ever to procure the critical materiel so frequently
required by OPC. As if these were not already difficul-
ties enough, the problem has been further compounded by
the fact that much of the procurement for OPC is in
support of such sensitive activities that complex
security procedures must be devised to conceal govern-
ment interest in the purchase.
Initially the agency was wont to engage in
operational planning without adequately considering its
requirements for logistical support. To overcome this
unfortunate disposition! the agency pumped fresh blood
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into a dO ice known as its Projects Review Committee.
Comprised of the three Deputies and the Executive
Assistant to the Director, PRB reviews, examines, and
approvep, or; disapproves major covert projects.
The problem extends to appreciation by planners
of the need for a guarantee on materiel support and
to the prompt and sufficient procurement of whatever
may be required for that plan. Before presentation to
PR J all agency projects must now carry evidence of
logistical support. planning. To render this support,
the agency has brought experienced personnel into its
Procurement Office.
During the next year, as materiel shortages
increase and allocations are extended, CIAts need for
critical goods will continue to expand. This is
particularly true of OPC inasmuch as that office is
charged with the task of setting up extensive covert
operations to be touched off in the event of war.
Consequently, procurement is currently engaged in
support of a program whose full extent is not yet known.
This means that procurement must work in hand with OPC
on a stockpiling program that will provide for the
latterts eventual needs. The close working relationship
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4emaIhded of these two offices points up a shortcoming
that exists today throughout CIA. There is need
almost everywhere for mutual understanding of the
missions, the limitations, and the capabilities of
offices cooperating on common projects. For example,
those burdened with operational responsibility for a
project should be more appreciative of the difficulties
their plans may create in supply. And those engaged in
supply should have a clear understanding of the impor-
tance of their efforts to success of the mission.
The need for this interchange of viewpoint is
especially important among operating and administrative
divisions. That it does not exist today in as many
offices as it should is attributable in part to the
autonomy under which OPC operated prior to reorganiza-
tion. To a lesser extent it is also due to security
restraints and to the over-emphasis in some parts of
the agency on compartmentalization of information.
While this tendency to over-compartmentalize has
been remedied in part,, the vestiges of it persist.
Fortunately, there are evidences that these barriers
are being broken down by means of an agency-wide train-
ing program, by increased personnel rotation, and by the
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establishment of a career service. But nevertheless
the problem continues to be an aggravating one; here
there is work to be done,
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