SUPPORT ACTIVITIES OF CIA - COLONEL WHITE (LECTURE IN OSR COURSE - 7 DECEMBER 1960)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04836A000100060014-0
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 4
• Document Creation Date: December 9, 2016
• Document Release Date: March 22, 2001
• Sequence Number: 14
• Publication Date: December 7, 1960
• Content Type: NOTES

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Support Activities of CIA - Colonel White (Lecture in CSR Course -
7 December 1960)
Note: The following notes on this lecture have not been edited by
the speaker.
I. Generalities regarding the DD/S
A. Differences from DD/I and DD/P
1. The DD/S is not a well-rounded or integrated unit, but
is made up of functional units. The modus operandi is colored by
the DCI who does not like to sign papers or to move through channels.
The DCI runs CIA through morning meetings with Deputy Directors. The
,DD/S is represented at these meetings and there is no "General Staff"
superimposed over the DD/S.
2. The DD/S is composed of people who have both staff and
command responsibilities. The directors within the DD/S are also
the DCI's staff officers.
3. Personnel from DD/S offices are assigned throughout the
world as needed - not just in Headquarters.
B. DD/S Objectives
1. We have tried to change the support attitude from negative
to positive. That is, DD/S personnel should not be a group which is
primarily regarded as telling others what they cannot do. Progress
has been made in changing the attitude of DD/S personnel and making
them more responsive and flexible.
2. A concentrated effort is being made to provide wider exper-
ience for senior personnel in the DD/S, at the very least, to have
experience not only in DD/S in Headquarters, but in DD/P at Head-
quarters and in overseas positions. Eighty per cent of key senior
people have had such experience.
3? Regulations are no good unless there is confidence betweer
support personnel and those they are supporting - a common language
and understanding is required.
4+. DD/S is happy if support personnel are requested to stay
on in overseas assignments and will concur unless there is an over-
riding requirement for that person to return to Headquarters. Long-
er tours are excellent.
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II. Problems Facing the Agency in the Support Field
A. There is greater attention and pressure on the Agency with
respect to manpower planning.
1. The Bureau of the Budget and Congress continually pres-
sure us to cut personnel. Congress seldom questions the number
of personnel in the field, but does not understand why such a
big Headquarters staff is required.
2. There is little appreciation for Agency CA activity
and problems which take up such a large part of our effort and
money. This is particularly true in the propaganda field.
Congress and the Bureau of the Budget feel that, if ICA and
USIS budgets are cut, the CIA budget should be cut as well.
3. The Agency objective in this case is to do the job
with fewer people - to become more efficient.
a. We are not bringing many people into the Agency.
(By the same token we are losing comparatively few.) Most
personnel are being brought in through the JOT program.
Anyone else, with the exception of specialists, must com-
pete with the JOT entrance requirements.
b. Promotions are highly competitive. There are no
more automatic promotions.
4+. Our budget is big - it goes up every year, especially
in the CA field. CA projects are becoming more expensive.
5. There is also greater pressure to secure intelligence
by scientific and technical,means, (a move which the Director
supports strongly) but while this is very worthwhile, it is
also very expensive.
6. It is generally harder to get money. The Bureau of
the Budget scrutinizes our budget much more closely and more
effectively, from their standpoint, since each year they learn
a little more about us.
7. Each employee must take more of a personal interest
in the money spent.
B. There must be a greater effort to cut red tape and to simplify
our methods of operating.
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1. We are paying the price of bigness. We need some
regulations for day-to-day guidance, but we have too many and
many need revising.
2. The Support Procedures Committee has as its purpose
finding ways of saving money wherever possible. Individual
ideas and suggestions are welcomed.
C. Management within the Agency
1. The Agency has matured greatly. People are willing to
discuss failures, admit errors, and start on something else.
However, we do not have enough good managers. If an employee
has his eye on a bigger job, he should get some management
training.
2. The recent Management Course for senior personnel
has helped develop some advocates of the importance of manage-
ment training. Management cannot be learned without training.
III. New Building
The building is 65 per cent completed. We expect to start moving in
around 1 August 1961. There is pressure on the Agency to get out of "M"
and "Q" buildings due to the construction schedule for approaches to the
new Roosevelt Bridge. The DD/I will move in first. We hope to have all
who are scheduled to move into the building settled by the first of 1962.
IV. President's Directive Concerning Dependents Overseas
A. We would be foolish to believe that this decision will not
severely affect us and we must take a positive approach in response.
B. We will have to Conform to whatever the cover organizations
do overseas. They will certainly put pressure on us to cut down in
proportion. There may be some exceptions, but we will still have to
take our share. There is much doubt that the new administration will
reverse this decision. This move may certainly separate the real
careerists from the rest.
V. Questions and Answers (of special significance)
Question: If the Director feels we are too large, where does he
think we should cutback?
Answer: The Director has not said where. I believe we have
squeezed a lot of water out of the Agency. The Director
says we can do the job with fewer people and perhaps the
new building, for example, may help us to be more effic-
ient.
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Question: What is the function of the Management Staff in the
DD/P area?
Answer: The staff has a management analysis function plus
responsibility for records in this field and Incentive
Awards. I am not satisfied with the functions of this
staff and am trying to decide now what they should be.
We cannot have a high-powered, heavy-handed staff since
personnel resist the IG approach. I would like to see
the staff operating in an atmosphere of true support
where it is available to help when required.
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