PROPOSED REVISIONS TO(Sanitized)ORGANIZATION - OFFICE OF LOGISTICS, AND(Sanitized)ORGANIZATION - OFFICE OF PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04995A000100020009-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 9, 2016
• Document Release Date: August 27, 2001
• Sequence Number: 9
• Publication Date: March 1, 1967
• Content Type: MEMO

Approved For Reap 2001 PETRDP78-04995A0 1( 2( -19637
MEMORANDUM FOR : Director of Logistics
Proposed Revisions to HR ~ Organization 25X1A
Office of Logistics, and HR = Organization -
Office of Personnel
REFERENCE : Your Memo, Same Subject, dated 24 January 1967
25X1A 1. We have studied the revisions which you have proposed to HR_
and HR ~nd are returning the reference without cur concurrence for the
reasons set forth below.
2. As proposed, the regulatory changes would result in the transfer to
the Office of Personnel of the entire responsibility for the movement of
Agency personnel and their household effects, including, responsibility for
providing technical and staff guidance.
a. Such a change in the mission statements in the Office of
Personnel and the Office of Logistics represents a fundamental change
in the Central Processing concept. From its beginning, the Central
Processing Branch represented an inter-office support function. which
was placed in the Office of Personnel merely as a convenient place to
administer this Branch, and we are not aware of any change in policy
that affects the Central Processing concept. We might add that the
movement of personnel and household effects is a Logistics function,
not compatible in nature with the Personnel function, and that the pro-
posed change of responsibility is no more logical than a transfer of the
Finance responsibilities from the Office of Finance to the Office of
Personnel because Finance Officers assigned to CPB are performing
routine Finance functions.
b. Paragraph 2 of your memorandum states that the proposed
revisions result from the transfer of responsibilities for technical
guidance on travel arrangements for Agency personnel, including the
shipment and storage of household effects, from the Office of Logistics
to the Office of Personnel. This is contrary to the first alternative
stated in paragraph 3 of Attachment A with which we agreed. Note that
paragraph 2 of that memorandum spoke of traveler eprocessing activities,
not staff and technical functions.
3. Experience since the transfer of the Personal Property Section to
the Central Processing Branch demonstrates quite clearly that we did not
perceive fully the nature of that Section's work and the manpower require-
ments associated with it. Our reviews of the Section's workload have led to
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the conclusion that additional strength for this Section as well as for other
units in the Central Processing Branch is needed, and an appropriate request
has been submitted to the Deputy Director for Support.
4. Experience has also shown that the Chief, Personal Property Section
has been required to assume greater and more varied responsibilities than
previously required of him when this Section was part of the Passenger Move-
ment Branch in the Office of Logistics and which are beyond the scope of
responsibility we understood we were to assume when that Section was trans-
ferred to the Office of Personnel. This situation is becoming increasingly
serious and unless a more accurate delineation of the Section's responsibility
is made, the Central Processing Branch and the Personal Property Section
will soon be unable to fulfill commitments. For this reason, we must examine
our respective responsibilities with respect to the travel function and the
specific duties to be performed by your careerists in the Central Processing
Branch. In this connection, I invite your attention to Attachment B which you
sent to us in March 1965. This attachment outlines the various functions
performed by the Office of the Chief, Passenger Movement Branch, an office
consisting of a CS-13, OS-12, CS-11, and a CS-5. These duties and this staff
were assigned, presurrbly, to activities over and above those performed in
the Personal Property Section. I understand further that the Planning and
Control Staff of the old Transportation Division also contributed staff advice
and guidance on various aspects of the transportation function as it pertained
to the movement of personnel and household effects. Remembering that all we
agreed to was a transfer of the Personal Property Section and its specific
functions, we feel it too much to ask this small unit and the remainder of the
travel section in the Central Processing Branch to assume all respone ibilitiesa
associated with the movement of personnel and household effects. We must
insist on the continuation of "back-up" by the central Office of Logistics on
various professional, procedural, and substantive matters that relate to the
specific duties assigned to our personnel in the travel unit and the Personal
Property Section and retention by the Office of Logistics of other staff
responsibilities associated with the travel function in CIA. Such would include
many of the more senior responsibilities described in Attachment B.
Alternatively we would have to request the transfer of additional ceiling and
higher grades in order for the Central Processing Branch to be assigned all
of the responsibility, as you have proposed, associated with the movement of
personnel and household effects.
5. In view of our Increasing concern about the workload and other
responsibilities ;tf your Logistics careerists in the Central Processing Branch
and my own belief that there is some confusion as to the purpose and nature of
SECRET
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the transfer of the Personal Property Section to the Central Processing
Branch, I believe it to be in our mutual interest to meet and to agree upon a
delineation of functions and responsibilities as they specifically relate to the
duties being performed by your careerists in the Central Processing Branch.
/sL Emmett D, Echols
Emmett D. Echols
Director of Personnel
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