PERSONNEL REDUCTION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80M00165A002900010039-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 11
• Document Creation Date: December 19, 2016
• Document Release Date: November 29, 2005
• Sequence Number: 39
• Publication Date: December 14, 1972
• Content Type: MF

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I ME MEMORANDUM FOR: Deputy Director for Intelligence
Deputy Director for Plans
Deputy Director for Science and Technology
Deputy Director for Support
-i-7 5
Ex-3cutive Ra_ ,uutxy
SUBJECT; Personnel Reduction
1. The Agency has been instructed to reduce its staff strength
positions from our present ceiling by 30 June 1974.
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2. Last Spring, at the time of the FY 1974 program review, each
Deputy was asked to identify where he would make a cut
from the numbers then under consideration. Each pro uce a cut list,
although not all of them me:t the five percent criteria; in some cases,
the reductions offered were highly infeasible.
3. We must now again re-evaluate our staffing situation. The
Agency is already committed to the position that a cut can be made
without causing a political flap, any serious disruption of our work,
or affect on the viability of this Agency. Our job is to prove these
contentions.
4. I think the best way of attacking the problem is by asking each
of you to resubmit your thoughts as to where reductions might be made.
I hope you will consider both your own areas and also those activities
which cut across the Directorate lines.
S. In order to stay way from quotas, I ask that each of you make
a real effort to provide answers to the questions on the first sheet of
this package. Attached is a first set of questions which each
Directorate is asked to address. In addition, there are. attached
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questions designed to direct your attention to specific, areas In your
organizations which seem to me to need review. You may or may not
agree with my choices, but I ask that you look at these matters.
6. This is an important exercise. The decisions finally made on
personnel will also affect the dollar changes we have to make both
this year and next. Some of these decisions could also change the way
we. go about our business. I would like to have your replies by close
of business 22 December.
W. E. Colby
Executive Director-Comptroller
Attachments:
Personnel Reduction Exercise - Questions for all Directorates
Individual Directorate Matters
Distribution:
1-.- Each Addressee
~- ExDir
1-ER
1 - ELS Chrono
1 - PPB Subject
. O/PPB/
1 - each Group Chief
1 - each Staff Chief
1 - C/BMS
1 - SA /D /PPB
pjg (13
Dec 72)
2
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Attachment I
Questions to be addressed b each Directorate
1. Which activities warrant reduction or termination because
of low priority or low productivity? Describe why; staff positions
to be saved; the time period necessary to make the reduction; and
any issues which need resolution before the reduction can take place.
2. What personnel savings could be accomplished by
reorganizations and consolidation of activities? Describe how;
staff positions to be saved; the time period necessary to make the
savings; and any issues which need resolution before the reductions
can take place.
3. What personnel savings could be accomplished by additional
capital investment (mechanization) or other management improvements?
Describe how; staff positions to be saved; the time period and
additional funds necessary to make the reductions; and any issues
which need resolution before the reductions can take place.
4. Based on your own estimates of attrition, estimate your
year end on-duty strength for FY 73 and FY 74 by office. Describe
any area where personnel savings could be made without a serious
loss of effectiveness by a freeze or slowdown on recruiting.
5. All questions should be addressed as applying to the period
from 31 December 1972 to 30 June 1974.
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Personnel Reduction Exercise
Intelligence Directorate Matters
1. Will automation of the FBIS daily report save positions?
If so, how soon can this be accomplished?
2. Could FBIS translation services be trimmed? How much?
3. Could OBGI make personnel savings in the NIS division
without materially affecting the product?
4. CRS is operating understrength. Could the vacant
positions be given up?
5. Can OCI be trimmed without affecting quality?
6. Can IRS take a small reduction?
7. Could O/DDI give up some of its vacancies?
8. Is there a potential saving from a reorganization of the way
we provide policy support to the White House, e. g. , by a new relation-
ship between the Board of National Estimates and the DDI?
9. Could any savings result from the consolidation of in-depth
political analysis presently conducted in OBGI, OCI, FBIS and BNE,
separating out a truly current reporting and editorial staff?
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Attachment 2
Personnel Reduction Exercise
Plans Directorate Matters
1. Can the senior staffs (CA, CI, r'I) be reorganized into one
operations staff to reduce layering? Would savings result?
2. Can Ops sup port services throughout the Plans Directorate
Ops support staff to reduce ayering? Would savings result?
3.' Could some support functions be shifted back to the Support
Directorate? Would savings to the Agency result?
5. Could the
facility be closed?.
6. Could the numbers of clandestine officers in Headquarters
be redu ced?
7. Does SB Division need a CI staff?
8. Are CA officers required in regional divisions?
9. Are files and registry activities organized as efficiently as
possible? Are there machine methods available for improving
production in these areas?
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11. Should any portion of j
be reorganized into a single
l e curtailed?
12. What can be done to reduce the personnel in Vietnam and
Laos ?
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14. Do we need a
What size?
contingency capability? If so,
program be reduced?
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17. Is there a better way of managing support to field stations?
Will machinery help?
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19. Should we merge
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21. Are savings possible from a rearrangement of IWOG,
CSDO, OpCenter and Cable Sec's responsibilities and relationships?
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Attachment 2
Personnel Reduction 'Exercise
acie:nce and Tecianolo;y Directorate Matters
1. The rogran is being addressed separately.
2. If CIA participation in thel rogram were 25X1
terminated in FY 74, a logical consequence would be the merger
of OSA's remaining functions in OSF. If this. should occur, how
many positions would be saved?
3., Can~SIGINT stall positions In the DD/S&T office be
eliminated? What would be the loss?
4.. Is a separate ommunicationa organization still
necessary? Could some positions be saved by moving this function
to the Office of Communications?
5. Can the immediate staff of the Director of ORD be reduced
without substantial lose? Can Executive Officer and other front
office staff positions be eliminated throughout the Directorate without
serious impact? Could the total operation of the Contract Information
System be absorbed by CGS? Despite the acknowledged priority of
the SFS activity, are the front office staffs as lean as possible?
Is the special assistant position in QSP required?
6.. The is in for additional, positions. These are
justified on Mae basis a current under-manning and projections of
ever-increasing comma load. In the first instance, the as been
able to function for at least two years with help from FMSAC personnel
in stress situations... In the second instance, there is a disturbing
implication that=and other pre-processing steps taken at
will increase commo requirements (the inference being that on-site
automation to relieve manual redundancy in data processing will
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Please re-examine the role of the 25X1
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once nlore in terms of joint manning by FM,SAC personnel, rationale
for the requested increase in light of apparently efficient operations
to date with current Staff, and comment on projected trends in
-manpower and equipment for this activity.
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B. Can the projected personnel saving in e advanced 25X1
into FY 74 or even FY 73? (How many of the projected positions 25X1
to be saved are required to bolster the Operations Division? an
some programmer slots be converted to operations?)
9.. Can positions be saved in the
transfer to other agencies?
program by 25X1
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Attachment 2
Personnel Reduction Exercise
3 ~ qy Di rectorate Matters
1. Can we find ways of maintaining security with fewer people?
Would mechanization help?
2. Do we need all the supervisory positions in the Office of
Security?
3. Can't we find a way to guard
positions?
without using staff
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4. Can the Training staff be reduced?
5. Can the Logistics staff be reduced? Would new techniques
help?
6. Can we speed up the eventual planned personnel saving in
the Office of Communications? If so, how?
7. Can we do anything to cut down or control the Commo
workload?
9. Should we recentralize Support functions? Would it
result in a savings?
11. Can we get greater other a gen.cy contributions to the ACM
training program?
12. Could we consolidate courier systems, comm unications
systems, security systems?
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13. Gould the Office of Finance do with less superstructure?
Could some finance divisions be consolidated? Are mechanical
aids being used to maximum advantage ?
14. Would a purge of inventory lessen the need for Logistics
personnel?
15. Could we phase
16. Should we consolidate
save personnel?
17. Can we save any positions in the Cable Secretariat? .
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19. Should we merge OC/SPD with Staff D?
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REPLACES FORM 10.101
WHICH MAY BE USED.
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