FUTURE PROGRAM AND ORGANIZATION OF THE INSPECTION STAFF

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80M00165A002900220031-6
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 6
• Document Creation Date: December 15, 2016
• Document Release Date: June 30, 2004
• Sequence Number: 31
• Publication Date: July 14, 1975
• Content Type: MF

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JUL 1975
4
GFNERA1
MEMORANDUM FOR: Director of Central Intelligence
SUBJECT : Future Program and Organization
of the Inspection Staff
1. To carry out Recommendations 5, 9 and 1Z of the report
of the Rockefeller Commission changes will be required in both
the activities and staffing of the Office of the Inspector Oreneral.
The impact will be almost entirely on the Inspection Staff. The key
recommendations are summarized briefly below:
a. There is a stated requirement for more frequent
Inspector General reviews of the Agency, especially for
periodic reviews of all offices within the United States.
b. There is a stated requirement that the Inspector
General be the focal point for reports and investigation
of improper activities.
c. There is a stated requirement that the Inspector
General provide reports to both NSC and the expanded
PFIAB (presumably the Executive Oversight Body).
d. To carry out the above there is a stated
requirement for a larger staff, and for highly qualified
personnel from both inside and outside the Agency.
2. Assumptions made in the preparation of this paper are.
a. The Inspection Staff will continue to handle
employee grievance cases, as well as investigating
reports of misfeasance, malfeasance, nonfeasance and
conflicts of interest. It will retain its role of surveying
and evaluating problem areas.
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b. The functions of the CIA Director of Equal
Employment Opportunity will be established in a separate
administrative element, no longer a part of the Inspection
Staff.
c. The size of the inspection Staff must ensure a
capability of handling on-going grievance cases and
investigations at the same time that an inspection program
is being conducted in the field and at headquarters.
Inspections
. 3. The new inspection program will not equate with the
former program of comprehensive surveys of components. Instead
of in-depth reviews of all aspects of a component, the emphasis will
be that of a special focus on compliance with directives and with
legal and policy constraints. The frequency of inspections will vary
between components, those with the most sensitive responsibilities
being reviewed at the most frequent intervals.
4. The Rockefeller Commission also recommended that the
Inspector General make an evaluation of "effectiveness of ...
program in implementing policy objectives.'' This does not require
a reinstitution of the in-depth reviews of the past. Following the
reorganization of the inspection program in 1973 the Inspection Staff
retained a responsibility for conducting studies of special subject
matter, and has engaged in limited work along this line. Although
time to engage in this activity has been largely pre-empted for the
present by the demands of external investigations, the basic
authorization has been retained and would be inco:rpo rated into the
new inspection format on a highly selective basis. Care will be
taken to coordinate with the Audit Staff, with its "program audit,
in the selection of subject matter to be reviewed.
5. The new inspections, as now envisioned, would be designed
to move quickly through a number of predetermined subjects in the
components under review, the result to be reflected in concise
reports. The time saved through this sharper focus and stream-lined
mode is expected to make possible the more frequent reviews proposed
in the Rockefeller Commission recommendations.
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Focal Point for Reporting Improper Activities
6. For the past two years the Inspector General has served
as a focal point for handling reports of activities inconsistent with
the Agency?s charter. For the most part this has been more in
the nature of an administrative review than an investigative
function, although there has been some independent investigation
of individual situations. This is clue largely to the volume of work,
arising from assembly of information for the external investigations
and the short time frame associated with needed responses. When
this is past, the record should be fairly clear as to past activities,
and a more normal situation should make an established investigation
and inspection procedure adequate for the purpose. The role of the
Inspector General as a continued focal point for reports of improprieties
need only be formalized by regulation. Of course, in investigating such
reports, as in the conduct of its program of inspections, the
representatives of the Inspector General "should be given complete
access to all information in the CIA relevant to his reviews, " subject
only to specific written exemptions by the DCI.
External Reporting
7. The requirement that the Inspector General should have
the authority to consult with PFIAB after notifying the Director,
is unique. The apparent purpose of the recommendation is to
strengthen the Inspector General in the attention given his
recommendations. In principle, however, the Inspector General
is an instrument of internal control, and in principle it should be
the Director or his instructed representatives who deal with
external bodies such as PFIAB. While it is difficult to envision at
this time the sort of issue that the Inspector General might feel
constrained to take outside the Agency, implementation of the
recommendation will require that the procedures to he followed
should be worked out between the DCI and Inspector General on one
hand, and then between the DCI and PFIAB. This may require an
amendment in the regulations.
8. Procedures for the Inspector General to take the initiative
in reporting to PFIAB on issues he deems important are matched by
the initiatives of the NSC and PFIAB implicit in the receipt by them
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of inspection reports. The requirements to report to PFIAB and INI C
will expose procedures of internal accountability to external authorities.
It will require a new type of record-keeping and documentation than
was employed in the past. In the past the final report spoke for itself,
with only a limited holding of administrative papers being retained.
.In the future, greater care will be required in preparation of
memoranda for the record, and in the selection of records to be held
for possible external review. This may prove to have as much of an
inhibiting influence as it is intended to reinforce the impact of internal
control and review. The details of how this is carried out will requir. e
careful consideration.
Manpower and Staffing
9. In addition to the Inspector General and. his Deputy (both
of whom are co-located with the Inspection Staff, the latter also
serving as Chief of the Inspection Staff), it is felt there should be
ten inspectors on the staff. This is to be contrasted with the former
Inspection Staff, which had as many as fourteen inspectors assigned
to it. The former staff conducted more detailed surveys of components
than is now anticipated, which leads us to estimate that a smaller staff
can handle the accelerated program; if experience proves that it cannot
we will again ask for additional personnel. In addition to the secretaries
of the Inspector General and his Deputy, it is felt that there should be
a minimum of three secretaries, and possibly four, to handle the
support of the ten inspectors, and one clerk assigned to the registry
and files of the office in general.
10. For purposes of continuity it is felt that there should be a
.small cadre of inspectors who are members of the E Career Service,
who would provide continuity for the office, the remaining inspectors
to be on rotation tours of duty of a minimum of two years and a
maximum of four years. They would be chosen from the four
Directorates and from outside the CIA. As a r>nz.-iie great care should
be exercised in the selection of inspectors, usually by nomination
from the four Directorates and by agreement ofi the Inspector General
and the Director. Maturity and broad experience are essential
considerations for this work, as a great variety of subject matter is
the rule. The ability to judge issues from a s.emor point of view are
fundamental to the work. To meet the objective of such staffing, we
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believe that the staff should be comprised of officers in the grade of
GS- 15 to GS -17 .
11. The problem of obtaining highly qualified personnel from
outside the Agency "with ability to understand the various branches
of the Agency, " is not insurmountable. The Office of the Inspector
General has had some experience with consultants in both audit and
procurement fields, and presumably similar assistance is available
in selected management areas. There are senior officers in the
Government who have served with CIA in the past, who have various
levels of understanding of its activities; on a selective basis they may
be requested on detail from time to time. In certain scientific and
technological work there are disciplines that could be obtained on a
contract basis, in consultation with those elements of the Agency
best able to judge the skills and technical qualifications of the
individual desired.
There should be a new program with periodic and more
frequent investigations of Agency components, emphasizing
considerations of compliance with, however, a 1. ghly selective
feature of reviewing special problem areas anil subjects. This
will include unscheduled and uncoordinated spot. checks where
information suggests that such inquiries are desirable.
The Inspector General will serve as a focal point in the
Agency for handling reports of improper activities and investi-
gating them.
Careful study should be undertaken in the formulation of
policy and procedures for handling reporting to external authorities.
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The Inspection Staff, in conjunction with the Office of the
Inspector General should be staffed initially as follows: the
Inspector General and his secretary; the Deputy Inspector General
and his secretary; ten inspectors; three secretaries and one registry/
file clerk, with possibly additional personnel if experience with the
new work requirements makes it seem necessary.
25X1
Donald F. Chamberlain
Inspector General
Distribution:
Orig. and 1 Addressee
1 SDB Chrono
1 IG Chrono
1 - IG Subje
0/10 /SDBreckinridge:pa
(14 Jul 75)
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