RESPONSIBILITIES OF THE EXECUTIVE DIRECTOR-COMPTROLLER

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80M01048A001500060006-6
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 24
• Document Creation Date: December 23, 2016
• Document Release Date: December 28, 2012
• Sequence Number: 6
• Publication Date: July 3, 1965
• Content Type: MF

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3 July 1965
SUBJECT Responsibilities of the Executive Director-
Comptroller
Attached are (1) a summary of the Executive Director-
Comptroller responsibilities that I did for briefing Admiral Raborn
and Mr. Helms and (2) some specific notes and recommendations
for you personally which I have been dictating. I have not completed
this "notebook" and intend to do so at the earliest possible date
upon my return from Providence toward the end of this week. By
that time perhaps you will have had a chance to read this and we
can discuss them further.
Lyman B. Kirkpatrick
Executive Director
STAT
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C~'J U~ ~u J ia~
1. Responsibilities.
Implementation of policies and DCI decisions.
Control of Agency resources- -manpower and money.
General supervision of Agency activities.
Execution of inter-Directorate agreements.
Act for and on behalf of DDCI and DCI.
2. Specific Activities.
Supervision of: Cable Secretariat
Historical Staff
Executive Registry
Protocol Officer
Office of Budget, Program Analysis
and Manpower
Fine Arts Commission
3. Budget, Program Analysis and Manpower.
Preparation of Annual Budget, Forecast and 5-Year Program.
Allocation of money and manpower resources of Agency--
requests for T/O increases, organizational changes and
new funds.
Exchanges and agreements with other departments (SWITCHBACK).
Approval of projects above $100, 000.
Periodic unit reviews and briefings.
Chairmanship and direction of Financial Policy & Budget Committee.
Daily meetings with Mr. Clarke, D/BPAM.
Sign-off on senior officer vouchers.
4. Executive Director Activities.
Review and approval on behalf of DDCI/DCI:
Supergrade promotions;
Chief of Station appointments;
Senior position appointments;
Organizational changes;
Pending security cases;
General security problems.
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4. Executive Director Activities (con't).
Training:
Particular attention to training--the old 5% rule.
Midcareer Course.
Executive Management Course.
Talks to war colleges.
Misc. OTR talks.
Personnel:
Approval of incoming personnel for over T/O.
Review of weekly appointments.
Review of monthly separations.
Out placement progress.
Retirement--early and otherwise.
100 Universities Program.
Public Relations:
General guidance and supervision of Mr. Chretien:
Requirement to report all press contacts.
Businessmen's groups; Presidents' orders.
Policy Review:
Regulatory system.
Examples: overtime, summer employment.
DCI-DDCI Actions and Correspondence:
creening of incoming material.
Congressional: journal, briefings.
Act for DCI and DDCI.
Action Memoranda
Executive Memoranda
Briefings of other government agencies.
Review of Inspector General reports.
Honor and incentive awards ceremonies.
President's Foreign Intelligence Advisory Board:
Meetings.
All records.
Focal point for dealings.
Recommendations: actions and implementation:-
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I would not presume at this writing to tell you that I feel that
I have yet completely evolved my role as Comptroller of the Agency
into the way that I think it should ideally be handled. I do think it
important, however, to give you a brief background on how the respon-
sibility was assigned to me because it underlines the philosophy on
which I was operating, a philosophy which Admiral Raborn reconfirmed
in my early briefing of him. This was originally stated by Mr. McCone
when he came in as being a desire to get the money and manpower of
the Agency tightly centralized under a comptroller, and he used the
analogy of business. He also on several occasions noted the necessity
for the DCI to have direct control over these assets and to maintain a
flexibility in regard to their use. I have discussed the growth of BPAM
and the re centralization with Dick, and he endorses the direction in
which we are moving.
As I see the major responsibilities of the Comptroller, they
are as follows:
1. To control the allocation of the money and manpower
of the Agency under the policy direction of the DCI and DDCI so as
to get the greatest results from our efforts.
2. To maintain a consistent review and analysis of all
programs, projects and offices to insure that we are evolving with
varying priorities and requirements, dropping lower priority tasks to
take on higher priority tasks. I have viewed the O/BPAM and most
particularly its Program Analysis Staff and Manpower Control Staff
as being only two of several contributors to this effort. I have looked
to such other organizations as the Office of Personnel and the
Inspector General to make contributions to this regard, and have
urged John Clarke to develop a Systems Analysis Staff which would
look more at methodology than at substance to insure that we are
always the most aggressive and modern organization in the Government
3. I have also considered it a very basic responsibility
to keep a flexibility in regard to both manpower and money so that I
could always respond when urgent needs arose requiring emergency
allocation of either money or manpower. In this regard it was, of
course, necessary to move back away from a competitive atmosphere
between the Directorates as to what percentage of the Agency's assets
they should require. I think we have succeeded in doing this, and
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while the FPBC does have an overview of the total assets I think it is
now accepted that the Executive Director-Comptroller is in a position
to make a final decision without having to fight it out each time with
the representative Deputy Directors. Therefore, you will find that
we have a cushion in regard to both manpower ceilings and to the money
available for reprograming in the Agency. You will also find the
rather interesting aspect that the pressures from the Directorates,
despite their occasional vocal complaints about the tightness of ceiling,
have been rather minimal.
You will recall that I was criticized by the DDP for not using
the FPBC as a sounding board and allowing them to be aware of the
type of action memorandum that might be forthcoming. I think this was
a valid criticism and I think that since we have been using FPBC for
that purpose life has been easier for all concerned.
I have tried to make it a regular practice to have a short daily
meeting with John Clarke on Comptroller and BPAM matters and
believe that this is valuable.
I did not succeed in establishing a regular program of office
and unit briefings for myself but my objective was to at least once a
year get a thorough and complete briefing on each Agency element.
If it is attempted at the time of budget review, I think you will find
that it is not as valuable and that you will not be able to take the time
to do it.
I also tried to have at least a monthly meeting with the BPAM
professionals, mainly in the nature of keeping them advised of my
thinking and affording them an opportunity to express views which
might assist in improving the work.
I left the liaison with the BOB primarily to BPAM with an
injunction to the Director of BPAM to keep me thoroughly informed
of all developments and I participated in the meetings only when major
issues or elements were involved.
I pushed BPAM to keep very much on top of relations with the
House Appropriations and Senate Appropriations Committees,
particularly the former. The Legislative Counsel has always had a
slightly jaundiced eye in this area, but I have never really been fully
satisfied that our liaison with that committee is as good as it should be.
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I have had BPAM send me a weekly report on the status of
actions in that office. This served two purposes. It gave me a weekly
review of what they were doing; it stimulated them to move more
quickly on projects and programs on which they were preparing
recommendations.
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Since the creation of the position of Executive Director in March
of 1962, I have tried several different experiments in the organization
and functioning of the DCIts office. I initially tried holding a daily staff
meeting with the staff men in the DCIts office. I originally included all
of the staff men including etc.
It was objected to on the basis that this inhibited discussion of highly
sensitive matters. It ended up with basically no real discussion of what
was going on in the immediate offices of the DCI and DDCI, so I cut the
size of the group to only the Executive Assistant to the DCI, DDCI, and
assistants to the Executive Director. This effort also failed because
the Executive Assistants to the DCI and DDCI seldom came to the
meetings so I stopped having these.
Also, originally the calendars of the DCI and DDCI were circulated
so that the three senior officers would know what each was doing. We
also used to have the daily schedules of the senior officers reported
for circulation. Both of these efforts were dropped. I think you should
know who the DCI and DDCI are seeing, except for personal or highly
sensitive appointments, and I would urge that some method be worked
out.
We developed a daily correspondence journal and a daily log of
correspondence. I think this has been successful and is useful, but
perhaps it can be done better than it is.
We produced a notice on the organization of the Director's office
explaining how to make appointments with the top officers of the Agency
and how to send papers to them. It emphasized the desire to have the
papers left at the Executive Registry for processing. I have heard from
lower levels that this was a very useful notice, but I would note that
there is still a terrible tendency to hand carry papers which defeats
the purpose of the Executive Registry. While the secretaries and
assistants have generally been quite good in eventually getting papers
to ER, it can only be at its most effective if there is an iron discipline
in sending papers through it. It may take the loss of a major, highly
sensitive paper to acquire this discipline, and I think that is a high
price to pay for it. But I commend to your attention the dangerous
practice of hand carrying papers directly to any of the three offices,
none of which log them. I would regret to see the three offices each
starting a log, because I think this is highly wasteful.
STAT
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Another area where I have maintained continual interest is in
the field of congressional relations. You will recall that for a
considerable period the Legislative Counsel reported directly to me
although remaining part of the General Counsel's staff. I believe that
you should continue to exert influence on the work of our Legislative
Counsel staff because I have never been satisfied with the initiative and
drive of that organization. As comptroller you will of course want to
develop and maintain close relations with both the staff and members
of the Appropriations Committees. And I would urge that you continue
having BPAM keep in close touch with these staffs while keeping the
Legislative Counsel's office informed.
If you examine the history of our congressional relations, and
particularly that of the last session of Congress, you will find that we
were several times surprised by developments on the Hill about which
we should have been informed, and you will remember McCone's
r on such thin
Since that time we have beefed up the Legislative Counsel's staff and
Houston and Warner and I have been discussing relieving John of his
responsibilities as Legislative Counsel so that he can devote full time
to those as Deputy General Counsel and naming a new Legislative
Counsel. Our understanding at the moment is that we will watch the
STAT work of through this session and if we
feel one of them has developed the maturity and background for the job
to promote them to it. We also are looking for another addition to the
staff, which I would endorse.
STAT
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STAT
PUBLIC RELATIONS
public relations program and that and Chretien reported to a
degree to me, especially the latter. Of course, the CIA public relations
man should report primarily to the DCI and secondarily to the DDCI, as
they are the "public" figures in the Agency. In this connection Dick may
As you know, I have always maintained considerable interest in our
wish to take more of the load in giving advice and guidance to
but I think that there should be a clear understanding between
you on this. There is need for considerable immediate decision making
in this regard which often exceeds the capacity of the public relations
office, and this will be even more true with new in the Agency.
More important, however, is the fact that our public relations
should not be passive, and that we should be aggressive in helping to
develop the Agency's image. The Agency is composed of human beings
and a large part of our activities are identical to those in other
Government departments and agencies. Therefore, part of our public
relations is insuring that we don't get clandestine about non-clandestine
activities. The FBI makes great capital on advertising how much
unpaid overtime their people work and how good their internal athletic
teams are. Even if the Agency doesn't want to go this far, I believe
there is a lot we can do in quietly and unobtrusively being friendly to
people who are interested in us. Briefings of businessmen and corporate
groups are very valuable. Our lectures to the war colleges are a
form of public relations. We should entertain local government officials
and high school principals. We don't have to tell them anything
classified, but the very fact that CIA will talk to them about intelligence
as a career and let them inside the Agency building helps the image
tremendously. I believe the Executive Director should continue to
press forward on this effort.
STAT
STAT
STAT
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it can easily raise $15 to $20, 000. You will recall that I suggested
The Educational Aid Fund I consider to be a very important
endeavor on the part of the Agency. I believe it has gotten off to a
good start and I think can provide impetus on the
external fund drive. I am worried about the fund not losing the
momentum it has acquired. I would like to see the fall fund drive
internally given more and better publicity this year as I am sure that
at the last Board meeting--or perhaps it was only to
youngsters received grants and urge that they talk up contributions
among the employees. I think this would be useful if properly phrased.
-that we send letters to all of the employees whose
to the fund. He needs encouragement and some pushing, but I would
urge his continuation in the job. I would also urge continuation of
has done a good job as the Executive Secretary
of assistance and it will serve to keep up his interest in the Agency.
as counsel to the fund. He seems very willing to be
There must be a spark plug to keep this fund going. If you
cannot be that yourself, then I would urge you to find one. It must
be somebody who is willing to take the time to do it and will not let
it slip. Des FitzGerald impressed me with his interest at our
selection meeting and he might make a good successor to me as chair-
man unless you want it. John Bross is another logical candidate, but
I'm not too sure as to whether he would keep the momentum.
In summation, I feel that the fact that the Agency is interested
enough in its employees to develop a scholarship fund is a big
incentive to career service.
STAT
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As you know, I have pretty well relinquished my role in the
Public Service Aid Society and let the Office of Personnel pick up the
ball inasmuch as they are the operating body. They have done a good
job in this regard and I think deserves great credit for
her efforts. On the other hand, the board under lanquished
a bit and allowed the fund to become somewhat self-perpetuating as
well as making one or two wrong decisions.
Naturally, having started this fund I am most interested in
seeing it continued and prospered. I am quite confident that you can
raise $12 to $15, 000 each year from employees contributions without
much effort. On the other hand, I think the brochures put out at the
time of the fund raising have not been particularly useful. It does need
a fatherly hand which will not take very much time, and. that should be
yours. I would urge that once or twice a year you review the activities
of the PSAS and inject adrenalin if necessary.
I feel that PSAS is an exceedingly valuable career incentive and
reflects great credit on the Agency. Please keep it up.
STAT
STAT
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STAT
I know that you have not been too close to Studies in Intelligence,
but I write this item with the hope that you will be an internal foster
parent to it and if invited I will be happy to be an external foster parent.
By way of refreshing your memory as to the background of this quarterly,
you may recall that ten years ago this summer MattBaird, Sherman Kent,
Larry Houston and myself spent a weekend
~aiKing auo~ developing the literature of intelligence and
thinking about an intelligence university. I believe that we have succeeded
remarkably well in the first objective and are gradually progressing
to the second. However, with Sherman Kent approaching retirement
age and with me leaving there is danger that this effort may die because
it takes a strong leader and there are those in the Agency that aren't
to convinced of the wisdom of developing the literature of intelligence.
I am convinced that there is wisdom in it, that it provides
invaluable training assistance, that it records doctrine in a fashion that
cannot be done bureaucratically, and that it is not insecure if properly
handled. Further, I believe that as Studies in Intelligence has become
an increasingly professional journal it has progressively reflected
greater and greater credit on CIA as a professional or anization. My
plea is that you particularly, and hopefully with support, STAT
continue to give the board of this quarterly enthusiastic en orsement. 0
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STAT
STAT
the Historical Intelligence Collection valuable. He is definitely in the
right nitch and I think the Agency is completely justified in supporting
this effort.
Walter needs a home, and over the years he has sought it in my
office as he is not really very compatible with the OCR library. Again,
this is something that I can keep a fatherly eye on from the outside as
it does not take up very much time and, as I have told Walter, I would
like to keep in touch with him on publications regarding intelligence.
From an internal point of view, it is always possible that someone
might decide that its not worth keeping up. I believe the record will
now show that the use made of HIC is considerable and the investment
of about $50, 000 a year is well justified.
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SENIOR STAFF MEETINGS
The history of our senior staff meetings has been a checkered
one and has varied under each Director. There most recent history
was that they started out with McCone chairing them, then Carter, then
myself, and I eventually decided to drop them because I was getting
no support for them and the contributions were difficult to obtain. As
you well know, the chairman of any meeting makes it a success or a
failure.
I think it is regrettable that the Agency does not have some
vehicle for bringing all of the office chiefs together periodically to
talk about Agency matters, and I suspect that Admiral Raborn might
be anxious to restore a form of senior staff meeting. The argument
against them was always that nothing really significant could be
discussed because of the wide disparity in security clearances. I
don't believe this is valid and I would urge that you try and resume them
on a quarterly or monthly basis to discuss Agency-wide problems and
give all of the office chiefs a chance to see Admiral Raborn and
Mr. Helms. I would not resume the meetings unless the DCI and DDCI
willingly endorse them.
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f
Attached is a memorandum to the DDCI on the external lectures
I have been giving and which you may wish to pick up or have somebody
do for you. In addition, there are four internal courses which I also
regularly lecture to. These were the four courses that Matt thought
most important for my time: an opening lecture on the future of intel-
ligence to the Career Service Trainees and generally the same type of
lecture to the Midcareer Course, the Clandestine Services Review
Course, and the Intelligence Review Course.
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3 July 1965
SUBJECT : Lectures at Service Schools
You will recall that during one of our discussions on my
responsibilities I mentioned to you the great importance that I placed
upon the Agency's public image as reflected in the relations with other
departments and agencies. I indicated that I thought the lectures given
to the senior service schools and the Foreign Service Institute were
among the most important done by the Agency and should have the
personal attention of the DCI and yourself to insure that the best pos-
sible presentation is made. You asked if I would give you a memo-
randum on this. Listed below are the ones which I consider most
important.
1. The National War College. At the start of each year
the National War College asks the DCI to speak to a joint meeting of
itself and the Industrial College of the Armed Forces on the role of
intelligence in national security. I consider this important. This is
followed shortly thereafter by the National War College coming out to
the Agency for a full day, the opening lecture of which has usually
been given by myself on the organization and mission of the CIA. I also
consider this to be exceedingly important as it gives us a chance to
clarify many misimpressions possessed by the student body. The rest
of the day consists of lectures from Whoolon. Lundahl and others, and
obviously these should be well presented.
2. The Army, Navy. Air War Colleges and the Armed
Services Staff College invite the DCI to address their national strategy
seminars. Admiral Raborn did so this year to Army and Navy. This
is important for our public image both with the services and with the
external guests that they have coming- to these sessions. In addition,
each year they have asked for my lecture on the organization and
mission of the Agency and I believe that this is good for them and would
recommend that somebody continue to give it.
3. The Senior Seminar of the Foreign Service Institute
also spends a day in the building for a program very similar to that of
the National War College. We generally put our first team on the
program, and I urge that this practice be continued.
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4. The National Interdepartmental Seminar also spends
a day in the building four or five tunas a year, and in view of the broad
Agency representation at that course I consider that our presentations
are important.
Lyman B. Kirkpatrick
Executive Director
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KNOWLEDGE OF WHAT GOES ON
In other parts of this document I have commented to you on
the organization of the Director's Office, etc. In some of these
comments you will find showing through the fact that I did not feel
that I was being kept fully enough informed on what was going on
throughout the Agency. I left the job still feeling this way.
As far as the immediate office of the Director is concerned,
you will have the correspondence journal to keep you informed as well
as the regular flow of papers going to and from the DCI's office.
Among the ways that I attempted to keep informed was by the periodic
organization briefings arranged through BPAM. These still do not
accomplish everything that is desirable and I seriously gave consideration
to resurrecting the old monthly management-type book which, you will
recall, was prepared by the Management Staff under
At that time--in the late '40's--as a Division Chief I often felt that
that particular system of reporting was over-bureaucratized and was
not quite as significant or meaningful as it could be. On the other hand,
I think the Executive Director-Comptroller of the CIA should have a
tighter grasp on the reins of the Agency than exist at the present time.
While you do have control of money and manpower, and therefore a
grip on the jugular vein, you do not have control over what happens after
money or manpower is committed. I speak rather strongly on this
because, while it is undoubtedly improbable that another operation of
the magnitude of the Bay of Pigs would ever progress without your
being aware of what was going on, there are other activities that could
be in progress without your knowledge.
I believe that as DD/S you received regular periodic reports
from some or all of your offices. I received through you regular reports
from the Office of Personnel and some from other Offices. It may be
that you will wish to devise a particular type of regular report to be sent
to you from each component or Office level--I would think most especially
from the DD/I, DD/S&T and the DD/P.
50X1
50X1
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EXECUTIVE DEVELOPMENT
During the past several years as we looked toward recentral-
izing the Agency, you have been aware of my efforts in trying to
develop more of an Agency consciousness as distinct from a Directorate
loyalty. It is perhaps ironic that, basically speaking, the Director
has control over no personnel other than those in his immediate office
and those small components reporting directly to him, e. g. , Cable
Secretariat, BPAM, General Counsel, Inspector General and NIPE.
As I look back over the years and recall some of the many techniques
and devices that we employed to try to make it one Agency, I remember,
in 1953, putting together a notebook of the biographic sketches of senior
Agency officers with the hope that it would be used by the DCI and DDCI
in selection for assignments. It was never so used and eventually was
dropped as a project.
With the same thought in mind in recent years, I had
prepare a paper on executive development. I had extensive discussions
with Matt on how we could better encourage executive development and
career planning. We talked of the creation of an Executive Development
Board. We launched the Midcareer Course with the proviso that each
of those selected for it would be the subject of career planning. We
ended up with a Training Selection Board which is a more effective and
better system for selecting our candidates for the Senior Service Schools
than we ever had before, but is still being nattered by the DD/ P which
alleges that it should have full and final authority without question to
select people for the Senior Service Schools, and that nobody in the
Agency should go behind these selections.
In regard to the DD/ P contention that they should be the final
authority and the supreme control over all of the people in their
Directorate and, in effect, excluding any DCI control therefrom, I
simply direct your attention to the study that we did of what happens
to War College graduates. This study very clearly indicates that we
have not selected the best people to go to the War Colleges, that they
have not been the ones who will rise to the top, and that, basically,
the whole performance is pretty poor. I recognize full well that it is an
instinctive reaction of a unit chief to want to keep his best men on the
job at all times and that he sees no direct production resulting from
losing an employee for a year at a Senior Service School. I also recall
to your attention the five percent rule which we put into effect for the
Agency at one point in an effort to force people into training.
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The whole purpose of this is to urge that you press on as
rapidly as you can against what inevitably will be considerable opposi-
tion toward the creation of an Agency executive development program.
This ultimately should mean that several hundred of the key officers of
the Agency will have Agency career designations instead of Directorate
career designations. I believe that the Agency should worry over the
fact that there are so few across-the-board generalists who are
experienced in all of the Directorates, are capable executives, and
can be moved into key spots or handle emergency situations. This is
very apparent when we start looking for an Agency planner and find that
we have Jack Blake, who served in four Directorates; Howard Osborn,
who served in three or four; who served in two; and we 50X1
are hardpressed to locate the true generalist. We know that all of our
Directorates require specialists, but I would submit that for the top
hundred jobs in the Agency--and this may be a very conservative figure--
generalists, rather than specialists, are preferred. Thus I commend
to your earnest attention the creation of an Executive Development Board.
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As you are probably all too well aware, during my career --
both as Inspector General and Executive Director--I have taken a keen
and aggressive interest in all of the aspects of training in the Agency.
In all honesty this was not a malicious attempt on my part to stick my
nose in your business in DD/S as much as a sincere conviction that, in
addition to the careful selection of people for employment in the Agency,
it is absolutely essential to devote considerable time and attention to
the development of the individual into a highly qualified professional.
In this area I think that training plays the most important role and con-
sequently deserves attention from the very top of the Agency.
I believe that the CIA has been most fortunate over the past
15 years to have had Matthew Baird as its Director of Training. Matt's
stubbornness, while at times trying to his colleagues, nevertheless
reflects bulldog determination to give the Agency the best training
establishment in the Government. He has done this and it reflects great
credit on him personally and on the Agency. With his leaving in January
I worry considerably that the gaality of the training might diminish or
that some of the less statesmanlike individuals in the Agency might try
to dilute the effort. I would like to see the trend go in the opposite
direction--the effort increased and the responsibility of the Office of
Training for supervising and approving all Agency training increased.
The biggest problem of training in CIA is the selection of the
trainees. Unfortunately, we still have supervisors who are not sufficiently
wise enough to realize that training can improve their units, develop
the professionalism of their personnel, and is an absolute necessity.
To a large degree the Directorates still insist upon their sovereignty in
selecting the trainees and resent any interference in this effort. I hope
you will give the strongest of support to the Director of Training in
refusing to accept ungialified candidates for training and in keeping the
pressure on the Directorates to nominate only their top people.
As you also know, another problem with the training program
is to get the best of the Directorates for tours of duty in the Office of
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Training as instructors. I hope that you will leave no question in the
minds of the Directorates but that they must put their very best people
in these jobs. The intelligent ones will welcome such assignments as
refreshing sabbaticals and a chance to reflect and better equip them-
selves for future assignments.
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The evolution of the Executive Dining Room, while perhaps
a minor administrative matter, has nevertheless been, to my mind,
an important factor in the development of the Agency and particularly
in the efforts that I have made to try and make it one Agency rather
than an association of three or four Directorates. This philosophy
was behind my strong interest in redecorating the Executive Dining
Room, just as we did the Director's outside suite, and I believe that
every cent spent on the Dining Room has been repaid in the use made
of it. I have always believed that if a unit had a good mess, it would
have good morale. I operated on the philosophy that if we made the
Dining Room an attractive place to eat where the food was unusually
good and the service good, more and more of our senior officers
would use it rather than going outside. We still have, and, I would
presume, will always have the "martini-for-lunch crowd" who will
have to migrate into the District or to the new clubs that will burgeon
around McLean.
As you may know, I sent a memorandum to the DD/P urging
that they make more use of both the Executive and the Director's
Dining Rooms for the entertainment of foreign visitors. I stressed the
fact that these rooms were available for three meals a day, and that
we could serve whatever types of alcoholic beverages they wished and
practically any kind of meal they wished.
Having done this, and having received enthusiastic response
from the DD/P, I then named as Protocol Officer and
gave her a well deserved promotion. I believe that her time has been
more than occupied in managing the Executive Dining Room and the
Director's Dining Room, directing the kitchen staff, helping prepare
the menus, etc. In order to assist her in her job, even though she is
exceedingly well qualified by virtue of her background, I asked her to
go to Cornell (which is outstanding in hotel and restaurant management)
to take a course, which she did this June.
I have also tried to encourage the Director, the DDCI and
other senior officers to make use of her services when they are
entertaining officially. She can handle the entire matter from invita-
tions to clean-up, and I believe this is a more economical method
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than using part of the secretarial staff in each senior executive's
office to do somewhat the same job. Further, she can do it better
than can the area divisions or the individual executives. I believe
that she is being well used in this capacity.
Finally, I relieved her of her responsibility for any paperwork
or other aspects of the DCI's office, and I would recommend that this
be continued. I believe that her efforts as Protocol Officer will more
than pay dividends to the Agency.
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