ADMINISTRATIVE SUPPORT FOR CIA
Document Type:
Collection:
Document Number (FOIA) /ESDN (CREST):
CIA-RDP81-00261R000600040028-6
Release Decision:
RIPPUB
Original Classification:
S
Document Page Count:
6
Document Creation Date:
December 9, 2016
Document Release Date:
September 11, 2000
Sequence Number:
28
Case Number:
Publication Date:
June 21, 1948
Content Type:
MEMO
File:
Attachment | Size |
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Body:
? CONFIDENTIAL .
BTACJDARD "11P" roved For Release 2001
'
Office Memorandzi'Z UNITED STATES GOVERNMENT
TO
FROM
SUBJECT:
Director of Central Intelligence
Executive for A&M
Administrative Support for CIA
DATE: 21 June 1948
1. In accordance with your instructions to prepare for discussion
of the above subject, there is presented herewith a brief of the alterna-
tive possibilities for meeting the problem.
2. One alternative is to provide complete and separate autonomy
for each of the two covert offices. The result will be:
a. Necessary direct control of each office by the Director*
b. No central means of adjusting programs within budget
limitations except bydirect arbitration of the Director between
offices concerned.
e. No staff coordination of overall CIA problems*
d. Three separate direct channels from CIA to Budget Bureau,
Civil Service Commission, Treasury, State Department, PBA,, and
other government agencies in connection with purely administrative
problems.
e. Defense of three separate budgets to Budget Bureau and
Committees of Congress, involving major additional costs incident
to triplication of normal support requirements.
f. Establishment of complete units whose transfer to other
than CIA control could be made overnight with no attending diminu-
tion of efficiency in operation.
g. Establishment of competition between CIA units for avail-
able space, warehousing, other installations, personnel, and funds.
3. One alternative is to provide separate autonomous administra-
tive support for two separate covert offices by designating an additional
Deputy Director to supervise both offices directly and provide their
administrative support.
as This plan would obviate the necessity for direct control
indicated in paragraphs 2a and b above, but would inevitably lessen
the Director's full knowledge and authority.
b. The balance of the statements contained in paragraph 2
would apply to this plan.
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c. In order to control adequately and efficiently the covert
offices, a special Deputy Director would have to set up a separate
staff.
4. One alternative is to charge the Assistant Director for
Special Operations with administrative support of the second covert
office. Me disadvantages of such a plan are obvious. No human being
can be expected to be so disinterested as to support a separate activity
with complete objectivity. Tae current stresses and strains incident
to a divided support responsibility with the present CIA organization
would be small in comparison.
5. A final alternative is to centralize all CIA administrative
support functions under currently established staff executives responsible,
through the Executive and Deputy Director#, to the Director. In such case
personalities should not be determining factors. If individuals now
assigned direct CIA staff responsibilities are not considered qualified,
either from the standpoint of security or competence or both, they should
be replaced by qualified individuals to carry out this plan, if this one
should be selected for implementation. The results of this plan-would be:
a. placing current SO separate functions listed below under
the Executive for A&M:
(1) Personnel (to be supervised by
2 Transportation and Services (to be supervised by
ME6
(3) Special funds (to be supervised by Mr. Saunders).
(Li) Communications (to be supervised by
b. placing all inspection and security functions under the
Executive for I&S.
e. Necessity for determining whether central control should
be established for:
(1) Cover and Documentation.
(2) Registry.
d. Objective supervision of balanced support services for all
of CIA in accordance with the Director's policies,
e. Improved cover for covert activities. Separate covert
support with direct contact with other activities for administra-
tive service points up covert activities quite specifically*
f. Economy.and greatly improved efficiency in operations, due
to non duplication of personnel and facilities, with no element of
competition for limited support facilities.
-2- NT!AL
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g. Assurance to the Director, and by him to the Budget Bureau
and Committees of Congress, that he has direct and disinterested
control of and checks on utilization of funds, classification and
procurement of personnel, and other support services, and that he
can shift, within overall CIA capabilities, the emphasis and
priorities indicated by current developments with no lost motion
and a minimum of effort.
he Maintenance of an integrated Agency with no portion
thereof sufficiently autonomous to be a major-problem either in
operation or threat of detachment.
6. We have tried two plans for administrative support in CIA.
a. Under my predecessor the administrative support personnel
were under the administrative supervision of the Executive for
Personnel and Administration and under operational control of the
Assistant Director for Special Operations. The result of such
divided responsibility was almost chaotic and there was daily
major friction and argument and constant referrals to the Deputy
Director and Director for arbitration. No plan involving respon-
sibility of operating personnel to two masters should ever be
adopted.
b. Upon entering into my present assignment the present plan
of partial autonomy for OSO was adopted. While it works much
better than the previous plan, it involves duplication, inefficiency,
and wasted effort, and inevitably creates frictions requiring the
personal efforts of AD60 and myself to keep under reasonable con-
trol. A resulting recent trend has been gradually toward greater
autonomy for 050.
7. It is suggested that the interested parties be called together
for a discussion with you personally in connection with this problem, and
that at that time you announce your decision as to the plan of administra-
tive support you desire to adopt. I am holding recent requests for
increases in administrative personnel authorizations for 050 pending your
decision.
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