CIA PERSONNEL CEILINGS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP66R00638R000100010028-2
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 16
• Document Creation Date: November 17, 2016
• Document Release Date: May 24, 2000
• Sequence Number: 28
• Publication Date: October 30, 1962
• Content Type: MF

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FT: 30 October 1962
A ?OR:
W5JCT
PIOT Director of Central Intelligence
CIA Personnel Ceilings
A. The CIA personnel c.1Ue appr
FY 1963 budget was
tteltf
Was
xt 1 th
In order to provide torn4n5nt5 wi
to recruit for specific
exceed this ceiling in the a
d high priority projects,
25X1A1a
tie *t!OWtt of 1. positions 25X1A1a
ith the nuderitan4ing that every effort would be rnade te
develop offsetting reductions which would make it possible, prier to
1 N,v.ber 1963, to bring the Agency ceiling back to the original
ry 1963 ceiling. (See Annex A for a br*kdown of the approved ceiling
increases.) With the CUthO115Sd additiOnS, the c t personnel ceiling
of CIA is
25X1A1 a
that .ubst*ntia
currently corn
it was not
d W OU
bit to
C
FY 1964 budget pr
d on
to which component. of the Agencyere
nue at approxlately their current levels.
firmrnsneuxiations for the earn nation
of activities or positions before the due date of the FY 1964 budget on.
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ceptember. Ace dingly. the FT 1964 budget, as submitted, sets
from a FY 1963 base of to 25X1A1a
sonnel requir ents/at a ceiling and a request for funds 25X1A1a
to in
an average 5pulOym5*t at .=
The on-duty strength of CIA. as of 30 Septern
d 3n-duty at the beginning of FY 1964 is **erns. d at
11. Assum*lostte
. From various r
*inmate of cc
a, and manpower requirements and utjlizatton
by the Task Fore* chaired by the
aoear 'valid:
25X1A1
recruiting
cenducted
as umptions
That some reductions and economies
requirements are possible from greater efficiencyd the
modification or elimination of activities.
That there will continue to exist in FY 1963 pressures
for the assignment of additional personnel. to new or expanding
activities.priority
That the longer term foreseeable requirements of the
Agency as reflected in the FT 1964 budget milord ion and the
various conflicting pressures both internal and external, for
both expansion and reduction of personnel and funds, are such
as to necessitate now some policy guide='with respect to
Agency manpower levels into FY 1964.
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25X1A1
25X1A
25X1A
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!)iscussion
A P
without
requi
practical possibilities
new personnel indicate that it will be possible to
h the FY 1963 Agency conk'
its .ssentie
g*
Agency. taking
ver.aU Agency's capability to act implish
The current personnel situation .f the
siders,tion the present on duty strength of
the various components, reflects s imbalance in the distribution
ceiling between components. The proposed action will in some
degree
aomne pre
ct thi
imbalance.
The redaction will also create
ponents to curtail lesse
iority
vs manpower utilization or reduce services. It is proposed
that cute in ceiling be imposed upon Agency components
follows:
25X1A1a
25X1A1 a Da/Corn t
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-4 -
No cuts have b.en racarromen
25X1A1 a
25X1A1a
g of since 'DD/R is reqa.tbg an increased
25X1A1a fox, ry 1963 (-)X1Ala
25X1A1 a
s.
Thrm U
Prb1em Inch:tan ry t94 conin
CIA manpower pr
Courses
25X1A1 a
d which, if 4goraaIy pursued, could
Itad to u ther reductions. Firm requirements for additional(
ady exist in th DDiR and pr.swita.b1i will be
withiu the foreseeable future in DD/S and DD/I for
cuMjon grams 11.13.1 NPIC. Any material change in
1963 119-01.71 DD/P could isivaive
adjuatrent or the Candath irvices.
Assurntng that the FY 1963 ceiling of s re-established,
as prpo?ed in paragraph W. A. above, a decision nust b made as
to how to &ccotnodate legitima e re (VA
that ac
1
for additiatai
xiet or n.ay later develop. To the extent
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25X1A 1 a
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reduced and economies effected,
de available within th
the Agency is prepared to initiate
th
i 1
Unless 25X1A1a
dr*,ttc and y cut
1
likely to exc. d the am3ants of reduction.
Y 1964 budget, a* subritted to the Bureau of
vide* fir /acres* a positl for NPIC.
I strength, however. requirements
25X1A1a Mc/r OSA - IM of which hate been already requested 25X1)
25X1A1a in FY 963) and for the Office of Communications. No
Gthr s were author!. ed under th Agency's held the
'25X1A1a
offeet
On the other hand. the FT 1964 budget did not
cornt pos1bUtUea for retrenchment 4/43
ts for additional p.zson
th*t th. FrY 144 budget assub
Ag cy components fr
ept fo r ottions quested by
h and Development1 additional pereennel
gram, an
requiring
25X1A 1 a
.OfficeM
EL1NT 1111111
25X1A 1 a
project of the Office of Comm AO
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25X1A 1 a
5X1A1a
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18r. Conclusions
A. The principal
foreseeable at this time are (a) to adjust downward to the
ceiling problems
figure (h) to provide some par_t___Or the DO/R. requirement,
to deterndni a policy with respect to future pressures in FT
for ceiling relief. Related to these problems is the need for a
decision by the Director to support either the per level of
as proposed in the FT 1964 Budget or some different figure.
Pre urriably? this dt.rth tion will be made In c
(a) factors pointing toward possible reductions,
against a reduction and including considerations iX
manage e
consolidation
ti of
Fe *
1 responsibilities to other Agencies,
25X1A1 a
within the Agency. free Mmez B for detailed
discussion of these factors.)
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;X1.A6a
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Fiscal Year 1963
Temporary Increase in Ceiling
Office Temporary Increase '
DCI
Cable Secretariat
Inspector General
General Counsel
Comptroller
Subtotal - Office of Director
00/Contact
Annex A
25X1Ala
25X1A1a
? Communications 25X1A1a
Security
Medical
Personnel
?
Subtotal - Support Area
DD/R-OSA
AGENCY TOTAL
SECRET
25X1A1a
25X1A1a
(
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25X1A9a
25X1A9a
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XB
TowardsbReducttons
a. As the 11., Task Force emphasizes th
greatest potentiality for manpower reduction lies in the
elimination of activities of Lesser priority. A number of
activities are under .xariation or arcscheduled for review
which might be reduced or eliminated. (See Annex C)
b. The The Force was unable to identify
specific instances of useless or manifestly wasteful employment
of manpower Nevertheless. the Task Force corciuded that an
one application of firm. continuous and informed supervision
at all supervisory levels in the Agency would result in greater
economies in the use of manpower.
c. Certain economies might also 'be achieved as a result
of simplification of procedures and greater centralization of
facilities for administrative upport, particularly in the fiscal
and personnel fields and aiso from further centralization of
responsibility for research and development. To the extent
that responsibility for administrative support can be further
centralized in the DD/S and for research in the DD/R. certain
positions required by the MVP for these purposes can perhaps
be eliminated.
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1. Aneramelination is being made of all opertaitLe
transfer to other Agencies of th. Goverarn at the respons
for funding and staffing activities which are important but
do not necessarily have to be performed by CIA.
a The tont 4:adation of the
to reduce the DID/P by 1. is slighti
above which proposes a ceiling redu
The Task Force made no they spec
net reduction in the strength of a component.
Teel(
rce
25X1A9a
ciad by paragraph in. A. 25X1A1a
25X1A1 a
for the 0/74/P.
The principal obstacle
personnel strength is the exists
lanai personnel for priority ncti
-.Mattes for
reduction, in th
of firm requirements
As indicated above,,
,
in Communications, lifIC and DDiR account
for m*st of these quirements although others may develop in
the Clandestine Services and elsewhere. If the reduction pro ed
In paragraphlILA. is accepted, components wilt have to reassess the
ts by which their longer te
(FY 1964) personnel require
.4.1 their present,adjusted ceilings, It is therefore not possible
is tkna to give a precise statement. of the estimated additional
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25X1A1 a
of VatiOISS COrrponents to 4tsL these new or
e*pded progrsvi !toughly speaking, they approximates ie
the gregate, some positions in *xcei G the present
adjusted ceiling.
b. While the re tdrements for sddftianal positi?u. art
reaanabiy precise, the opportunities for r*trencwient *re
m the le, vague dependent as they are, for the et pazt
on th iln1iatin 01 programs or i provements in rnan&g.riaL
efficiency:
25X1C
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On the coatrary, effective action to this pnrpos.
appears indicated. ould be Irrquovtdent1 however.
to anticipate say very substantial reductions In personae
ceilings from the elimination of activities,
0
*onof Responsibil
(a) Pfficiancy rntght be enhanced and etono
ted by a greater consolidation of responsibility for
icing fiscal, personnel, or logisticsrequirements in
appropriate elements of
the Comptroller's
Although valid, this avenue for redaction does
ot promise any very speedy returns. Proposals for
urther centralization of the facilities for service
re dared by the Comptroller, for e3rampie, which would
La appreciable savings, have had to he
ot ted, because of Isch of centrailsed
nmodat the consolidated facilities cont
by the
proposal. To date, centralization of responeibility (1,(j)/
for Research and Development has resulted in increasing
requirements for Personnel rather than atil Is ?
li
d,
plated
ILLEGIB
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FOIAb3b1
Trendier of
(a) Alike
Agency
s to Other A&encies
ed bicreased
support
counter -insurgency activities developrrtent of
incsd maritinv* capabilities, etc.. few. if any.
Lirrate opportunities for the elimination, of functions
r*niir to other Agencies appear to exist. This
ponsibilities, i e.. Biograph c
ble not only because of a grow
t of the Government increasingly
to depend on Clandestine techniques en
cos but
also beci*e of a demonstrably increasing need for the
4.
CIA a
igence support facilities of COMMOA
facilities as NIS NPIC, the registries
d at ell it would be a false economy
Gterurr.itt as a whole to remove
transfer thorn to some other
ant here they would function at greater cost
s efficiency.
re fficient mann meat
er under-
gerbil
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25X1 C8a
pet six* on the part of supervisors, particularly
at the Branch Chief level, undoubtedly would result
in savings over a period of time, This, bOweVStT is
a tong term process not calculated to produce immediate
results It is perhaps, significant that the
Teen
found that where some basis of comparison
bly with that of comparable elements
fee. Specifically, the Offices
and Pereonnel appear to
an comparable ecramporients of
exists the performance of components of this
compares
of her Governntei
of Logistics, Cam
functionre efficien
tee. It also appears to be generally conceded
less personnel than are required by echelons in the Air
ce engaged in ehntlsr operations.
(b) It has long been fashionable to contrast the
f OSA in DDrEt are performed with
gad efficiency of the
La terms of its
relative sin* with what are supposed to be the swollen
ranks of CIA, In point of fact, given the differences in
chuter which require the Clandeetine Services to perform
responsibilitIes which are incomparably broader than thoee
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25X1A9a
25X1C8a
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COM
Service.
To a c
ry favorably with the 25X1C8a
a are
c ency a eit
ogre,.
ca or
fated by rather arbitrary consider&
reduce I* evidenced
Annex Z. The oIficial
*SS
very
U Government A
Pr. aWantlal Instruction attached as
t in a redu tion in the she of CIA
ts well 'mown. A factor in determinin
very frank fore la a reasonably calciste4 J.gm.at as to
what iigr.sa and leaders in the Executive Branch concerned can
f the Agency
be persuaded, somewhat a bitrarilys
b. Rduction viU require a s
on the t of individual corlponent
to acccpL
and continuing Wort
to ir rov efficiency
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ne e
y tor the
g should be
fling should
tttty In order to provide the incontive
tive tion of command a personnel
blished. Individual r quirements above
justified to and approved by the DDCI.
As reductions can only be accomplished over a period of time
and as both requirenents and availability of additional personnel
for new or epiaded programs are difficult to forecast with
exact precision any new adjustment of ceiling should probably
provide for a central pool or reserv of positions allocable at
the discretion of the DDC.
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