Possible Merger of the Cable Secretariat and Signal Center

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP60-00538A000100010007-7
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 45
• Document Creation Date: December 12, 2016
• Document Release Date: July 22, 2002
• Sequence Number: 7
• Publication Date: September 29, 1955
• Content Type: MF

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SECRET
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7--
29 ept -mbar 1955
ORANDUM FOR: (thief, Manage
en
tail
ECTPossible Merger of the Cable Secretariat and
Signal Center
I. This Office will of course, cooperate wholeheartedly in the study
to be made by the Management Staff in compliance with the request made by
the Deputy Director (Support) in his memorandum to the Chief, Management
Staff, Subject as above, dated IS September 1955. The personnel and the
complete organizational records of the Cable Secretariat-Message Center, Office
of the Director, are at the disposal of your Staff. In addition to the material
attached, copies of the Cable Secretariat SOP. covering Procedural Matters as
well as Dissemination Policy will be made available to your staff.
2. In the belief that background information might assist your Staff in
making the study, attached are pertinent data concerning the Cable Secretariat-
Message Center, Office of the Director: Establishment (Tab A); Organization
and Function (Tab 3); Brief History Cable Dissemination (Tab C); T/0 and
Organization Chart (Tab D); Budget (Tab E); Workload (Tab F); Production
Flow Chart (Tab 0); Personnel Data (Tab H) ; and Management-Improvement
1.0,gram. (Tab I).
3. The above data, while not intended to comprise the total information
to be made available, are in the nature of facts. Attached as Tab .1 is a
statement which I concede to be opinion but which may nevertheless be of
..issistance to your Staff in conducting this study.
4. The Cable Secretary serves as the representative of the Director
in effecting proper action assignment and dissemination of cables addressed
to the Director, Central Intelligence. In this capacity, as well as in his
capacity of furnishing the Chief Duty Officer for the Clandestine Services, the
Cable Secretary occupies a unique and privileged position in the Agency; he
.mepresents at once the interest not only of the Director and his immediate
taff but also the interests of the DD/P, the DD/S. and the nom This being
the case, may I suggest that those offices would be concerned in any proposal
which would place Ow Cable Secretariat-Message Center in any office other
than that of the Director,
Document No.
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Auth: DDA R71. 77W?77
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pproved
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g ri
15 July 1952
MEMORANDUM FOR: Deputy Director of Central Intelligence
Deeuty Director (Plans)
Deputy Director (Administration)
Deputy Director (Intelligence)
Director of Training
Assistant Director for Communications
'UBJECT
Organization of CIA Clandestine Services
1. a. This paper describes the structure of the organization of CIA
clandestine services which will become effective on 1 August 1952.
b. It is designed to create a single overseas clandestine service,
while at the same time ?reserving the integrity of the long-range
espionage and counter-espionage mission of CIA from amalgamation
into those clandestine activities which are subject to short term
variations in the prosecution of the cold war. The experiences of the
British and the OSS during the last war, as well as within CIA during
the last three years, justify the conclusion that the best organizational
arrangement consists of a single field organization with a single chain
of command and a single set of administrative procedures, rather
than two or three separate world-wide commands, each with its own
field network and with separate policy and administrative procedures.
There is no reason why the establishment of a single chain of command
and of uniform administrative procedures would have any effect of
submerging specialized 050 or OPC missions and techniques if
intelligently applied.
Z.. It is intended to establish the single chain A command from
Washington Headquarters to the chiefs of the merged field organizations by:
a. Designating the Deputy Director (Plans) as the Director's
Deputy for all CIA clandestine activities. In this capacity DD/P is
responsible to the Director for the planning, execution and review of
the missions entrusted to the Director under NSCID-5, NSC 10/2, and
NSC 10/5, and to him is delegated the authority to car y out these
functions. Document No. C)sj
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b. Lstablishing in the immediate Office of the Deputy Director
(Plans) a Chief of Operations, as well as staff elements specializing
in long-range planning and programming and review and analysis.
The Chief of Operations will function as a Chief of Staff and Deputy to
DD/P with responsibility for the direction of operations, for
coordinating the efforts of and eliminating duplication among all staff
elements under DD/P, and for insuring prompt and effective
compliance with operational directives, including those which
establish priorities for clandestine operations.
c. Eliminating the current .AD/SO and AD/PC command structure
and establishing under DD/P staff elements specializing in secret
intelligence and counter-espionage, political and psychological war-
fare, paramilitary operations, technical support, and administration,
The chiefs of those staff elements are comparable to Assistant Chiefs
of Staff in a field Army organization. They will be responsible for:
(1) Planning and supervising the proper performance of
the missions and operations of their respective services.
(2) Career planning for their respective specialized corps
of officers.
(3) Establishing standards for the recruitment, training,
and professional performance for their respective services.
(4) Supervision, guidance, and inepection in all matters
,2ertaining to their respective services.
(5) Timely and adequate recommendations within their
respective spheres of activity and for staff supervision and
follow-up to insure the effective execution of all orders and
instructions issued by competent authority.
(6) Such additional functions as may be delegated to them.
d. Establishing the official designations and general functions of
these staff officers as follows:
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(1) Chief of Foreign Intelligence (formerly AD/30). Senior
officer for espionage and counter-espionage. Represents the
Director in routine contacts with other agencies affecting the
espionage and counter-espionage mission. His immediate office
will include personnel specializing in these and related activities.
(2) Chief of Political and Psychological Warfare (formerly
AD/PC). Senior officer for covert psychological and political
warfare, resistance, and economic warfare. His immediate
office will include personnel specializing in these and related
activities.
(3) Chief of Paramilitary Operations. Senior officer for
covert
rtivitipa. inrividirt war planning and preps-
ration, IeBcape and evasion, and
guerril a warfare. tie will organize ni activities along military
lines capable of close coordination with the military services in
time of war.
(4) Chief of Technical Support. Directs the Office of
Technical Services in support of clandestine activities.
(5) Chief of Administration. A qualified Administrative
officer serving on the staff of the Deputy Director (Plans).
Responsible to DD/P for insuring adequate support in trained
personnel, equipment, funds, transportation, communications,
facilities and services for all clandestine activities.
e. Maintaining the Area Divisions as presently established and
designating the Area Division Chiefs, subject to paragraphs Z. a. and b.
above, as the channels between Washington Headquarters and the various
field installations in their geographic areas of responsibility. For 25X1A6
example, all comrrxunica.tions pertaining to activities in A
)riginating with any
Washington Headquarters office and addressed to any CIA activity in those
areas will be coordinated with and sent physically through the FE Division.
In effect, the Chiefs of the Area Divisions will act as the Director's
executive officers for their respective geographic areas of responsibility.
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3. Irocedures. The changed organizational structure recognizes
only two command echelons: The Director and the Senior Representatives,
with the Deputy Director Glans) acting for the Director through the medium
of the Area Divisions on matters pertaining to the conduct of clandestine
activities. Orders t the Senior Representatives will be transmitted in the
name of the Director. Technical and professional correspondence will
be kept as informal as possible and will be encouraged between the Area
Divisions, specialized staffs in Washington, and their counterparts in the
field. Cable procedure will be adopted similar in general to the current
practices of other major Government agencies. The Assistant Director
for Communications will prepare for approval and prompt distribution a
cable procedure manual in conformity with the above, (and williarrange
for the establishment of a message center, under the direction of a cable
secretary, to centralize and standardize the handling and distribution of
communications traffic/ When in operation, the message center will
become the responsibility of the Executive Assistant to the Director.
'
4. All existing directives and regulations in conflict with this
document are rescinded effective 1 August 1952.
Is/
WALTER B. SMITH
Director of Central Intelligence
1 Att
Organization-Chart (extra copies being procured and will be distributed, my)
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3
) July 195Z
JMJRANDUM :.")F Director of Central Intellieence
'VW` CT stablishrylitint of a CIA Message Center
I. RUBLEM establish a CIA Message Center, headed by a Cable
:retary, resonsible directly to the Director's Office.
II. FACT-, BLARING ON THE, ROBLE1.1
The (7_,IA signal Center, operating under the A 3 sistant Director for
c mtains a i--rocessing Branch contiguous to the Cornrauni-
,,-ati ons Center, which performs the CIA Message Cent .r function but at a
level considerably below the Director of Central Intelligence. It does nor
have the equivalent of a Cable secretary.
kL Trained ersonnel 1.resently assigned to this 'rocessing Branch
could immediately serve as a nucleus of a message center organizationally
,,.,,isitioned under the Director's Office.
C. Current cable procedures, including distribution and origination
rinciples, are not entirely consonant with the Direct,,r's stipulated desires.
I). Cable i.a-ocedures, in accord with the DCI command and staff concepts,
are currently being developed.
I. DL--CUSSION
A. "Rules governing the distribution, origination, coordination and
release of CIA cables are a command rest)orAsibility. A Message Center,
acting in the name of, and responsible to, the Director, and charged with
the 2,erformance ot these functions can logically and technically be divorced
from. the Communications cryptographic, transmission and receipt functions
: the present ignai Center.
.B. The proposed Message Center is envisioned as consisting of two
rients, the Cable Secretariat and a )rocessing unit. The..)rocessing
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uni t, which handles administrative and clerical cable distribution and
handling, can be established immediately by redesignating the present
ignal Center rocessing Branch as the Message Center. Institution of
a Cable Secretariat, made up of the necessary number of Intelligence
.,,xecutive Officers, can be partially implemented at this time by
designating the present Chief, Processing Branch as Acting Cable
ecretary, and his present assistants as Assistant Cable Secretaries.
These individuals have had from three to five years experience in message
center werk in the CIA Signal Center and are well qualified for the Cable
r etariac
C. An effective message center can be developed in a relatively bort
,,eriod of time by utilizing the nucleus indicated abeve. The message
center should, for reasons of efficiency, coordination, and rapid handling,
remain sited contiguous to the Signal Center. Additional personnel, training
and functional development are, however, requisites to a completely
effective CIA Message Center. The Cable Secretary and his A 4 sistant
ecretaries must be well versed in the organization of CIA, its operations
aid administration. A firm Table of Organization for the Message Center
should await development and delineation of operating responsibilities
and functional integration.
D. Current cable procedures do not require that all cable traffic flow
the DCI to the Senior CIA officer of each field station and vice versa,
as the DCI desires. erior to a revision of cable procedures which will
accomplish this, it will be necessary to designate a Chief or Senior
resentative as appropriate for all field stations.
IV. RECOMMENDATIONS It is recommended that:
n. A CIA Message Center, consisting of a Cable Secretariat and a
?recessing unit be established immediately, and that this be (lane by
redesignation of the present eerocessing Branch of the Signal Center as
the ieessage Center.
B. The present Chief, ?rocessing Branch be appointed Acting Cable
,-)cretary and be responsible to the Director through the Executive
sistant for bringing to the Director's attention all cables warranting such
actin immediately they are received.
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C. ,...enior EapresentativeB or
.i-ach CIA station in the Field.
atione be designated f
D. Covert Cable l'rocedures be revised in accordance with the
c)nand channels which follow upon the designations recommended above.
-. A firm Table of rganization covering the fully operating CIA
1?;.essa3e Center be established after a development and trial operational
oriad.
Assistant Director
for Com MAMA cations
s
3,1%, alter 13.initb
Director
14 July 1952.
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MUSION
GANIZA' ION AND FTJNCTIONE
dated Z7 October 1954
:X1-,CUTIVE SECRETARIAT
The Executive Assistant to the Director is charged with directing the
activities of the Executive Secretariat and performing such other duties
as may be assigned by the Director and the Deputy Director.
a. CABLE, ('4..;CR.C.TARIAT
The Cable Secretary is charged with coordinating policies 4overning
the Eireparation, release, and dist,riintwn_?0CIA sb1s!s_And is charged
vath the review, procestsing (exclusive of the encrypting, decrypting,
and transmitting processes), distribution, and delivery within CIA
headquarters of all classified incoming and outgoing CIA cables;
ensuring that the originating office has secured the personal approval
A. the Director on all outgoing cables involving questions of national
and for ensuring that all intelligence items contained in cables
are transmitted to the office of the DWI.
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CIANLV;STIN?: SEPVICES DUTY 0 ICE S
xtract from:
dated 1 February 1955
CIA CABLE: SLC, ETARIAT DUTY OFFICER
z).
1:Illation
By agreement with the CIA Cable Secretary, the CIA Cable
r'recretariat Duty Officer functions concurrently as the chief duty
,Jfficer for the Clandestine Services during nonworking hours.
(1) General
The CIA Cable Secretariat Duty Officer (CRDO) has overall
resrionsibility for contacting the appropriate officers of the
Clandestine Services on matters which arise during non-
working hours and which require irnmediato action.
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.1FVNC". ONS ?
CABLE SCRkTAIUAT
a. rocess and distribute all incoming and outgoing classified CIA
cables; deliver action, information, and/or confirmation copies to the
"4roper offices in CIA Headquarters.
b. Coordinate policies and regulations? governing the preparation.
coJrdination, release and distribution 4 CIA cables.
c. rovide continuous ClandestineServices Duty Officer cover
f.)r CIA Headquarters.
ti. Conduct before-and-after-the -fact screening of 41 cables to
assure proper distribution and to bring to the attention of appropriate
officials cables which do not appear to warrant their being or having
been, handled by cable.
e. Review all outgoing cables, prior to delivery to the Signal
Center for transmission, to assure that cables are properly erepa ed
and released.
f. Bring to the attention of the DCI (or, in his absence, the D/DCI)
any outgoing cables containing instructions involving questions of national
volicy which have not been approved by the DCI personally (or, in his
absence, by the .D/DCI).
g. repare briefs and supply identities for cables brought to the
attention of the Director, Central Intelligence, and his immediate staff.
h. Review all incoming cables with the responsibility of furnishing
to the DD/I all intelligence items contained in cables.
i. Conduct liaison with all other elements of CIA on matters affecting
cable distribution policies.
i.erform such other functions as may be directed.
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.BRIE OR. If C. C A BLE: MINA TION
1. . -rior t'.) July On, cable dissemination was effected by the
9ignal Center, Office of Communications. Headquarters action assign....-,ent
for cables was determined primarily on the basis of a single letter suffix of
the Headquarters address. Each principal aement of the Agency was
assigned a different suffix. For example, cables intended for the Director
were addressed to WASH D. those for the Ciffice of Special 02eratiDns,
WASH F, those for the ,:Mfice of 1.'?olicy Coordination, IAIMH G. Often cables
1.xlre a combination of such letters indicating a joint interest. Dissemination
to information offices was effected primarily upon dissemination patterns
established by the OO and 0:'C offices and furnished to the Signal Center.
At that time, cables were distributed to approximately 4o units with an
average of aroximately 5 to 7 copies being furnished to the OS0 staffs and
division., and a standard 9 copies to 01.-:PC except when a sensitivity indicator
was used, in which case the copies were reduced to 7. Very-little of the_
cable dissemination at that time was based upon an analysis of the contents
of the cable, but were rather disseminated following a i:::rescribed pattern.
Z. After July 1952, for a short time, it was necessary to continue
to disseminate cables on the basis of existing 1.,atterns. However, as
rapidly as pos sible, the cable dissemination requirements were discussed
with each office concerned and, based u onihc miiior and function of each
office, subjective requirements were determined. These requirements are
now contained in written Cable Secretariat 1'7:?,0 s. awsed upon these subjective
requirements and upon indicators registered with the Cable Secretariat, the
Cable Secretariat now disseminates cables to approximately 63 offices, staffs,
and divisions. Cables, other than KA '"OK and RYB.AT, disseminated to these
63 offices, staffs, and divisions, now average 17.4 copies, while Kit} OK
averages 12.8 and RYB..AT averages 6. 3 copies.
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CABLE SE CRE TA.RIAT ORCANZ AVON CHART
CABLE SECRETARY
'n -r;"? UT''' CABLE SECRETARY
k PI, DI\ 41Iq Acc?-TA,Nr-P AN SFCRFTAIR y
,
EXECUTIVE OFFICER
I WATCH OFFICEPI
STAFF
i.DISTRXBUTION,, 'TYPING
TO, SE CRE
AA,11) PR 00FIN, SECTJOTNi SE cTION
11EPRODUCTIOril
MAIL ..PiND FAL
SECTION
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IvitiA4ORANDUM
Through
SUBJECT
R: The Comptroller
Deputy Director (Support)
Cable Secretariat Budget
DP60-00538A000100010007-7
Z 77tptember 1955
The Cable Secretariat is currently allotted a sum of $32. 000 for the pay-
ment of overtime for Saturdays. Sundays, and Holidays for FY 56. At current
rates, this will permit the Cable Secretariat to pay for only 9, 780 hours over-
time or 57% of the hours worked in FY 56.
The Cable ecretary has assured me that an absolute minimum of personnel
are permitted to work overtime to meet the requirement of frocessing cable
traffic on Saturdays, Sundays. and Holidays without incurring undesirable back-
logs. He estimates that during FY 56, even after effecting all feasible economies,
it will be necessary that Cable Secretariat personnel work a total of 17, 200 hours
overtime in order to process on Saturdays, Sundays and Holidays approximately
47, 030 cables and to provide Cable Secretariat and Clandestine Services Duty
Officer coverage. Tab A reflects the situation with respect to overtime for
FT's 54, 55, and 56 (estimated).
Tab A also indicates that during FY 55, 13% more cables were processed
than during FT 54. r:.ach month, January through August 55, has seen a new
high established in the number of cables processed. During the month of August.
17, 800 cables were processed. This represents an increase of 65% over the
number processed in August two fiscal years ago. and 48% over the number
processed last August. The Cable Secretary has indicated, as his conservative
estimate, that cable traffic for FY 56 will be from 13 to 15% more than FY 55.
fince the Cable Secretariat provides an essential service in the fulfillment
of CIA's mission, it appears necessary that provisions be made for the payment
of the requisite number of hours of overtime. In the face of the constantly
increasing cable traffic, the Cable Secretary has indicated that it simply is not
ossible to reduce the hours of overtime to less than 17, ZGO hours.
Accordingly, it is recommended that the sum of $32, Out.) now allocated to
the Cable Secretariat for the payment of overtime be increased by $24, 250 to
provide the sum of $56. 250 for the payment of an estimated 17, 200 hours of
overtime for Saturday, uday, and Holidays for FY 56.
CD Y
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A.:-trength
a.
b.
Rie...T ARIA? 11.-.'DN/slt.:1. DATA
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Initially. the Cable
aeproximately
the :)ifice of Communicationa,
this group were
Communications
(zecretariat-/viessage Center was staffed with
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rocessing personnel received by transfer from
on 1 August 1955, ;ersonnel ?,f
still on duty with the Cable 'Fecretariat, r1--
tl o other
personnel having resigned ar transferred
assignmeats.
2. Administration
Under the terms of a Memorandum of Understanding dated 13 N vernt,er 1952
signed by Chief. 0 & M, the EA/DCI. the D/ADCC), career management
support for the Cable Secretariat was to be .drovided by the Communications
Career Service Board. The Cable Secretariat functioned under this
arrangement until 12 June 1953. At that time because of ,:olicy difficulties
which had developed between Communications Career Service Board and
the Cable .alcretary, a new agreement was entered into. This IvIemorandutr
of Understanding dated 12 June 1953 signed by Management. the ADC '..1 and
the AiDDi A placed Cable Secretariat Career eersonnel under the juris-
diction of the DD/A Career Service Board and authc,rized the Cable
Secretariat to deal directly with appro.eriate elem ents of the Agency an
administrative matters.
3. Cable Secretariat Career rogram
In August 1954. the Cable Secretary established a Cable Secretariat
Career -Service and and designated the Deeuty 25X1
Cable Secretary. as Chairman. The ?alley and erincii:lea under which
the and l function.i, approved by the DD/A Career Service Board and
the kt:A/DCI, is contained in CSS) ' 2;)-5 (copy attached). The terms of
CSS:r 23-5 provide for maximum utilization of the Agency training
courses for all eersonnel of the Cable Secretariat te erovide to the greatest
extent .eossible, access t... knowledge of the Agency's mission and functions.
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Agency training courses are selected on the baits of relation to duties
and stated career aims. In taking over the management of Cable
Secretariat personnel affairs, it was noted that a considerable number
of personnel were overdue for attendance in the Agency's Cuarterly
-:rientation Course required at the time by A quota
for the Cable secretariat was established, and during the ensuring
year all Cable Secretariat personnel eligible to attend this course
were enrolled. During FY 1956. Cable Secretariat personnel comileted
the following Agency courses:
BOC
13
Rapid P eading
5
Basic Mgmt.
5
Instr. Techniques
1
Basic Sup.
Z
Nati'l ,".:.rientation
8
Approximately the same number of Cable Secretariat personnel will
be enrulled in these Agency training courses during FY 1957.
4. Attrition
During the period of the first 14 months of operation?August 1952-
C,ctober 1953?Cable Secretariat losses by resignation and transfer
totaled 35 individuals; from November 1953 through December 1954
losses fur the. eame reasons totaled 8 for a net loss of 43 personnel.
5. !4rale
In August 1952. morale 3f Cable Secretariat personnel varied widely.
It ranged from very high in the senior supervisory group to very law in
the group assigned to the intermediate and lower grades of the T
Dissatisfaction within this group is reported to have stemmed primarily
from the seeming futility of fighting constant three and four day back-logs
of dirty (hectograph) material, a sense of frustration and resentment at
the unfairness of non-technical personnel being required to compete at
a disadvantage with technical personnel for Tr, vacancies. and the lack
of a career program designed to meet the needs of non-technical message
center personnel.
Despite the undesirably large turnover in personnel since that time,
morale in the Cable secretariat today is very high.
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' During the past three years, the following steps have been taken to
improve morale: smocks to protect clothing for those constantly using
ditto have been purchased; experiments are being conducted to find and
obtain clean cable forms which will permit Cable f:ecretetriat personnel
to work under clean conditions; the TIC has been reviewed and increased
and certain jobs raised to their proper grades; promotions have been made
promptly as a part of a career program. A Cable Secretariat Career
service Panel has been established; SOr s have been issued to delineate
responsibility and erovide clear-cut guidance on all Cable Secretariat
functions; on-the-job training program has been initiated to qualify
per sonnel for promotion to higher grades, a long-range training program
has been instituted which provides for certain 4 our personnel to attend
ten of the Agency Training 7'rograms (National Intelligence (:rientation.
Basic Orientation, Human Resources ;z rogram, Basic Supervision. Basic
Management, Instructional Techniques, Intelligence Briefing, Intelligence
Writing, Reading Improvement. and Advanced Reading Improvement);
working conditions have been improved (a conveyor belt has been installed ;
the typing section has been suund-proofed, and electric typewriters are being
purchased; the best filing and sorting equipment has been obtained; space
has been provided for eating; a wash basin has been installed; a high fidelity
radio with several speakers tu provide music has been procured); the
employee ' Flower Fund- has been made very active and has been a strong
factor in improving employee morale; frequent announcements have been
made to the Staff in which the Cable Secretary has expressed his appreciation
for their splendid work and on several occasions announcements have been
made expressing appreciation for Cable Secretariat work by persons outside
the office; written commendations for superior ,,erformance of the Staff have
been circulated to all persenriel (these include exkressions of aepreciation
for service rendered from the Director. the Deputy Director, the DD/
and the DD/S; staff meetings are held regularly; a number of full-time and
temporary parking permits have been obtained; and adjustments have been
made to hours of work in order to meet individual needs. In numerous
instances, appreciation of the Cable Secretariat's general office policy
was .ealuntarily expressed to -ersonnel 3fficers during exit interviews by
Cable Secretariat kersennel resigning from the Agency for personal reasons.
The individual invariably exkressed his regret in leaving an office dedicated
to high standards of i:srformance and proper consideration for the dignity of
the individual. Further evidence 4 high morale is indicated in that two
Cable Secretariat personnel have won Superior erformance Awards.
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CS3OP 20-5
Cable Secretarlait
Standing Operating Procedure
No. 20-5
THE CABLE SECRET.ARLAT CAME&MGRAM
References: CSSOP 20-3
25X1 ;2) Regulation
4
1. GENF,RAL
PERSONNEL
6 July 1955
NO CHANGE in Class.
0 D2CLASSIFIED
Class. CHANCED TO: TS
DDA ''CTO, 4 Ar 77
Auth: DDA RIG. 77/1763
Date: By:
A Cable Secretariat.Career Panel has been e3tabilisnec to serve ac an
advisory body to the Cable Secretary oa nee& pertaining to the planning
and implementation of the Career Program or. the Cable Secretariat.,
2. POLICY
The Cable Secretariat career Program win planned and implemented
in accordance with Agezi.icy policy as aancunced in pertinent Agency
regulation's and in accordance wits the provirions of this CSSOP. A
career program Will be prepared for each employee of the Cable
Secretariat within elz months from the date cf his assignment to the Cable
Secretariat and will be reviewed every six months thereafter,
3, CAREER PROGRAM,
The importance of the Cable Secretariat Career Program to both the
Agency and the individual dictates that it be tased on sound principles
and practices. The program must be so planned and implemented as to
effect a maximum coratribution to the .accorriptiehment of the overall
mission of the Cable Secretariat t must previde for the ad-istraceme-maent,
out of turn of those relatively few individuala who are best qualified to
perform the duties of a higher grade and it must, at the same erne,
provide a reasonable opportunity for the advs.ncement of the vast majority
of individuals whose capabilities and morale largely determine the
efficiency of the Cable Secretariat. Zn revising and keeping current the
Career Program of any individual, the Cable Secretariat Career Panel
will give consideration to making the individual 'available for assignment
outside the Cable Secretariat when it appears that he possesses skills or
knowledge of greater potential value to another Office. The C rear Panel
in planning the career of an employee will tate into accf following:
Document No.
NO CHANGE in Class.
SECRET E] DECLASSIFIED
Class. CHANGED TO: TS
DDA Memo, 4 /37 77
Auth: DDft v-G. 77
0
Date: 2P
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S CRE T
Cable Secretariat
Standing Operating Procedure
No. 20-5
a. Formal education
b. Agency Training
c. On-the-job training
d. Promotion criteria
4. FORMAL EDUCATION
???????????-amln??????????????????
PERSONNEL
6 July 1955
shall be the policy of tll.e Cable Secretariat Career Panel., when feasible,
to permit an individual who ha e indieated a flevire to atteAd school to
work a shift which will make it possible or thu to do so..
5. AGENCY TRAIN:NG
It shall be the Policy of the Cable Secretariat Career Panel to make
available for Agency Training every indivaidual who h.a..4 inf:Icated a deei-fe
to attend Agency training cours;:s provided twit COLW.:es are appropriate
for hie grade and aro, in the opinion of the Carecr c,:f such a
nature au to better clualifIr the iniivisluel tc.. perfarm sii72:415 with!n t:ts
Cable Secretariat:. Yee thile connection, tae Ca'Ae SZCZi?tr.'..!.E.t. training
liaison ?facer will heti:, -,nder cours3.o.::.:',:cr.zd by the
Office of Training with a rlow toadvieing,Cal.11e. ?.lect...?:tar.at Career
? Panel concerning thc desi.rab-,slity of aes.?21t.s FelcraULrliat personttel
to such courses. The following -cou?..!-:.es amc,n14 )ne tc ze consiete:red
by the Career Panel. when plaarg.ng intiiv.i!.ual's cax.i.ter:
a. BOC - designed to acquaint the individ-iavith r onal
structure of the Agency.
b. Basic Supervision - de.signed to e.cqu;lint :;:he indivEtuaI the basic
principles of supervision.
c. Basic Managezneat Cesigned to acquaint the indi-..riduz.1 -74:th the basic
principles of sclund nv.,nagernent practice:3.
d. Rapid Reading - designed to improve Vie reading ..t,...?ntr:ri.;hcrtsion
techniques of individuris in the Cable Secretariat.
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CSSOP 20-5
???????????no.w.?????411MM??????=y
Cable Secretariat PERSONNEL
Standing Operating Procedure 6 July 1955
No. 20-5
6. ON-THE-JOB TRAINING
The objective of the Cable Secretariat on-the-job training program 'A to
train individuals to perform in more than one capacity. The implementation
of this program will afford each individual the opportunity of preparing
himself to perform in positions other than that to which he is assigned
and possibly to assume additional responsibilities when required. It
shall be the responsibility of the Cable Secretariat Career Panel to select
and recommend for on-the-job training individuals from all eismento
of the Cable Secretariat. The training of selected individuals will be
conducted as opportunity permits without regard to vacancios. Per !BM". Cil
so selected should understand that mere completion of on-the-job training
does not imply immediate reassignment or promotion.
7. PROMOTION
a. The promotion policy of the Cable Secretariat has the uirc of promotiag
and mailntaining a high standard of efficiency and ?morale throughout
the Cable Secretariat; its implementation is intended to provide for
selection and assirament leaeing to consideration for promotion of
most etitable indivick.ala available.
b. In considering an i.:Aivienal case foy prornotion?. the foilowing polio::
statements will be .cep t f.ri mind:
(1) An individual E;houle. not be promoted if the in any clol?lat tht.t
he is entirely....F.utiteble to perform adequately in :lac higter grade.
(2) The dangers of premature assecsmentl of ability 1.5hcoxid be. avoided:.
(3)
It i equally important to isolato indtvidun19 who tet?t-,.,,.1e, net, ba
promoted as it is to isolate to who 3110...Cd
tura. Therefore,. equr..Al. if not ger importancc,. shonid iz
placed on isole.ting in.diviclu.als not qualified for promotion z.tsin
iso.l.ating those individuals who are ex.,.:eptional.
(4) Coiapatence wad senio2,-ity must sach play an irepo:raot .11;art
selection fo)::: pr.ornotion. Neit.cr, howev6.-r, ho-.1t
to override the other entirely.
3
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Cable Seer ?etariat
Standing Operating Procedure
No. 20-5
??????????????-se.rmi?MMI
CSSOP 20-5
??=?????mar.a????11?1?10.?????????????
PERSONN.EL
6 July 1955
(5) To permit the selection of the meet et itehl.a.ledividual available
and to provide the necesF.esees inceniiesa there eeu.st always exist
provision for the promotioa oE iredivieetaTee sdesed. of their turn in
terms of seniority, Atthe e..5sere tisnD 6'5 e re nut always exist
provision for the orderly ef the dependable and
typically effective individeale
.16) individuals should be advanced oat of turn of :majority only when
they have deunonstrated exceptional ability, cr when. based upon
a thorough analysis of the individuals' recorde, it appears that
he has skills or know/edge not pOSSI5f.4:;liail by these senior to him
warranting his promotion out of tarn.
(7) Where significant differences in ability cannot !ee determined
between individuals, selectien shouli be made hased on eeniority.
8. FACTO:RS TO BE EVALUATED
The Cable Secretariat Career Pazel will consider the following factors
when planning an individuals' career:
a. PeriorMance - What is his level of performance as in.dicatcd by
Fitness Reports? la his performance on qiete ra o is it erratic,
indicating that the individual blows het and cold? Does he display
the proper attitndc i. e., a willingneee to take inetructioteto learn
new jobe, ta werk where ani when needed? What does leis immediate
supervieor report as to his ctirreart performance?
b. Breadth of Experience - Bleed upon an ination ei his o.fficial
folder, has the individual held a variety of jobs or has he held a
single or perhaps a succ:ession of jobs in which the requirements
placed on him were no greater in terms of c only laxity or difficulty
than before? Lo the jede eneeignneents reflect steady upward develop-.
=lent ? How extenzive is his job knowledge?
c. Petential - To what extent has he demeartrated qualitiee of leadership
and supervisory ability? To what extent has he demonetrated creative-
ness and initiative? To what extent has he shown versatility and ability
to perform in varying circumslancee and/or in a wide variety of
4 ?
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CSSOP 20-5
Cable Secretariat PERSONNEL
Standing Operating Procedure 6 July 1955
?No. 20-5
assignments? To what extent does he possess maturity and stability ?
of judgment? What are his preferences? Is he willing and able to .
work rotating shifts? To what extent does he possess the necessary
overall background? Does his education, experience, and training
indicate a growth potential? What Agency training courses has he
completed and what ratings did he receive? What are the requirements
for the individual's skills and services in his present position and
positions for which he is presently, or may, by training and experiencee
become qualified?
d. Minimum time-in-grade 'Requirement - With reference to the minimum
time-in-grade requirement shown in tiara 9. this is a prerequisite to
promotion as established in 1-1::wever, it should not 25X1
be assumed that fulfillment of the prescribed minimum period of
time-in-grade will, in itself, constitute a basis for promotion. Time-
in-grade is but one requirement and does not imply that recommendation
for promotion will routinely follow.
e. Minimum time-in-trainee status - For the purposes of this CSSOP, a
trainee is defined as an individual in training on a position graded
higher than the position to which the individual is assigned. The time
shown in para 9 as the minimum time to be served as a ttainee is ?
considered to be the minimum time neceiisary to pet mit the individual
to learn and to perform ditties of a higheri pade awl to pe mit his
supervisors to evaluate his performance as a trainee. time may
be included in, or be additional to, the prescribed minimum time-in-
grade. Upon completion of the required minimum times in grade and
as a trainee, an individual automatically enters the zolm cpf consideration
for promotion; but he may or may not be promoted, aciva:: 1.rnotion
being dependent upon a number ef fa cto!!s, including a ryf::?sil..{37./ vocancy.
f. Willingness and ability to rotate - Th btUty and wilimaaess of az
individual to work rotating state. will be corisidtred wlitra it i$
essential that, in order to carry out the.. .olAssion c the C.:115:-/e St.scretariat,
the person occupying a particular positioil r!'tat' crwax,k other tban a
straight day shift, a declaration by an iladividnal at ha Le unable or
unwilling to rotate or to work the shift as re.quired wff. i:3r such time as
that condition exists, serve to preclude the promotion of that individual to
fill that particular position.
5.
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CSSOP 20-5
Cable Secretariat PERSONNEL
Standing Operating Procedure 6 July 1955
. No. 20-5
9. CRITERIA
The criteria to be followed by the Cable Secretariat Career Panel in
planning the career program for individuals within the Cable Secretariat are
factors considered desirable. While these factors will be accorded
appropriate consideration and will influence the planning and action taken,
they serve only as guides to assist in the planning. Except for the
minimum time-in-grade requirements criteria may be waived at the
discretion of the Cable Secretary. In this connection, satisfactory
completion of BOC will be given considerable weight when considering an
individual for promotion to GS 6 and above.
CRITERIA FOR PROMOTION
Willing & Able
Min. Min. time in Agency Formal Ed. to rotate if
. GS Rating T. I. G. - Trainee Status Training 22LE. u_s_12_,. .Required
? 3 to 4 6 mos NA none high school no
4 to 5 6 mos 3 mos none : high school yes
5 to 6 6 mos 3 mos BOC; Basic Sup .high school yes
6 to 7 6 mos 3 mos it II 1 yr,. college yes
?7 to 8 12 mos 3 mos ,i ii 1 yr. college yes
8 to 9 12.mos 3 mos ,, it 1 yr. college yes
9 to 10 " 22 mos 3 ma BOC: 14,aziagernetZ yrs. Col. yes
10 t 0 1 i IZ naG8 3mzis ,7 ti 2 yrs. college ' yes
11 to 12 22 zuos , 3 mos !) 2 yrs. college yes
6
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CSSOP 20-5
Cable Secretariat PERSONNEL
Standing Operating Procedure 6 July 1955
No. 20-5
10. COORDINATION OF CAREER PLAN WITH EMPLOYEE
The career plan as prepared by the Career Panel will be coordinated
with the employee in orcier to ensure that the employee is aware of
the plan prepared for him and is agreeable to taking such training as
indicated. At that time, it will be made clear to the employee that
promotion is dependent upon demonstrated ability or qualifications and
can be effected only if a position vacancy e3dsts. It will be made clear,
too, that completion of any program of training does not in itself carry
any promise that the individual?vrIll be promoted.
Distribution: EXEC
TS
DTP
RMF
A /CSDO
CSDO Bd.
TS Bd.
Disown Bd.
File
DD/S Career Board
7
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MANAGEMENT IM PROVEMENT ? R ?GRAM
1. In 1954 specific action taken by the Cable Secretariat to improve
operating problems and improve management included the following:
a. Cable Forms 35-80 and 35-81 were revised with the result that
the appearance of cables reproduced was improved and the use
of preprinted 1. aper was discontinued.
b. Responsibility for the distribution of non-CIA cables was
transferred from the Cable Secretariat.
c. The responsibility for receiving and delivering Western Union
teleerams was assumed by the Cable Secretariat (See Regulation
d. The responsibility for administrative support of the Cable
Secretariat was assum1/4.41 by the Cable Secretariat and our
personnel now come under the DD/A Career Service Board.
e.
f.
The Cable Secretariat assumed responsibility for ensuring
that intelligence contained in incoming cables is furnished DD/I.
was revised and is being published in two parts-- -
the Regulation and a Handbook--
2. Areas for potential improvement in 1955 were as follows:
a. Assist in the overall Agency effort to reduce cable traffic
by diverting cables to pouch channels whenever practical.
This is in compliance with the Director's wishes that cable
traffic be reduced by 25%.
b. Reduce the handling time of cables processed by the Cable
Secretariat.
c. Explore the possibility of installing some mechanical means a
preparing receipts for cables delivered by the Cable Secretariat.
d. Examine the possibility of adopting for Agency use an improved
Hectograph master.
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3. Specific action taken during 1955 by the Cable Secretariat to improve
operating problems and improve management included the following:
a. Discontinued the filing of outgoing station files. Also prokose
to do the same for incoming files.
b. vut in a conveyor belt from the typing section to the mailroom.
c. Zatperimented with new Asograph master. .Experiment proved
unsuccessful.
d. Procuring of electric typewriters. It was estimated by the
Management Staff that it was 25% less fatiguing to use electric:
typewriters.
a. Ordered new ditto machines to give the Cable Secretariat
maximum output in reproducing cables.
f. Improved the efficiency of the air conditioning and tried to get
bigger units to adequately supply us with air conditioning.
g. Started to send personnel to Training Courses.
h. Instituted a Cable Control !'rocedure.
i. Procurement of a better grade of ditto paper for more legible copy.
j. Instituted courier runs to meet peak loads in Area Divisions.
k. Proposed to Management that a survey be conducted establish
an office (or offices) of record in which all CIA cables are filed
on a permanent record basis and are cross-referenced appropriately.
The Office of Communications maintains the Signal Center Archives
but cables in these Archives are not cross-referenced except by
Station and/or IN or ZAJT numbers.
1. On 26 'Zictober a memorandum was sent to OC suggesting a
modification of Communications procedures that would facilitate
the preparation of reproducing masters. This memorandum was
disapproved by CC on 12 January 1955. The same proposal was
again submitted to OC in September 1955 after visiting the
Department of State. The Department of State uses essentially the
same pru cedure as was proposed in the 26 October 1954 memo
to OC.
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mi. Adh.
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CA BLL `i;E:CR E TART 'S COMMENTS RE i..C.)8SIBLE R GER
ir TWA; CABLE. SECRETARIATe? OiDCIs & THE SIGNAL CNTER, OC
1. My comments are submitted in connection with your study to
determine the feasibility of merging the Cable cecretariat, c/ ;oCI. and the
Fignal Center, ?:1C.
2. The pr-yorsal made by the Comptroller in his memorandum dated
13 September 1955 to the Acting Deputy Director (Support). Subject - Cable
Secretariat", brings to mind the statement :rade by Major General 'Dtto
Nelson in the preface to his book National Security and the General Staff
(extract attached) in which he states:
CPYRGHT
?'Whenever complex organizational or administrative
problems do arise, even the boldest man of action is inter-
ested in searching out anything that can be found to bear on
the problem. Z."'uch questions come up as: 'Has this same
type of problem ever been considered before and what did
people think about it then : "Are there any useful analogies
frm our past experience that can be used to help us solve
this probltrn "Can it not be demonstrated that the
proposed solution has been tried before and failed
3. In this case, I believe that the proposed eolution has been tried
before and failed.
4. The Messaie Center was, until July 1952, a part of the .ggnal
Center, .:f lice of Communications. That it did not function as desired is
indicated in ADC:)'s memorandum to the Director, f.7ubject: tablishmnt
of a CIA Message Center dated 9 July 1952, in which it was stated:
"Current cable i-rocedures, including distribution and
origination principles, are not entirely consonant with the
Director's stipulated desires...Rules governing the distri-
bution, organization, coordination and release of CIA cables
are a command responsibility. A Message Center acting in
the natal,: of and rest ansible to the Director and charged with
the perfurmance of these functions can logically and technically
be divorced from the Communications cryptographic, trans-
mission and receit t functions of the present c;ignal Center. '
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5. In July. 1954 the Director stated:
Cable procedure will be adopted similar, in general,
te the current 1.ractices of other major governevent agencies.
The Assistant Director for Corn:nunicati:ins will prepare for
approval and prompt distribution a cable erocedure manual
in conformity with the above and will arrange Lir the estab-
lishment of a Message Center under the directien of a Cable
secretary to centralise and standardise the handling and
distribution ef communications traffic. When in oeeration,
the Message Center will become the responsibility of the
;Lxecutive Assistant to the Director.
6. Throughout this paeer, I have n:ade reference tz.. Staff
Cereenunications ?effice, Office of the Chief of Staff. Department of the
Any. I have done so becauee I believe that the Cable Secretariat occupies
within CIA the same relative position and k. erforms essentially the same
duties as does the Staff Communications ceffice in the Department ef Army.
For that reason I lea that comparisons can be drawn and conclusions
arrived at based on reasoning employed by the Deeartment of Army in
resolving similar proposals, i.e., that the r.,taff Communicatiens ffice
be transferred freer. the Dffice of the Chief of 5.3taff.
7. The ehilosophy expressed by the Director in 195e: when he
established the Cable S:ecretariat as a eart ,sf the :efficc of the Director is
believed to be the same ehilasophy as that underlying the establishment of
the, War Department Classified le.essage C?riter (now known as Staff
Communications effice) on 1 Aril 1942. As a tart of the effice of Chief
retaff under the general supervision 4 the secretary, War Department,
General Staff, the rtaff Communications :Mice was created to provide
within the Deeartment of Artny one central Aeeacy to handle all classified
cables, radiograms, and telegrams and to ensur4.! essential coordinatica in
handling ,f such eiessages. To my knowledge there have been f .,ur separate
studies made determine whether it was not feasible to transfer the
functions of the ntaff Communications Office from the Office of the Chief of
etaff. In each instance, after extensive study and survey, the Deeuty Chief
of Staff, Department of Army, decided that the Staff Cemmunications eiffice
should remain a .art of the 'Mice, Chief of '7?;taff. t ne instance. this
decision was made deseite an estimate that an aeereciable number e f eaces
could be saved. '1,, hile the reasons given for the retention ;A Ctaff
Cereunications 'effice as a ?art of the elfice, Chief of Staff are many. I
believe General Wedemeyer's answer in 1943. while Director, lens and
eeeratiune ale-Wen. DA, as to whether the function of the etaff
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. ,
Communications Office should be transferred, is particularly pertinent.
He stated in effect that the decision should not be arrived at...
-solely from a consideration of economy and functional
assignmenta prevalent prior to the past war but from a
thorough analysis of the effect upon the oper*ions of the
Chief of Staff and the various staff sections.( During the
past ten years. the reduction of time and space factors has
vastly enhanced the importance of communications not only
to the Military Services but to the national security as a
whole. (Consequently, communications have inextricably
involved themselves in command and an organisation which
relegates any phase 3f the handling of electrically transmitted
messages to the realm of administration is archaic.) The
more important and urgent business of the Army is transacted
by radio message. The over-all efficiency of the Department
of the Army Headquarters is influenced to a considerable
degree by the assignment of these messages to the proper agency
for action and insuring the proper dissemination and security of
information contained therein. Such reskonsibility is a function
of command and more properly retained in the immediate office
of the Chief of f-.taff than delegated to the Adjutant General..
3. I believe that General VA ederneyerie comments are applicable
1:16% to the matter here under study. I believe that the determination as
to where the Cable secretariat should be ;..laced organizationally should
not -must not-- -be based solely an considerations of economy. The
Cable Secretariat should be placed where it can best perform its mission.
I submit that that determination was made in 1952 by the Director when he
established the Cable i",ecretariat as a part of the Ciffice of the Director.
As far as I know, there has been no change since that time that would
alter the Director's decision.
9. The Cable !decretariat has since its inception operated with the
minimum number of persons necessary to provide the services at the
standards established by me to meet the needs of the Agency. These
standards are high. I ?ropose to keep them high. I propose to raise them.
In zny ..i?inion, there is no more vital point within CIA Headquarters. there
Is no other point where rapid and ac9urate analysis of the content al
communications is more essential. An cables are, in the final analysis,
for the Director. It seems most appropriate that a close personal
re,.resentative of the Director assign action to these cables. Action assign-
ment, after-hour calls, and the distribution of information copies is often
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made based solely on a detailed and studieo analysis the contents of a
cable and without regard to the routing address used y the eriginator in
the Field. A high degree of independent judgment, an awareness of
operational sensitivity, a knowledge of the mission and function L;i: every
division in CIA Headquarters is mandatory on the oart of the Cable
Analysts if they are to ?erform their mission. Te merge this urely
analytical function with the very important- -but totally unrelated--
technical function of the Signal Center would appear to be unsound both
organizationally and functionally It would be a ste, backward. iiegardleso
of whether this irnoortant funct15n is a part of the signal Center, Office of
Communications or is a part of .the Cable !:!ecretariat, Office at the Director,
essentially the same number Of ieersonnel would be required to render the
same services to the same high standards.
11J. Further, to transfer the Cable c.'ecretariat from the :Ake al' the
Director would be to deny to the Director and his Deputies the clear-cut
and direct command channels now existing.
II. If it is desired that the Gable Secretariat continue to function as
a Cable Flecretariat---and I believe that the Director and the Deputy Director,
the DD/ , the DD/I, and the DD/ do desire anti do need and deserve to have
the eervices of the Cable Secretariat?I believe that the 3ffice of the Cable
ecretariat must remain a part of the Director's ffice. It could not, in my
a?-iniort, function as efficiently as a eart of any office other than that of the
Director's.
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;:lveted from Nelsen's book -National iscurity and the General Staff'', pp 470.
471, 472 fit 473.
'Improvements in Staff Communication -- 1942. The 1942 reorganize-
tien precipitated a c. .replete re-examination of channels of communi-
cation and the precedures involved in filing and in handling radiograms,
secret letters. and erdinary cerrespendence. This would have ceme
anyway as the prewar practices were, t? somewhat understate the
case, inadequate. Here was an important field that bad been neglected
in war planning and this was due, ef course, te the idea that the
General :3taff must net become inveleed in administrative matters
although there were other contributing factors. In peacetime the War
Department did net have the funds ner the need for expensive equipment
to handle a large volume of business quickly. The volume was not
present and time was net pressing. Army '3fficers were not cencerned
about this kind ??,f preblonl. Es, r their experience had been largely
with small Army units and they naturally applied what they had learned
there te all similar problems, tattering the element of size. When
war became imminent, everyone was t,o busy to be concerned with
the details of precedure and the reetheds el handling een.,munieetiems.
At the same time, the dictates of military security had be ebserved
and additional safeguards were introduced to prevent the disclosure of
military infIrmation. The result was that at the Ye ry time simpler,
faster, and mere effective methods were needed, the exact opposite
was the trend because of the irep.)sitian ef additional safeguards with
no change in method. Peacetime disregard, wartime expansion in
velum*, urgent wartime need for speed, wartime inability of men in
autle)rity t consider the preblerr, and the continual imposition ef
additienal security safeguards while exposing horrible examples where
slips occurred and taking disciplinary actin t.7. frighten everyone ---
these were the things that made precedures the Achilles' heel of the
4ar Department as the War Department aide of the Pearl Harbor story
indicated only too well. 'Whether there had been a 1942 reerganisatien
??r not, it was inevitable that drastic steps nf .serne kind weuld have
had te be taken t, gear the War Department pr.-cedurally te a war
temp, and a gigantic volume.
In January and February. 1942, a number f officers in the L:ffice
of the Chief of Staff became concerned withthe processing f 'seeming
and eutseing secret messages. Their purpose was to ce?-?rdinate the
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actien ifl messages and te secure mere rapid transmission and
delivery. At that time the War Department Signal Center. a part
of the Office of the Signal Center. received or transmitted these
messages and did the encoding and decoding work. Developing the
werld-wide Army radio network was a very large undertaking in itself.
The tasks of verifying that the message was authentic and properly
coerdbutted, that the appropriate offices received infermatien ..pies.
that an action copy ef an inc-ming message was properly routed. and
thet all the ether minutiae were pv)perly performed was the job
a section ef the Adjutant General's Office. Then there was alse the
Message Center of the nffice of the Chief of Staff, which directed the
routing of messages tc the Secretary -1 War's office, the Chief of
:Aare office, and the Nar Department General Staff Divisions.
Further, each General Staff Divisien had its ewn Message Center and
Recerd Reem. ?virhen the War Department Cede Center deciphered a
message. Ins copy wr-uld be sent to the addressee or effice that should
handle the matter lf the message involved and take necessary action.
Leng-time Army custem had decreed that all communicatione t-. the
War Department be sent tf3 the Adjutant General (AGSAR). Cu many
messages it was Iv small task tn determine wlv should get it, parti.
cularly in those days of 1941 when General Headquarters. the Air
Force. the War Plans Divivion 1.-1 the General Staff and Office of the
Chief of Staff had -overlapping duties. When the addressee or designated
*like received the message be acted upon it or had the reeponsibility
If transferring it to someone whe could handle it. Likewise, he was
reepenoible for preparing such extra copies as were needed to send
infermatien copies t-5 the appr ipr tate offices. If this was neglected or ?
delayed. impertent information was thus withheld. The bugaboe of
security was such that the constant temptation was to ignore the need
for fast and accurate distributien many messages when many cepies
?'if the message were needed. These messages would consequently be
copies a great number of times in a successien offices and sections,
which t,ek much time.
''res April 1, 1942. the ',Vas- Department Classified Message Center
(WDCMC) was established ae an agency of the Cffice. Chief of Staff under
the general super Afton ef the Secretary, liar Department General :Staff.
It was created to pr vide ,ese central agency within the War Department
for the handling )f all classified (ftecret, etfidential, etc.) cables,
radingrarea and telegrams, thue te insure essential ce,:?rdinati et in the
handl1n f such messages. Its resputtsibilities included:
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a. pr.Icesshtg of all inc.nrting and outg-,ing classified messages
transmitted by electrical weans.
"(1) Assignment f_of action: SDCWIC assigned each inc..:rning
classified message t...; an appropriate agency for action, making the
assignment on the basis of message crlitent and n-Nt necessarily in
accordance with the address.
Assignment f inf -rmatiron: vi-DCIvIC furnished information
copies of both outgoing and incoming classified messages to all agencies
having sufficient interest in the subject matter to warrant receiving
distribution.
"b. Cperatilm of overseas radi: conference facilities (classified).
.'c. Publication and distributims ?-.f a register incoming and
outgoing messages received and dispatched during the preceding
calendar day.
"d. Preparation fgr the Chief f-sf Staff of the daily log of important
messages received and dispatched. The 1r4 included current operations
and intelligence reports. as well as all other messages that should be
brought to the attention !?.,f the Chief of Staff. Copies of the log were
furnished to the Chief lof 3 aft for the Commander in Chief; the Secretary
of War; the 1, .puty Chief of :Ref; the Assistant Chief of Staff; Operations;
and the Cr?rnreasuling General. Army 4ir Forces.
e. Preparation f-4- the Chief of Staff of situation maps covering the
--_,perational and intelligence reports placed in the daily log.
"Mechanical equipment was provided; appropriate forms and reps 1.
duction facilities were installed; and other steps were taken Vo make the
system capable of handling thousands where tens of radio messages had
formerly been pr-.,cessed. The lesson was learned the bard way, but
..,nce learned it was properly exploited. As thikatety Iteadquartave lare re
established overseas, representatives, rorme. and equipment were
sent oer and identical systems installed.-
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