INSPECTOR GENERAL'S SURVEY OF THE OFFICE OF OPERATIONS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP62-01094R000100050013-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 22
• Document Creation Date: November 16, 2016
• Document Release Date: February 16, 2000
• Sequence Number: 13
• Publication Date: May 5, 1956
• Content Type: MF

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Wme
5 May 1956
MEMORANDUM FOR: Director of Central Intelligence
SUBJECT : Inspector General's Survey of the Office of Operations
1. For the sake of convenience and because of the semi-
autonomous nature of the three divisions composing the Office of
25X1A7b Ope rvey has consisted of four parts : 1 Forei
dated 19 November 1955; (2)
F OIAb3 b1 dated 2 February 1956; (3) - Division,
dated 30 April 195 ; and (4+) the present attachment, which is an
inspection of only the immediate Office and staffs of the
Assistant Director for Operations.
2. Copies of the attached have been provided to the DD/I
and the AD/O- through the DD/I. F OIAb6
B. Kirk,(atri
Inspector General
cc: DDCI
DD/I
ADO thru DD/I
IG
FOIAb3b1
RETURN TO ARCHIVES & RECORDS CENTER
IMMEDIATELY AFTER USE
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The charter of the Office, defined in Agency Regulation dated 9 December
1955, amply reflects the responsibilities assigned to CIA/00 in NSCID's 6. 7,
14, and 16. In implementing this charter the organization of 00 is effective
and well balanced in terms of personnel, mission and functions. The categories
of responsibilities do not overlap and there is no duplication of effort. The
three divisions, two staffs and Field components (see attachment A) is a logi-
cal arrangement and no organizational changes are recommended in this report.
C. The ADO is satisfactorily performing his assigned responsibilities
and has delegated in a clear manner various of his functions to his chiefs of
divisions and staffs. Thenr v monweywobligated to carry out the mission of the
I. PURPOSE, SCOPE AND SUMMARY
A. The world-wide mission of the Office of Operations (00) is founded
on the valid belief that the major part of foreign intelligence is obtainable
from overt sources. The inspe2iocof this Office was begun in September 1955
and has included all overseas offices, and Headquarters.
B. In view of the present organization of the Agency, the administrative
location of 00 is correctly placed under the Deputy Dire to fpr Intelligence.
byM While 00 is one of the largest offices in the Agency, it is not be-
lieved that its present on-duty strength or the cost of intelligence produced
are excessive. Conclusions reached during this survey are that the information
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obtained by the various methods at the command of 00 is of value and should
not be reduced in scope or coverage.
FOIAb3b D.
25X1A1a
on 1 January 1956 had =employees.
It obligated in FY 1955 for information translated and abstracted
from more than 98,300 newspapers and journals. The issuances of were 25X1A8a
generally satisfactory to the users, although during the inspection of the
Division, there was room for improvement with respect to selection and treat-
ment of materials available. The tendency has been to publish too much and
to abstract information rather than to follow the harder but more effective
procedure of translating verbatim selected items of unique value to intelli-
25X1Agence analysts.
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H. Supervision in 00 in terms of accomplishment has been good. Consci-
entious efforts have been made by the three division chiefs to assign employees
properly and otherwise be personally concerned with their individual interests
and professional welfare. Fitness reports are carefully done and discussed
with the persons concerned; promotions follow the average pattern of the Agency;
and some training opportunities are made available to personnel generally.
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I. In the field of career planning, however, the Office is deficient.
In fact, the policy decision of the 00 Career Service Board is opposed to
what it calls "mass production career plans." This decision does not uphold
either the spirit or letter of the Agency's Career Service. The 00 Board
appears to regard long-.range planning for its personnelas a static function
in that when once a plan is put in writing it becomes a rigid, unchanging
document which, if not carried out, will have far-reaching demoralizing
25)ccAects on the Office. This is an erroneous position.
L. During the course of this survey the inspectors have had excellent
cooperation and assistance from all 00 personnel contacted at all levels at
Headquarters and in the Field.
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II. RECOMMENDATIONS
A. Employees in the Office of Operations should be more closely associated
with intelligence production activities. The DD/I should require the following
25X1A
1. Attachment A of Agency Regulation_dated 15 December
1955 be revised by placing 00 under the Intelligence Production
Career Service of the DD/I;
2. The AD/O delete the special career designations of the three
Divisions and 00/C) and assign Intelligence Production
or Support Career Designations in accordance with the backgrounds,
qualifications and desires of the personnel involved;
3. The 00 Career Service Board come within the charter of the
Intelligence Production Career Service (IPCS) Board;
4. The AD/O become a voting member of the IPCS Board; and
5. The DAD/O or a senior officer become a voting member of
the IPCS Executive Committee. (See page 28.)
B. The Career Management Program in 00 is inadequate and does not
uphold either the spirit or letter of the Agency's Career Service. As
corrective measures, the AD/O should insure that the following action be
taken:
1. The 00 Career Service Board should approve long-range career
planning and should initiate career plans for selected individuals.
It should also give clear indication that it intends to assist these
individuals, and others as they are selected, to develop flexible
career programs for at least a six-year period.
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2. The 00 Career Service Board should have the services of the
Chief of Planning and Coordinating Staff as the Executive Secretary
(non-voting).
3. The Executive Secretary should conduct periodical meetings
with the Executive Secretaries of the three divisional Career
Management Staffs in order to insure (a) that the career plans,
policies, and decisions made by the 00 Career Service Board are
quickly disseminated to appropriate personnel at the division,
branch, and section levels; (b) that career planning is being
accomplished in line with Agency and Office regulations.; and (c)
that minimum manpower requirements for each type of function in
00 are being properly developed by the respective divisions. The
Executive Secretary should also insure that career plans, in line
with Office decisions, are being produced by members of the
immediate staffs of the AD/O.
4. The 00 Career Board should require the division and staff
chiefs to emphasize that 00 personnel may, without prejudice to
themselves, change their career designations, if they so desire,
to components not only in the DD/I, but DD/S and DD/P as well.
25X1 A (See pages 31-32.)
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D. The Planning and Coordinating Staff should be brought up to
strength, preferably with an employee who has had broad experience in
both Field and Headquarters assignments. (See page 14.)
E. The Chief of the Sovmat Staff should correct the deficiencies in
the liaison functions of his component by the following:
1. Take the lead in setting up periodic conferences with
interested personnel in the Agency and come to firm conclusions on
requirements, costs, priorities, timing, and scope of exploitation
requests;
2. Keep consumers informed, not only by memorandum, but by
consistent liaison of objects collected by the Services and their
exploitation programs;
3. Develop a system whereby Agency exploitation requirements
submitted through the Joint Technical Intelligence Subcommittee (JTIS)
are linked to the reports disseminated in CIA through the normal OCR
channel; and
4. Bring to the attention of Agency consumers, more forcefully
than has been former practice, unique Soviet materials in the
possession of the Services which could be profitably exploited.
(See page 20.)
F. Provision sha!uld be made by the Chief, Sovmat Staff, for the
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IV. ACCC[ 'LISINTS
A. General
1. The management and organization of 00 is designed to accom-
plish the task of overt collection in the most effective and economical
manner. During Fiscal 1955 the office had virtually no vacant
positions. It spent in pursuing all of its activities.
a
Of this figure, the relatively small amount of was spent by
the Assistant Director and his immediate staff for policy direction
and supervision. 25X1A8a
2. The management and achievements of the three Divisions S
3bl
and Contact,) have been inspected individually and separate
reports produced. With respect to these three components their
location within 00 is basically sound. In the main, the mission
and functions are being satisfactorily implemented although in the
field of personnel management and career planning, numerous weaknesses
have been noted and recommendations for changes made.
B. Planning and Coordinating Staff
1. The functions of the Planning and Coordinating Staff, as
defined by the AD/O, are as follows:
a. Develop office policy and operational procedures;
b. Coordinate the activities of the office with other CIA
offices and outside agencies and departments;
c. Recommend changes in organization and method with
respect to intelligence issuances;
d. Represent the ADO as requested on inter-office
committees which affect more than one of the divisions, such as
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matters pertaining to intelligence procedures, operational or
collection problems, administrative policies, and procedures and
Regulations; and
e. Undertake such other planning or coordinating functions
as may be required by the AD/0.
2. The functions as outlined for the Staff are important for an
office the size of 00. The assumption by the Staff of certain
added responsibilities recommended in this report (see pages 31-32)
will make imperative that the AD/0 bring this Staff up to strength.
It is recc wended that:
The Planning and Coordination Staff be brought up to
strength by the assignment of an employee who has broad
experience in both Field and Headquarters assignments.
C. Sovmat Staff
1. Origin and Authority
a. Approval by the DCI for the formation of a staff for
the collection and exploitation of Soviet products for intelligence
purposes was made in 1950. The staff duties with respect to this
program were given to 00 to administer and coordinate on behalf of
CIA, the Department of State, and the Atomic Energy Commission.
b. In line with the overt activities of 00, the Sovmat
Staff is not to analyze the information collected but to arrange
for proper intelligence appraisal and issue reports in response to
specific requirements. The only function originally associated with
the Sovmat Staff which did not belong to it was the W"imm
analysis activity? The Office of Research and Reports (ORR) was cor-
rectly required in July 1952 to assume responsibility for this effort.
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2. Function
a. Few changes have taken place in the mission of the
Sovmat Staff since its formation. Specifically, the functions are
as follows:
(1) Integrate and coordinate requirements for items
to be collected;
(2) Recommend action to obtain specific its
calling on all collection facilities of the U. S. Government and
CIA for assistance;
(6) Coordinate these activities with those analagous
to them in the IAC through channels provided by the Joint Technical
Intelligence Sub-Committee (JTIS) of the Joint Intelligence Committee
(JIC).
be Cooperation with the Defense Department is of the
greatest importance to the success of the Sovmat program. The
Services believe that they have always had a certain priority of
interest in this field. During both World War I and II they had
programs designed to exploit information from captured enemy
supplies, weapons, and equipment. These efforts, however, have
been designed to meet the highly technical requirements of the
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Services, hence seldom contributed useful information to the
intelligence community at large. The Defense program also had
been almost entirely un-coordinated in that there had been no co-
operative action in planning, acquiring, and exploiting products
manufactured in enemy countries.
c. When the functions of the Sovmat program were first
proposed, the Army representatives were reluctant to approve because
they were fearful that CIA was going to take over a function which
had long been theirs. However, in April 1951, the Armed Services
Joint Intelligence Directive dealing with "captured enemy material"
provided for the establishment of a component then called the Joint
Material Intelligence Agency. The name of this Agency was later
changed to JTIS and was established, as a permanent subordinate
component to the JIC. The mission of JTIS succeeded in formalizing
relations between the Defense Department and CIA and enumerated
25X'I e following functions:
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d. Following the issuance of the Defense Department Dir-
ective, a formal agreement was reached with CIA in July 1952 for
the inclusion in JTIS of an Agency "advisor" on matters of Sovmat
interest who would be empowered to represent the interests, not only
of CIA, but the Department of State and Atomic Energy Commission
as well.
25X1 C 3` Requirements
b. A loose-leaf Sovmat Guide Requirements publication is
issued and revised once a year and more often if necessary. Old
requirements are removed and new sheets are inserted. There are
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V. CAREER SERVICE PROGRAM
A. Objectives of the Office Career Service Board
1. The 00 Career Service Board is eomposed2g&~)k%hD/O as Chairman,
or the BAD/O in his absence, and the chiefs of and Oo/C.
The Chief of the Planning and Coordinating Staff is the Executive
Secretary (non-voting). The Board meets once a week concurrently
with the regular staff meeting. Minutes are kept of the pertinent
discussions and decisions. The implementation of Board decisions
is delegated as appropriate to the division and staff chiefs.
2. The mission of the 00 Board is (1) to develop a "variously
qualified and trained personnel;" (2) to identify the various categories
of qualifications and training necessary to the development of "a corps
of experts in the field of overt collection;" (3) to identify those
types of positions and activities "which are common to the various
office components in order to facilitate intra-00 rotation;" and (4)
to provide "broader careers for Office personnel all of whom.parti-
cipate in the Office mission of intelligence collection."
3. The responsibilities of the individual members of the Board
are: (1) to advise the AD/O on "personnel policy, planning, and the
execution of programs having an effect on the careers of 00 personnel
...;" (2) to ensure that 00 personnel receive all possible benefits
under the Career Program; (3) to implement the Career Service Program
in accordance with the needs and functions of their respective Divisions;
and (4+) to consider personnel actions, inter-Office rotation or
reassignment, recruitment and training requests, exceptional promotions,
and promotions involving positions in Grades GS-14+ and G5-15.
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FOIAb3b1
FOIAb3b
B. Career Management
1. In the surveys of the three divisions composing 00, numerous
commendable qualities were noted with respect to personnel management
and the conscientious efforts made by the three division chiefs to
make proper assignments and otherwise be personally concerned with
the individual interests of the employees under their respective
jurisdictions.
2. Fitness reports examined during the course of this survey
appeared to be carefully done and generally have been shown or
discussed with the persons concerned. The WA&ME=
however, have felt some handicap in not having copies of such reports
FQ1Ah b1
in their files. The same decision was reached in Contact
Division Field Chiefs' meeting in October 1955. The practice has been
to file all the copies in Headquarters. Since the main purpose of
a Fitness Report is to assist personnel to improve where they are
weak, copies of such reports should be retained by Field supervisors
so that they may better guide and develop employees under their
supervision.
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25X1 k is recommended that:
FOIAb3bl
3? The promotion policy in the office follows a pattern generally
comparable to that of other components in the Agency. Reference
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6. In the field of career planning, however, there was much
criticism made by 00 personnel. Decisions on rotations and
assignments have been made largely on the basis of expediency.
The Chairman of the Career Service Board has stated that consideration
would be given to a career plan should any employee wish to submit
one. Few 00 personnel have been sufficiently aware of this offer
to do much about it or have been reluctant to do so because it
would give the impression of dissatisfaction. During FY 1955, for
example, four such individual career plans were submitted from 00
29)LUsions; all of them, however, had to do with entrance into the
Of the four, only one
was selected.
7. The outstanding weakness in personnel management in 00 is
this lack of the orderly career development of personnel in line
with well-conceived plans designed to improve an individual's
capability to serve the Agency. The minutes of the 00 Career Service
reflect the view that career planning for all employees should not
be done. This is an unsound position which does not uphold either
the spirit or letter of the Agency's Career Service.
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C. Conclusions and Recommendations
1. The 00 Career Service Board appears to regard planning for
its personnel as a static function in that when once a plan is put
to writing it becomes a rigid, unchanging document which, if not
carried out as conceived, will have far-reaching demoralizing effects
in the office. The great majority of those who had received notices
of membership in the Agency's Career Staff wanted to know, "What
happens now?" Up to the time this survey was completed, 00 personnel
had not been asked what their interests were and had not been told
whether any career planning was to be done on their behalf. Some
planning, especially for that group of officers now members of the
Agency's Career Staff, would certainly enhance rather than reduce
morale. FOIAb3b
1
2. In the individual surveys of , recommendations
were made for the formation in these divisions of Career Management
Staffs (0o/C has such a staff) whose responsibility it would be to
recommend to the 00 Career Service Board action to be taken on the
development of career plans for personnel within these components.
With respect to the career planning in 00,
It is recommended that:
(a) The 00 Career Service Board should approve long-range
career planning and should initiate career plans for selected
individuals. It should also give clear indication that it
intends to assist these individuals, and others as they are
selected, to develop flexible career programs for at least a
six-year period.
(b) The 00 Career Service Board should have the services
of the Chief of Planning and Coordinating Staff as a non-voting
Executive Secretary.
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(c) The Executive Secretary should conduct periodical
meetings with the Executive Secretaries of the three divisional
Career Management Staffs in order to insure (1) that the career
plans, policies, and decisions made by the 00 Career Service
Board are quickly disseminated to appropriate personnel at the
division, branch, and section levels; (2) that career planning
is being accomplished in line with Agency and Office regulations;
and (3) that ,minimum manpower requirements for each type of
function in 00 is being properly developed by the respective
divisions. The Executive Secretary should also insure that
career plans in line with Office decisions are being produced
by members of the immediate staffs of the AD/0.
(d) The 00 Career Board should require the division and
staff chiefs to emphasize that 00 personnel may, without
prejudice to themselves, change their career designations,
if they so desire to components not only in the DD/I, but
DD/S and DD/P as well.
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