RECOMMENDATIONS: 'THE COURSES ON INTERNATIONAL COMMUNISM BE GIVEN WIDER PUBLICITY AND OFFERED TO PERSONNEL OF OTHER AGENCIES.'

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP63-00309A000100020022-0
• Release Decision: RIFPUB
• Original Classification: S
• Document Page Count: 7
• Document Creation Date: December 22, 2016
• Document Release Date: November 9, 2009
• Sequence Number: 22
• Content Type: REPORT

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Recommendation: "The courses on International Communism be given
wider publicity and offered to the personnel of other agencies."
I believe that this action may not be necessary. Pursuant to paragraph 8 of
a memorandum from the Director of Training to the Director of Central Intelligence,
dated 26 May 1956, subject: Establishment of School of International Communism,
selected members of the SIC instructional staff already carry a heavy schedule of
training for personnel of other Government agencies. Over half of the training accom-
plished by SIC is non-CIA staff. They participate regularly in courses at the Foreign
Service Institute, Strategic Intelligence School, Naval Intelligence School, the Air
University, and others. Any appreciable, additional workload will necessitate an ex-
pansion of the SIC staff. In view of the constant pressure to reduce headquarters per-
sonnel strength, which is very likely to continue, I do not believe that it would be ap-
propriate for us to seek authorization for new positions and personnel nor do I believe
that we should devote more than fifty per cent of the SIC effort to non-CIA staff train-
ing.
)im
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I believe, of course, that training policies and programs form
an essential and inseparable part of the Agency personnel develop-
ment program, including mid-career and senior officer development.
The Director of Personnel has recently proposed that the Career
Council be responsible for the total Agency personnel development
program, and that the efforts of the Office of Training and the Office
of Personnel toward the single objective be united under the aegis of
the Career Council. Because the forthcoming Career Development
Board may be a mechanism by which the Career Council ensures that
training policies and programs are incorporated in the total develop-
ment program, the Council has deferred activation of the Board as it
was originally conceived. The Director of Training and the Director
of Personnel believe that their programs can be effectively integrated
and implemented through the functioning of the Career Development
Board. They agree, for example, to alternate the chairmanship of
the Board between them in accordance with the nature of matters
before the Board. This type of arrangement to blend the efforts of
these two support offices under the aegis of the Career Council is,
in my opinion, an example of realistic planning for Agency use of
the Director of Training and his resources.
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d. The Role of the Director of Training
The Director of Training and I do not concur in the Inspector
General's statement that "the subordination of the Office of Training
to the DD/S has also materially limited the power of the Director of
Training to develop and control unified Agency training policy. " As
Director of Training, he is responsible to the Deputy Director (Support) .
In this capacity he and his Office, under my direction, are immediately
responsive to training requirements levied by any office or Deputy
Directorate. He exercises staff responsibility for the Agency in his
functional specialty, and develops unified Agency training policy.
I firmly believe that he makes as great a contribution to improving
our Agency training program as is permitted by the Deputy Directorates,
and I do not believe that he would have any more real control of the
Deputy Directorates if he were placed in any other organizational
alignment. I furthermore do not believe that he should exercise much
more real control of the Deputy Directorates in his staff specialty.
The ever increasing degree of coordination of Agency-wide training
by the Director of Training, particularly during the last five years as
a part of the DD/S organization, is a significant fact, as the Inspector
General's report recognizes.
e. Manpower and Money Required
T
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The missions of the DD/S Offices generally are (1) to provide a service to
the Agency and (2) to exercise staff responsibility for the Agency in their several
functional specialties. The Director of Training is in a similar position to that
of the Directors of Security, Communications, Personnel, etc. Given the Agency
organizational structure, methods of operation and personalities in senior posi-
tions, I do not believe that the Director of Training would have any more actua
power if he were placed in any other organizational alignment. More specifically,
I do not think that the Director of Training had any more real er when he re-
ported to the DCI than he has had since becoming a part of the DD/S organization
in 1955, even though a superficial glance at the organizational chart might give
a contrary impression. In fact, as the Inspector General's report recognizes, I
believe that "there has been considerable growth over the years in OTR respon-
sibility to undertake Agency-wide coordination of training."
As I stated in my opening remarks, there is little in this Survey that is new
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d. The Role of the Director of Training
should like to make a brief comment on the role of the Director of
ally,
Training. As Director of Training, he is responsible directly to the Deputy
Director (Support), and in this capacity he and his Office are immediately respon-
sive to training requirements laid down by any office or Deputy Directorate of
this Agency. Under existing regulations "he is also responsible for the coordina-
tion, technical supervision, review and support of all domestic and foreign train-
ing activities. " In other words, he is, by regulation, the Director's Staff Officer
for Training. In actual practice, however, he does not perform this function a CAew P
lroc " I'Cfr/ /stir` L. i /c;
moans . There are several domestic training programs for
which he does not exercise staff responsibility, and with the exception of Saipan
he does not exercise any staff responsibility in connection with overseas training
programs. The Director of Training can and wants very much to lend whatever
advice, guidance and suggestion his knowledge and experience afford to the serious
problems of planning and improving our Agency training program. I firmly believe
that he could make a far greater cont ution if permitted diseltarge- this-respon-
/o d n sa
-&ib!H#y by the Deputy Directorates[ However, I do not concur in the Inspector
General's statement that "the subordination of the Office of Training to the DD/S
has also materially limited the power of the Director of Training to develop and
control unified Agency training policy."
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e. Manpower and Money Required
It should be noted that approval and implementation of many of
the recommendations presented in the Survey would result in an
increased commitment of Agency funds and/or manpower for training
The Agency should not spin its wheels by approving
purposes. {o sals- which would significantly increase the-number
proposals which would significantly increase personnel and costs
c-pers?o 'lnvolvecl'fn"the"-Efdining`_effort :orwhtch wouid.substan-
without considering simultaneously where the additional personnel
tia-i-ly--inorease the cost of that effort, will not be approved unless-
and money are coming from.
ihbenefits so obtained would clearly outweigh the value of ether
uses-of-terse fun s-arrd p son This consideration must be a
factor in the review of the Survey's recommendations, separately
and as a whole.
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