REVIEW OF OPERATIONS IN THE FINANCE DIVISION'S PAYROLL AND TRAVEL BRANCH

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-05538A000200020014-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 1
• Document Creation Date: December 9, 2016
• Document Release Date: June 12, 2001
• Sequence Number: 14
• Publication Date: December 19, 1952
• Content Type: MEMO

Comptroller
Deputy Comptroller
Review of Operations in the Finance Division's;:
Payt'... and Travel Branch
inherent with respect to such a condi ie
3. It is believed that a major portion of the work could be
4ccomplished by any clerical help that is available as long as they
would be properly supervised. This would not, however, be true with
respect to the majority of the travel voucher activity and certain
other parts of the work which require trained personnel.
ls. In view of the graveness of the situation and
to the a parentayrall
complexities that are involved in developing a program p
and Travel Branch on a current basis, I believe it highly desirable that
the facts and figures as presented and included in this report be made
available and completely explained to the DD/A and his Deputy.
25 ?11,- .
19 December 1952
Document No. ?L
70.2
6y: A3-
2 1A~ Staff
~, re nested the Chief of the Technical Accounting
hav conduct a quick survey of the backlog situation
in the Finance Division, Payroll and Travel Branch, and prepare a report
in order that.we might have an inde endent appraisal of the situation
by a well-qualified technician. dvises that the attached 25X1A9a
ort has been
who concurs that the fChief of the Payroll actsand conclusions as presented are
substan Way correct.
2. The report reveals a very serious and critical backlog situation
which has apparently developed primarily due to insufficient personnel
in relation to the volume of work to be handled. The part of the problem
that disturbs me the most is the fact that, even when and if the
T/O is completely filled, it would result in only sufficient pers
to handle current workloads and would not be the solution to elimination
of the present backlogs. In other words, the only way in which the
present backlogs can be reduced is either by an unforeseen reduction in
workload, thereby permitting the personnel working on current activity
to devote time to backlog work, or by assigning a group of employees
to spend full time in the elimination of such backlog. Since there are
more than 650 manfdaye of backlog, it would take approximately two and
one-half months for a crew of ten persons working six days a week to
eliminate the problem; and this does not take into consideration the
additional backlog that might accrue in the meantime. Nevertheless, it Vl_
appears to me that someway, somehow, this type of approach must be made
to the problem. Otherwise, the present situation will continue for a
long time with resultant confusion, complaints, and criticisms that are
t?. 2-
cc - Signer's copy l,-' 61 I / I f '?-""