REDUCING ON-DUTY STRENGTH DURING FY 1965

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01676R000700090023-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 14, 2016
• Document Release Date: March 7, 2003
• Sequence Number: 23
• Publication Date: November 9, 1964
• Content Type: MF

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i,?,E ORA?WU i FOR: Deputy Director for -Support
Reducing On-Duty Strength During 'Y 1965
1. As you are aware, the Director of Personnel has
recently prepared and forwarded to me the first report of current
Agency-wide (temporarily not covering the Plans Directorate)
plans and efforts to reduce our on-duty personnel strength.
The report indicates that within the Support Directorate 25X1
there are only three components which face problems of reducing
strength levels to authorized manpower ceilings. These components
are the Office of Security, the Office of Logistics, and
The separate reports submitted by these components
do, however, indicate plant to reduce to authorized ceiling strengths
by the end of the fiscal year. I am sure that these plans are well-
considered but feel it necessary to express a few words of caution
as follows :
a.. The components which have project
personnel losses through regular attrition factors such
as resignation should be alert for unexpected and
unpredictable changes in these attrition rates.
Alternate plane for accomplishing losses may be
necessary.
t? When planning the specific personnel
losses needed to reach ceiling levels, the components
should continue to keep in mind the types of actions
irecteci by Action M=emorandum A-410, dated 27
July 1964.
c. On two occasions the Director of Personnel's
report mentioned that one or more of the components within
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the Support Directorate might be faced with the problem
of absorbing an unpredicted and possibly unpredictable
number of their careerists as the Plans Directorate
executes its own reduction program. The Office of
Personnel states that it will "monitor this situation"
and report such events "if and as they become fact. "
I suggest that Office of Personnel representatives might
devote special attention to this matter by anticipating
such occurrences as far in advance as possible and
advising the Support components concerned rather than
merely notifying these components of unexpected
iinrnediate gains. Likewise the matter is sufficiently
explosive as to warrant your personal attention t ith
L D/ P as it relates to career planning in the separate
units of your Directorate.
3. The reporting system initiated by Action Memorandum
A?417 will be continued and improved. It plays a definite role in
our program to reduce the Agency's personnel levels. As I have
indicated in a separate communication to the hector of Personnel
and the Director of Budget, Program Analysis and Manpower, it is
not enough that apparently practical plans for personnel reduction
are being devised and will be reported regularly. There is a
further need to insure that theme plans are actually implemented
in both orderly and timely fashion. We cannot allow plans to fall
short of becoming actions, nor should we allow the reduction
program to lose its momentum or to come alive only as a last
minute race to meet a deadline. Throughout the Agency we must
be constantly aware that the dollar amounts available to us for
personnel costs are based upon the established personnel ceilings.
Our reduction program must have an atmosphere of reality,
inevitability, and even urgency. I ask that you continue to create
such an atmosphere within the Support Directorate.
'. As the Agency continues its efforts to reduce its
personnel strength, we must all avoid the false belief that the
Agency's manpower goals have been reached when each of its
components is within its personnel ceiling. Our repeatedly stated
objective is to reach minimum levels of essential personnel and
such levels may be below existing ceilings on occasions. The
component which does not exceed its ceiling is in no way relieved
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from further responsibility for continuing aggressive action to
achieve maximum personnel economies while meeting approved
abjectives. I also ask that you take action to insure that the
personnel of the Support Directorate have this latter understanding
of current manpower objectives.
Lyman B. Kirkpatrick
ecutive Director-Comptroller
BPAM
kfh
(9 Nov
64)
Distribution:
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1 - Executive R
1 - Manpower S
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