POSSIBLE REORGANIZATION OF THE EXECUTIVE STAFF

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83B00823R000700010070-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 9, 2016
• Document Release Date: April 9, 2001
• Sequence Number: 70
• Publication Date: December 19, 1972
• Content Type: MF

Approved For Rele*2001/07/1' Z~ I 83B00823R00O010070-3
19 December 1972
MEMORANDUM FOR: Director of Security
SUBJECT : Possible Reorganization of
the Executive Staff
1. Reference is made to your recent request that a review
be made of the Executive Staff for the purpose of determining
whether a reorganization might streamline procedures and/or
eliminate slots.
2. This is to advise that the professional TO of the
25X9 Executive Staff is of these slots being assigned to the
25X9 Special Security Center, and _ being assigned to the Execu-
25X1A tive and Planning Division. is assigned to
the Pentagon and really does not come under the day-to-day admin-
istrative control of the Special Security Center; 25X1A
25X1A is a Records Management Officer whose area of responsibilities is
rather specialized; and devotes the majority
of his time to the Security Committee.
3. The mission of the Executive and Planning Division is
to serve as a policy and planning component of the Office of Security
in security matters which transcend specific organizational compo-
nents. On the basis of my experience in the Executive Staff, it has
25X1A become obvious that
are very
heavily engaged in coordinating and otherwise preparing position
papers that are of direct concern or interest to the Deputy Director
of Security or the Chief, Administration and Training Staff. There
is a rather close working relationship with A&TS on "planning papers"
wherein EPD pulls together supporting reports from all elements of
the Office of Security, whereas A&TS addresses the "personnel and
money" aspects of the problem. Some overlap and confusion does
exist.
SECRET
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Approved For Release 20 % L1 2 c IMRDP83B00823R000700010070-3
 Approved For ReIe*2001 /0 AI-RDP83B00823R00D010070-3
25X9
25X1A
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4. With respect to the Special Security Center, it strikes
me that the unit is still operating under a broad charter of res-
ponsibilities developed in about 1962, when they had a personnel
strength of At the present time it would be
much more realistic to limit the activities of the Center, particularly
as it relates to security surveys of codeword facilities, briefings,
etc. , and concentrate on the establishment of security policy, and
the interpretation of security policy, related to the compartmented
programs. In considering the activities of the Special Security
Center, it should be noted that: (a) the unit is basically under-
strength for what it is attempting to accomplish; (b) overage per-
sonnel such a do much to keep the
unit functioning, and (c) is looking towards
retirement in early 1973, thus he is not getting involved in any
significant programs.
5. From an overall standpoint the Executive Staff is func-
tioning at a serious disadvantage, at the present time, because the
Executive and Planning Division is located in the Chamber of Com-
merce Building. It is anticipated that EPD will soon move to the
Headquarters Building in an area immediately adjacent to the Special
Security Center.
6. In effect the two major elements of the Executive Staff
are not really "Centers" or Divisions, " and operating procedures
leave much to be desired from a management standpoint. With a
view towards streamlining the operation, we might possibly eliminate
the GS-15 slot in SSC, cut a secretarial slot in EPD, and
organize along any of the following lines:
A. Combine the SSC and EPD, while limiting their
charter to overall