IG SURVEY OF COMMO

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00499R000600040090-8
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 44
• Document Creation Date: December 12, 2016
• Document Release Date: April 10, 2002
• Sequence Number: 90
• Publication Date: January 11, 1956
• Content Type: STUDY

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IG Survey of Comma
11 January 1956
8. Sial Center
h. During the course Of this survey the Agenc7ticxmgement Staff
conducted a study of the activities of theArrency Cable Secretariat/
Message Canter and the Signal Center to determine the feasibility
of effecting an organizational consolidation of these two units.
Although the results of this Yenpgement Study have not yet been
officially approved, it is understood that it will probably result
in a reccooacndation that such consolidation:be effected. From the
viewpoint of a lo3ical organizational structure ia term of functions -
and activities; the consolidationflof these two units is considered
valid. Layover, serious consideration should be given to the effect
of transferring additional adndnistrative, management and supervisory
functions to the already overloaded. Signal Center Staff. Imlementation
of such a consolidation should be effected slowly and in such a vPilner
to imaose a mLnimum burden on the Chief and Deputy Chief of the Signal ,
Center.'
?
Itis, therefore, recomnanded that:
The DCI ao-orove the consolidation of the Signal Center
. . and the Arcncy Cable Secretariatiressage Center but that
such consolidation, ir approved by the DCI be implemented
gra&a,ally in such a romner that it will not impoee an Undue
burden
on the Chief and the?Deputy Chief, Signal Center.
Director of Comma, 17 February 1956:
"Do not concur at this time. The OC views have been passed to
the Chief N4nagement Staff in connection with the study prepared by
his office.'
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fr,r4r' I 29 September 1955
MEMORANDUM FOR: Chief, Management Staff
SUBJECT
Possible Merger of the Cable Secretariat and
Signal Center
1. This Office will, of course, cooperate wholeheartedly in the study
to be made by the Management Staff in compliance with the request made by
the Deputy Director (Support) in his memorandum to the Chief, Management
Staff, Subject as above. dated IS September 1955. The personnel and the
complete organisational records of the Cable Secretariat-Message C nter, '") fice
of the Director, are at the disposal of your Staff. In addition to the material
attached, copies of the Cable Secretariat sons covering Procedural Matters as
well as Dissemination Policy will be made available to your staff.
Z. In the belief that background information might assist your Staff in
making the study, attached are pertinent data concerning the Cable Secretariat-
Message Center, Office of the Director: Establishment (Tab A); Organisation
and Function (Tab 3); Brief History Cable Dissemination (Tab C); Tb O and
Organisation Chart (Tab D); Budget (Tab E); Workload (Tab F); Production
Flow Chart (Tab (1); Persomiel Data (Tab H); and Management-Improvement
Program (Tab I).
3. The above data, while not intended to comprise the total information
to be made available, are in the nature of facts. Attached as Tab S is a
statement which I concede to be opinion but which may nevertheless be of
assistance to your Staff in conducting this study.
4. The Cable Secretary serves as the representative of the Director
in effecting proper action assignment and dissemination of cables addressed
to the Director, Central Intelligence. In this capacity, as well as in his
capacity of furnishing the Chief Duty Officer for the Clandestine Services, the
Cable Secretary occupies a unique and privileged position in the Agency; he
represents at Once the interest not only of the Director and his immediate
Staff but also the interests of the Doi?, the DD/S. and the DD/I. This being
the case, may I suggest that those offices would be concerned in any proposal
which wouldr.lace the Cable Secretariat-Message Center in any office other
than that of the Director.
Cable Secretary
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9 July 1952
MEMORANDUM FOR: Director of Central Intelligence
SUBJECT Establishment of a CIA Message Center
I. PROBLEM - To establish a CIA Message Center, headed by a Cable
Secretary, responsible directly to the Director's Clfice,
U. FACTS BEARING ON THE i?'R.OBLEM -
A. The CIA Signal Center, operating under the Assistant Director for
Communications, c-Intains a Processing Branch contiguous to the Communi-
cations Center, which performs the CIA Message Center function but at a
level considerably below the Director of Central Intelligence. It does not
have the equivalent of a Cable Secretary.
B. Trained personnel presently assigned to this Processing Branch
could immediately serve as a nucleus of a message center organizationally
positioned under the Director's Office.
C. Current cable procedures, including distribution and origination
principles, are not entirely consonant with the Director's stipulated desires.
D. Cable procedures, in accord with the DCI command and staff concepts,
are currently being developed.
III. DISCUSSION
A. Rules governing the distribution, origination, coordination and
release of CIA cables are a command responsibility. A Message Center,
acting in the name of, and responsible to, the Director, and charged with
the performance of these functions can logically and technically be divorced
from the Communications cryptographic, transmission and receipt functions
of the present Signal Center.
B. The proposed Message Center is envisioned as consisting of two
ponente, the Cable Secretariat and a i:rocessing unit. The processing
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unit, which handles administrative and clerical cable distribution and
handling, can be established immediately by redesignating the present
Signal Center :rocessing Branch as the Message Center. Institution of
a Cable Secretariat, made up of the necessary number of Intelligence
1-.;xecutive Officers, can be partially implemented at this time by
designating the present Chief, Processing Branch as Acting Cable
Secretary, and his present assistants as Assistant Cable Secretaries.
These individuals have had from three to five years experience in message
center work in the CIA Signal Center and are well qualified for the Cable
Secretariat.
C. An effective message center can be developed in a relatively short
period of time by utilizing the nucleus indicated above. The message
center should, for reasons of efficiency. coordination, and rapid handling,
remain sited contiguous to the Signal Center. Additional personnel, training
and functional development are however, requisites to a completely
effective CIA Message Center. The Cable Secretary and his Assistant
Secretaries must be well versed in the organization of CIA, its operations
and administration. A firm Table of Organization for the Message Center
should await development and delineation of operating responsibilities
and functional integration.
D. Current cable procedures do not require that all cable traffic flow
from the DCI to the Senior CIA officer of each field station and vice versa,
as the DCI desires. Prior to a revision of cable procedures which will
accomplish this, it will be necessary to designate a Chief or Senior
Representative as appropriate for all field statione.
IV. RECOMMENDATIONS - It is recommended that:
A. A CIA Message Center, consisting of a Cable Secretariat and a
processing unit be established immediately, and that this be done by
redesignation of the present 'rocessing Branch of the Signal Center as
the Message Center.
B. The present Chief, e'rocessing Branch be appointed Acting Cable
Secretary and be responsible to the Director through the Executive
Assistant for bringing to the Director's attention all cables warranting such
action immediately they are received.
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C. Senior Representatives or Chiefs of Station, be designated for
each CIA station in the Field.
D. Covert Cable ?rocedures be revised in accordance with the
command channels which follow upon the designations recommended above.
E.. A firm Table of Organization covering the fully operating CIA
Message Center be established after a development and trial operational
period.
(A F' ROVIED) (a1400)
le/
Walter E. Smith
Director
14 July 1952
3
/el
Assistant Director
for Communications
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TAB
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TAB
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BRIEF HISTORY CF CABLE DISMINAT1ON
1. 4,rior to July 1952, cable dissemination was effected by the
Signal Center, Office of Communications. Headquarters action assignment
for cables was determined primarily on the basis of a single letter suffix of
the Headquarters address. Each principal1 element of the Agency was
assigned a different suffix. For example, cables intended for the Director
were addressed to WASH D, those for the Office of Special Operations,
WASH F, those for the Office of Policy Coordination. WASH G. Often cables
bore a combination of such letters indicating a joint interest. Dissemination
to information offices was effected primarily upon dissemination patterns
established by the OO and OPC offices and furnished to the Signal Center.
At that time, cables were distributed to approximately 40 units with an
average of approximately S to 7 copies being furnished to the OSO staffs and
divisions, and a standard 9 copies to OPC except when a sensitivity indicator
was used, in which case the copies were reduced to 7. Very little of the
cable dissemination at that time was based upon an analysis of the contents
of the cable, but were rather disseminated following a prescribed pattern.
Z. After July 1952, for a short time. it was necessary to continue
to disseminate cables on the basis of existing patterns. However, as
rapidly as possible, the cable dissemination requirements were discussed
with each office concerned and, based upon the mission and function of each
office, subjective requirements were determined. These requirements are
now contained in written Cable Secretariat SOPs. Based upon these subjective
requirements and upon indicators registered with the Cable Secretariat, the
Cable Secretariat now disseminates cables to approximately 63 offices, staffs,
and divisions. Cables, other than KA"`OK and RYBA T. disseminated to these
63 offices, staffs, and divisions, now average 17.4 copies, while KAPOK
averages 12.8 and RYBAT averages 6.3 copies.
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TAB
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CABLE: SE CRE T RIAT O CiANIZ A.TiON CHART
?CABLE SECRETARY
DITPUI", .CABLE SECRETARY
?ADMYN ASSSTANT AND SECRETAR .
EXECUTIVE OFFICER 1
DISTRIBUTION, TYPING
TOP SECRET
AND PROOPINC; SECTION1
SECTION
?
WATCH OFFICER!
STAFF
1
i
I
REPRODUCT101f
MAIL AND FILE
ECTIS.-:
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TAB
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Z September 1955
MEMORANDUM FOR: The Comptroller
Through Deputy Director (Support)
SUBJECT : Cable Secretariat Budget
The Cable Secretariat is currently allotted a sum of $32, 000 for the pay-
ment of overtime for Saturdays, Sundays, and Holidays for FY 56. At current
rates, this will permit the Cable Secretariat to pay for only 9, 780 hours over-
time or 57% of the hours worked in FY 56.
The Cable Secretary has assured me that an absolute minimum of personnel
are permitted to work overtime to meet the requirement of processing cable
traffic on Saturdays, Sundays, and Holidays without incurring undesirable back,
logs. He estimates that during FY 56, even after effecting all feasible economies,
it will be necessary that Cable Secretariat personnel work a total of 17, 20) hours
overtime in order to process on Saturdays, Sundays and Holidays approximately
27, 000 cables and to provide Cable Secretariat and Clandestine Services Duty
Officer coverage. Tab A reflects the situation with respect to overtime for
FT's 54, 55, and 56 (estimated).
Tab A also indicates that during FY 55, 13% more cables were processed
than during FY 54. Each month, January through August 55, has seen a new
high established in the number of cables processed. During the month of August.
17, 800 cables were processed. This represents an increase of 65% over the
number processed in August two fiscal years ago, and 48% over the number
processed last August. The Cable Secretary has indicated, as his conservative
estimate, that cable traffic for FY 56 will be from 13 to IS% more than FY 55.
Since the Cable Secretariat provides an essential service in the fulfillment
of CIA's mission, it appears necessary that provisions be made for the payment
of the requisite number of hours of overtime. In the face of the constantly
increasing cable traffic, the Cable Secretary has indicated that it simply is not
possible to reduce the hours of overtime to less than 17, 200 hours.
Accordingly, it is recommended that the sum of $32, 000 now allocated to
the Cable Secretariat for the payment of overtime be increased by $24, 250 to
provide the sum of $56, 250 for the payment of an estimated 17, 200 hours of
overtime for Saturday, Sunday, and Holidays for FY 56.
Executive Assistant to theDirector
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CABLE RE.'TARIAT rFEHONNEL DATA
Strength
a. On 1 August 1V5Z ,,i)sitiz?ms were filled. On 1 August 055
positions were filled.
b. Initially, the Cable Secretariat-Message Center was staffed with
approxirnatelyriprocesaing personnel received by transfer from 25X1A
the Office of Communications; on 1 August 1955, npersonnel
this group were still on duty with the Cable Secretariat, ex- 25X1A
Communications personnel having resigned or transferred to other
assignments.
Z. Administration
Under the terms of a Memorandum of Understanding dated 13 N vember 1952
signed by Chief, 0 le M, the EA/DCI, the D/ADCO, career management
support for the Cable Secretariat was to be provided by the Communications
Career Service Board. The Cable Secretariat functioned under this
arrangement until 12 June 1953. At that time because of policy difficulties
which had developed between Communications Career Service Board and
the Cable Secretary, a new agreement was entered into. This Memorandum
of Understanding dated 12 June 1953 signed by Management, the ADCO and
the A/DD/A placed Cable Secretariat Career personnel under the jurie-
diction of the DD/A Career Service Board and authorized the Cable
Secretariat to deal directly with appropriate elements of the Agency on
administrative matters.
3. Cable Secretariat Career trogram
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In August 1954, the Cable Secretary established a Cable Secretariat
Career Service t'anel and designated the Deputy
Cable Secretary, as Chairman. The policy and principles under which
the Panel functions, approved by the DI3/A Career Service Board and
the EA/DCI, is contained in CSSOP 20-5 (copy attached). The terms of
CSSOt? 20-5 provide for maximum utilization of the Agency training
courses for all personnel of the Cable Secretariat to provide to the greatest
extent possible, access to knowledge of the Agency's mission and functions.
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Agency training courses are selected on the basis of relation to duties
and stated career aims. In taking over the management of Cable
Secretariat personnel affairs, it was noted that a considerable number
of personnel were overdue for attendance in the Agency's Quarterly
Orientation Course required at the time by Notice A quota 25X1
for the Cable Secretariat was established, and during the ensuring
year all Cable Secretariat personnel eligible to attend this course
were enrolled. During FY 1956, Cable Secretariat personnel completed
the following Agency courses:
BOC
13
Rapid Reading
5
Basic Mgmt.
5
Instr. Techniques
1
Basic Sup.
2
Nati'l Orientation
8
Approximately the same number of Cable Secretariat personnel will
be enrolled in these Agency training courses during FY 1957.
4. Attrition
During the period of the first 14 months of operation--August 1952-
October 1953?Cable Secretariat losses by resignation and transfer
totaled 35 individuals; from November 1953 through December 1954
losses for the same reasons totaled 8 for a net loss of 43 personnel.
M oral*
In August 1952, morale of Cable Secretariat personnel varied widely.
It ranged from very high in the senior supervisory group to very low in
the group assigned to the intermediate and lower grades of the Tb.
Dissatisfaction within this group is reported to have stemmed primarily
from the seeming futility of fighting constant three and four day back-logs
of dirty (hectograph) material, a sense of frustration and resentment at
the unfairness of non-technical personnel being required to compete at
a disadvantage with technical personnel for T/0 vacancies, and the lack
of a career program designed to meet the needs of non-technical message
center personnel.
Despite the undesirably large turnover in personnel since that ti
morale in the Cable Secretariat today is very high.
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During the past three years. the following steps have been taken to
improve morale: smocks to protect clothing for those constantly using
ditto have been purchased; experiments are being conducted to find and
obtain clean cable forms which will permit Cable Secretariat personnel
ta work under clean conditions; the TiO has been reviewed and increased
1%...la certain jobs raised to their proper grades; promotions have been made
promptly as a part of a career program. A Cable Secretariat Career
Service Panel has been established; SOPs have been issued to delineate
responsibility and provide clear-cut guidance on all Cable Secretariat
functions; on-the-job training program has been initiated to qualify
personnel for promotion to higher grades; a long-range training program
has been instituted which provides for certain of our personnel to attend
ten of the Agency Training Programs (National Intelligence Crientation,
Basic Orientation, Human Resources Program, Basic Supervision. Basic
Management, Instructional Techniques. Intelligence Briefing, Intelligence
Writing, Reading Improvement. and Advanced Reading Improvement);
working conditions have been improved (a conveyor belt has been installee ;
the typing section has been sound-proofed. and electric typewriters are being
purchased; the best filing and sorting equipment has been obtained; space
has been provided for eating; a wash basin has been installed; a high fidelity
radio with several speakers to provide music has been procured); the
employee "Flower Fund" has been made very active and has been a strong
factor in improving employee morale; frequent announcements have been
made to the Staff in which the Cable Secretary has expressed his appreciation
for their splendid work and on several occasions announcements have been
made expressing appreciation for Cable Secretariat work by persons outside
the office; wrillen commendations for superior performance of the Staff have
been circulated to all personnel (these include expressions of appreciation
for service rendered from the Director. the Deputy Director, the DD/P,
and the DD/S; staff meetings are held regularly; a number of full-time and
temporary parking permits have been obtained; and adjustments have been
made to hours of work in order to meet individual needs. In numerous
instances, appreciation of the Cable Secretariat's general office policy
was voluntarily expressed to Personnel Officers during exit interviews by
Cable Secretariat personnel resigning from the Agency for personal reasons.
The individual invariably expressed his regret in leaving an office dedicated
to high standards of performance and proper consideration for the dignity of
the individual. Further evidence of high morale is indicated in that two
Cable Secretariat personnel have won Superior Performance Awards.
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CSSOP 2O-
Cable Secretariat
Standing Operating Procedure
No. 20-5
vr E CABLE SECRETARIAT CAREER PROGRAM
References: (1) CSSOP 20-3
l? GENERAL
PERSONNEL
6 July 1955
A Cable Secretariat Career Panel has been established to serve as an
advisory body to the Cable Secretary on needs pertaining to the planning
and implementation of the Career Program of the Cable Secretariat,
2, POLICY
The Cable Secretariat Career Program will be planned and implemented
in accordance with Agency policy as announced in pertinent Agency
regulation's and in accordance with the provleions of this CSSOP0. A
career program will be prepared for each emnloyee of the Cable
Secretariat within six months from the date of his assignment to the Cable
Secretariat, and will be .reviewed every six months thereafter.
3. CAREER PROGRAM.
The importance of the Cable Secretariat Career Program to both the
Agency and the individual dictates that it be based on sowed principles
and practices. The program must be so planned and implemented as to
effect a maximum contribution to the accomplishment of the overall
mission of the Cable Secretariat. :ft must provide for the advancemement
out of turn of those relatively few individuals who are best qualified to
perform the duties of a higher grade and it must, at the same time,
provide a reasonable opportunity for the advancement of the vast xnajority
of individuals whose capabilities and morale largely determine the
efficiency of the Cable Secretariat. 1!n revising and keeping current the
Career Program of any individual, the Cable Secretariat Career Panel
will give consideration to making the individual available for assignment
outside the Cable Secretariat when it appears that he possesses skills or
knowledge of greater potential value to another office. The Career Panel
in planning the career of an employee will take into account the following:
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CSSOP 20-5
Cable Secretariat PERSONNEL
Standing Operating Procedure 6 July 1955
No. 20-5
a. Formal education
b. Agency Training
c. On-the-job training
d. Promotion criteria
4. FORMAL EDUCATION
'4-1 shall be the policy of the Cable Secretariat Career Panel when feasible,
to permit an individual who has indicated a desire to attend school to
work a shift which will make it possible for him to do so.
5.- AGENCY TRAINING
'It shall be the policy of the Cable Secretariat Career Panel to make
available for Agency Training every individual who has indicated a desire
to attend Agency training courses provided such courses are appropriate
for his grade and are, in the opinion of the Career Panel, of such a
nature as to better qualify the individual to perform his duties within the
Cable Secretarial. In this connection. the Cable Secretariat training
liaison officer will keep under constant review courses offered by the
Office of Training with a view to advising the Cable Secretariat Career
Panel concerning the desirability of sending Cable Secretariat personnel
to such courses. The following courses ave among those to be considered
by the Career Panel when planning an individual's career:
a. BOC - designed to acquaint the individual with the organizational
structure of the Agency.
h. Basic Supervision - designed to acquaint the individual with the basic
principles of supervision.
C, Basic Management - designed to acquaint the individual with the basic
principles of sound management practices.
d. Rapid Reading - designed to improve the reading comprehension
techniques of individuals in the Cable Secretariat.
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CSSOP 20-5
Cable Secretariat PERSONNEL
Standing Operating Procedure 6 July 1955
No, 20-5
6. ON-THE-JOB TRAINING
The objective of the Cable Secretariat on-the-job training program is to
train individuals to perform in more than one capacity. The implementation
of this program will afford each individual the opportunity of preparing
himself to perform in positions other than that to which he is assigned
and possibly to assume additional responsibilities when required. It
shall be the responsibility of the Cable Secretariat Career Panel to select
and recommend for on-the-job training individuals from all elements
of the Cable Secretariat. The training of selected individuals will be
conducted as opportunity permits without regard to vacancies. Personnel
eo selected should understand that mere completion of on-the-job training
does not imply immediate reassignment or promotion.
7. PROMOTION
a. The promotion policy of the Cable Secretariat has the aim of promoting
and maintaining a high standard of efficiency and morale throughout
the Cable Secretariat; its implementation is intended to provide for
selection and assignment leading to consideration for promotion of the
most suitable individuals available.
b. In considering an individual case for promotion, the following politly
statements will be kept in mind:
(1) An individual should not be promoted if there is any doubt that
he is entirely suitable to perform adequately in the higher grade.
(2) The dangers of premature assessments of ability should be avoided,
(3)
It is equally important to isolate individuals who should not be
promoted as it in to isolate those who should be promoted out ef
turn. Therefore, equal, if not greater importance, should be
placed on isolating individuals not qualified for promotion as in
isolating those individuals who are exceptional.
4) Competence and seniority must each play an important part in
selection for promotion, Neither, hoivever, should be permitted
to override the other entirely,
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Cable Secretariat
Standing Operating Procedure
Na. 20-5
(5)
CSSOP 20-5
PERSONNEL
6 July 1955
To permit the selection of the most suitable individual available
and to provide the necessary incentive, there must always exist
provision far the promotion of individuals ahead of their turn in
terms of seniority. Atthe same time:, there must always exist
provision for the orderly advancement of the dependable and
typically effective individual.
;16) Individuals should be advanced out of turn of seniority only when
they have demonstrated exceptional ability, or when, based upon
a thorough analysis of the individuals' records, it appears that
he has skills or knowledge not possesued by those senior to him
warranting his promotion out of turn.
(7) Where significant differences in ability cannot be determined
between individuals, selection should be made based on seniority.
8. FACTORS TO BE EVALUATED
The Cable Secretariat Career Panel will consider the following factors
when planning an individuals' career:
a. Performance - W at is his level of performance as indicated by
Fitness Reports? Is his performance consistent, or is it erratic,
indicating that the individual blows hot and cold? Does he display
the proper attitude, i. e., a willingness to take instruction,to learn
new jobs, te work where and when needed? What does his immediate
supervisor report as to his cuarent performance?
b. Breadth of Experience - Based upon an examination of his official
folder, has the individual held a variety of jobs or has he held a
single or perhaps a succession of jobs in which the requirements
placed on him were no greater in terms of complexity or difficulty
than before? Do the job assignments reflect steady upward develop-
ment? How extensive is his job knowledge?
c. Petential - To what extent has he demonstrated qualities of leadership
and supervisory ability? To what extent has he demonstrated creative-
ness and initiative? To what extent has he shown versatility and ability
to perform in varying circumstances and/or in a wide variety of
4 ?
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Cable Secretariat
Standing Operating
No. 20-5
ure
CSSOP 20-5
PERSONNEL
6 July 1955
assignments? To what extent does he possess maturity and stability
judgment? What are his preferences? Is he willing and able to
work rotating sits? To what exeent does he pos$ess the necessary
overall background? Does his education, experieace, and training
indicate a growth potential? What Agency training courees has he
completed and what ratings did he receive? What are the requirements
Lor the individual's skills and services in his present o0SitiOn and
positione for which he is presently, or may? by training and experience
-,4q.:;corne qualified?
A, Minimum time-in-grade Requirement - With reference to the minimum
zime-in-grade requirement. shown in paea 9, this in a prerequisite to
promotion as established in Regulation Hewever, it ohould not
assumed that fulfillment of the prescribed, minimum period of
'ftnne-in-Fitrade will, in itself, coestitute a basis for promotion.,Tirr
Au-grativ.; is but one requirement iddoes not imply that recommen&Aion
for promotion will routinely follow,
c. Minimum time-in-trainee status - For the purposee of thie CSSOP,, a
trainee is defined as an on, a posiaaa
er than the position to whicE;,, the inclividnal!.!, aesigned,, Ile time.
atAcrwa in pa 9 as the rnizkimum time to 'oe served as a tritinee ie
cousidered .to be the minimum time necessary to permit 'tL.e individval
to learn and to perform duties of a att7Io pe...nit his
supervisors to fe,:re.itia,te his poi .s 0.nle
.? be included DV be additionak tea the peeece-ibed
grade. Upon completion of the required ?inimun-.; times in graUe and
aqa a trainee, an individual automatically enters ft.e ot` consideration.'
for promotion; but he may Prf.37.10ted..rioi
deperxdeat u.pon a nunALfror of f.',4E S.,
Willingness and ability to yotatefl. s t
inslividual to work rotati ft I LA i6
e,filmential that, in order eeeee Se4.",:re'rZ.Y.:1:4tt? ?
,The person occupying a payaa:aler ereeeeeee 7aetate z);,!:76,ex4 tEirca
otraight day shift, a declarat.-.p, on, t;.:?vi. an 'n.iti.ivJA-lna.A
unwilling to rotate or to work the shift as, svehl,.7.i.trie as
that. condition 1.?,:Iidsts0 serve to preclude the prom i' indiv-idua,1 to
fill .that particular position?
5
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C,nble Secrear.:at
Standing Operating Procedure
No, 20-5
9. CRITERIA
2.0-5
PERSONNEL
6 July 1955
The criteria to be followed by the Cable Secretariat Careen Panel in
planning the career program for individnals wit-Ain the Cable Socret%riat are
factors considered desirable? While these factors will be accorded
appropriate consideration and will influence the planning and action taken,
they serve only as guides to assist in the planninzi. Except for the
minimum tirne-in-grade requiremento, criteria may be waived at the
dinIcretion of the Cable Secretary. In this connection, satisfactory
completion of LOC will be given considerable weight when considering cu
individual for promotion to GS 6 and above.
CRITERIA FOR PROPIOTI(ON
linr; 1 lible.
Min, lian. time in Agency .Formal Ed to rotate if
Ratinl T L G. Trainee Status Training or Eviv, Required
3:o 4 6 mos NA none high iz,,,-,hool no
4 to 5 6 no 3 mos none high school yes
5 ko 6 6 rnos 3 mos -3,C.,:-t:',"n Basic Snp.high school yes
6 ."?:o. 7 6 mt. 3 3 mon ,, ,I, 1 yr, college yes
7 io 3 ;2 tins 3 not:Y*4 ,I li yr, colleRn ye a
i yr,. co/lege lie 9
9 H., 31. .1 .2-cc. FIL:',$t. qr: . l:-,,..5.1.3!::-., ,),7*-Tmetut 7, yr3., Col. yes
V.J. college yeZ
college yea
G1t.1 T
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CSSOP 20,5
Cable Secretariat PERSONNEL
Standing Operating Procedure 6 July 1955
No. 20-5
10. COORDZ1ATION OF CAREER PLAN WITH EMPLOYEE
The career plan as prepared by the Career Panel will be coordinated
with the employee in order to ensure that the employee is aware of
the plan prepared for him and is agreeable to taking such training as
indicated. At that tinie, it will be made clear to the employee that
promotion is dependent upon demonstrated ability or qualifications and
can be effected only if a position vacancy exists. It will be made clear,
too? that completion of any program of training does not in itself carry
any promise that the individual will be promoted.
Distribution: EXEC
TS
DTP
RMF
A/CSDO
CSDO d.
TS d.
'scene Bd.
File
DDAS Career Board
.able Secretary
7
SECRET
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MANAGEMENT IMPROVEMENT V-R GRAM
. In 1954 specific action taken by the Cable Secretariat to improve
operating problems and improve management included the following:
a. Cable Forms 35-80 and 35-81 were revised with the result that
the appearance of cables reproduced was improved and the use
of preprinted paper was discontinued.
b. Responsibility for the distribution of non-CIA cables was
transferred from the Cable Secretariat.
c. The responsibility for receiving and delivering Western Union
telegrams was assumed by the Cable Secretariat (See Regulation
90-420.
d. The responsibility for administrative support of the Cable
Secretariat was assurntA by the Cable Secretariat and our
personnel now come under the DD/.A Career Service Board.
e. The Cable Secretariat assumed responsibility for ensuring
that intelligence contained in incoming cables is furnished DD/I.
. Regulation was revised and is being published in two parts--
the Regulation and a Handbooll
2. Areas for potential improvement in 1955 were as follows:
a. Assist in the overall Agency effort to reduce cable traffic
by averting cables to pouch channels whenever practical.
This is in compliance with the Director's wishes that cable
traffic be reduced by Z514.
b. Reduce the handling time of cables processed by the Cable
Secretariat.
c. Explore the possibility of installing some mechanical means of
preparing receipts for cables delivered by the Cable Secretariat.
d. Examine the possibility of adopting for Agency use an improved
Hectograph master.
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. Specific action taken during 1955 by the Cable Secretariat to improve
operating problems and improve managernenU included the following:
a. Discontinued the filing of outgoing station files. Also propose
to do the same f*r incoming files.
b. Put in a conveyor belt from the typing section to the mailroom.
c. Experimented with new Azograph master. Experiment proved
Un successful.
d. Procuring of electric typewriters. It was estimated by the
Management Staff that it was 25% less fatiguing to use electric
typewriters.
e. Ordered new ditto machines to give the Cable Secretariat
maximum output in reproducing cables.
? Improved the efficiency of the air conditioning and tried to get
bigger units to adequately supply us with air conditioning.
g.
Started to send personnel to Training Courses.
h. Instituted a Cable Control r rocedure.
1. Procurement of a better grade of ditto paper for more legible copy.
Instituted courier runs to meet peak loads in Area Divisions.
k. Proposed to Management that a survey be conducted to ztablish
an office for offices) of record in which all CIA cables are filed
on a permanent record basis and are cross-referenced appropriately.
The Office of Communications truaintaine the Signal Center Archives
but cables in these Archives are not cross-referenced except by
Station and/or IN or OUT numbers.
On 26 October a memorandum was sent to OC suggesting a
modification of Communications procedures that would facilitate
the preparation of reproducing masters. This memorandum was
disapproved by CC on 12 January 1955. The same proposal was
again submitted to OC in September 1955 after visiting the
Department of State. The Department of State uses essentially the
same procedure as was proposed in the 26 October 1954 memo
to OC.
-Z-
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CABLE SECRETARY'S COMMENTS REt'-'0SSIBLE MERGER
THE: CABLE SECRETARIAT, 0/DCI, It THE SIGNAL CENTER, OC
1. My comments are submitted in connection with your study to
determine the feasibility of merging the Cable Secretariat, 0/DC1, and the
Signal Center, OC.
2. The proposal made by the Comptroller in his memorandum dated
13 September 1955 to the Acting Deputy Director (Support), Subject - "Cable
Secretariat", brings to mind the statement made by Major General Otto
Nelson in the preface to his book "National Security and the General Staff.
(extract attached) in which he states:
'Whenever complex organizational or administrative
problems do arise, even the boldest man of action is inter-
ested in searching out anything that can be found to bear an
the problem. Such questions come up as: 'Has this same
type of problem ever been considered before and what did
people think about it then? "Are there any useful analogies
from our past experience that can be used to help us solve
this problem'r "Can it not be demonstrated that the
proposed solution has been tried before and failed?'"
3. In this case, I believe that the proposed solution has been tried
before and failed.
4. The Massage Center was, until July 1952, a part of the Signal
Center, Office of Communications. That it did not function as desired is
indicated in ADCO's memorandum to the Director, Subject: "Establishment
of a CIA Message Center", dated 9 July 1952, in which it was stated:
"Current cable procedures, including distribution and
origination principles, are not entirely consonant with the
Director's stipulated desires.. .Rules governing the distri-
bution, organization, coordination and release of CIA cables
are a command responsibility. A Message Center acting in
the name of and responsible to the Director and charged with
the performance of these functions can logically and technically
be divorced from the Communications cryptographic, trans-
mission and receipt functions of the present Signal Center. '
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5. In July, 1952. the Director stated:
'Cable procedure will be adopted similar, in general,
to the current practices of other major government agencies.
The Assistant Director for Communications will prepare for
approval and prompt distribution a cable procedure manual
in conformity with the above and will arrange for the estab-
lishment of a Message Center under the direction of a Cable
Secretary to centralise and standardize the handling and
distribution of communications traffic. When in operation.
the Message Center will become the responsibility of the
Executive Assistant to the Director.
6. Throughout this paper, I have made reference to Staff
Communications Office, Office of the Chief of Staff. Department of the
Army. I have done so because I believe that the Cable Secretariat Occupies
within CLA the same relative position and performs essentially the same
duties as does the Staff Communications Office in the Department of Army.
For that reason I feel that comparisons can be drawn and conclusions
arrived at based on reasoning employed by the Department of Army in
resolving similar proposals, that the Staff Communications Office
be transferred from the Office of the Chief of Staff.
7. The philosophy expressed by the Director in 1952 when he
established the Cable Secretariat as a part of the Office of the Director is
believed to be the same philosophy as that underlying the establishment of
the War Department Classified Message Center (now known as Staff
c-mmunications Office) on 1 April 1942. As a part of the Office of Chief
taff under the general supervision of the Secretary, War Department,
eral Staff, the Staff Communications Office was created to provide
,I4hin the Department of Army one central Agency to handle all classified
cables, radiograms. and telegrams and to ensure essential coordination in
handling of such messages. To my knowledge there have been f Jur separate
studies made to determine whether it was not feasible to transfer the
functions of the Staff Communications Office from the Office of the Chief of
Staff. In each instance, after extensive study and survey, the Deputy Chief
of Staff. Department of Army, decided that the Staff Communications Office
should remain a part of the Office, Chief of Staff. In one instance, this
decision was made despite an estimate that an appreciable number of spaces
could be saved. While the reasons given for the retention of Staff
Communications Office as a part of the Office. Chief of Staff are many, I
believe General Wedemeyer's answer in 1948. while Director, .1.ares and
Operations Division, DA, an to whether the function of the Staff
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Communications Office should be transferred, is particularly pertinent.
He stated in effect that the decision should not be arrived at...
"solely from a consideration of economy and functional
assignments prevalent prior to the past war but from a
thorough analysis of the effect upon the operations of the
Chief of Staff and the various staff sections. During the
past ten years, the reduction of time and space factors has
vastly enhanced the importance of communications not only
to the Military Services but to the national security as a
whole. Consequently, communications have inextricably
involved themselves in command and an organization which
relegates any phase of the handling of electrically transmitted
messages to the realm of administration is archaic. The
more important and urgent business of the Army is transacted
by radio message. The over-all efficiency of the Department
of the Army Headquarters is influenced to a considerable
degree by the assignment of these messages to the proper agency
for action and insuring the proper dissemination and security of
information contained therein. Such responsibility is a function
of command and more properly retained in the immediate office
of the Chief of Staff than delegated to the Adjutant General...
3. I believe that General Wedemeyer's comments are applicable
100% to the matter here under study. I believe that the determination as
to where the Cable Secretariat should be placed organizationally should
not---must not---be based solely on considerations of economy. The
Cable Secretariat should be placed where it can best perform its mission.
I submit that that determination was made in 1952 by the Director when he
established the Cable Secretariat as a part of the Office of the Director.
As far as I know, there has been no change since that time that would
alter the Director's decision.
9. The Cable Secretariat has since its inception operated with the
minimum number of persons necessary to provide the services at the
standards established by me to meet the needs of the Agency. These
standards are high. I propose to keep them high. I propose to raise them.
In my opinion, there is no more vital point within CIA Headquarters, there
is no other point where rapid and accurate analysis of the content of
communications is more essential. All cables are, in the final analysis,
for the Director. It seems most appropriate that a close personal
representative of the Director assign action to those cables. Action assign-
ment, after-hour calls, and the distribution of information copies is often
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Quoted from Nelson's book "National Security and the General Staff", pp 470,
471, 472 & 473.
'Improvements in Staff Communication --- 1942. The 1942 reorganiza-
tion precipitated a complete re-examination of channels of communi-
cation and the procedures involved in filing and in handling radiograms,
secret letters, and ordinary correspondence. This would have come
anyway as the prewar practices were, to somewhat understate the
case, inadequate. Here was an important field that had been neglected
in war planning and this was due, of course, to the idea that the
General Staff must not become involved in administrative matters
although there were other contributing factors. In peacetime the War
Department did not have the funds nor the need for expensive equipment
to handle a large volume of business quickly. The volume was not
present and time was not pressing. Army officers were not concerned
about this kind of problem. For their experience had been largely
with small Army units and they naturally applied what they had learned
there to all similar problems, ignoring the element of size. When
war became imminent, everyone was too busy to be concerned with
the details of procedure and the methods of handling communications.
At the same time, the dictates of military security had to be observed
and additional safer ards were introduced to prevent the disclosure of
military information. The result was that at the very time simpler,
faster, and more effective methods were needed, the exact opposite
was the trend because of the imposition of additional safeguards with
no change in method. Peacetime disregard, wartime expansion in
volume, urgent wartime need for speed, wartime inability of men in
authority to consider the problem, and the continual imposition of
additiona1, security safeguards while exposing horrible examples where
slips occurred and taking disciplinary action to frighten everyone ---
these were the things that made procedures the Achilles' heal of the
War Department as the War Department side of the Pearl Harbor story
indicated only too well. Whether there had been a 1942 reorganization
or not, it was inevitable that drastic steps of some kind would have
had to be taken to gear the War Department procedurally to a war
tempo and a gigantic volume.
"In January and February, 1942, a number of officers in the Office
o the Chief of Staff became concerned withthe processing of incoming
and outgoing secret messages. Their purpose was to coordinate the
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made based solely on a detailed and studied analysis of the contents of a
cable and without regard to the routing address used b y the originator in
the Field. A high degree of independent judgment, an awareness of
operational sensitivity, a knowledge of the mission and function of every
division in CIA Headquarters is mandatory on the part of the Cable
Analysts if they are to perform their mission. To merge this purely
analytical function with the very important-- -but totally unrelated?
technical function of the Signal Center would appear to be unsound both
organisationally and functionally. It would be a step backward. Regardless
of whether this important function is a part of the Eignal Center, Office of
Communications or is a part of the Cable Secretariat, Office of the Director,
essentially the same number of personnel would be required to render the
same services to the same hi h standards.
10. Further, to transfer the Cable Secretariat from the Office of the
Director would be to deny to the Director and his Deputies the clear-cut
and direct command channels now existing.
11. If it is desired that the Cable Secretariat continue to function as
a Cable Secretariat?and I believe that the Director and the Deputy Director,
the DD/1.), the DWI, and the DD/S do desire and co need and deserve to have
the services of the Cable Secretariat---I believe that the Office of the Cable
Secretariat must remain a part of the Director's Office. It could not, in my
opinion, function as efficiently as a part of any office other than that of the
Director's.
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action on messages and to secure more rapid transm s ion and
delivery. At that time the War Department Signal Center, a part
of the Office of the Signal Center, received or transmitted these
messages and did the encoding and decoding work. Developing the
world-wide Army radio network was a very large undertaking in itself.
The tasks of verifying that the message was authentic and properly
coordinated, that the appropriate offices received information copies,
that an action copy of an incoming message was properly routed, and
that all the other minutiae were properly performed was the job of
a section of the Adjutant General's Office. Then there was also the
Message Center of the Office of the Chief of Staff, which directed the
routing of messages to the Secretary of War's office, the Chief of
Staff's office, and the War Department General Staff Divisions.
Further, each General Staff Division had its own Message Center and
Record Room. When the War Department Code Center deciphered a
message, one copy would be sent to the addressee or office that should
handle the matter of the message involved and take necessary action.
Long-time Army custom had decreed that all communications to the
War Department be sent to the Adjutant General (AGWAR). On many
message* it was no small task to determine who should get it, parti-
cularly in those days of 1941 when General Headquarters, the Air
Force, the War Plans Division of the General Staff and Office of the
Chief of Staff had overlapping duties. When the addressee or designated
office received the message he acted upon it or had the responsibility
of transferring it to someone who could handle it. Likewise, he was
responsible for preparing such extra copies as were needed to send
information copies to the appropriate offices. If this was neglected or
delayed. important information was thus withheld. The bugabo-i of
security was such that the constant temptation was to ignore the need
for fast and accurate distribution of many messages when many copies
of the message were needed. These messages would consequently be
copies a great number of times in a succession f offices and sections,
which took much time.
"On April 1, 1942, the War Department Classified Message Center
(WDCMC) was established as an agency of the Office, Chief of Staff under
the general supervision of the Secretary, War Department General 3taff.
It was created to provide one central agency within the War Department
for the handling of all classified (secret, confidential, etc.) cables,
radiograms and telegrams, thus to insure oesential coordinati-n in the
handling of such messages. Its responsibilities included:
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"a. Processing of all incoming and outgoing classified messages
transmitted by electrical means.
"(1) Assignment of action: WDCMC assigned each incoming
classified message to an appropriate agency for action, making the
assignment on the basis of message content and not necessarily in
accordance with the address.
V) Assignment of information: WDCMC furnished information
copies of both outgoing and incoming classified messages to all agencies
having sufficient interest in the subject matter to warrant receiving
distribution.
"b. Operation of overseas radio conference facilities (classified).
'lc. Publication and distribution of a register of incoming and
outgoing messages received and dispatched during the preceding
calendar day.
"d. Preparation for the Chief of Staff of the daily log of important
message. received and dispatched. The log included current operations
and intelligence reports, as well as all other messages that should be
brought to the attention of the Chief of Staff. Copies of the log were
furnished to the Chief of S aff for the Commander in Chief; the Secretary
of War; the D put)* Chief of Staff; the Assistant Chief of Staff; Operations;
and the Commanding General, Army Air Forces.
"e. Preparation for the Chief of Staff of situation maps covering the
operational and intelligence reports placed in the daily log.
"Mechanical equipment was provided; appropriate forms and repro
duction facilities were installed; and other 'steps were taken to make the
system capable of handling thousands where tens of radio messages had
formerly been processed. The lesson was learned the hard way, but
once learned it was properly exploited. As theater headquarters were
established overseas, representatives, forms, and equipment were
sent over and identical systems installed."
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A
PrveARINORs$M2
99R000600040
; I don't know when the Comptroller made his
proposal that Cable Sec & SigCen be merged.
I do know when the IG survey of Commo started:
15 August 1955.
I have no objection to your quoting from our
Top Secret report in your Secret history.
Ken
27
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