FINAL REPORT OF WORKING GROUP ON ORGANIZATION AND ACTIVITIES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B00269R000400010001-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 57
• Document Creation Date: December 15, 2016
• Document Release Date: October 16, 2002
• Sequence Number: 1
• Publication Date: April 6, 1962
• Content Type: MF

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1. Final Report of Working Group (Copies 1 and 2) . (Dated 6 April 1962)
2. Mr. Coyne's dissensions. (Dated April 3, 1962)
3. After Action Report. (Dated 23 October 1962)
4. Mr. McCone's Notes on discussions between working group and himself.
(dated March 29, 1962)
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ER 62-2169
6 April 1962
MEMORANDUM FOR: Director of Central Intelligence
SUBJECT : Final Report of Working Group on Organization
and Activities
1. I have the honor to present herewith the final report of the
working group which you established in January to consult with you and
advise on the organization and activities of the Central Intelligence
Agency, and of its relationship with other agencies in'the intelligence
community. This report reflects the views of the working group and is
divided into two parts. The first part deals primarily with the organiza-
tion of the Central Intelligence Agency and reflects the unanimous views
of the working group. The second part contains comments and recom-
mendations on areas dealing with the work of the Central Intelligence
Agency and activities of the intelligence community in which the working
group was either unable to agree or felt that considerably more study
was needed before action was taken.
2. For the record I would note that the-working group held its
first session on January 3 and met on 35 different days between that date
and its final session with you on March 28. During its work the group
had approximately 100 briefings. Most of these briefings dealt with the
organization and activities of the Central Intelligence Agency, but also
included a full day spent with the Department of State in addition to several
briefings on State Department activities and its relations with CIA; approxi-
mately one-half day spent in the Pentagon in addition to other briefings
by the Defense Intelligence Agency; and a full week spent visiting SAC,
NORAD and other activities in the United States. We were briefed by
the head of every major component in the CIA with the exception of three
DD/P area divisions whose briefings had to be excluded because of the
pressure of time. However, we feel that having heard from four other
area divisions the working group had a knowledge of the activities and
problems of these units. In addition to the 100 briefings, the working
group had more than ten executive sessions in which it discussed and
debated at great length its findings and conclusions. Finally, there were
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some LO meetings with yourself, and with senior Agency officials to
discuss our findings and conclusions. These included at least two
sessions with each of the Deputy Directors and w th the Assistant
Director for National Estimates and the Assistant Director for Cur-
re:t Intelligence.
3. The attached report does not purport to be complete or ex-
haustive in any respect, but rather It is an aide memoir to recall to
mind our oral discussions and to record some of the reasons and
philosophy behind. our recommendations.
cc: DDCI
'ttac m! ent
Lyma a IS. 1- rkpatrick
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This section deals primarily with the organization
of the Central Intelligence Agency and represents
the view of the entire Working Group.
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~r`FiC : TPIZA D C-1
w?rganiuation of DCI'e '; >ce
v e recommend that .he or atli-zatiun of the UCI's ofiic b~
charted in order to provide , ore effective sapporl: to the S CI, a
systei .atized control of -r.-:essages both oral and written, and a
clear delineation of the reejousibilities of the assistants to the
UCF. In this connection we wazzid urge that a secretariat be
created, ? that the head of this secretariat assign iadivida
sibilities to each of the personal assistants to the DL I, that
daily staff meetings be held for a fut exchange on the activities
taff, and that ai personnel in the Agency be advised as
o how to keep the CI's star informed pruperly of the activities
e Agency.
e recommend that the Comptroller's office be brought
out from under the DD/
report directly to the DCI's office and
receive fu.?tl authority for ?:~otat fiscal control of the Agency.
Vie recommend that the 'Jox..ptrolier be des;igaated Chai
x uaa Of a Financial Policy and Budget Corn nittee Composed, of
the appropriate senior officers of the Agency. we believe that
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such a committee should be kept fully and currently is for-4ned of
all Agency activities. and in order to be effective should m-r: eet
regularly and submit its reports to the DDGI and ICI.
iq#pqctor -General
fiom their respective cotcponents in order to perform more
frequent inspections of Agency ;:,nits. We urge inspections at
least annually of major operations and of field stations.
We recommend that the Audit Staff be combiaed with the
staff of the inspector General and that the merged staff report to
the DCI's office.
We believe that the size of the Inspector General Staff
should be increased with qualified professional personnel assigned
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We recommend that the General Counsel's staff be
removed from the organization of the Deputy Director (Support)
and report directly to the office of the DCI. In such a position
the General Counsel should resume the responsibility for the
direction and guidance of the work of the Legislative Counsel,
which is currently the responsibility of the Inspector General.
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Cable Secretariat
We have examined the Cable secretariat which is currently
located in the office of the DO and reports to the ]Executive Officer.
believe it should continue to be in the office of the Director under
the careful supervision of the :k:xecut"ve Director. We are con-
cerned that as it now operates requirements for cables have not
bees adequately coordinated, sad cables have been disseminated
too often on the judgment of junior officers. We believe this needs
careful study.
Contracts
We believe that the Agency is vulnerable on sole-source
contracts for such activities as TSL1 and D?D, and that those
contracts currently in existence should be reviewed and that all
Such future contracts should be passed on by the ;C-4,'I`s office
Prior to approval.
'ersonnei Assignments
We believe that the Dl I and. i?Cf should be the final
at proving authority for all assignments to positions of Chief
or a"-eputy Chief of Offices (a)D/ P Divi.ssious and Staffs) or of
field stations and bases, both foreign and dam esstic.
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We believe the ACIts office .!ionic also review all assign-
scents in the riddle management echelon with particular reference
to insuring the proper language qualifications, operational training
and suitability.
blic Relations
We recommend that the present system of public relations
the Agency be changed. While we see the necessity for the
DCI to have an assistant in h;z office handling relations with the
public media, we believe that every effort should be made to
triiniraize the amount of 2ubiicity that CIA receives.
We strongly reconirnend that the present practice of
giving background briefings to newspapermen cease and tzzat
CIA give information to the press only where CIA has something
which for operational reasons should be released on an urxattri..
butable basis. We urge that no public speeches be given by
Agency officials.
:reduction in Force
We recommend that the LCI and 4 DCI insure that the
present reduction in force in the Agency include senior officers,
ticularly supergrades who are no longer as effective as they
should be in their assignments.
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Handlin of Communications Other Than Cables
We note that under present arrangements comrnunicationaa;
other than cables are handled by the Records Integration Division
of DD/P, which is not always fully cognizant of the interests of
non-DD/.P parts of the Agency. We recommend that the entire
system of handling incoming and outgoing communications be
subjected to further study with a view to insuring adequate dis-
bernination of all communications, particularly in O3 /t, DD/:R.
and DWS, which may have used for prompt receipt of such
material.'
problems should not have to pass through each of the three officers.
We have not tried to spell out the responsibilities of the
1 xecutive Director, inasmuch as we believe this to be primarily
a matter that should be tailored to the personal preferences of
the DCI and fZDCI and how they wish to operate their office and
the Agency. We urge, however, that special attention be directed
to the avoidance of a straight vertical line of command; J. e.,, all
xcecutive Director
t:xecutive Committee
We recommend the creation of an Executive Corxirnittee
to be chaired by the DD C1 and consist of the four Deputies, the
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Comptroller, and the Assistant to the DCI for Coordination and
Intelligence Community Guidance. This Committee, from a
policy standpoint, would review proposed major projects and
maintain a continuous review of all major activities and make
appropriate recommendations thereon to the DCI. This Com-
mittee would replace the present Project Review Committee.
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ORGANIZATION AND ACTIVITIES OF THE
DEPUTY DI$,ECTO.II (PLANS
Office of the LD/P
'Are commend the decision of the DO/P to abolish the position
of the A/DDP/A, and believe that the restoration of the previous
organization with just the DD/P and COP in the Iin a of comman?a
in the front office will resuit in a clear delineation of responsibili-
ties and more efficient operations.
The Staffs
e studied at some length the staffs in the DO/PP. : `e con-
sidered a possible merger of the Fi, CI and CA staffs. VVe also
stuuied proposals for divesting the staffs of all operational resportsi-
bilities. 4Ve believe that while both are desirable objectives, neither
are practicable under present circumstances. We therefore urge
that the IFI, CI and CA. staff functions be drawn closer together
under the Chief of Operations and that these organizations insofar
a#i practical act in the classical sense as staffs for the D3:/;. `Je
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lyier ;er of Covert :fiction Staff and it c n atian Organizations Division
he L DIP has advised us of his desire to merge the Covert
Action Staff with the ' Interna:iozial Organizations Division. while.
this is contrary to the trend os divesting staffs of operational duties,
v ,,c xievertheless to not observe any major reasons against ach a
i r er and bei eve that it should be triett out in accorcance: with
a wishes.
Central Support Staff
a recommend that the i / P draw together into a Central
xa.pport staff control of ire-, sonnet and other support matters c:.i r -
ntl.y decentralized to the divisions and staff.- in orc,er to locate
functions directly under hire.
ci ai 'ra sk force Operations
e reco.?iiend the creation of an organizational entity to
known as 'Special Task Force aerations reporting directly
the D -/P, which shall be activatec. and deactivate+i ufOn tt
and which shall be the co xr .and 3rnechaxiism fo handling auch.
ecta as the Cuban o v; atio : hich demands the creation of an
: .aj lz atio. from Agency---ride as ets.
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Liaison with Department of State
.YlM..
We urge that the DD/ P centralize liaison with the Department
of state and maintain careful records of all discussions between the
:Agency and State Department officia ,5. We note that nearly every
area division chief has a weekly meeting with his counterpart in the
Department but that under the ; tiesent system there is no organized
method for keeping the central management of the DD/f' informed
of what takes place at these meetings.
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ORGANIUATI';)N AND ACTIVITf;CS OF T
DX?UTY DU UGToR (INTELI:IGENC :)
Jffice of the DDA
We have carefully reviewed the organisation and activities
of the DD/t's immediate Office and believe that with the addition
of a full time deputy he will be able to assert the degree of
influence on the management of the units under him required for
sound operations. At present his three office assistants provide
ood staff work in this review, but we did observe that it con,-
siderable amount of the intelligence produced in the DD/1 area
is reviewed at no higher a level than office chief, if that.
recommend that the DD/I establish in his office a
focal point through which all intelligence, processed or unevaluated,
going to the 'hfte House must flow. If for reasons of urgency a
rei3ort is sent to the White House prior to evaluation, we recom
mend that a special notice to the effect that it is unevaluated be
attached to the report and that an evaluation follow thLe report at
the earliest possible n1ornent.
Board of National Estimates
The )ffice of National Estimates should be strengthened by
the addition of one top-level foreign affairs expert to the Board of
:atim,ates, and if obtainable a top-level scientist and a top-level
economist. We also believe that the Board would benefit by the
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? addition of an individual experienced in business in the international
field, provided one of sufficient caliber could be found who would
be willing to spend two or three years on the Board, of estimates.
Control o
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We urge that the DCI utilize the USIB to control the
scheduling and to limit the number of National Estimates-
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and other agencies is in a good position to assist in coordinating
the exploitation of foreign documents. We urge that the DD/I
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organization.
into the most compatible area of the
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ORGANIZATION AND ACTIVITIES OF Tl
DEp'1. TY DIRECTOR (SU_ OItT)
Security
Office
We recommend that the burden on the Security Office for
support of the DD/P be reviewed (see DD/*'? section). In the
meantime, we believe that a careful took at the Security m-)ffice
necessary to insure that the volume of work it is carrying
is not in any way jeopardizing its primary responsibility of
insuring that every possible measure is taken to keep the Agency
secure.
We recommend that all security clearances be centralized
under the Office of Security; a. g., clearances that are issued
by DPD, OCI, NPIC, and other Agency components. While, we
would leave the policy of granting clearances with the appropriate
officials, we believe that the Office of Security should maintain
a centralized index for special clearances and do all of the
processing of these clearances.
Audi
We recommend that the Inspection and Audit Staff check
regularly on activities in the
which are of vital
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concern to the Agency.
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We recom.rand that the DD/S be given the reaportsihitity for
o all projects under the coat
curity safeguards, and
support mechanism be deveiopee in
essin
w' o believe the f uto raatic .S)at& ` Vocew
ra tty rammu %
in co salt]
other deputies concerned direct this sta
pursue the objective of auto .,-stion in the Agency,
T-r tic
Cher 1~ lnaeuc'.
atthough we strongly reca en'
as to Insure the ultimate copatahitity o"
aces sing oysteza a throughout the f ntel lige e
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ORGANIZATION AND ACTIVITIES OF THE
DEPUTY DIRECTOR (: ESEARCH)
The Office of the Deputy Director (Research) having already
been created, we now make the following recorrdmeadations as to
those units which should be included under this Deputy.
Development Pro ects Division - S ecial ;Projects Branch
We recommend that the Special- Projects Branch of DPD
plus the necessary supporting elements, including those projects
supporting the Department of Defense in advance reconnaissance
programs, be placed under DD/R.
Technical Services Division
We recommend that all TSD research and development
be placed under DD/R.
Other Research and Development
We recommend that the extent to which research and
development for SIQINT collection equipment, including agents'
SIGINT equipment, air-borne collection, etc., should be transferred
to DD/R, .. be left as a matter for negotiation and agreement between
and the Director of Communications.
We recommend all research and development in support of
N? IC be transferred to DD/R.
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PART II
This section contains comments and recommendations on areas
of the work of the Central Intelligence Agency and activities of the
intelligence community in which the working group was either unable
to agree, or felt that considerably more study was needeu before
action is taken. Theme views are presented herewith so that they
may assist and guide those who may be asked to pursue these matters
further.
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ation
'.Va note your intention to abolish the present office of the
Assistant for Coordination and to create in its stead an Assistant
to DCI for Coordination and Intelligence Community Guidance.
h the exception of aver. Coyne, we are fully in accord. We set
forth below our concept of the principal functions of this Assistant.
a. He should be the DCI's principal advisor on coordina-
tion matters within the community and his personal representative
in dealing on such matters with top officials of the community.
'VA-hen so directed he should represent the JSCI in
negotiations and discussions on intelligence matters with appropriate
officials of foreign governments.
c. He should be responsible for uevelopment of Coxnint
an< :lint policy insofar as this is an agency function.
d. He should keep continually under review the general
extent and direction of the intelligence efforts of the community to
insure that such efforts fully an6 effectively support national policy,
subnriitting reports and recd ..xrandations to DCI as appropriate.
e. lie should corresi ondingly maintain a. continuing
review of activities and efforts of the .1`-gency to insure that they
rexna.in fully and effectively coca:. dinated Nvithh the activities anti
efforts of other snembe: s of the corxununity.
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We do not consider it practicable at this time to suggest th
number or qualifications of eapporting staff officers for this
Assistant. We feel, however, that he will need a gxoup of such
officers, and that they should be of particularly high caliber and
broad experience. The functions we visualize for this office are
highly important for the community and for CIA. They have not
been adequately handled in the past. The Assistant ;should be given
whatever staff the full development of his role may later require.
t41r. Coyne does not concur in this recommendation. He dis-
agrees with (a) the proposed organisational placement and title of
the recommended office, because this would perpetuate the present
ineffective arrangement of the Coordination Office now in existence
and would not provide the recommen u.ed office with the stature required
to assist the UCI in fulfilling his heavy responsibilities throughout
the Intelligence Community; (b) the limitations in the functional
concepts of the office, as outliner above. Further, he does not con-
cur in this recommendation because it does not distinguish sufficiently
the internal CIA. operating functions of the DDCI from the community-
wide functions which the reco prat-coded office must perform if the
CI is to execute effectively his principal mission as assigned in
the _'f resident's. Directive of January 16, 1962. Mr. Coyne believes
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that if the office is established along the lines recommended above,
it will be incapable of effectively assisting the DCI in performing
his principal Presidentially-assigned responsibilities of (a)
coordinating and effectively guiding the total U. S. foreign intelli-
gence effort; (b) establishing necessary policies and procedures to
assure adequate coordination of foreign intelligence activities at all
levels; (c) maintaining a continuing review, with the heads of the
Departments and Agencies concerne
of the programs and activities
of all U. S. agencies engaged in foreign intelligence activities; and
(d) assuring efficiency and effectiveness, and avoiding undesirable
duplication in the total foreign intelligence effort. Mr. Coyne will
submit his recommendations on this subject at a later date.
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National Photographic Interpretation Center
are concerned about the capability of NPIC to handle what
may be a greatly increased volume of work in coming months. We
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recommend that as a matter of priority the USIB have this matter
reviewed and insure that any increased flow of raw material does
not result in slowing down the prompt and complete processing so
urgently required.
Caliber of personnel
`a'l'e believe that the DD/I should devote some considerable
effort to improving the caliber of personnel in his offices. Although
we did not make a study in depth, we believe that there is a serious
problem in this regard in OCI and that steps should be taken under
the new management of OCI to improve the caliber of supervisory
personnel and thus improve the morale of that office.
Berger of ONE and OCI
We studied at some length the feasibility of. merging the Office
of National Estimates with the Office of Current Intelligence. We
found the Office of Current Intelligence eager for a merger, the
Office of National Estimates strongly opposed. The DD/I was inclined
to favor it, but foresees certain personnel difficulties. We do not
believe that such a merger would be wise unless it was well esta-
blished that the result would be the creation of better national estimates
and current intelligence dailies and weeklies. The DID/I feels that
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he should be given at least sixty clays to explore this proposal and
to prepare his recommendations. We concur.
.I r. Coyne does not agree with the above paragraph and in lieu
thereof recommends that the ON ; and CCI be merged now. He
believes that such merger will result in improved intelligence
products to support the national policy makers.
Pre oration and Dissemination of Memoranda
We have noted considerable unhappiness in the Department of
State because ONE and CCI have established the practice of distri-
buting throughout the community, and to the White House, uncoordinated
in ; aranda. on intelligence matters. These memoranda are prepared
as "think pieces ", but the Department of State feels that they often
seem to influence policy at high levels. We think the Department
of State has a point, and we urge that such memoranda be carefully
restricted to circulation within the Agency unless or until they have
been coordinated across-the-board.
We also urge that the DCI adopt the practice of asking other
agencies to prepare such memoranda if the subjects fall within the
purview of their responsibilities; e.g., the Department of State on
strictly political matters. V e believe that, at a minimum, when
CIA is asked for a memorandum that inquiries should be made of
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other departments to determine whether such a rnexiorandum hasn't
already been prepared or aright be in the process of preparation.
White House Relations
We are concerned about Agency relationships with the White
House insofar as handling of intelligence matters is concerned. We
would like the opportunity to discuss this with you orally before
framing recommendations.
Research on International Communism
We are concerned about the reported inadequacy of research
done on international Communism. At the present time some is
? done in the DD/1 area in both CCI and ONE, some is done in the DD/P
area in the International Communism Division of the Counter Intelli-
gence Staff, and some is done in the State Department in the Special
Studies Group of R. The DD/I expressed himself its believing
this was Sufficiently covered. The Chief, CI Staff believes it is
insufficiently covered. Representatives of the Department of State
urged that greater expertise be brought to bear on the subject.
Inasmuch as it will fall squarely on the shoulders of the DCI if not
enough is being done, we urge that the matter be reviewed by the DCI
at an early date to satisfy himself that all necessary research in this
field is being accomplished.
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Office of Scientific Intelligence-
On I+il 4 ' F F F
the new chart we have shown CSI as a division under DD/R.
since we understand this to be your desire. We feel, however, that
081 in its major activities is more clooely linked to ply/I than to
/R and therefore more properly belongs under DD/I. DD/I himself
strongly supports this view and urges that he retain 031. We believe
that if this is approved, scientists in OSI should be r:iembers of DD/R's
career service, subject to transfer between OSI and units of DD/R as
might be agreed between the deputy directors concerned.
D /ad's Operational Responsibilities
We have some concern relative to your intention to have DD/R,
carry into the operational phase his responsibility for certain major
projects involving complex and coordinated operations which are
highly sensitive and where a mis-step could have serious national
or international repercussions. DD/R's key people will be mostly
scientists, technological experts or leaders in specialized develop-
ment fields. Such individuals on the average have no professional
intelligence operating experience and little background or interest
in detailed operational problems requiring thorough inter-agency
coordination, painstaking and tedious follow-up actions and careful
attention to security details. DD/P, on the other, hand, has a number
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of top-flight people who for some years have 4ealt almost exclusively
with just such problems.
We recognize all the difficulty, in the course of a project of this
type, of shifting responsibility from one deputy to the other; and we
realize that development must also lap over into the operational
phase. We suggest having as a. general rule (but granting that excep-
tions will arise) that when operation begins the responsibility for the
operations should be the DD/Pts, but that DD/R should retain his
responsibility for seeing that the equipment he has developed continues
to function properly. There is here attached a. specially classified
annex.
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 1 L?
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CROANIZATION AND ACTIVITIES OF' THE
INTELLIGENCL COMMUNITY
National Indications Center N Watch Committee
We have examined quite carefully the National Indications
Center, its organization, its capacity to support fully the Watch
Committee, and its relations with other departments and agencies.
We note that opinions within the community concerning NIC and its
functions vary widely -- from the feeling that it should be abolished,
or combined with DIA indications center -- to the belief that it is
entirely satisfactory in its present situation. We do not fully sub-
scribe to either of these views.
The functions of the Watch Committee, and NIC, with their
terms of reference, were developed prior to the time when DIA was
created. Now .CIA. has developed a strong capability to provide both
early warning and indications of approaching crises to the community.
Its capacity in this regard will develop even further -:n the months
ahead.
'6Je are aware that U,5IB is now considering the Fitch Committee
Report. But we doubt that few if any members of that Committee
were intimately aware of the full capacity of DIA and of its future
plans. We note that General Carroll was reluctant to be drawn into
the Committee's deliberations.
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`We recommend, therefore, that except as noted below, NIC
operations be allowed to continue as they are for the next three or
four months. At that time we recommend a thorough review of the
Watch Committee and NIC operations, particularly in the light of
DI's capabilities and activities, with a view to redefining the
responsibilities and functions of NIC as may then appear desirable.
'JAr. Coyne disagrees and recommends that the NIC be abolished
now, and that the DIA. be assigned the national strategic warning
function and that its personnel complement be enlarged to include
representation from appropriate members of SIB. 'r. Coyne
points to reasons outlined in his memorandum to the DCI dated
February 5, 1962.
' ie; do believe that the National Indications Center should be
properly manned and should receive both the high caliber of per-
sonnel at the proper grade and the number of personnel to perform
its function promptly and efficiently. In this connection the Depart-
ment of State has no representatives at NIC at present and the DCI
should ask the Secretary to remedy this situation immediately.
We would suggest a change in the present method of preparing
the Watch Committee report. If N'IC is adequately manned, we see
no reason why it should not draft, Z4 hours in advance, the weekly
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Watch Committee report, circulate it to all agencies for considera-
tion prior to discussion at the Watch Committee meeting when it
could be decided upon in final form and reproduced and disseminated.
A elated to the Watch Committee -- but also an important aspect
of all coordinates intelligence community reports -- we believe that
substantive disagreements should be encouraged and even spelled
out in Watch Committee reports; that NIEs and Slams rather than
being suppressed or covered by watered down language as is some-
times the case today, in all cases should reflect the consensus of
views of the intelligence community. If there are differing minority
views on the part of one or more agencies, including CIA. these
should be spelled out in appropriate footnotes.
CIA Relations with the Dem. artment of State
ie examined the relations of CIA with the Department of State.
everal matters of concern in this area are mentioned in the section
on the 1)1/P.
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25X1
25X1
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25X1
State's Counter Communism Office
We-reviewed with some interest the proposed creation in the
office of the Deputy Under Secretary for Political Affairs of the
Department of State of a strategy group for combatting communism.
While the full scope of its function is as yet unclear, we believe that
CIA should follow the developments in this office closely as its
activities will have considerable bearing on the work of the Agency.
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SEM i
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State's Uperationai Center
.r........... .,-
We reviewed with some interest the embryonic operational
center which the Department of State is developing. We found that
this is an interesting development and would obviously have bearing
on the intelligence community,
State at White House Briefings
We recommend that in accordance with the present practice of
a representative of the Defense Intelligence Agency attending the
briefings of the White House staff by CIA, that a representative of
the Department of State also be invited to attend these meetings.
Receipt of Top Classification Messages
VV e recommend that the DCI take up directly with the President
the problem of receiving all pertinent messages dealing with foreign
affairs which might have any bearing on intelligence estimates Or
reports, or. on covert operations. We have particularly in mind
such communications as between the President and Khrushchev, etc.
We believe that it is important for the DCI to see such messages in.
order to give proper guidance to the intelligence and. operational
activities of the Agency.
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April 3, 1962
"Mr. Coyne does not concur in this recommenda-
tion. He disagrees with (a) the proposed
organizational placement and title of the recommended
Office, because this would perpetuate the present
ineffective arrangement of the Coordination Office
now in existence and would not provide the recommended
Office with the stature required to assist the DCI
in fulfilling his heavy responsibilities throughout
the Intelligence Community; (b) the limitations in
the functional concepts of the Office, as outlined
above. Further, he does not concur in this recommenda-
tion because it does not distinguish sufficiently
the internal CIA operating functions of the DDCI
from the community-wide functions which the recommended
Office must perform if the DCI is to execute
effectively his principal mission as assigned in
the President's Directive of January 16, 1962.
Mr. Coyne believes that if the Office is established
along the lines recommended above, it will be in-
capable of effectively assisting the DCI in performing
his principal Presidentially-assigned responsibilities
of (a) coordinating and effectively guiding the total
U. S. foreign intelligence effort; (b) establishing
necessary policies and procedures to assure adequate
coordination of foreign intelligence activities at
all levels; (c) maintaining a continuing review,
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MEMORANDUM FOR: Mr. Lyman B. Kirkpatrick
Inspector General
Central Intelligence Agency
In the course of our discussions as members of Mr. McCone's
Working Group on Intelligence and in our March 28 meeting with
Messrs. McCone and Carter, I indicated that I did not concur
in the "Coordination" section of the draft report which we
discussed with the DCI and the DDCI.
In line with the foregoing, it would be appreciated if
you would:
1) Amend the second sentence of the section to read:
"With the exception of Mr. Coyne, we are fully in accord."
2) Add at the end of the section a new paragraph
reading as follows:
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"with the heads of the Departments and Agencies
concerned, of the programs and activities of all
U. S. agencies engaged in foreign intelligence
activities; and (d) assuring efficiency and
effectiveness, and avoiding undesirable duplication
in the total foreign intelligence effort. Mr.
Coyne will submit his recommendations on this
subject at a later date."
I would appreciate receiving a copy of the revised report
of the Working Group at your earliest convenience.
J. Patrick Coyne
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23 October
MEMORANDUM FOR Director of Centrui Intelligence
UB3#CT: After Action Report on the Findings
of the Working Group
This is with reference to the memorandum of 6 j-1.pril
196Z which presented you with t'':e final report of the Working
Group which you established in January to consult and advise
on the organization and activities of the Central. Intelligence
Agency. This report indicates the action which has been
taken on the findings of the working Group, and if no action
has been taken the reasons therefor. The comments here
are in the same ardor as they appeared ire the report of the
orking Group.
25X1
Lyman B. Kirkpatrick
Executive Director
Attachment
CO: MCI
LBK:jrc: Retyped gmk (23 Oct. 62)
Distribution:
Orig - Addressee w/att
1 - DDCI w/att
1 - Exec. Dir. w/att
4---' Extra
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Office of the DCI
2Eganization of DCI's office
The change in organisatioaa ad the DCI's office has been accom-
plished and an Agency Notice is ready indicating the organization and
activities of the office. The staff of the DCI'. office now operates under
the direction of the Executive Director who holds daily staff meetings,
and it is believed that the Agency is now witting of how to keep the DCI's
staff informed properly of the activities of the Agency.
Comptroller
As recommended, the Comptroller's office now reports directly
to the DCI and has full authority for fiscal control of the Agency. The
Comptroller has established the Financial Policy and Budget Comet-
tee which is operating as envisaged.
Inspector General
As recommended. the Audit Staff has been combined with the staff
of the Inspector General and the ergsd staff reports directly to the
DCI'9 office: The size of the Inspector. General staff is being increased.
General Counsel
As recommended, the General Counsel's staff reports directly to
the Office of the DCI and has assumed responsibility for the work of the
Legislative Counsel.
lariat
As recommended, the Cable Secretariat is under the careful super-
vision of the Executive Director, and particular attention is being paid to
the dissemination of cables.
Contracts
As recommended, sole-source contracts have been reviewed by
the DDCI, and any new contracts of this type will be reviewed in advance
by the DDCI and the Comptroller.
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Personnel As siLnments
?
All senior assignments are currently being checked with the
office of the Director prbr to formalization. As yet, due to the
study in progress of the entire area of personnel management in
tie Agency, nothing has been done in regard to middle management
assignments.
Public Relations
CIA is now receiving about the minimum amount of publicity
that could be expected in a democratic society with a free press. No
public speeches.are being given by Agency officials. background
briefings to newspapermen continue.
Reduction in Force
The reduction in force in the Agency did not include any super-
rades, as recommended.
Executive Committee
idling of Communications other than Cables
The Executive Director is now responsible for insuring that all
incoming and outgoing communications are circulated to those offices
of the Agency which should be informed. This is done particularly
through the media of the Executive Memorandum.
Executive Director
The position of the Executive Director has been established and
the responsibilities of this office are evolving as the method of organi-
zation and operation of the Agency becomes more clearly established.
It is quite clearly understood throughout the Agency that, there is not a
straight vertical line of command requiring all actions to be cleared
with each of the top officers: DCI, DDCI and Executive Director but
that decisions may be obtained by going to any one of the three. Can. the
other hand, experience indicates that the most prompt and effective
action is obtained when action papers pass through the Executive Director
to the DDCI, and if necessary the DCL
rwtvjaaaag as envvtsaged.
The executive Committee has been estabifshiad nc 4 nr ,nr
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Organization and Activities of the
yDirector (Plane)
~ ./D1 /A..
:/I
:ommended, the
has abolished the position of
The DD/P is still working on the entire matter of the staffs and
their functions.
Merger of Covert Action Staff and International Organizations Division
' These two units have now been merged and appear to he function
ing effectively. The Working Group simply commented on this and
observed that it was a prerogative of command to combine these units.
Central Sport Staff
The J D/P has taken no action on this recommendation as yet.
eecial Task Force Operations
The activities of Task force W are identical to the intent of this
recommendation.
25X1
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Operational Aids Unit
This recommendation was rendered inapplicable in view of the
ion not to transfer TSD to DD/R.
25X1
War Plans
As recommended, the DDCI is giving full support to the War
Plans Group, and is assisted in this effort by the Executive Director.
25X1
Liaison with the Department of State
The DI)/P has centralized the control of liaison with the Depart-
ment of :`:itate and careful records are now maintained of all discussions.
25X1
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Organization and Activities of the
Deputy Director (Intelligence)
ice of the DD/i
The DD/Z.has established a focal point in his office to follow the
now of all intelligence to the 16hite House.
onal Estimates
25X1
The board has been strengthened by the addition of a senior
DD/P officer, and we have suggested to the Department of State the
assignment of a senior Foreign Service officer.
Control of Estimates
The DCf through UbIH is endeavoring to limit the number of
national estimates.
Office of Operations
Action on the recommendation to abolish the Office of Operations
has been deferred until the end of 1962.
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Organization and Activities of the
Deputy bisector ( :support
Security Office
The support for the Df/P rendered by the Office of security is
currently under review. However, the Security Office has been auth
rsrize:d to recruit additional personnel to handle its workload. A.s
recommended, the issuance of security clearances has been central-
ized in the Office of Security.
As recommended, the Audit staff has established, an active check
on activities at
DFD upport
DD/,tt .
ommendeed, the Z)f/> is now supporting all projects under
Automatic Data Process
As recommended, the Automatic Data Processing Staff is aggress-
ively pursuing the objective of automation in the Agency toward insuring
compatibility with other systems in the intelligence community.
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Organization and activities of the
Deputy Director (Resear h)
De=velopment projects Division - Special Projects Branch
.As recommended, the peciai ;projects Branch of DPD plus the
necessary supporting units have been transferred to DD/R.
some very major responsibilities without taking on the diverse an
generally unrelated responsibilities of TSD.
Technical Services Division
`ur.ther study did not commend implementation of the Working
croup' recommendation that all TSD research and development be
placed under DD/R. The DD/P made a. substantial argument in favor
of leaving all of TSD under his control in order to insure close and
intimate relations with the operating units. Further, an argument of
almost overwhelming proportions indicated that the DD/R already had
r Research.and Development
.rafter considerable additional study it was decided to transfer all
SLI ` to DD/R, except for the direct command of certain field units
which under all circumstances should be left under the station chiefs.
Research and development in support of NPIC would fall under DD/R
for those very advanced items, but not for current production require-
ments.
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Partll
The staff of the Assistant for Coordination has continued to work
on the same basis as formerly and continues to be constituted of
assignees from other agencies. There appears to be progress in
achieving closer inter-agency coordination. but whether this is due
to the work of the Coordination Staff or to the DCI's personal interest
25X1 in this subject would be hard to determine.
This group has been continued.
National Photo gra hic Interpretation Center
The Executive Director has personally kept under review the work-
load of NPIC. NPIC is recruiting in anticipation of an increased work-
load.
Caliber of Pre
Thee'new tbD/I is cognizant of this problem and is taking steps to
improve the caliber of the personnel.
Mar Mr .of t3N and UCI
It has been decided not to merge these offices.
Preparation and :Dissemination of Memoranda
Too many uncoordinated memoranda are still being circulated.
The practice of asking other departments to preeparee.memoranda. has
not been adopted.
(This matter was handled orally by the Working Group and con-
sequently the comments will be handled similarly.)
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Research on International Communism
The DD/I has established a special staff under an experienced
intelligence officer for this purpose, and this staff is getting gradually
organized.
(Xfics Scientific Intelligence
OSI is remaining under X)/I, but DD/. will eventually open his
Neer service to those who wish to join it.
DD/R's Operational Responsibilities
It has been firmly established that DD/R.will operate those pro-
jects which he develops. We believe that DD/R has implemented some
of the principles in the special annex of the Working Group report.
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 Organization and Activities of the
Intelligence Community
National Indications Center - Watch Committee
General Carter, the new Chairman of the Watch Committee, has
made a thorough review of its activities and HIC operations. Steps
have been taken to see that MC. is properly manned with the right
personnel, and the Department of State is being constantly reminded
of its obligations in this regard. We also believe that the methods of
operations of the Watch Committee have now been aligned in accord-
ance with the objectives of the Working Group.
25X
hate's Counter Comm
Office
The proposal for the creation of such an office in the Department
of `State appears to have come to naught.
Mate's 22erati.onal Canto
The State Operational Center also appears to have come to naught.
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kite House 35rief1
The Department of State does not attend the White House briefings.
Receipt of 'pop Classification Messages
The DCI has taken up with the White House the necessity for being
included in the dissemination of all top classification meessagees.
~ U r
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of W
S E C R E T
1. The organization of the DCI/DDCI's office is currently under study.
2. The Audit Staff is removed from the DD/S area and placed. under
the Inspector General.
3. The Comptroller is removed from the DD/S area, given greatly
expanded responsibilities, anu will report directly to the DCI/
DDCI's office.
The General Counsel's office is removed from under the DD/S,
will resume responsibility for Congressional relations, and will
report directly to the DCI/DDCI's office.
6. Position of Assistant DD/P for Covert Action abolished.
7. Assistant DD/P for I
25
~reated25X1
3. Central Support Staff under DD/P created, This will draw together
such support as personnel, logistics and budget and will also take
over technical support from those operating units of TSD which
remain in the DD/P, e. g. ,
The Central Support Staff will a l s o absorb the present Operational
Services Staff and certain other activities.
9. A Special Task Force is created for such operations of a magnitude
that transcends the capabilities of one division.
10. The International Organizations Division and Covert Action Staff.
are combined, putting together our largest activities in this field.
25X1
25
12. A Deputy Director for Research is created. This organization will
take over the Office of Scientific Intelligence from the DD/I, Special
Projects DPD, all research and development from TSD, and
other research and development activities currently located in various
units of the Agency such as the Office of Communications, NPIC, etc.
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S E C R E T
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March 29. 1962
MEMORANDUM FOR THE RECORD
SUBJECT: Notes on discusaioas between myself, Carter. Kirkpatrick
Coyne and sc1ntyler in review of report of the Kirkpatrick
Committee
x ollowing recommendations call for further consideration and
possible modification.
1. Office of the PCI
1. Page U ? Comptroller
Terms of Reference of the :Financial Policy and Budget
Corm mittee under the Comptroller and the Ezecative Committee
as provided hereafter must be clarified to provide continuing
program review by a senior committee as part of an orderly
program and budget process.
2. Office of Coordination.
Differences between Kirkpatrick and archuyler position
as outlined in the report &ad Coyne's position should be
considered and reconciled. Page 3. Item C. Responsibility for
SIGINT policies and.resulting international arrangements as a
responsibility of this office should be further considered.
3. Public relations directive should be issued on policy of
speech making and public appearances by Agency employees.
including DCI and the Deputies.
4. Page 6. Reduction of force consideration should be given
with continuing 3-amen management review committee (such as
the Kirkpatrick Committee) exploring for the DCI and the DDCI
ways and means.of eliminating duplication and consolidating
functions, eliminating unnecessary activities, with the objective
of developing better organization at lesser cost and with
fewer personnel.
5. 6. B. Terms of Reference for the Executive Director and
the selection of this man should be discussed between McCone
and Carter at an early date.
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25X1
Office of DD/P
'
L. f
s a 110 IMportaxt to may an an start DL/P for
There is
caa g criticism of the Agency for lack of professionalism
in these activities, most particularly 25X1
25
25X
III. Office of DD /I
I. Carter and McCone should agree on selection of a I: i /I,
Deputy DD/I and Chief of OGI as initial step in improving personnel
within this office.
2. Merger of 0/NE and CI should be delayed until new
DD/I is installed and makes his recommendations.
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3. National Board of Xstimates should be rom$ewed'and
improved where necessary and consideration given t formation
of a special group within O/NE to analyse on a continuing basis
objectives of Soviet/sino Bloc, international communism and
their pursuit of their cold war activities and in their efforts to
establish world domination. Note: This office previously
exulted directly under DD/I but was abandoned a few months
ago.
4. Proper liaison with fie, State Department, and
agreed methods for DCI to brief NSC as provided by law
should be worked out.
National Photo rs hic Inter relation center, Page 19.
Note this requires immediate study, possibly by USIB.
t the work load on the NPIC will overwhelm it and
result it will be unable to process vast amount of information
during months of May through September should be quickly studied
and arrangements made through USIB to disperse read-out to -SAC
and xtrmy St. Louis Center if doing so necessary to keep our
processing and read-out on a current basis. This matter
considered of greatest importance.
IV. Element* of DD/R
25X
2. Location of C?;.aI should be resolved.
Interrelationship between DD/R and 1)1)/P to provide
staff support and particularly the Ci production should be
established by directive of Deputy I)CI.
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}
ti
4. 'With respect to page 23, certain operational reel
Uties should'pass from DD/R to DD/.P upon completion of
research and development; however a study should be made to
determine whether the man< full integrated operational activities
such as OX CART and Moen .25
should not be permanently under DD/R who is to have both
operational and research and development responsibilities.
Considerations of OXCART
1. Responsibility for all phases of OXCART are to follow
the direct supervision of : ec/i?ef and DCI by agreement with the
GD. Chaaryk as t/:sec. Def. , will be executive head of NRO, DD/R
will be his Deputy and by assignment will be responsible for all
phases of OXCART.
2. Details of operations, as contrasted to RECD, will be
worked out at a later date.
3. NSC directive agreed OXCART tasks are responsibility
of -special Group and question of augmentation is a matter for Special
Group, not CIA, to decide.
4. DD/R should be charged with the responsibility of
mobilizing and utilizing all necessary resources of DD/I, DD/F and
I)D/s and General Counsel in performance of D.D/R's assigned respon-
sibility as, Deputy Director NRO and manager of OXCART project.
25
6. Because of imminence of commencement of test
flights immediate careful attention should be given to all aspects of
the cover story as certain information concerning the plane will
become known when it is observed in .FAA that othez radaz
V. National Indications Center Watch Committee
1. Appointment should be made next week for General
Carter and myself to visit the NIC and the DIA Centers and
observe the Watch Committee operations and make a judgment
as to whether this organization Is properly set up and
efficiently operating, and to resolve differences between
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Z. 'White House briefings should continue; a sub titute
for Mr. ory should be ranted until a. wore; adequate
arrangement is provided. Daily briefing of Bundy, Clifton
and Taylor and an occasional briefing of the President by
OCI should suffice.
. McCC
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z
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SUBJ:
WERE PERMANENTLY REMOVED ON
BY FOIA/PA/EO Review STAT
AND WILL BE RE-RETIRED UNDER A NEW JOB NUMBER, EARLY 1994.
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